YTM
365
Par Value Book Value
Maturity
Date
Stated
Market Value Rate
August 31, 2025
Portfolio Details - Investments
Average
Balance Issuer
Portfolio Management
CITY OF PLEASANTON
Days to
Maturity
YTM
CUSIP Investment # 360
Purchase
Date
Federal Agency Issues - Callable
3133EMUK6 4575 FEDERAL FARM CREDIT BANK 03/25/2021 3,000,000.00 2,949,660.00 3,000,000.00 1.050 1.036 1.050 205 03/25/2026 3133EMH21 4595 FEDERAL FARM CREDIT BANK 06/24/2021 3,000,000.00 2,928,420.00 2,997,000.00 0.900 0.908 0.921 287 06/15/2026 3130AKGD2 4553 FEDERAL HOME LOAN BANK 11/25/2020 3,000,000.00 2,973,570.00 2,996,250.00 0.570 0.587 0.595 85 11/25/2025 3130AKXQ4 4558 FEDERAL HOME LOAN BANK 02/12/2021 3,000,000.00 2,952,870.00 3,000,000.00 0.600 0.109 0.110 164 02/12/2026 3130AKZ25 4559 FEDERAL HOME LOAN BANK 02/26/2021 3,000,000.00 2,949,870.00 3,000,000.00 0.650 0.641 0.650 178 02/26/2026 3130AL3S1 4560 FEDERAL HOME LOAN BANK 02/17/2021 3,000,000.00 2,953,080.00 3,000,000.00 0.625 0.616 0.625 169 02/17/2026 3130AKXJ0 4562 FEDERAL HOME LOAN BANK 02/24/2021 3,125,000.00 3,072,562.50 3,122,500.00 0.600 0.608 0.616 176 02/24/2026 3130ALCV4 4563 FEDERAL HOME LOAN BANK 02/24/2021 3,000,000.00 2,952,120.00 3,000,000.00 0.750 0.740 0.750 176 02/24/2026 3130ALDN1 4565 FEDERAL HOME LOAN BANK 03/16/2021 3,000,000.00 2,947,590.00 3,000,000.00 0.800 0.789 0.800 196 03/16/2026 3130ALNT7 4578 FEDERAL HOME LOAN BANK 03/30/2021 3,000,000.00 2,947,290.00 2,998,050.00 0.980 0.980 0.993 210 03/30/2026 3130ALUC6 4580 FEDERAL HOME LOAN BANK 04/15/2021 3,000,000.00 2,944,530.00 2,995,500.00 1.020 1.036 1.051 226 04/15/2026 3130AMCL4 4585 FEDERAL HOME LOAN BANK 05/20/2021 2,795,000.00 2,738,289.45 2,795,000.00 1.020 1.006 1.020 260 05/19/2026 3130AMGW6 4588 FEDERAL HOME LOAN BANK 05/26/2021 3,000,000.00 2,934,690.00 2,998,950.00 0.980 0.974 0.987 267 05/26/2026 3130AMHB1 4590 FEDERAL HOME LOAN BANK 06/02/2021 2,750,000.00 2,688,042.50 2,746,562.50 0.875 0.888 0.901 267 05/26/2026 3130AMSL7 4592 FEDERAL HOME LOAN BANK 06/30/2021 3,000,000.00 2,928,300.00 3,000,000.00 1.030 1.016 1.030 302 06/30/2026 3130AMYA4 4594 FEDERAL HOME LOAN BANK 06/30/2021 3,000,000.00 2,929,290.00 3,000,000.00 1.070 1.055 1.070 302 06/30/2026 3130AMWK4 4597 FEDERAL HOME LOAN BANK 07/14/2021 3,000,000.00 2,925,210.00 2,999,250.00 1.020 1.011 1.025 316 07/14/2026 3130AP2P9 4598 FEDERAL HOME LOAN BANK 09/30/2021 3,000,000.00 2,905,410.00 2,983,500.00 0.920 1.019 1.033 394 09/30/2026 3130APC94 4599 FEDERAL HOME LOAN BANK 10/14/2021 3,000,000.00 2,907,330.00 2,997,750.00 1.070 1.071 1.085 408 10/14/2026 3130APU78 4600 FEDERAL HOME LOAN BANK 12/09/2021 530,000.00 513,617.70 526,947.20 1.300 1.401 1.421 449 11/24/2026 3130APUR4 4601 FEDERAL HOME LOAN BANK 12/09/2021 1,840,000.00 1,783,125.60 1,829,401.60 1.300 1.401 1.421 449 11/24/2026 3130APVC6 4602 FEDERAL HOME LOAN BANK 12/09/2021 3,000,000.00 2,908,800.00 2,988,000.00 1.375 1.439 1.459 456 12/01/2026 3130AQEC3 4603 FEDERAL HOME LOAN BANK 12/30/2021 3,000,000.00 2,903,670.00 3,000,000.00 1.370 1.351 1.370 485 12/30/2026 3130AQEF6 4604 FEDERAL HOME LOAN BANK 12/30/2021 3,000,000.00 2,903,880.00 2,998,500.00 1.375 1.366 1.385 485 12/30/2026 3130AQG80 4605 FEDERAL HOME LOAN BANK 01/03/2022 3,000,000.00 2,902,650.00 2,999,250.00 1.420 1.406 1.425 484 12/29/2026 3130AQG80 4606 FEDERAL HOME LOAN BANK 01/10/2022 3,000,000.00 2,902,650.00 2,982,750.00 1.420 1.519 1.541 484 12/29/2026 3130AQLD3 4607 FEDERAL HOME LOAN BANK 02/08/2022 3,000,000.00 2,915,190.00 2,975,010.00 1.750 1.900 1.926 514 01/28/2027 3130AQW66 4608 FEDERAL HOME LOAN BANK 03/08/2022 3,000,000.00 2,924,400.00 2,995,500.00 2.080 2.083 2.112 542 02/25/2027 3134GWWT9 4549 FREDDIE MAC 10/07/2020 3,000,000.00 2,991,240.00 2,997,600.00 0.550 0.559 0.566 29 09/30/2025 3134GW3F1 4550 FREDDIE MAC 10/28/2020 3,000,000.00 2,983,050.00 3,000,000.00 0.600 0.592 0.600 57 10/28/2025 3134GXDM3 4554 FREDDIE MAC 12/01/2020 3,000,000.00 2,973,720.00 3,000,000.00 0.620 0.612 0.620 91 12/01/2025 3135G06R9 4556 FEDERAL NATIONAL MORTGAGE ASSN 01/28/2021 3,000,000.00 2,956,830.00 3,000,000.00 0.550 0.542 0.550 149 01/28/2026 91282CLG4 4610 U S TREASURY 07/23/2025 3,000,000.00 3,005,640.00 2,995,664.06 3.750 3.770 3.823 713 08/15/2027 Subtotal and Average 98,255,595.36 98,380,000.00 96,425,832.95 98,255,595.36 1.061 1.076 287 Portfolio PLST
CC
Run Date: 09/24/2025 - 17:29 PM (PRF_PM2) 7.3.11
YTM
365
Par Value Book Value
Maturity
Date
Stated
Market Value Rate
August 31, 2025
Portfolio Details - Investments
Average
Balance Issuer
Portfolio Management
CITY OF PLEASANTON
Days to
Maturity
YTM
CUSIP Investment # 360
Purchase
Date
Supranationals
459058KT9 7005 INTERNATIONAL BANK FOR RECONST 06/18/2025 2,000,000.00 1,991,980.00 1,972,780.00 3.500 3.921 3.975 1,045 07/12/2028 45950VPS9 7000 International Finance Corp 06/28/2021 1,000,000.00 981,350.00 980,200.00 0.500 0.922 0.935 178 02/26/2026 45950KDF4 7011 International Finance Corp 06/30/2025 1,000,000.00 1,007,390.00 1,007,230.00 4.375 3.833 3.886 501 01/15/2027 Subtotal and Average 3,960,210.00 4,000,000.00 3,980,720.00 3,960,210.00 3.156 3.200 692 Asset Backed Securities
096912AD2 7007 BMW Vehicle Owner Trust 06/10/2025 175,000.00 176,287.49 174,996.15 4.430 4.411 4.473 1,029 06/26/2028 44935XAD7 7006 Hyundai Auto Receivables Trust 06/11/2025 265,000.00 267,580.46 264,976.07 4.360 4.344 4.404 1,568 12/17/2029 Subtotal and Average 439,972.22 440,000.00 443,867.95 439,972.22 4.371 4.431 1,354 Total and Average 235,977,914.36 228,608,962.50 227,212,356.10 229,041,046.15 2.639 2.676 482 Portfolio PLST
CC
Run Date: 09/24/2025 - 17:29 PM (PRF_PM2) 7.3.11
YTM
365
Par Value Book Value
Stated
Market Value Rate
August 31, 2025
Portfolio Details - Cash
Average
Balance Issuer
Portfolio Management
CITY OF PLEASANTON
Days to
Maturity
YTM
CUSIP Investment # 360
Purchase
Date
Gov't Money Market
SYS CASH 7-3 BANK OF NEWYORK MELLON 07/01/2025 0.00 0.00 0.00 0.000 0.000 1
0.00 235,977,914.36 228,608,962.50 2.639 2.676 482
Average Balance 0
Total Cash and Investments 227,212,356.10 229,041,046.15 Portfolio PLST
CC
Run Date: 09/24/2025 - 17:29 PM (PRF_PM2) 7.3.11
Par Value Book Value
Maturity
Date
Accrued
Market Value Interest
August 31, 2025
Portfolio Details with Earnings - Investments
Average
Balance Issuer
Portfolio Management
CITY OF PLEASANTON
CUSIP Investment #
Purchase
Date
Days To
Maturity
Unrealized
Gain/Loss
Current
Rate YTM
Certificates of Deposit - Bank
1093-6 1093-6 FREMON 08/21/2025 237,927.71 237,927.71 237,927.71 4.000 81 4.000 286.82 0.00 11/21/2025 SYS 1091-3 1091-3 VCB 04/11/2025 250,000.00 250,000.00 250,000.00 4.150 222 4.150 2,319.16 0.00 04/11/2026 Subtotal and Average 485,683.22 487,927.71 487,927.71 487,927.71 4.077 153 4.077 2,605.98 0.00 LAIF
SYS5 5 LAIF 36,500,000.00 36,486,202.45 36,500,000.00 4.480 1 4.480 339,031.93 -13,797.55 Subtotal and Average 43,596,774.19 36,500,000.00 36,486,202.45 36,500,000.00 4.480 1 4.480 339,031.93 -13,797.55 Gov't Money Market
X9USDCRGO 7-1 DRYFUS 4,352,446.95 4,352,446.95 4,352,446.95 4.110 1 4.110 15,683.58 0.00 X9USDCRGO 7-2 DRYFUS 3,587.84 3,587.84 3,587.84 4.110 1 4.110 12,421.35 0.00 Subtotal and Average 4,582,736.68 4,356,034.79 4,356,034.79 4,356,034.79 4.110 1 4.110 28,104.93 0.00 Medium Term Notes
00287YDS5 6079 ABBVIE 02/20/2025 500,000.00 511,810.00 500,950.00 4.800 1291 4.747 11,066.67 10,860.00 03/15/2029 025816EJ4 6125 AMEX 07/25/2025 1,000,000.00 1,005,000.00 999,420.00 4.351 1418 4.530 4,351.00 5,580.00 07/20/2029 009158BH8 6086 APC 04/21/2025 500,000.00 509,160.00 503,835.00 4.600 1256 4.376 1,469.44 5,325.00 02/08/2029 037833EB2 6065 APPL 02/08/2021 2,000,000.00 1,970,460.00 1,996,860.00 0.700 160 0.732 894.44 -26,400.00 02/08/2026 037833BY5 6066 APPL 02/23/2021 3,000,000.00 2,985,660.00 3,331,380.00 3.250 175 0.980 2,166.67 -345,720.00 02/23/2026 06406RBN6 6074 BNYT 01/15/2025 500,000.00 505,815.00 493,470.00 4.543 1249 4.902 1,913.49 12,345.00 02/01/2029 06051GHM4 6076 BOFA 01/15/2025 500,000.00 500,970.00 484,830.00 4.271 1421 5.029 2,321.20 16,140.00 07/23/2029 06051GHD4 6118 BOFA 07/23/2025 750,000.00 736,882.50 733,402.50 3.419 1206 4.122 2,777.94 3,480.00 12/20/2028 06051GHM4 7010 BOFA 07/22/2025 250,000.00 250,485.00 249,435.00 4.271 1421 4.333 1,160.60 1,050.00 07/23/2029 14913UAR1 6095 CATERP 06/17/2025 500,000.00 504,850.00 501,455.00 4.400 774 4.264 8,311.11 3,395.00 10/15/2027 14913UAR1 6105 CATERP 07/22/2025 1,000,000.00 1,009,700.00 1,005,920.00 4.400 774 4.116 16,622.22 3,780.00 10/15/2027 171239AL0 6088 CHUBB 04/21/2025 500,000.00 509,615.00 503,710.00 4.650 1444 4.457 1,033.33 5,905.00 08/15/2029 17275RBR2 6089 CISCO 04/21/2025 500,000.00 513,445.00 509,240.00 4.850 1274 4.321 336.81 4,205.00 02/26/2029 61744YAK4 6116 CITI 07/23/2025 750,000.00 740,722.50 736,972.50 3.591 1055 4.213 2,917.69 3,750.00 07/22/2028 26444HAE1 6090 DUKE E 04/22/2025 500,000.00 498,085.00 491,355.00 3.800 1048 4.378 2,427.78 6,730.00 07/15/2028 26444HAE1 6114 DUKE E 07/23/2025 750,000.00 747,127.50 744,285.00 3.800 1048 4.074 3,641.67 2,842.50 07/15/2028 532457CU0 6082 ELI LI 03/20/2025 500,000.00 507,640.00 502,955.00 4.550 894 4.329 1,200.69 4,685.00 02/12/2028 24422EXH7 6073 JDCC 01/15/2025 500,000.00 507,780.00 491,705.00 4.500 1233 4.962 2,873.64 16,075.00 01/16/2029 24422EXH7 6106 JDCC 07/22/2025 1,000,000.00 1,015,560.00 1,009,040.00 4.500 1233 4.218 5,747.28 6,520.00 01/16/2029 46632FSCO 6068 JP 06/22/2021 3,000,000.00 2,906,400.00 3,000,000.00 1.100 294 1.100 6,325.00 -93,600.00 06/22/2026 46647PDU7 6070 JPMCC 12/20/2024 500,000.00 514,930.00 504,480.00 5.299 1422 5.076 2,723.10 10,450.00 07/24/2029 46647PDU7 6107 JPMCC 07/22/2025 250,000.00 257,465.00 256,410.00 5.299 1422 4.590 1,361.55 1,055.00 07/24/2029 Portfolio PLST
CC
Run Date: 09/24/2025 - 17:29 PM (PRF_PM8) 7.3.11
Report Ver. 7.3.11
Par Value Book Value
Maturity
Date
Accrued
Market Value Interest
August 31, 2025
Portfolio Details with Earnings - Investments
Average
Balance Issuer
Portfolio Management
CITY OF PLEASANTON
CUSIP Investment #
Purchase
Date
Days To
Maturity
Unrealized
Gain/Loss
Current
Rate YTM
Medium Term Notes
46647PAF3 6115 JPMCC 07/23/2025 750,000.00 741,825.00 739,305.00 3.540 973 4.087 8,850.00 2,520.00 05/01/2028 58989V2H6 6130 MET 07/22/2025 1,000,000.00 1,033,930.00 1,029,130.00 5.250 1319 4.391 20,270.83 4,800.00 04/12/2029 30303M8S4 6081 METAPF 03/20/2025 500,000.00 506,385.00 496,715.00 4.300 1444 4.465 955.56 9,670.00 08/15/2029 571748BG6 6091 MMC 05/23/2025 500,000.00 504,060.00 496,995.00 4.375 1291 4.546 10,086.81 7,065.00 03/15/2029 571748BY7 6108 MMC 07/22/2025 1,000,000.00 1,011,520.00 1,006,950.00 4.550 798 4.226 14,281.94 4,570.00 11/08/2027 61747YFF7 6069 MS 12/20/2024 500,000.00 515,840.00 505,770.00 5.449 1418 5.161 3,102.90 10,070.00 07/20/2029 61747YFF7 6133 MS 07/22/2025 250,000.00 257,920.00 257,092.50 5.449 1418 4.800 1,551.45 827.50 07/20/2029 69371RS80 6083 PCAR 03/20/2025 500,000.00 509,510.00 501,095.00 4.600 1248 4.532 1,980.56 8,415.00 01/31/2029 74340XBX8 6084 PROLOG 03/20/2025 500,000.00 499,690.00 490,595.00 4.000 1110 4.589 9,222.22 9,095.00 09/15/2028 74340XBX8 6111 PROLOG 07/22/2025 750,000.00 749,535.00 744,652.50 4.000 1110 4.242 13,833.33 4,882.50 09/15/2028 74456QBY1 6120 PSEG 07/23/2025 1,000,000.00 970,840.00 962,760.00 3.200 1352 4.267 9,422.22 8,080.00 05/15/2029 78017DAA6 6080 RBC 02/20/2025 500,000.00 509,120.00 501,950.00 4.965 1241 4.853 2,551.46 7,170.00 01/24/2029 756109CF9 6128 RIC 07/23/2025 1,000,000.00 1,019,090.00 1,014,460.00 4.750 1263 4.306 2,111.11 4,630.00 02/15/2029 857477BD4 6092 SSC 05/23/2025 500,000.00 501,785.00 493,045.00 4.141 1554 4.483 5,061.22 8,740.00 12/03/2029 857477CU5 6085 STESTR 03/20/2025 500,000.00 507,045.00 500,095.00 4.536 910 4.528 189.00 6,950.00 02/28/2028 89236THW8 6067 TOYOTA 03/09/2021 1,500,000.00 1,481,910.00 1,479,570.00 0.800 130 1.090 1,799.99 2,340.00 01/09/2026 89236TNA9 6134 TOYOTA 08/28/2025 1,500,000.00 1,545,990.00 1,544,835.00 4.950 1591 4.192 10,725.00 1,155.00 01/09/2030 91324PEH1 6078 UHGI 02/20/2025 500,000.00 497,340.00 485,910.00 4.000 1352 4.740 5,888.89 11,430.00 05/15/2029 91159HJK7 6087 USBANC 04/22/2025 500,000.00 505,700.00 498,370.00 4.653 1249 4.746 1,938.75 7,330.00 02/01/2029 Subtotal and Average 33,243,561.29 33,000,000.00 33,078,597.50 33,300,405.00 3.617 922 3.414 207,466.56 -221,807.50 Federal Agency Issues - Coupon
3130AQF65 3576 FHLB 12/22/2021 3,000,000.00 2,903,910.00 2,995,657.09 1.250 476 1.280 7,291.66 -91,747.09 12/21/2026 Subtotal and Average 2,995,657.09 3,000,000.00 2,903,910.00 2,995,657.09 1.250 476 1.280 7,291.66 -91,747.09 Treasury Securities - Coupon
91282CLX7 2356 UST 12/20/2024 750,000.00 757,882.50 745,810.55 4.125 805 4.330 9,163.55 12,071.95 11/15/2027 91282CLS8 2357 UST 12/20/2024 750,000.00 752,347.50 747,421.88 4.125 425 3.433 10,481.57 4,925.62 10/31/2026 91282CMF5 2364 UST 01/15/2025 750,000.00 760,725.00 745,283.20 4.250 866 4.476 4,157.61 15,441.80 01/15/2028 91282CJA0 2365 UST 01/15/2025 750,000.00 772,267.50 751,875.00 4.625 1125 4.549 14,610.22 20,392.50 09/30/2028 91282CHE4 2366 UST 02/20/2025 750,000.00 750,495.00 735,000.00 3.625 1003 3.747 6,944.63 15,495.00 05/31/2028 91282CHX2 2367 UST 02/20/2025 750,000.00 766,462.50 751,699.22 4.375 1095 4.304 16,762.91 14,763.28 08/31/2028 91282CMP3 2369 UST 03/20/2025 750,000.00 754,222.50 750,644.53 4.125 545 4.077 15,554.21 3,577.97 02/28/2027 91282CMS7 2370 UST 03/20/2025 750,000.00 755,212.50 746,279.30 3.875 926 4.052 13,425.61 8,933.20 03/15/2028 91282CJN2 2371 UST 04/21/2025 750,000.00 767,490.00 762,890.63 4.375 1186 3.859 8,337.60 4,599.37 11/30/2028 91282CMW8 2372 UST 04/21/2025 1,000,000.00 1,003,710.00 998,515.63 3.750 957 3.802 14,241.80 5,194.37 04/15/2028 Portfolio PLST
CC
Run Date: 09/24/2025 - 17:29 PM (PRF_PM8) 7.3.11
Par Value Book Value
Maturity
Date
Accrued
Market Value Interest
August 31, 2025
Portfolio Details with Earnings - Investments
Average
Balance Issuer
Portfolio Management
CITY OF PLEASANTON
CUSIP Investment #
Purchase
Date
Days To
Maturity
Unrealized
Gain/Loss
Current
Rate YTM
Treasury Securities - Coupon
91282CMV0 2373 UST 04/21/2025 750,000.00 751,905.00 750,966.80 3.875 576 3.804 12,228.48 938.20 03/31/2027 91282CJW2 2374 UST 05/23/2025 1,000,000.00 1,012,340.00 997,890.63 4.000 1248 4.060 3,478.26 14,449.37 01/31/2029 91282CMY4 2375 UST 05/23/2025 1,000,000.00 1,000,940.00 995,273.44 3.750 606 4.004 12,635.87 5,666.56 04/30/2027 91282CLB5 2382 UST 06/17/2025 1,000,000.00 1,004,040.00 1,002,695.31 4.375 333 4.122 3,804.35 1,344.69 07/31/2026 91282CKG5 2383 UST 06/05/2025 1,250,000.00 1,270,950.00 1,261,132.81 4.125 1307 3.870 21,695.70 9,817.19 03/31/2029 91282CKK6 2384 UST 06/18/2025 1,000,000.00 1,005,580.00 1,005,625.00 4.875 241 4.201 16,426.63 -45.00 04/30/2026 91282CNH0 2385 UST 06/18/2025 1,500,000.00 1,511,370.00 1,499,003.91 3.875 1018 3.898 12,387.30 12,366.09 06/15/2028 91282CJV4 2386 UST 06/18/2025 1,000,000.00 1,000,410.00 999,804.69 4.250 152 4.275 3,695.65 605.31 01/31/2026 91282CKV2 2387 UST 06/05/2025 1,000,000.00 1,016,250.00 1,014,765.63 4.625 652 3.860 32,981.56 1,484.37 06/15/2027 91282CKT7 2388 UST 06/18/2025 1,500,000.00 1,545,000.00 1,529,707.03 4.500 1368 3.953 17,151.64 15,292.97 05/31/2029 91282CHE4 2389 UST 06/05/2025 450,000.00 450,297.00 447,328.13 3.625 1003 3.314 4,166.78 2,968.87 05/31/2028 91282CHX2 2390 UST 06/17/2025 500,000.00 510,975.00 506,269.53 4.375 1095 4.394 11,175.27 4,705.47 08/31/2028 91282CJA0 2399 UST 06/17/2025 500,000.00 514,845.00 510,214.84 4.625 1125 3.953 9,740.15 4,630.16 09/30/2028 91282CHY0 2401 UST 07/22/2025 3,000,000.00 3,023,520.00 3,019,453.13 4.625 379 4.037 64,096.47 4,066.87 09/15/2026 91282CJT9 2402 UST 07/22/2025 3,000,000.00 3,009,030.00 3,002,109.38 4.000 501 3.950 15,652.17 6,920.62 01/15/2027 91282CJW2 2403 UST 07/22/2025 2,000,000.00 2,024,680.00 2,010,937.50 4.000 1248 3.832 6,956.52 13,742.50 01/31/2029 91282CKT7 2405 UST 07/22/2025 1,500,000.00 1,545,000.00 1,534,511.72 4.500 1368 3.851 17,151.64 10,488.28 05/31/2029 91282CLY5 2406 UST 07/22/2025 3,000,000.00 3,015,810.00 3,010,312.50 4.250 455 3.984 32,397.54 5,497.50 11/30/2026 91282CJN2 2407 UST 07/23/2025 2,250,000.00 2,302,470.00 2,290,781.25 4.375 1186 3.793 25,012.81 11,688.75 11/30/2028 91282CKG5 2408 UST 07/23/2025 1,750,000.00 1,779,330.00 1,768,525.39 4.125 1307 3.813 30,373.98 10,804.61 03/31/2029 91282CLC3 2409 UST 07/23/2025 3,000,000.00 3,038,910.00 3,018,281.25 4.000 1429 3.834 10,434.78 20,628.75 07/31/2029 91282CMA6 2410 UST 07/23/2025 3,000,000.00 3,054,150.00 3,032,226.56 4.125 1551 3.853 31,444.67 21,923.44 11/30/2029 91282CNM9 2411 UST 07/23/2025 3,000,000.00 3,022,740.00 3,008,203.13 3.875 1048 3.776 15,163.04 14,536.87 07/15/2028 91282CJA0 2412 UST 08/29/2025 750,000.00 772,267.50 771,855.47 4.625 1125 3.617 14,610.22 412.03 09/30/2028 91282CMG3 2413 UST 08/29/2025 1,500,000.00 1,534,920.00 1,533,750.00 4.250 1613 3.693 5,543.48 1,170.00 01/31/2030 Subtotal and Average 46,174,562.61 47,950,000.00 48,558,544.50 48,257,044.97 4.189 966 3.927 544,084.67 301,499.53 Treasury Securities - Discount
912797RP4 2532 UST 07/24/2025 495,000.00 490,718.25 488,199.01 4.227 78 4.320 -26,900.41 2,519.24 11/18/2025 Subtotal and Average 2,243,161.69 495,000.00 490,718.25 488,199.01 4.228 78 4.320 -26,900.41 2,519.24 Federal Agency Issues - Callable
3133EMBJ0 4548 FFCB 10/05/2020 3,340,000.00 3,329,245.20 3,336,660.00 0.530 28 0.550 7,474.18 -7,414.80 09/29/2025 3133EMUK6 4575 FFCB 03/25/2021 3,000,000.00 2,949,660.00 3,000,000.00 1.050 205 1.050 13,650.00 -50,340.00 03/25/2026 3133EMH21 4595 FFCB 06/24/2021 3,000,000.00 2,928,420.00 2,997,000.00 0.900 287 0.920 5,700.00 -68,580.00 06/15/2026 3130AKGD2 4553 FHLB 11/25/2020 3,000,000.00 2,973,570.00 2,996,250.00 0.570 85 0.595 4,560.00 -22,680.00 11/25/2025 Portfolio PLST
CC
Run Date: 09/24/2025 - 17:29 PM (PRF_PM8) 7.3.11
Par Value Book Value
Maturity
Date
Accrued
Market Value Interest
August 31, 2025
Portfolio Details with Earnings - Investments
Average
Balance Issuer
Portfolio Management
CITY OF PLEASANTON
CUSIP Investment #
Purchase
Date
Days To
Maturity
Unrealized
Gain/Loss
Current
Rate YTM
Federal Agency Issues - Callable
3130AKXQ4 4558 FHLB 02/12/2021 3,000,000.00 2,952,870.00 3,000,000.00 0.600 164 0.110 950.00 -47,130.00 02/12/2026 3130AKZ25 4559 FHLB 02/26/2021 3,000,000.00 2,949,870.00 3,000,000.00 0.650 178 0.650 270.83 -50,130.00 02/26/2026 3130AL3S1 4560 FHLB 02/17/2021 3,000,000.00 2,953,080.00 3,000,000.00 0.625 169 0.625 729.17 -46,920.00 02/17/2026 3130AKXJ0 4562 FHLB 02/24/2021 3,125,000.00 3,072,562.50 3,122,500.00 0.600 176 0.616 364.58 -49,937.50 02/24/2026 3130ALCV4 4563 FHLB 02/24/2021 3,000,000.00 2,952,120.00 3,000,000.00 0.750 176 0.750 437.50 -47,880.00 02/24/2026 3130ALDN1 4565 FHLB 03/16/2021 3,000,000.00 2,947,590.00 3,000,000.00 0.800 196 0.800 11,000.00 -52,410.00 03/16/2026 3130ALNT7 4578 FHLB 03/30/2021 3,000,000.00 2,947,290.00 2,998,050.00 0.980 210 0.993 12,331.67 -50,760.00 03/30/2026 3130ALUC6 4580 FHLB 04/15/2021 3,000,000.00 2,944,530.00 2,995,500.00 1.020 226 1.050 11,560.00 -50,970.00 04/15/2026 3130AMCL4 4585 FHLB 05/20/2021 2,795,000.00 2,738,289.45 2,795,000.00 1.020 260 1.019 8,077.55 -56,710.55 05/19/2026 3130AMGW6 4588 FHLB 05/26/2021 3,000,000.00 2,934,690.00 2,998,950.00 0.980 267 0.987 7,758.33 -64,260.00 05/26/2026 3130AMHB1 4590 FHLB 06/02/2021 2,750,000.00 2,688,042.50 2,746,562.50 0.875 267 0.900 6,349.83 -58,520.00 05/26/2026 3130AMSL7 4592 FHLB 06/30/2021 3,000,000.00 2,928,300.00 3,000,000.00 1.030 302 1.030 5,235.83 -71,700.00 06/30/2026 3130AMYA4 4594 FHLB 06/30/2021 3,000,000.00 2,929,290.00 3,000,000.00 1.070 302 1.070 5,439.17 -70,710.00 06/30/2026 3130AMWK4 4597 FHLB 07/14/2021 3,000,000.00 2,925,210.00 2,999,250.00 1.020 316 1.025 3,995.00 -74,040.00 07/14/2026 3130AP2P9 4598 FHLB 09/30/2021 3,000,000.00 2,905,410.00 2,983,500.00 0.920 394 1.033 11,576.67 -78,090.00 09/30/2026 3130APC94 4599 FHLB 10/14/2021 3,000,000.00 2,907,330.00 2,997,750.00 1.070 408 1.085 12,215.83 -90,420.00 10/14/2026 3130APU78 4600 FHLB 12/09/2021 530,000.00 513,617.70 526,947.20 1.300 449 1.420 1,856.47 -13,329.50 11/24/2026 3130APUR4 4601 FHLB 12/09/2021 1,840,000.00 1,783,125.60 1,829,401.60 1.300 449 1.420 6,445.11 -46,276.00 11/24/2026 3130APVC6 4602 FHLB 12/09/2021 3,000,000.00 2,908,800.00 2,988,000.00 1.375 456 1.458 10,312.50 -79,200.00 12/01/2026 3130AQEC3 4603 FHLB 12/30/2021 3,000,000.00 2,903,670.00 3,000,000.00 1.370 485 1.370 27,514.17 -96,330.00 12/30/2026 3130AQEF6 4604 FHLB 12/30/2021 3,000,000.00 2,903,880.00 2,998,500.00 1.375 485 1.385 27,614.58 -94,620.00 12/30/2026 3130AQG80 4605 FHLB 01/03/2022 3,000,000.00 2,902,650.00 2,999,250.00 1.420 484 1.425 7,336.67 -96,600.00 12/29/2026 3130AQG80 4606 FHLB 01/10/2022 3,000,000.00 2,902,650.00 2,982,750.00 1.420 484 1.540 7,336.67 -80,100.00 12/29/2026 3130AQLD3 4607 FHLB 02/08/2022 3,000,000.00 2,915,190.00 2,975,010.00 1.750 514 1.926 4,812.50 -59,820.00 01/28/2027 3130AQW66 4608 FHLB 03/08/2022 3,000,000.00 2,924,400.00 2,995,500.00 2.080 542 2.111 1,040.00 -71,100.00 02/25/2027 3134GWWT9 4549 FHLMC 10/07/2020 3,000,000.00 2,991,240.00 2,997,600.00 0.550 29 0.566 6,920.83 -6,360.00 09/30/2025 3134GW3F1 4550 FHLMC 10/28/2020 3,000,000.00 2,983,050.00 3,000,000.00 0.600 57 0.600 6,150.00 -16,950.00 10/28/2025 3134GXDM3 4554 FHLMC 12/01/2020 3,000,000.00 2,973,720.00 3,000,000.00 0.620 91 0.620 4,650.00 -26,280.00 12/01/2025 3135G06R9 4556 FNMA 01/28/2021 3,000,000.00 2,956,830.00 3,000,000.00 0.550 149 0.550 1,512.50 -43,170.00 01/28/2026 91282CLG4 4610 UST 07/23/2025 3,000,000.00 3,005,640.00 2,995,664.06 3.750 713 3.822 5,197.01 9,975.94 08/15/2027 Subtotal and Average 98,255,595.36 98,380,000.00 96,425,832.95 98,255,595.36 1.064 287 1.076 248,375.15 -1,829,762.41 Supranationals
459058KT9 7005 IBFRAD 06/18/2025 2,000,000.00 1,991,980.00 1,972,780.00 3.500 1045 3.975 9,527.78 19,200.00 07/12/2028 45950VPS9 7000 IFC 06/28/2021 1,000,000.00 981,350.00 980,200.00 0.500 178 0.935 69.44 1,150.00 02/26/2026 45950KDF4 7011 IFC 06/30/2025 1,000,000.00 1,007,390.00 1,007,230.00 4.375 501 3.886 5,585.28 160.00 01/15/2027 Portfolio PLST
CC
Run Date: 09/24/2025 - 17:29 PM (PRF_PM8) 7.3.11
Par Value Book Value
Maturity
Date
Accrued
Market Value Interest
August 31, 2025
Portfolio Details with Earnings - Investments
Average
Balance Issuer
Portfolio Management
CITY OF PLEASANTON
CUSIP Investment #
Purchase
Date
Days To
Maturity
Unrealized
Gain/Loss
Current
Rate YTM
Subtotal and Average 3,960,210.00 4,000,000.00 3,980,720.00 3,960,210.00 2.980 692 3.200 15,182.50 20,510.00 Asset Backed Securities
096912AD2 7007 BMW 06/10/2025 175,000.00 176,287.49 174,996.15 4.430 1029 4.472 125.80 1,291.34 06/26/2028 44935XAD7 7006 HYU 06/11/2025 265,000.00 267,580.46 264,976.07 4.360 1568 4.404 504.72 2,604.39 12/17/2029 Subtotal and Average 439,972.22 440,000.00 443,867.95 439,972.22 4.388 1354 4.431 630.52 3,895.73 Total and Average 235,977,914.36 228,608,962.50 227,212,356.10 229,041,046.15 2.751 482 2.676 1,365,873.49 -1,828,690.05 Portfolio PLST
