Effective April 10, 2027
POSITION STEP HOURLY BI-WEEKLY MONTHLY ANNUAL
PCEA/AFSCME Local 955 Salary Schedule-Tyler Munis System 1 27.38$ 2,190.19$ 4,745.42$ 56,944.99$ 2 28.75$ 2,299.78$ 4,982.87$ 59,794.38$ 3 30.22$ 2,417.62$ 5,238.17$ 62,858.02$ 4 31.72$ 2,537.92$ 5,498.83$ 65,985.92$ 5 33.30$ 2,663.99$ 5,771.98$ 69,263.79$ SOURCE CONTROL INSPECTOR 1 50.29$ 4,023.59$ 8,717.78$ 104,613.39$ 2 52.81$ 4,224.65$ 9,153.40$ 109,840.85$ 3 55.46$ 4,436.42$ 9,612.23$ 115,346.82$ 4 58.23$ 4,658.07$ 10,092.49$ 121,109.87$ 5 61.13$ 4,890.44$ 10,595.95$ 127,151.44$ STREET MAINTENANCE WORKER I1 35.00$ 2,799.95$ 6,066.56$ 72,798.75$ 2 36.76$ 2,940.86$ 6,371.85$ 76,462.26$ 3 38.59$ 3,087.53$ 6,689.64$ 80,275.73$ 4 40.53$ 3,242.44$ 7,025.29$ 84,303.44$ 5 42.55$ 3,403.94$ 7,375.21$ 88,502.54$ 1 44.68$ 3,574.51$ 7,744.78$ 92,937.31$ 2 46.93$ 3,754.14$ 8,133.98$ 97,607.74$ 3 49.26$ 3,941.19$ 8,539.25$ 102,470.99$ 4 51.73$ 4,138.13$ 8,965.94$ 107,591.33$ 5 54.32$ 4,345.78$ 9,415.85$ 112,990.18$ 1 50.35$ 4,027.71$ 8,726.71$ 104,720.51$ 2 52.89$ 4,231.24$ 9,167.69$ 110,012.24$ 3 55.53$ 4,442.18$ 9,624.73$ 115,496.78$ 4 58.31$ 4,664.66$ 10,106.77$ 121,281.26$ 5 61.22$ 4,897.86$ 10,612.02$ 127,344.26$ STREETS SUPERVISOR 1 57.94$ 4,635.00$ 10,042.50$ 120,510.00$ 2 60.83$ 4,866.54$ 10,544.18$ 126,530.14$ 3 63.88$ 5,110.45$ 11,072.64$ 132,871.65$ 4 67.07$ 5,365.89$ 11,626.09$ 139,513.09$ 5 70.42$ 5,633.69$ 12,206.32$ 146,475.89$ 1 50.35$ 4,027.71$ 8,726.71$ 104,720.51$ 2 52.89$ 4,231.24$ 9,167.69$ 110,012.24$ 3 55.53$ 4,442.18$ 9,624.73$ 115,496.78$ 4 58.31$ 4,664.66$ 10,106.77$ 121,281.26$ 5 61.22$ 4,897.86$ 10,612.02$ 127,344.26$
SENIOR TRANSPORTATION DRIVER
STREET MAINTENANCE WORKER II
SUPPORT SERVICES LEAD WORKER
LEAD STREET MAINTENANCE
WORKER
Effective April 10, 2027
POSITION STEP HOURLY BI-WEEKLY MONTHLY ANNUAL
PCEA/AFSCME Local 955 Salary Schedule-Tyler Munis System SUPPORT SERVICES SUPERVISOR1 57.94$ 4,635.00$ 10,042.50$ 120,510.00$ 2 60.83$ 4,866.54$ 10,544.18$ 126,530.14$ 3 63.88$ 5,110.45$ 11,072.64$ 132,871.65$ 4 67.07$ 5,365.89$ 11,626.09$ 139,513.09$ 5 70.42$ 5,633.69$ 12,206.32$ 146,475.89$ THEATRE TECHNICIAN 1 44.63$ 3,570.39$ 7,735.85$ 92,830.19$ 2 46.87$ 3,749.20$ 8,123.27$ 97,479.20$ 3 49.20$ 3,936.25$ 8,528.54$ 102,342.45$ 4 51.66$ 4,133.18$ 8,955.23$ 107,462.78$ 5 54.25$ 4,340.01$ 9,403.35$ 112,840.21$ UTILITY ASSISTANT I 1 35.10$ 2,808.19$ 6,084.42$ 73,012.99$ 2 36.86$ 2,949.10$ 6,389.71$ 76,676.50$ 3 38.70$ 3,095.77$ 6,707.50$ 80,489.97$ 4 40.64$ 3,251.50$ 7,044.93$ 84,539.10$ 5 42.68$ 3,414.66$ 7,398.42$ 88,781.06$ UTILITY ASSISTANT II 1 38.70$ 3,095.77$ 6,707.50$ 80,489.97$ 2 40.64$ 3,251.50$ 7,044.93$ 84,539.10$ 3 42.68$ 3,414.66$ 7,398.42$ 88,781.06$ 4 44.81$ 3,584.40$ 7,766.20$ 93,194.40$ 5 47.04$ 3,763.21$ 8,153.62$ 97,843.41$ SENIOR UTILITY ASSISTANT 1 40.64$ 3,251.50$ 7,044.93$ 84,539.10$ 2 42.68$ 3,414.66$ 7,398.42$ 88,781.06$ 3 44.82$ 3,585.22$ 7,767.99$ 93,215.82$ 4 47.05$ 3,764.03$ 8,155.40$ 97,864.83$ 5 49.42$ 3,953.55$ 8,566.03$ 102,792.35$ UTILITY BILLING ASSISTANT 1 38.70$ 3,095.77$ 6,707.50$ 80,489.97$ 2 40.64$ 3,251.50$ 7,044.93$ 84,539.10$ 3 42.68$ 3,414.66$ 7,398.42$ 88,781.06$ 4 44.81$ 3,584.40$ 7,766.20$ 93,194.40$ 5 47.04$ 3,763.21$ 8,153.62$ 97,843.41$ UTILITY BILLING SUPERVISOR 1 50.06$ 4,004.64$ 8,676.72$ 104,120.64$ 2 52.58$ 4,206.52$ 9,114.13$ 109,369.52$ 3 55.21$ 4,416.64$ 9,569.39$ 114,832.64$ 4 57.99$ 4,639.12$ 10,051.43$ 120,617.12$ 5 60.85$ 4,868.19$ 10,547.75$ 126,572.99$
Effective April 10, 2027
POSITION STEP HOURLY BI-WEEKLY MONTHLY ANNUAL
PCEA/AFSCME Local 955 Salary Schedule-Tyler Munis System UTILITIES SYSTEM OPERATOR I 1 42.56$ 3,404.77$ 7,377.00$ 88,523.97$ 2 44.70$ 3,576.16$ 7,748.35$ 92,980.16$ 3 46.95$ 3,755.79$ 8,137.55$ 97,650.59$ 4 49.29$ 3,942.84$ 8,542.82$ 102,513.84$ 5 51.74$ 4,138.95$ 8,967.73$ 107,612.75$ UTILITIES SYSTEM OPERATOR II1 51.05$ 4,083.74$ 8,848.11$ 106,177.34$ 2 53.61$ 4,288.92$ 9,292.66$ 111,511.92$ 3 56.31$ 4,504.81$ 9,760.42$ 117,125.01$ 4 59.11$ 4,728.94$ 10,246.03$ 122,952.34$ 5 62.07$ 4,965.42$ 10,758.42$ 129,101.02$ 1 57.65$ 4,611.93$ 9,992.51$ 119,910.13$ 2 60.53$ 4,842.65$ 10,492.40$ 125,908.85$ 3 63.57$ 5,085.73$ 11,019.08$ 132,228.93$ 4 66.74$ 5,339.52$ 11,568.96$ 138,827.52$ 5 70.08$ 5,606.50$ 12,147.41$ 145,768.90$ 1 67.29$ 5,383.19$ 11,663.58$ 139,962.99$ 2 70.66$ 5,652.64$ 12,247.39$ 146,968.64$ 3 74.22$ 5,937.74$ 12,865.11$ 154,381.34$ 4 77.91$ 6,232.74$ 13,504.26$ 162,051.14$ 5 81.80$ 6,544.21$ 14,179.12$ 170,149.41$ 1 46.92$ 3,753.32$ 8,132.19$ 97,586.32$ 2 49.25$ 3,940.37$ 8,537.46$ 102,449.57$ 3 51.73$ 4,138.13$ 8,965.94$ 107,591.33$ 4 54.32$ 4,345.78$ 9,415.85$ 112,990.18$ 5 57.04$ 4,563.31$ 9,887.18$ 118,646.11$ WATER QUALITY TECHNICIAN 1 56.02$ 4,481.74$ 9,710.43$ 116,525.14$ 2 58.84$ 4,707.51$ 10,199.61$ 122,395.31$ 3 61.78$ 4,942.35$ 10,708.43$ 128,501.15$ 4 64.85$ 5,187.90$ 11,240.46$ 134,885.50$ 5 68.10$ 5,448.29$ 11,804.62$ 141,655.49$ 1 51.93$ 4,154.61$ 9,001.65$ 108,019.81$ 2 54.53$ 4,362.26$ 9,451.55$ 113,418.66$ 3 57.26$ 4,580.62$ 9,924.67$ 119,096.02$ 4 60.12$ 4,809.69$ 10,420.99$ 125,051.89$ 5 63.13$ 5,050.30$ 10,942.31$ 131,307.70$
CHIEF UTILITIES SYSTEM OPERATOR
WATER CONSERVATION TECHNICIAN
COMMUNITY & PUBLIC RELATIONS
COORDINATOR
LEAD UTILITIES SYSTEM OPERATOR
Effective April 10, 2027
POSITION STEP HOURLY BI-WEEKLY MONTHLY ANNUAL
PCEA/AFSCME Local 955 Salary Schedule-Tyler Munis System ERP COORDINATOR-FINANCE 1 49.29$ 3,942.84$ 8,542.82$ 102,513.84$ 2 51.75$ 4,139.78$ 8,969.51$ 107,634.18$ 3 54.34$ 4,347.42$ 9,419.42$ 113,033.02$ 4 57.08$ 4,566.61$ 9,894.32$ 118,731.81$ 5 59.90$ 4,792.38$ 10,383.50$ 124,601.98$ 1 44.63$ 3,570.39$ 7,735.85$ 92,830.19$ 2 46.87$ 3,749.20$ 8,123.27$ 97,479.20$ 3 49.20$ 3,936.25$ 8,528.54$ 102,342.45$ 4 51.66$ 4,133.18$ 8,955.23$ 107,462.78$ 5 54.25$ 4,340.01$ 9,403.35$ 112,840.21$ 1 35.00$ 2,799.95$ 6,066.56$ 72,798.75$ 2 36.76$ 2,940.86$ 6,371.85$ 76,462.26$ 3 38.59$ 3,087.53$ 6,689.64$ 80,275.73$ 4 40.53$ 3,242.44$ 7,025.29$ 84,303.44$ 5 42.55$ 3,403.94$ 7,375.21$ 88,502.54$ 1 63.52$ 5,081.61$ 11,010.15$ 132,121.81$ 2 66.72$ 5,337.87$ 11,565.39$ 138,784.67$ 3 70.03$ 5,602.38$ 12,138.48$ 145,661.78$ 4 73.54$ 5,883.36$ 12,747.28$ 152,967.36$ 5 77.22$ 6,177.53$ 13,384.64$ 160,615.73$ 1 67.29$ 5,383.19$ 11,663.58$ 139,962.99$ 2 70.66$ 5,652.64$ 12,247.39$ 146,968.64$ 3 74.22$ 5,937.74$ 12,865.11$ 154,381.34$ 4 77.91$ 6,232.74$ 13,504.26$ 162,051.14$ 5 81.80$ 6,544.21$ 14,179.12$ 170,149.41$ 1 49.24$ 3,939.54$ 8,535.68$ 102,428.14$ 2 51.73$ 4,138.13$ 8,965.94$ 107,591.33$ 3 54.33$ 4,346.60$ 9,417.63$ 113,011.60$ 4 57.04$ 4,563.31$ 9,887.18$ 118,646.11$ 5 59.88$ 4,790.74$ 10,379.93$ 124,559.14$ RECYCLING COORDINATOR 1 45.63$ 3,650.32$ 7,909.03$ 94,908.32$ 2 47.93$ 3,834.07$ 8,307.16$ 99,685.87$ 3 50.31$ 4,024.42$ 8,719.57$ 104,634.82$ 4 52.82$ 4,225.47$ 9,155.19$ 109,862.27$ 5 55.48$ 4,438.06$ 9,615.81$ 115,389.66$
BUILDING MAINTENANCE WORKER-
JOURNEY LEVEL
UTILITIES SYSTEMS MAINTENANCE
SUPERVISOR
ENVIRONMENTAL SERVICES
SPECIALIST
UTILITIES MAINTENANCE WORKER
SUPERVISING SENIOR ACCOUNTANT
Item #11
CITY COUNCIL AGENDA REPORT
December 16, 2025
Human Resources
TITLE: ADOPT A RESOLUTION APPROVING THE PROPOSED PAY SCHEDULE FOR
MANAGEMENT AND CONFIDENTIAL EMPLOYEES
SUMMARY
Since management and confidential employees are not covered under a collective bargaining agreement, recommendations for adjustments to the management and confidential pay schedule are brought to the City Council for consideration. The California Code of Regulations provision implementing the California Public Employees' Retirement Law requires that a member agency's governing body adopt pay schedules for its employees. Staff recommends City Council approval of the proposed pay schedule for management and confidential employees.
