Pleasanton City Council
August 19, 2025

appropriate determination of the Director of the California Department of Industrial Relations shall be filed at the City Clerk’s Office and available for inspection. Contractor shall post, at each job site, a copy of the prevailing rate of per diem wages.

To the extent applicable, Contractor shall comply with all requirements of the California Labor Code, including but not limited to, Labor Code sections: 1773.2 (regarding posting wage determinations at each job site); section 1776 (regarding the certificat ion, maintenance, and availability for inspection of payroll records); section 1777.5 (regarding employment of apprentices); section 1810 (regarding a legal day’s work as 8 hours of labor); and section 1775 (regarding penalties for violations). The Contrac tor shall forfeit fifty dollars ($50.00) for each calendar day or portion thereof for each worker paid less than the stipulated prevailing rates for any public work done under the Agreement by it or by any subcontractor under Contractor

9. Notices. All notices, demands, requests or approvals to be given under this Agreement shall be given in writing and conclusively shall be deemed served when delivered personally or on the second business day after the deposit thereof in the United States Mail, postage prepaid, registered or certified, addressed as hereinafter provided.

To Contractor: Cassidy Lundin To City: City Manager
Tree Sculpture Group City of Pleasanton
642 McCormick Street P.O. Box 520
San Leandro, CA 94577 Pleasanton, CA 94566

10. Conflict of Interest. In accepting this Agreement, Contractor covenants that it presently has no interest, and will not acquire any interest, direct or indirect, financial or otherwise, which would conflict in any manner or degree with the performance of this Agreement. Contra ctor further covenants that, in the performance of this Agreement, it will not employ any person having such an interest. Contractor certifies that no City officer, employee, or authorized representative has any financial interest in the business of Contra ctor and that no person associated with Contractor has any interest, direct or indirect, which could conflict with the faithful performance of this Agreement. Contractor agrees to advise City if any conflicts arise.

11. Miscellaneous Provisions.
a. City may terminate this Agreement at any time by mailing a notice to Contractor. Contractor shall be paid for that portion of work or services already completed by Contractor as approved by City.
b. Contractor acknowledges that time is of the essence regarding the performance of this Agreement.
c. Contractor shall not assign or transfer this Agreement. d. If either City or Contractor waives a breach of this Agreement, such waiver shall not constitute a waiver of other or succeeding breaches of this Agreement. e. This Agreement constitutes the entire understanding of the parties. f. This Agreement may only be modified by a writing signed by the authorized representative of both parties.

g. Contractor covenants that it has obtained and will keep in effect during the term of the Agreement all certificates, licenses, including a City Business License, permits or the like required by any federal, state or local regulatory agency in order to perf orm the work under this Agreement.
h. Contractor shall comply with all federal, state and local laws, regulations and rules, including but not limited to applicable safety and environmental laws. Contractor shall bear full and exclusive responsibility for any release of hazardous or non-hazardous substances and disposal of hazardous wastes.
i. The Contractor will permit the City to audit, examine , and make copies of all contracts, invoices, payrolls, and other documents or data relating to this Agreement. Such records shall be maintained for three years from the date of final payment under this Agreement. j. 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. k. This Agreement shall be governed by the laws of the State of California, with venue for any action under this Agreement in Alameda County, California.

IN WITNESS WHEREOF, the parties hereto have executed this Agreement the date and year first above written.

CITY OF PLEASANTON CONTRACTOR –

_____________________________ By: __________________________ Gerry Beaudin, City Manager Signature

__________________________
Print name

ATTEST: Title: __________________________

____________________________ [If Contractor is a corporation, signatures must Jocelyn Kwong, City Clerk comply with California Corporations Code §313]

APPROVED AS TO FORM: _____________________________
Signature

__________________________ __________________________
Daniel Sodergren, City Attorney Print name

Title: __________________________

EXHIBIT A – WEED ABATEMENT SERVICE
SCOPE OF SERVICES – RFP 25.302

Contractor to provide weed abatement landscape services at various street right-of-ways, City-owned lots, and open space locations throughout the City limits.

City Project Manager - Project Manager will be the Parks Division Manager or their Designee.

Supervision and Management - Respond to questions and resolve problems as they arise.

Intent - The City of Pleasanton is seeking proposals for weed abatement landscape services at various street right-of-ways, City-owned lots, and open space locations throughout the City limits.  Services may also include additional work, which will be billed as “extra work” at the direction of the Parks Division Manager. The weed abatement locations are comprised of Utilities, Streets, and Park sites. Currently, there are approximately 150 weed abatement sites throughout the 24 square miles of the City. All work to be performed shall be in accordance with the City of Pleasanton Standard Specifications and Details* dated July 2024, and shall be overseen by the Parks Division Manager or his designee (all references hereafter to the Parks Division Manager shall include his designee). The selected Contractor will provide the following services:

1. GENERAL

a. Monthly Work Schedule Submittals: Twice monthly, or on a schedule to be determined by the Parks Division Manager, provide updates on all current and future activities to the Parks Division Manager. The schedule shall include all pesticide products that will be utilized for the month as outlined below.
b. Integrated Pest Management: Contractor shall comply with the City of Pleasanton’s Integrated Pest Management Policy (Attachment III).
c. Pesticide Applications: Prior to any pesticide application by the Contractor, the Contractor must submit to the City a completed form detailing the chemicals to be used, the means of application (large tank spray rig, backpack sprayer, etc.), quantities, area to be treated, and desired time of application. The City will respond to this submittal, if approved, with instructions as to the timing and precautions for the requested application. The Contractor must provide product labels and Safety Data Sheets (MSDS) for all chemicals proposed to be used and must receive approval prior to their use. Product labels and SDS information are to be updated annually. During the use or application of any chemical, special care must be exercised during such use in the vicinity of homes, storm drains, near lakes, etc., and during windy conditions. In some cases, it may be necessary to apply chemicals during off-hours or weekends. Particular care should be exercised to avoid applications at times or under conditions that would annoy or alarm citizens and property owners. Pest Control Advisor (PCA) recommendations must be available on-site during application of pesticides.

The Contractor must file with the City their plan for how they will handle a chemical spill. d. Pesticide Application Supervision: All materials shall be applied under the supervision of an individual with a valid Qualified Applicator License issued by the California Department of Pesticide Regulation (DPR). Pesticides are to be applied in accordance with all governing regulations and with the requirements specified on the product label.

e. County Registration: Contractor must have a valid and appropriate Pest Control Business License with the California Department of Pesticide Regulation. The contractor must also register each calendar year with the Alameda County Agricultural Commissioner before conducting any pest control work in the county.
f. Pesticide Selection: The Contractor shall use the pesticide that is most effective and has the lowest signal word as noted on the label. For example, pesticides with a signal word label of Caution are preferred over a product with a signal word of Warning if the products are equally effective at controlling the target pest.
g. Inspection: The Parks Division Manager may inspect pesticide applications at any time. h. Restricted Use Pesticides: Restricted-use pesticides should be avoided when possible.

Should a restricted-use pesticide be determined necessary, prior approval must be obtained from the Parks Division Manager. All applicable Notice of Intent (NOI) documents must be properly filed with the Alameda County Agriculture Department, with a copy provided to the Parks Division Manager. The Contractor must have the correct permitting to apply restricted- use pesticides.
i. Monthly Pesticide Use Reporting: Contractors must submit monthly pesticide use reports to the Alameda County Agricultural Commissioner by the 10th day of the month following the month of application. A copy of the pesticide use report shall be provided to the Parks Division Manager.
j. Puncture Vine: Puncture vine, Tribulus terrestris, shall be eradicated from all weed abatement sites. Puncture vine allowed to form seed shall be removed by hand from each site in a manner that does not spread the seed.

2. SCHEDULE

a. The contractor shall perform services Monday through Friday during normal working hours, 8:00 a.m. to 5:00 p.m.
b. Contractor shall be responsible for coordinating all weed abatement activity with City designee. Contractor shall establish a uniform time schedule for performance of routine work.
c. Contractor shall respond to the City's request for work within 24 hours of notification and said work shall begin within 7 calendar days of the request. d. Contractor shall provide 24-hour notification to property owners and/or business owners when performing work adjacent private property. No notification is required for emergency call-out work.
e. If a resident or business owner objects to line trimming or other weed abatement work, Contractor may be required to delay work until the complaint is resolved by City. If an objection to trimming occurs while work is in progress, the Contractor shall immediately stop work at the location in question and immediately notify the Parks Division Manager. Work shall not resume until authorized.
f. In the event of a resident's complaint, the Contractor shall make every effort to resolve the issue to the mutual satisfaction of both parties. If the Contractor cannot resolve the complaint, they shall contact the Parks Division Manager. g. In case of emergencies, changing work location, and other urgent matters, the City will be immediately contacted.

h. During weeks in which there is a holiday, Contractor shall perform all work at all sites during the remaining workdays of that week.

3. UTILITY WEED ABATEMENT

a. Except as noted in the “Utility Weed Abatement” map book, all locations labeled “Industrial” including pump stations and water reservoir tank areas, shall be maintained in a weed-free condition using pre- and post-emergent herbicides. In addition, any perimeter fencing will be maintained in a weed-free condition 2 feet to the exterior of the fence. Any weeds allowed to grow shall be removed from the site by the contractor. b. Except as noted in the “Utility Weed Abatement” map book, all locations labeled “Bioswale” shall be maintained in a broadleaf-free condition with the use of selective broadleaf herbicides and shall be mowed to 5 inches once a year during the month of May on a schedule approved by the Parks Division Manager.
c. Except as noted in the “Utility Weed Abatement” map book, all locations labeled as “V- ditch” shall be kept free of debris at all times and shall be kept weed and brush free two (2) feet from each side of the V-ditch.
d. Except as noted in the “Utility Weed Abatement” map book, all locations labeled as “Roadside” shall be kept weed and brush free two (2) feet from the curb line. e. Puncture vine, Tribulus terrestris, shall be eradicated from all weed abatement sites.

Puncture vine allowed to form seed shall be removed by hand from each site in a manner that does not spread the seed.

4. STREET WEED ABATEMENT

a. Areas identified as “Street Median Hardscape” shall be maintained in weed-free condition.
b. Except as noted in the “Street Weed Abatement” map book, areas identified as “Roadside” shall be kept weed and brush free two (2) feet from the curb line. c. Except as noted in the “Street Weed Abatement” map book, areas identified as “Freeway Interchange” shall have bi-monthly litter and debris pick up. d. Areas identified as “Annual Weed Abatement” shall be line-trimmed within four (4) inches of the ground in the month of May. The annual schedule for line trimming shall be pre-approved by the Parks Division Manager. At the direction of the Parks Division Manager, seasonal weather variations may shift the work to the months of April or June. e. Puncture vine,
Tribulus terrestris, shall be eradicated from all weed abatement sites. Puncture vine allowed to form seed shall be removed by hand from each site in a manner that does not spread the seed.

5. PARK WEED ABATEMENT

a. Areas identified as “Annual Weed Abatement” shall be line-trimmed once within four (4) inches of the ground in the month of May. Before work begins, the annual schedule for line trimming shall be pre-approved each year by the Parks Division Manager. At the direction of the Parks Division Manager, seasonal weather variations may shift the work to the months of April or June.

b. Puncture vine, Tribulus terrestris, shall be eradicated from all weed abatement sites.

Puncture vine allowed to form seed shall be removed with all seed by hand from each site in a manner that does not spread the seed.
c. Barbed Goatgrass, Aegilops triuncialis, shall be eradicated from all weed abatement sites.

Goatgrass allowed to form seed shall be removed with all seed by hand from each site in a manner that does not spread the seed.

6. DEBRIS REMOVAL

a. For woody debris removal, the Contractor can supply a woodchipper, which produces high- quality wood chip mulch that can be recycled and used as ground mulch. b. The Parks Division Manager may require recyclable wood chips to be disposed of at site(s) within the City limits where wood chips will be utilized by the City. c. All tree wood, trimmings, and debris resulting from work that cannot be chipped and recycled as mulch shall be promptly removed from the work site and properly disposed of at the Contractor’s expense.
d. As a prevention measure against the spread of plant diseases, all wood, trimmings, or wood chips from diseased trees shall be properly disposed of at an appropriate refuse disposal site at no expense to the City.

7. TRAFFIC CONTROL AND VEHICLE ACCESS

a. When working in street locations and transporting equipment on public streets, the Contractor shall comply with the California State Vehicle Code. Contractors must provide all safety cones, sign boards, arrow boards, and other appropriate measures and equipment as prescribed by the California Manual on Uniform Traffic Control Devices (CA-MUTCD) for traffic control. Contractor shall conduct its operations to cause the least possible obstruction and inconvenience to public traffic. To the greatest extent possible, all traffic shall be permitted to pass through the work area. For work requiring traffic control, the Contractor must submit a traffic control plan to the City of Pleasanton Public Works Department for approval 72 hours before the scheduled work.
b. When working in a park, vehicle access is limited to the sidewalk. The contractor shall not drive vehicles on the turf, basketball courts, or any other landscaped or hardscaped areas without written permission from the Parks Division Manager. c. At park locations where sidewalk access is permitted, the Contractor must temporarily remove a bollard for access. Upon leaving each park site, the Contractor shall replace all the bollards that were removed.
d. The Contractor must drive slowly and carefully while performing any associated work in park locations and yield to park users.
e. All vehicles utilized by the Contractor shall have wording that clearly identifies the Contractor.

8. EQUIPMENT

a. Standard weed abatement equipment shall always be used and maintained in a satisfactory condition and in compliance with State and Federal/OSHA regulations. Equipment not

suitable to produce the quality of work required shall not be permitted. All tools shall be clean, sharp, and in proper working order, and shall be checked for safety before each job.

All trucks, chippers, and other heavy equipment shall be in good operating condition, well- maintained, and in compliance with all applicable laws and regulations. b. Equipment shall be operated in a manner that will minimize noise. Trimmers shall not be operated in one location for extended periods of time.
c. It is the contractor's responsibility to provide a storage facility. The City does not provide facilities or storage space for the contractor's use.
d. Beginning June 1, 2024, it is unlawful for any person to operate a gasoline-powered leaf blower at any time in the City of Pleasanton as outlined in the Code of City Ordinances, Chapter 9.06 Leaf Blower Restrictions. Contractor shall utilize battery-powered leaf blowers when working in the City.

9. CONTROL, SUPERVISION, AND APPROVAL AUTHORITY

a. Unless otherwise provided by specific provisions, Contractor's operations and activities pursuant to any contract resulting from this RFP shall be under the control and supervision of the Parks Division Manager.
b. Supervision, Inspection, and Contract Compliance: Contractor must provide for adequate supervision and inspection of all work performed to ensure that each requirement of these specifications is consistently met.
c. The contractor shall furnish a fully qualified supervisor who provides supervision of the crew and shall be readily available to meet with the Parks Division Manager as needed for the purposes of correcting problems, conflicts, and coordinating work schedules. d. The City reserves the right to request the removal of any employee of the Contractor for good cause.
e. All of the Contractor’s work will be in City-specified areas only. f. Inspection by the Parks Division Manager shall be made during normal City operating hours, unless otherwise arranged.
g. The progress and standard of quality of work to be accomplished shall be to the degree reasonably acceptable to the Parks Division Manager. In the event the Parks Division Manager determines the Contractor's work is unsatisfactory, the Contractor will be required to perform the additional work at no cost to the City.
h. The City will periodically inspect the work to ensure it meets the City's standards, and the Parks Division Manager will be available during regularly scheduled hours to discuss and resolve any concerns of the Contractor.
i. A complete and up-to-date record of all completed weed abatement work shall be submitted bi-monthly (twice a month) to the Parks Division Manager. Work records will include, but not be limited to, the type of work performed, date, area/map book page, and any other information required by the City Parks Division Manager for City weed abatement records. j. Supervisor: Supervisor will have a minimum of five (5) continuous years as supervisor of complete landscaping service and at least two (2) years performing duties of a foreperson. k. Foreperson: Crew Foreperson shall have four (4) continuous years of on-the-job experience performing landscape maintenance. The Crew Foreperson shall be designated at the start of the Agreement. This Crew Foreperson shall not be changed unless approved by the City.

l. Pesticide Applicator Technician: Pesticide Applicator Technician shall have a minimum of two (2) continuous years of pesticide application experience and be familiar with all forms of pesticide applications for weed control. Pesticide Applicator Technician or the direct supervisor must maintain a valid California Qualified Applicators License (QAL). m. Uniforms: All employees on site who are employed by the Contractor are to wear clothing that clearly identifies the Contractor.

10. DAMAGES

a. Precautions shall be taken to prevent damage caused by spray drift or other equipment to any adjacent trees or related plant life which is not a part of this Agreement. b. All damages to landscaping, sprinklers, irrigation systems, hardscape, plants, or other landscape components shall be reported by the Contractor to the City and will be repaired by the City and billed to the Contractor. This includes the replacement of damaged or dead plants caused by spray drift.

2. IMPLEMENTATION PLAN
Our team is ready to hit the ground running on day one with an improved approach based on the knowledge we have gained performing this contract over the past 10 plus years.

As the incumbent contractor for
the City’s weed abatement services, we bring a strong
foundation of experience and a clear understanding of the program’s priorities, expectations, and logistical challenges. Over the course of our current contract, we’ve refined our approach based on real-world insights—streamlining routes, improving crew deployment, and strengthening communication with City staff. These lessons have shaped a more efficient, responsive, and results-driven implementation plan that we’re confident will deliver even greater value moving forward.

Our plan prioritizes safety, consistency,
and environmental responsibility, while allowing
the flexibility to scale resources as seasonal demands fluctuate. What follows is a detailed breakdown of how we will execute the program across Parks, Streets, and Utility areas—backed by the tools, staffing, and supervision needed to ensure timely and high-quality service.

Every week we
will prepare and share a weekly schedule (see sample attached) that details the weed abatement areas where we plan to work- organized by zones or map book pages and then by major streets and their cross streets. On a weekly basis, the Supervisor will check hot spots and City entry points to ensure these areas are maintained to meet expectations.

While our weekly schedule references our
planned work for the separate Median
contract, we will keep the median and weed abatement crews separate to ensure clarity regarding scope and execution of work. We believe the combined schedule can help the Parks Maintenance Supervisor to perform quality control of our work across both contracts.

All weed abatement activities will
be planned and performed in a manner that prioritizes
traffic control and crew member safety as per the California Manual on Traffic Control Devices.

We will staff the project with a dedicated weed abatement crew consisting of 1–3 trained crew members based on seasonal needs. During peak annual fire / weed abatement season we will scale up with additional seasonal workers or float crew support. Each crew is equipped with string trimmers, brush cutters, and electric blowers, herbicide and

EXHIBIT B

all other equipment and materials necessary and is overseen by a supervisor responsible for routing, quality control, and communication with City staff.

When herbicides are used, we follow best practices to minimize environmental impact—implementing measures to reduce drift, runoff, and harm to non-target plants and organisms. Detailed records of all spray activities, including dates, locations, application methods, and materials used, are maintained and available upon request to ensure transparency and regulatory compliance. Regular herbicide use will be combined with manual weeding to ensure that parks, utilities, and streets are maintained to specification.

PARKS
Our Director of Operations will provide a schedule for annual weed abatement activities (see sample attached) in accordance with the Parks Maintenance Supervisor. We will utilize a remote operated brush mower operated under the direction of our Supervisor.

This will enable a significant reduction in the total number of labor hours required to perform the scope of work to specification. Additional detail and touch up work will be performed by our crew utilizing weed eaters. For map book page 107, we will apply pesticide on a quarterly basis or as needed to ensure the area remains weed free.

UTILITIES

Our Maintenance Supervisor will provide a weekly weed abatement schedule for Utilities (see sample attached). We prepare our schedule to ensure that we visit each map book page quarterly and coordinate a combination of pre-and post-emergent herbicide applications to ensure that the areas are maintained weed free and to specification. Regular monitoring, use of a remote operated brush mower, and consistent application of herbicides will be used to maintain utilities to specification.

STREETS

Our Maintenance Supervisor will provide a weekly weed abatement schedule for Streets (see sample attached). We will utilize a remote operated brush mower for the freeway interchanges operated under the direction of our Supervisor. Additional garbage collection and detail and touch up work will be performed by our crew utilizing weed eaters. Our staffing plan is based on systematically cycling through all Streets areas on a quarterly basis to perform weed control activities to specification. In addition, our Supervisor monitors and provides as needed service to hot spots and City entry points.

We scheduled for a Pesticide Applicator Technician to spend a full day each week excluding rainy days and inclement weather. We will utilize traffic control devices including traffic cones, tow-behind arrow boards etc. to enhance traffic control measures for all Streets weed abatement activities.

EXHIBIT B

BID FORM
(Required)
Weed Abatement Services
RFP 25.302
Bidder hereby certifies to the City that all representations, certifications, and statements made by Bidder, as set forth in this Bid Form and attachments, are true and correct and are made under penalty of perjury pursuant to the laws of California.

The cost quoted below shall include all taxes and all other charges, including travel expenses, and is the cost the City will pay for the term of any contract that is a result of this bid.

The listed prices include the composite price for labor and equipment, including all incidental pesticides, power tools, hand tools, and vehicles, as well as all overhead costs.

Parks Weed Utilities Weed Streets Weed
Map Book Work Area Abatement Abatement Abatement
Maintenance Maintenance Maintenance
Areas Areas Areas
Supervisor
rrotal hours per year
Foreperson/Lead Worker
!fotal hours per year
Pesticide Applicator Technician
rrotal hours per year
Pardener/Laborer
rrotal hours per year
Other:
rrotal hours per year
Total Employee Hours per Year
Please break down the employee hours per year of the contract.

Year 1 Hrs. Hrs. Hrs.

Year2 Hrs. Hrs. Hrs.

Year 3 Hrs. Hrs. Hrs.
rrotal
Proposed annual cost to maintain, per contract specifications, including labor, pesticides, overhead, and all required tools, etc. Please break down the cost per year of the contract.

Year 1 $ $ $
Year 2 $ $ $
Year 3 $ $ $
Total $ $ $
Fill in the areas below to provide a cost structure in the case the City decides to add additional services to this Agreement.
223 1098 1955
45 220 391
0 290 461
12 126 260
166 462 843
0 0 0
223 1098 1955
223 1098 1955
668 3293 5865
10,836 53,448 95,209
11,378 56,121 99,969
11,946 58,927 104,967
34,160 168,496 300,145

EXHIBIT B

67 69 71
55 57 59
60 62 64
55 57 59
55 57 59
55 57 59
20 20

N/A N/A N/A
$95 $100 $105
Terra Landscape Cassidy Lundin
7/22/25

EXHIBIT B

Item #24

CITY COUNCIL AGENDA REPORT

August 19, 2025
City Manager

TITLE: RECEIVE A REPORT AND PROVIDE DIRECTION ON CONDUCTING VOTER

OPINION POLLING FOR POTENTIAL REVENUE BALLOT MEASURES

SUMMARY
In recent years, the City of Pleasanton has made measurable reductions to the City’s General Fund operating budget and is continuing to identify and implement operational efficiencies.

There is also a renewed focus on economic development and identifying new sources of revenue. Even with these steps, the City is facing an ongoing structural fiscal deficit in upcoming budget cycles. This report seeks City Council direction on whether to conduct professional voter opinion polling in fiscal year 2025/26 to assess community support for potential revenue measures to address some or all of the projected deficit. The polling would provide data-driven insights to inform the City Council's future decisions regarding the City's long-term fiscal sustainability. Results would be presented to the City Council to inform a decision on whether to pursue one or more measures. Due to the staff time and associated costs necessary to undertake this work, staff is seeking direction regarding the City Council’s level of interest in supporting one or more potentially viable revenue measures for the November 2026 election.

RECOMMENDATION
Receive a report and provide direction on conducting voter opinion polling for potential revenue ballot measures.

BACKGROUND
The City of Pleasanton continues to face a projected structural budget deficit that requires proactive solutions to increase revenue and manage expenses. In recent years, the City has made significant reductions to its operating budget and is in the process of starting an organizational assessment to further evaluate the programs, services, and resources available to address community needs and priorities.

At the same time, and consistent with City Council direction, there is a focus on economic development efforts and identifying new sources of revenue. The City is taking several steps to enhance economic development, including streamlining permitting processes, combining economic development and community development functions, and focusing efforts on revitalizing key commercial areas such as the Stoneridge Shopping Center. These initiatives are expected to generate additional revenue over time, though the benefits will likely materialize over several years rather than providing immediate fiscal relief, and will also come with new service demands that have to be accounted for. New revenue from economic development, new construction, or streamlining efforts will not likely be available to support City programs, services, and projects in the near term. While net benefits are expected to be achieved, there will also be new costs associated with certain areas, such as services and infrastructure, to serve a new population and businesses.

The fiscal year (FY) 2025/26-2026/27 budget was balanced through service reductions, the use of previously earmarked funding sources, and with the knowledge that the City’s infrastructure, facility, and vehicle funds will continue to be inadequate. The City's long-term fiscal outlook shows ongoing pressures from rising employee costs (including pension obligations), deferred infrastructure maintenance, and limited growth in traditional revenue sources.