CC
Run Date: 09/24/2025 - 17:29 PM (PRF_PM8) 7.3.11
Par Value Book Value
Accrued
Market Value Interest
August 31, 2025
Portfolio Details with Earnings - Cash
Average
Balance Issuer
Portfolio Management
CITY OF PLEASANTON
CUSIP Investment #
Purchase
Date
Days To
Maturity
Unrealized
Gain/Loss
Current
Rate YTM
Gov't Money Market
SYS CASH 7-3 BNYT 07/01/2025 0.00 0.00 0.00 0.000 1 0.000 0.00 0.00 228,608,962.50 227,212,356.10 229,041,046.15 2.751 482 2.676 1,365,873.49 -1,828,690.05
0.00 235,977,914.36
Average Balance
Total Cash and Investments
Portfolio PLST
CC
Run Date: 09/24/2025 - 17:29 PM (PRF_PM8) 7.3.11
Par Value
Stated
Rate
August 31, 2025
Investment Status Report - Investments
Portfolio Management
Book Value
Maturity
Date
Current
Principal
CITY OF PLEASANTON
S&P
YTM
CUSIP Investment # Issuer Moody's
Purchase
Date
Accrued Interest
At Purchase
Certificates of Deposit - Bank
1093-6 1093-6 FREMON 237,927.71 4.00011/21/2025 08/21/2025 4.000 237,927.71 237,927.71 SYS 1091-3 1091-3 VCB 250,000.00 4.15004/11/2026 04/11/2025 4.150 250,000.00 250,000.00 Certificates of Deposit - Bank Totals 487,927.71 4.077 0.00 487,927.71 487,927.71 LAIF
SYS5 5 LAIF 36,500,000.00 4.480 4.480 36,500,000.00 36,500,000.00 LAIF Totals 36,500,000.00 4.480 0.00 36,500,000.00 36,500,000.00 Gov't Money Market
X9USDCRGO 7-1 DRYFUS 4,352,446.95 4.110 4.110 4,352,446.95 4,352,446.95 X9USDCRGO 7-2 DRYFUS 3,587.84 4.110 4.110 3,587.84 3,587.84 Gov't Money Market Totals 4,356,034.79 4.110 0.00 4,356,034.79 4,356,034.79 Medium Term Notes
00287YDS5 6079 ABBVIE 500,000.00 4.80003/15/2029 02/20/2025 4.747 A A Received 500,950.00 500,950.00 025816EJ4 6125 AMEX 1,000,000.00 4.35107/20/2029 07/25/2025 4.530 A Aaa 999,420.00 999,420.00 009158BH8 6086 APC 500,000.00 4.60002/08/2029 04/21/2025 4.377 A A Received 503,835.00 503,835.00 037833EB2 6065 APPL 2,000,000.00 0.70002/08/2026 02/08/2021 0.732 AA Aaa 1,996,860.00 1,996,860.00 037833BY5 6066 APPL 3,000,000.00 3.25002/23/2026 02/23/2021 0.981 AA Aaa 3,331,380.00 3,331,380.00 06406RBN6 6074 BNYT 500,000.00 4.54302/01/2029 01/15/2025 4.902 A Aa Received 493,470.00 493,470.00 06051GHM4 6076 BOFA 500,000.00 4.27107/23/2029 01/15/2025 5.029 A A Received 484,830.00 484,830.00 06051GHD4 6118 BOFA 750,000.00 3.41912/20/2028 07/23/2025 4.122 A A Received 733,402.50 733,402.50 06051GHM4 7010 BOFA 250,000.00 4.27107/23/2029 07/22/2025 4.333 A A Received 249,435.00 249,435.00 14913UAR1 6095 CATERP 500,000.00 4.40010/15/2027 06/17/2025 4.265 A A Received 501,455.00 501,455.00 14913UAR1 6105 CATERP 1,000,000.00 4.40010/15/2027 07/22/2025 4.117 A A Received 1,005,920.00 1,005,920.00 171239AL0 6088 CHUBB 500,000.00 4.65008/15/2029 04/21/2025 4.458 A A Received 503,710.00 503,710.00 17275RBR2 6089 CISCO 500,000.00 4.85002/26/2029 04/21/2025 4.322 AA A Received 509,240.00 509,240.00 61744YAK4 6116 CITI 750,000.00 3.59107/22/2028 07/23/2025 4.214 A A Received 736,972.50 736,972.50 26444HAE1 6090 DUKE E 500,000.00 3.80007/15/2028 04/22/2025 4.378 A A Received 491,355.00 491,355.00 26444HAE1 6114 DUKE E 750,000.00 3.80007/15/2028 07/23/2025 4.074 A A Received 744,285.00 744,285.00 532457CU0 6082 ELI LI 500,000.00 4.55002/12/2028 03/20/2025 4.329 A Aa Received 502,955.00 502,955.00 24422EXH7 6073 JDCC 500,000.00 4.50001/16/2029 01/15/2025 4.962 A A Received 491,705.00 491,705.00 24422EXH7 6106 JDCC 1,000,000.00 4.50001/16/2029 07/22/2025 4.218 A A Received 1,009,040.00 1,009,040.00 46632FSCO 6068 JP 3,000,000.00 1.10006/22/2026 06/22/2021 1.100 AA Aa 3,000,000.00 3,000,000.00 Portfolio PLST
CC
Run Date: 09/24/2025 - 17:29 PM (PRF_PMS) 7.3.11
Report Ver. 7.3.11
Par Value
Stated
Rate
August 31, 2025
Investment Status Report - Investments
Portfolio Management
Book Value
Maturity
Date
Current
Principal
CITY OF PLEASANTON
S&P
YTM
CUSIP Investment # Issuer Moody's
Purchase
Date
Accrued Interest
At Purchase
Medium Term Notes
46647PDU7 6070 JPMCC 500,000.00 5.29907/24/2029 12/20/2024 5.077 A A Received 504,480.00 504,480.00 46647PDU7 6107 JPMCC 250,000.00 5.29907/24/2029 07/22/2025 4.591 A A Received 256,410.00 256,410.00 46647PAF3 6115 JPMCC 750,000.00 3.54005/01/2028 07/23/2025 4.088 A A Received 739,305.00 739,305.00 58989V2H6 6130 MET 1,000,000.00 5.25004/12/2029 07/22/2025 4.391 AA Aaa Received 1,029,130.00 1,029,130.00 30303M8S4 6081 METAPF 500,000.00 4.30008/15/2029 03/20/2025 4.465 AA Aa Received 496,715.00 496,715.00 571748BG6 6091 MMC 500,000.00 4.37503/15/2029 05/23/2025 4.547 A A Received 496,995.00 496,995.00 571748BY7 6108 MMC 1,000,000.00 4.55011/08/2027 07/22/2025 4.226 A Aaa Received 1,006,950.00 1,006,950.00 61747YFF7 6069 MS 500,000.00 5.44907/20/2029 12/20/2024 5.162 A A Received 505,770.00 505,770.00 61747YFF7 6133 MS 250,000.00 5.44907/20/2029 07/22/2025 4.800 A A Received 257,092.50 257,092.50 69371RS80 6083 PCAR 500,000.00 4.60001/31/2029 03/20/2025 4.532 A A Received 501,095.00 501,095.00 74340XBX8 6084 PROLOG 500,000.00 4.00009/15/2028 03/20/2025 4.590 A A Received 490,595.00 490,595.00 74340XBX8 6111 PROLOG 750,000.00 4.00009/15/2028 07/22/2025 4.243 A A Received 744,652.50 744,652.50 74456QBY1 6120 PSEG 1,000,000.00 3.20005/15/2029 07/23/2025 4.268 A Aa Received 962,760.00 962,760.00 78017DAA6 6080 RBC 500,000.00 4.96501/24/2029 02/20/2025 4.854 A A Received 501,950.00 501,950.00 756109CF9 6128 RIC 1,000,000.00 4.75002/15/2029 07/23/2025 4.307 A Aaa Received 1,014,460.00 1,014,460.00 857477BD4 6092 SSC 500,000.00 4.14112/03/2029 05/23/2025 4.484 A Aa Received 493,045.00 493,045.00 857477CU5 6085 STESTR 500,000.00 4.53602/28/2028 03/20/2025 4.528 A Aa Received 500,095.00 500,095.00 89236THW8 6067 TOYOTA 1,500,000.00 0.80001/09/2026 03/09/2021 1.090 A A Received 1,479,570.00 1,479,570.00 89236TNA9 6134 TOYOTA 1,500,000.00 4.95001/09/2030 08/28/2025 4.192 A A Received 1,544,835.00 1,544,835.00 91324PEH1 6078 UHGI 500,000.00 4.00005/15/2029 02/20/2025 4.741 A A Received 485,910.00 485,910.00 91159HJK7 6087 USBANC 500,000.00 4.65302/01/2029 04/22/2025 4.746 A Aaa Received 498,370.00 498,370.00 Medium Term Notes Totals 33,000,000.00 3.414 0.00 33,300,405.00 33,300,405.00 Federal Agency Issues - Coupon
3130AQF65 3576 FHLB 3,000,000.00 1.25012/21/2026 12/22/2021 1.280 AA Aaa 2,995,657.09 2,995,657.09 Federal Agency Issues - Coupon Totals 3,000,000.00 1.280 0.00 2,995,657.09 2,995,657.09 Treasury Securities - Coupon
91282CLX7 2356 UST 750,000.00 4.12511/15/2027 12/20/2024 4.331 AA Aa 745,810.55 745,810.55 91282CLS8 2357 UST 750,000.00 4.12510/31/2026 12/20/2024 3.433 AA Aa 747,421.88 747,421.88 91282CMF5 2364 UST 750,000.00 4.25001/15/2028 01/15/2025 4.476 AA Aaa 745,283.20 745,283.20 91282CJA0 2365 UST 750,000.00 4.62509/30/2028 01/15/2025 4.549 AA Aa Received 751,875.00 751,875.00 91282CHE4 2366 UST 750,000.00 3.62505/31/2028 02/20/2025 3.748 AA Aaa Received 735,000.00 735,000.00 91282CHX2 2367 UST 750,000.00 4.37508/31/2028 02/20/2025 4.305 AA Aa Received 751,699.22 751,699.22 Portfolio PLST
CC
Run Date: 09/24/2025 - 17:29 PM (PRF_PMS) 7.3.11
Par Value
Stated
Rate
August 31, 2025
Investment Status Report - Investments
Portfolio Management
Book Value
Maturity
Date
Current
Principal
CITY OF PLEASANTON
S&P
YTM
CUSIP Investment # Issuer Moody's
Purchase
Date
Accrued Interest
At Purchase
Treasury Securities - Coupon
91282CMP3 2369 UST 750,000.00 4.12502/28/2027 03/20/2025 4.078 AA Aa Received 750,644.53 750,644.53 91282CMS7 2370 UST 750,000.00 3.87503/15/2028 03/20/2025 4.053 AA Aa Received 746,279.30 746,279.30 91282CJN2 2371 UST 750,000.00 4.37511/30/2028 04/21/2025 3.859 AA Aa Received 762,890.63 762,890.63 91282CMW8 2372 UST 1,000,000.00 3.75004/15/2028 04/21/2025 3.803 AA Aaa Received 998,515.63 998,515.63 91282CMV0 2373 UST 750,000.00 3.87503/31/2027 04/21/2025 3.805 AA Aa Received 750,966.80 750,966.80 91282CJW2 2374 UST 1,000,000.00 4.00001/31/2029 05/23/2025 4.061 AA Aa Received 997,890.63 997,890.63 91282CMY4 2375 UST 1,000,000.00 3.75004/30/2027 05/23/2025 4.005 AA Aa Received 995,273.44 995,273.44 91282CLB5 2382 UST 1,000,000.00 4.37507/31/2026 06/17/2025 4.123 AA Aa Received 1,002,695.31 1,002,695.31 91282CKG5 2383 UST 1,250,000.00 4.12503/31/2029 06/05/2025 3.871 AA Aa Received 1,261,132.81 1,261,132.81 91282CKK6 2384 UST 1,000,000.00 4.87504/30/2026 06/18/2025 4.202 AA Aa Received 1,005,625.00 1,005,625.00 91282CNH0 2385 UST 1,500,000.00 3.87506/15/2028 06/18/2025 3.899 AA Aa Received 1,499,003.91 1,499,003.91 91282CJV4 2386 UST 1,000,000.00 4.25001/31/2026 06/18/2025 4.276 AA Aa Received 999,804.69 999,804.69 91282CKV2 2387 UST 1,000,000.00 4.62506/15/2027 06/05/2025 3.860 AA Aa Received 1,014,765.63 1,014,765.63 91282CKT7 2388 UST 1,500,000.00 4.50005/31/2029 06/18/2025 3.953 AA Aa Received 1,529,707.03 1,529,707.03 91282CHE4 2389 UST 450,000.00 3.62505/31/2028 06/05/2025 3.314 AA Aaa Received 447,328.13 447,328.13 91282CHX2 2390 UST 500,000.00 4.37508/31/2028 06/17/2025 4.395 AA Aa Received 506,269.53 506,269.53 91282CJA0 2399 UST 500,000.00 4.62509/30/2028 06/17/2025 3.954 AA Aa Received 510,214.84 510,214.84 91282CHY0 2401 UST 3,000,000.00 4.62509/15/2026 07/22/2025 4.038 AA Aa Received 3,019,453.13 3,019,453.13 91282CJT9 2402 UST 3,000,000.00 4.00001/15/2027 07/22/2025 3.950 AA Aa Received 3,002,109.38 3,002,109.38 91282CJW2 2403 UST 2,000,000.00 4.00001/31/2029 07/22/2025 3.832 AA Aa Received 2,010,937.50 2,010,937.50 91282CKT7 2405 UST 1,500,000.00 4.50005/31/2029 07/22/2025 3.851 AA Aa Received 1,534,511.72 1,534,511.72 91282CLY5 2406 UST 3,000,000.00 4.25011/30/2026 07/22/2025 3.984 AA Aa Received 3,010,312.50 3,010,312.50 91282CJN2 2407 UST 2,250,000.00 4.37511/30/2028 07/23/2025 3.793 AA Aa Received 2,290,781.25 2,290,781.25 91282CKG5 2408 UST 1,750,000.00 4.12503/31/2029 07/23/2025 3.813 AA Aa Received 1,768,525.39 1,768,525.39 91282CLC3 2409 UST 3,000,000.00 4.00007/31/2029 07/23/2025 3.835 AA Aa Received 3,018,281.25 3,018,281.25 91282CMA6 2410 UST 3,000,000.00 4.12511/30/2029 07/23/2025 3.854 AA Aa Received 3,032,226.56 3,032,226.56 91282CNM9 2411 UST 3,000,000.00 3.87507/15/2028 07/23/2025 3.777 AA Aa Received 3,008,203.13 3,008,203.13 91282CJA0 2412 UST 750,000.00 4.62509/30/2028 08/29/2025 3.618 AA Aa Received 771,855.47 771,855.47 91282CMG3 2413 UST 1,500,000.00 4.25001/31/2030 08/29/2025 3.693 AA Aa Received 1,533,750.00 1,533,750.00 Treasury Securities - Coupon Totals 47,950,000.00 3.927 0.00 48,257,044.97 48,257,044.97 Treasury Securities - Discount
912797RP4 2532 UST 495,000.00 4.22811/18/2025 07/24/2025 4.320 A P-1 488,199.01 488,199.01 Treasury Securities - Discount Totals 495,000.00 4.320 0.00 488,199.01 488,199.01 Portfolio PLST
CC
Run Date: 09/24/2025 - 17:29 PM (PRF_PMS) 7.3.11
Par Value
Stated
Rate
August 31, 2025
Investment Status Report - Investments
Portfolio Management
Book Value
Maturity
Date
Current
Principal
CITY OF PLEASANTON
S&P
YTM
CUSIP Investment # Issuer Moody's
Purchase
Date
Accrued Interest
At Purchase
Federal Agency Issues - Callable
3133EMBJ0 4548 FFCB 3,340,000.00 0.53009/29/2025 10/05/2020 0.550 AA Aaa Received 3,336,660.00 3,336,660.00 3133EMUK6 4575 FFCB 3,000,000.00 1.05003/25/2026 03/25/2021 1.050 AA Aaa 3,000,000.00 3,000,000.00 3133EMH21 4595 FFCB 3,000,000.00 0.90006/15/2026 06/24/2021 0.921 AA Aaa Received 2,997,000.00 2,997,000.00 3130AKGD2 4553 FHLB 3,000,000.00 0.57011/25/2025 11/25/2020 0.595 AA Aa 2,996,250.00 2,996,250.00 3130AKXQ4 4558 FHLB 3,000,000.00 0.60002/12/2026 02/12/2021 0.110 AA Aaa 3,000,000.00 3,000,000.00 3130AKZ25 4559 FHLB 3,000,000.00 0.65002/26/2026 02/26/2021 0.650 AA Aaa 3,000,000.00 3,000,000.00 3130AL3S1 4560 FHLB 3,000,000.00 0.62502/17/2026 02/17/2021 0.625 AA Aaa 3,000,000.00 3,000,000.00 3130AKXJ0 4562 FHLB 3,125,000.00 0.60002/24/2026 02/24/2021 0.616 AA Aa 3,122,500.00 3,122,500.00 3130ALCV4 4563 FHLB 3,000,000.00 0.75002/24/2026 02/24/2021 0.750 AA 3,000,000.00 3,000,000.00 3130ALDN1 4565 FHLB 3,000,000.00 0.80003/16/2026 03/16/2021 0.800 AA Aaa 3,000,000.00 3,000,000.00 3130ALNT7 4578 FHLB 3,000,000.00 0.98003/30/2026 03/30/2021 0.993 AA Aaa 2,998,050.00 2,998,050.00 3130ALUC6 4580 FHLB 3,000,000.00 1.02004/15/2026 04/15/2021 1.051 AA Aaa 2,995,500.00 2,995,500.00 3130AMCL4 4585 FHLB 2,795,000.00 1.02005/19/2026 05/20/2021 1.020 AA Aaa Received 2,795,000.00 2,795,000.00 3130AMGW6 4588 FHLB 3,000,000.00 0.98005/26/2026 05/26/2021 0.987 AA Aaa 2,998,950.00 2,998,950.00 3130AMHB1 4590 FHLB 2,750,000.00 0.87505/26/2026 06/02/2021 0.901 AA Aaa Received 2,746,562.50 2,746,562.50 3130AMSL7 4592 FHLB 3,000,000.00 1.03006/30/2026 06/30/2021 1.030 AA Aaa 3,000,000.00 3,000,000.00 3130AMYA4 4594 FHLB 3,000,000.00 1.07006/30/2026 06/30/2021 1.070 AA Aaa 3,000,000.00 3,000,000.00 3130AMWK4 4597 FHLB 3,000,000.00 1.02007/14/2026 07/14/2021 1.025 AA Aaa 2,999,250.00 2,999,250.00 3130AP2P9 4598 FHLB 3,000,000.00 0.92009/30/2026 09/30/2021 1.033 AA Aaa 2,983,500.00 2,983,500.00 3130APC94 4599 FHLB 3,000,000.00 1.07010/14/2026 10/14/2021 1.085 AA Aaa 2,997,750.00 2,997,750.00 3130APU78 4600 FHLB 530,000.00 1.30011/24/2026 12/09/2021 1.421 AA Aaa Received 526,947.20 526,947.20 3130APUR4 4601 FHLB 1,840,000.00 1.30011/24/2026 12/09/2021 1.421 AA Aaa Received 1,829,401.60 1,829,401.60 3130APVC6 4602 FHLB 3,000,000.00 1.37512/01/2026 12/09/2021 1.459 AA Aaa Received 2,988,000.00 2,988,000.00 3130AQEC3 4603 FHLB 3,000,000.00 1.37012/30/2026 12/30/2021 1.370 AA Aaa 3,000,000.00 3,000,000.00 3130AQEF6 4604 FHLB 3,000,000.00 1.37512/30/2026 12/30/2021 1.385 AA Aaa 2,998,500.00 2,998,500.00 3130AQG80 4605 FHLB 3,000,000.00 1.42012/29/2026 01/03/2022 1.425 AA Aaa Received 2,999,250.00 2,999,250.00 3130AQG80 4606 FHLB 3,000,000.00 1.42012/29/2026 01/10/2022 1.541 AA Aaa Received 2,982,750.00 2,982,750.00 3130AQLD3 4607 FHLB 3,000,000.00 1.75001/28/2027 02/08/2022 1.926 AA Aaa Received 2,975,010.00 2,975,010.00 3130AQW66 4608 FHLB 3,000,000.00 2.08002/25/2027 03/08/2022 2.112 AA Aaa Received 2,995,500.00 2,995,500.00 3134GWWT9 4549 FHLMC 3,000,000.00 0.55009/30/2025 10/07/2020 0.566 AA Aa Received 2,997,600.00 2,997,600.00 3134GW3F1 4550 FHLMC 3,000,000.00 0.60010/28/2025 10/28/2020 0.600 AA Aa 3,000,000.00 3,000,000.00 3134GXDM3 4554 FHLMC 3,000,000.00 0.62012/01/2025 12/01/2020 0.620 AA Aa 3,000,000.00 3,000,000.00 3135G06R9 4556 FNMA 3,000,000.00 0.55001/28/2026 01/28/2021 0.550 AA Aaa 3,000,000.00 3,000,000.00 91282CLG4 4610 UST 3,000,000.00 3.75008/15/2027 07/23/2025 3.823 AA Aa Received 2,995,664.06 2,995,664.06 Portfolio PLST
CC
Run Date: 09/24/2025 - 17:29 PM (PRF_PMS) 7.3.11
Par Value
Stated
Rate
August 31, 2025
Investment Status Report - Investments
Portfolio Management
Book Value
Maturity
Date
Current
Principal
CITY OF PLEASANTON
S&P
YTM
CUSIP Investment # Issuer Moody's
Purchase
Date
Accrued Interest
At Purchase
Federal Agency Issues - Callable Totals 98,380,000.00 1.076 0.00 98,255,595.36 98,255,595.36 Supranationals
459058KT9 7005 IBFRAD 2,000,000.00 3.50007/12/2028 06/18/2025 3.975 AAA Aaa Received 1,972,780.00 1,972,780.00 45950VPS9 7000 IFC 1,000,000.00 0.50002/26/2026 06/28/2021 0.935 AAA Aaa Received 980,200.00 980,200.00 45950KDF4 7011 IFC 1,000,000.00 4.37501/15/2027 06/30/2025 3.886 AAA Aaa Received 1,007,230.00 1,007,230.00 Supranationals Totals 4,000,000.00 3.200 0.00 3,960,210.00 3,960,210.00 Asset Backed Securities
096912AD2 7007 BMW 175,000.00 4.43006/26/2028 06/10/2025 4.473 AAA 174,996.15 174,996.15 44935XAD7 7006 HYU 265,000.00 4.36012/17/2029 06/11/2025 4.404 AAA 264,976.07 264,976.07 Asset Backed Securities Totals 440,000.00 4.431 0.00 439,972.22 439,972.22 Investment Totals 228,608,962.50 2.676 0.00 229,041,046.15 229,041,046.15 Portfolio PLST
CC
Run Date: 09/24/2025 - 17:29 PM (PRF_PMS) 7.3.11
Par Value
Stated
Rate
August 31, 2025
Investment Status Report - Cash
Portfolio Management
Book Value
Maturity
Date
Current
Principal
CITY OF PLEASANTON
S&P
YTM
CUSIP Investment # Issuer Moody's
Purchase
Date
Accrued Interest
At Purchase
Gov't Money Market
SYS CASH 7-3 BNYT 0.00 07/01/2025 0.000 0.00 0.00
Cash Totals 0.00
Total Cash and Investments 229,041,046.15
0.00 229,041,046.15
0.00 0.00
0.00 228,608,962.50 2.676
Portfolio PLST
CC
Run Date: 09/24/2025 - 17:29 PM (PRF_PMS) 7.3.11
Stated
Rate
Transaction
Date
August 1, 2025 through August 31, 2025
Activity By Type
Balance
Portfolio Management
CITY OF PLEASANTON
CUSIP Investment # Issuer
Purchases
or Deposits
Redemptions
or Withdrawals
Certificates of Deposit - Bank
SYS-1093-5 1093-5 Fremont Bank 3.540 08/21/2025 0.00 234,448.75 1093-6 1093-6 Fremont Bank 4.000 08/21/2025 237,927.71 0.00 Subtotal 237,927.71 234,448.75 487,927.71
LAIF (Monthly Summary)
SYS5 5 LOCAL AGENCY INVESTMENT FUND 4.480 0.00 22,000,000.00 Subtotal 0.00 22,000,000.00 36,500,000.00
Gov't Money Market (Monthly Summary)
X9USDCRGO 7-1 Dryfus Govt Cash Mgmt 672 4.110 73,704.13 0.00 X9USDCRGO 7-2 Dryfus Govt Cash Mgmt 672 4.110 247,682.79 433,963.94 Subtotal 321,386.92 433,963.94 4,356,034.79
Medium Term Notes
89236THW8 6067 Toyota Motor Credit Corp 0.800 08/28/2025 0.00 1,479,570.00 89236TNA9 6134 Toyota Motor Credit Corp 4.950 08/28/2025 1,544,835.00 0.00 Subtotal 1,544,835.00 1,479,570.00 33,300,405.00
Federal Agency Issues - Coupon
Subtotal 2,995,657.09
Treasury Securities - Coupon
91282CJA0 2412 U S TREASURY 4.625 08/29/2025 771,855.47 0.00 91282CMG3 2413 U S TREASURY 4.250 08/29/2025 1,533,750.00 0.00 Subtotal 2,305,605.47 0.00 48,257,044.97
Treasury Securities - Discount
912797RP4 2532 U S TREASURY 4.228 08/29/2025 0.00 1,410,352.69 912797RP4 2533 U S TREASURY 4.229 08/29/2025 0.00 532,641.71 Subtotal 0.00 1,942,994.40 488,199.01
Federal Agency Issues - Callable
Subtotal 98,255,595.36
Portfolio PLST
CC
Run Date: 09/24/2025 - 17:29 PM (PRF_PM3) 7.3.11
Report Ver. 7.3.11
Stated
Rate
Transaction
Date
August 1, 2025 through August 31, 2025
Activity By Type
Balance
Portfolio Management
CITY OF PLEASANTON
CUSIP Investment # Issuer
Purchases
or Deposits
Redemptions
or Withdrawals
Supranationals
Subtotal 3,960,210.00
Asset Backed Securities
Subtotal 439,972.22
Total 4,409,755.10 26,090,977.09 229,041,046.15
Portfolio PLST
CC
Run Date: 09/24/2025 - 17:29 PM (PRF_PM3) 7.3.11
August 2024 through August 2025
Activity Summary
Month
Portfolio Management
End Year
Number of
Securities
Average
Balance
360
Equivalent
365
Equivalent
Managed
Pool
Rate
Average
Term
Average
Days to Maturity
CITY OF PLEASANTON
Number
of Investments
Purchased
Number
of Investments
Redeemed
Yield to Maturity
August 2024 73 232,025,539.32 1.645 1.668 4.480 1 1 1,467 443 September 2024 73 229,828,688.26 1.599 1.621 4.480 1 2 1,490 428 October 2024 71 220,883,480.07 1.495 1.516 4.480 0 1 1,541 420 November 2024 70 217,493,941.37 1.493 1.514 4.480 0 0 1,540 394 December 2024 76 225,183,251.16 1.775 1.799 4.480 6 1 1,405 345 January 2025 80 241,044,442.47 1.844 1.870 4.480 5 2 1,384 334 February 2025 83 242,039,662.99 1.868 1.894 4.480 5 1 1,385 329 March 2025 90 242,036,422.49 1.942 1.969 4.480 8 4 1,349 325 April 2025 95 255,472,697.89 2.172 2.202 4.480 9 1 1,243 296 May 2025 98 267,798,757.09 2.211 2.242 4.480 4 1 1,235 287 June 2025 112 261,524,567.29 2.327 2.360 4.480 15 5 1,222 318 July 2025 136 256,530,677.15 2.781 2.820 4.480 29 15 1,128 442 August 2025 125 235,977,914.36 2.639 2.676 4.480 4 4 1,247 482 Average 91 240,587,379.84 1.984% 2.012% 4.480 7 3 1,357 373 Portfolio PLST
CC
Run Date: 09/24/2025 - 17:29 PM (PRF_PM4) 7.3.11
Report Ver. 7.3.11
August 2024 through August 2025
Distribution of Investments By Type
Portfolio Management
CITY OF PLEASANTON
August September October Average
2024 2024 by Period
November December January
2024 2025
February March April
2025 2025
May July
2025 2025
August
Security Type 2025
June
2024 2024 2025 2025
Certificates of Deposit - Bank 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2% Certificates of Deposit - S & L
LAIF 19.1 17.3 13.8 13.7 22.0 22.0 22.0 22.0 27.6 27.6 25.7 23.3 15.9 20.9% Fidelity - Government Fund
Gov't Money Market 0.1 0.7 1.4 1.5 0.4 1.1 0.8 2.2 2.0 2.0 2.1 1.8 1.9 1.4% Managed Pool Accounts -4
Passbook/Checking Accounts
Medium Term Notes 10.5 10.2 9.9 9.9 9.4 9.5 9.3 7.3 7.6 7.9 8.4 13.3 14.5 9.8% Bankers Acceptances
Commercial Paper - Discount
Federal Agency Issues - Coupon 1.3 1.3 1.4 1.4 1.2 1.2 1.2 1.2 1.1 1.1 1.2 1.2 1.3 1.3% Federal Agency Issues - Discount
Treasury Securities - Coupon 0.6 1.2 1.9 2.5 3.2 3.9 7.8 18.3 21.1 4.7% Treasury Securities - Discount 1.0 0.2 0.1%
Federal Agency Issues - Callable 68.4 69.8 72.9 72.8 65.8 64.3 64.2 64.2 58.1 56.9 53.2 39.2 42.9 61.0% Supranationals 0.4 0.4 0.5 0.5 0.4 0.4 0.4 0.4 0.4 0.4 1.1 1.6 1.7 0.7% Miscellaneous Securities - Discount
Asset Backed Securities 0.2 0.2 0.2
Portfolio PLST
CC
Run Date: 09/24/2025 - 17:29 PM (PRF_PM5) 7.3.11
Report Ver. 7.3.11
August 31, 2025
Interest Earnings Summary
August 31Month Ending Fiscal Year To Date
Portfolio Management
CITY OF PLEASANTON
CD/Coupon/Discount Investments:
Interest Collected 323,216.13
Plus Accrued Interest at End of Period
Less Accrued Interest at Beginning of Period
998,106.11
( 949,919.46)
854,460.31
998,106.11
( 829,285.86)
Less Accrued Interest at Purchase During Period ( 29,440.99) ( 404,772.18) Interest Earned during Period
Adjusted by Capital Gains or Losses
Earnings during Periods
341,961.79
15,888.06
618,508.38
-741,416.44
357,849.85 -122,908.06
Pass Through Securities:
Interest Collected 1,608.87
Plus Accrued Interest at End of Period
Less Accrued Interest at Beginning of Period
630.52
( 642.72)
3,669.14
630.52
( 1,094.12)
Less Accrued Interest at Purchase During Period ( 0.00) ( 0.00) Interest Earned during Period
Adjusted by Premiums and Discounts
Adjusted by Capital Gains or Losses
Earnings during Periods
1,596.67
0.00 0.00
3,205.54
0.00 0.00
1,596.67 3,205.54
Cash/Checking Accounts:
Interest Collected 21,213.05
Plus Accrued Interest at End of Period
Less Accrued Interest at Beginning of Period
367,136.86
( 206,470.28)
799,732.00
367,136.86
( 720,567.41)
Interest Earned during Period 181,879.63 446,301.45
Total Interest Earned during Period
Total Capital Gains or Losses
Total Earnings during Period
525,438.09
15,888.06
1,068,015.37
-741,416.44
541,326.15 326,598.93
Portfolio PLST
CC
Run Date: 09/24/2025 - 17:29 PM (PRF_PM6) 7.3.11
Report Ver. 7.3.11
Item #7
CITY COUNCIL AGENDA REPORT
October 7, 2025
Library and Recreation
TITLE: ADOPT A RESOLUTION APPROVING A REVISED LIBRARY COLLECTION DEVELOPMENT POLICY TO COMPLY WITH AB 1825, THE CALIFORNIA
FREEDOM TO READ ACT
SUMMARY
Recent California legislation, the California Freedom to Read Act (AB 1825) (Attachment 1), requires all public libraries to maintain a written collection development policy that includes specific components. Staff recommends that City Council adopt a resolution (Attachment 2) revising the Library Collection Development Policy (2023, Attachment 3). These updates add clarifying language to ensure compliance with state law but do not substantively change the policy’s intent, practices, or application. No other changes are proposed at this time.