RECOMMENDATION
Adopt a resolution approving the proposed pay schedule for management and confidential employees.
BACKGROUND
The management and confidential employee group comprises 80 classifications and 69 positions. Consistent with the City's practice, staff reviews compensation annually and presents recommendations to City Council.
In 2024, the group did not receive a cost-of-living increase.
DISCUSSION
Historically, two primary factors have been considered in wage adjustment discussions: market data obtained from neighboring agencies that are similar in size, and the Consumer Price Index (CPI), which reflects the general cost-of-living increase in the San Francisco-Oakland- Hayward area (approximately 2.7% in August 2024 and 2.5% in August 2025). The most recent wage adjustment for the management and confidential group took effect on September 2, 2023. Staff's recommendation of a three percent (3%) increase is consistent with market data, CPI, and the City's internal equity with labor.
A comprehensive compensation study was conducted to provide labor market analysis and an evaluation of the City's internal alignment. The results from the study indicated that twelve classifications require adjustments to the salary ranges to align with the market average for the comparable roles in our survey agencies. Based on this, staff recommends adjusting the ranges for the following classifications: Assistant City Attorney, Assistant City Manager, Assistant Director of Library and Recreation, Communications Manager, Deputy City Attorney, Deputy Community and Economic Development Director/Traffic Engineer, Deputy Fire Chief, Fire Chief, Police Captain, Police Chief, Police Lieutenant, and Recreation Manager. An adjustment to the range does not automatically result in an adjustment to individual employees’
salaries. Salary placement is determined separately, and based on factors such as qualifications, performance, internal equity, and compaction. Exhibit A of Attachment 1 represents the proposed salary ranges and control points for all management and confidential classifications.
EQUITY AND SUSTAINABILITY
This is a routine matter of City business.
OUTREACH
No outreach was conducted, as this item is a routine matter of City business.
STRATEGIC PLAN ALIGNMENT
Approval of this action advances the Citywide strategic goal of Optimizing Our Organization by continuously improving the organization’s ability to deliver quality services to the public, supporting our employees’ professional development, hiring top talent, and encouraging innovation in how we work.
FISCAL IMPACT
The financial impact of the recommended three percent (3%) increase is approximately $415,000.00 for Fiscal Year 2025/26. Sufficient funds are set aside in the budget to cover the recommended increase.
Prepared by: Submitted by: Approved by:
Sandra Williams,
Management Analyst
Xaviera Scoggins, Director of Human
Resources & Labor Relations
Gerry Beaudin, City
Manager
Attachments:
1. Resolution-Management/Confidential
2. Proposed Management and Confidential Pay Schedule
ATTACHMENT 1
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PLEASANTON
SETTING COMPENSATION AND AMENDING THE MANAGEMENT AND
CONFIDENTIAL EMPLOYEE PERFORMANCE COMPENSATION PLAN
WHEREAS, compensation for the City’s Management and Confidential employees, except the City Manager and City Attorney, is set forth in the City’s Management and Confidential Employee Compensation Plan; and
WHEREAS, staff recommends that the City Council authorize the City Manager to increase the salary control points for each Management and Confidential classification by three percent (3%).
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF PLEASANTON DOES RESOLVE, DECLARE, DETERMINE AND ORDER THE FOLLOWING:
SECTION 1. Approves a revision to the salary control point schedule, effective September 13, 2025, for Management and Confidential employees, increasing the salary control points for each Management and Confidential classification by three percent (3%), in Exhibit A.
SECTION 2. This resolution shall become effective immediately upon its passage and adoption.
PASSED, APPROVED AND ADOPTED by the City Council of the City of Pleasanton at a regular meeting held on December 16, 2025.
I, Jocelyn Kwong, City Clerk of the City of Pleasanton, California, certify that the foregoing resolution was adopted by the City Council at a regular meeting held on the 16 th day of December 2025, by the following vote:
Ayes:
Noes:
Absent:
Abstain:
Jocelyn Kwong, City Clerk
APPROVED AS TO FORM:
Daniel G. Sodergren, City Attorney
Management and Confidential Control Points
Effective September 13, 2025
EXHIBIT A
Minimum
80% of Monthly
Control Point
100% of Monthly
Control Point
Maximum
120% of Monthly
Control Point Group
Accounting Manager 9,072 11,340 13,608 Management Assistant Building Official 11,264 14,080 16,896 Management Assistant City Attorney* 14,382 17,978 21,573 Management Assistant City Manager* 17,057 21,322 25,586 Management Assistant Director of Community and Economic Development 13,251 16,564 19,877 Management Assistant Director of Finance 12,419 15,524 18,628 Management Assistant Director of Library and Recreation* 12,325 15,406 18,487 Management Assistant Director of Public Works (Operations and Maintenance) 12,079 15,098 18,118 Management Assistant Director of Public Works/City Engineer (Engineering) 12,996 16,244 19,493 Management Assistant Director of Public Works (Utilities and Environmental Services) 14,508 18,135 21,762 Management Assistant Fire Chief 15,014 18,768 22,521 Management Assistant Fire Marshal 11,455 14,319 17,183 Management Assistant to City Manager 10,791 13,489 16,186 Management Assistant Utility Superintendent 9,520 11,900 14,280 Management Business and Facilities Manager 11,622 14,527 17,433 Management Business Manager-Fire 10,791 13,489 16,187 Management Chief Building Official 13,252 16,564 19,877 Management City Clerk 12,486 15,607 18,728 Management Communications Manager* 10,465 13,082 15,698 Management Community Relations Manager/PIO 9,688 12,111 14,533 Management Construction Services Manager 10,441 13,052 15,662 Management Deputy City Attorney* 11,782 14,728 17,673 Management Deputy City Clerk 7,764 9,705 11,646 Management Deputy City Manager 14,869 18,586 22,303 Management Deputy Community and Economic Development Director/Economic Dev 13,252 16,564 19,877 Management Deputy Community and Economic Development Director/Traffic Engineer* 13,251 16,564 19,877 Management Deputy Director of Business Services 12,630 15,788 18,945 Management Deputy Fire Chief* 17,714 22,143 26,571 Management Development Services Manager 10,526 13,157 15,789 Management Director of Community and Economic Development 15,482 19,352 23,223 Management Director of Economic Development 14,761 18,452 22,142 Management Director of Engineering/City Engineer 14,761 18,452 22,142 Management Director of Finance 14,858 18,573 22,288 Management Director of Human Resources and Labor Relations 14,761 18,452 22,142 Management Director of Information Technology 14,761 18,452 22,142 Management Director of Library and Recreation 14,761 18,452 22,142 Management Director of Public Works 16,471 20,588 24,706 Management Economic Development Manager 11,336 14,170 17,004 Management Economic Development Specialist 9,072 11,340 13,608 Management Emergency Preparedness Manager 9,520 11,900 14,280 Management Emergency Services Manager 10,281 12,852 15,422 Management EMS Manager 9,686 12,107 14,529 Management Environmental Services Manager 10,441 13,051 15,662 Management Financial Services Manager/Accounting 11,291 14,113 16,936 Management Financial Services Manager/Treasury 11,291 14,113 16,936 Management Fire Chief* 19,485 24,357 29,228 Management Fire Marshal 15,014 18,767 22,521 Management Housing Division Program Manager 11,101 13,877 16,652 Management Human Resources Manager 11,676 14,595 17,514 Management Library Manager 9,520 11,900 14,280 Management Management Analyst 9,072 11,340 13,608 Management Operations & Maintenance Manager 10,982 13,728 16,473 Management Training and Emergency Services Manager 9,520 11,900 14,280 Management Parks Division Manager 10,982 13,728 16,473 Management Permit Center Manager 11,928 14,911 17,893 Management Planning Manager/Deputy Community and Economic Development Director 13,252 16,564 19,877 Management Police Captain* 15,590 19,488 23,385 Management Police Chief* 19,875 24,844 29,813 Management Police Lieutenant* 13,904 17,380 20,856 Management Police Services Commander 11,625 14,532 17,438 Management Police Support Services Manager 10,473 13,091 15,710 Management Principal Analyst 10,791 13,489 16,186 Management Recreation Manager* 9,839 12,299 14,759 Management Revenue Manager 9,072 11,340 13,608 Management Senior Civil Engineer 11,291 14,113 16,936 Management Senior Management Analyst 9,889 12,361 14,833 Management Senior Transportation Engineer 11,162 13,952 16,743 Management Special Projects Manager 12,419 15,524 18,628 Management Special Projects Manager-Finance 9,889 12,361 14,833 Management Revision Date: 12/16/2025
Effective Date: 09/13/2025
Management and Confidential Control Points
Effective September 13, 2025
EXHIBIT A
Minimum
80% of Monthly
Control Point
100% of Monthly
Control Point
Maximum
120% of Monthly
Control Point Group
Utilities Division Manager 12,455 15,568 18,682 Management Utilities Planning Manager 11,291 14,113 16,936 Management Utilities Superintendent 11,036 13,795 16,554 Management Waste and Recycling Manager 10,441 13,051 15,661 Management
Administrative Assistant 6,543 8,179 9,814 Confidential Executive Assistant 7,868 9,835 11,802 Confidential Human Resources Coordinator 7,110 8,887 10,665 Confidential Human Resources Technician 6,543 8,179 9,814 Confidential Office Assistant 5,412 6,765 8,118 Confidential Payroll Coordinator 7,110 8,887 10,665 Confidential Senior Office Assistant 5,965 7,456 8,947 Confidential *The salary range for this classification has been adjusted to align with the market average for comparable roles in survey agencies.