Cities throughout the state face similar challenges and have increasingly turned to voters for sustainable funding solutions. According to data compiled for California cities, school districts, and other public agencies, there were over 700 measures on local ballots in California for the November 5, 2024, election, including 539 local tax and bond measures. The overall passage rate was 76 percent, with 410 measures passing, the highest number both proposed and passed in a single election in California history. See Attachment 1 - Local Revenue Measure Results November 2024. California Local Government Finance Almanac.

CaliforniaCityFinance.com.

Given these fiscal realities and the (limited) range of potential options available, staff is continuing to explore and present new revenue ideas and ways to reduce expenses, including a comprehensive organizational assessment to evaluate further and identify operational efficiencies. A contract for that work will be presented to the City Council this fall.

DISCUSSION
Purpose of Polling
Professional polling is a practical first step for agencies to understand community sentiment before investing significant resources in ballot measure development. This approach would provide objective information about voter priorities, test support levels for various revenue options, and help identify which methods are worth pursuing. By gathering this data early, the City can make informed decisions and ensure any future proposals align with community values and have the best chance for voter approval. While economic development initiatives will provide long-term revenue growth, polling will help identify more immediate revenue options to address the structural deficit while those economic development efforts mature.

Statewide Context
The November 2024 election results show strong voter support for local revenue measures across California. The overall passage rate was 76 percent, with 410 of 539 measures passing. City general tax measures requiring majority vote achieved an 86 percent passage rate (121 of 141 passed), while transient occupancy taxes (hotel taxes) passed at an 82 percent rate (23 of 28 passed), and sales tax passed at an 85 percent rate (81 of 95 passed) (see Attachment 1).

Polling Options
Various revenue options are presented below for the City Council's consideration, and staff is seeking direction regarding interest in exploring one or more of these revenue measures for the November 2026 ballot. It is not practical to test too many options during a survey, so narrowing down the list of options to a maximum of three (3) is critical to getting solid information to work with. These options are presented for consideration for the November 2026 election. Other options that could be considered for future ballots are discussed separately below. This proposed list may be adjusted after input from a revenue measure consultant if

staff receives direction to move forward.
• Transient occupancy tax/hotel tax increases
• Sales tax alternatives
• Parcel taxes for specific services
• General obligation bonds for infrastructure

For the proposed revenue measure options, the polling would measure initial support levels, test the impact of pro and con messaging, analyze demographic variations in support, assess which City services residents value most, and help determine optimal measure structures and rates.

The estimated revenues (increase in revenue for each option based on Pleasanton's financial data) are intended to provide context for discussion. These estimates may change depending on the assumptions used. Hotel and sales, business license, and property transfer taxes are assumed for general purposes and require a simple majority approval (50 percent + 1). The following table shows the types of potential revenue measures and additional data:

Table 1. Potential Revenue Measure Overview
No. Type of Tax/Fee Basis of Levy Voter Approval
Requirements
1 General Obligation
Bonds
Citywide. A levy on property based on the
properties’ assessed value and used for voter-
approved debt.

Two-thirds
2 Sales Tax General Citywide. A levy on the retail sale of tangible goods.

Majority
3 Sales Tax Special Citywide. A levy on the retail sale of tangible goods.

Two-thirds
4 Business License Tax
General
Citywide. A levy on operators of businesses. Majority
5 Transient Occupancy
(Hotel) Tax General
Citywide; primarily to visitors. A levy on the
occupancy of hotels, motels, or other short-
term lodging.

Majority
6 Real Estate Transfer
Tax General
Citywide. Property owners. Taxes imposed on
the transfer of title of real property. The City
must become a charter city to enact the tax.

Majority
7 Utility User Tax
General
Citywide. A levy on the use of utilities, such as
electricity, gas, or telecommunications.

Majority
8 Community Facility
Districts/Parcel Tax
Citywide or local. A levy on parcels of property,
typically set at some fixed amount per parcel.

Two-thirds
9 Benefit Assessment
Districts
Local. A levy on property within a benefit
assessment district. Based on calculation of
the special benefit.

Majority vote of
property owners
10 Property Related
Fees and Charges -
Storm Drain
Impacted property owners Majority vote of
property owners

Potential November 2026 Ballot Measures
Transient Occupancy Tax
The City’s current Transient Occupancy Tax (TOT or hotel tax) rate is 8.0 percent, and the annual revenue is projected at about $5.6 million. If the TOT rate is increased to 10.0 percent (a 2.0 percent increase), the increase in annual revenue is estimated at $1.4 million. If the rate is increased to 12.0 percent (a 4.0 percent increase), the increase in annual revenue is estimated at $2.8 million.

Hotel tax, like sales tax, is volatile and will move with the market. It is also important to consider that hotels in Pleasanton and the Tri-Valley have not fully recovered from the impacts of the COVID-19 pandemic, and growth is expected to be modest in the near term. Based on data from Visit Tri-Valley regarding the hotel occupancy rates, the surveyed hotels in the Tri- Valley decreased by 6.2 percent in 2024 and 1.2 percent in 2025, and revenue declined by 2.9 percent in 2024 and 0.9 percent in 2025. One of the hotels in Pleasanton did not operate/was closed during FY 2024/25.

Sales Tax
The City’s current sales tax rate is 10.25 percent, and annual revenue is projected at $26.0 million. If the sales tax rate is increased to 10.75 percent (a half-cent increase), the increase in annual revenue is estimated at $10.8 million, according to the City’s consultant, HdL. Both residents and visitors pay sales tax.

Some cities have been successful in increasing sales and hotel taxes on the same ballot. The City of Benicia successfully passed ballot measures in 2024 to increase both the hotel tax and sales tax, generating significant revenue to address the city’s structural deficit. However, Pleasanton was recently unsuccessful in November of 2024 in passing a proposed half-cent sales tax increase.

Parcel Tax (Public Safety/EMS)
The City currently does not have a parcel tax. If $0.10 per building square foot is assessed on residential properties and $0.21 per building square foot is assessed on commercial properties, the annual revenue is estimated at $10.2 million. The median building area of a single-family home in Pleasanton is 2,030 square feet, and the estimated annual cost for the median family property owner would be about $203. It is important to note that parcel tax can only be used to support specific services and programs, such as public safety and emergency medical services.

General Obligation Bonds (GO Bonds)
The City currently does not have general obligation bonds. Assuming the passage of a $150.0 million general obligation bond to fund aging community infrastructure, such as facilities and parks, the annual debt service payment/revenue would be about $9.7 million based on an analysis conducted in 2023. The median average value of a single-family home in Pleasanton was $867,000 at the time. The annual average tax rate for a median-value single-family home is about $142. This rate is expected to be slightly different due to the change in assessed value.

The General Fund structural deficit is projected to range from $6.0 million to $9.0 million over the ten-year forecast period, excluding significant funding for aging infrastructure, as the City’s funding gap for deferred maintenance is significant. For this reason, consideration of a revenue

measure to address unfunded infrastructure needs is both critical and timely. However, parcel tax and general obligation bonds are restricted for specific purposes and require supermajority (two-thirds, or 66.7 percent) approval, which may be more challenging to obtain.

Other Potential Revenue Measures
Business License
Beyond traditional revenue sources, the polling could explore business license tax updates.

The City’s business license tax is currently assessed based on $0.30 per $1,000 of gross receipts, with different fixed amounts charged for gross receipts under $250,000. The annual revenue is projected at the $6.0 million level. When considering changes to business license tax, it is also important to compare the tax rates with cities in the region to ensure local rates remain competitive. If there is interest in further exploring an update to the Business License Tax, staff would need to do more analysis and come back to the City Council at a later date.

Charter City & Real Property Transfer Tax
At the July 2025 City Council meeting, the City Council gave direction to not explore this option at this time. However, it will remain an option in future years. As a general law city, Pleasanton currently receives $0.55 per $1,000 assessed value in property transfer tax, with annual revenue of approximately $0.8 million. If the City becomes a charter city, which requires voter approval, and enacts a $6.0 transfer tax per $1,000 of assessed value, the increase in annual revenue is estimated to range from $6.4 million to $8.9 million, depending on sales activities. If the rate is at $12.0 per $1,000 of assessed value, the increase in annual revenue is estimated to range from $13.4 million to $18.7 million, depending on sales activities. At the July 15, 2025 City Council meeting, the Council did not support the continuation of charter city exploration.

Stormwater
Additionally, staff is currently evaluating the City’s stormwater system to understand the ongoing funding required to support the City’s stormwater infrastructure. This will require bringing a stormwater revenue measure either before the voters or with property owners in a future election cycle, potentially as early as 2027, to create a sustainable enterprise fund to support stormwater needs into the future.

Other, Including Utility User Tax
The City may consider other revenue options, such as a utility user tax. This would be a new tax for Pleasanton and may be difficult to gain community support as it impacts both residents and businesses. Please refer to the revenue options table presented above for details.

Regional Considerations
While statewide trends are encouraging, local factors need careful consideration. Despite the 82 percent statewide passage rate for TOT measures, recent regional hotel closures and reduced occupancy rates raise questions about the stability of this revenue source. The polling would test whether voters view hotel taxes as reliable, given current market conditions.

Additionally, the City will have to factor in other ballot items, as well as inflation and economic uncertainty, it's important to understand the implications of a number of factors that voters will have to consider. The polling would identify which City services residents value most, helping ensure any future measures align with community priorities and show clear value to voters.

Next Steps Based on Results

The polling data would provide the City Council with additional information. If the results show strong support (typically 60 percent or higher initial approval) for specific measures, the City Council could direct staff to develop detailed proposals including revenue projections and implementation plans. If the results show moderate support needing refinement, the City Council could direct additional outreach or decide not to pursue a revenue measure at this time. If polling indicates insufficient support across all options, staff would continue to work on reducing expenses through service and program reductions and continuing to triage community and organizational needs.

Timeline
The timing for polling depends on the City Council’s objectives and the complexity of potential measures. According to professional polling consultants, some agencies poll early to have information in hand for planning, while others work back from City Council deadlines (approximately August 2026) and poll in early in the election year.

If the City is fairly certain of the mechanism, amount, and uses, only one poll may be needed to vet a measure. If the City Council wishes to weigh multiple options, the City may need a poll before the end of 2025 to narrow the path, followed by a spring 2026 poll to check again on the viability of the chosen approach.

Staff also notes the need to coordinate polling timing with other City initiatives, including the water rate Proposition 218 process, to avoid voter fatigue and ensure clear messaging.

EQUITY AND SUSTAINABILITY
Professional polling ensures all community voices are heard through representative sampling across neighborhoods, multiple language options, income and age diversity requirements, and weighting to match city demographics. This approach supports equitable decision-making by understanding impacts across all community segments.

OUTREACH
Polling represents the beginning of community engagement, building upon the FY 2025/26 budget input sessions, previous community surveys, stakeholder feedback, and public hearing testimony. Results will inform future outreach strategies if the City Council proceeds with specific measures.

STRATEGIC PLAN ALIGNMENT
This initiative supports the ONE Pleasanton Strategic Plan's goal Funding Our Future through data-driven decision-making, sustainable revenue exploration, fiscal responsibility, and preservation of community services.

FISCAL IMPACT
Professional polling services are estimated at $31,000 to $50,000, varying based on sample size and methodology, language translations required, and depth of analysis requested.

Funding is available within the City Manager's professional services budget. This investment in data could prevent costly ballot measure failures and ensure any future proposals align with community support.

Prepared by: Submitted by: Approved by:

Aarón Zavala, Assistant to
the City Manager
Alexa Jeffress, Assistant City Manager

Gerry Beaudin, City
Manager

Attachments:

1. Local Revenue Measure Results November 2024

2. Presentation: Voter Opinion Polling for Potential Revenue Measure

CaliforniaCityFinance.Com
Local Revenue Measure Results
November 2024
There were over 700 measures on local ballots in California for the November 5, 2024 election including 539 local tax and bond measures. Well over half of these measures (293) were school tax or bond measures. A third (180) were proposed by or for cities. There were also 22 county and 44 special district measures. Among the measures were 285 general obligation bonds, 267 for schools.

There were 119 measures to increase or extend local sales taxes, 77 parcel taxes, and 28 lodging occupancy tax increases.

Schools
Special Districts
Counties
Cities
December 6, 2024 Final
Schools
Cities, counties,
special districts

Local Revenue Measure Results November 2024 – 2 – D ecember 6, 2024 Final

CaliforniaCityFinance.com
Overall Passage Rates
With final tallies completed, 410 of the 539 tax and bond measures passed. The overall (preliminary) 76% passage rate is within the range of the last few election cycles. With about 10 million ballots counted on election night, 388 measures were passing. But as an additional 6 million ballots were tabulated, some results shifted.

This is the largest number of local tax and bond measures passed at one election in California history. It was also the largest number proposed. This high number reflects a rebound from voter’s fiscal anxiety coming through the Covid-19 pandemic. It does not necessarily indicate a trend. At this same election, Californians approved Proposition 2, a $10 billion education school bond that will provide matching funds for many local school projects. In March 2020, as the pandemic emerged, voters defeated a $15 billion state bond proposal and most local school construction bonds. In the lingering anxiety from the pandemic, local agencies have been reluctant to go to voters with tax and bond measures since.

Total Pass Passing%
City General Tax (Majority Vote) 141 121 86%
County General Tax (Majority Vote) 9 7 78%
City Initiative Special Tax -MajorityVote* 11 4 36%
County Init. Special Tax -Majority Vote* 6 5 83%
City SpecialTax or G.O.bond (2/3 Vote) 28 17 61%
County Spec.Tax, G.O.bond (2/3 Vote) 7 3 43%
SpecDistrict Tax, G.O.bond (2/3 Vote) 44 24 55%
School ParcelTax (2/3 vote) 26 24 92%
School Bond 2/3 vote 1 1 100%
School Bond 55% vote 266 204 77%
Total 539 410 76%
The City/County of San Francisco is counted as a city
Local Revenue Measures November 2024

Local Revenue Measure Results November 2024 – 3 – D ecember 6, 2024 Final

CaliforniaCityFinance.com
Measure Outcome by Category
Most school bond measures are designed to meet the tax rate limits in the California Constitution for approval with 55 percent of voters. 205 of 267 school bond measures passed (including one two- thirds vote measure), a 77 percent passage rate that is typical of elections prior to the pandemic in 2022.

Majority-vote general purpose tax measures, mostly sales tax increases were common and did well. Two- thirds vote special taxes and non-school bonds not so well.

Passing and Failing Measures by Type November 2024.

Local Revenue Measure Results November 2024 – 4 – D ecember 6, 2024 Final

CaliforniaCityFinance.com
School Measures
There were 267 school bond measures this election, all but one requiring 55% voter approval.

Pleasant View Elementary School District’s Measure J exceeds the tax rate limits stipulated in Proposition 39 (2000) to be passed with 55% approval. It still passed with more than the two-thirds approval it needed. Voters approved $45.4 billion of local school construction bonds of the $50 billion proposed from $9 billion for Los Angeles Unified School District, $790 million for San Francisco Unified School District, and $3.5 billion for San Diego Community College District. The Kingsburg High School (Fresno) and Elverta (Sacramento) measures each failed by just three votes. Weed Elementary (Siskiyou) failed by four votes.

School Tax and Bond Measures - November 2024.

School Bonds 

0% 20% 40% 60% 80% 100%
55% Vote
Bond
2/3 Vote
Bond
2/3 Vote
Parcel Tax*
Percent Passing
Since 2001 36%
100% (1/1)
77% (204/266)
Since 2001 79%
Since 2001 68%
92% (24/26)
School District County Measure Amount Tax Rate YES%
Earlimart Elementary SD Tulare H 8,500,000 $ $30/$100k 81.6% PASS San Ysidro SD SFID#1 San Diego MM 12,900,000 $ $30/$100k 78.0% PASS Merced Community College D Merced P 46,000,000 $ $17/$100k 76.8% PASS Local Public Schools Funding Authority (JPLos Angeles LP 89,000,000 $ $16/$100k 76.8% PASS Delano Union Elementary SD Kern J 41,800,000 $ $25/$100k 76.4% PASS Palm Springs Unified SD Riverside S 465,000,000 $ $40/$100k 74.8% PASS Paramount Unified SD Los Angeles Q 190,000,000 $ $60/$100k 74.6% PASS Greenfield Unified SD Kern L 25,000,000 $ $30/$100k 74.6% PASS Sacramento City Unified SD Sacramento D 543,000,000 $ $35/$100k 74.1% PASS San Francisco Unified SD San Francisco A 790,000,000 $ $13/$100k 72.9% PASS Pacific Grove Unified SD Monterey B 78,000,000 $ $32/$100k 72.9% PASS Los Nietos SD Los Angeles RU 28,500,000 $ $30/$100k 72.7% PASS Orchard SD Santa Clara GG 30,000,000 $ $12/$100k 72.5% PASS Albany Unified SD Alameda L 63,800,000 $ $60/$100k 72.2% PASS Los Nietos SD Los Angeles ST 26,500,000 $ $28/$100k 72.1% PASS San Marino Unified SD Los Angeles M 200,000,000 $ $60/$100k 71.8% PASS Pleasant View Elementary SD Tulare J 3,000,000 $ $59/$100k 71.6% PASS Keyes Union SD Stanislaus U 8,500,000 $ $29/$100k 71.3% PASS Pittsburg Unified SD Contra Costa P 140,000,000 $ $60/$100k 71.2% PASS

Local Revenue Measure Results November 2024 – 5 – D ecember 6, 2024 Final

CaliforniaCityFinance.com

School District County Measure Amount Tax Rate YES%g
Menlo Park City SD San Mateo U 123,600,000 $ $19/$100k 70.7% PASS Bayshore Elementary SD San Mateo HH 12,500,000 $ $30/$100k 70.6% PASS Pomona Unified SD Los Angeles UU 385,000,000 $ $60/$100k 70.6% PASS Mount Pleasant Elementary SD - renovationSanta Clara T 24,000,000 $ $26/$100k 70.5% PASS Cotati-Rohnert Park Unified SD Sonoma BB 91,500,000 $ $35/$100k 70.4% PASS Perris Elementary SD Riverside H 38,000,000 $ $30/$100k 70.3% PASS Mount Pleasant Elementary SD - STEAM Santa Clara S 28,000,000 $ $29/$100k 70.1% PASS Moreno Valley Unified SD Riverside X 240,000,000 $ $40/$100k 69.7% PASS Long Beach Community College D Los Angeles AC 990,000,000 $ $25/$100k 69.3% PASS Glendale Community CD Los Angeles GCC 600,000,000 $ $25/$100k 69.2% PASS Weav er Union SD Merced K 20,000,000 $ $28/$100k 69.0% PASS Parlier Unified SD Fresno P 14,100,000 $ $60/$100k 69.0% PASS Santa Ana Unified SD Orange I 355,000,000 $ $30/$100k 68.9% PASS Colton Joint Unified SD SanBernardino
Riverside BB 225,000,000$ $40/$100k 68.6% PASS
Modesto City Elementary SD Stanislaus X 85,000,000 $ $29/$100k 68.5% PASS Compton Community CD Los Angeles CC 200,000,000 $ $20/$100k 68.5% PASS Victor Valley Union High SD - upgrades San Bernardino X 180,000,00 0$ $23/$100k 68.2% PASS Heber Elementary SD Imperial H 4,000,000 $ $29/$100k 68.1% PASS Los Angeles Unified SD Los Angeles US 9,000,000,000 $ $25/$100k 68.0% PASS Mission Union Elementary SD Monterey N 1,500,000 $ $30/$100k 67.9% PASS Riv erbank Unified SD Stanislaus E 21,600,000 $ $53/$100k 67.7% PASS Whittier City SD Los Angeles W 99,000,000 $ $30/$100k 67.7% PASS Newark Unified SD Alameda O 205,000,000 $ $50/$100k 67.6% PASS South Bay Union SD - Repair San Diego QQ 58,000,000 $ $30/$100k 67.6% PASS Buena Park SD Orange M 84,000,000 $ $30/$100k 67.5% PASS New Haven Unified SD Alameda N 272,000,000 $ $60/$100k 67.5% PASS Redondo Beach Unified SD Los Angeles S 278,000,000 $ $30/$100k 67.5% PASS Bonny Doon Elementary SD Santa Cruz L 7, 000,000$ $30/$100k 67.5% PASS Buttonwillow Unified SD Kern I 4,000,000 $ $15/$100k 67.5% PASS Victor Valley Union High SD - overcrowdinSan Bernardino A 180,000,000$ $23/$100k 67.5% PASS Roseland SD Sonoma M 12,000,000 $ $30/$100k 67.3% PASS Petaluma Elementary SD Sonoma Z 70,000,000 $ $30/$100k 67.0% PASS Anaheim Union High SD Orange K 496,000,000 $ $30/$100k 66.9% PASS Folsom Cordov a SD SFID#4 Elementary Sacramento R 144,000,000$ $60/$100k 66.9% PASS San Jacinto Unified SD Riverside C 78,000,000 $ $60/$100k 66.9% PASS Tustin Unified SD Orange J 261,000,000 $ $30/$100k 66.9% PASS Sierra Unified SD Fresno U 24,150,000 $ $45/$100k 66.9% PASS Manhattan Beach Unified SD Los Angeles RLS 200,000,000 $ $32/$100k 66.7% PASS Lancaster SD Los Angeles LS 122,100,000 $ $30/$100k 66.7% PASS San Lorenzo Unified SD Alameda Q 195,000,000 $ $60/$100k 66.5% PASS Fontana Unified SD San Bernardino I 408,000,000 $ $52/$100k 66.4% PASS Jurupa Unified SD Riverside V 180,000,000 $ $40/$100k 66.4% PASS Los Gatos Union SD Santa Clara CC 163,000,000 $ $30/$100k 66.4% PASS Ceres Unified SD Stanislaus Y 114,000,000 $ $60/$100k 66.4% PASS Folsom Cordov a SD SFID#4 Middle/High Sacramento S 144,000,000$ $60/$100k 66.3% PASS San Gabriel Unified SD Los Angeles SG 178,000,000 $ $44/$100k 66.3% PASS Santa Barbara Community CD Santa Barbara P 198,000,000 $ 8.50/$100 k 66.2% PASS South Bay Union SD - STEAM San Diego PP 67,000,000 $ $30/$100k 66.0% PASS King City Union SD - rennovations Monterey K 19,800,000 $ $26/$100k 65.8% PASS