RECOMMENDATION
Adopt a resolution approving a revised Library Collection Development Policy to comply with AB 1825, the California Freedom to Read Act.
BACKGROUND
Assembly Bill 1825, known as the California Freedom to Read Act (Act), was signed into law in 2024 amid growing national concerns over efforts to restrict or remove access to library materials, particularly materials reflecting diverse perspectives and historically marginalized communities. Sponsored by Assemblymember Al Muratsuchi, the legislation affirms California’s commitment to intellectual freedom, the right to access information, and protection from censorship in public libraries.
The Act added Chapter 10 (commencing with Section 19800) to Part 11 of Division 1 of Title 1 of the California Education Code, where certain public library statutes are housed. While called the “Education Code,” this section of state law governs not only school libraries, but also public libraries operated by cities, counties, districts, and joint powers authorities.
In addition to requiring collection development policies, the Act includes provisions that protect library staff from retaliation for carrying out their professional duties and prohibit discrimination or censorship in the selection, removal, or accessibility of materials.
The requirements described in the Act are set to become effective by January 1, 2026.
BOARD/COMMITTEE/COMMISSION ACTION
The Library Commission reviewed the staff recommendation at its September 4, 2025 meeting and recommended approval of the update to the Collection Development Policy as presented.
DISCUSSION
The California Freedom to Read Act requires that every public library jurisdiction directly receiving State funding establish, adopt, and maintain a written and publicly accessible collection development policy by January 1, 2026, and submit it to the State Librarian.
Collection Development Policy Requirements for State Compliance The Freedom to Read Act (AB 1825, Chapter 941, Stats. 2024; Cal. Educ. Code § 19802(a)(1)) outlines specific requirements that public libraries must meet in their collection development policies to ensure compliance:
“Every public library jurisdiction that directly receives any state funding, including, but not limited to, state funding pursuant to this part, shall establish, adopt, and maintain a written and publicly accessible collection development policy for its public libraries by January 1, 2026, and shall submit that collection development policy to the State Librarian. The State Librarian or their designee may provide technical assistance to public libraries in developing their collection development policy. The collection development policy, at a minimum, shall do all of the following:
(A) Establish a process for community members to share their concerns regarding library materials and to request that library materials be reconsidered for inclusion in the library’s collection.
(B) Guide the selection and deselection of library materials. (C) Acknowledge that the public library’s collection meets the broad and diverse interests of the community and respect both the library’s autonomy and their specific community needs. (D) Establish that the public library serves as a center for voluntary inquiry and the dissemination of information and ideas.
(E) Acknowledge that library materials should be provided for the interest, information, and enlightenment of all people, and should present diverse points of view in the collection as a whole.
(F) Acknowledge the right of the public to receive access to a range of social, political, aesthetic, moral, and other ideas and experiences.”
Requirements that the Collection Development Policy Already Meets A review of the Pleasanton Library Collection Development Policy confirmed that it already complies with:
1. The current Request for Reconsideration of Materials Form (Attachment 4) provides a process for patrons to raise concerns about specific materials, meeting requirement (A)
2. The current Collection Development Policy includes clear criteria guiding the selection and deselection of materials, as required under (B), including:
• Demonstrated community interest, need, or demand
• Quality, including accuracy, clarity, and usability
• Merit, awards, or critical acclaim
• Reputation of author and/or publisher
• Contemporary significance or permanent value
• Relevance to the experience and contributions of diverse populations • Extent to which the subject matter is already represented in the collection • Local history and interest
• Budgetary and space considerations
• Physical condition and usage data.
Requirements That Have Been Added to the Draft Collection Development Policy To meet the additional statutory requirements (C) through (F), the following acknowledgments have been added to the draft policy, as outlined in the California Freedom to Read Act Process and Checklist that was created to assist libraries with compliance (Attachment 5):
(C) “The Library’s collection meets the broad and diverse interests of the community and respects both the library’s autonomy and the specific needs of the City.” (D) “The Library serves as a center for voluntary inquiry and the dissemination of information and ideas.”
(E) “The Library’s materials should be provided for the interest, information, and enlightenment of all people, and should present diverse points of view in the collection as a whole.” (F) “Members of the public have the right to receive access to a range of social, political, aesthetic, moral, and other ideas and experiences.”
These additions ensure the Collection Development Policy fully aligns with the Freedom to Read Act requirements.
Next Steps
If adopted by City Council, the revised policy will be submitted to the State Librarian by January 1, 2026. The final step for compliance would be to make the policy publicly available by posting it on the Library’s website in the policy section.
EQUITY AND SUSTAINABILITY
The Collection Development Policy affirms the library’s commitment to providing free, equitable access to diverse materials.
OUTREACH
The item was presented at the Library Commission meeting on September 4, 2025.
STRATEGIC PLAN ALIGNMENT
This recommendation aligns with the ONE Pleasanton Citywide Strategic Plan goal, Building a Community Where Everyone Belongs: Livability and Community Development. Implement high-priority items from the Library and Recreation Strategic Plan to continue to deliver activities and programs that meet the needs and interests of the community.
FISCAL IMPACT
There is no fiscal impact from the policy revisions.
Prepared by: Submitted by: Approved by:
Lia Bushong, Assistant
Director of Library and
Recreation
Heidi Murphy, Director of Library and
Recreation
Gerry Beaudin, City
Manager
Attachments:
1. California Freedom to Read Act (AB 1825)
2. Resolution
3. Library Collection Development Policy (2023, Draft Update)
4. Request for Reconsideration of Library Materials Form
5. California Freedom to Read Act Process and Checklist (California State Library)
Assembly Bill No. 1825
CHAPTER 941
An act to add Chapter 10 (commencing with Section 19800) to Part 11 of Division 1 of Title 1 of the Education Code, relating to libraries. [Approved by Governor September 29, 2024. Filed with
Secretary of State September 29, 2024.]
legislative counsel’s digest
AB 1825, Muratsuchi. California Freedom to Read Act.
Existing law establishes a public library system, including school libraries, unified school district and union high school district public libraries, municipal libraries, county free libraries, the California State Library, and library districts. Under existing law, the Legislature declares that the public library is, among other things, a source of information and inspiration to persons of all ages, cultural backgrounds, and economic statuses.
This bill would require every public library jurisdiction, as defined, that directly receives any state funding to establish, adopt, and maintain a written and publicly accessible collection development policy for its libraries by January 1, 2026, as specified. The bill would require the collection development policy to, among other things, (1) guide the selection and deselection of library materials, as defined, and (2) establish a process for community members to share their concerns regarding library materials and request materials be reconsidered for inclusion in the library’s collection.
The bill would require the adopted policy to be sent to the State Librarian, and would authorize the State Librarian or their designee to provide technical assistance to public libraries in developing their collection development policy.
The bill would prohibit the governing board or body of a public library, or any body or commission designated to review the procurement, retention, or circulation of, or access to, library materials, from (1) proscribing the circulation or procurement of, or access to, library materials in a public library because of the topic addressed by the library materials or because of the views, ideas, or opinions contained in materials or (2) creating policies or procedures that limit or restrict access to library materials offered by the public library, except as provided. The bill would also prohibit library materials in a public library from being excluded, and access to library materials from being limited, solely on the bases of (1) specified protected characteristics of a subject of the library materials, an author of the materials, the sources of the library materials, or the perceived or intended audience for the library materials, (2) that the materials contain inclusive and diverse perspectives, or (3) that the materials may include sexual content, except as provided. The bill would provide that a person’s right to use a public 90 STATE OF CALIFORNIA
AUTHENTICATED
ELECTRONIC LEGAL MATERIAL
ATTACHMENT 1
library and its resources shall not be denied or abridged solely because of personal characteristics, age, background, or views.
The bill would prohibit a librarian, library media specialist, other employee, or contractor at a public library from being subject to termination, demotion, discipline, or retaliation for (1) refusing to remove a library material before it has been reviewed in accordance with the public library’s process for reconsideration of library materials or (2) making displays, acquisitions, or programming decisions that the employee believes, in good faith, are in accordance with the bill’s provisions.
The bill would provide that these provisions apply to a public library, as defined, including any public library operated on a contractual basis, or operated by a city, including a general law or charter city, county, special district, or joint powers authority, except that these provisions do not apply to any school library, as defined, or any library operated by the governing board of a school district, a county board of education, or the governing body of a charter school. To the extent these provisions impose additional duties on public libraries, the bill would create a state-mandated local program.
The bill would include findings that changes proposed by this bill address a matter of statewide concern rather than a municipal affair and, therefore, apply to all cities, including charter cities.
The California Constitution requires the state to reimburse local agencies and school districts for certain costs mandated by the state. Statutory provisions establish procedures for making that reimbursement.
This bill would provide that, if the Commission on State Mandates determines that the bill contains costs mandated by the state, reimbursement for those costs shall be made pursuant to the statutory provisions noted above.
The people of the State of California do enact as follows:
SECTION 1. Chapter 10 (commencing with Section 19800) is added to Part 11 of Division 1 of Title 1 of the Education Code, to read:
Chapter 10. California Freedom to Read Act
19800. This chapter shall be known, and may be cited, as the California Freedom to Read Act.
19801. The Legislature finds and declares all of the following:
(a) Libraries are essential for information, education, and enlightenment of all people of the community the library serves.
(b) Libraries provide access to books that offer teachable moments for readers of all ages and expand our understanding of people with different backgrounds, ideas, and beliefs.
(c) A person’s right to use a library should not be denied or abridged solely because of personal characteristics, age, background, or views. 90 Ch. 941 — 2 —
(d) Removing and banning books from public libraries are dangerous acts of government censorship and erode our country’s commitment to freedom of expression and the right to receive information. (e) Librarians are professionals trained to not impose their own thoughts and opinions on which ideas are right, but to make knowledge and ideas available so that people have the freedom to choose what to read. (f) Librarians and library staff receive extensive professional training to develop and curate collections to meet the broad and diverse interests of their communities, which include, but are not limited to, literary value and developmental appropriateness of material.
19802. (a) (1) Every public library jurisdiction that directly receives any state funding, including, but not limited to, state funding pursuant to this part, shall establish, adopt, and maintain a written and publicly accessible collection development policy for its public libraries by January 1, 2026, and shall submit that collection development policy to the State Librarian.
The State Librarian or their designee may provide technical assistance to public libraries in developing their collection development policy. The collection development policy, at a minimum, shall do all of the following:
(A) Establish a process for community members to share their concerns regarding library materials and to request that library materials be reconsidered for inclusion in the library’s collection. (B) Guide the selection and deselection of library materials. (C) Acknowledge that the public library’s collection meets the broad and diverse interests of the community and respect both the library’s autonomy and their specific community needs.
(D) Establish that the public library serves as a center for voluntary inquiry and the dissemination of information and ideas. (E) Acknowledge that library materials should be provided for the interest, information, and enlightenment of all people, and should present diverse points of view in the collection as a whole.
(F) Acknowledge the right of the public to receive access to a range of social, political, aesthetic, moral, and other ideas and experiences. (2) A librarian, library media specialist, other employee, or contractor at a public library shall not be subject to termination, demotion, discipline, or retaliation for either of the following:
(A) Refusing to remove a library material before it has been reviewed in accordance with the public library’s process for the reconsideration of library materials established pursuant to subparagraph (A) of paragraph (1). (B) Making displays, acquisitions, or programming decisions that the employee or contractor believes, in good faith, are in accordance with the requirements of this section.
(b) (1) The governing board or body of a public library, or any body or commission designated to review the procurement, retention, or circulation of, or access to, library materials, shall not proscribe or prohibit the circulation or procurement of, or access to, any library materials in a public library because of the topic addressed by the materials or because of the views, ideas, or opinions contained in those materials. 90 — 3 — Ch. 941
(2) (A) Library materials in public libraries shall not be excluded, and access to library materials shall not be limited, solely on the bases of any of the following:
(i) The race, nationality, gender identity, sexual orientation, religion, disability, political affiliation, or any other characteristic listed in subdivision (a) of Section 12940 of the Government Code, or the socioeconomic status of a subject of the library materials, an author of the library materials, the source of the library materials, or the perceived or intended audience for the library materials.
(ii) The library materials contain inclusive and diverse perspectives. (iii) The library materials may include sexual content, unless that content qualifies as obscene under United States Supreme Court precedent. (B) This paragraph does not apply to library materials excluded, or for which access is limited, pursuant to a library maintenance and deaccession policy.
(3) The governing board or body of a public library, or any body or commission designated to review the procurement, retention, or circulation of, or access to, library materials, shall not create policies or procedures that limit or restrict access to library materials offered by the public library unless the policies or procedures are adopted to preserve the safety or security of the library materials, are time, place, and manner restrictions not based on the content of materials, or are programs that provide for the effective management of the library and its resources to preserve access for all library users.
(c) A person’s right to use a public library and its resources shall not be denied or abridged solely because of personal characteristics, age, background, or views.
(d) All people, regardless of personal characteristics, age, background, or views, possess a right to privacy and confidentiality in the materials they borrow from libraries.
(e) This section applies to a public library, as defined in Section 18015, including any public library operated on a contractual basis, or by a city, including a general law or charter city, county, special district, or joint powers authority, except that it does not apply to any school library, as defined in Section 18710, or any library operated by the governing board of a school district, a county board of education, or the governing body of a charter school.
(f) For purposes of this section, the following definitions apply:
(1) “Library materials” includes, but is not limited to, books, periodicals and serials, audio materials, audiovisual materials, instructional materials, maps, databases, government documents, records, photographs, and all other similar materials, whether in tangible or electronic form. “Library materials” does not include hardware, tools, instruments, computers, appliances, or other items that are not for the primary purpose of conveying ideas or information.
90 Ch. 941 — 4 —
(2) “Public library jurisdiction” means a county, city and county, city, or any district that is authorized by law to provide public library services and that operates a public library described in subdivision (e).
SEC. 2. The Legislature finds and declares that ensuring public libraries are free of censorship is a matter of statewide concern and is not a municipal affair as that term is used in Section 5 of Article XI of the California Constitution. Therefore, Section 1 of this act adding Chapter 10 (commencing with Section 19800) to Part 11 of Division 1 of Title 1 of the Education Code applies to all cities, including charter cities.
SEC. 3. If the Commission on State Mandates determines that this act contains costs mandated by the state, reimbursement to local agencies and school districts for those costs shall be made pursuant to Part 7 (commencing with Section 17500) of Division 4 of Title 2 of the Government Code.
O
90 — 5 — Ch. 941
RESOLUTION NO._____
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PLEASANTON
ADOPTING THE PLEASANTON COLLECTION DEVELOPMENT POLICY
WHEREAS, the Library’s Collection Development Policy (2023) requires revision to comply with the State of California’s Freedom to Read Act (Assembly Bill 1825, 2023); and WHEREAS, the updated Collection Development Policy affirms the public library’s role as a center for voluntary inquiry and the dissemination of information and ideas, and acknowledges that materials should present diverse points of view for the interest, information, and enlightenment of all people; and
WHEREAS, the updated policy reflects the Library’s obligation to resist censorship and discrimination in the selection, removal, and accessibility of library materials, as required by state law; and
WHEREAS, the policy aligns with state law provisions protecting library staff from retaliation for performing their professional duties in upholding the principles of intellectual freedom and access to information;
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF PLEASANTON DOES RESOLVE, DECLARE, DETERMINE AND ORDER THE FOLLOWING:
SECTION 1. Adopts the following policy as shown in the exhibit attached to this resolution: Collection Development Policy.
SECTION 2. City Clerk shall certify the passage of this resolution and enter it into the book of original resolutions.
PASSED, APPROVED AND ADOPTED by the City Council of the City of Pleasanton at a regular meeting held on October 7, 2025.
I, Jocelyn Kwong, City Clerk of the City of Pleasanton, California, certify that the foregoing resolution was adopted by the City Council at a regular meeting held on October 7, 2025 by the following vote:
Ayes:
Noes:
Absent:
Abstain:
Jocelyn Kwong, City Clerk
APPROVED AS TO FORM:
Daniel G. Sodergren, City Attorney
ATTACHMENT 2
Collection Development Policy
I. Mission
Pleasanton Public Library’s mission is to be the place for all members in the community to “Discover, Connect, and Share.” To fulfill this mission, the library provides free and equal access to resources in a variety of formats to meet the cultural, informational, recreational and educational needs of the diverse community it serves. The Library Collection Development policy addresses these goals by articulating its position on the selection and maintenance of its collection of materials.
II. Selection
Pleasanton Library staff are responsible for the selection of physical and digital library materials. The library provides an assortment of physical and digital titles that resonate personally at the individual level, while offering avenues of connection into the diversity of human experience. To develop such a collection, library staff utilize analytics, professional reviews, curated lists, and trade journals during the selection process.
Titles are generally selected according to the following criteria:
a. Demonstrated community interest, need, or demand of patrons b. Quality, including accuracy, clarity, and usability
c. Merit, awards, or critical acclaim
d. Reputation of author and/or publisher
e. Contemporary significance or permanent value
f. Relevance to the experience and contributions of diverse populations g. Extent to which the subject matter is already represented in the collection h. Local history and interest
i. Budgetary and space considerations
The selection of library materials is based on the entire work and not chapters or sections, and materials need not meet every criterion to be selected. Materials are selected which are appropriate to public libraries and meet the needs and interests of the community. Interlibrary loan service is also available to give Pleasanton patrons access to larger, more specialized collections.
Demographic composition, along with the above criteria, informs the acquisition of nonEnglish materials, and will continue to evolve with the community. The library develops smaller collections of Spanish and Asian languages books, digital newspapers and ATTACHMENT 3
learning tools in multiple languages, as well as an “International DVD” section representing over 40 languages.
III. Free and Equitable Access to Information
The library affirms that free and equitable access to information resources supports an enlightened citizenry, which is interpreted from the American Library Association’s (ALA) Library Bill of Rights.
In accordance with the California Freedom to Read Act (AB-1825), the Library acknowledges the following statements:
• The Library’s collection meets the broad and diverse interests of the community and respects both the Library’s autonomy and the specific needs of the City. • The Library serves as a center for voluntary inquiry and the dissemination of information and ideas.
• The Library’s materials should be provided for the interest, information, and enlightenment of all people, and should present diverse points of view in the collection as a whole.
• Members of the public have a right to receive access to a range of social, political, aesthetic, moral, and other ideas and experiences.
As a public space, the library functions as an impartial repository of materials, where stories and ideas from different walks of life may be discovered and borrowed without hindrance, thereby upholding the values of intellectual freedom. Furthermore, the Library acknowledges the right and responsibility of parents and guardians to determine their children’s use of library materials.
IV. Collection Maintenance
In order to maintain a vital and relevant collection, library staff regularly assess library materials and digital resources for condition, accuracy, and usage. Staff make these assessments through both direct examination and usage data, and adhere to the principles stated in the ALA’s Evaluating Library Collections statement.
Library materials that have been lost or damaged may be replaced using the same criteria as was used for selection. Other factors considered when deciding on replacements include the current number of duplicate holdings (copies), availability of newer materials on the subject, existence of adequate coverage of a subject, and demand for a specific title.
Deselection of materials, or weeding, is essential to maintain the quality, relevance, and purpose of library collections and involves the removal of items from the collection.
Library staff deselect items based upon several factors including publishing date, physical condition, community interest, availability of newer or more valid titles, and space limitations.
Deselected materials are donated to the Friends of the Pleasanton Library nonprofit group. The Friends of the Library may then choose to further donate materials, resell ATTACHMENT 3
materials with proceeds benefiting the library, or ship materials for recycling.
V. Reconsideration of Materials
Patrons may share their concerns regarding the content of a particular title by filling out and submitting a Request for Reconsideration of Materials form. Library staff will review the form and provide a written response within 30 days of receipt.
Approved by the Library Commission, [Insert Date].
Adopted by the Pleasanton City Council, [Insert Date].
ATTACHMENT 3
Request for Reconsideration of Material Form
The Pleasanton Public Library has established a procedure for gathering input about a specific material. Completion of this form is the first step in that procedure. If you wish to request reconsideration of a material, please return the completed form to the library.
Pleasanton Public Library | 400 Old Bernal Ave. Pleasanton, CA 94566 Date
Name
Address
City State/Zip
Phone Email
Do you represent self? Or an organization? Name of Organization
1. Material on which you are commenting:
Book (e-book) Magazine Digital Resource __Newspaper
Movie Audio Recording Game Other
Title
Author
Have you examined the entire material? ___Yes ___No
2. What brought this material to your attention?
3. What concerns you about the material?
4. Are there material(s) you suggest providing for additional information and/or other viewpoints on thistopic?
ATTACHMENT 4
5. What action are you requesting the library consider? Library staff will review the form and provide a written response within 30 days of receipt.
Approved by the Library Commission, October 5, 2023.
Adopted by the Pleasanton City Council, November 7, 2023.
California Freedom to Read Act Process and Checklist
To help libraries be compliant with the California Freedom to Read Act, the State Library will review collection development policies following this process and checklist:
1. Review the collection development policy from a library in accordance with the checklist and verify the following statements are true:
☒The library posted their collection development policy on their public website. ☒The policy establishes a process for community members to share their concerns regarding library materials and to request that library materials be reconsidered for inclusion in the library’s collection. ☒The policy guides the selection and deselection of materials. ☐The policy contains the following statements:
☐The “collection meets the broad and diverse interests of the community and respects both the library’s autonomy and their specific community needs.”
☐The “public library serves as a center for voluntary inquiry and the dissemination of information and ideas.”
☐“Library materials should be provided for the interest, information, and enlightenment of all people, and should present diverse points of view in the collection as a whole.”
☐The “right of the public to receive access to a range of social, political, aesthetic, moral, and other ideas and experiences” is acknowledged.
2. If the policy meets all the requirements on the checklist:
a. Update the tracking spreadsheet to show that the library is fully compliant. b. Notify the library that their policy is compliant.
3. If the policy does not meet the requirements on the checklist:
a. Return the policy to the library,
b. Indicate to the library what is missing,
c. Provide additional technical assistance as needed.
ATTACHMENT 5
Item #8
CITY COUNCIL AGENDA REPORT
October 7, 2025
Public Works - Utilities Division
TITLE: AUTHORIZE THE CITY MANAGER TO ENTER INTO A PROFESSIONAL SERVICES AGREEMENT WITH WOOD RODGERS, INC. FOR THE
DEVELOPMENT OF THE STORMWATER SYSTEM MANAGEMENT PLAN, CIP NO. 25659 IN THE AMOUNT NOT-TO-EXCEED $2,192,186 (INCLUSIVE OF A 15
PERCENT CONTINGENCY) FOR FOUR YEARS
SUMMARY
The City’s stormwater drainage and conveyance system includes 228 miles of storm drain pipelines, inclusive of both City-owned and privately-owned infrastructure, 4 pump stations, numerous trash capture and pollution control devices, drop inlets, culverts, manholes, outfalls, and other related system features. While the stormwater system has been constructed incrementally over the years as a component of residential and commercial development, and operated and maintained by the City, there has not been an overarching Stormwater System Management Plan (Plan) in place to guide staff on all aspects of stormwater system management. The Plan is intended to guide decision making of the stormwater system for operations and maintenance, capital improvements, regulatory compliance requirements, resource staffing, as well as providing a framework for financial sustainability.
RECOMMENDATION
Authorize the City Manager to enter into a professional services agreement with Wood Rodgers, Inc. for the development of the Stormwater System Management Plan, CIP No. 25659 in the amount not-to-exceed $2,192,186 (inclusive of a 15 percent contingency) for four years.
BACKGROUND
The City’s storm drainage system consists of approximately 228 miles of storm drain pipelines, including both City-owned and privately-owned infrastructure. These pipes range in size from 10 inches to 90 inches, with the vast majority of pipelines being 12, 15, 18, 24, or 36 inches.
System-wide, there are also four lift stations. Other assets include numerous trash capture devices, pollution control devices, drop inlets, culverts, manholes, outfalls, and other related system appurtenances (accessory features).
Discharge from the City’s storm drainage system primarily goes directly to local channels and creeks operated and managed by the Zone 7 Water Agency or Alameda County Flood Control and Water Conservation District. However, a small portion of storm drainage flows to Cityowned stream corridors and detention basins.
The City does not currently have a Stormwater System Management Plan and does not have dedicated funding to maintain, repair or replace the City’s storm drain systems. Major aspects of the study include compiling a comprehensive inventory of the existing public storm drainage system including field surveys, condition assessment, analysis of system related records,
maps, drawings, and other related documents, development of hydrologic and hydraulic evaluation criteria, hydraulic and hydrologic analysis of the watershed areas and system components, and establishing recommendations for rehabilitation, maintenance practices, asset management, and other improvements. The City intends to use this study to establish and prioritize storm drainage capital improvement projects, identify permitting requirements, and develop improved maintenance and management practices and standards that address water quality issues consistent with the City’s National Pollutant Discharge Elimination System (NPDES) stormwater discharge permit and other associated stormwater management guidelines and regulations.
Financial sustainability for operations and maintenance, regulatory compliance, and capital facility improvements is an overriding concern for many agencies owning and operating stormwater drainage facilities. Agency General Funds are typically insufficient to cover the ever-increasing costs; therefore, agencies have looked at other forms of funding, mostly through property-owner-approved stormwater utility fees.
DISCUSSION
This Stormwater System Management Plan (Plan) will assess the adequacy of the existing infrastructure through development of a hydraulic model and condition assessments, leading to a 20-year Capital Improvement Plan. This plan will also assess the regulatory environment, and the cost to maintain regulatory compliance, along with assessment of staffing requirements for operations and maintenance. All of these unique costs will be used to drive decision-making for revenue generation, planning and actions by 2029.
A Request for Proposals (RFP) for professional services was advertised on April 29, 2025, for the development of a Stormwater System Management Plan. On June 18, 2025, four proposals were received from Wood Rodgers, Inc., Carollo Engineers, Woodard & Curran, and BKF Engineers. After reviewing the proposals, all four firms were invited to panel interviews on July 9, 2025. Based on the evaluation criteria in the RFP, Wood Rodgers was unanimously selected as the most qualified firm.
Staff recommends that the City Council authorize the City Manager to enter into an agreement with Wood Rodgers, Inc. to develop the Stormwater System Management Plan.
EQUITY AND SUSTAINABILITY
Staff followed the City Procurement Policy for purchasing procedures and previously approved Council provisions.
OUTREACH
No outreach has been conducted to date. However, community workshops will likely be held during the development phase of the Plan to describe the goals of the plan and elicit community input and support. The Plan includes scope to seek support from property owners to collect stormwater utility fees to fund operations and maintenance costs, as well as capital improvements.
STRATEGIC PLAN ALIGNMENT
Approval of this action advances the Citywide strategic goal of Funding our Future, Strategy 1 – Develop a long-term strategy of funding operation and maintenance needs to assure
reliability of community-owned facilities and infrastructure and continuity of city service, as well as Investing in Our Environment, Strategy 9 – Develop the Stormwater Master Plan to protect the environment, reduce flooding, and reduce demand for stormwater drainage systems.
FISCAL IMPACT
The project is funded by the Storm Water System Management Plan Project, CIP No. 25659, which has a total project budget of $2.2 million.
Prepared by: Submitted by: Approved by:
Siew-Chin Yeong, Director
of Public Works
Siew-Chin Yeong, Director of Public
Works
Gerry Beaudin, City
Manager
Attachments:
1. Professional Services Agreement with Wood Rodgers, Inc.
PROFESSIONAL SERVICES AGREEMENT
STORMWATER SYSTEM MANAGEMENT PLAN
RFP PWD 25.601 CIP No. 25659
THIS PROFESSIONAL SERVICES AGREEMENT (“Agreement”) is entered into this ___ day of October 2025, between the CITY OF PLEASANTON, a municipal corporation (“City”), and Wood Rodgers, Inc, whose address is 3301 C Street, Bldg. 1100-B, Sacramento, CA 95816 and telephone number is 916.341.7760 (“Consultant”).