Classifications adjusted: Assistant City Attorney, Assistant City Manager, Assistant Director of Library and Recreation, Communications Manager, Deputy City Attorney, Deputy Community and Economic Development Director/Traffic Engineer, Deputy Fire Chief, Fire Chief, Police Captain, Police Chief, Police Lieutenant, and Recreation Manager.
Revision Date: 12/16/2025
Effective Date: 09/13/2025
Item #12
CITY COUNCIL AGENDA REPORT
December 16, 2025
Human Resources
TITLE: ADOPT A RESOLUTION APPROVING COMPENSATION FOR TEMPORARY,
PART-TIME/SEASONAL CLASSIFICATIONS AND AMENDING THE SALARY
STRUCTURE
SUMMARY
Compensation for temporary employees is established by the City of Pleasanton and reflected in the City’s publicly posted Temporary, Part-time/Seasonal Classification Salary Structure (Attachment 1). Pursuant to California Labor Code Section 1182.12(c), the state minimum wage will increase to $16.90 per hour effective January 1, 2026. Staff recommends the wage adjustments shown in Exhibit A to comply with the state-mandated minimum wage increase and maintain competitiveness in identified classifications.
RECOMMENDATION
Adopt a resolution approving compensation for Temporary, Part-time/Seasonal classifications and amending the salary structure.
BACKGROUND
The City employs up to 430 temporary employees throughout the year. These positions are typically part-time and non-benefited, with average schedules ranging from 8 to 30 hours per week. Periodically, as the California minimum wage increases, staff evaluates compensation to assess the City’s competitiveness in attracting and retaining temporary employees. The results of the most recent study have prompted the recommendation before Council.
DISCUSSION
Effective January 1, 2026, California’s minimum wage will increase to $16.90 per hour.
Adjusting wages to comply with the new minimum wage is required by law. In addition, staff conducted a review of the salary structure, which included both market comparison data and an analysis of recent recruitment outcomes.
The review found that three classifications—Preschool Aide, Preschool Teacher, and Police Recruit—are experiencing challenges in attracting qualified candidates and are also below market when compared to nearby cities. These below-market salaries, coupled with documented recruitment difficulties, support the need for targeted adjustments, as specified in Exhibit A.
In compliance with the minimum wage increase, the starting salaries for Library Page, Recreation Leader II, Lifeguard I, Water Safety Instructor, and Police Cadet will be adjusted from $16.50 to $16.90 per hour. New hires in the Apprentice/Intern classification will be placed at Step 4, which is above the minimum wage.
The proposed Temporary, Part-Time Seasonal Classification Salary Structure incorporates the
minimum wage adjustments effective January 1, 2026, and provides more competitive salaries for the City's temporary classifications. As these employees are not represented by a union, staff seeks City Council approval of these adjustments.
EQUITY AND SUSTAINABILITY
Compliance with the state minimum wage ensures that impacted temporary, part-time, and seasonal employees receive compensation consistent with State requirements.
OUTREACH
No outreach was conducted, as this item is a routine matter of City business.
STRATEGIC PLAN ALIGNMENT
Not applicable, as this item is a routine matter of City business.
FISCAL IMPACT
This adopted budget includes certain increases associated with staffing costs, and overall costs will be evaluated as part of the budget update.
Prepared by: Submitted by: Approved by:
Sandra Williams,
Management Analyst
Xaviera Scoggins, Director of Human
Resources & Labor Relations
Gerry Beaudin, City
Manager
Attachments:
1. Current Temporary, Part-time/Seasonal Classification Salary Structure, effective January 1, 2025
2. Resolution Approving Revised Compensation for Temporary, Part-time/Seasonal Classifications and Amending the Salary Structure
3. Resolution Exhibit A - Proposed Temporary, Part-time/Seasonal Classification Salary Structure, effective January 1, 2026
Attachment 1
Program/Classification Step 1 Step 2 Step 3 Step 4 Step 5 $ 16.50 $ 17.12 $ 17.97 $ 18.87 $ 19.81 Maintenance Divisions
$ 19.75 $ 20.74 $ 21.77 $ 22.86 $ 24.01 Apprentice/Intern Program
$ 15.00 $ 15.80 $ 16.59 $ 17.42 $ 18.29 Community Services
Recreation Leader II $ 16.50 $ 17.12 $ 17.97 $ 18.87 $ 19.81 Recreation Leader III $ 18.87 $ 19.81 $ 20.80 $ 21.84 $ 22.93 Seasonal Senior Rec Leader $ 22.93 $ 24.08 $ 25.28 $ 26.55 $ 27.88 Preschool Aide $ 16.50 $ 17.12 $ 17.97 $ 18.87 $ 19.81 $ 20.80 $ 21.84 $ 22.93 $ 24.08 $ 25.28 $ 16.55 $ 17.38 $ 18.25 $ 19.16 $ 20.12 Lifeguard II $ 21.12 $ 22.18 $ 23.29 $ 24.45 $ 25.67 Water Safety Instructor $ 16.55 $ 17.38 $ 18.25 $ 19.16 $ 20.12 $ 19.16 $ 20.12 $ 21.12 $ 22.18 $ 23.29 Assistant Pool Manager $ 24.45 $ 25.67 $ 26.96 $ 28.30 $ 29.72 Police Services
Police Officer - Per Diem
Police Dispatcher - Per Diem $ 35.35 $ 37.12 $ 38.98 $ 40.93 $ 42.98 Police Records Clerk - Per Diem $ 28.45 $ 29.87 $ 31.37 $ 32.94 $ 34.59 City Wide Programs
Sr. Clerical Assistant
Temporary Health Screener
*hourly range
$20.01 - $30.00*
$25.00
Eligibility for Apprentice/Intern Program: must be enrolled in high school (or summer following graduation) or college; possess skills and abilities in an administrative or technical area that is required of the assignment; may receive college credit, degree-required work experience, or internship for completion.
Program Assistant $16.50 - $40.00*
Program Specialist $40.01 - $100.00*
Clerical Assistant $16.50 - $20.00*
Police Recruit $33.00 - $35.00*
Police Cadet $16.50 - $20.00*
Retired Annuitant $16.50 - $159.57*
$50.37 - $68.78*
Temporary, Part-time/Seasonal Classification
Salary Structure - Effective January 1, 2025
Library Services
Library Page
Maintenance Aide
Apprentice/Intern
Preschool Teacher
Lifeguard I
Lifeguard/Instructor
Revision Date: 12/17/2024
Effective Date: 01/01/2025
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PLEASANTON
APPROVING COMPENSATION FOR TEMPORARY, PART-TIME/SEASONAL
CLASSIFICATIONS AND AMENDING THE SALARY STRUCTURE
WHEREAS, compensation for the City’s temporary employees is set forth in the City’s Temporary, Part-time/Seasonal Classification Salary Structure; and
WHEREAS, staff recommends the City Council authorize the City Manager to increase the minimum wage for each Temporary, Part-time/Seasonal classification to comply with California’s minimum wage increase; and
WHEREAS, staff recommends the City Council authorize the City Manager to amend the temporary classifications as necessary.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF PLEASANTON DOES RESOLVE, DECLARE, DETERMINE AND ORDER THE FOLLOWING:
SECTION 1. Amends the Temporary, Part-time/Seasonal Classification Salary Structure effective January 1, 2026, for temporary employees as provided in Exhibit A.
SECTION 2. This resolution shall become effective immediately upon its passage and adoption.
PASSED, APPROVED AND ADOPTED by the City Council of the City of Pleasanton at a regular meeting held on December 16, 2025.
I, Jocelyn Kwong, City Clerk of the City of Pleasanton, California, certify that the foregoing resolution was adopted by the City Council at a regular meeting held on the 16th day of December 2025, by the following vote:
Ayes:
Noes:
Absent:
Abstain:
_____________________________
Jocelyn Kwong, City Clerk
APPROVED AS TO FORM:
___________________________
Daniel G. Sodergren, City Attorney
Attachment 2
Exhibit A
Program/Classification Step 1 Step 2 Step 3 Step 4 Step 5 $ 16.90 $ 17.12 $ 17.97 $ 18.87 $ 19.81 Maintenance Divisions
$ 19.75 $ 20.74 $ 21.77 $ 22.86 $ 24.01 Apprentice/Intern Program
$ 15.00 $ 15.80 $ 16.59 $ 17.42 $ 18.29 Community Services
Recreation Leader II $ 16.90 $ 17.12 $ 17.97 $ 18.87 $ 19.81 Recreation Leader III $ 18.87 $ 19.81 $ 20.80 $ 21.84 $ 22.93 Seasonal Senior Rec Leader $ 22.93 $ 24.08 $ 25.28 $ 26.55 $ 27.88 Preschool Aide $ 17.91 $ 18.81 $ 19.75 $ 20.74 $ 21.79 $ 22.88 $ 24.02 $ 25.22 $ 26.48 $ 27.81 $ 16.90 $ 17.38 $ 18.25 $ 19.16 $ 20.12 Lifeguard II $ 21.12 $ 22.18 $ 23.29 $ 24.45 $ 25.67 Water Safety Instructor $ 16.90 $ 17.38 $ 18.25 $ 19.16 $ 20.12 $ 19.16 $ 20.12 $ 21.12 $ 22.18 $ 23.29 Assistant Pool Manager $ 24.45 $ 25.67 $ 26.96 $ 28.30 $ 29.72 Police Services
Police Officer - Per Diem
Police Dispatcher - Per Diem $ 35.35 $ 37.12 $ 38.98 $ 40.93 $ 42.98 Police Records Clerk - Per Diem $ 28.45 $ 29.87 $ 31.37 $ 32.94 $ 34.59 City Wide Programs
Sr. Clerical Assistant
Temporary Health Screener
*hourly range
$20.01 - $30.00*
$25.00
Eligibility for Apprentice/Intern Program: must be enrolled in high school (or summer following graduation) or college; possess skills and abilities in an administrative or technical area that is required of the assignment; may receive college credit, degree-required work experience, or internship for completion.