Local Revenue Measure Results November 2024 – 6 – D ecember 6, 2024 Final

CaliforniaCityFinance.com
School District County Measure Amount Tax Rate YES%
King City Union SD - safety/tech Monterey L 21,600,000 $ $29/$100k 65.8% PASS Merced City SD Merced O 80,000,000 $ $30/$100k 65.8% PASS Tamalpais Union High SD Marin B 289,000,000 $ $18/$100k 65.8% PASS Firebaugh-Las Deltas Unified SD Fresno Madera F 25, 000,000$ $60/$100k 65.6% PASS La Habra City SD Orange O 73,000,000 $ $25/$100k 65.5% PASS Bishop Elementary SD Inyo S 14,200,000 $ $18/$100k 65.4% PASS Pasadena Unified SD Los Angeles R 900,000,000 $ $59/$100k 65.3% PASS Owens Unified SD Inyo T 7,500,000 $ $49/$100k 65.2% PASS Rio Hondo Community College D Los Angeles RH 442,200,000 $ $25/$100k 65.1% PASS Belmont-RedwoodShores SD San Mateo P 171,000,000 $ $29/$100k 65.1% PASS Wasco Union High SD Kern D 35,400,000 $ $30/$100k 64.9% PASS Healdsburg Unified SD SFID#1 Sonoma R 49,500,000 $ $29/$100k 64.8% PASS Campbell Union High SD Santa Clara P 474,000,000 $ $24/$100k 64.7% PASS San Jose Unified SD Santa Clara R 1,150,000,000 $ $60/$100k 64.7% PASS Brea Olinda Unified SD Orange H 160,000,000 $ $39/$100k 64.6% PASS East Whittier City SD Los Angeles C 97, 000,000$ $30/$100k 64.5% PASS Salida Union SD Stanislaus Q 16,000,000 $ $19/$100k 64.5% PASS Lemon Grove SD San Diego EE 30,000,000 $ $25/$100k 64.5% PASS Fresno Unified SD Fresno H 500,000,000 $ $60/$100k 64.5% PASS Banning Unified SD Riverside O 74,000,000 $ $51/$100k 64.4% PASS Stanislaus Union SD Stanislaus R 45,000,000 $ $29/$100k 64.3% PASS Fremont Unified SD Alameda M 919,000,000 $ $49/$100k 64.3% PASS Denair Unified SD Stanislaus Z 34,300,000 $ $60/$100k 64.2% PASS Central Unified SD Fresno X 109,000,000 $ $50/$100k 64.2% PASS Bishop Union High SD Inyo Mono R 46,300,000 $ $52/$100k 64.1% PASS Monterey Penninsula Unified SD Monterey A 340,000,000 $ $50/$100k 63.9% PASS San Ysidro SD SFID#2 improvement San Diego KK 68,500,000 $ $30/$100k 63.9% PASS Antelope Valley Joint Union High SD LosAngeles Kern AVH / C 398,000,000$ $20/$100 k 63.8% PASS Siskiyou Union High SD Siskiyou Z 22,000,000 $ $29/$100k 63.8% PASS Mountain View SD - SFID#3 San Bernardino H 56,000,000 $ $26/$100k 63.8% PASS Chualar Union SD Monterey J 5,600,000 $ $30/$100k 63.7% PASS Tracy Unified SD San Joaquin O 190,000,000 $ $50/$100k 63.7% PASS El Monte Elementary SD Los Angeles ME 105,000,000 $ $30/$100k 63.7% PASS Burbank Unified SD Los Angeles ABC 458,205,000 $ $41/$100k 63.7% PASS Chico Unified SD Butte C 239,000,000 $ $60/$100k 63.6% PASS San Ysidro SD SFID#2 safety San Diego LL 66,500,000 $ $30/$100k 63.4% PASS Warner Unified SD San Diego TT 3,800,000 $ $38/$100k 63.4% PASS Pollock Pines Elementary SD El Dorado P 11,500,000 $ $30/$100k 63.0% PASS Santa Monica - Malibu Unified SD Los Angeles QS 495,000,000 $ $30/$100k 62.9% PASS Petaluma Joint Union High SD Sonoma Marin AA 159,000,000 $ $30/$100k 62.9% PASS Salinas Union High SD Monterey G 115,000,000 $ $19/$100k 62.9% PASS Dinuba Unified SD Tulare Fresno D 42, 000,000$ $60/$100k 62.7% PASS Soledad Unified SD Monterey E 42,000,000 $ $60/$100k 62.6% PASS Lemon Grove SD San Diego CC 30,000,000 $ $25/$100k 62.5% PASS Lynwood Unified SD Los Angeles U 200,000,000 $ $32/$100k 62.4% PASS Cottonwood Union SD Shasta E 21,700,000 $ $30/$100k 62.4% PASS Sebastopol Union SD Sonoma N 24,000,000 $ $29/$100k 62.4% PASS Santa Maria-Bonita SD Santa Barbara K 77,000,000 $ $30/$100k 62.3% PASS Armona Elementary SD Kings A 9,000,000 $ $29/$100k 62.3% PASS Santa Monica - Malibu Unified SD Los Angeles MM 395,000,000 $ $40/$100 k 62.3% PASS

Local Revenue Measure Results November 2024 – 7 – D ecember 6, 2024 Final

CaliforniaCityFinance.com
School District County Measure Amount Tax Rate YES%
Hermosa Beach City SD Los Angeles HV 28,700,000 $ $13/$100k 62.1% PASS South Monterey County Joint Union High Monterey SanBenito H 35,00 0,000$ $30/$100k 61.8% PASS South Monterey County Joint Union High Monterey SanBenito I 35,00 0,000$ $30/$100k 61.8% PASS Chula Vista Elementary SD San Diego AA 360,000,000 $ $29/$100k 61.7% PASS Lone Pine Unified SD Inyo U 7,500,000 $ $27/$100k 61.7% PASS West Hills Community CD - Dist#2 Fresno Monterey
SanBenito C 19,000,000$ $24/$100k 61.6% PASS
Newman-Crows Landing Unified SD - repaStanislaus T 27,000,000 $ $43/$100k 61.4% PASS Arcadia Unified SD Los Angeles AS 358,000,000 $ $60/$100k 61.3% PASS Lake Tahoe Unified SD El Dorado U 127,000,000 $ $35/$100k 61.2% PASS Fullerton SD Orange N 262,000,000 $ $30/$100k 61.2% PASS Sweeetwater Union High SD San Diego RR 647,000,000 $ $30/$100k 61.1% PASS Sierra Sands Unified SD Kern SanBernardino AA 42,000,000 $ $60/$100k 61.1% PASS Cupertino Union SD Santa Clara Z 347,000,000 $ $21/$100k 61.1% PASS Redlands Unified SD San Bernardino D 500,000,000 $ $45/$100k 61.0% PASS Rim of the World Unified SD San Bernardino E 71,000,000 $ $30/$100k 60.9% PASS Cabrillo Unified SD San Mateo K 153,400,000 $ $55/$100k 60.9% PASS McKinleyville Union SD Humboldt N 18,500,000 $ $29/$100k 60.9% PASS San Juan Unified SD Sacramento P 950,000,000 $ $60/$100k 60.9% PASS Tulare Joint Union High SD Tulare Kings E 80,000,000 $ $29/$100k 60.9% PASS Millbrae Elementary SD San Mateo J 95,000,000 $ $30/$100k 60.8% PASS Corning Union Elementary School Tehama J 13,700,000 $ $29/$100k 60.7% PASS Elk Grove Unified SD Sacramento N 542,000,000 $ $34/$100k 60.7% PASS Fruitvale SD Kern K 36,000,000 $ $30/$100k 60.7% PASS San Diego Community College D San Diego HH 3,500,000,000 $ $25/$100k 60.6% PASS Hughson Unified SD Stanislaus B 46,000,000 $ $60/$100k 60.5% PASS Kentfield SD Marin E 48,000,000 $ $29/$100k 60.4% PASS Bellevue Union SD Sonoma P 38,500,000 $ $30/$100k 60.4% PASS Morongo Unified SD San Bernardino C 88,300,000 $ $36/$100k 60.4% PASS Lake Elsinore Unified SD Riverside T 198,000,000 $ $28/$100k 60.3% PASS Konocti Unified SD Lake S 50,000,000 $ $60/$100k 60.0% PASS Lompoc Unified SD Santa Barbara M 160,000,000 $ $50/$100k 59.7% PASS Laton Joint Unified SD Fresno Kings L 9,700,000 $ $57/$100k 59.6% PASS Nuview Union SD Riv erside K 15,000,000 $ $30/$100k 59.5% PASS Shasta Union High SD Shasta M 56,600,000 $ $14/$100k 59.5% PASS Newman-Crows Landing Unified SD - clas Stanislaus S 30,000,000 $ $45/$100k 59.4% PASS Hope SD Santa Barbara Y 40,300,000 $ $18/$100k 59.4% PASS San Joaquin Delta Community CD SFID#1SanJoaquin Alameda Sacramento K 598,000,000$ $16/$100k 59.2% PASS
Southwestern Community College D San Diego SW 800,000,000 $ $25/$100k 59.0% PASS Romoland SD Riv erside I 58,455,000 $ $30/$100k 58.9% PASS Maxwell Unified SD Colusa A 9,100,000 $ $60/$100k 58.8% PASS Shaffer Elementary SD Lassen W 2,000,000 $ $30/$100k 58.8% PASS Aromas-San Juan Unified SD SanBenito Monterey
SantaCruz D 44,000,000$ $55/$100k 58.7% PASS
Williams Unified SD Colusa B 23,000,000 $ $60/$100 k 58.6% PASS

Local Revenue Measure Results November 2024 – 8 – D ecember 6, 2024 Final

CaliforniaCityFinance.com

School District County Measure Amount Tax Rate YES%
Cascade Union Elementary SD Shasta I 16,500,000 $ $28/$100k 58.6% PASS Travis Unified SD Solano R 65,000,000 $ $60/$100k 58.3% PASS Black Oak Min Unified SD El Dorado A 12,700,000 $ $40/$100k 58.2% PASS Oakdale Joint Unified SD Stanislaus SanJoa quin G 105,500,000$ $58/$100k 58.2% PASS Riverside Community College D Riverside CC 954,000,000 $ $19/$100k 58.1% PASS Hanford Elementary SD Kings U 23,000,000 $ $18/$100k 58.1% PASS Colusa Unified SD Colusa C 13,800,000 $ $60/$100k 58.0% PASS Wright SD Sonoma X 29,200,000 $ $30/$100k 58.0% PASS Southern Kern Unified SD Kern H 59,000,000 $ $60/$100k 58.0% PASS Snowline Joint Unified SD SanBernardino
LosAngeles J 70,600,000$ $40/$100k 57.9% PASS
San Marcos Unified SD San Diego JJ 324,000,000 $ $40/$100k 57.8% PASS Bella Vista Elementary SD Shasta G 4,400,000 $ $29/$100k 57.7% PASS Clov is Unified SD Fresno A 400,000,000 $ $50/$100k 57.6% PASS Sanger Unified SD Fresno M 175,000,000 $ $60/$100k 57.6% PASS Durham Unified SD Butte B 24,500,000 $ $60/$100k 57.6% PASS Galt Joint Union SD Sacramento
SanJoaquin H 27,000,000$ $30/$100k 57.6% PASS
Fullerton Jount Union High SD Orange LosAngeles L 284,000,000 $ $21/$100k 57.5% PASS Delhi Unified SD Merced J 17,000,000 $ $60/$100k 57.5% PASS Palos Verdes Penninsula Unified SD Los Angeles SOS 297,800,000 $ $29/$100k 57.4% PASS Encinitas Union SD San Diego Z 158,300,000 $ $19/$100k 56.9% PASS Lassen View Elementary School Tehama K 3,500,000 $ $30/$100k 56.8% PASS Thermalito Union Elementary SD Butte D 6,800,000 $ $30/$100k 56.8% PASS Biggs Unified SD Butte A 16,500,000 $ $60/$100k 56.7% PASS Cutten SD Humboldt K 5,000,000 $ $30/$100k 56.7% PASS Oxnard Union High SD Ventura E 285,000,000 $ $18/$100k 56.7% PASS Atascadero Unified SD San Luis Obispo B 110,000,000 $ $46/$100k 56.6% PASS Lowell Joint SD LosAngeles Orange P 54,000,000 $ $30/$100k 56.5% PASS Piner-Olivet Union SD Sonoma K 29,500,000 $ $30/$100k 56.3% PASS Soquel Elementary SD Santa Cruz P 73,000,000 $ $30/$100k 56.3% PASS Menefee Union SD Riv erside R 205,000,000 $ $30/$100k 56.2% PASS Los Altos SD Santa Clara EE 350,000,000 $ $30/$100k 56.2% PASS Burton Elementary SD Tulare G 7,100,000 $ $18/$100k 56.2% PASS Briggs Elementary SD Ventura G 4,900,000 $ $30/$100k 56.0% PASS Brawley Elementary SD Imperial L 20,000,000 $ $30/$100k 55.9% PASS State Center CCD Fresno Madera Kin gs Q 698,000,000$ $20/$100k 55.9% PASS Martinez Unified SD Contra Costa O 90,000,000 $ $38/$100k 55.8% PASS Templeton Unified SD San Luis Obispo D 52,300,000 $ $60/$100k 55.7% PASS Mt San Antonio Community College D Los Angeles V 750,000,000 $ $15/$100k 55.6% PASS College of the Redwoods CCD Humboldt DelNorte
Trinity I 120,000,000$ $25/$100k 55.5% PASS
Mammoth Unified SD Mono J 70,000,000 $ $37/$100k 55.5% PASS Lucia Mar SD San Luis Obispo H 143,220,000 $ $20/$100k 55.3% PASS Scotts Valley SD Santa Cruz O 85,000,000 $ $49/$100k 55.3% PASS Gateway Unified SD Shasta J 65,000,000 $ $49/$100k 55.1% PASS Bryon Union SD Contra Costa R 24,000,000 $ $18/$100k 55.1% PASS Kingsburg Joint Union High SD Fresno Tulare Kings K 20,000,000 $ $23/$100k 54.9% FAIL Elverta Joint Elementary SD Sacramento Placer J 4,300,000 $ $29/$100k 54.8% FAIL Weed Union Elementary SD Siskiyou Y 6,500,000 $ $30/$100k 54.8% FAIL Pajaro Valley Unified SD SantaCruz Montere y M 315,000,000$ $60/$100 k 54.7% FAIL

Local Revenue Measure Results November 2024 – 9 – D ecember 6, 2024 Final

CaliforniaCityFinance.com
School District County Measure Amount Tax Rate YES%
Ferndale Unified SD Humboldt J 9,800,000 $ $60/$100k 54.4% FAIL Imperial Unified SD Imperial K 70,000,000 $ $52/$100k 54.4% FAIL Oroville City Elementary SD Butte E 18,000,000 $ $21/$100k 53.8% FAIL Santa Maria Joint Union High SD Santa Barbara J 194,000,000 $ $24/$100k 53.4% FAIL Washington Union Elementary SD Monterey P 18,200,000 $ $19/$100k 53.3% FAIL Ripon Unified SD San Joaquin J 32,000,000 $ $30/$100k 53.1% FAIL Beaumont Unified SD Riverside E 148,000,000 $ $28/$100k 53.1% FAIL Alta Loma SD San Bernardino G 71,000,000 $ $30/$100k 53.1% FAIL Waterford Unified SD Stanislaus W 14,000,000 $ $43/$100k 52.9% FAIL Placer Union High SD SFID#3 Placer H 21,000,000 $ $30/$100k 52.8% FAIL Santa Paula Unified SD - high school Ventura N 36,000,000 $ $24/$100k 52.6% FAIL Kelseyville Unified SD Lake R 36,000,000 $ $56/$100k 52.5% FAIL Columbia Elementary SD Shasta K 12,900,000 $ $30/$100k 52.4% FAIL Santee SD San Diego NN 30,620,000 $ $12/$100k 52.4% FAIL Red Bluff Jt Union High SD Tehama Shasta L 33,600,000 $ $30/$100k 52.2% FAIL College SD Santa Barbara L 18,000,000 $ $19/$100k 52.1% FAIL Napa Valley Unified SD SFID#1 Napa B(sch) 230,000,000 $ $22/$100k 52.0% FAIL Santa Paula Unified SD - middle school Ventura M 28,400,000 $ $34/$100k 51.9% FAIL Ducor Elementary SD Tulare M 2,900,000 $ $30/$100k 51.9% FAIL Junction Elementary SD Shasta H 6,100,000 $ $23/$100k 51.3% FAIL Red Bluff Union Elementary Tehama M 19,000,000 $ $30/$100k 51.2% FAIL Pacheco Union SD SFID#1 Shasta N 14,500,000 $ $30/$100k 51.2% FAIL Sutter Union High SD Sutter C 13,800,000 $ $25/$100k 51.2% FAIL Rancho Santiago Community CD Orange G 720,000,000 $ $25/$100k 51.0% FAIL Ackerman Charter SD Placer G 4,000,000 $ $27/$100k 51.0% FAIL Spreckels Union SD Monterey O 27,000,000 $ $30/$100k 51.0% FAIL Woodland Joint Unified SD Yolo Sutter P 160,000,000 $ $58/$100k 50.8% FAIL San Benito High SD - upgrades SanBenito SantaClara M 70,000,000 $ $19/$100k 50.7% FAIL Exeter Unified SD Tulare I 26,600,000 $ $45/$100k 50.5% FAIL Arcohe Union SD Sacramento M 5,800,000 $ $30/$100k 50.4% FAIL Windsor Unified SD Sonoma V 98,000,000 $ $48/$100k 50.3% FAIL Loomis Union SD Placer E 48,000,000 $ $27/$100k 50.2% FAIL Escalon Unified SD San Joaquin L 27,700,000 $ $29/$100k 50.0% FAIL Rosedale Unified SD Kern M 52,000,000 $ $19/$100k 50.0% FAIL Valley Center - Pauma Unified SD San Diego SS 84,600,000 $ $54/$100k 50.0% FAIL Fallbrook Union High SD San Diego BB 56,000,000 $ $24/$100k 49.8% FAIL San Benito High SD - vocational SanBenito SantaClara L 70,000,000 $ $19/$100k 49.7% FAIL Sequoia Union Elementary SD Tulare L 3,400,000 $ $30/$100k 49.7% FAIL Pleasant Ridge Elementary SD Nevada D 25,000,000 $ $30/$100k 49.2% FAIL Saugus Union SD Los Angeles N 187,000,000 $ $30/$100k 48.8% FAIL Del Norte Unified SD Del Norte H 59,000,000 $ $59/$100k 48.5% FAIL Pacheco Union SD SFID#2 Shasta O 14,700,000 $ $30/$100k 48.1% FAIL Live Oak SD Santa Cruz N 45,000,000 $ $30/$100k 48.1% FAIL Bonsall Unified SD San Diego V 59,000,000 $ $40/$100k 48.0% FAIL Vacaville Unified SD Solano E 317,000,000 $ $48/$100k 48.0% FAIL Summerville Union High SD Tuolumne B 13,000,000 $ $17/$100k 47.9% FAIL Cajon Valley Union SD San Diego W 280,000,000 $ $27/$100k 47.7% FAIL Paradise Unified SD Butte G 43,000,000 $ $50/$100k 46.4% FAIL Ramona Unified SD San Diego GG 26,700,000 $ $59/$100 k 45.5% FAIL

Local Revenue Measure Results November 2024 – 10 – December 6, 2024 Final

CaliforniaCityFinance.com

School Parcel Taxes 
There were 26 school parcel tax measures including 17 extensions. All but two passed.

School District County Measure Amount Tax Rate YES%
Wheatland Union HSD -SFID#1 Yuba B 19,700,000 $ $27/$100k 44.3% FAIL Plumas Lake Elementary SD - STEAM Yuba E 18,000,000 $ $30/$100k 44.2% FAIL Plumas Lake Elementary SD - health/athletYuba F 18,000,000 $ $30/$100k 43.9% FAIL Plumas Lake Elementary SD - classrooms Yuba D 18,000,000 $ $30/$100k 43.3% FAIL Wheatland Union HSD -SFID#2 Yuba A 9,000,000 $ $28/$100k 41.9% FAIL Wheatland Union HSD -SFID#1 Yuba C 20,300,000 $ $27/$100k 40.2% FAIL Dehesa SD San Diego Y 3,300,000 $ $25/$100k 39.7% FAIL Alpine Union SD San Diego U 6,300,000 $ $30/$100k 39.4% FAIL Hilmar Unified SD Merce d M 43,000,000$ $56/$100 k 31.2% FAIL School Parcel Taxes - 2/3 voter approval
Agency Name County Title Rate Sunset YES% NO%
Culver City Unified SD Los Angeles O $189/parcel extend 8yrs 83.4% 16.6% PASS Arcata Elementary SD Humboldt G $69/parcel extend 8yrs 82.5% 17.5% PASS Sunnyvale SD Santa Clara Y $59/parcel extend 8yrs 82.2% 17.8% PASS Piedmont Unified SD Alameda P $0.50/sf extend 8yrs 81.1% 18.9% PASS Local Classroom Funding
Authority* Los Angeles CL 2¢+/SqFt resid,

7.5¢+/SqFt other extend none 78.3% 21.7% PASS
Ravenswood City SD San Mateo S $434+/parcel extend 8yrs 78.1% 21.9% PASS Franklin-McKinley SD Santa Clara W $192/parcel extend 9yrs 77.4% 22.6% PASS Moreland SD Santa Clara U $142/parcel extend 8yrs 77.2% 22.8% PASS Woodside Elementary SD San Mateo Y $367+/parcel extend 12yrs 75.6% 24.4% PASS Mountain View Whisman SD Santa Clara AA $0.15/sf
cap:$1750 extend 8yrs 75.3% 24.7% PASS
Jefferson Union High SD San Mateo Z $95/parcel extend 10yrs 74.8% 25.2% PASS San Ramon Unified SD Contra Costa Q $144/parcel extend 9yrs 74.8% 25.2% PASS Eastside Union High SD Santa Clara N $49/parcel new 5yrs 72.9% 27.1% PASS San Bruno Park SD San Mateo X $68/parcel new 8yrs 72.8% 27.2% PASS Bolinas-Stinson Union SD Marin C $390+/parcel new 5yrs 72.0% 28.0% PASS Burlingame SD San Mateo GG 14¢/sf new 8yrs 71.9% 28.1% PASS Milpitas Unified SD Santa Clara Q $119/parcel new 8yrs 71.3% 28.7% PASS Union SD Santa Clara V $148/parcel extend 7yrs 70.5% 29.5% PASS Sausalito Marin City SD Marin G 15¢/sf new 8yrs 70.1% 29.9% PASS Pacifica SD San Mateo EE $98+/parcel new 8yrs 69.9% 30.1% PASS Cabrillo USD San Mateo N $198/parcel extend 8yrs 69.6% 30.4% PASS Evergreen Elementary SD Santa Clara X $125/parcel extend 7yrs 69.5% 30.5% PASS Pasadena Unified SD Los Angeles EE $90/parcel new 8yrs 69.4% 30.6% PASS Lakeside Joint SD SantaCruz
SantaClara HH $647/parcel extend 8yrs 67.0% 33.0% PASS Ventura Unified SD Ventura H $59/parcel extend 8yrs 66.5% 33.5% FAIL Waugh SD Sonoma L $89/parcel new 4yrs 62.7% 37.3% FAIL *JPA: Centinela V y UHSD, Wiseburn SD, Hawthorne SD, L awndale SD, L ennox SD

Local Revenue Measure Results November 2024 – 11 – December 6, 2024 Final

CaliforniaCityFinance.com
City, County and Special District Measures
Most non-school majority vote general tax measures are passed, meeting or surpassing the success of these sorts of measures compared to prior general elections. Of the 150 majority vote general tax measures, only 22 failed. As usual, special taxes, earmarked for specific purposes, did not fare as well.

Local Add-On Sales Taxes (Transaction and Use Taxes) 
Voters in 91 cities and four counties (two unincorporated areas, two countywide) considered adding or extending general purpose majority vote add-on sales tax rates ranging from 0.25 percent to 1.75 percent. Eighty-one passed.