RECITALS
A. Consultant has submitted a proposal in response to the City of Pleasanton's Request for Proposal (RFP) PWD 25.601 and is qualified to and experienced in developing a Stormwater System Management Plan, CIP No. 25659. Consultant will serve as a strategic planning guide for maintaining, improving, and expanding the City’s storm drainage system, for the purposes specified in this Agreement.
B. City finds it necessary and advisable to use the services of the Consultant for the purposes provided in this Agreement.
NOW THEREFORE, in consideration of the mutual covenants and conditions in this Agreement, City and Consultant agree as follows:
1. Consultant’s Services. Subject to the terms and conditions set forth in this Agreement, Consultant shall provide to City the services described in Exhibit A. Consultant shall provide said services at that time, place and in the manner specified in Exhibit B.
2. City Assistance, Facilities, Equipment and Clerical Support. Except as set forth in Exhibit A, Consultant shall, at its sole cost and expense, furnish all facilities and equipment that may be required for furnishing services pursuant to this Agreement. City shall furnish to Consultant only the facilities and equipment listed in Exhibit A according to the terms and conditions set forth in Exhibit A.
3. Terms. This contract shall commence on the date written above and will expire four years from the date written above. The parties may extend this Agreement, by Amendment, for an additional, one-year term, not to exceed five years for the total Agreement.
4. Compensation. City shall pay Consultant for services rendered pursuant to this Agreement as described more particularly in Exhibit B. The payments shall be made on a monthly basis upon receipt and approval of Consultant’s invoice. Total Cumulative Compensation for services and reimbursement for costs shall not exceed $2,192,186 for the term of this Agreement, which includes a 15% contingency for unforeseen circumstances and related extra services as determined to be necessary by the City.
Payment of such contingency funds is not guaranteed to the Consultant unless the City requests in writing of such extra services.
a. Invoices submitted to City must contain a brief description of work performed, with identified task if applicable, time used, personnel performing services and City
reference number. Also included with the invoices is a tracking mechanism of the percentage of task completed in comparison to the available allocated dollar amounts per task. Rates included on the invoice must match the Fee Schedule/Rate Sheet on file with this Agreement. For all markups, all receipts and invoices must be submitted with invoice for reimbursement. Upon completion of work and acceptance by City, Consultant shall submit final invoice for payment.
b. Upon completion of work and acceptance by City, Consultant shall have sixty (60) days in which to submit final invoicing for payment. An extension may be granted by City upon receiving a written request thirty (30) days in advance of said time limitation. The City shall have no obligation or liability to pay any invoice for work performed which the Consultant fails or neglects to submit within sixty (60) days, or any extension thereof granted by the City, after the work is accepted by the City.
5. Sufficiency of Consultant’s Work. All work product and all other documents prepared by Consultant shall be adequate and sufficient to meet the purposes for which they are prepared.
6. Ownership of Work. Both Consultant and City shall jointly own any and all work product created by the Consultant on behalf of City pursuant to this Agreement. Nothing herein shall result in the transfer of any ownership rights from Consultant to City for any previously created and/or copyrighted material owned by Consultant. To the extent that the work product created by Consultant for City incorporates any such previously created and/or copyrighted material into such work product, Consultant grants to City an irrevocable and unrestricted license to use such previously created and/or copyrighted material for City’s internal use. The City shall ensure that these editable materials, including MS Word training PowerPoint presentations, are used only for City’s internal use and, unless required by law, not released or made available via internet, on disk, or otherwise to anyone outside the City business operations.
7. Changes. City may request changes in the scope of services to be provided by Consultant. Any changes and related fees shall be mutually agreed upon between the parties and subject to a written amendment to this Agreement.
8. Consultant’s Status. In performing the obligations set forth in this Agreement, Consultant shall have the status of an independent contractor and Consultant shall not be considered to be an employee of the City for any purpose. All persons working for or under the direction of Consultant are its agents and employees and are not agents or employees of City.
9. Termination for Convenience of City. The City may terminate this Agreement at any time by mailing a notice in writing to Consultant. The Agreement shall then be deemed terminated, and no further work shall be performed by Consultant. If the Agreement is so terminated, the Consultant shall be paid for that percentage of the work actually completed at the time the notice of termination is received.
10. Non-Assignability. The Consultant shall not assign, sublet, or transfer this Agreement or any interest or obligation in the Agreement without the prior written consent of the City, and then only upon
such terms and conditions as City may set forth in writing. Consultant shall be solely responsible for reimbursing subcontractors.
11. Indemnity and Hold Harmless. Consultant shall defend, indemnify, and hold harmless, the City and its officers, agents and employees from and against all claims, losses, damage, injury, and liability for damages arising from, or alleged to have arisen from, errors, omissions, negligent or wrongful acts of the Consultant in the performance of its services under this Agreement, regardless of whether the City has reviewed or approved the work or services which has given rise to the claim, loss, damage, injury or liability for damages. This indemnification shall extend for a reasonable period of time after completion of the project as well as during the period of actual performance of services under this Agreement. The City’s acceptance of the insurance certificates required under this Agreement does not relieve the Consultant from its obligation under this paragraph.
12. Insurance. During the term of this Agreement, Consultant shall maintain in full force and effect, at its own cost and expense, insurance coverages with insurers with an A.M. Best’s rating of no less than A:VII. Contractor shall have the obligation to furnish City, as additional insured, the minimum coverages identified below, or such greater or broader coverage for City, if available in the Contractor’s policies:
a. General Liability and Bodily Injury Insurance. Commercial general liability insurance with limits of at least $2,000,000 combined limit for bodily injury and property damage that provides that the City, its officers, employees and agents are named as additional insureds under the policy as evidenced by an additional insured endorsement satisfactory to the City Attorney. The policy shall state in writing either on the Certificate of Insurance or attached rider that this insurance will operate as primary insurance for work performed by Consultant and its subconsultants, and that no other insurance effected by City or other named insured will be called on to cover a loss.
b. Automobile Liability Insurance. Automobile liability insurance with limits not less than $2,000,000 per person/per occurrence.
c. Workers’ Compensation Insurance. Workers’ Compensation Insurance for all of Consultant’s employees, in strict compliance with State laws, including a waiver of subrogation and Employer’s Liability Insurance with limits of at least $1,000,000. d. Professional Liability Insurance. Professional liability insurance in the amount of $2,000,000.
e. Certificate of Insurance. Consultant shall file a certificate of insurance with the City prior to the City’s execution of this Agreement, and prior to engaging in any operation or activity set forth in this Agreement. The Certificate of Insurance shall provide in writing that the insurance afforded by this Certificate shall not be suspended, voided, canceled, reduced in coverage or in limits without providing notice to the City in accordance with California Insurance Code section 677.2 which requires the notice of cancellation to: 1) include the effective date of the cancellation; 2) include the reasons for the cancellation; and 3) be given at least 30 days prior to the effective date of the cancellation, except that in the case of
cancellation for nonpayment of premiums or for fraud, the notice shall be given no less than 10 days prior to the effective date of the cancellation. Notice shall be sent by certified mail, return receipt requested. In addition, the insured shall provide thirty (30) days prior written notice to the City of any cancellation, suspension, reduction of coverage or in limits, or voiding of the insurance coverage required by this agreement. The City reserves the right to require complete certified copies of policies.
f. Waiver of Subrogation. The insurer agrees to waive all rights of subrogation against the City, its officers, employees and agents.
g. Defense Costs. Coverage shall be provided on a “pay on behalf of” basis, with defense costs payable in addition to policy limits. There shall be no cross-liability exclusions. h. Subcontractors. Consultant shall include all subcontractors as insured under its policies or shall furnish separate certificates and endorsements for each subcontractor. All coverages for subcontractors shall be subject to all of the requirements stated in this Agreement, including but not limited naming additional insureds.
13. Notices. All notices herein required shall be in writing and shall be sent by certified or registered mail, postage prepaid, addressed as follows:
To Consultant: Wood Rodgers, Inc. To City: City Manager 3301 C Street, Bldg. 1100-B City of Pleasanton
Sacramento, CA 95816 P.O. Box 520
Pleasanton, CA 94566
14. Conformance to Applicable Laws. Consultant shall comply with all applicable Federal, State, and Municipal laws, rules, and ordinances. Consultant shall not discriminate in the employment of persons or in the provision of services under this Agreement on the basis of any legally protected classification, including race, color, national origin, ancestry, sex or religion of such person.
15. Licenses, Certifications and Permits. Prior to the City’s execution of this Agreement and prior to the Consultant’s engaging in any operation or activity set forth in this Agreement, Consultant shall obtain a City of Pleasanton business license, which must be kept in effect during the term of this Agreement. Consultant covenants that it has obtained all certificates, licenses, permits and the like required to perform the services under this Agreement.
16. Records and Audits. Consultant shall maintain all records regarding this Agreement and the services performed for a period of three years from the date that final payment is made. At any time during normal business hours, the records shall be made available to the City to inspect and audit.
17. Confidentiality. Consultant shall exercise reasonable precautions to prevent the unauthorized disclosure and use of City reports, information or conclusions.
18. Conflicts of Interest. Consultant covenants that other than this Agreement, Consultant has no financial interest with any official, employee or other representative of the City. Consultant and its
principals do not have any financial interest in real property, sources of income or investment that would be affected in any manner of degree by the performance of Consultant’s services under this Agreement. If such an interest arises, Consultant will immediately notify the City.
19. Waiver. In the event either City or Consultant at any time waive any breach of this Agreement by the other, such waiver shall not constitute a waiver of any other or succeeding breach of this Agreement, whether of the same or of any other covenant, condition or obligation.
20. Governing Law. California law shall govern any legal action pursuant to this Agreement with venue in the applicable court or forum for Alameda County.
21. No Personal Liability. No official or employee of City shall be personally liable to Consultant in the event of any default or breach by the City or for any amount due Consultant.
22. Exhibits. All exhibits referred to herein are attached hereto and are by this reference incorporated herein.
23. Counterparts and Electronic Signatures. This Agreement may be executed in multiple counterparts, each of which shall be an original and all of which together shall constitute one agreement. Counterparts may be delivered via facsimile, electronic mail (including pdf or any electronic signature complying with U.S. federal E-Sign Act of 2000 (15 U.S. Code §7001 et seq.), California Uniform Electronic Transactions Act (Cal. Civil Code §1633.1 et seq.), or other applicable law) or other transmission method, and any counterpart so delivered shall be deemed to have been duly and validly delivered and be valid and effective for all purposes.
24. Scope of Agreement. This writing constitutes the entire Agreement between the parties. Any modification to the Agreement shall be in writing and signed by both parties.
THIS AGREEMENT executed the date and year first above written.
CITY OF PLEASANTON CONSULTANT
__________________________ By: __________________________ Gerry Beaudin, City Manager Signature
ATTEST: __________________________
Print name
__________________________
Jocelyn Kwong, City Clerk Its: __________________________ Title
APPROVED AS TO FORM:
__________________________
Daniel G. Sodergren, City Attorney
City of Pleasanton | Stormwater System Management Plan | PWD 25.601 | PAGE 6 0 WOOD RODGERS
3,30
70 Differentiators IMPLEMENTATION2PLAN
25Years
of Bay Area drainage master plan
experience, including
+
Miles
of pipes
risk-based hydrologic & hydraulic 100
Project Understanding + Approach
Storm Drain Master Plans for a city the size of Pleasanton necessitates a blend of resources, profound knowledge,
technology, and experience for successful execution within time and budget constraints. Wood Rodgers has demonstrated a particular focus on crafting high‐quality and detailed drainage master plans over the past two decades. Our water resources group consistently delivers multiple drainage master plans each year. Notably, we have successfully developed storm drainage master plans for municipalities similar to Pleasanton, with extensive storm drain networks nearing or exceeding 200 miles, subject to open channel high tailwater conditions, and closely integrated with Zone 7 drainage facilities. These master plans include the Alameda County Zone 12 Drainage Master Plan (400 miles of pipes), City of Oakland Drainage Master Plan (500 miles of pipes), San Jose Citywide Storm Sewer Master Plan (1,200 miles of pipes), Valley Water Guadalupe River Modeling (600 miles of modeling using
$
million
flow
gages
pipes), City of Berkeley Storm Master Plan (150 miles of pipes), among others.
Given our experience, we recognize that the City of Pleasanton likely faces challenges similar to those we have successfully navigated for other public agencies:
▪ Aging facilities beyond their standard service life.
▪ Reactive maintenance and capital projectsthat lack cost‐ effectiveness.
▪ Conservative design parametersthat may not be
economically feasible to implement.
in awarded flood mitigation grants ▪ Resource constraintsthat necessitate the development of an additional funding mechanism.
▪ Multiple flood control objectives driven by diverse
stakeholder priorities
Built upon extensive drainage master plan experience, Wood Rodgers proposes the following unique approach to navigate those challenges.
100+
EXHIBIT A
City of Pleasanton | Stormwater System Management Plan | PWD 25.601 | PAGE 7 Wood Rodgers proposes a predictive inspection plan, leveraging our experience to optimize inspection sites. We advocate for an asset management approach to inventory facilities and develop a comprehensive maintenance, rehabilitation, and replacement program. Additionally, we recommend using our previous calibration findings to optimize improvement design parameters. Our proposal includes a social equity‐ and risk‐based capital improvement plan, aiming to gain community support and establish the basis for grant applications.
Inspections are to prioritize and identify deficienciesfor maintenance and rehabilitation program development. Conventional closed‐ circuit television (CCTV) inspections are used to assess the condition of pipes, but these inspections can be expensive. For example, in Pleasanton, CCTVs could cost up to $5 million for 200 miles of the City’s pipes. To minimize the inspection cost, Wood Rodgers proposes an innovative predictive inspection approach as described in Task 2.6 Inspection, Survey and Inventory.
A reactive and unplanned maintenance, rehabilitation and replacement program increases operational costs and liabilities.
Conversely, a conservatively planned program reducesliabilities, but itsubstantially increases operational costs. Increasingly stringent environmental and safety requirements, and urban trash generation also add a burden to the existing operations and maintenance activities. Wood Rodgers proposes to inspect and inventory drainage facilities with a GIS geodatabase, assess the facilities’ remaining useful life, develop life cycle costs, and use modeling results to prioritize rehabilitation and replacement improvements to create best management practices. This asset management approach targets and prioritizes operations and maintenance activities and rehabilitation and replacement works to optimize the City’s resources.
Capital improvement projects are becoming increasingly expensive under the current construction climate. Over‐simplified modeling approaches — which often lead to conservative designs — may appear less costly upfront but are no longer a viable strategy for public agencies. Wood Rodgers is a firm believer that a detailed master plan is much more cost‐effective for implementing a CIP than an over‐simplified master plan. Understanding the true facility capacity and deficiencies can be achieved by developing hydrologic and hydraulic models that match historical data through calibration. Wood Rodgers’ unique technical approaches, as proposed in Task 3. Hydraulic Model Development/Capacity Evaluation, embrace detailed one‐ and two‐dimensional modeling and accurate calibration to identify real flood risk and to optimize improvements. Wood Rodgers’ extensive experience in detailed risk‐based hydrologic and hydraulic modeling with calibration efforts using more than 100 stream and pipe gages has contributed to accurate flooding risk assessment, optimized drainage facility design, and optimized operations.
Predictive
Inspection
Plan
Competitive Grant
Application
Asset Management
Rehabilitation
Program
Public Supported
Stormwater Fee
Realistic
Modeling
Optimized Capital
Improvement Plan
EXHIBIT A
City of Pleasanton | Stormwater System Management Plan | PWD 25.601 | PAGE 8 Wood Rodgers proposes a prioritization approach for the CIP development in Task 5. Development of a Capital Improvement Plan.
The approach ranks projects based on the flood risk, improvement costs, equity benefits, and traffic interruption. This strategy aims to maximize flood control benefits within the constraints of limited public agency resources. Wood Rodgers will identify, optimize, and rank improvement projects for cost‐effectiveness using flood risks developed with the FEMA Hazus program, and perform cost‐benefit analysis. In addition to cost‐effectiveness, Wood Rodgers proposes incorporating equity benefits into improvement project prioritization. Prioritizing projects with equity considerations promotes fair resource allocation, enhances social cohesion, garners public support, ensures legal compliance, and fosters long‐term economic benefits. This approach also positions the City for successful FEMA grant funding applicationsthat offer a 90% federal fund contribution for capital project implementation within disadvantaged communities. Traffic interruption represents another form of economic impact that will be used to rank improvement projects. The metric commonly used and accepted by FEMA in grant applications to quantify traffic interruption is Average Daily Traffic (ADT) counts. Wood Rodgers will also consider environmental permitting requirements, rights‐of‐way, encroachment permits, and utility conflicts when evaluating the already prioritized projects. The ranking and implementation requirements for each project will then be used to develop a CIP implementation schedule.
Water quality regulatory compliance has stretched the City’s financial and maintenance resources. Trash capture devices, hydromodification systems, and other green infrastructure have been planned and constructed to be in compliance with the NPDES MS4 Permit. However, there is still synergy to integrate the water quality enrichment green infrastructure with storm drainage facilities to assess the flood reduction benefits and combine both the water quality and flood mitigation funding opportunities. In Task 3.3. Regional GI Modeling (Optional), Wood Rodgers proposes to integrate regional stormwater capture facilities to storm drainage facilities to combine and reduce improvement extents.
Without a reliable and sufficient funding mechanism, the City’s much‐needed maintenance, rehabilitation, and improvements could be delayed, and the City could be forced to adopt a reactive approach. The Wood Rodgers Team’s experience in identifying needs, developing a funding mechanism, and applying for grant applications will be instrumental in implementing a healthy and sustainable funding program for the City. Wood Rodgers’ recent success in applying for grant funding, totaling more than $70M, will provide much‐needed relief to the financial burden of the City. Wood Rodgers proposes to leverage our experience to identify and develop technical information as the basis for future grant applications in Task 10.7. Grant Funding Opportunity.
The Alameda County Flood Control and Water
Conservation District (ACFCD), also known as Western
Alameda County, has been maintaining Alameda Creek
to provide flood protection for the densely populated
areas in the cities of Union City and Fremont. One of
their objectives is to limit the flow discharged from
upstream drainage facilities to the design capacity
of Alameda Creek. The upstream regional drainage
facilities are owned and maintained by Zone 7, which
serves Eastern Alameda County. One of Zone 7’s
primary goals is to prevent flooding along its regional facilities, which are mostly designed to accommodate
a 100‐year storm event. While local municipalities
benefit from the flood protection offered by these
regional facilities, they also prioritize the maintenance and flood resiliency of their local drainage systems,
typically designed for a 10‐year storm event.
The key to the success of this project is aligning
stakeholder priorities and objectives. Wood Rodgers’ knowledge and experience—developed during the development of the Alameda County Hydrology and Hydraulics Manual—and our extensive work reviewing and calibrating Zone 7’s HEC‐HMS and HEC‐ RAS models through our on‐call contract, give us the local knowledge necessary to meet the objectives of multiple agencies.
To achieve these objectives, Wood Rodgers will integrate all existing models to create a master model for use by ACFCD, Zone 7, and the City; calibrate the master model using both small and large historicalstorm events for accurate assessment of maintenance and flood control needs; and append detailed drainage facilities and street networks to enable local flood risk assessment and improvement analysis.
With the understanding of the City’sissues, the Wood Rodgers Team hasformulated the following tasks to address the issues as discussed above.
EXHIBIT A
City of Pleasanton | Stormwater System Management Plan | PWD 25.601 | PAGE 9 Scope of Work
Task 1 | Project Management
Wood Rodgers’ Project Manager will perform project management activities throughout the entire duration of the Project. These project management activities include:
MEETINGS AND PRESENTATIONS | Wood Rodgers will maintain a constant and clear channel of communication by hosting monthly status meetings.
We will attend public, City Council, and other meetings as requested and will prepare presentation materials.
RISK MANAGEMENT | Risk Management is perhaps the most integral part of the Wood Rodgers’ project management approach. The premises behind risk management are to identify the scope, schedule, and cost‐ related risks early; to identify means and methods for the management of specific risks; and, lastly, to identify the entity or person who will most likely be responsible for implementing any risk mitigation strategy. This will be accomplished through the development of a Risk Management Matrix.
SCHEDULE MANAGEMENT | The Wood Rodgers’ Project Manager will prepare and maintain a critical path method (CPM) schedule that will be presented in a Gantt chart format using Microsoft Projectsoftware. Each task and project milestone in the Scope of Work will be included in the schedule, so that the progress of each task milestone can be monitored.
COST MANAGEMENT | All charges to the Project will be monitored and controlled to assure that costs are kept within budget limitations. Wood Rodgers’ computerized BST10 enterprise system will be utilized to monitor and control budgets on a task‐by‐task and consultant/
subconsultant basis. Monthly invoices will be prepared and submitted to the City.
PROGRESS REPORTS | Progress reports will be prepared and submitted to the City every month. Progress reports will cover work and tasks performed during the pay period, a work forecast for the pay period to come, the overall progress of the Project, and the identification of issues that need discussion and resolution.
QUALITY ASSURANCE/QUALITY CONTROL | Wood Rodgers will perform Quality Assurance/Quality Control (QA/QC) on the Project. A project‐specific QA/QC Plan will be prepared that will be administered by a Quality Manager. The Quality Manager is a senior‐level, experienced engineer who will provide independent reviews and will approve all deliverables before they are submitted to the City.
Task 1.1 – Project Administration
The Project Manager will develop a Project Administration Plan that includes coordination and monitoring of the budget, the schedule, and the contractual obligations. The Plan will be updated and submitted to the City monthly and will be discussed during the Project’s status meetings.
Deliverable(s): Project Administration Plan | Quality Assurance/Quality Control Plan
EXHIBIT A
City of Pleasanton | Stormwater System Management Plan | PWD 25.601 | PAGE 10 Task 1.2 – Coordination Tasks
Wood Rodgers will be available for calls and emails throughout the duration of the Project. Monthly status meetings will be scheduled to update the City on the Project’s progress and to facilitate information‐sharing. Meeting minutes and action items will be prepared following each meeting.
Deliverable(s): Meeting Minutes/Action Items | Monthly Progress Reports Task 1.3 – Community Engagement Meetings and Council Presentations Wood Rodgers will prepare presentation materials containing technical information, findings, and recommendations. The presentation materials will be developed by our Landscape Architects with graphical illustrations to express visual ideas, convey messages, educate the audience, and promote the
Project recommendations (see Exhibit 1). Wood Rodgers
will use the materials to conduct up to five community
engagement meetings and five City Council presentations as requested by the City.
Deliverable(s): Up to Ten Presentations and Presentation Materials
Task 2 | Data Gathering/Field Verification
Task 2.1 – Kickoff Meeting and Project Overview
Prior to commencing any work, the Wood Rodgers’ Team will meet with the City and any other stakeholders. The purposes of this Kickoff Meeting are: 1) to clearly define the goals of the Project; 2) to establish an understanding of the City’s needs; 3) to establish and schedule the key milestones in order to determine the standards and policies that apply to the Project; and 4) to refine the Project’s Scope of Work and its budget. The meeting will also include an initial effort to collect data and to comprehend the City’s understanding of the drainage system.
Deliverable(s): Kickoff Meeting Agenda/Minutes | Data Request Task 2.2 – Interviews/Informational Exchange
The Wood Rodgers Team will conduct up to three interviews with key City staff members and City Utilities personnel who are familiar with the stormwater system. The purpose of these interviews is to gather information about the operation and maintenance of the system, the condition of the system, and any known deficiencies. Additionally, site visits to as many as ten specific facilities (such as pump stations, trash capture devices, frequent flooding locations, and those with known deficiencies) will also be conducted.
Deliverable(s): Three (3) Interviews; Site Visit Summaries for up to ten (10) sites Task 2.3 – Data Collection and Review
Wood Rodgers will collect and review data to develop the basesfor inventory, condition assessment, operations and maintenance optimization, improvement prioritization, and the proposed Storm Drain Master Plan for the City.
To sufficiently update the City’s drainage facility, Wood Rodgers will collect and review the City’s Geographic Information System (GIS) geodatabase, parcel data, easements, historical flooding information, record drawings, maintenance documents, latest hydrologic and hydraulic data, land uses, the general plan, relevant reports, studies, and other plans and supporting data.
Wood Rodgers will also collect as‐builts, surveys, models and the latest standardsfrom the California Department of Transportation (Caltrans) ‐ Zone 7 and other agencies in order to supplement missing data or “gaps” in the geodatabase (see Exhibit 2). Work orders from operations and maintenance activities and anecdotal flooding incidents will be collected and reviewed to understand drainage facility operation issues and to verify flooding locations and extents. Data regarding planned and existing capital improvement projects, green infrastructure facilities, Low Impact Development (LID) projects, and trash capture devices will be collected to assess the hydraulic impacts or benefits.
Exhibit 2
Exhibit 1
EXHIBIT A
City of Pleasanton | Stormwater System Management Plan | PWD 25.601 | PAGE 11 Wood Rodgers will convert the collected data into a geodatabase and will document the results on a map showing where necessary data is missing. The map will serve as a basis for determining which missing data is essential and for prioritizing field inspections.
Deliverable(s): Data Collection Memo | Data Gap Map | Updated Geodatabase Task 2.4 – Geodatabase Refinement
Wood Rodgers proposesto refine/design a geodatabase to store and manage storm drain facility information; prioritize data collection and inventory; facilitate condition assessment; and facilitate hydrologic and hydraulic model development (see Exhibit 3). Leveraging our geodatabase design and management experience, Wood Rodgers’ GIS programmers will work closely with the City to create or refine the existing grid or numerically‐based numbering/naming procedure to systematically assign a unique identifier to each feature.
Wood Rodgers will deploy a cost‐effective system and inventory approach developed and refined during previous drainage master plan studies. See exhibit 3 – Geodatabase.
Wood Rodgers will review the City’s existing geodatabase and recommend any necessary refinementsto capture allstorm drain facility properties and conditions to be inspected. The refinements will be based on a comprehensive geodatabase with related tables and domain values that have already been designed and are being used for other public agencies. For those municipalities, Wood Rodgers modified the Environmental Systems Research Institute (Esri) file geodatabase using the Esri Local Government Information System Model asthe basis, and then supplemented it with drainage feature datasetssuch asfield surveys, topography, drainage facilities (including storm drains, maintenance holes, pumps, open channels, structures, etc.), georeferenced as‐ built drawings, parcel maps, streets, municipal boundaries, photographs from field visits and inspections with photo locations, watersheds, land use data, soil data, and hydrologic and hydraulic parameter data.
Wood Rodgers willstore all the surveyed and inspected drainage facility data, condition assessments, model development data, and results in the geodatabase and make it a centralized repository for this Storm Drain Master Plan Project.
Deliverable(s): Refined geodatabase
Task 2.5 – Desktop Asset Inventory
Depending on the completeness of the City’s existing geodatabase, Wood Rodgers will perform a desktop GIS inventory task for the City’s drainage facilities using georeferenced record drawings for approximately 10 miles of pipes (see Exhibit 4) to further supplement the data gaps identified in Task 2.3 and to verify the existing attributesin the City’s geodatabase. This task is important for complicated or curved storm drain systems.
Wood Rodgers will complete storm drain propertiesin the geodatabase with the record drawings that were created prior to field inspections.
This has been proven to be the most cost‐effective approach in other drainage studies and assessment projects, when combined with limited field inspection data, to provide a more complete inventory of storm drainsystems. This approach will also provide sufficient resolution and accuracy for capacity and condition assessments.
Wood Rodgers will georeference record drawings and use existing survey data to complete the geodatabase inventory of the City’s systems. We will use NearMap (or any orthoimagery) with three‐inch or better resolution and Google Street View to locate facilities and to create or refine existing spatial locations. This approach provides horizontal accuracy between 1 to 2 feet, which is sufficient to determine locations for a maintenance hole, a catch basin and an outfall structure, and to estimate the connecting storm drain lengths. The latest LiDAR data will be used to determine the facility rim or ground elevations when survey data is not available.
Newer LiDAR data typically hassufficient point resolution and vertical accuracy (typically less than three inches) to determine Exhibit 3
Exhibit 4
EXHIBIT A
City of Pleasanton | Stormwater System Management Plan | PWD 25.601 | PAGE 12 elevations. The LiDAR‐derived facility rim or ground elevations will be used in conjunction with inspection data to verify the record drawing data.
The spatially‐rectified facilities will be used in conjunction with the georeferenced record drawingsto realign storm drain alignments and to identify other paved‐over facilities, such as junction boxes and transition structures. The georeferenced record drawings will also be used to record storm drain materials, diameter/dimensions, lengths, and upstream and downstream inverts (both original and converted NAVD 88 datum).
The geodatabase will include an inventory of all the storm drains, grade breaks (storm drain invert slope changes), maintenance holes, outfalls, junction boxes, large trash capture devices and transition structures.
Deliverable(s): Georeferenced as‐builts for 10 miles of drainage facility | Updated geodatabase Task 2.6 – Survey & Inspection
Wood Rodgers will perform site visits,surveys, and inspectionsto supplement the data gapsidentified in the Data Collection task (Task 2.3) and to collectsufficientstorm drain condition information for assessment.
Wood Rodgers will prioritize, survey, and inspectstorm drain facilities at crucial locations along the storm drain systems.
This strategic approach minimizes the need for extensive inspection and closed‐circuit television (CCTV) efforts, allowing us to focus on the quality of the survey. The
prioritization of sites for inspection will be based on the likelihood of deficiencies, which will be determined through our technical analysis, modeling results, topography, and previousinspection experience. This approach typically incurs only 10‐20% of the total spot or CCTV inspection costs.
Wood Rodgers’strategic prioritization approach (see Exhibit 5) has been developed and refined through our extensive experience with storm drain inspections. This cost‐saving strategy focuses on surveying and inspecting facilities at crucial locations including upstream and downstream ends, major junctions or bends, metal pipes beyond their service life, steep systems at open spaces, systems prone to high backwater sediment, areas with joint separation risks, andlocations with high trash loading. Our experience has found that this approach allows for the accurate collection of overall storm drain system geometry and materials. Additionally, it enables us to predict and inspect up to 80% of existing deficiencies.
A system‐wide survey and inspection plan will be developed for City review prior to beginning field work.
Wood Rodgers will document the storm drain survey technique, procedures, and equipment used to accurately measure pipe inverts, diameters, and locations. Conventional maintenance hole dipping surveys will not yield accurate pipe diameters or inverts because the eyeballing technique is not accurate when the ground is 10 to 20 feet above the pipes. Wood Rodgers’ technique with modified equipment and LiDAR scanners (see Exhibit 6) has been used successfully with high accuracy for multiple agencies.
Maintenance holes, junction boxes, transition
structures, and storm drains’ horizontal GPS
coordinates (X,Y) will be surveyed; storm drains’
diameters and inverts will be measured; storm drains’ materials and flow directions will be recorded; sediment and debris depths will be estimated and documented with pictures and field notes; and any structural deficiencies such as corroded metal pipes and cracked walls, will be documented with field notes and pictures. Wood Rodgers will also visit major storm drain outfall structures to inspect for any structural integrity,sediment, and erosion problems. Outfallstructure flap gate and cathodic protection system conditions will also be assessed and documented. The collected data, pictures, and notes will be stored in the geodatabase. We will provide a survey and inspection report for each site as shown here in Exhibit 7.
Exhibit 7
Exhibit 5
Exhibit 6
EXHIBIT A
City of Pleasanton | Stormwater System Management Plan | PWD 25.601 | PAGE 13 Based on Wood Rodgers’ inspection experience, there is approximately one deficient drainage structure for every 1,500 to 2,000 feet of pipes. This interval translates to an estimated 180 deficient structures with diameters equal to 24‐inch and greater that are likely present in the City’s 70 miles of pipes. Wood Rodgers proposes to survey and inspect up to 90 targeted sites to identify critical condition issues. Upon reviewing the findings from the first phase of inspections, and if warranted by the conditions observed, Wood Rodgers may propose an additional 90 inspection sites. Upon reviewing the collected data in Task 2.3, we will refine our inspection plan and recommend additional sites if necessary. Wood Rodgers will provide traffic control services for up to two days, if necessary.