Program Assistant $16.90 - $40.00*
Program Specialist $40.01 - $100.00*
Clerical Assistant $16.90 - $20.00*
Police Recruit $37.95 - $41.05*
Police Cadet $16.90 - $20.00*
Retired Annuitant $16.90 - $165.14*
$50.37 - $71.53*
Temporary, Part-time/Seasonal Classification
Salary Structure - Effective January 1, 2026
Library Services
Library Page
Maintenance Aide
Apprentice/Intern
Preschool Teacher
Lifeguard I
Lifeguard/Instructor
Revision Date: 12/16/2025
Effective Date: 01/01/2026
Item #13
CITY COUNCIL AGENDA REPORT
December 16, 2025
Information Technology
TITLE: AUTHORIZE THE CITY MANAGER TO ENTER INTO AN AGREEMENT WITH
THE ENVIRONMENTAL SYSTEMS RESEARCH INSTITUTE (ESRI) FOR
GEOGRAPHIC INFORMATION SYSTEM (GIS) SERVICE AND SOFTWARE MAINTENANCE IN THE AMOUNT OF $191,400 FOR A PERIOD OF THREE YEARS
SUMMARY
The City’s Geographic Information System (GIS) provides geospatial data and mapping capabilities that have a wide array of uses, including mapping of assets such as water, sanitary sewer, storm water, signs, parcels, and streets. The Environmental Systems Research Institute (ESRI) Small Government Enterprise Agreement (SGEA) provides wide access to the ArcGIS platform—desktop, server, web, and mobile applications. Benefits include expanded City staff access to geospatial data, Tier 1 help desk support, access to training, and continuous security patches and updates. The City’s GIS leverages ESRI software and technology, and integrates with multiple enterprise applications and other City enterprise systems. Staff recommends approval of the agreement with ESRI.
RECOMMENDATION
Approve and authorize the City Manager to execute an agreement with the Environmental Systems Research Institute (ESRI) for Geographic Information System (GIS) service and software maintenance in the amount of $191,400 for a period of three years.
BACKGROUND
The City has used Geographic Information Systems (GIS) for various geospatial data and mapping uses since the late 1990s. In 2000, the GIS division fully migrated and standardized to software solutions provided by the Environmental Systems Research Institute (ESRI), coinciding with a significant effort to collect data about City assets such as water, sanitary sewer, storm water, signs, parcels, and street segments. Over time, ESRI's software products and services have evolved and become ESRI's ArcGIS platform, which expanded from desktop tools to modern desktop, web and mobile applications. This platform enables staff across departments to view current asset information, create basic maps without advanced GIS training, and collect field data in real-time, improving interdepartmental coordination and transparency. The City continues to expand capabilities through ESRI's ArcGIS platform and its extensions and focused applications as operational needs grow.
DISCUSSION
ESRl's Small Government Enterprise Agreement (SGEA) provides the City with augmented user licenses to allow staff to access a full suite of ArcGIS platform-based software and tools or applications. Without the agreement, named user licenses would create bottlenecks for routine mapping, field collection and integration with other City enterprise systems.
In addition, the City's GIS — which comprises over 2 decades of geospatial-based data — is built with and operates upon the ESRI software and server infrastructure. Numerous City's enterprise software and systems, such as the computerized maintenance management system, MaintStar and land management system, Accela, work directly with ESRI Integration.
ESRI does not have value-added resellers of their products and, therefore, the City purchases directly from ESRI.
EQUITY AND SUSTAINABILITY
Approval of this action supports the City's Climate Action Plan (CAP 2.0) goals:
• Natural systems section by assisting in the implementation of the Urban Forest Master Plan.
• Water resources section by supporting and transitioning to smart water meter installation.
• Material & consumption section by helping with conducting waste-related outreach and education.
OUTREACH
No outreach was conducted, as this item is a routine matter of City business.
STRATEGIC PLAN ALIGNMENT
Approval of this action aligns with the ONE Pleasanton strategic goal of • Optimizing Our Organization - Procure and integrate critical software platforms across departments for efficient and effective use by City staff and the public. • Investing in Our Environment - Develop utilities and Asset Management Plans to reflect current and future operational needs.
FISCAL IMPACT
The cost for ESRl's SGEA is $58,500 per year for cities with populations of 50,000 to 100,000 residents. ESRI is providing discount pricing of $56,700 for year 1, which was fulfilled through a Purchase Order, and normalized pricing of $58,500 for year 2 and 3. There is a cost of $5,900 per year for a GeoEvent Server subscription. These costs are currently funded in the Information Technology - GIS operating budget (00112201-433155).
Prepared by: Submitted by: Approved by:
William Wang, GIS
Coordinator
Allen Hammond, Director of Information
Technology
Gerry Beaudin, City
Manager
Attachments:
1. Quote
Quotation # Q-491117
Date: July 24, 2024
Environmental Systems Research Institute, Inc.
380 New York St
Redlands, CA 92373-8100
Phone: (909) 793-2853
DUNS Number: 06-313-4175 CAGE Code: 0AMS3
Customer # 124833 Contract # ENTERPRISE
AGREEMENT
City of Pleasanton
Information Technolgy Dept
PO BOX 520
Pleasanton, CA 94566-0802
To expedite your order, please attach a copy of ATTENTION: William Wang this quotation to your purchase order. PHONE: 9259315077 Quote is valid from: 3/19/2024 To: 9/15/2024 EMAIL: [email protected] Material Qty Term Unit Price Total
168179 1 Year 1 $56,700.00 $56,700.00
Populations of 50,001 to 100,000 Small Government Enterprise Agreement Annual Subscription 168179 1 Year 2 $58,500.00 $58,500.00
Populations of 50,001 to 100,000 Small Government Enterprise Agreement Annual Subscription 168179 1 Year 3 $58,500.00 $58,500.00
Populations of 50,001 to 100,000 Small Government Enterprise Agreement Annual Subscription 168441 1 Year 1 $5,900.00 $5,900.00
ArcGIS GeoEvent Server Populations of 50,001 to 100,000 Small Government Enterprise Agreement Annual Subscription 168441 1 Year 2 $5,900.00 $5,900.00
ArcGIS GeoEvent Server Populations of 50,001 to 100,000 Small Government Enterprise Agreement Annual Subscription 168441 1 Year 3 $5,900.00 $5,900.00
ArcGIS GeoEvent Server Populations of 50,001 to 100,000 Small Government Enterprise Agreement Annual Subscription Esri may charge a fee to cover expenses related to any customer requirement to use a proprietary vendor management, procurement, or invoice program.
For questions contact:
Jesse Gonzalez
Email:
[email protected]
Phone:
(909) 793-2853 x1106
The items on this quotation are subject to and governed by the terms of this quotation, the most current product specific scope of use document found at https://assets.esri.com/content/dam/esrisites/media/legal/product-specific-terms-of-use/e300.pdf, and your applicable signed agreement with Esri. If no such agreement covers any item quoted, then Esri’s standard terms and conditions found at https://go.esri.com/MAPS apply to your purchase of that item. If any item is quoted with a multi-year payment schedule, then unless otherwise stated in this quotation, Customer is required to make all payments without right of cancellation. Third-party data sets included in a quotation as separately licensed items will only be provided and invoiced if Esri is able to provide such data and will be subject to the applicable third-party's terms and conditions. If Esri is unable to provide any such data set, Customer will not be responsible for any further payments for the data set. US Federal government entities and US government prime contractors authorized under FAR 51.1 may purchase under the terms of Esri’s GSA Federal Supply Schedule. Supplemental terms and conditions found at
https://www.esri.com/en-us/legal/terms/state-supplemental apply to some US state and local government purchases. All terms of this quotation will be incorporated into and become part of any additional agreement regarding Esri’s offerings. Acceptance of this quotation is limited to the terms of this quotation. Esri objects to and expressly rejects any different or additional terms contained in any purchase order, offer, or confirmation sent to or to be sent by buyer. Unless prohibited by law, the quotation information is confidential and may not be copied or released other than for the express purpose of system selection and purchase/license. The information may not be given to outside parties or used for any other purpose without consent from Esri. Delivery is FOB Origin for customers located in the USA.
GONZALEZJ This offer is limited to the terms and conditions incorporated and attached herein.
ATTACHMENT 1
Quotation # Q-491117
Date: July 24, 2024
Environmental Systems Research Institute, Inc.
380 New York St
Redlands, CA 92373-8100
Phone: (909) 793-2853
DUNS Number: 06-313-4175 CAGE Code: 0AMS3
Customer # 124833 Contract # ENTERPRISE
AGREEMENT
City of Pleasanton
Information Technolgy Dept
PO BOX 520
Pleasanton, CA 94566-0802
To expedite your order, please attach a copy of ATTENTION: William Wang this quotation to your purchase order. PHONE: 9259315077 Quote is valid from: 3/19/2024 To: 9/15/2024 EMAIL: [email protected]
Subtotal: $191,400.00
Sales Tax: $0.00
Estimated Shipping and Handling (2 Day Delivery): $0.00 Contract Price Adjust: $0.00
Total: $191,400.00
NOTES ON OPTIONAL PRODUCTS:
1. Pricing subject to change each year unless procured 2024 in advance
2. ArcGIS Online Credits usage anticipated to increase to support upcoming projects and supporting workflows determined Annually by Customer based on usage (TBD)
3. Data Interoperability for Desktop ArcGIS Pro and Enterprise Server forecasted for future project for business system integration with geospatial data format (TBD)
The following items are optional items listed for your convenience.
These items are not included in the totals of this quotation.
Material Qty Unit Price Total
153418 15 $120.00 $1,800.00
ArcGIS Online Credits; Block of 1,000 - Year 1 (See Text in Body of Quote) 153418 15 $120.00 $1,800.00
ArcGIS Online Credits; Block of 1,000 - Year 2 (See Text in Body of Quote)
Esri may charge a fee to cover expenses related to any customer requirement to use a proprietary vendor management, procurement, or invoice program.
For questions contact:
Jesse Gonzalez
Email:
[email protected]
Phone:
(909) 793-2853 x1106
The items on this quotation are subject to and governed by the terms of this quotation, the most current product specific scope of use document found at https://assets.esri.com/content/dam/esrisites/media/legal/product-specific-terms-of-use/e300.pdf, and your applicable signed agreement with Esri. If no such agreement covers any item quoted, then Esri’s standard terms and conditions found at https://go.esri.com/MAPS apply to your purchase of that item. If any item is quoted with a multi-year payment schedule, then unless otherwise stated in this quotation, Customer is required to make all payments without right of cancellation. Third-party data sets included in a quotation as separately licensed items will only be provided and invoiced if Esri is able to provide such data and will be subject to the applicable third-party's terms and conditions. If Esri is unable to provide any such data set, Customer will not be responsible for any further payments for the data set. US Federal government entities and US government prime contractors authorized under FAR 51.1 may purchase under the terms of Esri’s GSA Federal Supply Schedule. Supplemental terms and conditions found at https://www.esri.com/en-us/legal/terms/state-supplemental apply to some US state and local government purchases. All terms of this quotation will be incorporated into and become part of any additional agreement regarding Esri’s offerings. Acceptance of this quotation is limited to the terms of this quotation. Esri objects to and expressly rejects any different or additional terms contained in any purchase order, offer, or confirmation sent to or to be sent by buyer. Unless prohibited by law, the quotation information is confidential and may not be copied or released other than for the express purpose of system selection and purchase/license. The information may not be given to outside parties or used for any other purpose without consent from Esri. Delivery is FOB Origin for customers located in the USA.