City County Measure Rate Annual $ incr/ext Sunset YES%
Yucca Valley San Bernardino Measure Y 1/2cent 3,000,000$ extend none 83.2% PASS Hayward Alameda Measure K1 1/2cent 20,000,000$ extend 20yrs 83.1% PASS West Hollywood Los Angeles Measure W H 1/4cent 5,000,000$ preempti none 82.0% PASS La Mesa San Diego Measure L 3/4cent 12,000,000$ extend 20yrs 81.4% PASS El Cerrito Contra Costa Measure G 1cent 4,000,000 $ extend none 80.9% PASS Milpitas Santa Clara Measure J 1/4cent 7,000,000$ extend 8yrs 80.2% PASS Colma San Mateo Measure A A 1/2cent 2,300,000$ new none 79.2% PASS Point Arena Mendocino Measure X 7/8cent 90,000$ increase none 78.8% PASS Desert Hot Springs Riverside Measure P 1cent 2,400,000$ new none 78.4% PASS Mill Valley Marin Measure L 1cent 4,200,000$ new 10yrs 77.3% PASS Marysville Yuba Measure G 1cent 3,900,000$ extend none 75.0% PASS Escalon San Joaquin Measure P 1cent 900,000$ new none 74.4% PASS Moreno Valley Riverside Measure U 1cent 30,000,000$ extend none 74.2% PASS Cathedral City Riverside Measure W 1/2cent 5,000,000$ increase none 73.5% PASS Chula Vista San Diego Measure P 1/2cent 37,000,000$ extend 10yrs 73.4% PASS Sebastopol Sonom a Measure U 1/2cent 1,500,000$ increase 12yrs 72.1% PASS Suisun City Solano Measure S 1.75cent 6,766,000$ increase/ 15yrs 72.1% PASS Campbell Santa Clara Measure K 1/2cent 7,000,000$ increase none 72.1% PASS Buena Park Orange Measure R 1cent 20,000,000$ new none 71.7% PASS Lemon Grove San Diego Measure T 1cent 5,957,000$ new 10yrs 71.6% PASS City, County, Special District Tax and Bond Measures – November 2024 56% (44/79)
85% (128/150)
53% (9/17)
0% 20% 40% 60% 80% 100%
Special Tax 2/3
Voter Measures
Initiative Special
Tax (Majority
Vote)
General Tax
Majority Vote
Measures*
Percent Passing
Since 2001 76%
Since 2001 49%

Local Revenue Measure Results November 2024 – 12 – December 6, 2024 Final

CaliforniaCityFinance.com

City County Measure Rate Annual $ incr/ext Sunset YES%
Loomis Placer Measure C 1/4cent 925,000$ extend none 71.4% PASS Palm Springs Riverside Measure J 1cent 22,000,000$ extend none 70.9% PASS Atascadero San Luis Obispo Measure L 1/2cent 3,000,000$ extend none 70.6% PASS Oceanside San Diego Measure X 1/2cent 19,000,000$ extend 10yrs 69.7% PASS La Habra Orange Measure V 1cent 15,600,000$ increase/ none 68.9% PASS Artesia Los Angeles Measure AA A 3/4cent 2,500,000$ new none 68.4% PASS Fort Bragg Mendocino Measure T 3/8cent 800,000$ increase none 68.3% PASS Ridgecrest Ker n Measure V 1cent 6,500,000$ extend none 68.3% PASS Seal Beach Orange Measure GG 1/2cent 3,000,000$ increase none 68.3% PASS El Cajon San Diego Measure J 1/2cent 13,000,000$ extend 20yrs 68.0% PASS Irwindale Los Angeles Measure IR 1/4cent 1,000,000$ preempti none 67.9% PASS Pinole Contra Costa Measure I 1/2cent 2,500,000$ increase none 67.9% PASS County of Butte Measure H 1cent 44,000,000$ new none 67.7% PASS Azusa Los Angeles Measure ZZ 1/4cent 2,500,000$ preempti none 67.5% PASS Lemoore Kings Measure S 1cent 3,850,000$ new none 67.5% PASS Capitola Santa Cruz Measure Y by 1/4 to 1/2cent 2,200,000$ increase 10yrs 67.5% PASS Trinidad Humboldt Measure L 3/4cent ??? extend 4yrs 67.4% PASS Downey Los Angeles Measure D 1/4cent 6,000,000$ increase none 67.3% PASS Sutter Creek Amador Measure P 1cent 579,000$ new none 67.1% PASS Clovis Fresno Measure Y 1cent 28,000,000$ new none 66.9% PASS Orland Glenn Measure J 1/2cent 1,500,000$ increase none 66.8% PASS Palm Desert Riverside Measure G 1cent 25,000,000$ new none 65.5% PASS Brawley Imperial Measure J 1cent 3,800,000$ new none 65.5% PASS Arcata Humboldt Measure H 3/4cent 2,600,000$ increase none 65.2% PASS Lafayette Contra Costa Measure H 1/2cent 2,400,000$ new 7yrs 65.1% PASS Arroyo Grande San Luis Obispo Measure E 1cent 6,000,000$ increase 10yrs 65.0% PASS Apple Valley San Bernardino Measure P 1cent 9,000,000$ new none 64.3% PASS Davis Yolo Measure Q 1cent 11,000,000$ increase none 64.2% PASS Rio Vista Solano Measure K 1cent 1,729,000$ increase 5yrs 64.0% PASS Santa Barbara Santa Barbara Measure I 1/2cent 15,600,000$ increase none 63.4% PASS County of Humboldt Measure O 1cent 24,000,000$ increase none 63.4% PASS Half Moon Bay San Mateo Measure R 1/2cent 2,000,000$ new none 63.2% PASS California City Kern Measure N 1cent 700,000$ new none 62.9% PASS Pismo Beach San Luis Obispo Measure F 1cent 4,000,000$ increase 12yrs 62.5% PASS South El Monte Los Angeles Measure SE M 1/4cent 1,600,000$ preempti none 62.3% PASS Hanford Kings Measure H 1cent 19,200,000$ new none 62.3% PASS Escondido San Diego Measure I 1cent 28,000,000$ new 20yrs 61.1% PASS San Marcos San Diego Measure Q 1cent 20,000,000$ new 10yrs 60.4% PASS Winters Yolo Measure S 1cent 1,200,000$ new none 60.3% PASS Willows Glen n Measure I 1 ½ cent 2,300,000$ new 15yrs 60.1% PASS Yucaipa San Bernardino Measure S 1cent 6,000,000$ new none 60.0% PASS Santa Paula Ventura Measure R 1cent 4,500,000$ increase none 60.0% PASS Sonoma Sonoma Measure T 1/2cent 3,000,000$ increase none 58.5% PASS Novato Mari n Measure M 3/4cent 10,300,000$ increase none 57.9% PASS Glendora Los Angeles Measure Z 1/4cent 3,000,000$ preempti none 57.7% PASS Truckee Nevada Measure E 1/2cent 3,500,000$ increase 15yrs 57.5% PASS Manhattan Beach Los Angeles Measure M M 1/2cent 5,000,000$ new none 57.4% PASS Cloverdale Sonoma Measure DD 3/4cent 1,600,000$ new none 57.0% PASS San Ramon Contra Costa Measure N 1cent 16,000,000$ new 10yrs 55.8% PASS Napa Napa Measure G 1cent 22,000,000$ new none 55.8% PASS El Monte Los Angeles Measure EM by 1/4¢ to 3/4¢ 3,500,000 $ increase none 55.2% PASS Palmdale Los Angeles Measure PD 1/4cent -$ preempti none 55.0% PASS El Paso de Robles San Luis Obispo Measure I 1/2cent 5,500,000$ extend none 54.4% PASS PASS

Local Revenue Measure Results November 2024 – 13 – December 6, 2024 Final

CaliforniaCityFinance.com

There were sixteen add-on sales tax measures earmarked for spec ific purposes including five extensions of previously approved rates. The five extensions pa ssed. All increases failed except a new one percent police/fire/EMX tax in Livingston.

City County Measure Rate Annual $ incr/ext Sunset YES%
Dixon Solano Measure J 1cent 3,000,000$ new none 54.0% PASS Maricopa Ker n Measure W 1cent ??? new 10yrs 53.4% PASS West Sacramento Yolo Measure O 1cent 20,000,000$ increase none 53.3% PASS County of Monterey - Uninc Measure A A 1cent 29,000,000$ new none 53.3% PASS Yreka Siskiyo u Measure V 1cent 2,400,000$ increase none 53.2% PASS Lancaster Los Angeles Measure Y M max* ?? preempti none 52.2% PASS Fontana San Bernardino Measure T 1cent 46,000,000$ new none 51.5% PASS Manteca San Joaqui n Measure Q 3/4cent 13,000,000$ increase 20yrs 50.6% PASS San Diego San Diego Measure E 1cent 400,000,000$ new none 49.7% FAIL Yuba City Sutter Measure D 1cent 17,500,000$ new none 49.1% FAIL Orange Orange Measure Z 1/2cent 19,000,000$ new 10yrs 48.9% FAIL Coalinga Fresno Measure J 1cent 850,000$ extend 14yrs 48.2% FAIL Grand Terrace San Bernardino Measure M 1cent 1,000,000$ new none 48.2% FAIL Encinitas San Diego Measure K 1cent 15,400,000$ new 10yrs 48.1% FAIL Woodland Yo lo Me as ure U by 1cent to 1.75 16,500,000$ increase 8yrs 46.9% FAIL Pleasanton A lameda Measure PP 1/2cent 10,000,000$ new 10yrs 45.8% FAIL Gonzales Montere y Measure S by 0.5 to 1.5cent 800,000$ increase none 44.6% FAIL King City Monterey Measure T by 0.5 to 1.5cent 1,200,000$ increase 12yrs 43.9% FAIL County of Tuolumne - Uninc Measure Z 1cent 6,200,000$ new 20yrs 43.0% FAIL Hermosa Beach Los Angeles Measure HB 3/4cent 3,000,000$ new 20yrs 42.6% FAIL Fortuna Humboldt Measure P by 3/4¢ to 1.5¢ 1,800,000$ increase 8yrs 41.7% FAIL Upland San Bernardino Measure N 1cent 20,000,000$ new ??? 34.8% FAIL Transactions and Use Tax (Add-on Sales Tax). Specific Use. 2/3 Vote.

Agency Name County Amount Purpose YES%
Yucca Valley San BernardinoMeasure Z 1/2cent sewer 82.2% PASS Chowchilla Madera Measure N 1cent police fire EMS 81.5% PASS Sanger Fresno Measure R 3/4cent police/fire 75.0% PASS
County of Napa (NapaVy Transp) Measure U 1/2cent transportation 72.8% PASS Livingston Merced Measure L 1cent police fire EMS 70.7% PASS Sonoma County Library District Measure W 1/8cent libraries 68.1% PASS South Placer JPA (Lincoln,
Rocklin, Roseville) Placer Measure B 1/2cent roads 63.8% FAIL Red Bluff Tehama Measure R 3/4cent roads 65.8% FAIL
San Clemente Orange Measure BB 1/2cent beaches 64.6% FAIL Gilroy Santa Clara Measure C 1/4cent police fire 60.5% FAIL Williams Colusa Measure W 1/2cent 80%roads
10%parks 10%fire 58.7% FAIL
County of Merced Merced Measure R 1/2cent public safety 56.0% FAIL Mount Shasta Siskiyou Measure B 1cent police fire 49.3% FAIL County of Plumas Plumas Measure D 3/4cent sheriff 49.2% FAIL County of Lassen - Uninc Measure V 1cent public safety 46.1% FAIL County of Amador - Uninc Measure Q 3/4cent roads 43.2% FAIL

Local Revenue Measure Results November 2024 – 14 – December 6, 2024 Final

CaliforniaCityFinance.com
There were also eight special sales tax measures qualified through citizen initiative. Under recent court rulings, these measures require majority voter approval for passage. Canyon Lake’s measure was also a cannabis tax increase with restrictions on the spending for public safety services. It failed.

Madera County’s transportation sales tax is an extension of an existing rate.

Utility User Taxes 
Voters in Long Beach expanded their utility user tax to businesses but voters in McFarland rejected a new utility user tax there.

Property Transfer Taxes 
Only charter cities may adopt property transfer taxes which are in lieu of the state statutory documentary transfer tax applicable in general law cities. Voters in the charter cities of Mountain View and Berkeley approved increases on taxes on transfers of real estate.

Property Transfer Tax measures in Saint Helena and Benicia were dependent on voter approval of those cities establishing city charters. Both failed.

Transactions and Use Tax (Add-on Sales Tax). Initiative Special. Majority Vote.

Agency Name County Amount Purpose YES%
County of Sonoma INIT Measure I 1/4cent childcare 62.8% PASS Benicia INIT Solano Measure F 1/2cent roads 61.8% PASS
County of Los Angeles INIT Measure A by 1/4¢ to 1/2¢ homelessness 57.8% PASS County of Madera INIT Measure T 1/2cent transportation 51.5% PASS Canyon Lake INIT Riverside Measure Z 3/4cent police fire EMS 49.8% FAIL County of San Diego INIT Measure G 1/2cent transportation 49.5% FAIL Santee INIT San Diego Measure S 1/2cent fire EMS 47.7% FAIL Folsom INIT Sacramento Measure G 1cent
20%police,20%fire,
14%parks,15%street,
15%EcDev,15%CIP

37.8% FAIL
Utility User Taxes. General Use. Majority Vote.

City County Rate Annual $ Sunset YES%
Long Beach Los Angeles Measure LB 5% on gas 15,000,000$ expand none 81.7% PASS McFarland Kern Measure P 5% gas, electr,
video, telecom 750,000$ - none 36.1% FAIL City County Rate Annual $ Sunset YES%
Mountain View Santa Clara Measure G to $15/$1k
>$6mAV 9,500,000$ none 72.3% PASS
Berkeley Alameda Measure W 2.5% if >$1.6m,
3% if >$1.9m, 4,000,000$ none 60.9% PASS
Benicia Solano Measure H 0.4%, 0.6%
>$2m, 0.8% 850,000$ none 41.8% FAIL
Saint Helena Napa Measure A2 1.5%-3% >$3m 5,300,000$ none 41.0% FAIL

Local Revenue Measure Results November 2024 – 15 – December 6, 2024 Final

CaliforniaCityFinance.com
Transient (Lodging) Occupancy Taxes 
There were 28 measures to increase Transient (Lodging) Occupancy Taxes (TOT), all for general purposes (majority approval). Twenty-three passed. Avenal’s unusual multi-tax measure failed (hotel occupancy tax, vacancy tax and business tax).

Agency Name County Rate Annual $ Sunset YES%
Menlo Park San Mateo Measure CC b y 3.5% to 15.5% 3 ,600,000$ none 83.7% PASS Fort Bragg Mendocino Measure U b y 2% to 14% 400 ,000$ none 81.5% PASS Newark Alameda Measure LL b y 4% to 14% 2 ,100,000$ none 80.4% PASS Pacifica San Mateo Measure M b y 3% to 15% 720 ,000$ none 77.1% PASS Del Rey Oaks Monterey Measure R b y 4% to 14% 60 ,000$ none 76.4% PASS Monterey Park Los Angeles Measure LG b y 1% to 13% 500 ,000$ none 76.2% PASS Hemet Riverside Measure N b y 2% to 12% 200 ,000$ none 75.9% PASS Carpenteria Santa Barbara Measure B b y 3% to 15% 750 ,000$ none 75.6% PASS Dunsmuir Siskiyou Measure A b y 2% to 12% 60 ,000$ none 72.6% PASS Del Mar San Diego Measure M to short term
rentals 775,000$ none 71.5% PASS
County of Alpine Measure G b y 4% to 14% 400 ,000$ none 68.8% PASS Fairfield Solano Measure M by 2% to 12% 600,000 $ none 67.9% PASS Santa Rosa Sonoma Measure FF b y 2% to 11% 1 ,200,000$ none 67.6% PASS Solvang Santa Barbara Measure E b y 2% to 14% 1 ,000,000$ none 67.2% PASS County of Santa Barbara - Uninc Measure H b y 2% to 14% 3 ,000,000$ none 67.1% PASS Auburn Placer Measure F b y 2% to 10% 162 ,000$ none 65.5% PASS Mammoth Lakes Mono Measure L b y 2% to 15% 4 ,000,000$ none 63.8% PASS County of Mono - Uninc Measure K b y 3% to 15% 1 ,100,000$ none 60.6% PASS Rancho Cucamonga San Bernardino Measure Q by 2% to 12% 1 ,000,000$ none 57.8% PASS McFarland Kern Measure O b y 6% to 12% 500 ,000$ none 56.3% PASS Buellton Santa Barbara Measure D b y 2% to 14% 600 ,000$ 25 yrs 54.2% PASS Hollister San Benito Measure V b y 4% to 12% 300 ,000$ none 52.6% PASS Coachella Riverside Measure Y b y 4% to 13% 350 ,000$ none 52.1% PASS Mission Viejo Orange Measure Y b y 4% to 12% 670 ,000$ none 46.7% FAIL Avenal Kings Measure B TOT by 9% to 15%,
vacancy tax, BLT 84,000$ none 44.1% FAIL
County of San Bernardino - uninc Measure K by 4% to 11% 9,400,00 0$ none 43.4% FAIL Ukiah Mendocino Measure W b y 3% to 13% ??? none 42.0% FAIL Turlock Stanislaus Measure C b y 5% to 14% 1 ,100,000$ none 37.6% FAIL

Local Revenue Measure Results November 2024 – 16 – December 6, 2024 Final

CaliforniaCityFinance.com
Business Operations Taxes 
Thirteen cities proposed general revisions and updates of their business operations taxes. Berkeley and Santa Cruz voters approved taxes on sugary beverages. These are majority vote general purpose taxes.

The City of Albany proposed a tax on the business of renting residential property with a tax rate of

0.36% of gross receipts for renting four or fewer units and 1% of gross receipts for renting five or more units. Proceeds were to be dedicated “to fund local tenant rental assistance programs, residential rental code enforcement, legal assistance for tenants and landlords, and to support rental providers to avoid financial hardship.” The measure failed.

San Francisco voters approved initiative Measure L, a tax on transportation network companies and autonomous vehicle businesses with the tax revenue dedicated to public transportation.

Agency Name County Rate Annual $ Sunset YES%
Belmont San Mateo Measure DD various 1,300,000 $ none 83.7% PASS Redwood City San Mateo Measure BB head tax 7,000,000 $ none 82.6% PASS Union City Alameda Measure QQ various gr rcpts 3,500,000 $ none 81.6% PASS Berkeley Alameda Measure Z 1¢/oz sugar
beverage 1,150,000$ none 79.9% PASS
South San Francisco San Mateo Measure W various 2,600,000 $ none 79.7% PASS Santa Monica Los Angeles Measure F various 3,000,000 $ none 78.3% PASS Paramount Los Angeles Measure LR various 350,000 $ none 77.1% PASS Foster City San Mateo Measure V various 1,400,000 $ none 75.4% PASS Scotts Valley Santa Cruz Measure X $90/busn, v arious 1,100,000$ none 72.1% PASS Monterey Park Los Angeles Measure BE $75min 1,200,000 $ none 70.5% PASS Fairfield Solano Measure L various 1,000,000 $ none 70.0% PASS San Francisco San Francisco Measure M various 50,000,000 $ none 69.2% PASS Santa Rosa Sonoma Measure EE various 3,000,000 $ none 64.6% PASS Adelanto San Bernardino Measure R various 1,200,000 $ 63.9% PASS Santa Cruz Santa Cruz Measure Z 2¢/oz sugar
beverage 1,300,000$ none 52.4% PASS
Business Opertions Tax (other than Cannabis). Specific Use. 2/3 Vote.

Agency Name County Amount Purpose YES%
Albany Alameda Measure R 0.36% gr rcpts renter assistance 44.9% FAIL Business Opertions Tax. Initiative Special. Majority Vote.

Agency Name Amount Purpose YES%
San Francisco INIT Measure L
• 1% on taxable gross receipts between $500,000.01 and
$1 million • 2.5% on taxable gross receipts between
$1,000,000.01 and $2.5 million • 3.5% on taxable gross
receipts between $2,500,000.01 million and $25 million •

4.5% on taxable gross recei pts over $25 million
public
transportation 56.2% PASS

Local Revenue Measure Results November 2024 – 17 – December 6, 2024 Final

CaliforniaCityFinance.com
Cannabis – Local Excise Taxes 
There were five measures taxing cannabis, all majority general purpose and all passing. Canyon Lake’s Measure Z sales tax initiative also included a cannabis tax with proceeds earmarked for law enforcement. It failed. The others, placed on the ballot by their local agencies rather than citizen initiative, passed.

Parking Taxes 
Voters in Santa Monica approved a tax on patrons of private parking lots to fund general city services. Oakland voters also approved extending their existing parking tax to fund law enforcement services as a part of a parcel tax extension (see parcel taxes).

Vehicle Registration Taxes 
Voters in Calaveras County approved a ten year extension of that county’s abandoned vehicle abatement tax. The tax is a $1 per vehicle registration tax, $2 on commercial vehicles. State law requires the proceeds from such a tax to be used for abandoned vehicle abatement.

Agency Name County Rate Annual $ Sunset YES%
San Pablo Contra Costa Measure M 7%grRcpt, $10/sf 2,200,000$ none 73.8% PASS Needles San Bernardino Measure O 5%grRcpts ??? ??? 73.1% PASS Visalia Tulare Measure O 10%grRcpts, 500,000$ none 71.3% PASS County of Stanislaus - uninc Measure P 8%grRcpt, $8/sf 1,700,000$ none 67.2% PASS Duarte Los An geles Measure QQ 10%grRcpts 2,526,250$ none 52.1% PASS Parking Tax. General Use. Majority Vote.

City County Rate Annual $ Sunset YES%
Santa Monica Los Angeles Measure K 8% 6,700,000 $ none 74.3% PASS Abandoned Vehicle Abatement Tax (Fees prior to Prop26 of 2010). 2/3 Vote.

Agency Name Amount Purpose sunse YES%
County of Calaveras Measure C $1/veh
$3/commVeh Abandoned vehicles 10yrs 74.2% PASS

Local Revenue Measure Results November 2024 – 18 – December 6, 2024 Final

CaliforniaCityFinance.com
General Obligation Bonds 
There were 18 non-school general obligation bond measures totaling $2.4 billion. Nine passed, authorizing $1.6 billion in public facility construction and renovation bonds. If state Proposition 5 had passed on this election, lowering the approval threshold for these sorts of bonds to 55 percent, all but one of these bond measures would have passed. Proposition 5 failed.

Agency Name County Amount Use Tax Rate YES%
Cambria Community Health
Care District San Luis Obisp Measure C 5,900,000$ hospital $7.90/$100k 76.8% PASS Keyes Fire Protection
District Stanislaus Measure H 7,000,000$ fire $29/$100k 74.3% PASS Fulton-ElCamino Recreation
and Park District Sacramento Measure Q 24,000,000$ parks/recreation $19/$100k 73.9% PASS Pasadena Los Angeles Measure PL 195,000,000 $ library $29/$100k 72.4% PASS San Bruno San Mateo Measure Q 102,000,000 $ streets/roads/fire $30/$100k 71.6% PASS Redondo Beach Los Angeles Measure FP 93,350,000 $ fire /police $17/$100k 71.4% PASS San Francisco San Francisco Measure B 390,000,000 $
hospitals, pedestrian
safety projects,
homeless shelters
$4/$100k 71.2% PASS
Santa Clara Santa Clara Measure I 400,000,000 $ various $19/$100k 69.4% PASS Sacramento Metro Fire
District
Sacramento
Placer Measure O 415,000,000$ fire $19/$100k 69.1% PASS Pleasant Hill Recreation and
Park District Contra Costa Measure S 77,000,000$ parks/recreation $19/$100k 64.5% FAIL Orangevale Recreation and
Park District Sacramento Measure L 24,000,000$ parks/recreation $16/$100k 62.8% FAIL Fairfax Marin Measure J 18,000,000 $ streets/roads $30/$100k 62.0% FAIL Scotts Valley Fire
Protection District Santa Cruz Measure S 24,500,000$ fire $17/$100k 61.8% FAIL McFarland Recreation and
Park District Kern Measure S 15,000,000$ parks/recreation $23/$100k 60.3% FAIL Marina Monterey Measure U 50,000,000 $ fire /police $54.74/$100 k 60.0% FAIL Sunnyvale Santa Clara Measure E 290,000,000$ library $27.47/$100 k 59.3% FAIL Central Fire District Santa Cruz Measure R 221,000,000$ fire $29/$100k 57.5% FAIL Beach Cities Health District Los Angeles Measure BC 30,000,000$ hospital $30/$100k 47.5% FAIL

Local Revenue Measure Results November 2024 – 19 – December 6, 2024 Final

CaliforniaCityFinance.com
Parcel Taxes – Non-School 
There were 42 parcel tax measures for a variety of public services. Twenty-eight passed.

Agency Name County Amount Purpose YES%
King of the Mountain Zone of
Benefit El Dorado Measure H by $300 to
$550/parcel roads 86.7% PASS
Emerald Meadows Zone of
Benefit El Dorado Measure K $375+/parcel drainage, lighting, landscape 85.5% PASS
Penninsula Community
Services District Humboldt Measure E $155/SFDU fire 83.2% PASS Stinson Beach Fire Protection DMarin Measure R 42¢/sf fire EMS 81.8% PASS Mountains Recreation and
Conservation Authority Div1 Los Angeles Measure H $65/parcel habitat/wildlife 80.9% PASS Thornton Fire Protection Distr i San Joaquin Measure S 8¢/sf fire EMS 79.0% PASS Berkeley Alameda Measure X by $0.06 to
$0.34/sf library 78.6% PASS
Beyers Lane Community
Service District Nevada Measure F by $100 to
$300/parcel roads 77.8% PASS
San Marino Los Angeles Measure SM police, fire, EMS 76.6% PASS Berkeley Alameda Measure Y by $0.0442 to
$0.2652/sf parks, landscaping 75.2% PASS
Mountains Recreation and
Conservation Authority Div2 Los Angeles Measure GG $38/parcel habitat/wildlife 75.0% PASS Davis Library Community
Facilities District Yolo Measure T by $24.50 to
$49/DU library 74.4% PASS
Sacramento Sacramento Measure E $54.50/DU library 74.2% PASS Santa Fe Springs Los Angeles Measure SFS 7+¢/sf
commercial roads 73.7% PASS
Kneeland Fire Protection
District Humboldt Measure D $180/SFDU fire 73.7% PASS
Burney Fire Protection
District Shasta Measure F $75/SFDU fire 72.8% PASS
Mammoth Lakes Fire
Protection District Mono Measure M $98/parcel fire 72.4% PASS Hickok Road Communidyt
Services District El Dorado Measure T by $200+ to
$400+ roads 72.4% PASS
Bear Valley Sommunity
Healthcare District
San
Bernardino Measure U $45/parcel hospital 72.2% PASS
Zayante Fire Protection
District Santa Cruz Measure T by $222 to
$290/DU fire 71.7% PASS
Middle River Community
Services District Calaveras Measure E by $100 to
$200/parcel roads 71.4% PASS

Local Revenue Measure Results November 2024 – 20 – December 6, 2024 Final

CaliforniaCityFinance.com

Agency Name County Amount Purpose YES%
Oakland Alameda Measure MM $99+/SFDU fire prevention 71.2% PASS Greater Hayfork Valley Park
and Recreation District Trinity Measure M by $20 to
$30/parcel park recreation 70.8% PASS
Oakland Alameda Measure NN $198/SFDU,
10% Parking police 70.8% PASS
Albany Alameda Measure C $0.017+/sf sidewalks &
pathways 70.5% PASS
Ryan Ranch Zone of Benefit El Dorado Measure E $1000/parcel roads 69.3% PASS Puente Hills Habitat
Preservation Authority Los Angeles Measure PH 1+¢/sf habitat/wildlife 68.1% PASS Tulelake Multi-County Fire
Protection District
Modoc
Siskiyou Measure U $75/parcel fire 66.9% PASS
Walnut Drive Zone of Benefit El Dorado Measure C by $360 to $685/parcel roads 66.2% FAIL
West Stanislaus County Fire
Protection District Stanislaus Measure V $125/DU fire 65.9% FAIL Westside Community Health
Care District
Stanislaus
Merced Measure A $69+/parcel EMS 63.5% FAIL
River Pines Zone of Benefit El Dorado Measure B by $225 to $500/parcel roads 63.0% FAIL
Ukiah Valley Fier District Mendocino Measure V $33.50+/DU fire 62. 3% FAIL North County Public
Recreation District Monterey Measure EE $82/parcel parks, recereation 58.6% FAIL Albion Little River Fire
Protection District Mendocino Measure S by $225 to
$300+/D U fire 56.7% FAIL
Pilot View Zone of Benefit El Dorado Measure G $400/parcel roads 4 5.9% FAIL Broadmoor Police Protection DSan Mateo Measure I in ordinance police 44.6% FAIL Foresthill Fire Protection Dist r Placer Measure D $268+/parcel fire EMS 44.0% FAIL Blanchard Estates Zone of BeneEl Dorado Measure J $1000/parcel road, drainage, landscape 40.0% FAIL
South Lake Tahoe El Dorado Measure N $3k/DU,
$6k+/DU roads, housing 29.3% FAIL
Sundown Estates Zone of BenefEl Dorado Measure M by $250 to $350/DU drainage 18.8% FAIL
Calvary Meadows Zone of BeneEl Dorado Measure L by $240 to $350/DU drainage 0.0% FAIL

Local Revenue Measure Results November 2024 – 21 – December 6, 2024 Final

CaliforniaCityFinance.com
There were also eight citizen initiative parcel tax measures. Four passed.