Deliverable(s): Storm drain inspection plan | Inspection photos and notes + survey and inspection reports for 180 sites | Updated geodatabase
Task 3 | Hydraulic Model Development/Capacity Evaluation To ensure an accurate hydrologic runoff simulation, Wood Rodgers will import and integrate existing HEC‐HMS models ‐ previously calibrated by both the Alameda County Flood Control & Water Conservation District (ACFCD) and Zone 7 ‐ into the InfoWorks Integrated Catchment Modeling (ICM) model developed for this project. To enhance the model’s versatility for both maintenance assessment and flood control planning, the ICM model will be further calibrated using both small and large historical storm events. In order to accurately assess flood risk and optimize improvement strategies, detailed drainage infrastructure and street network data within the City’s boundaries will be incorporated into the ICM.
To precisely identify flooding locations and support future grant applications, Wood Rodgers proposes modeling all critical drainage facilities (including pipes, open channels, pump stations, and street networks) using integrated one‐ and two‐dimensional software.
To evaluate facility capacity accurately, the model will incorporate calibrated hydrologic parameters, groundwaterinflows, and small catchment runoff. To assess climate change impacts, simulations will include the effects of groundwater emergence and extreme precipitation on the City’s drainage infrastructure. (See Exhibit 10) This analysis will provide quantifiable and defensible flood risk information, laying the foundation for optimized improvements.
Task 3.1 – Catchments and Hydrologic Parameters
Catchment boundary accuracy is crucial for hydrologic modeling and runoff simulation, especially in determining facility sizing. Overly conservative parameters derived from ‘textbook’ standards could lead to exaggerated design flows and, consequently, cost‐prohibitive capital projects. Wood Rodgers has developed a precise catchment delineation tool that is utilized by other public agencies such as Marin County, Alameda County Flood Control District, and Santa Clara County Valley Water. This tool automates boundary delineation and hydrologic parameter interpretation processes, providing efficiency, consistency, and accuracy.
Exhibit 10
EXHIBIT A
City of Pleasanton | Stormwater System Management Plan | PWD 25.601 | PAGE 14 Wood Rodgers will employ this customized tool to automate catchment delineation for 70 miles of storm drain pipes. The tool will encompass topographic resolutions ranging from steep valleys and incised channels to detailed curb, gutter, and street crown geometries, including the connectivity of storm drains and channels. It will be utilized to embed storm drain and channel networks into a newly‐created LiDAR Digital Elevation Model (DEM), subsequently creating sub‐catchments at the confluences of lateral storm drains and trunks, major trunk confluences, and upstream ends of storm drain systems.
The catchment delineation tool will leverage the latest land use and soil maps in conjunction with sub‐catchment delineationsto develop hydrologic parameters, including hydrologic soil groups, slope, impervious coverage, flow path roughness, and overland flow length. Catchments will be developed and analyzed for existing and future general plan land use (See Exhibit 11).
Deliverable(s): Catchment boundaries and hydrologic parametersfor 70 miles of pipes in existing and future land use conditions | Updated geodatabase
Task 3.2 – Hydraulic 1D and 2D Models
Wood Rodgers proposesto develop the following: 1) a detailed and fully integrated one‐dimensional (1D) model for 70 miles ofstorm drainpipes with a diameter that is equal to or greater than 24 inches; 2) 30 miles of open channel; 3) detention basins/lakes; 4) pump stations; and 5) a two‐dimensional (2D) floodplain model. The models will reflect the hydraulic interactions between storm drains and open channels, storm drains and a 2D floodplain, open channels and a 2D floodplain, and storm drains/open channels. The model will have enough resolution to reflect all flood water performance within the drainage facilities in the City and to understand or pinpoint the true capacity deficiency without model simplification.
A detailed and accurate open channel model is crucial to understanding the true capacity and deficiencies of the entire storm drain system, and even to understanding the maintenance requirements. The Zone 7 HEC‐RAS model geometry will be imported into the ICM model to provide accurate and dynamic tailwater conditions for the storm drain systems, and also to account for any overbank spills. Detailed channel overbank elevation profiles will be constructed to reflect accurate channel and 2D floodplain interaction during overbank flooding. The detailed open channel model can also be used to assess the necessary frequency and extent of vegetation maintenance and the corresponding hydraulic impacts.
Wood Rodgers will develop 2D meshes to model floodplains up to a 100‐year storm. A detailed flexible mesh will be developed and adjusted to capture the terrain resolution for street areas where conveyance and storage is important. The City’s drainage facilities include both storm drains and street networks. The interaction between the two systems should be hydrodynamically modeled to properly assess the true combined drainage capacity. This complex (accurate), and flexible model will serve as a basis for the City for years to come.
Deliverable(s): Storm drains (up to 70 miles) and open channels (up to 30 miles) in 1D and 2D hydraulic models Task 3.3 – Regional Green Infrastructure and Trash Capture Device Modeling Green infrastructure (GI) and large trash capture devices are effective solutionsfor improving water quality and meeting Municipal Regional Permit requirements. However, storm drain master plans often overlook the hydraulic impacts and benefits of green infrastructure. At Wood Rodgers, we have access to gage data on green infrastructure and large trash capture devices and we are thoroughly familiar with the performance of these facilities. With this knowledge, we are well‐equipped to accurately assess the performance of these facilities and to clearly present this information in the capital improvement plan.
Large trash capture devices typically reduce existing storm drain capacity and will be modeled to determine the impacts to the hydraulic performance with the consideration of debris clogging. The facilities will be modeled and adjusted with a debris clogging factor and reduced performance efficiency. In contrast, LIDs, hydromodification facilities, and regional stormwater capture facilities reduce runoff and increase storm drain capacity. Including these facilities will reduce the extent of capital improvementsfor capacity.
Under Task 7.2, Wood Rodgers Team member Geosyntec will conduct a GIS analysis to identify possible locations of future citywide GI. GI facility footprints and types will be developed for GSI opportunity locations based on preliminary sizing factors. Geosyntec will also work with Wood Rodgers H&H modelers to accurately represent facilities in their model.
Wood Rodgers will model and optimize the design parametersfor up to two identified large trash capture devices, hydromodification facilities, or regional stormwater capture facilities. A 10% level of detail conceptual designs and construction cost estimates will be developed subsequent to the modeling efforts for project implementation or grant applications.
Deliverable(s): Modeling, conceptual designs, and construction cost estimates for up to two (2) Large trash capture, hydromodification, or regional stormwater capture facilities Exhibit 11
EXHIBIT A
City of Pleasanton | Stormwater System Management Plan | PWD 25.601 | PAGE 15 Task 3.4 – HWM Chalking and Calibration
Without proper calibration, a model cannot be used confidently, and proposed improvements can be grossly oversized. A properly‐ calibrated hydrologic and hydraulic model will be consistent with and will match historical data, such asflow gage data, maintenance records, and anecdotal observations. The detailed models Wood Rodgers proposed in the tasks above will provide a platform to develop independent and soundly‐calibrated hydrologic and hydraulic parameters.
Wood Rodgers proposesto collect high water marksfor calibration within storm drain facilities at five locations. This approach provides peak recorded water levels that can be cost‐effectively used for calibration. The chalk mark locations will be selected at critical locations with known capacity deficiencies in order to aid calibration efforts and confirm the accuracy of hydrologic and hydraulic models. The collected high‐water marks will be used in conjunction with the stream gage data in Task 3.5 (if selected by the City) in the calibration task to validate the system’s performance. This information will confirm storm drain system deficiencies and result in optimized capital improvement projects. See Exhibit 12.
As an optional subtask to Task 3.4, Wood Rodgers proposes installing, maintaining, and monitoring two rental gaging stations upstream of storm drain systems equipped with large trash capture devices. The City has been proactively inspecting and maintaining seven such devices to ensure proper system performance and prevent clogging that could reduce upstream storm drain conveyance capacity. These ongoing activities strain the City’s resources and make storm drain performance dependent on the City’s ability to respond promptly. To better understand the hydraulic performance of these devices and provide calibration data for their upstream storm drain systems, Wood Rodgers will use the collected data to calibrate both the devices and the upstream systems. The calibrated model could then be applied to evaluate potential improvements that would reduce the City’s maintenance requirements and flood risk.
Deliverable(s): Quality checked rain gage (six) data | high water marks within storm drain facilities at five locations |Depth gage data attwo locationsfortwo years | Calibrated modelsfor one wet season.
Task 3.5 – Stream Gage Data Review and Calibration
The Zone 7 open channels provide realistic tailwatersinto which the City’sstorm drain systems can discharge. This hydrodynamically‐ connected storm drain and open channel model reflects the actual hydraulic capacity, as well as the maintenance conditions, of these systems. To enhance the accuracy of the interaction between these facilities, Wood Rodgers proposes this optional task to collect and review stream gage data from Zone 7 for the calibration of the off‐site watersheds entering the City boundary.
Hilly open space in the Bay Area typically contributes base‐flow and interflow after storm events. Wood Rodgers has successfully identified and calibrated catchments with substantial base‐flow and interflow using groundwater modeling featuresin software (see Exhibit 13). Our previous experience informs our work to further calibrate the catchments for City and Zone 7 facilitiesto reflect the actual base‐flow, interflow and the total storm peak flow, and to accurately reflect the actual performance of the flood system.
Wood Rodgers will collect and quality‐check rain and stream gage data of one wet season for model calibration. The season with the highest peak flow from available gage data will be selected. Up to eight stream gages bordering the City’s boundary will be selected to record the flows entering and leaving the City’s boundary. Wood Rodgers will refine the model’s hydrologic and hydraulic parameters upstream of the fourstream gages, iteratively using the quality‐checked recorded historical data to ensure accurate model performance. The intent is to refine the model parameters so that the model’s depth and flow results match the historical data before further analysis is conducted using hypothetical design storms as input.
Deliverable(s): Quality checked rain and stream (4) gage data | Calibrated models for one wet season.
Exhibit 12
Exhibit 13
EXHIBIT A
City of Pleasanton | Stormwater System Management Plan | PWD 25.601 | PAGE 16 Task 3.6 – Design Storms and Boundary Conditions
Wood Rodgers has worked with several municipalities in Alameda County to develop appropriate design storms for minor as well as the sizing for major drainage facilities. The available Zone 7 HEC‐HMS and HEC‐RAS models, along with the Alameda County Hydrology & Hydraulics Manual, will be referenced to develop design storms and boundary conditions appropriate for use with the pipe and open channel networks in Pleasanton.
Wood Rodgers will simulate the 2‐, 10‐, 50‐, and 100‐year design storms in the hydraulic model developed under Task 3.2 to assess the drainage system capacity and deficiencies. The 2‐year storm will be used to identify and assess maintenance hot spots; the 10‐ year storm will be used to identify storm drain capacity deficiencies; the 50‐year storm will be used to identify pump station and open channel capacity deficiencies; and the 100‐year storm will be used to identify combined street network, storm drain capacity, and open channel capacity deficiencies.
Deliverable(s): 2, 10, 50, and 100‐year Design Storms and Boundary Conditions Task 3.7 – Capacity Deficiencies
In order to identify the drainage facilities that require maintenance activities and capacity improvements, and to determine the capacity of the existing facility for infill developments, Wood Rodgers will develop deficiency maps and update the GIS geodatabase to display and categorize drainage facility deficiencies by storm frequency. See Exhibit
14. Wood Rodgers will use the model results to identify maintenance and capacity deficiencies using City and County design standards. The deficiency criteria will address the following:
1. Capacity or Level of Service: This level of service will be defined by the maximum hydraulic grade line (HGL) and
floodplain depth and extent allowed for specific storm
frequencies.
2. Maintenance hotspots: Using simulated low‐velocity valuesto identify facilities susceptible to recurring sedimentation.
Wood Rodgers will identify, categorize and map storm drains in different levels‐of‐service (e.g. 2, 10, 50, and 100‐year) based on the simulation results. Wood Rodgers will then identify, categorize and map outfallstructures along channelsthat are deficient and require flap gates. The categorized deficiencies will be stored in the City’s geodatabase.
Deliverable(s): Deficiency map | Geodatabase updated with capacity deficiencies Exhibit 14
EXHIBIT A
City of Pleasanton | Stormwater System Management Plan | PWD 25.601 | PAGE 17 Task 4 | System Condition Assessment
Wood Rodgers will collect and compile all data to support the Storm Drain Master Plan in an easily accessible, easily linkable, and easily understood geodatabase. Wood Rodgers will implement an innovative predictive inspection approach to strategically select inspection sites and minimize inspection efforts. The resulting findings will inform condition assessments and identify opportunities for improving maintenance activities.
Task 4.1 – Storm Drain Assessment
Maintenance and structural condition assessmentsfor storm drain systems are the processes of inspection and systematic defect categorization. One of the processes in an asset management approach isto prioritize rehabilitation, operation and maintenance activities.
Wood Rodgers will use the storm drain inspection data developed in Task 2.6 and the CCTV inspection developed in Task 2.7 to evaluate maintenance conditions based on the location, magnitude, and accumulation rate of trash, debris, and sediment. This data will also be used to evaluate structural conditions based on size, material, age, and structural integrity.
Wood Rodgers will use the Environmental Protection Agency’s (EPA’s) Asset Management Guidelines and the National Association of Sewer Service Companies’ (NASSCO’s) pipeline assessment condition grading system code to provide a standard condition rating system for each component. For example, the inspected facilities will be categorized by structural deficiency conditions, as shown in Exhibit 15 and incorporated into the City’s refined geodatabase.
The ratings will then be used to develop recommendations for maintenance, rehabilitation and replacement projects and the associated costs in Task 4.4.
Maintenance condition ratings of trash, debris, and sediment will also aid to prioritize the areas as well as the frequency of operations and maintenance activities in Task 6 when used in conjunction with the hydraulic results developed in Task 3.
Deliverable(s): Condition assessments for 180 inspected sites | Condition assessment ratings | Refined geodatabase updated with facility rated conditions.
Task 4.2 – Green Infrastructure Assessment
Wood Rodgers will develop upon the foundation established in the City's C.21 stormwater quality asset management plan to fill remaining gaps, including identification of standardized parameters for establishment of the Probability of Failure and Consequence of Failure scoring methodology for incorporation into the City's Citywide Asset Management Program (developed by Kayuga). This effort will be clearly defined in the Project kick‐off meeting and the scope will be limited to the available budget.
Deliverable(s): Refined City's Citywide Asset Management Program Exhibit 15
EXHIBIT A
City of Pleasanton | Stormwater System Management Plan | PWD 25.601 | PAGE 18 Task 4.3 – Maintenance, Rehabilitation, and Replacement Plan Wood Rodgers will develop a maintenance, rehabilitation, and replacement plan that summarizes the survey and inspection; describes the storm drain and pump station assessment results; and recommends activities and work to restore drainage facility condition and maximize their useful life for up to 46 projects. Based on Wood Rodgers’ inspection and condition assessment experience, there is generally a 20% to 30% chance that the inspected facilities are in critical condition and require maintenance, rehabilitation, and replacement recommendations. That probability translates to 46 projects out of the 180 sites proposed to be inspected in Task 4.2.
Wood Rodgers will recommend maintenance activities, rehabilitation work, and replacement projects to address deficiencies in critical condition based on field assessments, the remaining useful life of facilities, and cost effectiveness. When a facility is near the end of its useful life or the rehabilitation cost is greater than the replacement cost, replacement work is recommended over rehabilitation work. When the improvementsrecommended to address deficienciesrequire substantial resources and planning for implementation, the improvements are categorized in the Capital Improvement Plan described in Task 5.
The need and extent of rehabilitation and replacement work will be estimated from the inspection reports and site photos for the inspected facilities with “critical” and “poor” structural condition ratings. The inspected facilities with a “poor” rating are recommended for continued monitoring in case they become “critical.” Inspected facilities with a “critical” rating are recommended for improvement, either through a capital improvement or more minor rehabilitation/replacement.
Deliverable(s): Maintenance, Rehabilitation, and Replacement Plan for 46 projects
EXHIBIT A
City of Pleasanton | Stormwater System Management Plan | PWD 25.601 | PAGE 19 Flood Risk = Likelihood x Consequence
Task 5 | Development of a Capital Improvement Plan
A capital improvement plan (CIP) will be developed to determine locations, schedules, and resources(land, labor, capital) for agency‐ wide improvement projects identified to reduce flood risks and restore drainage facility useful life.
Task 5.1 – Risk for Condition and Capacity Deficiencies Wood Rodgers will develop improvement project prioritization criteria based on flood risk, cost‐effectiveness, social equity benefits, health and safety, and traffic interruption considerations. The ranking developed from the prioritization criteria will then be used to develop an implementation schedule for a 10‐year CIP. The practice is to maximize the involvement of City staff in all critical decisions in selecting appropriate criteria and prioritizing projects. A Workshop with City staff shall be conducted to discuss and gain buyoff on the criteria and methodology.
FLOOD RISK
Where numerous projects are required to address deficiencies, we have implemented more formal risk models that quantify the likelihood of capacity exceedance/failure and the associated consequences. Projectsintended to address the highest risks in the storm drain system with the lowest cost will be given the highest priority in the CIP.
▪ The likelihood of flooding based on the simulated facility capacity ▪ The associated consequences measured in flood damages or floodplain areas The drainage facility flood risk for each of the deficient systems is calculated using the following formula:
The calculated flood risks provide standard and quantifiable values to assist the City to prioritize improvement projects for capacity deficient drainage systems. Wood Rodgers will use the calculated flood risks and the respective improvement project capital costs to determine the cost effectiveness for the major deficient drainage systems for improvement project prioritization.
Thisflood risk model providesfloodplain extents, flood frequencies, flood damages, and benefit‐cost ratios (BCR) that can be used to support future flood mitigation grant applications.
SOCIAL EQUITY
In addition to flood risk and cost‐effectiveness considerations, Wood Rodgers proposes incorporating equity benefitsinto improvement project prioritization. Prioritizing projects with equity considerations promotesfair resource allocation, enhances social cohesion, garners public support, ensures legal compliance, and fosters long‐term economic benefits. The equity framework consists of six themes that cover broad areas of people’s lives, including: 1) economy; 2) education; 3) public health; 4) housing; 5) public safety; and 6) neighborhood and civic life.
TRAFFIC INTERRUPTION
Traffic interruption is another risk and a source of economic loss that local communities endure during flooding events. The risks of emergency access isolation, vehicular accidents, and pedestrian access restrictions are critical concerns for the community. Lost wages and business interruptions represent additional economic impacts. A metric that has been used and accepted by FEMA in grant applications is Average Daily Traffic (ADT) counts. Flooding in areas with higher ADT values has a greater impact on transportation than does flooding in areas with lower ADT values. A higher ranking will be assigned to deficient storm drain systems with a high ADT, while a lower ranking will be assigned to those with a low ADT.
In addition to the prioritization criteria above, Wood Rodgers will work with the City’sstaff to assessthe environmental permitting requirements, rights‐of‐way, encroachment permits, and utility conflicts for the improvement projects.
Deliverable(s): Project flood risk | Criteria and Methodology Workshop
EXHIBIT A
City of Pleasanton | Stormwater System Management Plan | PWD 25.601 | PAGE 20 Task 5.2 –Improvement Alternatives and Costs
Wood Rodgers will develop and model up to two conceptual alternativesfor up to five major storm drain systems with deficiencies (as appropriate) to optimize proposed improvements. Alternatives will depend upon the circumstances, but could include new or upsized storm drainage pipes, diversions, detention, floodwalls, pump station improvements, etc. (See Exhibit 16)
The improvement alternatives will be developed based on a watershed‐wide approach rather than individually. Thisis necessary because a comprehensive capital improvement plan must demonstrate that alleviating deficiencies in one location will not exacerbate problems elsewhere in the system. Potential projects will be proposed to address areas with the largest risk factors. Deliberate effort will be given to proposing potential projectsto incorporate in part or in totality a green infrastructure, if feasible.
Each alternative will be presented as a preliminary plan view drawing with preliminary designs, permitting, capital, administration, and management costs. Capital costs will be developed using detailed and current contractor bids to provide realistic estimates for the City’s financial resource planning. (See Exhibit 17) Potential projects will be presented for discussion in a workshop setting with the City staff. This will allow for key‐staff input and allow the creation of in‐ depth justification.
Deliverable(s): Conceptual design figures and costsfor up to 5 projects Exhibits 16 & 17
Task 5.3 – Benefit Cost Analysis and Improvement
Prioritization
Using the criteria developed in Task 5.1, Wood Rodgers, in collaboration with the City and community stakeholders, will prioritize the improvement projects developed in Task 5.2 (see Exhibit 18). Other additional considerations may include, but are not limited to, environmental benefits, constructability, and funding availability.
Exhibit 18
The metrics of success will be assigned with weighting factors based on input from the City and the stakeholders. The improvement projects with higher combined scores will be recommended over those with lower scores for CIP implementation. The project priority rankings will be finalized through discussions with the City to incorporate their priorities and local experience.
The project priority rankings and project costs will be used collectively to categorize improvement projects into 5‐year (urgent), and 10‐year (low priority) planning‐ level capital improvement projects based on the City’s existing or planned financial resources.
Once the improvement projects are prioritized, Wood Rodgers will summarize the hydrologic and hydraulic results of the drainage area, the improvement extent and cost, and the effectiveness of the improvements, by comparing the existing and post‐ improvement floodplainsfor each of the selected improvement projects. (See Exhibit 19).
Deliverable(s): Prioritized 5 capital improvement projects | CIP implementation schedule.
Exhibit 19
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City of Pleasanton | Stormwater System Management Plan | PWD 25.601 | PAGE 21 Task 6 | Development of Maintenance and
Inspection Plan
Wood Rodgers has extensive experience in developing programmatic maintenance and inspection plans for a range of drainage systems, including storm drain systems, pump stations, open channels, detention basins, and green infrastructure. We propose to develop a predictive and proactive maintenance and inspection plan for the City that utilizes condition assessment findings from Task 4 and hydraulic model results from Task 3 to optimize inspection locations and prioritize facility maintenance activities and frequencies.
Wood Rodgers will meet with the City staff to document and review the existing maintenance operations conducted within the City’s service area.
We will download the existing maintenance logsfrom the City’s asset management software to analyze maintenance hotspots, work order types, frequencies, and resources. After reviewing existing practices and data, the team will prepare maintenance and inspection
guidelines describing best practicesfor operations, maintenance, repairs, replacement, project performance and surveillance, inspection, and the reports needed to maintain the City’sstorm drainage facilities. The guidelines will provide consistent and sound protocols to inventory, maintain, rehabilitate, and improve drainage facilities. (See Exhibits 20 and 21).
The guidelines will include, at a minimum, the following: Exhibit 20 & 21 INTRODUCTION | Provides a summary of the guidelines and describes the purpose, goals, and objectives.
PROGRAM SETTING | Provides the context/background to understand the jurisdictional areas affected by maintenance activities.
REGULATORY FRAMEWORK | Summarizes and describes federal, state, and local regulatory jurisdictional boundaries, regulations, and authorizations/permits/certifications that apply to maintenance activities.
INSPECTION SCHEDULES AND CHECKLISTS | Provides a recommended frequency to inspect pipe outfalls, pipes, catch basins, detention basins, lakes, pump stations, and green infrastructure including trash capture devices for sediment/debris build‐up and structural deficiencies. These inspections are important to confirm and maintain the full capacity of the City’s drainage facilities and to issue work orders to retain their functionality.
PREVENTIVE MAINTENANCE SCHEDULES AND CHECKLISTS | Provides recommended frequencies to remove sediment/debris and perform preventive maintenance for outfalls, pipes, maintenance holes, drainage inlets, catch basins, detention basins, pump stations, lakes, and green infrastructure.
REHABILITATION/ REPLACEMENT PLAN AND SCHEDULES | Recommends the frequency to rehabilitate or replace items based on the facility age, inspected condition, and material. Describes potential failures, both exceptional and routine, and provides detailed recommended measures for repair of each type of failure that might be needed during the service life of the improvements and facilities. The recommended repair and replacement measures are intended to be conducive to the City’s current and revised reporting and tracking methods and capabilities to perform the work.
STORMWATER TREATMENT FACILITIES MAINTENANCE AND INSPECTION PLAN | Using the analysis of O&M and facility condition of the City’s water quality facilities determined in Task 4.2, Geosyntec will develop an inspection and maintenance plan for routine and long‐term activities for the water quality assets, including type and frequency of activities, building on our experience with other municipalities. The maintenance program will focus on the sustainability of system components, maximizing cost efficiencies, and reducing long‐term liabilities. Geosyntec will prepare a rough cost estimate for implementing the maintenance and inspection program for the water quality devices.
EXHIBIT A
City of Pleasanton | Stormwater System Management Plan | PWD 25.601 | PAGE 22 Geosyntec will prepare a rough cost estimate for implementing the maintenance and inspection program. Findings will be summarized in a draft and final Maintenance and Inspection Plan prepared by Wood Rodgers.
STAFFING, FUNDING, EQUIPMENT AND VEHICLE RECOMMENDATIONS | Recommendations will be made based on an evaluation of the maintenance records and refined procedures. This will include recommendationsfor adequate staffing, equipment, and vehicles to perform the recommended activities; a schedule for future inspections; and appropriate annual funding levels for repairs of the City’s storm drainage infrastructure that fall within the City’s capabilities. The recommendations will consider the City’s existing asset management systems and policies.
ENVIRONMENTAL PERMITTING ASSESSMENT | Wood Rodgers will work with the City to identify and map all natural water ways and drainages in the City that may require routine maintenance. Our environmental staff will perform a desktop review of these drainage facilities and provide the City with preliminary recommendations for which facilities should be considered Waters of the U.S./State and which are non‐jurisdictional, and which facilities fall under the City’s existing Stream Maintenance Permit (SMP). This effort will provide the City with a better understanding of when maintenance work would require environmental permits, when it could be performed under the SMP, and when it could be performed without regulatory agency coordination. Wood Rodgers recommends the City consider obtaining future long‐term maintenance agreement permits for citywide stormwater master plan maintenance activities in the future (not included in this scope of work).
REPORTING | Describes necessary documentation required for the City’s internal work tracking. This also includes reporting measuresrequired by federal,state, and local resource agencies.
Deliverable(s): Draft and Final Maintenance and Inspection Plan Task 7 | Regulatory Assessment and Master Plan Updates Approach Geosyntec is intimately familiar with the Alameda Countywide Clean Water Program (ACCWP) and the San Francisco Bay Area Municipal Regional Stormwater Permit (MRP) requirementsfor the City of Pleasanton. Geosyntec hasserved as a technical resource to the ACCWP for stormwater program implementation planning since 2005 in planning, coordinating, and implementing programs.
Additionally, Geosyntec is currently assisting the City with implementing its GSI Plan by developing GSI technical guidance and assessing existing City‐owned GSI facilities at 30 sites.
The MRP requirements are discussed in the subsequent paragraphs to demonstrate our familiarity with them.
National Pollutant Discharge Elimination System (NPDES) permit requirements associated with Phase I municipal stormwater programs and Permitteesin the San Francisco Bay area are included in the MRP. Permit discussions for MRP 4.0 will begin in the Fall of 2025. Geosyntec will be engaged in these discussions on behalf of the ACCWP and the Bay Area Municipal Stormwater Collaborative (BAMSC).
Provision C.3.h requires each Permittee to implement an Operation and Maintenance (O&M) Verification Program in accordance with the requirements specified in the Provision.
MRP Provision C.3.j requires each Permittee to continue to implement a Green Infrastructure (GI) Plan for the inclusion of LID storm drain infrastructure on public and private lands. Additionally, Provision C.3.j.ii.(2) requiresthe City to implement non‐regulated green infrastructure projects within its jurisdictions so that 4.91 acres of impervious surface are retrofitted with GSI by June 30, 2027.
Provision C.5.f requires Permittees to make the current map(s) of its MS4 available to the public. Permittees must identify information missing from the current MS4 maps and develop a plan and schedule to compile additional storm sewer system information, considering the potential to identify component locations, size or specifications, materials of construction, and condition.
MRP Provision C.10 requires Permittees to reduce their trash load by 100% by June 30, 2025, using either full trash capture devices (FTCD) or other control measures. Provision C.10.b.i requires Permittees to maintain and provide for inspection and review upon request, documentation of the design, operation, and maintenance of each of their FTCDs, including the mapped location and drainage area served by each system. The City is also required to conduct On‐land Visual Trash Assessments (OVTAs) for the trash management areas controlled with other trash management actions, such as street sweeping.
With an understanding of the MRP requirements, Geosyntec proposes the following tasksto address deficiencies and achieve water quality objectives in compliance with State‐mandated regulations.
7.1 – General
Wood Rodgers’ team, including Geosyntec, will review and assess applicable Permittee‐specific MRP regulatory requirements with City's stormwater MRP operation and maintenance practices and provide City with recommendations for any areas of need/improvement based off of the minimum required effort necessary to meet/maintain compliance. This includes guidance/recommendations with evolving MRP regulations as updated by the Water Board.
EXHIBIT A
City of Pleasanton | Stormwater System Management Plan | PWD 25.601 | PAGE 23 Deliverables: Recommendations to meet/maintain MRP compliance
7.2 – Permit Planning
Wood Rodgers’ team, including Geosyntec, will utilize the approach identified in the ACCWP C.5.f template to assist the City with MRP3 C.5.f.iii.2. This includes the identification of data gaps from the City's existing GIS which can be collected over the course of the SWMP Project
Deliverables: MS4 mapping updates
Task 8 | Financial Analysis and Plan
DATA COLLECTION & DOCUMENT REVIEW
Each city presents a unique starting point, especially in stormwater projects where financial systems vary. While the Storm Drain Master Plan will offer a comprehensive list of capital needs along with its inspection, operations, and maintenance needs, input from City staff is crucial. SCI will outline data requirements, interview key stakeholders, and ensure alignment with the City leadership’s strategic goals by cataloging and vetting previous documents. During these interviews, SCI will collect information regarding current operations, maintenance of the storm drain system, and current and future requirements of the Phase II Small Municipal General Permit clean water programs.
Deliverable(s): Collected data | Staff interviews, as needed
FINANCIAL ANALYSIS
Stormwater rate‐setting stands out due to its requirement for voter approval and its lack of a five‐year rate limitation. Thus, establishing a durable initial rate structure is crucial, as adjustments in subsequent years are limited to prescribed inflationary indices.
Thistask involvesiterative processes, with City staff interviewed and continuously engaged in forecasting costs acrossthree key areas:
Operations and Maintenance, Phase II Municipal Permit Compliance, and Capital Needs.
The Wood Rodgers Team will evaluate a range of funding mechanisms (including special taxes, user taxes, and regulatory fees) and taking into account political viability, legal rigor, legislative factors, and compatibility with existing mechanisms. For each of the potential funding approaches, a Technical Memorandum will be prepared that includes a pro/con analysis, a timetable for implementation, identification of applicable cost centers, and a benchmark study of how other local agencies have developed funding programs for their storm drainage systems.
This task will provide the City with all options, including balloted (fees or parcel taxes) and several non‐balloted options such as regulatory fees, realignments, and grant opportunities. This effort will enable the City to answer the following question: “Have you done all you can before asking me for a new fee?” The results of this analysis will provide the City with many options to consider before proceeding to a costly, risky, and time‐consuming ballot measure.
Deliverable(s): Summary of costs and revenue requirements | Staff interviews, as needed | Workshops with project staff to vet progress and scenarios
Task 9 | Stormwater System Management Plan Report
Documentation provided to the City will include a summary report and appendices documenting the storm drain inventory and condition assessment, design standards, hydrologic and hydraulic model development, a capital maintenance and improvement plan, and a financial analysis and grant funding. The appendices will include all the previously‐developed technical memoranda, documenting criteria, data sources, regulatory requirements, verifications, databases, condition assessments, hydrologic analyses, hydraulic analyses, calibrations, reconciliations, and all necessary maps. Wood Rodgers will employ a user‐friendly and graphical presentation approach to convey complex information throughout the documents.