GONZALEZJ This offer is limited to the terms and conditions incorporated and attached herein.
Quotation # Q-491117
Date: July 24, 2024
Environmental Systems Research Institute, Inc.
380 New York St
Redlands, CA 92373-8100
Phone: (909) 793-2853
DUNS Number: 06-313-4175 CAGE Code: 0AMS3
Customer # 124833 Contract # ENTERPRISE
AGREEMENT
City of Pleasanton
Information Technolgy Dept
PO BOX 520
Pleasanton, CA 94566-0802
To expedite your order, please attach a copy of ATTENTION: William Wang this quotation to your purchase order. PHONE: 9259315077 Quote is valid from: 3/19/2024 To: 9/15/2024 EMAIL: [email protected] Material Qty Unit Price Total
153418 15 $120.00 $1,800.00
ArcGIS Online Credits; Block of 1,000 - Year 3 (See Text in Body of Quote) 165555 1 $357.50 $357.50
ArcGIS Data Interoperability for ArcGIS Pro (Add-on App) for ArcGIS Online Creator or GIS Professional User Type Annual Subscription - Year 2
168434 1 $3,200.00 $3,200.00
ArcGIS Data Interoperability for Desktop and Server Populations of 50,001 to 100,000 Small Government Enterprise Agreement Annual Subscription - Year 2
165555 1 $357.50 $357.50
ArcGIS Data Interoperability for ArcGIS Pro (Add-on App) for ArcGIS Online Creator or GIS Professional User Type Annual Subscription - Year 3
168434 1 $3,200.00 $3,200.00
ArcGIS Data Interoperability for Desktop and Server Populations of 50,001 to 100,000 Small Government Enterprise Agreement Annual Subscription - Year 3
Esri may charge a fee to cover expenses related to any customer requirement to use a proprietary vendor management, procurement, or invoice program.
For questions contact:
Jesse Gonzalez
Email:
[email protected]
Phone:
(909) 793-2853 x1106
The items on this quotation are subject to and governed by the terms of this quotation, the most current product specific scope of use document found at https://assets.esri.com/content/dam/esrisites/media/legal/product-specific-terms-of-use/e300.pdf, and your applicable signed agreement with Esri. If no such agreement covers any item quoted, then Esri’s standard terms and conditions found at https://go.esri.com/MAPS apply to your purchase of that item. If any item is quoted with a multi-year payment schedule, then unless otherwise stated in this quotation, Customer is required to make all payments without right of cancellation. Third-party data sets included in a quotation as separately licensed items will only be provided and invoiced if Esri is able to provide such data and will be subject to the applicable third-party's terms and conditions. If Esri is unable to provide any such data set, Customer will not be responsible for any further payments for the data set. US Federal government entities and US government prime contractors authorized under FAR 51.1 may purchase under the terms of Esri’s GSA Federal Supply Schedule. Supplemental terms and conditions found at https://www.esri.com/en-us/legal/terms/state-supplemental apply to some US state and local government purchases. All terms of this quotation will be incorporated into and become part of any additional agreement regarding Esri’s offerings. Acceptance of this quotation is limited to the terms of this quotation. Esri objects to and expressly rejects any different or additional terms contained in any purchase order, offer, or confirmation sent to or to be sent by buyer. Unless prohibited by law, the quotation information is confidential and may not be copied or released other than for the express purpose of system selection and purchase/license. The information may not be given to outside parties or used for any other purpose without consent from Esri. Delivery is FOB Origin for customers located in the USA.
GONZALEZJ This offer is limited to the terms and conditions incorporated and attached herein.
Esri Use Only:
Cust. Name
Cust. #
PO #
Esri Agreement #
SMALL ENTERPRISE AGREEMENT
COUNTY AND MUNICIPALITY GOVERNMENT
(E214-3)
This Agreement is by and between the organization identified in the Quotation ("Customer") and Environmental Systems Research Institute, Inc. ("Esri").
This Agreement sets forth the terms for Customer's use of Products and incorporates by reference (i) the Quotation and (ii) the Master Agreement. Should there be any conflict between the terms and conditions of the documents that comprise this Agreement, the order of precedence for the documents shall be as follows: (i) the Quotation, (ii) this Agreement, and (iii) the Master Agreement. This Agreement shall be governed by and construed in accordance with the laws of the state in which Customer is located without reference to conflict of laws principles, and the United States of America federal law shall govern in matters of intellectual property. The modifications and additional rights granted in this Agreement apply only to the Products listed in Table A.
Table A
List of Products
Uncapped Quantities
Desktop Software and Extensions (Single Use)
ArcGIS Desktop Advanced
ArcGIS Desktop Standard
ArcGIS Desktop Basic
ArcGIS Desktop Extensions: ArcGIS 3D Analyst,
ArcGIS Spatial Analyst, ArcGIS Geostatistical Analyst,
ArcGIS Publisher, ArcGIS Network Analyst, ArcGIS
Schematics, ArcGIS Workflow Manager, ArcGIS Data
Reviewer
Enterprise Software and Extensions
ArcGIS Enterprise (Advanced and Standard)
ArcGIS Monitor
ArcGIS Enterprise Extensions: ArcGIS 3D Analyst,
ArcGIS Spatial Analyst, ArcGIS Geostatistical Analyst,
ArcGIS Network Analyst, ArcGIS Schematics, ArcGIS
Workflow Manager, ArcGIS Data Reviewer
Enterprise Additional Capability Servers
ArcGIS Image Server
Developer Tools
ArcGIS Runtime Standard
ArcGIS Runtime Analysis Extension
Limited Quantities
One (1) Professional subscription to ArcGIS Developer
Two (2) ArcGIS CityEngine Single Use Licenses
250 ArcGIS Online Viewers
250 ArcGIS Online Creators
37,500 ArcGIS Online Service Credits
250 ArcGIS Enterprise Creators
5 ArcGIS Insights in ArcGIS Enterprise
5 ArcGIS Insights in ArcGIS Online
50 ArcGIS Location Sharing User Type Extension (Enterprise) 50 ArcGIS Location Sharing User Type Extension (Online) 12 ArcGIS Advanced Editing User Type Extension (Enterprise)
OTHER BENEFITS
Number of Esri User Conference registrations provided annually 4 Number of Tier 1 Help Desk individuals authorized to call Esri 4 Maximum number of sets of backup media, if requested* 2 Five percent (5%) discount on all individual commercially available instructor-led training classes at Esri facilities purchased outside this Agreement
*Additional sets of backup media may be purchased for a fee
Customer may accept this Agreement by signing and returning the whole Agreement with (i) the Quotation attached, (ii) a purchase order, or (iii) another document that matches the Quotation and references this Agreement ("Ordering Document"). ADDITIONAL OR CONFLICTING TERMS IN CUSTOMER'S PURCHASE
ORDER OR OTHER DOCUMENT WILL NOT APPLY, AND THE TERMS OF THIS AGREEMENT WILL GOVERN. This Agreement is effective as of the date of Esri's receipt of an Ordering Document, unless otherwise agreed to by the parties ("Effective Date").
Term of Agreement: Three (3) years
This Agreement supersedes any previous agreements, proposals, presentations, understandings, and arrangements between the parties relating to the licensing of the Products. Except as provided in Article 4— Product Updates, no modifications can be made to this Agreement.
Accepted and Agreed:
(Customer)
By:
Authorized Signature
Printed Name:
Title:
Date:
CUSTOMER CONTACT INFORMATION
Contact: Telephone:
Address: Fax:
City, State, Postal Code: E-mail:
Country:
Quotation Number (if applicable):
Allen Hammond
925-931-5084
123 Main St
Pleasanton CA 94566
[email protected]
USA
City of Pleasanton
1.0—ADDITIONAL DEFINITIONS
In addition to the definitions provided in the Master
Agreement, the following definitions apply to this
Agreement:
"Case" means a failure of the Software or Online
Services to operate according to the Documentation
where such failure substantially impacts operational
or functional performance.
"Deploy", "Deployed" and "Deployment" mean to
redistribute and install the Products and related
Authorization Codes within Customer's
organization(s).
"Fee" means the fee set forth in the Quotation.
"Maintenance" means Tier 2 Support, Product
updates, and Product patches provided to Customer
during the Term of Agreement.
"Master Agreement" means the applicable master
agreement for Esri Products incorporated by this
reference that is (i) found at https://www.esri.com/en- us/legal/terms/full-master-agreement and available in
the installation process requiring acceptance by
electronic acknowledgment or (ii) a signed Esri
master agreement or license agreement that
supersedes such electronically acknowledged
master agreement.
"Product(s)" means the products identified in
Table A—List of Products and any updates to the list
Esri provides in writing.
"Quotation" means the offer letter and quotation
provided separately to Customer.
"Technical Support" means the technical
assistance for attempting resolution of a reported
Case through error correction, patches, hot fixes,
workarounds, replacement deliveries, or any other
type of Product corrections or modifications.
"Tier 1 Help Desk" means Customer's point of
contact(s) to provide all Tier 1 Support within
Customer's organization(s).
"Tier 1 Support" means the Technical Support
provided by the Tier 1 Help Desk.
"Tier 2 Support" means the Esri Technical Support
provided to the Tier 1 Help Desk when a Case
cannot be resolved through Tier 1 Support.
2.0—ADDITIONAL GRANT OF LICENSE
2.1 Grant of License. Subject to the terms and
conditions of this Agreement, Esri grants to
Customer a personal, nonexclusive,
nontransferable license solely to use, copy, and
Deploy quantities of the Products listed in
Table A—List of Products for the Term of
Agreement (i) for the applicable Fee and (ii) in
accordance with the Master Agreement.
2.2 Consultant Access. Esri grants Customer the
right to permit Customer's consultants or
contractors to use the Products exclusively for
Customer's benefit. Customer will be solely
responsible for compliance by consultants and
contractors with this Agreement and will ensure
that the consultant or contractor discontinues
use of Products upon completion of work for
Customer. Access to or use of Products by
consultants or contractors not exclusively for
Customer's benefit is prohibited. Customer may
not permit its consultants or contractors to install
Software or Data on consultant, contractor, or
third-party computers or remove Software or
Data from Customer locations, except for the
purpose of hosting the Software or Data on
Contractor servers for the benefit of Customer.
3.0—TERM, TERMINATION, AND EXPIRATION
3.1 Term. This Agreement and all licenses
hereunder will commence on the Effective Date
and continue for the duration identified in the
Term of Agreement, unless this Agreement is
terminated earlier as provided herein. Customer
is only authorized to use Products during the
Term of Agreement. For an Agreement with a
limited term, Esri does not grant Customer an
indefinite or a perpetual license to Products.
3.2 No Use upon Agreement Expiration or
Termination. All Product licenses, all
Maintenance, and Esri User Conference
registrations terminate upon expiration or
termination of this Agreement.