Other measures of Note
 Measures to impose term limits passed easily in ten cities and a school district. La Palma voters approved a measure to modify their term limit rules.
 There were 17 measures to convert elected city clerk or treasu rer positions to appointed (by city council or manager). Eleven passed. Voters in Siskiyou County declined a proposal to appoint, rather than elect, their County Auditor-Controller.
 Bellflower becomes a charter city but Saint Helena and Benecia voters said ‘No’ when also offered property transfer tax measures.
 Voters in Stockton, forgetting one of the lessons of bankruptc y, approved a provision for binding arbitration for police and fire labor agreements in their city charter.  A ballot-box-budgeting initiative in Pomona passed that requir es ten percent of general revenues be dedicated to children and youth.
 Richmond approved rank choice voting.
 A water rate repeal referendum failed in San Lorenzo Water Dis trict, but passed in Grover Beach. Voters in the Riverpark community of Oxnard strongly rejected a measure to repeal various city taxes.  Rent control failed in Larkspur and San Anselmo (Marin County) but passed in Santa Ana.  An initiative in Ojai to require the city to allow pickleball at city hall courts passed narrowly.

Agency Name County Amount Purpose YES%
Berkeley INIT Alameda Measure FF $0.17+/sf street, sidewalk, pathw ay 60.9% PASS County of Santa Cruz INIT Measure Q $87/parcel water beaches wild fire 60.2% PASS County of Los Angeles INIT Measure E 6¢+/sf fire 55.1% PASS San Rafael INIT Marin Measure P 14.5¢/sf Library /
CommunityCenter 52.0% PASS
Berkeley INIT Alameda Measure EE $0.13+/sf street, sidewalk, pathw ay 45.6% FAIL Sierra Madre INIT Los Angeles Measure PS $480+/SDU police fire EMS 44.9% FAIL National City - INIT San Diego Measure R various roads parks 33.7% FAIL Berkeley INIT Alameda Measure GG $2.9647+/therm building decarboni zation 31.0% FAIL

Local Revenue Measure Results November 2024 – 22 – December 6, 2024 Final

CaliforniaCityFinance.com

************
For more information: Michael Coleman 530-758-3952. [email protected] mjgc rev 6Dec2024 17:50
Appointed City Clerk / City Treasurer / etc.

City County YES% NO%
San Carlos San Mateo Measure L appoint Treasurer 74.5% 25.5% PASS Plymouth Amador Measure O appoint clerk 67.4% 32.6% PASS Plymouth Amador Measure M appoint treasurer 67.4% 32.6% PASS Maywood Los Angeles Measure MC appoint clerk 66.7% 33.3% PASS Maywood Los Angeles Measure T appoint treasurer 65.6% 34.4% PASS Compton Los Angeles Measure CA appoint city attorney 58.7% 41.3% PASS Firebaugh Fresno Measure W appoint treasurer 57.8% 42.2% PASS Red Bluff Tehama Measure P appoint clerk & treasurer 56.6% 43.4% PASS Firebaugh Fresno Measure V appoint clerk 56.4% 43.6% PASS Tehama Tehama Measure N appoint clerk & treasurer 56.1% 43.9% PASS Corning Tehama Measure O appoint clerk & treasurer 51.5% 48.5% PASS Atascadero San Luis Obispo Measure M appoint Treasurer 49.0% 51.0% FAIL Calipatria Imperial Measure I appoint treasurer 44.6% 55.4% FAIL Calipatria Imperial Measure M appoint clerk 44.3% 55.7% FAIL Ione Amador Measure L appoint clerk 43.4% 56.6% FAIL
Fairfax Marin Measure H appoint clerk 40.0% 60.0% FAIL
County of Siskiyou Siskiyou Measure W appoint auditor-controller 33.1% 66.9% FAIL Oroville Butte Measure J appoint treasurer 27.2% 72.9% FAIL

Voter Opinion Polling for Potential Revenue
Measures
August 19, 2025
Overview
• The City faces an ongoing projected structural fiscal deficit in upcoming budget cycles
• Significant budget reductions have already been made
• A comprehensive municipal service review is planned to start this fall to identify additional efficiencies
• Economic development initiatives are in progress but benefits will take time • Staff seeks direction on conducting professional voter opinion polling for potential revenue measures for the November 2026 ballot
• Polling would provide data-driven insights for fiscal sustainability decisions

Professional Polling Process
What Polling Would Accomplish:
• Test initial support levels for various revenue options • Measure impact of pro and con messaging
• Analyze demographic variations in support
• Assess which City services residents value most
• Determine optimal measure structures and rates
• Cost: $31,000 to $50,000
Potential Revenue Options for Polling
Revenue Type Current Rate Potential Increase Est. Annual Revenue Approval Needed Transient Occupancy Tax 8.0% +2% to 10%
+4% to 12%
$1.4 million
$2.8 million
Majority
(50% +1)
Sales Tax 10.25% +0.5% to 10.75% $10.8 million Majority (50% +1)
Parcel Tax (e.g. Public
Safety/EMS)
None $0.10/sq ft (res)
$0.21/sq ft (com)
$10.2 million Two-thirds
(66.7%)
General Obligation Bonds
(e.g. Infrastructure)
None $150 million bond $9.7 million/year Two-thirds
(66.7%)

Polling & Measure Timeline
Phase Timing Activity
Initial Polling Fall 2025 Test multiple revenue options to narrow focus
Measure Development Winter 2025 Develop detailed proposals based on polling results
Follow-up Polling Spring 2026 Verify viability of chosen approach
Council Decision August 2026 Final decision to place
measure(s) on ballot
Election November 2026 Voter decision on revenue
measure(s)
Local Considerations
Hotel Market Challenges
• Tri-Valley hotel occupancy decreased 6.2% in 2024
• Revenue declined 2.9% in 2024
• One Pleasanton hotel closed during FY 2024/25
• Recovery from COVID-19 impacts is still ongoing
Recent Local Results
• Pleasanton’s half-cent sales tax failed in November 2024 (45.8%) • Need to understand why and what might succeed
• Polling will help identify community priorities and concerns

Next Steps Based on Council Direction
If Council Approves Polling:
• Engage a professional polling consultant
• Conduct initial polling (Fall 2025)
• Report results to City Council with recommendations
• Develop specific proposals if support exists
• Consider follow-up polling in Spring 2026
Council Discussion
Provide direction on conducting voter opinion polling for potential revenue ballot measures.

Item #25

CITY COUNCIL AGENDA REPORT

August 19, 2025
Library and Recreation

TITLE: RECEIVE A REPORT ON THE OPERATIONS OF THE PLEASANTON PIONEER

CEMETERY AND PROVIDE DIRECTION ON A MODIFIED SERVICE MODEL

SUMMARY
The Pleasanton Pioneer Cemetery is currently operating as an enterprise fund subsidized by the City’s General Fund. The ongoing operational costs of running the cemetery continue to exceed the revenues generated from plot sales and burials. The City conducted an operational analysis to evaluate different operating models for the cemetery to enhance fiscal sustainability and limit or eliminate the General Fund subsidy. While there is an approach to managing the cemetery that decreases the City's costs, the City should expect to continue to have to subsidize the operation and maintenance of the cemetery at this time. The long-term goal is to operate the cemetery with revenues matching expenditures and eliminate reliance on the City’s General Fund for operational subsidies. Staff is seeking input on the future operational direction for the Pioneer Cemetery.

RECOMMENDATION
Receive a report on the operations of the Pleasanton Pioneer Cemetery and provide direction on a modified service model.

BACKGROUND
The Pleasanton Pioneer Cemetery, (PPC) originally named Pleasanton Memorial Gardens Cemetery, is an approximately five-acre site located at 5780 Sunol Blvd. The City purchased the site from the International Order of Odd Fellows in January 2007 for $1. This purchase was made because the cemetery had fallen into disrepair, and no other group could take on its operation and maintenance. Since then, the City has invested significant resources into improving the cemetery's record-keeping, landscaping, and overall operations, as outlined in the Pleasanton Pioneer Cemetery Master Plan.

The cemetery has been operating with three separate service contracts managed by City staff:
• Graham Hitch Mortuary provides plot sales and burial services at a not-to-exceed cost of $103,974.94 annually
• American Cemetery Maintenance and Burial (ACMB) provides grave digging and site maintenance for graves at a not-to-exceed cost of $224,000 annually • Terra Landscape provides general landscaping, irrigation, and pest control at a not-to- exceed cost of $58,908 annually.

All three contracts ran through June 30, 2025. In an effort to reduce costs while maintaining service levels, staff terminated the contract with Terra Landscape and renegotiated the

contracts with ACMB and Graham Hitch Mortuary. ACMB has agreed to take on the maintenance responsibilities of Terra Landscape at no additional charge and Graham Hitch has agreed to waive the administration fee for this six-month period through December 2025.

DISCUSSION
The ongoing operational costs of running the Pleasanton Pioneer Cemetery (PPC) continue to exceed the revenues generated from plot sales and burials, even while keeping sales prices at the mid-to-high point of the market range.

Some key challenges facing the cemetery include:

• Aging Site Conditions: monuments and burial areas need attention to preserve site value and appearance
• Stagnant Revenue: Annual revenue has plateaued around $200,000, with minimal growth potential under the current model
• High-Cost Structure: Current expenses significantly exceed revenue, largely driven by the high cost of traditional casket burials and reliance on multiple external service contracts • Market Shift to Cremation: With 72 percent of Pleasanton deaths resulting in cremation, future demand lies in lower-cost cremation services
• Future Obligations: Over 400 pre-paid burial services remain to be fulfilled (~$515,000 at todayʼs delivery costs), and PPC has a loan balance with the City ($500,000 owed to the General Fund).

Staff contracted with L.F. Sloane Consulting Group (Sloane), specializing in cemetery management, business planning, operations, administration, evaluation, sales, and marketing, to conduct a detailed analysis of the PPC costs and operations with the goal of developing options to streamline cemetery operations to increase sustainability and reduce the burden on the City's General Fund.

On May 8, 2025, Sloane presented to the Parks and Recreation Commission options for cemetery operations, along with cost impacts of those options. The Parks and Recreation Commission recommended the option that most reduced General Fund subsidies by leveraging City employees to perform core administrative functions and consolidating maintenance and burial services under a single core provider. This approach allows the City to recalibrate partner agreements in line with fiscal priorities and reduce third-party costs through strategic use of in-house personnel.

Stephanie Sloane from L.F. Sloane Consulting Group will present the results of the deficit spending analysis (Attachment 1) and provide alternative operational strategies and a recommendation for City Council discussion. Staff is seeking direction from Council on:
• Operational direction for the Pioneer Cemetery
• Repayment or reinvestment of the $500,000 General Fund Loan.

EQUITY AND SUSTAINABILITY
Converting cemetery operations to better recover costs is essential to the long-term sustainability of the cemetery.

OUTREACH
This item was heard at the May 8, 2025 Parks and Recreation Commission and the Veterans of Pleasanton were notified of this agenda item via email.

STRATEGIC PLAN ALIGNMENT
This recommendation aligns with the ONE Pleasanton Strategic Plan Goal, Funding Our Future: Fiscal Sustainability. Support financial health and sound fiscal policies through long- term planning, cost recovery, increased revenue, and cost containment.

FISCAL IMPACT
Cemetery Funds:

The Cemetery Capital Improvement Project currently has $632,655 in unspent budget. The Cemetery Operating Fund currently has a $170,000 fund balance.

The Unearned Revenue account for the cemetery had a balance of $919,084.78 at the end of FY 2023/24. The funds in this account are offset by the liabilities associated with services that are sold pre-need at the cemetery.

Excluding General Fund subsidies, the Pleasanton Pioneer Cemetery operating fund had a $118,185 deficit in Fiscal Year (FY) 2023/24, a $189,011 deficit in FY 2022/23, and a $161,206 deficit in FY 2021/22. The deficit over the past three fiscal years is mainly due to high contract expenses.

Cemetery Obligations:

The General Fund provided a $500,000 loan to the cemetery in 2016 (Attachment 2) to help facilitate the implementation of the Pleasanton Pioneer Cemetery Master Plan.

The long-term goal is to operate the cemetery with revenues matching expenditures and eliminate reliance on the City’s General Fund for operational subsidies.

Prepared by: Submitted by: Approved by:

Heidi Murphy, Director of
Library and Recreation
Heidi Murphy, Director of Library and
Recreation

Gerry Beaudin, City
Manager

Attachments:

1. Pleasanton Pioneer Cemetery Deficit Spending Analysis Presentation

2. June 7, 2016 City Council Agenda Report Re: Pleasanton Pioneer Cemetery











 


  

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TFIE CITY OF 19b

CITY COUNCIL AGENDA REPORT
pL' EASANTONe
June 7, 2016
City Manager's Office
TITLE: PLEASANTON PIONEER CEMETERY OPERATIONS AND MASTER PLAN IMPLEMENTATION UPDATE; APPROVAL OF AMMENDMENT TO

PROFESSIONAL SERVICES CONTRACT FOR BURIAL SERVICES WITH CATHOLIC FUNERAL AND CEMETERY SERVICES; APPROVAL OF

PROFESSIONAL SERVICES CONTRACT FOR CEMETERY

MANAGEMENT AND SALES AND BURIAL COORDINATION WITH
GRAHAM HITCH MORTUARY; AND ALLOCATION OF A $ 500, 000 LOAN

FROM THE GENERAL FUND TO THE CEMETERY MASTER PLAN
IMPLEMENTATION RESERVE FUND; AND FORMALLY DESIGNATE THE

PARK AND RECREATION COMMISSION AS THE PRIMARY ADVISORY

BODY FOR THE PLEASANTON PIONEER CEMETERY

SUMMARY
The Pleasanton Pioneer Cemetery was acquired by the City of Pleasanton in 2007 and represents an important piece of Pleasanton history for the community. The City is committed to preserving this history and seeks to create a self- sustaining environment where creative alternatives for human burial can take place.

The City has invested time and resources to repair and improve the site and in 2014 adopted a Master Plan and Implementation Plan to further guide these efforts. At the time of the plan' s adoption, the City Council allocated $ 170,000 to conduct high priority administrative and professional tasks identified as " Priority 1" tasks.

Since the Master Plan's adoption in November 2014, the City Council has approved the Veteran' s Memorial Project to be sited at the Pleasanton Pioneer Cemetery and staff have been working to complete Priority 1 tasks and other additional tasks outlined in the Master Plan. Staff has developed several recommendations related to Cemetery Operations including the need for professional services for burials, cemetery management, sales, and burial coordination. Staff is also recommending the approval of a $ 500,000 loan from the City's General Fund to the Cemetery enterprise fund to allow completion of several Master Plan Implementation tasks. The loan would be repaid through future cemetery revenue.

ATTACHMENT 2

RECOMMENDATION
It is recommended that the City Council take the following actions:

Approve Amendment to Professional Services Contract for Burial Services to Catholic Funeral and Cemetery Services in the amount not to exceed $ 17,500 Approve Professional Services Contract for Cemetery Management and Sales and Burial Coordination to Graham Hitch Mortuary not to exceed $ 48, 000 Allocate a $ 500, 000 loan from the General Fund to be placed in a Pleasanton Pioneer Cemetery Masterplan Implementation Reserve Fund Formally Designate the Park and Recreation Commission as the primary advisory body for the Pleasanton Pioneer Cemetery operations

FINANCIAL STATEMENT
Funds for the two service contracts have been allocated in the FY16/ 17 in the Cemetery Enterprise Fund — Operations budget# 366900 totaling $ 83,000.

Upon Council' s approval, $ 500, 000 will be borrowed from the General Fund and will be placed in a Pleasanton Pioneer Cemetery Masterplan Implementation Reserve Fund.

Existing annual expenses and revenues are provided in greater detail in this report beginning on page 7.

BACKGROUND
The Pleasanton Pioneer Cemetery ( formally Pleasanton Memorial Gardens Cemetery), located at 5780 Sunol Boulevard in Pleasanton, has been in existence since 1850 with many of the City's founding pioneers including John Kottinger and Joshua Neal and many Pleasanton military veterans buried there. The site is approximately 5.2 acres and is generally divided into two parts, the historic cemetery and the new section, South Hill West.

In early 2007, the City approved the purchase of the Cemetery from the International Order of Odd Fellows ( IOOF) and agreed to maintain it in a " Pioneer" ( non- landscaped) standard. Under the conditions of the acquisition, plot sales were suspended pending further investigation and research of the property and existing records. At that time, safety and other necessary site improvements were implemented and an operational review of the Cemetery program was assigned to the Parks and Recreation Commission. The City began a contract with Catholic Funeral and Cemetery Services CFCS) to provide cemetery database creation, map development, and burial services for persons with pre-paid plots within the Cemetery.

Since acquisition of the Cemetery, the City Council has authorized general maintenance improvements, conducted an initial study surveying plot verification, and pre-installation of 202 casket vaults and 202 cremation niches in the newly formed South Hill West.

Routine maintenance included clearing brush, eradicating dead or poorly performing trees and other plants, removing litter and efforts to control ground squirrels and gophers has been performed. Capital upgrades were made to the irrigation system with the installation of a solar- powered automatic controller, new remote- control valves, backflow protections, new sprinkler heads and new hose bibs. At the entrance of the cemetery, new plantings and a monument sign were installed along Sunol Boulevard.

The IOOF arch was restored and new plantings were added in the flag circle area. New site furnishings were added including benches, trash receptacles and bollards. In 2008, an appropriation of $ 190, 000 from the Capital Improvement Program Reserve ( CIPR) was approved as a loan to the Cemetery Enterprise Fund for surveying and the pre- installation of cement vaults for the South Hill West expansion. The loan was reimbursed to the General Fund from revenues generated through the sales of cemetery plots. Burial plots in South Hill West were made available for sale to residents in 2010 and to the general public in April 2011. To date, fifty- nine ( 59) casket plots and ninety-four (94) cremation niches have been sold in South Hill West which is far below what was projected in 2008.

In 2010, the City expanded CFCS' role to include sales and operations for the new burial plots. Under its current contract, CFCS has been the central point of contact for the public and responsible for all sales, accounting and record- keeping related to purchases and internments, and burial services at the Cemetery. General Maintenance of the site has been performed by a contractor overseen by the Parks Division.

In 2013, the City Council's two-year work plan included development of the Pleasanton Pioneer Cemetery Master Plan. As an outcome, the City Council approved the formation of a seven member Ad Hoc Pioneer Cemetery Master Plan Oversight Committee, and in January 2014 approved an agreement with PGAdesign to develop the Master Plan. In October 2014 the Parks and Recreation Commission voted to recommend approval of the Pleasanton Pioneer Cemetery Master Plan to the City Council. On November 18, 2014, the City Council approved the Pleasanton Pioneer Cemetery Master Plan including an extensive Implementation Plan provided as Attachment 1 to this report. The City Council also authorized the allocation of $ 170, 000 to conduct administrative and professional tasks ( Priority 1 Tasks) as detailed in the Master Plan, and directed staff to consider funding options for immediate and secondary site related needs as detailed in the Master Plan as part of the FY 2015/ 2016 CIP budget.

Priority 1 Tasks included the following items:

Review of the Cemetery Operator Contract ( CFCS)
Grave Mapping
Acquisition of a sales, tracking and mapping software database Upgrade of grave pinning system
Geotechnical testing
Review of soils and ground cover enhancements
Survey of environmental review requirements

After the City Council approved the Master Plan and provided funding for the Priority 1 Tasks, staff submitted an additional funding request for the site improvements Veteran' s Memorial Project) in the FY 2015/ 2016 CIP budget. The Veterans Memorial was determined as having the highest priority and therefore was selected as the first improvement project for the Cemetery. At its November 3, 2015 meeting, the City Council approved the Veterans Memorial design and that project is in progress.

DISCUSSION
Cemetery Operations. As part of the Master Plan Priority 1 Tasks, staff carefully evaluated the Cemetery Operators Contract. The following outlines staffs conclusions and recommendations on ongoing cemetery operations.

Cemetery Operators Contract. Staff reviewed options on how to best proceed with the management and sales at the cemetery when the contract with CFCS expires in June 2016. Four options were considered: 1) provide all cemetery services " in-house"; 2) contract out all cemetery services; 3) contract out Burial Services and provide Cemetery Management and Sales and Burial Coordination " in-house"; 4) contract out Cemetery Management and Sales and Burial Coordination and the City provide Burial Services in- house".

Staff conducted phone surveys with other cities who have cemeteries and a conducted a site visit to the City of Benicia, who provides all cemetery services " in-house". After collecting information and reviewing the four options it was determined that continuing to contract with an outside vendor was the best solution for the operation of the Cemetery. In addition, a portion of the Community Services Manager' s salary and a part-time temporary position has been allocated to manage contracts and support Master Plan Implementation efforts.

An RFP process was initiated in October 2015 and resulted in one proposal that presented a 45% cost increase from what the City was compensating the current vendor. Finding service providers has presented some challenges as there are few local vendors that provide these services and the sales and internments at the cemetery are at a low volume, 20 and 25 per year respectively. Staff did not select a vendor at that time and decided to re-evaluate the current contract structure to see how the City might best attract and retain a vendor that meets its needs.

After evaluation, it was determined that the cemetery operations would be divided into two service contracts: Management, Sales, and Burial Coordination and Burial Services.

Staff from the Community Services and Finance Departments along with the City Attorney' s Office evaluated the current contract structure. The contract allowed the CFCS, to collect all funds from sales of plots and retain a 15% administrative fee and send the remainder of funds to the City. The contractor also retained the prepaid burial fees collected with the plot sale and held those funds in a trust account. The Cemetery Enterprise account did not show the expenses related to the contract as the City received only the revenue from sales after CFCS had deducted their expenses. This

has given an unrealistic picture as to what it cost to operate the Cemetery. Staff was also concerned that the contractor was holding in trust the pre- paid burial fees and felt that those funds should be held by the City. CFCS retained all cemetery records, with the City receiving copies of sales contracts from recent purchases in South Hill West.

The following adjustments have been made to ensure better fiduciary oversight, and improved record keeping.

All funds collected from contractor for plot sales and burial fees will be directly deposited into the Cemetery enterprise fund at point of sale All burial fees will be held in a City account designated only for this use Contractors will bill the City monthly for services rendered and expenses incurred Contractor will use a Cemetery Management Software system purchased and selected by the City to issue sales contracts and retain records Contractor will be paid a non- refundable Administration Fee/ Management fee to insure that the vendor is compensated for being available to provide services to our residents, whether or not they make a sale or perform a burial Two vendors have been selected to be the service providers for the two cemetery services contracts. Graham- Hitch Mortuary is recommended to serve as the Management, Sales and Burial Coordination contractor ( See Attachment 4). Graham- Hitch Mortuary, a Pleasanton based company, has served the Tri Valley for over 120 years. Graham- Hitch will serve as the first point of contact for clients. The proposed contract includes the everyday operation of the cemetery: ( e.g. sale of plots, scheduling and coordinating burials, internments and niche space allocations, record-keeping, and handling financial responsibilities). As Graham- Hitch provides the day-to-day oversight of cemetery operations, they would work with City staff and other designated contractors in connection with these responsibilities.

With this agreement, Graham- Hitch would have the exclusive right to sell plots within the Pleasanton Pioneer Cemetery. The agreement does not give Graham-Hitch exclusive right to sell other funeral services ( e.g. memorials, monuments, caskets) to persons who purchase plots at the Pleasanton Pioneer Cemetery. Purchasers are able to purchase funeral services from a provider of their choice.