EXHIBIT A
City of Pleasanton | Stormwater System Management Plan | PWD 25.601 | PAGE 24 Wood Rodgers develops Master Plan Reports concurrently with the development of the study and provides draft copies throughout, in order to provide the client with the ability to provide input as it is developed Deliverable(s): Draft and Final Master Plan Report
Task 10 | Revenue Generation
Task 10.1 – Preliminary Rate Recommendations
The preliminary work will include at least four (4) rate structure options incorporating all necessary revenues, costs, fund balance targets, reserves, debt service considerations, and capital improvement scenarios.
A large part of this task will be the compilation of the parcel attributes. In particular, the Wood Rodgers Team including our team member, SCI, will need to perform an audit of parcel lot coverage of impervious surfaces for the various land classes. The parcel audit is a time‐consuming task that will require looking at all our data sources, viewing aerial photos, and possibly making some site visits. The data generated in this effort will be the backbone of the analysis that follows, where the nexus of parcel attributes to the fee structure is developed. This analysis uses many layers of statistical work and a reasoned and stout rationale for the resulting nexus.
Deliverable(s): Workshops with Project Staff | PowerPoint Presentation Task 10.2 – Public Opinion Research and Mailed Survey:
The Wood Rodgers Team proposes a multifaceted approach to evaluating the political feasibility of enhancing funding for the City’s stormwater compliance programs through mechanisms such as a voter‐decided parcel tax, a property owner‐decided fee, or other viable options. To this end, we will conduct a statistically valid, citywide public opinion survey that assesses public awareness, understanding, and receptivenessto financing these programs. The survey will encompass a diverse range of stakeholders, including single‐family residents, retail business owners, hotel operators, industry leaders, public land trusts, and other pertinent groups.
Given the potential impacts from recent and upcoming elections involving fees, assessments, and other revenue‐generating proposals within the City, timing and strategy are crucial. We recommend initiating the public opinion polling before finalizing the Fee Study. In the past, this sequence has consistently proven effective in mitigating risks and optimizing the implementation of revenue measures. The polling will not only project ballot support for new stormwater fees or taxes, but will also provide deep insights into community priorities, enabling the City to create tailored services and improvements that resonate with constituents. This information will be instrumental in refining branding, messaging, and overall communication strategies.
Our team employs a sophisticated research methodology that is adept at identifying the priorities of registered voters and property owners across various demographics, including different property types such as single‐family residential, commercial, industrial, apartments, and investment properties. This methodology has demonstrated reliability across diverse social and economic environments.
EXHIBIT A
City of Pleasanton | Stormwater System Management Plan | PWD 25.601 | PAGE 25 To ensure high accuracy, we advocate for a mailed survey approach, specifically designed to align with the nuances of a potential mail‐ballot property‐related fee. This method has outperformed standard phone surveysin predicting actual ballot outcomes for similar measures. We plan to distribute approximately 8,000 survey questionnaires by mail, aiming for a +/‐3% margin of error.
Post‐distribution, we will allow a postage‐paid return period for the surveys, after which our team will undertake an intricate analysis and modeling of the results. This will involve correlating survey data with expected property owner ballot participation profiles and various balloting scenarios. The culmination of this process will be a comprehensive PowerPoint presentation detailing the opinion research findings. This presentation will: 1) offer recommendations on residents’ and property owners’ priorities; 2) assess the feasibility of proceeding with a funding ballot measure; and 3) provide value‐added insights such as alternative funding options, action plans, supporter and opponent profiles, geographic support distribution, and key messaging strategies.
Deliverable(s): Mailing list for survey | Design, printing, addressing, mailing, return postage of 8,000 surveys, information fact sheet, and envelopes | PowerPoint presentation of survey findings and recommendations.
Task 10.3 – Stormwater Property-Related Fee Report:
Once the survey has been completed and the City’s staff has determined which rate structure option to proceed with, the Wood Rodgers Team will craft a comprehensive Proposition 218‐compliant, property‐related fee engineering report (“Fee Report”) for the proposed programs and improvements. The Fee Report will delineate programs and improvements from earlier tasks, justify fee apportionment (typically based on an impervious area), and calculate specific fees for each parcel in the City.
Additionally, the Fee Report may incorporate rate credit provisions to encourage on‐site runoff abatement, benefiting large impervious sites as well as newly‐developed areas. Examples from recent reports for the cities of Cupertino, Alameda, and Davis will inform this aspect. Legal considerations like fee methodology and appeal processes will also be addressed, leveraging data from previous taskslike parcel data and community priorities. A key aspect will be auditing parcel attributes, especially impervioussurface coverage, involving a thorough data examination, an aerial photo analysis, and potential site visits. The resultant data will underpin the nexus analysis, which correlates parcel attributes with fee structure, employing statistical methods and robust rationale.
The Fee Report’s development will align with early stakeholder outreach and iterative review sessions with the City, possibly incorporating externalstakeholdersfor refinement. Following reviews by the City staff and the legal counsel, a Draft Fee Report will be prepared for consolidation, culminating in a Final Fee Report compliant with Proposition 218 and relevant regulations. Mr. Edric Kwan, PE, a registered Civil Engineer, will oversee its preparation, including covering fee structure, future needs, cost estimates, apportionment rationale, parcel‐specific fees, maps, and other pertinent elements.
Deliverable(s): Workshops with Project Staff | Draft and Final Fee Report | City Council Presentation Task 10.4 – Implementation Assistance:
The Wood Rodgers Team is well‐equipped to assist the City with the implementation of funding enhancement options and provide the necessary technical support to ensure successful passage of a stormwater fee measure.
PROPOSITION 218 BALLOT PROCEEDING | The implementation of a property‐related fee involves several key steps. To begin, the City Council must approve the Fee Study, set a public hearing date and time, and authorize the mailing of notices. Once approved, the notices are printed and mailed to property owners. A public hearing is conducted no less than 45 days after the notices are mailed. If there is no majority protest at the public hearing, the City Council authorizes the mailing of ballots. These ballots are printed and mailed to property owners, and ballot tabulation occurs after the ballot period closes, which is at least 45 days after the public hearing. Next, the City Council certifies the ballot results and authorizes the fee structure if it has at least 50% support. Finally, the fees are rolled out into the property tax bill system or utility billing system.
As noted, the Proposition 218 process for stormwater fees includes a ballot proceeding. The final step involves the tabulation of ballots, with the City Clerk designated as the official tabulator. Since state law does not specify a detailed procedure for conducting the proceeding, one of the first actions is to develop a Proposition 218 Procedures Resolution for adoption by the City Council.
BALLOTING DOCUMENTS |The SCI team will draft all notices, resolutions, ordinances, and staff reports that are required for each step in the process, as well as the final ballot packet. City staff, including the City Clerk and legal counsel, will review and finalize all these documents. SCI will also assist the City and its legal counsel with a public hearing script for the Mayor and responses to property owner testimony at the public hearing.
Municipal codes for each city are structured differently, and ordinance practices vary. Many cities choose to adopt a storm drain rate ordinance that clearly defines the City’s authority, services provided, areas serviced, initial rates, and other elements to demonstrate adherence to the California Constitution (e.g., Article XIIID)
EXHIBIT A
City of Pleasanton | Stormwater System Management Plan | PWD 25.601 | PAGE 26 LISTENING PHASE:
In thisinitial phase, early conceptsfor system needs and revenue mechanisms are presented to trusted stakeholders for their input and feedback. This helps the City broaden its perspective and develop a work product that aligns with the community’s priorities. It also enables the City to create a robust messaging program to better engage the broader community.
EDUCATION PHASE:
This phase occurs after the City Council has approved
the rate structure and the City’s storm drain system
goals and objectives. During this phase, the rate
structure and message components are well developed
and communicated to the public.
and statutes. The timing of the ordinance is also variable. Some cities introduce an ordinance prior to the ballot proceeding, making the ordinance part of the voter approval process. However, this raises questions about the City Council’s ability to make administrative changeslater without voter approval. Another option is to adopt the ordinance after the rate balloting is successful.
The design of the official notice, ballot, and supporting informational items and mailers is one of the most important elements of a successful ballot outcome. SCI will utilize its unmatched expertise and successful track record to design these items, including a clear and concise explanation of the reason for the stormwater fee, while meeting all legal requirements.
BALLOT PRINTING AND MAILING | After finalizing the designs of the notices and ballots, SCI will oversee the printing, addressing, and mailing of the notices and ballot packets. This work will be performed by our reliable mail house partner, Admail West, a printing and mailing firm with industry‐leading experience in registered voter elections and mail ballot proceedings. Throughout the noticing and balloting periods, SCI will also field and respond to property owners’ inquiriesreceived by the City, research and confirm new owners not reflected on the official county property ownership records, and issue replacement ballots upon request.
TABULATION | Tabulation is required by law to be done either by an impartial third party (which the City Clerk is defined to be) or in public view. SCI proposes that City staff perform the manual work of the tabulation efforts using its proven bar scan technology under the direction of the City Clerk and with the help of SCI.
Further, we recommend conducting the tabulation process in a room accessible to the public in order to avoid any appearance of impropriety.
Deliverable(s): Management of noticing and balloting process | Designing, printing, mailing of fee notices (approx. 30,000) | Designing, printing, mailing of ballot packets (approx. 30,000) | Staff training and support | Four (4) City Council Meetings Task 10.5 – Non-Advocacy Community Engagement
The Wood Rodgers team firmly believes in integrating the community’s voice early and often through the following two phases:
Building on insights from the survey, the Wood Rodgers Team will support stakeholder and public messaging, informational and educational outreach strategies, and property owner informationalservices. Our firm’sinformational outreach efforts will extend through the ballot proceeding, ensuring property owners are well‐informed about the ballot process and proposed services/ improvementsin their area prior to ballot mailing. We recognize the importance of crafting straightforward, transparent message components backed by detailed and substantive information. Establishing credibility is paramount in these outreach endeavors.
DEVELOP COMMUNICATION INFRASTRUCTURE | The Wood Rodgers Team will meticulously assess and enhance potential communication infrastructure. Collaborating with City staff, we will evaluate and coordinate existing channels such as stakeholder contacts, print media, website, social media, print publications, neighborhood groups, and newsletters. We will prioritize and integrate these methods appropriately. Additionally, we will review email contacts with HOA and neighborhood leaders, along with platformslike Nextdoor.com. We will establish a schedule for community stakeholder meetings and willset deadlinesfor local group newsletters. Our extensive experience hasshown that effective communication mechanismsfor thisinfrastructure are often small‐scale, local, and neighborhood‐focused, and emphasize personal interaction or face‐to‐face engagement. While not costly, this approach requires a substantial effort and proves highly effective when executed well.
DEVELOP COMMUNICATION MESSAGING | The development of messaging and supporting information will be an iterative processinvolving City staff, the Wood Rodgers Team, and members of the public. Throughout this phase, the Wood Rodgers Team will
EXHIBIT A
City of Pleasanton | Stormwater System Management Plan | PWD 25.601 | PAGE 27 analyze and refine messaging related to storm drain infrastructure. We will draft various communications, including website content, Frequently Asked Questions (FAQ) documents, camera‐ready mailers and brochures, PowerPoint presentations, emails, scripts, and other adaptable messages
COMMUNICATIONS ROLLOUT AND IMPLEMENTATION | Once the outreach plan is well‐vetted, reviewed, and refined, the Wood Rodgers Team will coordinate the rollout and implementation of the plan. The Wood Rodgers Team will provide preparation assistance and support for City staff at each step along the way and we can be available to attend selected meetings. We will also develop detailed rates and parcel data for selected stakeholders (e.g., Chamber of Commerce, school districts, and large landowners).
Deliverable(s): Outreach Action Plan | Draft messaging documents, updated as needed | Curation of Stakeholder list and meeting schedules | Five (5) Community/Stakeholder Meetings | (Printing and mailing of any outreach materials is excluded) Task 10.6 – First-Year Levy Submittal and Administration If the stormwater fee is approved by participating property owners, the Wood Rodgers Team shall prepare the property database, levy, ownership information, and other data required for the levy administration services for the first levy year. These services include obtaining the final lien‐date assessor’s roll and property data for the first levy year; updating the assessment to account for development, parcel subdivisions, ownership, and other property changes; preparing the final assessment levies; and submitting the final assessments and assessment diagram to the County Tax Collector(s). In addition, our property‐owner inquiry line will be added to tax bills so that we can respond directly to property‐owner inquiries throughout the fiscal year on behalf of the City.
If property owners question their fee, the Wood Rodgers Team will research the property attributes used to determine the fee. If necessary, we will revise the fee and process a revision to the tax bill and levy roll. Actual revisions are not expected to be significant, but some owners may question their fee after receiving their tax bill. In addition, if fees proposed for public agencies cannot be collected through the County Tax Collector(s), the Wood Rodgers Team shall prepare and manage the mailing of manual bills to public agencies and the subsequent collection of their fees.
Deliverable(s): First‐year levies | Property‐owner inquiring response services | Manual billing of public parcels Task 10.7 – Grant Funding Opportunities
Grant funding provides financial resourcesto public agencies in a cost‐sharing partnership to finance administration, design services, Grant funding provides financial resourcesto public agencies in a cost‐sharing partnership to finance administration, design services, and construction of capital improvement projects for public safety and benefits. Wood Rodgers has resources and experience to support stormwater management and flood control grants.
Wood Rodgers has a successful track record in supporting public agencies to acquire grant funding for much‐needed capital improvement projects. Wood Rodgers has successfully supported the public agencies in the Bay Area and Central Valley to obtain more than $70 million in flood mitigation grant funds.
Wood Rodgers proposes to identify up to two improvement projects that are competitive in grant applications and to develop sufficient technical data to support future grant applications (not included in this proposal).
Flood mitigation grants provide funds to local agencies for stormwater management and flood control improvement projects. Many grants are multi‐benefit, providing fundsfor projectsthat provide water quality benefits and flood risk reduction. Federal and states grants are available through agencies such as the California Department of Water Resources, the California State Water Resources Control Board, and the US Environmental Protection Agency. For successful applications, local agencies generally have to submit competitive applicationsthat identify project benefits, conceptual costs, and a favorable benefit‐cost ratio (BCR). Wood Rodgers will develop anticipated flood damages for the deficient drainage systems, 10% design plans, and the associated improvement capital costs to support future grant applications (not included in this proposal). With this information, Wood Rodgers will identify and recommend the most competitive improvement projects for future grant application considerations. We will develop BCR analysesfor the projectsto determine the cost‐ effectiveness and grant application competitiveness.
Deliverable(s): 10% design plans | Capital costs | Benefit‐cost ratio analysis for one improvement project\.
Task 10.8 – Community Engagement Support
Wood Rodgers and our team members, Dailey Strategies and RPA, have extensive experience working with public agencies to plan,
EXHIBIT A
City of Pleasanton | Stormwater System Management Plan | PWD 25.601 | PAGE 28 implement, and manage municipal communications and public outreach campaigns successfully. Below are recommended and suggested activities based on the activities discussed and Wood Rodgers’ proposed scope of work including:
Key Messages and Proof Points ‐ Craft key messages about the City’s efforts. These messages are essential to create consistency in outreach materials and activities. In addition, we will include proof points, which are the facts that make the message valid and relevant. This document streamlines all outreach materials and provides a long‐term resource for communicating with your target audiences.
Target Audiences ‐ A list of primary target audiences will be considered. These audiences will help frame the key messages and public outreach methods selected. The City has a wide variety of audiences, including:
Customers
City Council
City Commissions
City Advisory Groups
Staff
Elected Representatives
County Representatives
Chamber of Commerce & Local Businesses
Community Groups
Developers
Contractors & Other Related Project Partners
Homeowner/Property Owner Associations
Youth
Collateral Materials ‐ Our team can create various professionally designed materials. These materials can be distributed in person, by mail, online, email, or text message. Examples include:
Outreach Flyers
Project Fact Sheets
Construction Notices
Print/E‐Newsletter Articles & Graphics
Bill Inserts
Notice of Intent Postings
Public Notices
Door Hangars
Lobby Brochures
Event Display Boards
Community Meetings ‐ Assist Wood Rodgers in planning and hosting three to five community meetings. Areas of support include identifying locations, creating promotional materials such as a social media post and flyer, organizing event logistics, developing presentation materials and talking points, and display boards, as needed.
These meetings can be held in person at a City facility, community group meetings, or virtually. Virtual meetings can be conducted live in a webinar format with attendees or recorded to be posted online for viewing at any time.
Webpage and Updates ‐ Create a proposed layout and copy for suggested subpages or news items on the City’s website related to the Stormwater System and Management Plan. All content will be written in simplified language and designed to be interactive and informative. This includes illustrative maps, hotlines, contact information, photos, project information, and links to other relevant information, including City actions, related legislation, compliance requirements, project documents, collateral materials, City Council meeting updates, etc.
Research & Development ‐ Our team has extensive experience working with opinion research firms to conduct qualitative and quantitative research, such as focus groups or community polling, to inform communications and outreach initiatives. For example, this research can assist in the development of effective messaging by audience type, identifying appropriate outreach channels,
and/or project and policy development. In addition, we can develop informal, online survey tools for the City to gather casual feedback and insight from the community using tools such as Survey Monkey, Qualtrics, or Google Forms. For example, developing a dedicated storm drainage hotspot reporting system to identify community flooding concerns and drainage facility failures to inform the development of the Stormwater System Management Plan. Lastly, we recognize the importance of analyzing and using existing City research information from tools such as FlashVote or past community surveys to better inform strategic communication outreach tools and programs.
Social Media Campaigns, Ads, and Posts ‐ Develop ongoing posts related to the City’s existing stormwater system, related topics such as storm watch and sandbag offerings in the community, and planned improvement projects as part of the Stormwater System Management Plan. This includes creating social media visuals and content with suggested posting dates for City staff. These will be readily available and organized in Canva, an online graphic design service, for ease of use by staff. Posts will include various types and visuals, including stationery designs, before and after photos, drone footage, time‐lapses, community polls, stories, reels, and videos, based on what is available. Social media posts are not created equal, meaning these designs and content will be customized for the
EXHIBIT A
City of Pleasanton | Stormwater System Management Plan | PWD 25.601 | PAGE 29 City’s various social media platforms based on the target audiences and objectives of the projects.
Deliverable(s): Key Messages and Proof Points, Target Audiences, Collateral Materials, Community Meetings, Webpage and Updates, Research & Development, Social Media Campaigns, Ads, and Posts
EXHIBIT A
City of Pleasanton 9/8/2025
Prin Eng II
Prin EngI
Senior Eng
II
Sr. Env.
PlannerI
Project Eng
II
Project
Env.
PlannerI
Engineer II
Assistant
GIS
Senior GISI
Project
Coord.
Subtotal
Reimbursa
bles
Subtotal
Subtotal
Subtotal
Subtotal Total
Quantity Unit 360 $ $315 $ 295 $ 285 $ 265 $ 250 $ 240 $ 200 $285 $190 Task 1. Project Management
Task 1.1 Project Administration 36 month 36 54 144 108 36 $107,910 $15,955 $1,596 $125,461Task 1.2 Coordination Tasks 36 month 9 36 72 $35,820 $35,820 Task 1.3 Community Engagement Meetings and Council Presentations 10 meetings 40 40 120 $56,200 $56,200 Subtotal: 45 130 256 228 36 $199,930 $15,955 $1,596 $217,481 Task 2. Data Gathering/Field Verification
Task 2.1 Kickoff Meeting and Project Overview 3 3 4 $2,890 $2,890 Task 2.2 Interviews/Informational Exchange 5 interviews/ visits 10 10 10 $8,750 $8,750 Task 2.3 Data Collection and Review 16 20 30 $18,140 $18,140 Task 2.4 Geodatabase Refinement 8 16 16 40 $22,480 $22,480Task 2.5 Desktop Asset Inventory 10 mi 5 20 50 10 $22,325 $22,325 Task 2.6 Inspection, Survey and Inventory 90 structure 16 135 90 90 16 $89,025 $5,000 $500 $500 $95,025 Additional 90 structure 16 135 90 90 16 $89,025 $5,000 $500 $500 $95,025 Subtotal: 74 339 14 276 180 82 $252,635 $10,000 $1,000 $1,000 $264,635 Task 3. Hydraulic Model Development/Capacity Evaluation Task 3.1 Catchments and Hydrologic Parameters 70 mi 35 35 70 140 16 $78,060 $78,060 Task 3.2 Hydraulic 1D and 2D Models 70 mi pipe 35 35 105 245 70 $127,925 $127,925 30 mi channel 8 15 60 150 $58,845 $58,845
Task 3.3 Regional GI Modeling 2 site 10 10 40 20 $21,500 $21,500 Task 3.4 5 site 4 90 10 10 $29,510 $29,510
2 gages 4 12 20 $10,100 $40,000 $4,000 $54,100
Task 3.5 4 gages 16 24 80 32 $41,000 $41,000
Task 3.6 Design Storms and Boundary Conditions 6 12 12 $8,310 $8,310 Task 3.7 Capacity Deficiencies 4 4 12 26 $11,860 $11,860 Subtotal: 122 147 477 635 10 86 $387,110 $40,000 $4,000 $431,110 Task 4. System Condition Assessment
Task 4.1 Storm Drain Assessment 90 structure 8 45 45 $26,595 $26,595 Additional 90 structure 8 45 45 $26,595 $26,595
Task 4.2 Green Infrastructure Assessment 8 $2,520 $25,520 $2,552 $30,592 Task 4.3 Maintenance, Rehabilitation and Replacement Plan 23 project 8 45 45 4 $27,355 $27,355 Additional 23 project 8 45 45 4 $27,355 $27,355
Subtotal: 40 180 180 8 $110,420 $25,520 $2,552 $138,492 Task 5. Development of a Capital Improvement Plan
Task 5.1 Risk for Capacity and Condition Deficiencies 5 system 8 16 $7,240 $7,240 Task 5.2 Improvement Alternatives and Costs 5 system 4 50 50 125 150 $101,065 $101,065 Task 5.3 Benefit Cost Analysis and Improvement Prioritization 4 8 12 50 12 $23,630 $23,630 Subtotal: 8 66 78 175 162 $131,935 $131,935
Task 6. Maintenance and Inspection Plan
Storm Drain System 4 40 60 $27,460 $27,460
4 30 60 $24,510 $24,5104 60 30 $26,160 $26,160
Green Infrastructure Devices 8 $2,520 $25,420 $2,542 $30,482 Environmental Permitting Assessment 4 16 60 20 $26,520 $26,520 Subtotal: 24 130 16 60 150 20 $107,170 $25,420 $2,542 $135,132 Task 7. Regulatory Assessments and Master Plan Updates Approach Task 7.1 General $10,135 $1,014 $11,149Task 7.2 Permit Planning $38,424 $3,842 $42,266 Regional GSI Concept Design 2 project $20,000 $2,000 $22,000 Subtotal: $68,559 $6,856 $75,415
Task 8. Financial Analysis and Plan
16 $5,040 $40,300 $4,030 $49,370
Subtotal: 16 $5,040 $40,300 $4,030 $49,370
Task 9. Stormwater System Management Plan Report
20 100 80 40 80 20 40 $105,400 $2,637 $264 $108,301
Subtotal: 20 100 80 40 80 20 40 $105,400 $2,637 $264 $108,301 Task 10. Revenue Generation
Task 10.1 Preliminary Rate Recommendations $7,400 $740 $8,140 Task 10.2 Public Opinion Research and Mailed Survey $9,840 $36,240 $3,624 $39,864 Task 10.3 Stormwater Property‐Related Fee Report 16 $5,040 $40,000 $4,000 $49,040 Task 10.4 Implementation Assistance $81,900 $104,200 $10,420 $114,620 Task 10.5 Non‐Advocacy Community Engagement $5,400 $41,600 $4,160 $45,760 Task 10.6 First‐Year Levy Submittal and Administration $14,700 $1,470 $16,170 Task 10.7 Grant Funding Opportunity 1 project 2 16 100 8 $31,630 $31,630 Task 10.8 Community Engagement Support 8 8 $4,880 $40,250 $4,025 $49,155 Subtotal: 26 24 100 8 $41,550 $97,140 $244,140 $40,250 $28,439 $354,379 Total with Optional Tasks 73 598 1,234 16 934 60 1,583 190 216 84 $1,341,190 $97,140 $284,440 $138,091 $40,250 $50,000 $51,278 $1,000 $1,906,249 Pump StationOpen Channel & Detention Ponds
HWM Chalking and Calibration
Pipe Gage
Stream Gage Data Review and Calibration
WR Mark
Up 10%
Reimbursa
bles
Stormwater System Management Plan Wood Rodgers, Inc.
Wood Rodgers, Inc. SCI Geosyntec Dailey/ Rojas Traffic Control/ CCTV/ Gage Contractors
EXHIBIT “B”
OAKLAND FEE SCHEDULE
CLASSIFICATION STANDARD RATE
Principal Engineer/Geologist/Surveyor/Planner/GIS/LA* II $360 Principal Engineer/Geologist/Surveyor/Planner/GIS/LA* I $315 Senior Engineer/Geologist/Surveyor/Planner/GIS/LA* II $295 Senior Engineer/Geologist/Surveyor/Planner/GIS/LA* I $285 Project Engineer/Geologist/Surveyor/Planner/GIS/LA* II $265 Project Engineer/Geologist/Surveyor/Planner/GIS/LA* I $250 Engineer/Geologist/Surveyor/Planner/GIS/LA* II $240
Engineer/Geologist/Surveyor/Planner/GIS/LA* I $230
Assistant Engineer/Geologist/Surveyor/Planner/GIS/LA* $200 Designer $105
Senior CAD Technician/Graphics Designer II $220
Senior CAD Technician/Graphics Designer I $205
CAD Technician/Graphics Designer $180
Project Coordinator $190
Administrative Assistant $170
Construction Manager $360
1 Person Survey Crew $260
2 Person Survey Crew $370
3 Person Survey Crew $470
Consultants, Outside Services, Materials & Direct Charges Cost Plus 10% Overtime Work, Expert Witness Testimony and Preparation Rate Plus 50% *LA = Landscape Architect
Blueprints, reproductions, and outside graphic services will be charged at vendor invoice. Auto mileage will be charged at the IRS standard rate, currently 67 cents per mile.
Fee Schedule subject to change January 1, 2026.
Item #9
CITY COUNCIL AGENDA REPORT
October 7, 2025
Public Works - Engineering Division
TITLE: AUTHORIZE THE CITY MANAGER TO ENTER INTO A PROFESSIONAL
SERVICES AGREEMENT WITH PARK PLANET FOR THE ANNUAL
PLAYGROUND RENOVATIONS PROJECT, CIP NO. 25745 TO RENOVATE THE PLAYGROUND AT MOLLER PARK IN THE AMOUNT NOT TO EXCEED $166,251 (INCLUDING A PROJECT CONTINGENCY OF $16,625)
SUMMARY
The Annual Playground Renovations Project, CIP No. 25745, will renovate the playground at Moller Park, and includes the design, fabrication, and installation of play equipment for the playground. The project was advertised as a Request for Qualifications in March 2025, and the consultant was chosen in April based on their qualifications. Community outreach was conducted in May and the community input was incorporated into the final design under the agreement. The project initially included the playgrounds at Del Prado Park, but considering the city’s budget challenges, staff determined not to move forward with the park’s playground renovations at this time. Staff recommends the City Council approve a professional services agreement with Park Planet for the not-to-exceed amount of $166,251 for playground renovations at Moller Park.
RECOMMENDATION
1. Authorize the City Manager to enter into a professional services agreement with Park Planet for the Annual Playground Renovations Project, CIP No. 25745 to renovate the playground at Moller Park in the not-to-exceed amount of $166,251 (including a project contingency of $16,625)
2. Authorize the Director of Public Works or designee to approve and execute amendments to the agreement with Park Planet for an amount not to exceed $16,625 (approximately 10 percent of the agreement amount).
3. Authorize the return of $365,956 of the remaining project funding to the fund balance in the Parks CIP - General Fund (Fund 221) for future eligible projects.
BACKGROUND
Staff routinely inspects the playground equipment in all City parks to determine which play equipment needs maintenance or replacement. These inspections are performed by the City's certified playground safety inspectors (CPSI). As part of the review, the CPSI considers the physical condition and age of the equipment, safety and accessibility concerns, and the availability of replacement parts. Based on the inspections for the last two-year Capital Improvement Program (CIP) work plan, the City identified that the playgrounds at Moller Park and Del Prado Park were most in need of replacement. The playgrounds at both Moller Park (Moller) and Del Prado Park (Del Prado) are currently some of the oldest playgrounds in the City’s inventory with chipping paint, rusted materials, and cracking in the equipment. Three
pieces of equipment at Del Prado have already failed and been removed, although staff was able to replace two of them. Some of the decks and rails at Moller are rusting through and staff have temporarily repaired them. Additionally, the plastic slide at Moller has started to crack and the plastic equipment at Del Prado is showing signs of UV degradation.
Based on the available playground renovation budget of $550,000, staff recommended renovating the Del Prado and Moller playgrounds to the Parks and Recreation Commission at their meeting on February 13, 2025. The Parks and Recreation Commission recommended proceeding with the renovation of the Del Prado and Moller playgrounds with the request that more accessible features, such as rubber surfacing, be incorporated into the designs.
The City issued a Request for Qualifications (RFQ) for the playground renovation. The RFQ was advertised on March 14, 2025. The City received five qualification packages on April 30 from the following vendors:
• MRC Recreation
• Park Planet
• Ross Recreation
• Specified Play Equipment Company
• Zoom Recreation
The City’s selection committee selected Park Planet for the Del Prado and Moller playgrounds based on the quality of design, the amount of equipment proposed for the money available, and the capabilities of the company as reflected in the qualification package.
DISCUSSION
After receiving public input, staff met again with Park Planet to determine the best way to incorporate the comments from the public while minimizing impacts to the project cost. Staff and the consultant were able to accommodate almost all of the requests by rotating the play equipment for better access and play.
Due to budget constraints, both playgrounds were prioritized and the damaged equipment at Del Prado was replaced instead of the planned complete renovation that was included in this project. The replacement of the damaged equipment is a temporary solution, and the playground will still need to be renovated in the future. The final concept for the Moller Park playground which incorporates the public input is shown in Attachment 1.
The professional services agreement with Park Planet, as shown in Attachment 2, totals $166,251, which includes the final design per public input, fabrication and installation of the play equipment, and associated engineered wood fiber and poured-in-place rubber surfacing (PIP) installation. Staff recommends that City Council approve the agreement with Park Planet.
If approved, the equipment will be fabricated and then installed in Winter or Spring 2026.
EQUITY AND SUSTAINABILITY
Approval of this action advances the Climate Action Plan (CAP 2.0) in Transportation and Land Use by providing greater park accessibility for all users.
OUTREACH
The public outreach for the playgrounds included sending out notification cards to all tenants and property owners within 300 feet of Del Prado and Moller Parks, advertising the playground renovation outreach meetings on the City’s social media, and posting signs at both parks regarding the proposed playground renovation and inviting attendance for public meetings held on site on Saturday, May 10, 2025.
Approximately two dozen people attended the on-site outreach meeting at Del Prado, and about a dozen people attended the Moller outreach meeting. Of the attendees, approximately half were children.