3.3 Termination for a Material Breach. Either party
may terminate this Agreement for a material
breach by the other party. The breaching party
will have thirty (30) days from the date of written
notice to cure any material breach.
3.4 Termination for Lack of Funds. For an
Agreement with government or government-
owned entities, either party may terminate this
Agreement before any subsequent year if
Customer is unable to secure funding through
the legislative or governing body's approval
process.
3.5 Follow-on Term. If the parties enter into
another agreement substantially similar to this
Agreement for an additional term, the effective
date of the follow-on agreement will be the day
after the expiration date of this Agreement.
4.0—PRODUCT UPDATES
4.1 Future Updates. Esri reserves the right to
update the list of Products in Table A—List of
Products by providing written notice to
Customer. Customer may continue to use all
Products that have been Deployed, but support
and upgrades for deleted items may not be
available. As new Products are incorporated into
the standard program, they will be offered to
Customer via written notice for incorporation into
the Products schedule at no additional charge.
Customer's use of new or updated Products
requires Customer to adhere to applicable
additional or revised terms and conditions in the
Master Agreement.
4.2 Product Life Cycle. During the Term of
Agreement, some Products may be retired or
may no longer be available to Deploy in the
identified quantities. Maintenance will be subject
to the individual Product Life Cycle Support
Status and Product Life Cycle Support Policy,
which can be found at
https://support.esri.com/en/other-
resources/product-life-cycle. Updates for
Products in the mature and retired phases may
not be available. Customer may continue to use
Products already Deployed, but Customer will
not be able to Deploy retired Products.
5.0—MAINTENANCE
The Fee includes standard maintenance benefits
during the Term of Agreement as specified in the
most current applicable Esri Maintenance and
Support Program document (found at
https://www.esri.com/en-
us/legal/terms/maintenance). At Esri's sole
discretion, Esri may make patches, hot fixes, or
updates available for download. No Software other
than the defined Products will receive Maintenance.
Customer may acquire maintenance for other
Software outside this Agreement.
a. Tier 1 Support
1. Customer will provide Tier 1 Support
through the Tier 1 Help Desk to all
Customer's authorized users.
2. The Tier 1 Help Desk will be fully trained in
the Products.
3. At a minimum, Tier 1 Support will include
those activities that assist the user in
resolving how-to and operational questions
as well as questions on installation and
troubleshooting procedures.
4. The Tier 1 Help Desk will be the initial point
of contact for all questions and reporting of a
Case. The Tier 1 Help Desk will obtain a full
description of each reported Case and the
system configuration from the user. This
may include obtaining any customizations,
code samples, or data involved in the Case.
5. If the Tier 1 Help Desk cannot resolve the
Case, an authorized Tier 1 Help Desk
individual may contact Tier 2 Support. The
Tier 1 Help Desk will provide support in such
a way as to minimize repeat calls and make
solutions to problems available to
Customer’s organization.
6. Tier 1 Help Desk individuals are the only
individuals authorized to contact Tier 2
Support. Customer may change the Tier 1
Help Desk individuals by written notice to
Esri.
b. Tier 2 Support
1. Tier 2 Support will log the calls received
from Tier 1 Help Desk.
2. Tier 2 Support will review all information
collected by and received from the Tier 1
Help Desk including preliminary documented
troubleshooting provided by the Tier 1 Help
Desk when Tier 2 Support is required.
3. Tier 2 Support may request that Tier 1 Help
Desk individuals provide verification of
information, additional information, or
answers to additional questions to
supplement any preliminary information
gathering or troubleshooting performed by
Tier 1 Help Desk.
4. Tier 2 Support will attempt to resolve the
Case submitted by Tier 1 Help Desk.
5. When the Case is resolved, Tier 2 Support
will communicate the information to Tier 1
Help Desk, and Tier 1 Help Desk will
disseminate the resolution to the user(s).
6.0—ENDORSEMENT AND PUBLICITY
This Agreement will not be construed or interpreted
as an exclusive dealings agreement or Customer's
endorsement of Products. Either party may publicize
the existence of this Agreement.
7.0—ADMINISTRATIVE REQUIREMENTS
7.1 OEM Licenses. Under Esri's OEM or Solution
OEM programs, OEM partners are authorized to
embed or bundle portions of Esri products and
services with their application or service. OEM
partners' business model, licensing terms and
conditions, and pricing are independent of this
Agreement. Customer will not seek any discount
from the OEM partner or Esri based on the
availability of Products under this Agreement.
Customer will not decouple Esri products or
services from the OEM partners' application or
service.
7.2 Annual Report of Deployments. At each
anniversary date and ninety (90) calendar days
prior to the expiration of this Agreement,
Customer will provide Esri with a written report
detailing all Deployments. Upon request,
Customer will provide records sufficient to verify
the accuracy of the annual report.
8.0—ORDERING, ADMINISTRATIVE
PROCEDURES, DELIVERY, AND
DEPLOYMENT
8.1 Orders, Delivery, and Deployment
a. Upon the Effective Date, Esri will invoice
Customer and provide Authorization Codes to
activate the nondestructive copy protection
program that enables Customer to download,
operate, or allow access to the Products. If this
is a multi-year Agreement, Esri may invoice the
Fee up to thirty (30) calendar days before the
annual anniversary date for each year.
b. Undisputed invoices will be due and payable
within thirty (30) calendar days from the date of
invoice. Esri reserves the right to suspend
Customer's access to and use of Products if
Customer fails to pay any undisputed amount
owed on or before its due date. Esri may charge
Customer interest at a monthly rate equal to the
lesser of one percent (1.0%) per month or the
maximum rate permitted by applicable law on
any overdue fees plus all expenses of collection
for any overdue balance that remains unpaid
ten (10) days after Esri has notified Customer of
the past-due balance.
c. Esri's federal ID number is 95-2775-732.
d. If requested, Esri will ship backup media to the
ship-to address identified on the Ordering
Document, FOB Destination, with shipping
charges prepaid. Customer acknowledges that
should sales or use taxes become due as a
result of any shipments of tangible media, Esri
has a right to invoice and Customer will pay any
such sales or use tax associated with the receipt
of tangible media.
8.2 Order Requirements. Esri does not require
Customer to issue a purchase order. Customer
may submit a purchase order in accordance with
its own process requirements, provided that if
Customer issues a purchase order, Customer
will submit its initial purchase order on the
Effective Date. If this is a multi-year Agreement,
Customer will submit subsequent purchase
orders to Esri at least thirty (30) calendar days
before the annual anniversary date for each
year.
a. All orders pertaining to this Agreement will be
processed through Customer's centralized point
of contact.
b. The following information will be included in
each Ordering Document:
(1) Customer name; Esri customer number, if
known; and bill-to and ship-to addresses
(2) Order number
(3) Applicable annual payment due
9.0—MERGERS, ACQUISITIONS, OR
DIVESTITURES
If Customer is a commercial entity, Customer will
notify Esri in writing in the event of (i) a
consolidation, merger, or reorganization of Customer
with or into another corporation or entity;
(ii) Customer's acquisition of another entity; or (iii) a transfer or sale of all or part of Customer's
organization (subsections i, ii, and iii, collectively
referred to as "Ownership Change"). There will be
no decrease in Fee as a result of any Ownership
Change.
9.1 If an Ownership Change increases the
cumulative program count beyond the maximum
level for this Agreement, Esri reserves the right
to increase the Fee or terminate this Agreement
and the parties will negotiate a new agreement.
9.2 If an Ownership Change results in transfer or
sale of a portion of Customer's organization, that
portion of Customer's organization will transfer
the Products to Customer or uninstall, remove,
and destroy all copies of the Products.
9.3 This Agreement may not be assigned to a
successor entity as a result of an Ownership
Change unless approved by Esri in writing in
advance. If the assignment to the new entity is
not approved, Customer will require any
successor entity to uninstall, remove, and
destroy the Products. This Agreement will
terminate upon such Ownership Change.
Item #14
CITY COUNCIL AGENDA REPORT
December 16, 2025
Library and Recreation
TITLE: ADOPT A RESOLUTION UPDATING THE MASTER FEE SCHEDULE SECTION
XII - PIONEER CEMETERY
SUMMARY
Staff recommends adopting a resolution to update the Master Fee Schedule (Attachment 1) to address escalating operational costs at Pleasanton Pioneer Cemetery and implement fiscally responsible burial service practices for calendar year 2026. The updated schedule reflects necessary fee increases for burial services and introduces a shift to unbundled service pricing (with certain exceptions), separating burial services from plot sales to mitigate long-term financial liabilities associated with pre-need sales. Staff will temporarily pause new casket plot sales beginning January 2026 to evaluate financially sustainable service delivery models that align with industry best practices and ensure the Cemetery's long-term operational viability.
RECOMMENDATION
Adopt a resolution amending the Master Fee Schedule for the Pleasanton Pioneer Cemetery (Section XII).
BACKGROUND
PARKS AND RECREATION COMMISSION RECOMMENDATION
The Parks and Recreation Commission will meet on December 11, 2025 and their recommendation will be included with supplemental materials.
Since purchasing the Pioneer Cemetery (Cemetery) in 2006, the City of Pleasanton has set purchase prices for burial plots and service fees in the Cemetery based upon the inherited pricing schedule when the City took over cemetery operations, actual costs involved, and the Consumer Price Index. The Cemetery operates as an enterprise fund, with operating revenues partially, but not entirely, off-setting operating expenditures. The City’s General Fund currently provides a $50,000 annual subsidy to the Cemetery Fund.
On August 19, 2025, the City Council supported the Parks and Recreation Commission and staff recommendation to shift cemetery operations to a Community Amenity that aligns with public goals and starts to develop a financially sustainable path forward. This included pausing the sales of casket burial sites and starting to create a more self-sustaining model for the Cemetery Enterprise Fund.
DISCUSSION
In the proposed updated Pleasanton Pioneer Cemetery Fee Schedule, fees have been adjusted to reflect the burial cost increases from the contractor who supports the cemetery, as well as comparative pricing data from other cemetery operators. This analysis is included as Attachment 2.
The proposed fee schedule is listed below, and the current fee schedule is included as Attachment 3. Services for casket burials are included in the proposed fee schedule for those customers who purchased casket plots prior to the bundling of casket plot and service fees.
The updated schedule introduces a shift to unbundled service pricing, separating burial services from plot sales to mitigate long-term financial liabilities associated with pre-need sales. Baby cremains and casket plots will remain available for bundled purchase, as these sites are small enough to dig with a shovel, and never purchased pre-need.
Table 1. Proposed Cemetery Fee Schedule
Property Fees:
Burial Plot Cremains $ 5,000
Baby Burial Plot Casket
(includes burial fee and property cost)
$ 5,000
Baby Burial Plot Cremains
(includes burial fee and property cost)
$ 3,700
Service Fees (Only offered at time of need):
Single Casket Burial Fee $ 4,200
Cremated Remains Burial Fee $ 1,400
Weekend/Holiday Fee Casket
(Additional)
$ 1,200
Weekend/Holiday Fee Cremains
(Additional)
$ 600
Disinterment Fees:
Casket Disinterment $ 4,200
Cremains Disinterment $ 1,650
Weekend/Holiday Fee
(Additional)
$ 1,200
Other Fees:
Casket Vault $ 1,000
Cremains Vault $ 250
Grave Marker Installation
(Flush Marker 28” x 20”)
$ 550
Bronze Marker Concrete Base $ 300
Marker Removal Fee $ 300
Approval of these recommended fee updates begins to move the Cemetery toward a more long-term fiscally sustainable model.