A full scope of work is included in the attached contract. The contract includes an annual non- refundable Management Fee of $ 10, 000, a 20% Administration Fee given for each sale, and a Burial Coordination Fee of $ 175 per burial.

Catholic Funeral and Cemetery Services ( CFCS) would provide Burial Services through December 30, 2016. ( See Attachment 3) The Burial Services include internments and disinterment services, installation of cement vaults prior to burials in old section of the cemetery and installation of grave markers as needed. Graham-Hitch will schedule and coordinate burial services with CFCS.

A non- refundable administration fee of $ 5, 000 is included in the contract to ensure the vendor is available when services are needed. CFCS would then invoice the City at the agreed upon price after each service is performed as noted in the contract amendment.

Grave Mapping. Since the Master Plans approval, new information obtained by staff through Ground Penetrating Radar and GIS grave mapping has made it apparent that some recommendations made in the plan are no longer feasible. Historic infill plots, new parking along the roadway, and new or expansion of existing roadways may not be possible due to the location of existing grave sites that were previously unknown. This has implications on the financial forecasting and further site improvement and development of the cemetery.

Acquisition of a Sales, Tracking and Mapping Software Database. An administration task identified in the Master Plan was to consolidate existing records and maps into more efficient and user friendly sales and recordkeeping system. Current paper and digital records of plot sales and burials would be integrated to streamline sales and provide a comprehensive record keeping system. This system would provide GIS/ Mapping, record keeping, point of sale, as well as an internet or web based interface for public access. An RFP process for a Cemetery Management Software System was conducted in March 2016. Two proposals were received by the April 15, 2016 deadline. The proposals were reviewed for content and required information submitted and both firms were invited to interview and provide a demonstration of their software. Based on the quality of their proposal and software functions, staff will begin discussions with Pontem Software to negotiate a contract and define a scope of work. A contract for City Council consideration will follow in late summer.

Grave Pinning System. The current grave pinning system that was installed with the South Hill West expansion is failing. The grave pins are small cement blocks engraved with numbers and inset into the ground. Overtime, the markers have moved and been covered by dirt. Staff have identified a pinning system to replace the concrete blocks.

The new pinning system will be a metal stake with a flat head that will show the grave number and will be driven into the ground. This would prevent slippage and movement of the pinning system over time. A new grave pinning system is budgeted in the FY 16/17 Cemetery Operations budget.

Geotechnical Testing, Review of Soils and Ground Cover Enhancements, Survey of Environmental Review Requirements. This testing was completed specific to the Veterans Memorial Project site. Further study and testing will be conducted as future projects require.

Cemetery Grounds Maintenance. The cemetery grounds are maintained by the Parks Division through a contract with an outside vendor in the amount of $ 27, 190 annually.

The Parks Division has established maintenance standards for the cemetery. Weekly maintenance includes removal of trash and leaf litter, weed control in all existing gravel areas and existing tombstones, removal of broken grave site 'decor', and spent or faded synthetic flowers, gopher and squirrel abatement and maintenance of grasses and

wildflowers to no more than 4" tall. Mowing the entire site is conducted typically through the months of November to June, weather permitting. Monthly maintenance includes pruning of shrubs located throughout the site, weeding of undesirable broadleaf weeds, inspecting for settling trenches and caskets and backfilling if necessary with existing soil.

Current Master Plan Implementation Efforts.

Veteran's Memorial Project. During the development phases of the Master Plan, a group of local veterans formed in support of establishing a Veterans' Memorial at the Pleasanton Pioneer Cemetery. The initial design concept was shared with the Pleasanton Pioneer Cemetery Task Force, which included a statue. The space will provide a place for the gathering of veterans for burial services and commemorative events. On November 3, 2015 the City Council approved the Veteran' s Memorial design, and construction is scheduled to begin in July 2016 with the dedication of the Memorial on Veterans Day 2016. The Council will be considering ratifying the Construction Contract in ' sub- item A' of this this staff report.

Proposed Master Plan Implementation Projects for FY 16/ 17.

The following describes staffs recommendations regarding Master Plan Implementation in Fiscal Year 16/ 17.

Establish a Pleasanton Pioneer Master Plan Implementation Reserve Fund. Staff are recommending that a loan from the General Fund in the amount of $ 500,000 be allocated to a reserve fund that will assist in paying for Master Plan Implementation. The loan would be repaid by future cemetery revenues. The Parks and Recreation Commission will provide their recommendations to the City Council on specific projects unless otherwise determined by the City Council.

Project # 1 and Project # 2. Staff is recommending that the City Council approve the completion of Project # 1 and Project # 2 identified in Attachment 2 to be completed concurrently with the Veterans Memorial project. Project # 1 will provide a more intensive site clean- up prior to the dedication of the Veterans Memorial. The Master Plan identified these tasks, some of which are not included in the current maintenance contract, requiring funding to be drawn from the reserve fund. Project # 2 provides repaving of the central roadway leading to the Veterans Memorial along with irrigation and plantings along the roadway. It also addresses the need for storage and parking on the site. Storage was not addressed in the Master Plan; there currently is no location on the site that can store the needed equipment ( e.g. a backhoe, sump pump, lowering devices, chairs, canopies, artificial lawn greens, and concrete vaults). Currently, CFCS is providing all equipment (except for the lowering device) and storing the equipment themselves. In preparation for the completion of the contract with CFCS on December 31, 2016 the City needs to purchase equipment and provide a place to store the equipment on the property. Purchase of equipment has been allocated in the FY16/ 17 Cemetery Operations budget. Purchase of a storage container, backhoe and building a storage area has not been addressed or budgeted. The Engineering Department has developed a design concept and initial cost estimate to complete Project # 2 ( See

Attachment 1). Due to the need to complete these projects by November 11, 2016, staff will be bringing this back directly to the City Council for final approval in July instead of going through the Parks and Recreation Commission first.

Master Plan Fiscal Forecast and Business Plan. The goal of this component of the plan was to establish the framework for developing a business plan for the cemetery.

As part of evaluating the Business Plan framework staff completed a review of revenue expectations versus actuals. In the December 2008, based on available data at the time, it was assumed that the City would sell 50 cremains plots and 50 casket plots in the first year, and 25 casket plots and 25 cremains plots each year thereafter. It was projected that the South Hill West inventory would be sold by FY15.The Master Plan projected annual sales of 10 casket plots per year and 8 cremation plots per year.

Based on current projected sales volume of 20 plots ( casket and cremain) per year, it is now projected that the South Hill West inventory will be complete in approximately 12. 5 years. However, effective marketing of the cemetery and the addition of the Veteran' s Memorial may increase sales volume. Staff will work with Sales, Management, and Burial Coordination contractor to produce appropriate marketing materials and develop a marketing and sales plan.

The Master Plan presented a Financial Forecast of $ 1, 616, 780 in total revenue with an annual revenue estimated at $ 89, 000 per year over the next 18 years. The actual revenues since FY11/ 12 through FY14/ 15 as shown in Table 1 below, does not support this assumption. After the initial rush in 2011/ 12 the annual revenue has actually demonstrated a decline. Staff has estimated future revenue at $ 54,000 annually based on the current trend.

Table 1.

REVENUE FY 11/ 12 FY 12/13 FY 13/ 14 FY 14/15
Casket 78, 353 64, 107 21, 690 38, 379
Cremain 23, 693 13, 135 27, 452 19, 930
TOTAL 102, 046 77, 242 49, 142 58, 309
The current inventory in the South West Hill includes 108 cremain and 143 casket plots with the total revenue $ 2, 220,759.62 ( Table 2)
Table 2.

South Hill West Remaining Inventory Revenue Forecast
Plot Type Number of Plots Cost Per Plot Estimated Revenue Casket 143 11, 794. 06* 1,686, 550. 58
Cremain 108 4,946. 38* 534, 209. 04
Total Revenue 2, 220, 759. 62
Note that prices listed above may be adjusted yearly, with the first adjustment occurring on July 1, 2016.

Price increases shall be based on the Consumer Price Index for the San Francisco- Oakland- San Jose area (All items category) for the April CPI.

The Master Plan outlined expense projections which only included the grounds maintenance contract at $ 25,000 annually. The contract expense is currently $ 27,190 annually, and it did not include the cemetery services contract expenses. However, the annual base cost of operating the cemetery is $ 110, 190 or $ 85, 190 more than estimated in the Master Plan. This dollar amount includes the Grounds Maintenance, Management, Sales and Burial Coordination, and Burial Services contracts. Additional annual costs will be added such as the Cemetery Software license and maintenance and other project costs.

With current revenue projections annually at $ 54,000 less expenses of $ 110, 190 a General Fund subsidy of approximately $ 56,190 annually will be required to maintain and operate the cemetery, at least in the short- term.

Future Projects and Expansion. As the projects identified for FY16/ 17 near completion, staff will work with the Parks and Recreation Commission to prioritize additional projects from the Pioneer Cemetery Master Plan Implementation Plan (See Attachment 1). The Park and Recreation Commission will forward their recommendations to the City Council. The cemetery will be dependent on the City' s General Fund to provide loans to the Cemetery Enterprise Fund for future projects and possible expansions. This will be evaluated as various phases are presented to the City Council for consideration.

Conclusion.

The Pleasanton Pioneer Cemetery is a place of history and remembrance. It is a place where our community may gather to share in times of grief and to also celebrate and honor the lives of those buried there. Staff will work diligently to initiative various phases of the Master Plan and will provide annual updates to the Park and Recreation Commission and the City Council.

Submitted by: Fiscal Review: Approved0by:
gteit) 44. 44: 0
Becky Hopkins Tina Olson Nelson Fialho
Interim Assistant to the Director of Finance City Manager City Manager
Attachments:

1. Design Concept for Pleasanton Pioneer Cemetery roadway and storage

2. Pleasanton Pioneer Cemetery Master Plan Implementation Plan

3. Amendment to Professional Services Contract for Burial Services at Pleasanton Pioneer Cemetery

4. Professional Services Contract for Cemetery Management, Sales and Burial Coordination

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ESTIMATE OF PROBABLE PROJECT COSTS DESIGN CONCEPT- PROJECT 2 Pioneer Cemetery
6/ 7/ 2016
ITEM NO. ITEM QNTY UNIT COST ITEM TOTAL SUBTOTAL
A Project Start Up
1 Mobilization Allow 5% 6, 628 6, 628
2 Temporary construction fencing Allow IS $ 3, 000. 00 3, 000 9, 628
B Demolition
1 Sawcut Allow LS 500. 00 500
2 Clear and grub 5, 860 SF 0.35 2, 051
3 Irrigation Allow LS $ 2, 000. 00 2, 000
4 Miscellaneous Allow LS 500. 00 500
5, 051
C Erosion Control and Earthwork
1 Earthwork( cut and fill) Allow LS $ 2, 000. 00 2, 000 2 Erosion control Allow LS 750. 00 750
2, 750
D Site Construction
1 Grind and ac overlay 9, 100 SF 3. 00 $ 27, 300
2 Decomposed granite pavement 255 SF 6. 00 1, 530
3 Aggregate( parking lot) 2, 610 SF 6. 00 $ 15, 660 4 Fence( metal horizontal slats) 75 LF 250. 00 $ 18, 750 5 Gate( 24 ft wide double gate) 1 EA $ 10, 000. 00 $ 10, 000 6 Storage container 1 EA $ 5, 000. 00 5, 000
7 Mowband 250 LF 24. 00 6,000
8 Miscellaneous Allow LS $ 1, 000. 00 1, 000
85, 240
E Irrigation
1 Controller 1 EA $ 1, 500. 00 1, 500
2 Electrical p. o. c. 1 EA $ 1, 200. 00 1, 200
3 Master valve 1 EA 350. 00 350
4 Flow sensor 1 EA 250. 00 250
5 Remote control valve 3 EA 250. 00 750
6 Gate valve 1 EA 250. 00 250
7 Quick coupler valve 8 EA 200. 00 1, 600
8 Mainline 960 LF 12. 00 $ 11, 520
9 Shrub bubblers 2, 900 SF 2. 00 5, 800
10 Tree bubblers( 2 per tree) 24 EA 50. 00 1, 200
24, 420
F Planting
1 Finish grading and soil preparation 2, 900 SF 0.65 1, 885 2 Tree, 24" box 12 EA 400. 00 4, 800
3 Shrub, 1 gallon( 3'- 0" o. c.) 320 EA 12. 00 3, 840 4 Mulch 2, 900 SF 0.75 2,175
5 Plant establishment 3 MO 800. 00 2, 400
15, 100
G Project Subtotal 142, 189
H Construction Contingency Allow 5% 57, 109 7, 109
7, 109
I Total S$ iTF:1
Based on drawing titled" Pleasanton Pioneer Cemetery Design Concept- Project 2 Plan" dated 6/ 7/ 2016

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ATTACHMENT 3

THIRD AMENDMENT TO AGREEMENT
This Third Amendment to Agreement enteredinto this 7 day of June2016 by the City of Pleasanton City") and Catholic Funeral & Cemetery Services, also known asCFCS ("Contractor") A. Whereas, on July 27, 2010, CFCS and the City entered into a Cemetery Services Agreement the Agreement") , which Agreement was amended on August 13, 2015 and on December 2, 2015for thesolepurposeof extendingthetermof theAgreementto first, December31, 2015 and second, to June 30, 2016; and
B. Whereas,The parties now wish to amend the Agreement further concerning the Scopeof Services, the equipment, the payment schedule and the term of the Agreement; and Whereas, the parties desire to amend to the Agreement;
Now, therefore, in exchange for valuable consideration, the receipt of which is hereby acknowledged, the parties agree as follows:

1. Section 1 of the Agreement, is amended to read:

Services to be Performed. Exhibit A to the Agreement is deleted in its entirety. CFCS will provideburial servicesatthe PleasantonPioneerCemeteryincluding intermentanddisinterment services. CFCS will install cementvaults( provided by City) prior to burials in the Old Sectionof the Cemetery. CFCS will install grave markers as needed. City or its designatedcontractor will mark the exact location that the interment, disinterment and/or monument setting is to take place.

City or designatedcontractor will also coordinate with CFCS to determine the date and time of burial services and installation of grave markers.

2. Section 2 of the Agreement is amended to read:

Equipment to be Made Available. The City shall makeavailable to CFCS lowering device owned by the City (" the equipment"). The City shall maintainthe equipmentfor usefor burial and monument servicesat the Cemeteryby CFCS. At the termination of this Agreement, CFCS shall return the equipment to the City.

3. Section 4 of the Agreement is amended to read:

Compensation. By July 31, 2016, the City will pay CFCS a non-refundable administrative fee in the amount of$ 5000. For burial services once provided, for the installation of cement vaults and for disinterment, CFCS shall invoice the City as follows:
a. Burial Fee, Ground– full opening 995
b. Burial Fee, Ground - cremation inurnment 375
c. Weekend burial services overtime fee To be determined upon request
d. Preparinggravesidefor servicewith lawn greens,
chairs, and canopy Included in above fee
e. Installation of cement vaults ( casket) in old section as needed ( vaults provided by City) 1395
c. Installation of grave markers- Flush 28 x 20 275
d. Disinterment— open/ close grave ( casketed remains) $ 1895 e. Disinterment— open/ close grave ( cremated remains) $ 695 Third Amendment Page 1

f. Disinterment— from crypt 1495
g. Disinterment— from niche 695
h. Disinterment— open/ close children' s grave 650

4. Section 5 of the Agreement is amended as follows:

Term. This Third Amendment will take effect July 1, 2016 and this Agreement, as amended, will terminate December 31, 2016.

In witness whereof, the authorized representatives of the parties have executed this Third Amendment to the Cemetery Services Agreement as of the date and year first written above.

2. All other terms and conditions of the Agreement shall remain in full force and effect.

In witness whereof, authorized representatives of the parties have executed this First Amendment to the Agreement as of the date and year first above written.

CITY OF PLEASANTON CATHOLIC FUNERAL & CEMETERY

SERVICES
By:

Nelson Fialho, City Manager Signature
Print name
ATTEST: Title:

If Consultant is a corporation, signatures mustcomply
Karen Diaz, City Clerk with California Corporations Code§ 313] APPROVED AS TO FORM:

By:

Dan Sodergren, City Attorney
Third Amendment Page 2

697SECOND AMENDMENT TO AGREEMENT
This SecondAmendment to Agreement(" SecondAmendment") is enteredinto this 2 day of December 2015 by the City of Pleasanton (" City") and Catholic Funeral & Cemetery Services(" Contractor") Whereas, on July 27, 2010the City andContractorenteredinto an Agreementfor Cemetery services(" Agreement"); and
Whereas, the term of the agreement needs to be extended; and Whereas, the parties desire to amend to the Agreement;
Now, therefore, in exchangefor valuable consideration, the receipt of which is herebyacknowledged, the parties agree as follows:

1. Section 5 of the Agreement, " Term" is amended to read:

CFCSshallperformservicesoutlinedin Exhibit A from January2, 2016to June30, 2016.

2. All other terms and conditions of the Agreement shall remain in full force and effect.

In witness whereof, authorized representatives of the parties have executed this Second Amendment to the Agreement as of the date and year first above written.

CITY OF P E SANTON CONSULTANT
g
Nelson Fralho, City Manager Signature
SeeJ(
Print Name
Pres ; 1,...,1-
EST:

Q
Title
en Diaz, Ci q Cler
I
APPROVED AS TO FORM:
iAS
JonathanP. Lowell, City Attorney
i
y'
Second Amendment Page 1

41-4 flFIRST AMENDMENT TO AGREEMENT
This First Amendment to Agreement(" First Amendment") is enteredinto this 13day of August 2015 by the City of Pleasanton("City") andCatholic Funeral& CemeteryServices ("Contractor") Whereas, on July 27, 2010 the City and Contractor enteredinto an Agreement for Cemetery services(" Agreement"); and
Whereas, the term of the agreement needs to be extended; and Whereas, the parties desire to amend to the Agreement;
Now, therefore, in exchangefor valuableconsideration, the receiptof which is herebyacknowledged, the parties agree as follows:

1. Section 5 of the Agreement, " Term" is amended to read:

CFCS shall perform servicesoutlined in Exhibit A from July 28, 2015 to January 1, 2016.

2. All other terms and conditions of the Agreement shall remain in full force and effect.

In witness whereof, authorized representatives of the parties have executed this First Amendment to the Agreement as of the date and year first above written.

CITY OF N CONTRACTOR
By: atek,' afg
Nelson F1elho City Signature I
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Karen I) • City Clerk; with Cc:Wornto Corporations Code 5313) APPROVED ASTO, FORM:
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By
Signature
JonathanP. Lowell, City Attorney7" Print name
Title:

First Amendment Page 1

10, 4617

CEMETERY SERVICES AGREEMENT
RELATED TO VAULTS & PLOTS INSTALLED IN 2010
THIS CEMETERY SERVICES AGREEMENT(" Agreement") is made and entered into this Z dayof July 2010betweenCatholicFuneral& CemeteryServices("CFCS"),whoseaddressis 1965ReliezValleyRoad, Lafayette, CA 94549andtelephonenumberis 925.946.1440andtheCity of Pleasanton, a municipal corporation(" City").

RECITALS
A. In 2007, the City acquiredthePleasantonMemorial GardensCemeteryon Sunol Boulevard from the Trustees of Pleasanton Lodge No. 255 of the Independent Order of Odd Fellows Cemetery").

B. In February2007,theCity andCFCSenteredintoa contractwherebyCFCSagreedto provide burial servicesfor thosepersonswho pre-paid for existing plots within the Cemetery.

C. In September2009, the City and CFCS enteredinto a contract whereby CFCS agreedto install 200 full- size, double depth concrete burial vaults, spaces for 200 cremated remain plots, and mark the locations of all 400 new plots.

D. TheCity now desiresto haveCFCSactasitsagentandsell thenewplotsandvaultsthat wererecently installedby CFCS. This is a new agreementanddoesnot affect the prior agreements enteredinto betweenCFCS and the City.

E. CFCS is qualified and experienced in providing burial, monument, and related services.

NOW THEREFORE, in consideration of the mutual covenants and conditions in this Agreement, City andCFCSagreeasfollows:

1. Services to be Performed. CFCS shall perform all duties described in Exhibit A, attached hereto and incorporated herein the" Services".

2. Equipment to beMade Available. TheCity shallmakeavailableto CFCSfor thetermof this Agreement the backhoe and lowering device that the City acquired from the IndependentOrder of Odd Fellows. CFCS shall maintain this equipment for use for burial and monument services at the Cemetery. CFCS shall storethe backhoeand lowering device on adjacentproperty controlled by CFCS.

Upon termination of this Agreement, this equipment shall be returned by CFCS to the City, along with all maintenance records from the period of CFCS' s use.

3. Meeting Space to be Made Available. The City may make meeting spaceand/or a conference room available to CFCS staff upon prior requestto provide CFCS' s family service counselor a location to meet persons and families who desire to make burial and monument arrangements at the Cemetery. WhenCFCSrequiressuchspace,it will contacttheCity' sdesignatedstaff personby

telephone or e-mail as soon as reasonably possible, and the City will make every effort to provide either office spaceor a conferenceroom of sufficient size for the family service counselor to comfortably seat thepersonsandfamily memberswith whomthe family servicecounseloris meeting. AlthoughCity staff will attemptto accommodatethepersonsand family membersshouldthey desireto meeton adate or atatimewhenCity Hall is notopentothepublic,thisarrangementmaynotbepossible.

The office spaceand/or conferenceroom provided is for CFCS's family servicecounselorto meet with persons and families who need to make burial and service arrangements at the cemetery.

Suchoffice spaceand/or conferenceroom shall not be usedby CFCS for any other businesspurpose.

4. Compensation. The total compensation under this Agreement is set forth in Exhibit A.

5. Term. CFCS shall perform salesand provide the Servicesfor a period of five yearsfrom the date first set forth above. Prior to the end of the 5-year term, the parties shall meet and discuss extendingtheagreementfor additional years.

6. Indemnification. CFCSshallindemnify, saveandhold harmlessfrom anddefendtheCity, its officers, agentsandemployees, againstanyandall claims, costs,demands,causesof action, suits, losses,expenseor liability arising from intentionalmisconductof CFCS, its agents, subcontractors, officialsoremployees,asdeterminedby acourtof properjurisdiction, in connectionwiththeServices provided by CFCS in accordancewith this Agreement.

7. Insurance. During theterm of this Agreement, CFCSshall maintainat its own costand expensethefollowinginsurancecoveragewith insurerswith anA.M. Best'sratingof nolessthanA with Financial SizeCategory VII:
a. GeneralLiability andBodily Injury Insurance. Commercialgeneralliability insurancewith limits of at least$1,000,000combinedlimit for bodily injury andproperty damagethat providesthattheCity, itsofficers, employeesandagentsarenamedadditionalinsuredsunderthepolicy.

Thepolicy shallstatein writing eitherontheCertificateof Insuranceor attachedriderthatthisinsurance will operateasprimary insurancefor work performedby CFCS andits subcontractors,andthat no other insuranceeffectedbyCity or othernamedinsuredwill becalledonto covera loss. b. Automobile Liability Insurance. Automobile liability insurancewith limits not less than$ 1,000, 000 per person/ per occurrence, which shall also include coverage for the backhoe and lowering device.
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 Insurancewith limits of at least$ 1,000,000. d. Certificate of Insurance. CFCS shall file a certificate of insurance and endorsements with theCity thatshallprovidein writing thattheinsuranceaffordedby this certificateshallnot be suspended, voided, canceled,reduced in coverageor in limits without providing thirty( 30) days prior writtennoticeby certifiedmail, returnreceiptrequested,hasbeengivento theCity. In addition, the CFCSshall provide thirty( 30) daysprior written noticeto the City of any suspension,cancellation,

reductionof coverageor in limits, or voiding of theinsurancecoveragerequiredby thisAgreement.

The City reservesthe right to require complete certified copies of policies. e. Subcontractors. CFCS shall include all subcontractors as insured under its polices or shall furnish separatecertificates and endorsements for each subcontractor. MI coveragesfor subcontractorsshall be subject to all of the requirementsstatedin this Agreement, including but not limited to naming additional insureds.

8. Independent Contractor. The CFCSis an independentcontractorretainedby the City. All personnelemployed by the CFCS, including subcontractors, and personnelof subcontractors,are not and shall not beemployeesof the City.

9. Warranty Against Defects. CFCS warrants all work done and goods provided under this Agreement shall: a) meet all conditions of the Agreement; b) shall be free from all defects in design, materialandworkmanship; and3) shallbefit for thepurposesintended.