The primary comments the City received regarding the playgrounds are summarized here:
Del Prado
• Provide a tube slide (or partial tube slide) as a replacement for one of the slides • Prefer the light blue option
• Provide rubber surfacing to the special swing and/or the spinner • Incorporate a monkey bar somewhere
• Include shade
• Retain the existing concrete slide
Moller
• Incorporate a monkey bar/twirly bar somewhere
• Add a steering wheel panel to the tower
• Include the playful series sensory panels
• Use a colorful color palette for the play equipment
• Include shade
STRATEGIC PLAN ALIGNMENT
Approval of this action advances the Citywide ONE Pleasanton strategic plan goal of Investing in Our Environment, Strategy 1 – Implement the four-year Capital Improvement Program (CIP) to complete design and construction of budgeted capital projects, and Strategy 7 – Continue to invest in parks, bicycle, and pedestrian infrastructure, and public art to improve traffic safety, promote climate resilience, and increase equitable access to cultural and recreational opportunities.
FISCAL IMPACT
There is $550,000 in funding for the Annual Playground Renovations Project, CIP No. 25745, to renovate playgrounds. The total anticipated expenditures for renovation of the Moller Park playground are $184,044 (including project advertisement, agreement amount, and a roughly 10 percent project contingency), and return to fund balance $365,956 for future eligible projects as outlined in Attachment 3.
Prepared by: Submitted by: Approved by:
Adam Nelkie, Assistant Dir.
of Public Works -
Engineering
Siew-Chin Yeong, Director of Public
Works
Gerry Beaudin, City
Manager
Attachments:
1. Playground Concept Plans
2. Professional Services Agreement with Park Planet
3. Financial Expenditure Summary
94'-638"
95'-0 516"
77'-458"
78'-534"
Del Prado Park - Upper Age Group
Approx. 6,447 SQFT
Approx. 319 LF
PIP Surfacing Approx. 79 SQFT
PIP Surfacing Approx. 35 LF
Del Prado Park - Lower Age Group
Approx. 3,878 SQFT
Approx. 265 LF
PIP Surfacing Approx. 202 SQFT
PIP Surfacing Approx. 125 LF
Existing Sand Box
Approx. 315 SQFTApprox. 71 LF
Existing Concrete
Hill Slide + Use Zone
Approx. 9' x 13'
(estimated size and location only)
N
PIP Surfacing
Approx. 121 SQFT
Approx. 44 LF
PIP Surfacing
Approx. 79 SQFTApprox. 35 LF
PIP Surfacing
Approx. 81 SQFTApprox. 35 LF
40'
Moller Park
Approx. 1,257 SQFT
Approx. 126 LF
N
PIP Surfacing
Approx. 213 SQFT
Approx. 65 LF
PROFESSIONAL SERVICES AGREEMENT
THIS PROFESSIONAL SERVICES AGREEMENT (“Agreement”) is entered into this 19th day of August 2025, between the CITY OF PLEASANTON, a municipal corporation (“City”), and Park Planet, a corporation, whose address is 415 Elm Street, Red Bluff, CA, and telephone number is (877) 743-7619, (“Consultant”).
RECITALS
A. Consultant is qualified to and experienced in providing play apparatus design, supply, and installation services for the purposes specified in this Agreement.
B. City finds it necessary and advisable to use the services of the Consultant for the purposes provided in this Agreement.
NOW THEREFORE, in consideration of the mutual covenants and conditions in this Agreement, City and Consultant agree as follows:
1. Consultant’s Services. Subject to the terms and conditions set forth in this Agreement, Consultant shall provide to City the services described in Exhibit A. Consultant shall provide said services at that time, place and in the manner specified in Exhibit A.
2. City Assistance, Facilities, Equipment and Clerical Support. Except as set forth in Exhibit A, Consultant shall, at its sole cost and expense, furnish all facilities and equipment that may be required for furnishing services pursuant to this Agreement. City shall furnish to Consultant only the facilities and equipment listed in Exhibit A according to the terms and conditions set forth in Exhibit A.
3. Term. This contract shall commence on the date written above and shall expire on June 30, 2026.
4. Compensation.
a. Payment: City shall pay Consultant for services rendered pursuant to this Agreement as described more particularly in Exhibit A. The payments shall be made on a monthly basis upon receipt and approval of Consultant’s invoice. Total compensation for services and reimbursement for costs shall not exceed $166,250.48.
i. Invoices submitted to City must contain a brief description of work performed, time used and City reference number. Payment shall be made within thirty (30) days of receipt of Consultant’s invoice and approved by City. ii. Upon completion of work and acceptance by City, Consultant shall have sixty (60) days in which to submit final invoicing for payment. An extension may be
granted by City upon receiving a written request thirty (30) days in advance of said time limitation. The City shall have no obligation or liability to pay any invoice for work performed which the Consultant fails or neglects to submit within sixty (60) days, or any extension thereof granted by the City, after the work is accepted by the City.
b. Prevailing Wages for Installation Work. Consultant acknowledges that the work to install the replacement play apparatus at Del Prado and Moller Parks, described in the Request for Qualifications & Proposals (RFQ/P) Design, Supply and Installation of Replacement Play Apparatus for Del Prado and Moller Parks (the “Installation Work”), is subject to the payment of prevailing wages. No less than the general prevailing rate of per diem wages, and not less than the general prevailing rate of per diem wages for holidays and overtime work, for each craft, classification or type of worker needed to execute the Installation Work under this Agreement shall be paid to all workers, laborers and mechanics employed in the execution of the Installation Work by the Contractor or any subcontractor doing or contracting to do all or any part of the Installation Work. Contractor or any subcontractor doing or contracting to do all or any part of the Installation Work shall post at each job site a copy of the prevailing rate of per diem wages.
To the extent applicable, for the Installation Work the Contractor or any subcontractor doing or contracting to do all or any part of the Installation Work 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 certification, 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 Contractor 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 Installation Work done under the Agreement by it or by any subcontractor under Contractor.
5. Sufficiency of Consultant’s Work. All work product and all other documents prepared by Consultant shall be adequate and sufficient to meet the purposes for which they are prepared.
6. Ownership of Work. All work product and all other documents completed or partially completed by Consultant in the performance of this Agreement shall become the property of the City. All materials shall be delivered to the City upon completion or termination of the work under this Agreement. If any materials are lost, damaged or destroyed before final delivery to the City, the Consultant shall replace them at its own expense. Any and all copyrightable subject matter in all materials is hereby assigned to the City and the Consultant agrees to execute any additional documents that may be necessary to evidence such assignment. Consultant shall keep materials confidential. Materials shall not be used for purposes other than performance of services under this Agreement and shall not be disclosed to anyone not connected with these services, unless the City provides prior written consent.
7. Changes. City may request changes in the scope of services to be provided by Consultant.
Any changes and related fees shall be mutually agreed upon between the parties and subject to a written amendment to this Agreement.
8. Consultant’s Status. In performing the obligations set forth in this Agreement, Consultant shall have the status of an independent contractor and Consultant shall not be considered to be an
employee of the City for any purpose. All persons working for or under the direction of Consultant are its agents and employees and are not agents or employees of City.
9. Termination for Convenience of City. The City may terminate this Agreement at any time by mailing a notice in writing to Consultant. The Agreement shall then be deemed terminated, and no further work shall be performed by Consultant. If the Agreement is so terminated, the Consultant shall be paid for that percentage of the work actually completed at the time the notice of termination is received.
10. Non-Assignability. The Consultant shall not assign, sublet, or transfer this Agreement or any interest or obligation in the Agreement without the prior written consent of the City, and then only upon such terms and conditions as City may set forth in writing. Consultant shall be solely responsible for reimbursing subcontractors.
11. Indemnity and Hold Harmless. Consultant shall defend, indemnify, and hold harmless, the City and its officers, agents and employees from and against all claims, losses, damage, injury, and liability for damages arising from, or alleged to have arisen from, errors, omissions, negligent or wrongful acts of the Consultant in the performance of its services under this Agreement, regardless of whether the City has reviewed or approved the work or services which has given rise to the claim, loss, damage, injury or liability for damages. This indemnification shall extend for a reasonable period of time after completion of the project as well as during the period of actual performance of services under this Agreement. The City’s acceptance of the insurance certificates required under this Agreement does not relieve the Consultant from its obligation under this paragraph.
12. Insurance. During the term of this Agreement, Consultant shall maintain in full force and effect, at its own cost and expense, insurance coverages with insurers with an A.M. Best’s rating of no less than A:VII. Contractor shall have the obligation to furnish City, as additional insured, the minimum coverages identified below, or such greater or broader coverage for City, if available in the Contractor’s policies:
a. General Liability and Bodily Injury Insurance. Commercial general liability insurance with limits of at least $2,000,000 combined limit for bodily injury and property damage that provides that the City, its officers, employees and agents are named as additional insureds under the policy as evidenced by an additional insured endorsement satisfactory to the City Attorney.
The policy shall state in writing either on the Certificate of Insurance or attached rider that this insurance will operate as primary insurance for work performed by Consultant and its subconsultants, and that no other insurance effected by City or other named insured will be called on to cover a loss.
b. Automobile Liability Insurance. Automobile liability insurance with limits not less than $2,000,000 per person/per occurrence.
c. Workers’ Compensation Insurance. Workers’ Compensation Insurance for all of Consultant’s employees, in strict compliance with State laws, including a waiver of subrogation and Employer’s Liability Insurance with limits of at least $1,000,000. d. Professional Liability Insurance. Professional liability insurance in the amount of $2,000,000.
e. Certificate of Insurance. Consultant shall file a certificate of insurance with the City prior to the City’s execution of this Agreement, and prior to engaging in any operation or activity set forth in this Agreement. The Certificate of Insurance shall provide in writing that the insurance afforded by this Certificate shall not be suspended, voided, canceled, reduced in coverage or in limits without providing notice to the City in accordance with California Insurance Code section 677.2 which requires the notice of cancellation to: 1) include the effective date of the cancellation; 2) include the reasons for the cancellation; and 3) be given at least 30 days prior to the effective date of the cancellation, except that in the case of cancellation for nonpayment of premiums or for fraud, the notice shall be given no less than 10 days prior to the effective date of the cancellation. Notice shall be sent by certified mail, return receipt requested. In addition, the insured shall provide thirty (30) days prior written notice to the City of any cancellation, suspension, reduction of coverage or in limits, or voiding of the insurance coverage required by this agreement. The City reserves the right to require complete certified copies of policies.
f. Waiver of Subrogation. The insurer agrees to waive all rights of subrogation against the City, its officers, employees and agents.
g. Defense Costs. Coverage shall be provided on a “pay on behalf of” basis, with defense costs payable in addition to policy limits. There shall be no cross liability exclusions. These provisions do not apply to Professional Liability.
h. Subcontractors. Consultant shall include all subcontractors as insured under its policies or shall furnish separate certificates and endorsements for each subcontractor. All coverages for subcontractors shall be subject to all of the requirements stated in this Agreement, including but not limited naming additional insureds.
13. Notices. All notices herein required shall be in writing and shall be sent by certified or registered mail, postage prepaid, addressed as follows:
To Consultant: Gary Kimbrough To City: Matt Gruber, Landscape Architect Park Planet City of Pleasanton
415 Elm Street P.O. Box 520
Red Bluff, CA 96080 Pleasanton, CA 94566
14. Conformance to Applicable Laws. Consultant shall comply with all applicable Federal, State, and Municipal laws, rules, and ordinances. Consultant shall not discriminate in the employment of persons or in the provision of services under this Agreement on the basis of any legally protected classification, including race, color, national origin, ancestry, sex or religion of such person.
15. Licenses, Certifications and Permits. Prior to the City’s execution of this Agreement and prior to the Consultant’s engaging in any operation or activity set forth in this Agreement, Consultant shall obtain a City of Pleasanton business license, which must be kept in effect during the term of this Agreement. Consultant covenants that it has obtained all certificates, licenses, permits and the like required to perform the services under this Agreement.
16. Records and Audits. Consultant shall maintain all records regarding this Agreement and the services performed for a period of three years from the date that final payment is made. At any time during normal business hours, the records shall be made available to the City to inspect and audit.
17. Confidentiality. Consultant shall exercise reasonable precautions to prevent the unauthorized disclosure and use of City reports, information or conclusions.
18. Conflicts of Interest. Consultant covenants that other than this Agreement, Consultant has no financial interest with any official, employee or other representative of the City. Consultant and its principals do not have any financial interest in real property, sources of income or investment that would be affected in any manner of degree by the performance of Consultant’s services under this Agreement. If such an interest arises, Consultant will immediately notify the City.
19. Waiver. In the event either City or Consultant at any time waive any breach of this Agreement by the other, such waiver shall not constitute a waiver of any other or succeeding breach of this Agreement, whether of the same or of any other covenant, condition or obligation.
20. Governing Law. California law shall govern any legal action pursuant to this Agreement with venue in the applicable court or forum for Alameda County.
21. No Personal Liability. No official or employee of City shall be personally liable to Consultant in the event of any default or breach by the City or for any amount due Consultant.
22. Exhibits. All exhibits referred to herein are attached hereto and are by this reference incorporated herein.
23. Counterparts and Electronic Signatures. This Agreement may be executed in multiple counterparts, each of which shall be an original and all of which together shall constitute one agreement. Counterparts may be delivered via facsimile, electronic mail (including pdf or any electronic signature complying with U.S. federal E-Sign Act of 2000 (15 U.S. Code §7001 et seq.), California Uniform Electronic Transactions Act (Cal. Civil Code §1633.1 et seq.), or other applicable law) or other transmission method, and any counterpart so delivered shall be deemed to have been duly and validly delivered and be valid and effective for all purposes.
24. Scope of Agreement. This writing constitutes the entire Agreement between the parties.
Any modification to the Agreement shall be in writing and signed by both parties.
25. Bond. A contractor’s bond for labor and materials for the work shall be required for the project per the attached Exhibit.
THIS AGREEMENT executed the date and year first above written.
CITY OF PLEASANTON CONSULTANT
__________________________ By: __________________________
Gerry Beaudin, City Manager Signature
ATTEST: __________________________
Print name
__________________________
Jocelyn Kwong, City Clerk Its: __________________________ Title
Approved as to form:
_____________________________ By: __________________________ Daniel G. Sodergren, City Attorney Signature
__________________________
Print name
Its: __________________________
Title
[If Consultant is a corporation, signatures must comply with California Corporations Code §313] Rev. 11/23
Park Planet
a Division of Park Associates, Inc.
415 Elm Street
Red Bluff CA 96080
Quote# Q25-3753
Del Prado Park & Moller Park
Parks Combined
Bill To: Quote Date: 08/21/2025
City of Pleasanton
Pleasanton CA 94566
United States
Quote Expires: 09/20/2025
Terms: Net 30dys / Shipment
Quote Total: $166,250.48
Contact Name Contact Phone Contact Email Sales Rep Sales Rep Email Matt Gruber +19257368176 ext.
214
[email protected] Gary A Kimbrough [email protected] Description Vendor Qty Rate Amount
MOLLER PARK 5-12 AREA
PR-R5
Playground Structure Round 5" Steel System
SN: R50A81D7A
Playcraft Systems, Inc 1 $73,888.00 $73,888.00
PR-R5
Playground Structure Round 5" Steel System
SN: R50EABA7A
Playcraft Systems, Inc 1 $6,556.00 $6,556.00
A2-1306
5-12 Age Appropriate Sign (Roto)
Playcraft Systems, Inc 1 $453.00 $453.00
Calypso - (Green Post -With Inground Mount Kit)
Playcraft Systems, Inc 1 $3,148.00 $3,148.00
DISCOUNT
Park Planet Discount
Park Planet Discount
Park Associates dba PARK PLANET 1 ($12,606.75) ($12,606.75)
FREIGHT
PCF
Playcraft Freight
**PlayCraft shipping pallet dimensions can reach upwards of 4'W x 8'H x 18'L and will be delivered on a 53' dry-van WITHOUT a liftgate. Offloading is the CUSTOMER'S
responsibility and is NOT included in shipping costs. (2) Forklifts or (1) Forklift with extended forks and a capacity of greater than 5,000lbs will be required to offload the pallet(s).
Please discuss offloading options with an Park Planet
representative PRIOR to placing an order.
Playcraft Systems, Inc 1 $6,667.00 $6,667.00
Installation by Park Associates Inc.
CA - Lic# 959805 DIR# PW-LR-1000423561
Wage Rate: Prevailing
Installation assumes normal digging conditions with standard bobcat & auger. Bobcat & concrete truck access required.
Park Planet
a Division of Park Associates, Inc.
415 Elm Street
Red Bluff CA 96080
Quote# Q25-3753
Del Prado Park & Moller Park
Parks Combined
Description Vendor Qty Rate Amount
MOLLER PARK INSTALL
Install
Temp Fencing
Sierra Play Partners (V) 1 $2,667.00 $2,667.00
Install
Portable Restroom and Wash Station
Sierra Play Partners (V) 1 $1,000.00 $1,000.00
Install
Installation of Playground Equipment
Sierra Play Partners (V) 1 $48,467.00 $48,467.00
Install
Demo and Disposal of Existing Playground Equipment
Sierra Play Partners (V) 1 $3,733.00 $3,733.00
Install
Demo & Disposal of Existing EWF
Sierra Play Partners (V) 1 $1,600.00 $1,600.00
Install
Supply and Blow-In of Approx 50CY of Wood Fiber
Sierra Play Partners (V) 1 $3,667.00 $3,667.00
Install
Removal and Discposal of Spoils
Sierra Play Partners (V) 1 $2,000.00 $2,000.00
Installation of Partial PIP Sections Going Up to the Transfer Station And The Sensory Wall
1 $8,000.00
Install
Expansion of PiP Surfacing, Per Plan. Approx. 649sqft, 143lnft Sierra Play Partners (V) 1 $4,286.00 $4,286.00
Install
Removal of Existing Non-Compliant Concrete Ramp
Sierra Play Partners (V) 1 $2,143.00 $2,143.00
Custom Message: Optional Per sqft PIP Pad Expansion cost, not to exceed $34 per sqft, including PIP and Base Rock prep/installation.
BOND
Payment & Performance Bond - *Subject to surety approval Park Associates dba PARK PLANET 1 $3,259.81 $3,259.81
Park Planet
a Division of Park Associates, Inc.
415 Elm Street
Red Bluff CA 96080
Quote# Q25-3753
Del Prado Park & Moller Park
Parks Combined
Description Vendor Qty Rate Amount
IF APPLICABLE:
1. Park Planet installers are not signatory to any unions and will not sign any PLA for the installation of the playground or special playground surfacing. The following supply and/or installation estimates do not include signing a PLA or paying any union labor or fees. All of the labor quoted herein will need to be excluded from a PLA agreement and union labor requirement waived by the purchasing agency, owner or
District.
2. Skilled & Trained Workforce: If this project is a Lease LeaseBack, or Design-Build Project, or a contract that triggers the Skilled and Trained Workforce requirements for a Public Works project, please contact Park Planet immediately. The
Following estimate for equipment and/or labor does NOT
include such compliance. Park Planet and their subcontractors will NOT comply with Skilled and Trained Workforce labor and reporting. Park Planet's portion of work (and our
subcontractor's work) will need to fall within an exception or waiver to the Skilled and Trained Workforce requirements or our estimate will not be valid.
EXCLUSIONS
Location/Marking of utility, plumbing and irrigation lines Dumpster for trash and packaging materials
Offloading and storage of equipment
Moving equipment from storage site to construction site Site preparation not specifically stated
Drainage Consideration
Inspections, material testing, or applicable permits and fees Removal of obstacles in access route
Landscape/Hardscape repair based on access route
Cleaning of structure(s) is excluded unless otherwise stated Site security
Bonding or Special Insurance - fees may apply if required By signing below, you acknowledge and agree to our
Contract; Exclusions, Conditions & Payment Terms, which are to be included in, and supersede any additional contracts or sub-contract agreements made separately based on this
"Estimate". Unless otherwise specified above we Exclude Responsibility for: additional mobilizations due to delays or layout conflicts, conditions unforeseen and/or not disclosed at time of estimate, repairing unmarked underground utilities and pipes. Site Conditions Prior to Installation: Grades; stable, compacted, & workable (rough grade to be taken + or - one tenth of one inch), adequate access to work site provided for workmen, materials, tools & equipment. Quote assumes all labor to be completed without interruption.
Subtotal $158,928.06
Tax Total (%) $7,322.42
Total $166,250.48
Park Planet
a Division of Park Associates, Inc.
415 Elm Street
Red Bluff CA 96080
Quote# Q25-3753
Del Prado Park & Moller Park
Parks Combined
A PURCHASE ORDER OR SIGNED CHANGE ORDER MUST BE RECEIVED BEFORE ADDITIONAL EQUIPMENT, INSTALLATION, OR SERVICES CAN PROCEED. IF PAYING BY CREDIT CARD, A SURCHARGE WILL BE ASSESSED ON PAYMENT AMOUNT FOR 3.5% VISA/MC OR 5% AMEX.
Printed Name:__________________________________________ Title:_________________________________ Authorized Signature: __________________________________________ Date:______________________________ **Purchasing agent who is authorized to enter into binding agreement for quoted entity. **By signing this quote, I have read and agree to the quote Terms & Conditions listed below, on the following page.
Park Planet
a Division of Park Associates, Inc.
415 Elm Street
Red Bluff CA 96080
Quote# Q25-3753
Del Prado Park & Moller Park
Parks Combined
TERMS & CONDITIONS
1. General NotesAssembly, Installation and Offloading NOT included unless otherwise noted.
Payment and Performance bonds, Builder’s Risk and special insurance NOT included unless stated and quoted.
Customer responsible for quantities and model numbers. Revised quote needed if quantities revised.
2. Payment / OrderingCredit terms specific to each customer. See terms in upper right corner of Park Planet quotes..
Purchase orders or purchase contracts are needed to order. If none available, a signed Park Planet quote may be used in lieu of a formal PO.
All past due accounts subject to 1 ½ % monthly finance charge. In the event legal action is required to effect collection, venue shall be Red Bluff, CA.
3. Shipping / UnloadingShipped by Common Carrier – Customer will need 2 to 4 people to unload. Liftgate NOT included unless quoted. Items will be boxed and / or stretch wrapped to pallets and customer is responsible for offloading. Delivery Drivers do NOT unload.
IMPORTANT: Customer is responsible for receiving and checking quantities and condition at time of delivery Please note any shortages or damages on delivery copy.
Notwithstanding anything to the contrary in any Contract Documents, Customer understands that estimated shipment times for materials are an estimate only.
We have no control over shipment dates. We thus make no guarantee to Owner or Customer regarding the projected shipment dates for materials and shall not be liable for any loss caused by the timing of shipments.
4. Engineered Wood Fiber
Customer to provide access for Engineered Wood Fiber delivery with tractor truck and 53’ trailer.
Compaction of the Engineered Wood Fiber is NOT included in the installation cost, if desired, please request an updated proposal.
5. General Notes for Purchased Installation
Installation does NOT include ground preparation, excavation, safety surfacing, and/or safety surfacing borders, prep work, flat work, grading, rerouting of water, electric, drainage or sprinkler lines unless otherwise noted in the proposal.
Demo of existing equipment or safety surfacing is NOT included unless otherwise stated in the proposal.
ROCK CLAUSE: Pricing is based on normal soil conditions which would allow an auger on a tractor to dig footings. If rocks/boulders interfere with the progress of the excavation, additional fees may apply.
ACCESS CLAUSE: Installation based on clear access to area. Crane service is NOT included. Customer to provide access for bobcat to work area, bobcat will be provided by the installer. Minimum access shall be 7’ wide and 7’ high. If adequate access is not provided additional charges may apply and repairs to landscape and irrigation may be required. Customer is responsible for any repairs to landscape if proper access is not provided.
UTILITY CLAUSE: Unless stated in writing in the quote proposal, installation does not include marking of utilities by Dig Alert or other similar entities. Customer can, however, call Dig Alert directly. Dig Alert CANNOT locate any private lines, PVC or plastic water lines. Installation does NOT include repair or relocating any underground utilities, such as drainage, irrigation, live water lines, main low voltage lines, gas, electrical, communication, or sewer etc.
Customers responsibility to provide locations of any utilities prior to commencement of work.
Customer is responsible for all landscape repairs such as, but not limited to damaged trees, bushes, lawn, curbing, sidewalks and/or asphalt paving caused by materials truck and/or 2ton bobcat needed to complete project.
6. Temporary Fencing
Security guards and/or temporary fencing to prevent injuries, vandalism and/or accidental damage to install area or to the rubberized surface while it sets is NOT included unless noted on quote. If desired, the installers can put up caution tape, but Temporary Fencing is recommended. Although the fencing, if provided, is intended to provide this security, the overall security of the property is ultimately the responsibility of customer. We are not responsible for any vandalism or injuries even with the provision of the fencing.
7. ADA Access
Play Equipment MUST be installed over an impact absorbing surface such as ADA compliant Engineered Wood Fiber or Rubber Surfacing. If not quoted, please call for details.
This area is NOT ADA compliant without the installation of compliant surfacing and an accessible route up to and into the playground area. Please call for details.
8. Poured in Place Rubber Surfacing
Rubber Surfacing cannot be installed during extreme weather conditions and may not be installed if rain or frost is forecasted during 48-72 hr. cure time. 24 Hour Manned Security is NOT included in Park Planet quotes.
9. Shade Shelters (non DSA)
Shade Shelter installation price EXCLUDES – unless otherwise stated in this quote engineering, drawings, calculations, permits, permit submittal, site plans, special inspections, soil reports, impact fees, special assessment fees. Customer is responsible for any and all of these items if required by the City/County.
PLEASE NOTE: Shade Orders are NOT released into production until permit is issued! Shade Shelter installation price EXCLUDES concrete pad, footings, masonry columns, electrical wiring and lights unless otherwise noted.
10. Shade Shelters (DSA)
Fabrication cannot begin until AFTER DSA approval by your architect DSA in-plant Welding Inspector to be hired by the School District. Welding Inspector fee has NOT been quoted.
School District / Architect responsible for submission of plans to DSA for DSA approval Pricing does NOT include footings, steel cages, anchor bolts, or erecting of shade shelter unless otherwise noted.
11. Prevailing Wages – assumed and quoted unless specifically excluded due to private works.
Park Planet does not meet the Skilled & Trained Workforce Requirements and will not participate in same. Park Planet will not sign any PLA's for Union Work and is not signatory to any unions.
LABOR AND MATERIAL BOND
WHEREAS, the City of Pleasanton, State of California, and Park Planet (hereinafter designated as "principal") have entered into an agreement whereby principal agrees to install and complete certain designated public improvements, which agreement, dated June 17, 2025, and identified as the Design, Supply and Installation of Replacement Play Apparatus for Del Prado and Moller Parks, CIP Project No. 25745, is hereby referred to and made a part hereof, and WHEREAS, under the terms of said agreement, principal is required before entering upon the performance of the work, to file a good and sufficient payment bond with the City of Pleasanton to secure the claims to which reference is made in Title 3 (commencing with Section 9000) of Part 6 of Division 4 of the Civil Code of the State of California.
NOW, THEREFORE, said principal and the undersigned, as corporate surety, are held firmly bound unto the City of Pleasanton and all contractors, subcontractors, laborers, material suppliers, and other persons employed in the performance of the aforesaid agreement and referred to in the aforesaid Civil Code in the sum of ______________________________dollars ($___________), for materials furnished or labor thereon of any kind, or for amounts due under the Unemployment Insurance Act with respect to this work or labor, that said surety will pay the same in an amount not exceeding the amount hereinabove set forth, and also in case suit is brought upon this bond, will pay, in addition to the face amount thereof, costs and reasonable expenses and fees, including reasonable attorney's fees, incurred by City in successfully enforcing this obligation, to be awarded and fixed by the court, and to be taxed as costs and to be included in the judgment therein rendered.
It is hereby expressly stipulated and agreed that this bond shall insure to the benefit of any and all persons, companies and corporations entitled to file claims under Title 3 (commencing with Section 9000) of Part 6 of Division 4 of the Civil Code, so as to give a right of action to them or their assigns in any suit brought upon this bond.
Should the condition of this bond be fully performed, then this obligation shall become null and void; otherwise it shall be and remain in full force and effect.
The surety hereby stipulates and agrees that no change, extension of time, alteration or addition to the terms of said agreement or the specifications accompanying the same shall in any manner affect its obligations on this bond, and it does hereby waive notice of any such change, extension, alteration or addition.
IN WITNESS WHEREOF, this instrument has been duly executed by the principal and surety on the date set forth above.
Principal Surety
By: By: ______________
(Signature of Principal and Surety must be notarized)
ATTACHMENT 3
Project Funding to Date Amount Totals
2024-2025 CIP Allocation (Fund 221 - Park CIP) $550,000
TOTAL PROJECT FUNDING
Project Expenditures (to-date)
Advertising $1,168
Total Project Expenditures to Date $1,168
Anticipated Project Expenditures
Park Planet - Construction Contract $166,251
Project Contingency (approximately 10%) $16,625
Total Anticipated Project Expenditures $182,876
TOTAL PROJECT EXPENDITURES $184,044
Funding Balance/ (Shortfall)
Current Balance $365,956
$550,000
CIP NO. 25745
ANNUAL PLAYGROUND RENOVATIONS PROJECT
10/07/25
Item #13
CITY COUNCIL AGENDA REPORT
October 7, 2025
Public Works - Utilities Division
TITLE: PUBLIC HEARING: ADOPT RESOLUTIONS TO AMEND THE MASTER FEE
SCHEDULE FOR WATER RATES AND CONNECTION FEES AND SEWER
RATES, EFFECTIVE JANUARY 1, 2026
SUMMARY
In September 2024, the City contracted with Water Resources Economics, LLC (WRE) to perform a comprehensive water rate study to establish cost-based, fair, and legally defensible rates and connection fees to support the long-term financial sustainability of the City's water program. The proposed water rates and connection fee schedules are included in the 2025 Water Rate Study report and the Proposition 218 Public Hearing Notice. The impact on customer bills is discussed in the Discussion section of this agenda report.
Per Proposition 218, the City must notify all customers of record of proposed changes to water rates and hold a public hearing to consider adoption. If a majority of customers submit a formal written protest, the proposed rate changes cannot be adopted. If a majority of formal written protests are not received, the City Council may adopt the proposed changes, but is not obligated to do so. The City mailed its Proposition 218 Public Hearing Notice to all customers on August 1, 2025, with a public hearing date set for October 7, 2025. In addition to proposed water rates, the notice included a proposed annual Consumer Price Index (CPI) increase for sewer rates. Later this year, the City will conduct a sewer rate study to determine any necessary rate adjustments moving forward to meet the City's sewer collection system needs.
Although the proposed changes to the water connection fees are not subject to Proposition 218 public notification and hearing requirements, they have been included for informational purposes.
RECOMMENDATION
1. Hold a public hearing to consider proposed water and sewer rates.
2. Adopt resolutions to amend the Master Fee Schedule for water rates and connection fees and sewer rates, effective January 1, 2026
BACKGROUND
The City provides water service to its customers for residential, commercial, industrial, and irrigation type uses. In November 2022, the City elected to discontinue using its groundwater supply wells because of the presence of per- and polyfluoroalkyl substances (PFAS) at concentrations above the upcoming regulatory requirements. Since tha time, the City has purchased 100 percent of its potable water supply from the Zone 7 Water Agency (Zone 7).
The City purchases its recycled water supply from the Dublin San Ramon Services District (DSRSD)- East Bay Municipal Utility District (EBMUD) Recycled Water Authority (DERWA) and the City of Livermore. The City owns, operates, and maintains distribution systems that
deliver this purchased water to its customers.
In 2023, the City Council approved a two-year water rate increase of 30 percent, effective January 2024, and 12 percent, effective January 2025, to maintain adequate funding for shortterm operations and maintenance of its water systems and to replenish the reserves to City Council-approved levels. Subsequently, in 2024, the City Council approved the Water System Management Plan (WSMP), which identified a 20-year Capital Improvement Program (CIP) and long-term operations and maintenance strategies. The WSMP serves as the foundation for the financial needs of the water program moving forward. In 2024, the City also contracted with Water Resources Economics, LLC (WRE) to perform a water rate study to establish costbased, fair, and legally defensible rates and connection fees to support the long-term financial sustainability of the City's water program.