EQUITY AND SUSTAINABILITY
This is the first step in the process to develop a long-term, sustainable service and revenue model for the Pleasanton Pioneer Cemetery. Staff will bring a more detailed sustainability plan for City Council review in the summer of 2026.
OUTREACH
This item will be heard by the Parks and Recreation Commission on December 11, 2025, and a notice of this agenda item will be sent to the Veterans groups in the community when it is published.
STRATEGIC PLAN ALIGNMENT
This item aligns with the ONE Pleasanton Goal Funding Our Future: Fiscal Sustainability.
FISCAL IMPACT
The total estimated cost of cemetery operations includes staff salaries, contract fees for grave digging and grounds maintenance, and utilities. The proposed updates to the fee schedule off- set direct fee increases from the contractor who digs the graves and maintains the cemetery grounds, as well as limits the liabilities assumed from the pre-need sales of services. These fee increases are not anticipated to have a significant financial impact on the City budget. The Cemetery operates as an enterprise fund, with operating revenues mostly off-setting operating expenditures. The City’s General Fund provides a $50,000 annual subsidy to the Cemetery Fund. Cemetery expenditures are allocated in account 40150220-430101.
Prepared by: Submitted by: Approved by:
Heidi Murphy, Director of
Library and Recreation
Heidi Murphy, Director of Library and
Recreation
Gerry Beaudin, City
Manager
Attachments:
1. Resolution
2. Cemetery Fee Analysis and Proposal
3. Cemetery Master Fee Schedule
ATTACHMENT 1
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PLEASANTON,
AMENDING THE MASTER FEE SCHEDULE FOR THE PLEASANTON PIONEER
CEMETERY
WHE
REAS, fees for services at the cemetery have increased; and WHEREAS, City Council voted on August 19, 2025 to temporarily pause the sale of casket plots beginning January 1, 2026; and
WHEREAS, unbundling pricing packages allows for better long-term financial sustainability, with plot sales available for sale pre-need and services sold only at the time of need.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF PLEASANTON DOES RESOLVE, DECLARE, DETERMINE AND ORDER THE FOLLOWING:
SECTION 1. Amends the Master Fee Schedule to :
Property Fees:
Burial Plot Cremains $ 5,000
Baby Burial Plot Casket
(includes burial fee and property cost)
$ 5,000
Baby Burial Plot Cremains
(includes burial fee and property cost)
$ 3,700
Ser
vice Fees (Only offered at time of need):
Single Casket Burial Fee $ 4,200
Cremated Remains Burial Fee $ 1,400
Weekend/Holiday Fee Casket
(Additional)
$ 1,200
Weekend/Holiday Fee Cremains
(Additional)
$ 600
Di
sinterment Fees:
Casket Disinterment $ 4,200
Cremains Disinterment $ 1,650
Weekend/Holiday Fee
(Additional)
$ 1,200
Ot
her Fees:
Casket Vault $ 1,000
Cremains Vault $ 250
Grave Marker Installation
(Flush Marker 28” x 20”)
$ 550
Bronze Marker Concrete Base $ 300
Marker Removal Fee $ 300
ATTACHMENT 1
P
ASSED, APPROVED AND ADOPTED by the City Council of the City of Pleasanton at a regular meeting held on December 16, 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 December 16, 2025, by the following vote:
Ayes:
Noes:
Absent:
Abstain:
Jocelyn Kwong, City Clerk
APPROVED AS TO FORM:
Daniel G. Sodergren, City Attorney
Current Proposed % Change Delivery Cost Min Max Min Max Min Max Property Cost
Burial Plot Casket 15,900.00$
Burial Fee (x2) 8,310.00$
Property Cost 7,590.00$ 10,000.00$ 32% 1,822.25$ 50,088.00$ 6,580.00$ 50,088.00$ 1,822.25$ 16,243.00$ Burial Cremated Remains 6,825.00$
Burial Fee (x2) 2,550.00$
Vault Fee (x2) 250.00$
Property Cost 4,025.00$ 5,000.00$ 24% 700.00$ 10,000.00$ 3,400.00$ 3,400.00$ 700.00$ 5,000.00$ Baby Burial Plots--Casket (30 inches or less)* 4,965.00$ 5,000.00$ 1% Burial Fee (x1) 4,155.00$
Property Cost 810.00$
Baby Burial Plots--Cremains* 3,625.00$ 3,700.00$ 2% Burial Fee (x1) 1,275.00$
Property Cost 2,350.00$
Service Fees (Only offered at the time of need)
Single Casket Burial Fee 4,155.00$ 4,200.00$ 1% 2,000.00$ 1,305.00$ 4,972.00$ 1,305.00$ 1,305.00$ 1,500.00$ 4,972.00$ Cremated Remains Burial Fee 1,275.00$ 1,400.00$ 10% 700.00$ 400.00$ 1,500.00$ 400.00$ 400.00$ 400.00$ 1,200.00$ Weekend/Holiday Fee: Casket 995.00$ 1,200.00$ 21% 1,000.00$ Weekend/Holiday Fee: Cremation 410.00$ 600.00$ 46% 300.00$ Disinterment Fee
Disinterment Fee (Casket) 3,255.00$ 4,200.00$ 29% 4,200.00$ 2,850.00$ 5,000.00$ 2,850.00$ 2,850.00$ 2,215.00$ 5,000.00$ Disinterment Fee (Cremation) 1,555.00$ 1,650.00$ 6% 800.00$ 1,300.00$ 2,500.00$ 1,300.00$ 1,300.00$ 815.00$ 2,500.00$ Weekend/Holiday Fee: Disinterment Casket 1,805.00$ 1,200.00$ -34% 300.00$ Other Fees
Vault Fee (casketed) 370.00$ 1,000.00$ 170% $397.00 650.00$ 2,233.30$ 995.00$ 995.00$ 650.00$ 2,233.30$ Vault Fee (cremation) 125.00$ 250.00$ 100% $50.00 175.00$ 650.00$ -$ -$ 175.00$ 650.00$ Grave Marker Installation (Flush Marker 28” x 20”) 535.00$ 550.00$ 3% 375.00$ 200.00$ 640.00$ -$ -$ 200.00$ 640.00$ Bronze Marker Concrete Base Fee 245.00$ 300.00$ 22% $100.00 400.00$ 2,600.00$ 625.00$ 625.00$ 400.00$ 400.00$ Marker Removal Fee 260.00$ 300.00$ 15% 150.00$ 200.00$ 200.00$ -$ -$ 200.00$ 200.00$ Total Private Municipal
ATTACHMENT 2PPC Fee Analysis and Proposal
CITY OF PLEASANTON
MASTER FEE SCHEDULE
XII. PIONEER CEMETERY Eff. 07.01.2024
A. Plot Fee- South Hill West
Burial Plot Fees - South Hill West Burial Plot - Casket $15,900.00 Includes two (2) rights of Interment , burial services , double vault Burial Plot - Cremated Remains $6,825.00
Includes two (2) rights of interm ent , two ( 2) urn vaults Baby Burial Plot - Casket (30 inches or less) $4,965.00 Includes one (1) right of Interment , burial service , single vault Public Use of City Electric Charging Stations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $3,625.00 Retiree Medical Insurance Administrative Fees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
B. Burial Services Fee
Single Casket Burial Fee
Burial Fee $4,155.00
Vault Fee (Taxable) $370.00
Total Burial Fee: $4,525.00
Single Cremains Burial Fee
Burial Fee $1,275.00
Vault Fee (Taxable) $125.00
Total Burial Fee: $1,400.00
Disinterment Fees
Casket Fee $3,255.00
Cremains Fee $1,155.00
Additional Fees
Grave Marker Installation ( Flush Marker 28 " x 20 " ) $535.00 Bronze Marker Concrete Base Fee $245.00
Marker Removal Fee $260.00
Weekend/Holiday Burial or Disinterment Fee (subject to availability ) Casket Burial $995.00
Casket Disinterment $1,805.00
Cremains Burial/Disinterment $410.00
With proof of pre-paid plot in Lower Care #1-2, Upper Care #1-2, North Hill, North Hill West, South Hill, Memorial Vista , Sunol Gateway, and Hilltop
XII. Pioneer: 46 of 55
ATTACHMENT 3Current Master Fee Schedule
Item #15
CITY COUNCIL AGENDA REPORT
December 16, 2025
Library and Recreation
TITLE: AUTHORIZE THE CITY MANAGER TO ENTER INTO AN AGREEMENT WITH
AMERICAN CEMETERY MAINTENANCE AND BURIAL FOR PROFESSIONAL
CEMETERY OPERATION SERVICES IN THE AMOUNT NOT TO EXCEED $175,000 FOR A ONE-YEAR CONTRACT
SUMMARY
The proposed agreement with American Cemetery Maintenance and Burial (ACMB) is for professional cemetery operation services at the Pleasanton Pioneer Cemetery. With the expiration of the current burial services and grounds maintenance contract occurring on December 31, 2025, staff initiated a Request for Qualifications (RFQ) process. The RFQ was posted on October 7, 2025. American Cemetery Maintenance and Burial was the only responder. If approved by the City Council, the agreement with ACMB would commence on January 1, 2026.
RECOMMENDATION
Authorize the City Manager to enter into an agreement with American Cemetery Maintenance and Burial for Professional Cemetery Operation Services in the amount not to exceed $175,000 for a one-year contract.
BACKGROUND
The Pleasanton Pioneer Cemetery (PPC) was acquired by the City of Pleasanton in 2006 and represents an important piece of Pleasanton history for the community. The City has invested time and resources in repairing and improving the site, and in 2014, adopted a Master Plan and Implementation Plan to further guide these efforts.
In December 2021, the City Council authorized the City Manager to execute a Professional Services Agreement with American Cemetery Maintenance and Burial (ACMB) in the amount not to exceed $205,650 for a one-year contract term for burial services and grounds maintenance. Since then, the City has executed the following amendments to the Agreement:
• January 1, 2023, an 18-month term and and amount not to exceed $331,500 • July 1, 2024, an additional 12-months and amount not to exceed $224,000 • July 1, 2025 a final amount not to exceed $88,200 until December 31, 2025.
In addition to the ACMB agreement, in December 2021, the City Council approved an agreement between the City and Tree Sculpture Group for landscaping services at PPC, covering an 18-month term in the amount not to exceed $83,326. The agreement was subsequently renewed for Fiscal Year (FY) 2023/24 for a one-year period, not to exceed $56,751, and for FY2024/25, not to exceed $62,426.
The Fourth Amendment to the Agreement with ACMB, executed on July 1, 2025, and effective until December 31, 2025, reflects an expanded work scope, with ACMB absorbing the landscaping services formerly performed by Tree Sculpture Group.