10. Notices. All noticeshereinrequiredshallbe in writing andshall besentby mail, postage prepaid, addressed as follows:

TO CITY: TO CONSULTANT:

Parks and Community Services Robert Seelig, Director
Director Catholic Funeral and CemeteryServices
City of Pleasanton 1965 Reliez Valley Road
P. O. Box 520 Lafayette, CA 94549
Pleasanton, CA 94566

11. Miscellaneous Provisions.
a. CitymayterminatethisAgreementatanytimebymailinga 120daysnoticetoCFCS. b. CFCS shall not assign or transfer this Agreement.
c. If either City or CFCSwaive a breachof this Agreement, suchwaiver shall not constitute a waiver of other or succeeding breaches of this Agreement. d. This Agreement constitutes the entire understanding of the parties. e. ThisAgreementmayonly bemodifiedby awriting signedby theauthorized representative of both parties.
f. CFCS covenants that it has obtained all certificates, licenses, including an annual City BusinessLicense, permitsor the like requiredby anyfederal, stateor localregulatoryagencyin orderto perform the work under this Agreement.
g. CFCSshallcomplywith all federal,stateandlocal laws, regulationsandrules, includingbutnotlimitedto applicablesafetyandenvironmentallaws.

h. CFCS will permit the City to audit, examine and make copies of all contracts, invoices, payrolls andother documentsor datarelating to this Agreement. Such recordsshall be maintained for three years from the date of termination of this Agreement. i. This Agreementshall be governedby the laws of the Stateof California, with venue for anyactionunderthisAgreementin AlamedaCounty, California.

IN WITNESS WHEREOF, the parties hereto have executed this Agreement the date and year first above written.

CITY OF PLEASANTON CATHOLIC FUNERAL&

CEMETERY SERVICES
By: Bye_ O 4d illNelso ralho Robert Seelig
City Manager Director
A st:
e,
L A
areI Diaz, City CI
I,
Approved as to Form:
athanP. Lowell, City Attorney

EXHIBIT A

SCOPE OF WORK & OTHER CONTRACT TERMS
A. SALES OF PLOTS AND VAULTS BY CFCS
CFCS will handlethe sales of the new plots andvaults recently installedat the Cemetery. CFCSwill rely upon the prices approved by the City on a form approved by the City. ( See Section I below for the approved form and Exhibit B for the approved prices.) Uponmaking a sale of a vault and plot, CFCSwill collectthe funds from the purchaser. CFCSwill distribute the funds from the sale as follows.

1. If the Purchaser pays in full, CFCS shall distribute the funds as follows:
a. CFCS shall receive the administrative fee.
b. If plots for cremated remains were purchased, CFCS shall also receive the urn vault fee and shall store the urn vaults until the burial service is needed. c. For full- size plots ( plot fees), CFCS will distribute the plot fee, which includes the pre-installed full-size, double depth vault, to the City. d. For cremated- remains plots ( plot fees), CFCS will distribute the plot fee to the City. e. CFCS shall receive the burial service fee as a deposit in full for the delivery of the future burial service to be provided. CFCS shall be responsible for the investment of said deposit and shall be entitled to any income derived from said deposit. In the event of termination of this agreement, CFCS shall provide repayment of any burial service fees that have not been delivered at the then current retail price of such services. The then current retail price shall be the greater of the burial service fee escalated for consumer price indices in accordance with section D below or the local market rate for comparable burial services in Alameda County at the time the contract is terminated.

2. If the Purchaser pays by installmentplan, as funds are received, CFCS will place the funds in an account. City shall be a co-signor on this account. The funds received from the Purchaser shall remain in the account until payment has been made in full unless this agreement is terminated in which case all funds will be paid to the City immediately except the 15% non- refundable deposit which shall be retained by CFCS. Once payment has been made in full by Purchaser, CFCS shall distribute the funds according to Section A.1 above.

B. RECORDKEEPING
CFCS will be responsible for all accounting and record-keeping related to purchases, distributions, all accounts, collections, and fulfillments over time. CFCS will provide the City with an income and cash distribution report, and a report on the accounts on a monthly basis. CFCS shall maintain records of ownership for all plots and vaults, and shall provide that information, including a copy of each Purchase Agreement, on a quarterly basis to the City's Parks and Community Services Director or 1

his/her designee. Followingthe provisionof burialor otherservicesby CFCSat the Cemetery, CFCS shall update the Cemetery database and Autocad Cemetery map for the City, at no additional cost.

C. SALES SCHEDULE. QUALIFICATIONS OF BUYERS
The Citywill provideCFCSwith a list of personswho haveexpressedinterestin purchasingplotsand vaults. InJuly 2010, the City will send all personson the interest list a letterexplainingwhen plot and vault sales will commence, and how the process will work.

CFCSwill beginsellingplots and vaultson October 1, 2010, on a prioritybasisto personswho are either Pleasanton residents or non-residents who have a spouse already buried at the Cemetery.

The Citywill workwith CFCSto identifywhethera personis a Pleasantonresident (does notinclude unincorporated areas of Pleasanton such as Castlewood, the Remen Tract, etc.) Beginning on April 1, 2011, CFCS shall open the sale of plots and vaults to the general public.

D. ALLOCATION OF VAULT AND PLOT FEES
Burial Plot
Two rights of interment, double vault ( Plot Fees) 7, 123 Prepaid Burial Service Fees ( 2 individuals) 1, 750
Administration Fee 1,325
Total Fee 10, 198
Plot for Cremated Remains
Two rights of interment ( Plot Fees) 2, 627
Urn vaults ( 2 individuals) 450
Prepaid Burial Service Fees ( 2 individuals) 650
Administration Fee 550
Total Fee 4, 277
Notethatthe prices listedabove shall be adjustedyearly, with the first adjustmentoccurringon July 1, 2012. Price increases shall be based on the Consumer Price Index for the San Francisco- Oakland- San Jose area (All Items category) for the April CPI prior to the adjustment.

E. PERMITTED MEMORIAL/ MONUMENT
Only one type of memorialshall be permittedon the newplots andvaults at the Cemetery. The memorial shall consist of a single 28-inch by 20-inch lawn-level granite memorial placed on the burial plot or the plot for cremated remains. The memorial is not included in the fee schedule above, and purchasers may purchasememorials or monuments from CFCS or any other vendor.

F. NO EXCLUSIVITY
CFCS, as the agent for the City of Pleasanton, has the exclusive right to sell plots within the Pleasanton Pioneer Cemetery and to provide burial services to those persons who purchase plots. 2

This Agreement, however, is not intended to give CFCS exclusive rights to sell memorials, monuments, caskets, funeral services, etc. to persons who purchase plots at the Pleasanton Pioneer Cemetery.

G. BURIAL FEES. TERMINATION
CFCS shall collect the prepaid burial fees, and place those funds in an account. CFCS will withdraw the burial service fees only after the service has been provided.

In the event this agreement is terminated, CFCS shall provide a complete accounting of the fees on deposit and shall transfer to the City all account funds and burial fee funds (consistent with section A. 1.e above) within 14 days of termination.

In the event of termination, CFCS shall deliver all urn vaults that have not been installed to the City within 14 days of termination.

H. TERMS OF SALE. DISCOUNTS. INSTALLMENT PLANS. DEFAULTS. TRANSFERS

1. Full Payments. A purchaser of a plot and vault can pay in full at the time of the purchase by cash or check. Credit cards will not be accepted.

2. Installment Plan. A purchaser who wishes to enter into an installment payment plan must pay a 15% non-refundabledown payment upon signing a Purchase Agreement (see Section H below). The purchaser will have 24 months from the date of signing the Purchase Agreement to complete all payments. No interest shall be charged to purchasers opting for an installment plan. If a person requires use of their vault and plot prior to the end of the 24- month payment period ( i.e., someone in the family has died), then all money owed on the contract must be paid in full prior to rendering services.

3. Default. Where a purchaserdefaults on an installmentplan by failing to make a timely payment, the purchaserautomatically forfeits the 15% non-refundabledown payment as well as all rights of interment, vaults, plots, or any other interest in the Pleasanton Pioneer Cemetery. Upon default, CFCS shall return all funds (excluding the 15% non-refundable down payment which will be considered as liquidated damages for the default) to Purchaser within 30 days of the default.

4. Transfers. Transfers and sales of plots and vaults are prohibited.

I. PURCHASE AGREEMENT TO BE USED BY CFCS
CFCS shall use the following Purchase Agreement when selling plots and vaults:
3

PLEASANTON PIONEER CEMETERY

PLEASANTON, CALIFORNIA

PURCHASE AGREEMENT
This agreement made this day of by and between Catholic Funeral and CemeteryServices, a corporation, locatedat 1965ReliezValley Road, Lafayette, CA 94549 ("CFCS" or" Seller") and the person( s) listed below (" Purchaser") NAME:

Telephone: (
ADDRESS:

Street City State Zip Code
Names( s) on Certificate:

1. Purchases. Purchaser agrees to purchase, and CFCS agrees to sell, subject to all the terms and conditions set forth in this Agreement and to the Rules and Regulations of the Pleasanton Pioneer Cemetery, nowor hereafterin effect (with the Purchaseracknowledgingreceiptof the Rulesand Regulations of the Cemetery as in effect as of the date hereof), the following, ( collectively, the Rights");
A. Burial Space( s): Section Grave#' s Qty of Spaces _ @ B. Burial Service Fee( s): Pre- need At- Need
Payment for Payment for
Location Location
Payment for
Location
D. Memorial for Location
E. Miscellaneous Merchandise/ Fee( s):

Sales Tax
Total Purchase Price
4

Down Payment
Balance Due
Your credit is payable as follows: No. of Payments Amt of Payment Due date for each payment:

3. Maintenance of the Cemetery at the " Pioneer Level". Purchaser acknowledges that the City of Pleasanton, owner of the Pleasanton Pioneer Cemetery, intends to maintain the Cemetery at a Pioneerlevel"whichmeansthe cemeterywill havenoformalirrigationsystemandwill be irrigatedby naturally-occurringrainonly. The City will be responsiblefor regulartrash pickupsfrom City-installed waste cans, and shall conduct appropriate landscaping duties to maintain the Cemetery at the Pioneer level" as determined by the Parks Maintenance Superintendent."

4. Types of Memorials Permitted. Only one type of memorial shall be permittedon the new plots at the Cemetery. The memorialshall consistof a single28-inch by 20-inchlawn-levelgranite memorial placed on the burial plot or the plot for cremated remains. CFCS and City specifically reserve the right to limit and approve the size, type style and content of any lettering, emblems, floral tributes, photographsor any other object affixedto, or placed upon, the burial spacesor nichesin accordance with its Rules and Regulations in force from time to time.

5. Funeral Services, Memorials, Caskets, etc. Persons who wish to buy plots within the PleasantonPioneerCemeterymust purchasethose plotsas well as a burial servicefrom CFCS.

Persons who purchase plots within the Pleasanton Pioneer Cemetery are not, however, obligated to purchase funeral services, memorials, caskets, etc. from CFCS. Purchaser may contact other vendors to perform these services or provide these products.

6. Rights Not Included. The Purchase Price does not include any charges for, or rights with respect to: inscriptions, installation of memorials or any other services, products or documents customarily required or provided in connection with an interment, including, without limitation, any charges customarily billed by a funeral director.

7. Condition Precedent to Ownership Rights — Payment of Purchase Price. With respect to the Rights being purchased and sold hereunder, no interments may be made, no memorials may be placed, and no right of ownership or possession or any other rights shall pass to the Purchaser until the Purchase Price, including all installment payments related thereto, have been paid in full.

8. Default by the Purchaser in Payment of Purchase Price. If the Purchaser fails to make timely payment of any installment payment, this action shall be considered a default by Purchaser, and CFCS shall have the right to immediately cancel this Agreement. In the event of such cancellation, 5

CFCS shall be releasedfrom any and all obligationshereunder, and Purchaserautomaticallyforfeits any rightsof interment, vaults, or anyotherinterestin the PleasantonPioneerCemetery. Upon default, CFCS shall return all funds ( excluding the 15% non- refundable down payment) to Purchaser within 30 days of the default. The non- refundable down payment shall be retained by CFCS and shall be considered liquidated damages for the default.

9. Ownership of Interment Rights — Time of Passage and Issuance of Certificate. Upon payment in full of the Purchase Price, the ownership of interment rights and possession with respect to the Rights shall pass to the Purchaser, and CFCS will thereafter issue to the Purchaser a Certificateof Ownershipregisteredin the name of the Purchaserevidencingthe Rightspurchased and sold hereunder.

10. Timely Performance. If thetimely performanceof anyobligation, the compliancewith anyterm or conditionor the deliveryof any goodsor servicesto be deliveredby CFCSunderthis Agreement becomes impossible or impractical because of war, riot, insurrections, strikes or other labor difficulties, shortages of labor, materials or equipment, governmental regulations, adverse climatic conditions, Acts of God or any othercause beyondthe control of CFCS, CFCS shall not be required to perform such obligation, comply with such term or condition or deliver such goods or services, as thecase maybe, duringthedurationof suchcause, but, in theeventof reasonablesubstitutefor strictperformance, complianceor delivery is requiredin accordancewith the terms of this Agreement.

11. Standard of Care; Discretion for Burial; Waiver of Liability. The Purchaser agrees that any intermentwith respectto the Rightswill be performedby employeesor agentsof CFCS. CFCS reserves the right to inter the remains of the human dead committed to it for interment respect to the Rights in such a manner as it deems, in its reasonable and good faith discretion, to be appropriate, necessaryandpracticalinlightofthecircumstances, whichdiscretionshallinclude, withoutlimitation, the realignment of caskets or vaults within a grave and, moreover, the Purchaser agrees to indemnify and hold CFCS harmless from any claims or liability which may arise because of the use of such discretion. The Purchaser waives any claims against CFCS now or hereafter arising or alleged by reason of error or otherwise, provided that CFCS has exercised its discretion and performed its responsibilities under this paragraph in good faith and non-negligently. CFCS' liability hereunder shall not, in any event, exceed the Purchase Price.

12. Use of Rights. The Purchaser hereby represents and warrants to CFCS that the Interment Rights are being acquired solely for burial purposes. The Purchaser acknowledgesthat resale of the Rights is prohibited.

13. Miscellaneous.
a. Entire Agreement. This Agreement constitutes the entire agreement and understanding of the parties hereto with respect to the subject matter hereof. b. Parties of interest. This Agreement shall be binding upon and inure to the benefit of, and be enforceable by, the parties hereto and their respective successors and assigns, heirs and personal representatives.
c. Assignment. The rights and obligations provided by this Agreement may be assigned by the Purchaser, provided that the Purchaser is not then in default hereunder with 6

regard to the payment of the Purchase Price or otherwise, and that CFCS has given its prior written consent ( which consent shall not be unreasonably withheld).

Notwithstandingthe foregoing, any such assignmentshall not be effectiveuntil it is duly recorded upon the books and records of CFCS.
d. Severability. In the event that any one or more of the provisions of this Agreement should be invalid, illegal or unenforceablein any respect, the validity, legality and enforceabilityof the remainingprovisions contained herein shall not in any way be affected or impaired hereby.
e. GoverningLaw. This Agreementshall be governedby and construedin accordance with the laws of the State of California.
f. Validityand Effective Date. This Agreementshall not be valid unlessand until it is executed and delivered by both the Purchaser and CFCS. This agreement shall be effective as of the later to occur of the date the Purchaser and CFCS execute this Agreement.

The Purchaser and CFCS have executed this Agreement to be effective as of the later to occur of the date the Purchaser and CFCS execute this Agreement; the Purchaser acknowledges receipt of an executed copy of this Agreement.

CATHOLIC FUNERAL AND CEMETERY SERVICES
BY
TITLE
DATE

PURCHASER( S)

PRINT NAME

SIGNATURE
DATE

PRINT NAME

SIGNATURE
DATE
7

EXHIBIT B

CITY- APPROVED PRICE LIST FOR CFCS PRODUCTS & SERVICES
Burial Plot Package ( Includes two rights of interment, double vault) 8, 448 Prepaid Burial Service Fees ( two individuals) 1, 750 Complete Package for Two Individuals $ 10, 198
Burial Plot for Cremated Remains ( Includes two rights of interment) 3, 177 Urn Vaults ( two individuals) 450
Prepaid Burial Service Fees ( two individuals) 650
Complete Package for Two Individuals $ 4, 277
8

ATTACHMENT 4

PROFESSIONAL SERVICES AGREEMENT
THIS PROFESSIONAL SERVICES AGREEMENT (" Agreement") is entered into this 1stday of July 2016, betweenthe CITY OF PLEASANTON, a municipal corporation City"), and Graham-Hitch Mortuary, a corporation, whose addressis 4167 First Street, Pleasanton, CA 94566, and telephone number is 925- 846- 5624, (" Consultant").

RECITALS
A. Consultant is qualified to and experienced in providing, Cemetery Management, Sales and Burial coordination for the purposes specified in this Agreement.

B. City findsit necessaryandadvisableto usetheservicesof theConsultantfor the purposes provided in this Agreement.

NOW THEREFORE, in consideration of the mutual covenants and conditions in this Agreement, City andConsultantagreeasfollows:

1. Consultant' s Services. Subject to the terms and conditions set forth in this Agreement, Consultantshallprovide to City the servicesdescribedin Exhibit A. Consultantshallprovide 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 berequiredfor furnishing servicespursuantto this Agreement. City shall furnish to Consultantonly the facilities andequipmentlisted in Exhibit A accordingto the termsand conditions set forth in Exhibit A.

3. Terms. This contract shall commence on the date written above and shall expire on June 30, 2017. The City andContractor shall retain the right to renew the signedcontract for an additional one-year period up to but not exceeding three additional years.

4. Compensation. City shall pay Consultantfor servicesrenderedpursuantto this Agreement asdescribedmoreparticularlyin Exhibit A. Thepaymentsshallbemadeona monthlybasis upon receipt and approval of Consultant' s invoice. Total compensation for services and reimbursement for costs shall not exceed $ 48, 000.
a. Invoices submitted to City must contain a brief description of work performed, time usedand City referencenumber. Paymentshall be made within thirty ( 30) daysof receipt of Consultant' s invoice and approved by City.
1 1Page

b. Upon completion of work and acceptanceby City, Consultant shall have sixty( 60) daysin which to submitfinal invoicing for payment. An extensionmaybegrantedby City upon receiving a written requestthirty( 30) days in advanceof said time limitation. TheCity shallhavenoobligationor liability to payanyinvoicefor work performed which the Consultant fails or neglectsto submit within sixty( 60) days, or any extensionthereofgrantedby the City, after the work is acceptedby the City.

5. Sufficiency of Consultant' s Work. All reports, drawings, designs, plan review comments and work product shall be adequateand sufficient to meet the purposesfor which they are prepared.

6. Ownership of Work. All reports, drawings, designs, plan review comments, work product, and all other documentscompleted or partially completed by CONSULTANT in the performanceof this Agreementshallbecometheproperty of the CITY. All materialsshall be deliveredto theCity uponcompletionor terminationof thework underthis Agreement. If any materials are lost, damagedor destroyed before final delivery to the City, the Consultant shall replacethemat its own expense. Any andall copyrightablesubjectmatterin all materialsis herebyassignedto theCity andtheConsultantagreestoexecuteanyadditionaldocumentsthat maybenecessaryto evidencesuchassignment. Consultantshallkeepmaterialsconfidential.

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. Changes. City may requestchangesin the scopeof servicesto beprovidedby Consultant.

Any changesandrelatedfeesshallbemutuallyagreeduponbetweenthepartiesandsubjectto a written amendment to this Agreement.

8. Consultant' s Status. In performingtheobligationssetforth in this Agreement, Consultant shall have the status of an independent contractor and Consultant shall not be considered to be an employeeof theCity for anypurpose. All personsworkingfor or underthedirectionof Consultant are its agentsand employees and are not agentsor employees of City.

9. Termination for Convenience of City. The City may terminate this Agreement at any time by mailinganoticein writing to Consultant. TheAgreementshallthenbedeemedterminated, and no further work shall be performed by Consultant. If the Agreement is soterminated,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 anyinterestor obligationin theAgreementwithout theprior written consentof theCity, and thenonly uponsuchtermsandconditionsasCity maysetforth in writing. Consultantshallbe solely responsiblefor reimbursing subcontractors.

11. Indemnity and Hold Harmless. Consultant shall defend, indemnify, and hold harmless, the City and its officers, agentsand employeesfrom andagainstall claims, losses, damage, injury, andliability for damagesarisingfrom, or allegedto havearisenfrom, errors, omissions, 2 IPage

negligent or wrongful acts of the Consultant in the performance of its services under this Agreement, regardlessof 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 reasonableperiod of time after completion of the project as well as during the period of actual performance of services under this Agreement. The City' s acceptanceof the insurance certificates required under this Agreement does not relieve the Consultant from its obligation under this paragraph.

12. Insurance. During thetermof this Agreement, Consultantshallmaintainin full forceand effect at its own cost andexpensethe following minimum insurancecoverage, or such greateror broader coverage if available in Consultant' s policies, with insures with an A. M. Best' s rating of no less than A: VII:
a. General Liability and Bodily Injury Insurance. Commercial general liability insurancewith limits of at least $1,000,000 combinedlimit for bodily injury and propertydamagethat providesthat the City, its officers, employeesandagentsare namedasadditional insuredsunder the policy asevidencedby an additional insured endorsementsatisfactory to the City Attorney. The policy shall statein writing either on the Certificate of Insurance or attached rider that this insurance will operate as primary insurancefor work performed by Consultant andits subconsultants, andthat no other insuranceeffected by City or other namedinsured will be called on to cover a loss.
b. Automobile Liability Insurance. Automobile liability insurancewith limits not less than $ 1, 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 subrogationand Employer' s Liability Insurancewith limits of at least $1,000,000. c. ProfessionalLiability Insurance. Professionalliability insurancein the amountof 1, 000, 000.
d. Certificate of Insurance. Consultant shall file a certificate of insurance with the City prior to the City' s execution of this Agreement, andprior to engagingin any operation or activity set forth in this Agreement. The Certificate of Insurance shall providein writing thattheinsuranceaffordedby this Certificateshallnot be suspended, voided, canceled, reduced in coverage or in limits without providing noticeto theCity in accordancewith California InsuranceCodesection677.2 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 sentby certified mail, return receipt requested. In addition, the insured shall provide thirty ( 30) days prior written notice to the City of anycancellation, suspension, reductionof coverageor in 31Page

limits, or voiding of the insurancecoveragerequiredby this agreement. The City reserves the right to require complete certified copies of policies. e. Waiver of Subrogation. The insurer agrees to waive all rights of subrogation against the City, its officers, employees and agents.
f. DefenseCosts. Coverageshall be provided on a" pay on behalf of basis, with defensecosts payable in addition to policy limits. There shall be no cross liability exclusions.
g. Subcontractors. Consultantshall include all subcontractorsasinsuredunder 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 noticeshereinrequiredshallbein writing and shallbe sentby certified or registered mail, postage prepaid, addressed as follows:

To Consultant: Wesley D. Fisher, President To City: City Manager Graham- Hitch Mortuary City of Pleasanton
4167 First Street 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 engagingin any operation or activity set forth in this Agreement, Consultant shall obtain a City of Pleasantonbusinesslicense, 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 businesshours,the records shall be madeavailable to the City to inspect and audit.

17. Confidentiality. Consultant shall exercise reasonable precautions to prevent the unauthorizeddisclosure and useof City reports, information or conclusions.

18. Conflicts of Interest. Consultant covenants that other than this Agreement, Consultant has nofinancialinterestwith anyofficial, employeeor otherrepresentativeof the City. Consultant Wage

andits principals do not haveany financial interestin realproperty, sourcesof incomeor investment that would be affected in any manner of degreeby the performanceof 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 breachof 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.

21. No Personal Liability. No official or employeeof City shall bepersonallyliable to Consultant in the event of any default or breachby the City or for any amount due Consultant.

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

23. Scope of Agreement. This writing constitutes the entire Agreement betweenthe parties.

Any modification to theAgreementshallbein writing andsignedby both parties.

THIS AGREEMENT executed the date and year first above written.

CITY OF PLEASANTON CONSULTANT
By:

Nelson Fialho, City Manager
Its:

ATTEST:

Karen Diaz, City Clerk
APPROVED AS TO FORM:

Daniel Sodergren, City Attorney
5 IPage

EXHIBIT A
Scope of Consultant' s Services
The Management, Saks and Burial Coordination Contract provider will serve as the first point of contact for clients. The contract includes the everyday operation of the Cemetery; office responsibilities including but not limited to: saleof plots, keeping track of andscheduling burials, internments and niche spaceallocations, handling financial responsibilities such as receiving payments, aswell asday-to-day oversight of cemetery operations, including coordinating the other aspectsof cemeterywork and working with City officials in connection with all of these responsibilities.

Management & Sales

1. Sales of Plots and Vaults
a. Organization shall be responsiblefor showing cemeteryproperty and spacesavailable for sale to interested parties and complete all administrative tasks and financial transactions associated with space sales and burial services b. Organizationwill rely uponthepricesapprovedby the City on aform approvedby the City for all salesand burial services
c. Standard customer sales and information packets shall include, at a minimum:, Cemetery Rules& Regulations signed by customer, signed purchase agreement, installment salescontract( if required), and current PleasantonPioneer Cemetery Fee Schedule
d. Organization will receive and record all salesusing a city issued credit card terminal andcheckreaderandbeprocessedthroughthe City' s Tyler Mullis Pointof Sale system.