To recommend new water rates and connection fees, the City followed a multiple-step process that complies with Proposition 218 and incorporates policy direction from the City Council:
1. Financial Plan - In March 2025, the City Council approved a water system financial plan prepared by WRE, which included implementing the enhanced CIP delivery model from the WSMP. The financial plan recommended revenue increases of 15 percent for the first two years and 8 percent for the following two years and issuance of $35 million of debt to fund near-term capital improvements.
2. Cost-of-Service - In May 2025, WRE performed a cost-of-service analysis to allocate the revenue requirements determined as part of the financial plan among the different customer classes. The City Council approved the recommended rate structure, which included uniform consumption-based variable charges for all customer classes (as opposed to tiered) to be consistent with recent legal rulings that require strict proportionality of water charges to reflect the actual cost of service. The recommended rate structure also included Zone 7's fixed costs being 100 percent recovered as passthrough fixed charges to customers (as opposed to a portion of Zone 7's fixed costs recovered as variable charges) to reduce financial risk to the water program in periods of reduced water demand.
3. Drought Rates - In June 2025, WRE analyzed drought rates, which are consumptionbased surcharges that can be implemented during water shortage emergencies to maintain the City’s financial position. The City Council approved the recommended rate structure, which includes a usage allotment that is exempt from the drought rate charges every bi-monthly billing period for all customers of 8 centum cubic feet (ccf).
The allotment accounts for the difficulty of reducing low-end usage during water shortage emergencies but encourages reducing high-end usage to meet needed conservation targets.
4. Connection Fees – In June 2025, WRE also performed an analysis of connection fees, which are one-time capital fees assessed against new developments to recover the proportional share of capital facility investment to be constructed or previously constructed to accommodate growth. The City Council approved the hybrid method for connection fee calculations, which is typically used for water systems like the City that have some capacity available to serve new growth but also require some additional expansion.
5. Water Rate Study Report – In July 2025, WRE prepared the 2025 Water Rate Study report (see Attachment 1) to document the proposed rate development process and demonstrate a sufficient nexus between the costs incurred by the City to provide water
service and the rates charged to customers. The report was accepted by City Council and included proposed potable and recycled water rate schedules for calendar years 2026 through 2029, a drought rate schedule for calendar years 2026 through 2029, and water connection fees for 2026 that will be annually increased by the Consumer Price Index (CPI).
6. Proposition 218 Public Hearing Notice – Proposition 218 requires that the City notify all customers of record of proposed changes to the water rates no fewer than 45 days prior to holding a public hearing to adopt the rates. The Proposition 218 Public Hearing Notice, which was approved by the City Council, (see Attachment 2) was mailed on August 1, 2025, with the public hearing set for October 7, 2025. Included in the notice is an annual CPI increase for sewer rates, effective January 1, 2026. Later this year, the City will conduct a sewer rate study to determine any necessary rate adjustments moving forward to meet the City’s sewer collection system needs. Although the proposed changes to the water connection fees are not subject to Proposition 218 public notification and hearing requirements, they have been included for informational purposes.
DISCUSSION
Customer Bill Impacts
The proposed four-year potable water, recycled water, and drought rate schedules and connection fee schedule can be viewed in both the 2025 Water Rate Study report and the Proposition 218 Public Hearing Notice. Impacts of these new schedules on overall customer bills are summarized below.
Potable Water Rates - The potable water rates are made up of two components: (1) City fixed and variable charges for delivery of water to customers and (2) Zone 7 fixed and variable charges, which are passthrough costs collected by the City to cover the costs for water supply purchases. The Zone 7 proposed rates assume a 5 percent increase each year; however, the rates are subject to change based on actual costs set by Zone 7. Table 1 below shows the impacts of the proposed combined potable water rates on bills for single-family customers with a 5/8-inch meter (the most common customer) at various levels of bi-monthly usage. Figures 1, 2, and 3 below compare the proposed bi-monthly bills for low, average, and high usage versus the current bills for nearby agencies that also rely on imported water from Zone 7.
Recycled Water Rates – The Table 2 below shows the impacts of the proposed recycled water rates on bills for customers with a 1-1/2-inch meter (the most common customer) at various levels of bimonthly usage.
Drought Rates – The Figures 4 and 5 below illustrate the impacts of the proposed drought rates for a single-family customer with a 5/8-inch meter with average usage of 24 ccf every two months under Stage 2 and 3 drought emergencies (the most common customer under the most likely drought conditions). Under both stages, the customer will receive additional charges due to the drought surcharge. However, if they reduce their usage according to the stage requirements, they will have a lower bi-monthly bill.
Water Connection Fee Impacts – The Figure 6 below shows the current and proposed water
connection fees on an equivalent meter unit basis relative to the connection fees of other nearby agencies that also import water from Zone 7.
Water and Sewer Rate Setting Process
Increases in property-related charges are subject to provisions of Proposition 218 that mandate public involvement in the rate-setting process. In addition, City Ordinance No. 2292 establishes procedures whereby a ratepayer must exhaust all administrative remedies to contest a new or increased charge for that ratepayer to be eligible to bring a contesting lawsuit. The process for this water and sewer rate setting process is as follows:
1. City Council receives background on proposed water and sewer rates. o Refer to City Council Meetings on March 4, 2025, May 6, 2025, June 3, 2025, and July 15, 2025.
2. City Council authorizes issuance of Proposition 218 Public Hearing Notice to all customers.
o See Attachment 2 for Proposition 218 Public Hearing Notice authorized by City Council on July 15, 2025.
3. City mails Proposition 218 Public Hearing Notice to all customers no less than 45 days prior to the public hearing.
o Proposition 218 Public Hearing Notice was mailed on August 1, 2025, and a public hearing date was set for October 7, 2205.
4. City posts information on the water and sewer rates, including the 2025 Water Rate Study report, on the City’s website.
o Refer to PleasantonWater.com/Rates.
5. City Clerk receives valid written protests. Valid written protests can be received up to the end of the public comment period at the public hearing. If valid written protests are received for a majority of properties served by the City, the City is prohibited from implementing rate increases.
o Refer to Attachment 3 for a summary of valid written protests received as of the preparation deadline for this agenda report.
6. The City provides written responses to valid written protests for City Council consideration at the public hearing. The City Council may adjourn the public hearing to another date if necessary to respond to written comments received after the agenda is posted.
o Refer to Attachment 3 for City responses to valid written protests received as of the preparation deadline for this agenda report.
7. City Council holds a public hearing to consider adopting resolutions to amend the Master Fee Schedule for water rates and connection fees and sewer rates effective January 1, 2026.
o Refer to Attachments 4 and 5 for the resolutions to amend the Master Fee Schedule.
EQUITY AND SUSTAINABILITY
As a full-service municipality, the City provides a wide range of services and programs to meet the needs of all community members, including water supply and delivery. Setting reasonable water rates supports the fiscal sustainability of the City's water enterprise fund.
OUTREACH
The City has proactively shared information on water activities and conducted the following activities to promote collaboration and transparency:
• Pleasanton Water Open House
• "Let's Talk Water" Questionnaire
• Press Releases
• Pleasanton Pipeline Newsletter
• Social Media Posts on Water Wednesdays
• Updated Pleasanton Water Webpages
• Online Portal, Bills Messages, and Notices
The City also engaged the Pleasanton Water Advisory Group (PWAG) to provide input and feedback on the rate and connection fee process. The PWAG consists of members who reflect a broad spectrum of community interests and perspectives.
STRATEGIC PLAN ALIGNMENT
Approval of this action advances the ONE Pleasanton strategic plan goal of Funding our Future, Strategy 3 - Evaluate and update enterprise revenue sources, including utility rates, and connection and user fees to address growth and meet current needs.
FISCAL IMPACT
This item has no fiscal impact at this time. Staff will propose necessary budget adjustments based on the results of the water rate and connection fee process for the City to consider in future budget cycles.
Prepared by: Submitted by: Approved by:
Siew-Chin Yeong, Director
of Public Works
Siew-Chin Yeong, Director of Public
Works
Gerry Beaudin, City
Manager
Attachments:
1. 2025 Water Rate Study report by WRE
2. Proposition 218 Public Hearing Notice
3. Record of Written Protests and City Responses Snapshot
4. Resolution Amending the Master Fee Schedule for Water Rates and Connection Fees
5. Resolution Amending the Master Fee Schedule for Sewer Rates
6. Presentation
City of Pleasanton
2025 Water Rate Study
Final Report – June 2025
Prepared by: Water Resources Economics, LLC
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June 27, 2025
Siew-Chin Yeong
Director of Public Works
City of Pleasanton
P.O. Box 520
Pleasanton, CA 94566
Subject: City of Pleasanton Water Rate Study Report
Dear Ms. Yeong,
Water Resources Economics, LLC (WRE) is pleased to submit this 2025 Water Rate Study Report to the City of Pleasanton (City). This report documents the results and recommendations of the City’s water rate study. The goal of the study was to develop a four-year schedule of water, recycled water rates, and drought rates that will sufficiently fund the City’s water and recycled water system expenses, allow the City to meet its financial goals within the study period, and comply with cost-of-service principles.
This study utilized industry-standard rate-setting methodology in accordance with guidelines developed by the American Water Works Association and incorporates guidance provided by the City’s Council and Pleasanton Water Advisory Group (PWAG). Our project team has a proven track record of developing fair and equitable water rates for numerous public water agencies in California over the past 25 years. We are confident in our ability to develop sound water rates that satisfy the requirements of Proposition 218.
The City’s water connection fees, which are one-time fees charged to new customers connecting to the water system, were also updated in this study based on the most up-to-date asset valuations and capacity data. The proposed connection fees have been prepared using the hybrid methodology and in accordance with the requirements of Proposition 26.
It has been a pleasure assisting the City, and we appreciate the support provided by yourself, Mr. Todd Yamello, the City Council, and other City staff during this study.
Sincerely,
Sanjay Gaur Nancy Phan
Founder / President Principal Consultant
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TABLE OF CONTENTS
1. Executive Summary .............................................................................................................1
1.1 System Overview ...................................................................................................................... 1
1.2 Rate Study Overview ................................................................................................................. 1
1.3 Legal Requirements .................................................................................................................. 2
1.4 Rate-Setting Methodology ......................................................................................................... 2
1.5 Additional Information and Disclaimers ..................................................................................... 3
1.6 Current Water Rates ................................................................................................................. 3
1.7 Financial Plan ........................................................................................................................... 4
1.8 Cost-of-Service Analysis ........................................................................................................... 8
1.9 Proposed Potable and Recycled Water Rates............................................................................. 9
1.10 Proposed Drought Rates ......................................................................................................... 14
1.11 Proposed Water Connection Fees ........................................................................................... 17
2. Financial Plan....................................................................................................................20
2.1 Financial Plan Methodology..................................................................................................... 20
2.2 Revenues................................................................................................................................ 20
2.3 Operating Expenses ................................................................................................................ 28
2.4 Debt Service ........................................................................................................................... 31
2.5 Capital Improvement Plan....................................................................................................... 31
2.6 Financial Policies.................................................................................................................... 32
2.7 Status Quo Financial Plan ....................................................................................................... 32
2.8 Proposed Financial Plan.......................................................................................................... 38
3. Potable Water Cost-of-Service............................................................................................48
3.1 Cost-of-Service Methodology .................................................................................................. 48
3.2 Revenue Requirement............................................................................................................. 48
3.3 Cost Functionalization ............................................................................................................ 49
3.4 Cost Causation Components .................................................................................................. 51
3.5 Equivalent Meter Units ............................................................................................................ 56
3.6 Allocation to Cost Components............................................................................................... 57
3.7 Unit Cost Calculation.............................................................................................................. 58
3.8 Cost-of-Service by Customer Class ......................................................................................... 60
4. Potable Water Rates ..........................................................................................................61
4.1 Rate Design Methodology........................................................................................................ 61
4.2 Proposed Changes to Rate Structure ....................................................................................... 61
4.3 Proposed Bi-Monthly Fixed Charges ........................................................................................ 62
4.4 Proposed Variable Charges ..................................................................................................... 63
4.5 Proposed Water Rate Schedule ............................................................................................... 65
4.6 Customer Impacts .................................................................................................................. 68
5. Recycled Water Cost-of-Service and Rates..........................................................................70
5.1 Cost-of-Service Methodology .................................................................................................. 70
5.2 Revenue Requirement............................................................................................................. 70
5.3 Cost Functionalization ............................................................................................................ 70
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5.4 Cost Causation Components .................................................................................................. 72
5.5 Equivalent Meter Units ............................................................................................................ 76
5.6 Allocation to Cost Components............................................................................................... 77
5.7 Unit Cost Calculation.............................................................................................................. 79
5.8 Cost-of-Service by Customer Class ......................................................................................... 80
5.9 Recycled Water Rates ............................................................................................................. 80
5.10 Proposed Bi-Monthly Fixed Charges ........................................................................................ 80
5.11 Proposed Variable Charges ..................................................................................................... 81
5.12 Proposed Recycled Water Rate Schedule ................................................................................ 82
5.13 Customer Impacts .................................................................................................................. 82
6. Drought Rates....................................................................................................................84
6.1 Drought Rate Design Methodology........................................................................................... 84
6.2 Risks Related to Water Shortages ............................................................................................ 84
6.3 Proposed Drought Rates ......................................................................................................... 84
6.4 Proposed Drought Rate Schedule ............................................................................................ 89
6.5 Customer Impacts .................................................................................................................. 90
7. Water Connection Fees......................................................................................................97
7.1 Connection Fee Overview........................................................................................................ 97
7.2 Buy-In Component.................................................................................................................. 97
7.3 Incremental Component......................................................................................................... 98
7.4 Proposed Water Connection Fees ........................................................................................... 98
7.5 Connection Fee Survey ........................................................................................................... 99
8. Appendices ..................................................................................................................... 100
8.1 Financial Plan Appendices .................................................................................................... 100
8.2 Cost-of-Service Appendices.................................................................................................. 110
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LIST OF TABLES
Table 1-1: Current Bi-Monthly Fixed Charges (Potable and Recycled) ..................................................... 4 Table 1-2: Current Combined Variable Charges ..................................................................................... 4 Table 1-3: Current Discount Programs................................................................................................... 4 Table 1-4: Current Reserve Policies....................................................................................................... 5 Table 1-5: Proposed Financial Plan Scenario ......................................................................................... 7 Table 1-6: Current and Proposed City Bi-Monthly Fixed Charges (Potable) ............................................ 10 Table 1-7: Current and Proposed Zone 7 Bi-Monthly Fixed Charges (Potable)........................................ 11 Table 1-8: Current and Proposed City and Zone 7 Variable Charges (Potable) ....................................... 11 Table 1-9: Current and Proposed Bi-Monthly Fixed Charges (Recycled)................................................. 11 Table 1-10: Current and Proposed Variable Charges (Recycled) ........................................................... 11 Table 1-11: Proposed Single Family Customer Impacts........................................................................ 12 Table 1-12: Proposed Recycled Irrigation Customer Impacts................................................................ 12 Table 1-13: Proposed Drought Rates ................................................................................................... 14 Table 1-14: Proposed Combined Variable Charges and Drought Rates ................................................. 15 Table 1-15: Proposed Single Family Customer Impacts (Stage 2 Shortage)............................................ 15 Table 1-16: Proposed Single Family Customer Impacts (Stage 3 Shortage)............................................ 16 Table 1-17: Water Connection Fee Calculation.................................................................................... 18 Table 1-18: Proposed Water Connection Fees ..................................................................................... 18 Table 2-1: Current Bi-Monthly Fixed Charges (Potable and Recycled) ................................................... 21 Table 2-2: Current Combined Variable Charges ................................................................................... 21 Table 2-3: Current Discount Programs................................................................................................. 22 Table 2-4: Effective Bi-Monthly Fixed Charges (Potable and Recycled).................................................. 22 Table 2-5: Effective Combined Variable Charges.................................................................................. 22 Table 2-6: Projected Customer Accounts ............................................................................................ 23 Table 2-7: Projected Discount Program Bills ........................................................................................ 25 Table 2-8: Projected Customer Water Usage (ccf)................................................................................ 25 Table 2-9: Projected Discount Program Usage (ccf).............................................................................. 26 Table 2-10: Calculated Rate Revenues at Current Rates....................................................................... 27 Table 2-11: Revenue Summary............................................................................................................ 28 Table 2-12: Expense Inflationary Assumptions..................................................................................... 28 Table 2-13: Calculated Potable Water Supply Costs ............................................................................ 29 Table 2-14: Expense Summary ............................................................................................................ 30 Table 2-15: Existing Debt Service......................................................................................................... 31 Table 2-16: Proposed Debt Service...................................................................................................... 31 Table 2-17: Capital Project Costs and Execution Rate .......................................................................... 32 Table 2-18: Capital Expense Summary ................................................................................................ 32 Table 2-19: Status Quo Financial Plan Scenario ................................................................................... 33 Table 2-20: Projected Potable and Recycled Cash Flows (Status Quo Financial Plan)............................ 34 Table 2-21: Projected Potable and Recycled Fund Balances (Status Quo Financial Plan)....................... 35 Table 2-22: Forecasted Potable and Recycled Financial Performance (Status Quo Financial Plan) ........ 36 Table 2-23: Proposed Water and Recycled Financial Plan Scenario ...................................................... 39 Table 2-24: Projected Potable and Recycled Cash Flows (Proposed Financial Plan) .............................. 40 Table 2-25: Projected Potable Cash Flows (Proposed Financial Plan) ................................................... 42 Table 2-26: Projected Recycled Cash Flows (Proposed Financial Plan) ................................................. 43 Table 2-27: Projected Potable and Recycled Fund Balances (Proposed Financial Plan) ......................... 44
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Table 2-28: Forecasted Potable and Recycled Financial Performance (Proposed Financial Plan)........... 45 Table 3-1: FY 2025 Potable Revenue Requirement ............................................................................... 49 Table 3-2: Operating Costs by System Functions ................................................................................. 50 Table 3-3: Capital Assets by System Functions .................................................................................... 50 Table 3-4: Revenue Offsets by System Functions ................................................................................. 51 Table 3-5: System Function Allocation to Cost Components ................................................................ 52 Table 3-6: Operating Allocation by Cost Component............................................................................ 53 Table 3-7: Capital Allocation by Cost Component................................................................................ 54 Table 3-8: Revenue Offset Allocation by Cost Component.................................................................... 55 Table 3-9: Equivalent Meter Units........................................................................................................ 56 Table 3-10: Cost-of-Service Allocation by Cost Component (Preliminary, General) ............................... 57 Table 3-11: Cost-of-Service Allocation by Cost Component (Final)....................................................... 58 Table 3-12: Units of Service Definitions................................................................................................ 58 Table 3-13: Unit Cost by Cost Component........................................................................................... 59 Table 3-14: Cost-of-Service Allocation by Cost Component and Customer Class ................................. 60 Table 4-1: Zone 7 Fixed Supply Cost .................................................................................................... 62 Table 4-2: Revenue Neutral Bi-Monthly Fixed Charges.......................................................................... 62 Table 4-3: Proposed Bi-Monthly Fixed Charges after Adjustment.......................................................... 63 Table 4-4: Zone 7 Variable Supply Unit Cost......................................................................................... 63 Table 4-5: Revenue Neutral Variable Charges ...................................................................................... 64 Table 4-6: Proposed Variable Charges after Adjustment....................................................................... 64 Table 4-7: Proposed Revenue Adjustments.......................................................................................... 65 Table 4-8: Proposed Bi-Monthly Fixed Charges (City and Zone 7 Combined) ......................................... 65 Table 4-9: Proposed Variable Charges (City and Zone 7 Combined) ...................................................... 65 Table 4-10: Zone 7 Fixed Charge Split Calculation................................................................................ 66 Table 4-11: Zone 7 Variable Charge Split Calculation ........................................................................... 66 Table 4-12: Proposed City Bi-Monthly Fixed Charges............................................................................ 67 Table 4-13: Proposed Zone 7 Bi-Monthly Fixed Charges........................................................................ 67 Table 4-14: Proposed City and Zone 7 Variable Charges ....................................................................... 67 Table 4-15: Proposed Single Family Customer Impacts........................................................................ 68 Table 5-1: FY 2025 Recycled Revenue Requirement ............................................................................. 70 Table 5-2: Recycled Operating Costs by System Functions................................................................... 71 Table 5-3: Recycled Capital Assets by System Functions ..................................................................... 72 Table 5-4: Recycled Revenue Offsets by System Functions .................................................................. 72 Table 5-5: Recycled System Function Allocation to Cost Components.................................................. 73 Table 5-6: Recycled Operating Allocation by Cost Component ............................................................. 73 Table 5-7: Recycled Capital Allocation by Cost Component ................................................................. 74 Table 5-8: Recycled Revenue Offset Allocation by Cost Component..................................................... 75 Table 5-9: Equivalent Recycled Meter Units ......................................................................................... 76 Table 5-10: Recycled Cost-of-Service Allocation by Cost Component (Preliminary, General)................. 77 Table 5-11: Recycled Cost-of-Service Allocation by Cost Component (Delivery to Meter) ...................... 78 Table 5-12: Recycled Cost-of-Service Allocation by Cost Component (Final) ........................................ 79 Table 5-13: Recycled Units of Service Definitions................................................................................. 79 Table 5-14: Recycled Unit Cost by Cost Component ............................................................................ 79 Table 5-15: Recycled Cost-of-Service Allocation by Cost Component and Customer Class................... 80 Table 5-16: Revenue Neutral Recycled Bi-Monthly Fixed Charges......................................................... 80 Table 5-17: Proposed Recycled Bi-Monthly Fixed Charges After Adjustment ......................................... 81
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Table 5-18: Revenue Neutral Recycled Variable Charges...................................................................... 81 Table 5-19: Proposed Recycled Variable Charges After Adjustment...................................................... 81 Table 5-20: Proposed Recycled Revenue Adjustments ......................................................................... 82 Table 5-21: Proposed Recycled Bi-Monthly Fixed Charges.................................................................... 82 Table 5-22: Proposed Recycled Variable Charges ................................................................................ 82 Table 5-23: Proposed Recycled Irrigation Customer Impacts................................................................ 83 Table 6-1: Water Shortage Usage Exempted ........................................................................................ 85 Table 6-2: Water Usage Reductions by Stage and Customer Class ....................................................... 86 Table 6-3: Variable Revenue Loss by Stage .......................................................................................... 87 Table 6-4: Water Supply Cost Differences by Stage .............................................................................. 88 Table 6-5: Drought Costs by Stage....................................................................................................... 88 Table 6-6: Proposed Water Shortage Rates (FY 2026) ........................................................................... 89 Table 6-7: Proposed Revenue Adjustments.......................................................................................... 89 Table 6-8: Proposed Drought Rates ..................................................................................................... 90 Table 6-9: Proposed Combined Variable Charges and Drought Rates ................................................... 90 Table 6-10: Proposed Single Family Customer Impacts (Stage 1 Shortage)............................................ 90 Table 6-11: Proposed Single Family Customer Impacts (Stage 2 Shortage)............................................ 91 Table 6-12: Proposed Single Family Customer Impacts (Stage 3 Shortage)............................................ 92 Table 6-13: Proposed Single Family Customer Impacts (Stage 4 Shortage)............................................ 93 Table 6-14: Proposed Single Family Customer Impacts (Stage 5 Shortage)............................................ 94 Table 6-15: Proposed Single Family Customer Impacts (Stage 6 Shortage)............................................ 95 Table 7-1: System Value (Buy-In Component) ...................................................................................... 98 Table 7-2: System Value (Incremental Component) ............................................................................. 98 Table 7-3: Water Connection Fee Calculation...................................................................................... 98 Table 7-4: Proposed Water Connection Fees ....................................................................................... 99 Table 8-1: Revenues (Detail).............................................................................................................. 100 Table 8-2: Expenses (Detail).............................................................................................................. 101 Table 8-3: Capital Improvement Plan (CIP) (Detailed)......................................................................... 107 Table 8-4: Potable Fund Balance Projections ..................................................................................... 108 Table 8-5: Recycled Fund Balance Projections................................................................................... 109 Table 8-6: Capital Assets (Detailed)................................................................................................... 110
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LIST OF FIGURES
Figure 1-1: Projected Potable and Recycled Fund Balances (Status Quo Financial Plan).......................... 6 Figure 1-2: Projected Potable and Recycled Debt Coverage (Status Quo Financial Plan).......................... 7 Figure 1-3: Projected Potable and Recycled Fund Balances (Proposed Financial Plan)............................ 8 Figure 1-4: Projected Potable and Recycled Debt Coverage (Proposed Financial Plan)............................ 8 Figure 1-5: Bi-Monthly Water Bill at Low Usage Comparison................................................................. 13 Figure 1-6: Bi-Monthly Water Bills at Average Usage Comparison ......................................................... 13 Figure 1-7: Bi-Monthly Water Bills at Very High Usage Comparison....................................................... 14 Figure 1-8: Proposed Single Family Customer Impacts (Stage 2 Shortage) ............................................ 16 Figure 1-9: Proposed Single Family Customer Impacts (Stage 3 Shortage) ............................................ 17 Figure 1-10: Water Connection Fee Survey .......................................................................................... 19 Figure 2-1: Potable and Recycled Revenue Requirements vs. Revenues (Status Quo Financial Plan) ..... 37 Figure 2-2: Potable and Recycled Projected Debt Coverage (Status Quo Financial Plan)........................ 38 Figure 2-3: Potable and Recycled Projected Fund Balances (Status Quo Financial Plan)........................ 38 Figure 2-4: Potable and Recycled Revenue Requirements vs. Revenues (Proposed Financial Plan)........ 46 Figure 2-5: Potable and Recycled Projected Debt Coverage (Proposed Financial Plan).......................... 47 Figure 2-6: Potable and Recycled Projected Fund Balances (Proposed Financial Plan).......................... 47 Figure 4-1: Bi-Monthly Water Bill at Low Usage Comparison................................................................. 68 Figure 4-2: Bi-Monthly Water Bills at Average Usage Comparison ......................................................... 69 Figure 4-3: Bi-Monthly Water Bills at Very High Usage Comparison....................................................... 69 Figure 6-1: Proposed Single Family Customer Impacts (Stage 1 Shortage) ............................................ 91 Figure 6-2: Proposed Single Family Customer Impacts (Stage 2 Shortage) ............................................ 92 Figure 6-3: Proposed Single Family Customer Impacts (Stage 3 Shortage) ............................................ 93 Figure 6-4: Proposed Single Family Customer Impacts (Stage 4 Shortage) ............................................ 94 Figure 6-5: Proposed Single Family Customer Impacts (Stage 5 Shortage) ............................................ 95 Figure 6-6: Proposed Single Family Customer Impacts (Stage 6 Shortage) ............................................ 96 Figure 7-1: Water Connection Fee Survey ............................................................................................ 99
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1 1. EXECUTIVE SUMMARY
1.1 SYSTEM OVERVIEW
The City of Pleasanton (City) provides potable water and recycled water service to over 22,400 metered connections, which includes Single Family Residential, Multi-Family Residential, Commercial/Industrial, Potable Irrigation, and Recycled Irrigation customer classes. The City’s service area is in the Amador Valley and it a suburb in the East Bay region of the San Francisco Area, encompassing approximately 24.2 square miles.
The water system, which is owned and operated by the City, consists of three groundwater wells (projected non-operational during the study period), seven supply turnouts from Zone 7 Water Agency, 19 storage tanks, approximately 340 miles of distribution pipelines, and 14 lift stations to deliver water service to higher elevation areas.
The City’s potable water supply includes wholesale treated water from Zone 7 Water Agency via the California Delta, Del Valle Reservoir, and local groundwater basin. The City is projected to purchase 100% of its water supply over the study period from Zone 7 Water Agency to meet customer demand, although there may be some variability past the study period depending on local groundwater well recovery.
In 2016, the City started its recycled water program to install a recycled water distribution system to meet the landscaping needs of irrigation customers. The recycled system consists of distribution pipelines to facilitate delivery of recycled water to customers. The City purchases its recycled water supply from the Dublin San Ramon Services District-East Bay Municipal Utility District Recycled Water Authority (DERWA) and the City of Livermore.
1.2 RATE STUDY OVERVIEW
In 2023, the City approved a two-year emergency rate increase to stabilize funding and support critical infrastructure needs. The emergency rates, a 30% increase and a 12% increase, took effect in 2024 and 2025, respectively. In 2024, the City completed its first long-term water planning document, the Water System Management Plan (WSMP). This document identifies capital improvement and operation and maintenance needs over the next 20 years and serves as the foundation for future rate-setting and financial planning.
The City began this rate-setting process by engaging Water Resources Economics, LLC (WRE) in 2024 to conduct a comprehensive water rate study, with the following objectives:
• Evaluate a five-year financial plan scenario to meet financial targets for Fiscal Year (FY) 20251 to FY 2029
• Conduct a cost-of-service analysis based on the most recent data and customer use characteristics
• Develop a four-year potable and recycled water rate schedule from 2026 through 2029 • Develop a four-year drought rate schedule from 2026 to 2029 1 FY 2025 is the year starting July 1, 2024 and ending June 30, 2025.
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2 • Develop updated water connection fees for 2026 that will be annually increased by the Consumer Price Index (CPI).
1.3 LEGAL REQUIREMENTS2
Legal considerations relating to retail water rates in California focus heavily on Proposition 218, which was enacted in 1996 and is now reflected in Article XIII C and Article XIII D of the California Constitution.
Proposition 218 states that “property related fees and charges” (which include retail water rates) may not exceed the proportional cost of providing the service to the customer and may not be used for any purpose other than providing said service. The practical implication is that public retail water agencies in California must demonstrate a sufficient nexus between the costs incurred by the agency to provide water service, and the rates charged to customers. The primary means by which retail water agencies address this requirement is by conducting a “cost-of-service analysis.” Proposition 218 also affects the rate adoption process by requiring agencies to hold a public hearing to adopt rates. The agency must mail public hearing notices to all customers no fewer than 45 days prior to the public hearing. The public hearing notices must clearly show all proposed rate changes, provide information on the public hearing date/time/location, and provide instructions on how customers may protest the proposed rate changes.
If a majority of customers submit a protest, the proposed rate changes cannot be adopted.
Water connection fees are regulated under Proposition 26, which was approved by voters in 2010 and amended provisions of Article XIII A and Article XIII C of the California Constitution. Proposition 26 defines what types of charges are considered a “tax” (which is subject to a two-thirds voter approval) and are not considered as such. Based on the definitions provided by Proposition 26, “a charge imposed for a specific benefit conferred or privilege granted directly to the payor that is not provided to those not charged, and which does not exceed the reasonable costs to the local government conferring the benefit or granting the privilege” and “a charge imposed for a specific government service or product provided directly to the payor that is not provided to those not charged, and which does not exceed the reasonable costs to the local government of providing the service or product” are not considered “taxes.” As such, water connection fees are not taxes and do not require two-thirds voter approval. However, the calculation of connection fees must follow cost-of-service principles to prove that the fees charged do not exceed the reasonable costs of connecting new customers to the City’s existing water system.
1.4 RATE-SETTING METHODOLOGY
This study was conducted using industry-standard methodology outlined by the American Water Works Association (AWWA) in its Manual of Water Supply Practices M1: Principles of Water Rates, Fees and Charges, Seventh Edition (M1 Manual). The rate study process includes the following steps:
1. Financial Plan: Annual revenues and expenses are projected over the rate-setting period to determine the magnitude of rate increases needed to maintain financial sufficiency. Financial policies, such as reserve targets, are also evaluated and updated if necessary.
2. Cost-of-Service Analysis: Costs are allocated to customers in proportion to use of and burden on the water system. The overall goal is to establish a robust nexus between the costs incurred by an agency and the rates charged to customers, as required by Proposition 218. 2 Although this section is named “Legal Requirements” and discusses Proposition 218 and 26, WRE is not a law firm and does not provide legal advice.