2. Record Management
a. Responsiblefor all accounting andrecord-keeping related to purchases, distributions, all accounts, collections, and fulfillments over time
b. Provide an income and cash distribution report, and a report on the accounts on a monthly basis
c. Organization shall enter all cemetery business information including all burial and spaceownership recordsinto City' s Cemetery ManagementSoftware

3. Equipment
a. Sales: The City will provide Point of SaleSoftware, Check ReaderandCredit Card Terminal
b. RecordKeeping: The City will provide the following forms: CemeteryRulesand Regulations, Purchase Agreement, Installment Sales Contract and Fee Schedule.

Wage

Promotional Materials will be created in cooperation with mortuary and printed by the City. Certificates for Right of Internment will be issued by the City. The CemeteryManagementSoftwarewill beprovidedto mortuaryafter it is purchased.

4. Rules & Regulations Monitoring& Enforcement
a. Organization shall distribute copies of the Pleasanton Pioneer Cemetery Rules& Regulations and enforce cemetery rules and regulations as necessary Burial & Marker Coordination

1. Burial Coordination
a. Scheduleand coordinateburial serviceswith City contractor, Catholic Funeral & Cemetery Services (CFCS)
b. Procure cement casket vaults and urn vaults and coordinate delivery to Cemetery for installation
c. Mark grave site location where CFCS is to dig grave

2. Marker Installation Coordination
a. Organization shall coordinate with purchaser marker deliveries and coordinate with City contractor, CFCS, for installation

3. Consultation Services may include:
a. Assist and/or coordinateprocurementof CemeteryManagementSoftware b. Participate in implementation of PleasantonPioneer Cemetery Master Plan c. Act asthe liaison for the City for all issuesthat ariseregarding the upkeepand maintenance of the cemetery
Compensation
The City will pay anon-refundablemanagementfee to Graham-Hitch Mortuary for the above Services in the amount of$ 10,000. By July 30, 2016 the City shall pay $ 5,000, half of the non- refundable management fee and the remainder will be paid by December 31, 2016. Graham- Hitch Mortuary will invoice the City for Burial CoordinationFeesand SalesAdministration Fees once duties have been performed at the below rates.

Burial Coordination Fee ( per Burial) - $ 175. 00
Sales Administration Fee ( per Casket)- $ 2, 358. 81*
Sales Administration Fee ( per Cremains)- $ 989. 28*
Note that prices listed above may beadjusted yearly, with thefirst adjustment occurring on July 1, 2016.

Price increases shall be based on the Consumer Price Index for the San Francisco- Oakland- San Jose area( All items category)for theApril CPI prior to adjustment. 7 IPage

Item #26

CITY COUNCIL AGENDA REPORT

August 19, 2025
Community and Economic Development

TITLE: RECEIVE AN UPDATE FROM THE PLEASANTON DOWNTOWN ASSOCIATION AND APPROVE APPOINTMENT OF THE ADVISORY BOARD FOR THE 2026

DOWNTOWN PLEASANTON BUSINESS IMPROVEMENT DISTRICT

SUMMARY
At the January 21, 2025, meeting, the City Council postponed the approval of a Property and Business Improvement District (PBID) formation to allow the Pleasanton Downtown Association (PDA), the new PDA Director and the business and property owners to have further discussions and provide a status update to be presented at a City Council meeting in the next six to nine months. The PDA has since hired its new Executive Director, who has developed a two-year strategic plan, and will provide an update on it, and PDA and downtown activity, to the City Council.

Also, at the January 21, 2025, meeting, the City Council unanimously approved a one-year agreement with the PDA for 2025 and allocated funding for a City match of 100 percent of the 2025 Downtown Pleasanton Business Improvement District (BID) assessment revenue generated by the businesses within the downtown. The next collection period will be the 2026 calendar year. To renew the BID for 2026, state law requires the City Council to annually appoint an advisory board to the Downtown Pleasanton BID to prepare the annual budget and report for determining the annual assessments to be levied on the businesses within the BID.

The budget, report, and assessments are determined on a calendar year basis, and the assessments are collected annually along with the City business license fees.

The PDA administers the BID on behalf of the City. At the July 15, 2025, board meeting, the PDA Board of Directors discussed and recommended to the City Council that the PDA Executive Committee serve as the Advisory Board for the 2026 Pleasanton Downtown BID.

RECOMMENDATION
It is recommended that the City Council:

1) Receive an update from the Pleasanton Downtown Association on downtown economic vitality

2) Appoint the Pleasanton Downtown Association Executive Committee, comprised of the following members, as the Advisory Board for the Downtown Pleasanton Business Improvement District assessment process and collection for calendar year 2026:
• President – Angel Moore, Member-at-Large
• President Elect – Todd Utikal, Restaurant Owner
• Secretary – Jesse Takens, Retail Owner/Property Owner • Treasurer – Jennifer Hatcher, Personal Services Owner

• Past President – Randy Brown, Member-at-Large

BACKGROUND
Several decades ago, the City established a Downtown Pleasanton Business Improvement District (BID), the purpose and boundaries of which are set forth in Chapter 5.28 of the Pleasanton Municipal Code. The formula and structure of the BID has remained essentially unchanged since 1996, in most recent years generating approximately $80,000 annually.

Based on the existing agreement between the City and the Pleasanton Downtown Association (PDA), the City has annually matched the funding generated by the BID with General Fund dollars. Over the decades, it has become apparent that the funding generated through the annual BID assessment, even with a City match, does not provide sufficient revenue to support the PDA at the level where it can meet the PDA's and the City’s shared expectations around activities and programs to effectively sustain and increase the vitality and economic health of the downtown. This situation has become more acute as the City faces ongoing budget challenges that limit its ability to supplement PDA's BID-derived funding.

In August 2023, the City Council adopted the updated Economic Development Strategic Plan (EDSP). The five-year plan comprises five implementation plan priorities. Among these, under Priority 3: Local Revenue Growth, the EDSP includes action Item 3.2 related to downtown Pleasanton:

3.2: Evaluate the Pleasanton Downtown Association’s Business Improvement District Structure
To ensure economic vitality in Downtown Pleasanton, it is recommended that the City and Pleasanton Downtown Association evaluate the current business improvement district structure for increased funding for economic development opportunities.

PBID Feasibility Study
Based on the EDSP's direction, in 2024, staff worked with Civitas Advisors to evaluate the feasibility of a property-based business improvement district (PBID), in which property owners are assessed to fund supplemental services within the district. The feasibility study consisted of several steps to determine potential viability, including developing a district database and boundary map, reaching out to property owners, developing a district service plan and assessment scenario, analyzing financial data, and making recommendations. The process took approximately four months to complete.

The feasibility study's results were presented to the City Council at its meeting on January 21, 2025, where several downtown stakeholders were present and voiced concerns regarding a PBID structure. The City Council postponed the approval of a PBID formation to allow the PDA, the new PDA Director, and the business and property owners to have further discussions and provide a status update to be presented at a City Council meeting in the next six to nine months.

Based on additional outreach by PDA since January, and consideration of likely levels of support for a PBID, PDA and City staff do not recommend further pursuing formation of a PBID. However, as described below, PDA has begun to proactively seek alternative ways to augment its current, non-City, funding and there is interest in exploring re-structure of the current BID to enhance revenue from this source.

Projected BID Revenue and Restructuring Opportunities
The current assessment formula is based on each business's annual City business license payment and is calculated based on the following formula:
• Businesses located curbside and downstairs on Main Street are assessed at two times (2X) their business license fee amount
• Businesses with a Main Street address located upstairs, or not curbside, are assessed at a rate of one and a half times (1½X) their business license fee amount • All other businesses (those located off Main Street) pay an amount equal to one times (1X) their business license fee amount.

Notwithstanding these factors, the existing formula also sets a minimum and maximum assessment for any business, at a minimum of $50 and a maximum cap of $350 per business.

Non-profit businesses within the District are not assessed.

The assessment formula and minimum and maximum amounts have not changed since 1996.

The BID boundary was last updated in 2016 to exclude residential properties.

BID Assessment Renewal for 2026
In addition to providing the requested update from PDA, staff is also requesting the City Council to appoint the BID Advisory Board, which is the first step to levy the 2026 Calendar Year BID Assessment. Per Chapter 3, Section 36530 of the Parking and Business Improvement Area Law of 1989, the City Council must complete the following steps to levy the annual assessment for the Downtown Pleasanton BID:

1. Appoint an advisory board to prepare the annual budget with a report describing the programs and activities of the downtown business improvement district and the related funding sources. The report will outline any recommended changes to the boundaries of the district and/or the methodology of assessing each business.

2. Accept the report and budget and set a public hearing to levy the assessments.

3. Open and close the public hearing and adopt by resolution the assessments.

Following the Board's appointment, subsequent City Council actions will be scheduled this fall to complete steps 2 and 3 of the process for the 2026 assessment.

DISCUSSION
PDA Update and Presentation
Since the January City Council meeting, the PDA has taken several important steps. In April 2025, the PDA Board of Directors completed the recruitment of a new Executive Director, hiring Gabrielle Welk, former PDA Events and Marketing Director, to fill this key leadership position. Over the past four months, Ms. Welk and the PDA Board of Directors have developed a new two-year strategic plan, Attachment 1, to identify strategies for economic vitality and long-term financial stability of the PDA for the benefit of its stakeholders. As outlined in the Strategic Plan, these include new or enhanced funding streams through three key strategies:
1) Creation of the Pleasanton Downtown Foundation Fund; 2) Update of the BID and 3) Launch of an Associate Member program.

Ms. Welk will provide an overview of the PDA strategic plan and other downtown activity at the August 19, City Council meeting.

Appointment of BID Advisory Board
The Pleasanton Downtown Association is the administrator of the BID on behalf of the City. As in prior years, staff recommends the City Council appoint the members of PDA's Executive Committee as the BID Advisory Board, as follows:
• President – Angel Moore, Member-at-Large
• President Elect – Todd Utikal, Restaurant Owner
• Secretary – Jesse Takens, Retail Owner/Property Owner • Treasurer – Jennifer Hatcher, Personal Services Owner • Past President – Randy Brown, Member-at-Large

The Advisory Board will prepare a 2025 annual report and 2026 budget. The second step in the assessment process is the submittal and acceptance of the annual report and budget, and adoption of a resolution of intention to set a time for a public hearing on the levy of the proposed assessment for calendar year 2026. The report will describe the programs and activities of the Downtown Pleasanton BID and related funding sources. As outlined below, if there are any changes recommended to the BID structure/methodology for assessments, they will be presented in the report to City Council for consideration.

The Downtown Pleasanton BID annual assessment revenue in 2026 is provisionally projected by City staff to be approximately $80,000. This amount has not changed or increased substantially in recent years, and it is proving increasingly difficult for PDA to sustain its efforts and activities at a level that can effectively support its members and its efforts to help the downtown to thrive. With it appearing unlikely that implementing a PBID will be feasible, there may be an opportunity to re-look at the structure and rates in place for the current BID to enhance funding. Given the relatively modest assessment today (ranging from $50 to $350 per business per year), PDA believes there is sufficient potential support among businesses for an increased assessment to support PDA and their work to improve downtown economic vitality and vibrancy. PDA and City staff will assess opportunities for changes to the BID, including appropriate outreach to businesses, and present these as part of the report back to City Council as part of step two of the required assessment process. While it is noted that no formal vote of business owners is required to modify the assessment, only an action of City Council, identifying support among the downtown business community is important to the PDA and the City.

If modifications are recommended and approved by the City Council, a public hearing and adoption of a resolution modifying the Downtown Pleasanton BID assessment will take place next along with required notice. The final step of the process is to hold a public hearing and adopt a resolution levying the Downtown Pleasanton BID assessment for 2026.

EQUITY AND SUSTAINABILITY
Ensuring the vitality of Pleasanton's downtown benefits all members of Pleasanton's diverse community.

OUTREACH
Regarding the development of the PDA Strategic Plan, the PDA conducted a property owners meeting on April 24, 2024, where feedback was received on a proposed PBID structure, PDA activities, and downtown economic vitality. The PDA Board of Directors discussed the development of the PDA Strategic Plan at subsequent monthly Board meetings and PDA staff met with numerous downtown business owners, property owners, and other stakeholders to collect feedback on the plan elements.

STRATEGIC PLAN ALIGNMENT
Approval of this action advances the ONE Pleasanton strategic plan goal of Building a Community Where Everyone Belongs by ensuring the vibrancy of Pleasanton’s downtown as prioritized in the City's Economic Development Strategic Plan.

FISCAL IMPACT
The current agreement between the PDA and the City requires the City to match the annual assessments paid by businesses in the district. In 2025, the City’s 100 percent match from the General Fund was approved by the City Council at its January 21, 2025, meeting and estimated to be approximately $80,000. Staff anticipates the 2026 assessment collection will similarly be around $80,000. The current agreement expires on December 31, 2025, which the City Manager may extend for an additional year.

In addition to the direct City contribution, the City provides a significant amount in indirect funding which includes staff time to administer the PDA assessments and contract, assistance and support for events, as well as the cost to maintain downtown planters, cleaning sidewalks, and garbage pickup.

Prepared by: Submitted by: Approved by:

Lisa Adamos, Economic
Development Manager
Ellen Clark, Director of Community and
Economic Development

Gerry Beaudin, City
Manager

Attachments:

1. PDA Strategic Plan 2025 - 2027

2. Presentation Slides

1 Pleasanton Downtown Association Strategic Plan 2025–2027

Pleasanton Downtown Association 3-Point Strategic Plan
As Pleasanton continues to grow, so must the resources and tools available to support the vitality, economic development, and cultural richness of the downtown. The Pleasanton Downtown Association (PDA) has established a three-point strategic plan designed to modernize its structure, increase funding capacity, and expand engagement with local stakeholders, ensuring the long-term success of Downtown Pleasanton.

1. Establishing the Pleasanton Downtown Foundation

2. Updating the Business Improvement District (BID)

3. Launching an Associate Member Program in 2026

Pleasanton Downtown Association Updated Mission Statement The Pleasanton Downtown Association is dedicated to promoting and enhancing the vitality of Downtown Pleasanton as a vibrant, welcoming, and thriving destination. Through advocacy, community partnerships, events, and support for local businesses, we aim to preserve the unique charm of our historic downtown while fostering a dynamic environment for commerce, culture, and community engagement.

Pleasanton Downtown Association Vision Statement
To cultivate a vibrant, inclusive, and economically thriving downtown Pleasanton that honors its historic charm while fostering a dynamic future for businesses, residents, and visitors alike.

2 1. Create the Pleasanton Downtown Foundation
The Pleasanton Downtown Foundation Fund (PDF Fund)
Foundation Goal:

Through its initiatives, the PDA aims to enhance the downtown area, fostering a vibrant community that supports local businesses and offers a welcoming environment for residents and visitors alike. The Pleasanton Downtown Foundation is dedicated to preserving the charm, enhancing the vitality, and fostering the community spirit of Downtown Pleasanton. Through collaboration, creativity, and investment, we support local culture, commerce, and connection — right in the heart of our hometown.

Foundation Core Values:

Community First – Everything begins with people.

Preservation & Progress – Honor the past, shape the future.

Collaboration – Empower neighbors, businesses, and civic leaders.

Creativity – Bring art, vibrancy, and innovation downtown.

Belonging – Make downtown a space for everyone.

Below are examples of the Pleasanton Downtown Foundation goals and efforts:

Economic Vitality and Development
● Support and attract small businesses, local entrepreneurs, and startups to enhance downtown economic activity (Ex: Retail and Restaurant Recruitment programs). ● Building façade updates such as window wrapping to enhance the look and appeal of vacant buildings.
● Promote retail and dining options to increase foot traffic and sales in the downtown area. ● Develop programs to assist existing businesses with growth and sustainability (Workshops, panels, speaker series).
● Small business grants or microloans.
● Business façade grants.

Historic Preservation
● Preserve historic atmosphere and landmarks to maintain downtown Pleasanton’s unique character. ● Encourage adaptive reuse of historic properties for modern businesses and community spaces. ● Invest in the virtual self-guided historical walking tour in collaboration with the Museum on Main.

3 Community Engagement
● Foster a strong sense of community through events, festivals, and public art projects downtown. ● Engage local residents, businesses, and stakeholders in planning and decision-making processes. ● Promote volunteerism and partnerships to support downtown initiatives. ● Youth programs or student art showcases (Ex: Movies in the park).

Downtown Revitalization and Beautification
● Downtown improvement projects such as ongoing streetscape enhancements, facade beautification, and parking and public infrastructure investments guided by the Downtown Specific Plan.
● Promote clean, safe, and accessible public environments for residents and visitors. ● Support sustainability efforts, such as green infrastructure and pedestrian-friendly designs. ● Wayfinding signage to make navigation easy and attractive.

Marketing & Promotion
● Develop marketing campaigns to highlight downtown Pleasanton as a destination for shopping, dining, and entertainment.
● Use social media, local media, and partnerships to increase awareness and visibility. ● Create branding initiatives and campaigns that reflect the historic and cultural identity of downtown.
● Events and Programming through seasonal events such as holiday festivals, summer concerts, farmers markets.
● Tourism and visitor outreach.
● Business directories and promotional materials.

Transportation & Accessibility
● Improve parking, signage, and transportation options to make downtown easy to navigate. ● Advocate for pedestrian and bike-friendly infrastructure to encourage alternative transportation.

Cultural & Arts Development
● Promote arts and cultural programming that enriches the downtown experience such as murals and interactive installations.
● Art Walks or open gallery nights.
● Pop- up markets to support local artisans and small businesses. .

4 2. Update the Business Improvement District (BID)

Objective:

Modernize and expand the existing BID to reflect the changing business landscape and growing needs of downtown. This strategic plan is based on the anticipation the City of Pleasanton would continue to commit to a match of some capacity of BID assessments collected.

Key Actions:
● Reassess BID boundaries to include additional businesses and emerging commercial zones. ● Revise the rate structure to ensure equitable contribution while increasing total funding capacity for operations, events, and services.
● Conduct stakeholder engagement alongside the City of Pleasanton through surveys, listening sessions, and information campaigns to foster buy-in and transparency.

Benefits:
● More inclusive representation of downtown businesses. ● Increased funding to support PDA services*, downtown beautification, promotions, and events. ● Enhanced alignment with Pleasanton’s General Plan and Economic Development Strategy

*See attached brochure for an example of which new downtown businesses would receive from the PDA.

3. Launch the Associate Member Program (2026)

Objective:

Engage non-BID stakeholders—including property owners, home-based businesses, and Pleasanton residents—through a membership program launching in 2026. The goal would be to create overall synergy throughout Pleasanton and the greater Tri-Valley to increase economic vitality in Pleasanton and the downtown district.

Benefits for the Pleasanton Downtown Association (PDA):

1. Increased Revenue
Associate memberships provide an additional funding stream to support downtown events, marketing, beautification, and operations.

2. Expanded Community Engagement
Welcoming businesses from outside the downtown core helps strengthen ties with the broader Pleasanton business community and fosters regional collaboration.

5 3. Greater Event Support and Sponsorship
More members can lead to increased participation in PDA events (e.g., Weekends on Main, Brew Crawl, Concerts in the Park, holiday events), which helps grow attendance, brings attention to the downtown area as a gathering hub, and attract sponsors.

4. Enhanced Influence and Visibility
With a broader membership base, PDA has wider support when advocating for local policies, grant funding, and community planning initiatives.

5. Resource Pooling
Additional members bring diverse resources, talents, and connections that can enrich downtown- focused programs and initiatives.

Benefits for Associate Members:

1. Marketing & Promotion
Inclusion in PDA newsletters, social media shoutouts, and event listings —boosting visibility even if businesses are not in the downtown core.

2. Access to Events & Networking
Opportunities to participate in or sponsor PDA events at discounted rates, allowing associate members to connect with local businesses, residents, and visitors.

3. Brand Association
Being aligned with the downtown community enhances credibility and shows a commitment to supporting Pleasanton’s local culture and economy.

4. Business Development
Downtown foot traffic and events can generate leads, sales, and partnerships for businesses not physically located downtown.

5. Advocacy & Representation
Access to PDA’s advocacy efforts for small business interests at the city or regional level.

6. Community Involvement
A way for non-downtown stakeholders to support and invest in the vitality of Pleasanton’s Downtown, reinforcing civic pride and connection.

Pleasanton Downtown Association Update &
2026 Downtown Pleasanton Business Improvement District
City Council Meeting, August 19, 2025
Community and Economic Development Department
•Receive update from Pleasanton Downtown Association on downtown economic vitality
•Approve appointment of the PDA Executive Committee as the Advisory Board for the 2026 Downtown Pleasanton Business Improvement District (BID)
Purpose and Requested Actions

•January 21, 2025 City Council Meeting
¾ PBID Formation postponed to allow the PDA, new PDA
Executive Director and businesses and property owners
to have further discussions and provide a status update to the City Council in 6-9 months
¾ Annual City-PDA contract approved to provide 100%
match of BID assessments collected in 2025
•Next collection period is 2026 – annual process to levy the Downtown Pleasanton BID
Background
• The assessment formula is based on the annual business license payment and is calculated as follows:
¾ Businesses located curbside and downstairs on Main Street are assessed at two times (2X) their business license;
¾ Businesses with a Main Street address located upstairs, or not curbside, are assessed at a rate of one and a half times (1½X) their business license;
¾ All other businesses (those located off Main Street) pay an amount equal to one times (1X) their business license.
• The minimum assessment is $50 and the maximum is $350. Non-profit businesses within the District are not assessed.
• The assessment formula and minimum and maximum amounts have not been updated since 1996. The boundary was last updated in 2016. • Assessment revenue in 2026 is projected to be approximately $80,000.

Pleasanton Downtown BID Assessment

Pleasanton
Downtown
Association
PDA Mission and Vision
• Mission Statement
The Pleasanton Downtown Association is dedicated to
promoting and enhancing the vitality of Downtown
Pleasanton as a vibrant, welcoming, and thriving destination.

Through advocacy, community partnerships, events, and
support for local businesses, we aim to preserve the unique charm of our historic downtown while fostering a dynamic environment for commerce, culture, and community
engagement
• Vision Statement
To cultivate a vibrant, inclusive, and economically thriving downtown that honors its historic charm while fostering a dynamic future for businesses, residents, and visitors alike.

Three-point strategic plan designed to modernize the PDA's structure, increase funding capacity, and expand engagement with local stakeholders, ensuring the long-term success of Downtown Pleasanton with the goal of increasing economic vitality in the downtown.

1. Establish the Pleasanton Downtown Foundation

2. Update Downtown Pleasanton Business Improvement District (BID)

3. Launch an Associate Member Program in 2026
PDA Strategic Plan: 2025–2027
Establish the Pleasanton Downtown Foundation
• Foundation Priorities
¾ Economic Vitality & Development
¾ Historic Preservation
¾ Community Engagement
¾ Downtown Revitalization and Beautification
ƒ Pedestrian and Public Space Enhancements
¾ Marketing & Promotion
ƒ Events and Programming
• Examples
¾ Public art installations (murals, sculptures, artistic crosswalks) ¾ Wayfinding signage to make navigation easy and attractive ¾ Streetscaping (e.g. trees, planters, lighting, benches)

Update Downtown Pleasanton Business
Improvement District (BID)
• Property Owner Meeting Update
• Benefits
¾ More inclusive representation of downtown businesses
¾ Increased stakeholder engagement
¾ Increased funding to support downtown services, beautification, promotions, and events
¾ Enhanced alignment with Pleasanton’s Economic Development Strategy Plan
• Updates to Explore
¾ Reassess BID boundariesto include additional businesses and emerging commercial zones.
¾ Revise rate structureto ensure equitable contribution while increasing total funding capacity for operations, events, and services.

Launch Associate Member Program in 2026
• Objective
Engage non-BID stakeholders — including property owners, Tri-Valley businesses, and Pleasanton residents — through a membership program launching in 2026 to create synergy throughout Pleasanton and the greater Tri-Valley.
• Benefits
¾ Diversifies revenue and stakeholder input
¾ Builds stronger ties with the greater Pleasanton community ¾ Enhances the visibility and inclusiveness of the PDA’s mission • Target/Confirmed Associate Member Organizations
¾ Grocery Outlet, Workday, Alameda County Fairgrounds, Hacienda

Downtown
Pleasanton
Vibrant downtowns
bring people together,
drive economic activity,
and reflect the unique
character of a place.

They are where a city’s
energy is most visible.
•Receive update from Pleasanton Downtown
Association on downtown economic vitality
•Approve appointment of the PDA Executive Committee
as the Advisory Board for the 2026 Downtown
Pleasanton Business Improvement District (BID)
City Council Actions

Discussion & Questions
www.cityofpleasantonca.gov