On August 19, 2025, the City Council supported the staff recommendation to shift cemetery operations to a Community Amenity that aligns with public goals and offers a path to financial sustainability, and voted to pause the sales of casket burial sites and focus on creating a more self-sustaining model for the Cemetery Enterprise Fund
The existing agreement with ACMB is set to expire on December 31, 2025. In anticipation of this, staff issued a Request for Qualifications (RFQ) in October 2025. ACMB was the only responsive vendor.
DISCUSSION
The proposed agreement with ACMB retains the broader work scope from the recent Fourth Amendment, including the landscaping services, and eliminates the need for a separate landscaping contract.
Throughout the duration of the current agreement, ACMB has provided over 160 burial services, maintained PPC grounds, and continued to be a reliable contractor.
Staff will continue to work diligently to ensure a high standard of service is maintained at the PPC and continue to examine ways to make it a fiscally responsible enterprise fund.
Below are current and proposed fees charged by the contractor for burial services:
Table A. Current and Proposed Burial Service Fees
Given that casket plot sales will be suspended starting in January 2026, and only pre-need purchases will continue to be honored, staff anticipates a decrease in the number of casket
burials in the future.
To mitigate the higher prices of services on weekends, customer pricing will be adjusted accordingly.
The proposed increase in monthly maintenance is from $7,200 to $7,500 per month.
EQUITY AND SUSTAINABILITY
Providing quality professional cemetery operation services is essential to the long-term sustainability of the cemetery. A separate item will be presented to adjust the fees at the Pleasanton Pioneer Cemetery, offsetting the increases in costs.
OUTREACH
An RFQ was conducted for Professional Cemetery Operation Services in October 2025.
STRATEGIC PLAN ALIGNMENT
This agreement with ACMB advances the ONE Pleasanton goal – Investing in Our Environment: Infrastructure, Public Facilities and Sustainability.
FISCAL IMPACT
Funds for the service contract have been allocated in the FY 2025/26 and FY 2026/27 Cemetery Enterprise Fund – 40150220 430101. The agreement with ACMB is not to exceed $175,000 for a one-year contract term. This sum includes the estimated cost of 40 burials per year, as well as grounds maintenance and landscaping for the Pleasanton Pioneer Cemetery.
The expense is expected to be partially offset by the revenue collected from the sales of cremation sites and services, as well as funds in reserve for casket burial services that were purchased pre-need. A General Fund subsidy of $50,000 is allocated for FYs 2025/26 and 2026/27. The agreement can be renewed annually through December 31, 2030. Future agreements will be brought back to City Council for review as part of the ongoing updates to cemetery services and management.
Prepared and Submitted by: Approved by:
Heidi Murphy, Director of
Library and Recreation
Gerry Beaudin, City
Manager
Attachments:
1. ACMB Agreement
BURIAL AND MAINTENANCE SERVICES AGREEMENT
T
HIS BURIAL AND MAINTENANCE SERVICES AGREEMENT
(“Agreement”) is made and entered into on December 16, 2025, between AMERICAN CEMETERY MAINTENANCE AND BURIAL ("Contractor"), whose address is 2150 Portola Ave, Suite D-160, Livermore 94551and the CITY OF PLEASANTON, a municipal corporation ("City").
REC
ITALS
A. C
ity issued a Request for Qualifications (RFQ) for Professional Cemetery Operation Services for the Pleasanton Pioneer Cemetery on October 6, 2025, and Contractor submitted qualifications for the requested professional cemetery operation services.
B. C
ontractor is qualified and experienced in providing professional cemetery operation services as set forth in Exhibit A.
C. C
ity finds it necessary and advisable to obtain such services from Contractor.
NO
W THEREFORE, in consideration of the mutual covenants and conditions in this Agreement, City and Contractor agree as follows:
1. T
erm and Schedule. The term of this Agreement commences on January 1, 2026, and will expire on December 31, 2026. The contractor will perform the services according to the schedule set forth in Exhibit A, as coordinated with the City staff person.
a. A
greement Renewal. The City and the Contractor shall retain the right to renew the term of this Agreement for additional one-year periods up to, but not exceeding, four (4) additional years. This Agreement may be renewed only by mutual agreement between the parties involved. Either party that wants to renew the Agreement shall provide the other party with written notice by August 1st preceding the possible January 1st renewal. The party receiving the request to renew shall respond to the other party in writing within ten (10) business days of whether or not the offer to renew is accepted. Each party retains the right not to renew the Agreement at the time of request.
2. S
ervices to be Performed. Contractor shall perform, or cause to be performed, the services described in Exhibit A.
3. Compensation. Compensation for services shall not exceed $175,000 and shall be paid as set forth in Exhibit B, attached hereto. Payment shall be made within thirty (30) days of receipt of the Contractor’s invoice and approval by the City.
4. Indemnification. Contractor shall hold harmless, defend, and indemnify the City, its officers, agents and employees (“Indemnitees”), against any and all claims, costs, demands, causes of action, suits, losses, expenses, attorney’s ATTACHMENT 1
fees, or liability, arising from or in any manner related to Contractor’s (includes Contractor’s employees, agents, or subcontractors) negligent act or omission, whether alleged or actual, regarding the services performed or caused to be performed pursuant to this Agreement and any amendments thereto. Contractor shall not, however, be obligated to indemnify Indemnitees from Claims arising from the sole negligence or willful misconduct of Indemnitees. This indemnification includes any claim that services provided under this Agreement, or any tool, article, or process used, constitute an infringement of any patent issued by the United States. This indemnification provision shall survive termination or cancellation of the Agreement.
5. 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 additional insureds under the policy as evidenced by an additional insured endorsement satisfactory to the City Attorney. The policy shall further state in writing either on the Certificate of Insurance or attached rider that this insurance will operate as primary insurance for services performed by Contractor and its subcontractors, 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 the Contractor's employees shall be in strict compliance with State laws, including a waiver of subrogation and Employer’s Liability Insurance with limits of at least $1,000,000. By signing this Agreement, Contractor is certifying, pursuant to Section 1861 of the California Labor Code, that: "I am aware of the provisions of Section 3700 of the Labor Code which require every employer to be insured against liability for workers' compensation or to undertake self-insurance in accordance with the provisions of that Code, and I will comply with such provisions before commencing the performance of the work of this Contract."
d. Certificate of Insurance. Contractor shall file a certificate of insurance with the City prior to the City’s execution of this Agreement, and prior to engaging in any services 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.
e. Subcontractors. Contractor 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 to naming additional insureds.
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.
6. Independent Contractor. The Contractor is an independent contractor retained by the City. All personnel employed by the Contractor, including subcontractors and personnel of subcontractors, are not and shall not be employees of the City.
7. Contractor’s Warranty. Contractor shall bear the risk of loss or damage to any goods associated with the services until delivered to and accepted by the City. Contractor further warrants that all services provided under this Agreement shall: a) meet all conditions of the Agreement; b) shall be free from all defects; and 3) shall be fit for the purposes intended. If any defects occur within the 12 months following acceptance, Contractor shall be solely responsible for the correction of those defects.
8. Labor Code/Prevailing Wages. The services performed under this Agreement are a “public work” and prevailing wage laws shall apply. 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 perform the services under this
Agreement shall be paid to all workers, laborers and mechanics employed in the execution of the services by the Contractor or any subcontractor doing or contracting to do any part of the services. Contractor shall post, at each job site, a copy of the prevailing rate of per diem wages.
To the extent applicable, Contractor shall comply with all requirements of the California Labor Code, including but not limited to, Labor Code sections: 1773.2 (regarding posting wage determinations at each job site); section 1776 (regarding the 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 public work done under the Agreement by it or by any subcontractor under Contractor.
9. Notices. All notices, demands, requests or approvals to be given under this Agreement shall be given in writing and conclusively shall be deemed served when delivered personally or on the second business day after the deposit thereof in the United States Mail, postage prepaid, registered or certified, addressed as hereinafter provided.
To Contractor: David Garrison To City: Ania Pawlak
2150 Portola Ave City of Pleasanton
Suite D-160 P.O. Box 520
Livermore, CA 94551 Pleasanton, CA 94566
10. Miscellaneous Provisions.
a. City may terminate this Agreement at any time by mailing a notice to Contractor. Contractor shall be paid for that portion of services already completed by Contractor as approved by the City.
b. Contractor acknowledges that time is of the essence regarding the performance of this Agreement.
c. Contractor shall not assign or transfer this Agreement.
d. If either City or Contractor waives a breach of this Agreement, such waiver shall not constitute a waiver of other or succeeding breaches of this Agreement.
e. This Agreement may only be modified by a writing signed by the authorized representative of both parties.
f. Contractor covenants that it has obtained and will keep in effect during the
term of the Agreement, all certificates, licenses, including a City Business License, permits, or the like required by any federal, state, or local regulatory agency in order to perform the services under this Agreement. g. Contractor shall comply with all federal, state, and local laws, regulations, and rules, including but not limited to applicable safety and environmental laws.
h. The Contractor will permit the City to audit, examine, and make copies of all contracts, invoices, payrolls, and other documents or data relating to this Agreement. Such records shall be maintained for three years from the date of final payment under this Agreement.
i. This Agreement shall be governed by the laws of the State of California, with venue for any action under this Agreement in Alameda County, California.
j. This Agreement may be executed in multiple counterparts, each of which shall be an original and all of which together shall constitute one agreement.
Counterparts may be delivered via facsimile, electronic mail (including pdf or any electronic signature complying with U.S. federal E-Sign Act of 2000 (15 U.S. Code §7001 et seq.), California Uniform Electronic Transactions Act (Cal. Civil Code §1633.1 et seq.), or other applicable law) or other transmission method, and any counterpart so delivered shall be deemed to - have been duly and validly delivered and be valid and effective for all purposes.
k. This Agreement constitutes the entire understanding of the parties.
IN WITNESS WHEREOF, the parties hereto have executed this Agreement on the date and year first above written.
CITY OF PLEASANTON
By:
Gerry Beaudin, City Manager • 1gnature
Y )ffet/1 •/ 6o'<-<'v"1~ 0 V\
Print name
Title:
ATTEST:
____________________________ [If Contractor is a corporation, signatures Jocelyn Kwong, City Clerk comply with California Corporations Code §313]
APPROVED AS TO FORM:
By: __________________________
_____________________________ Signature
Daniel G. Sodergren, City Attorney
__________________________
Print name
Title: __________________________
EXHIBIT A
CEMETERY GROUNDS MAINTENANCE SCOPE OF WORK
SECTION 1. MAINTENANCE SCHEDULE
The following table indicates the minimum frequency of work to be performed for each specific type of work.
FREQUENCY: W – Weekly, BW – Bi-weekly, M – Monthly, Q – Quarterly, TY – Twice Yearly, Y – Yearly, EX – Extra Work, N/A – Not Applicable
ANNUAL SCHEDULE: The Contractor shall provide the City with an annual schedule which generally conforms with the following:
8 A. NON-IRRIGATED TURF AREAS
FREQUENCY
1. Soil Analysis EX
2. Leaf, Litter and Trash Removal W
3. Weed Control M
4. Irrigation Scheduling N/A
5. Irrigation Repair Check N/A
6. Fertilize N/A
7. Mow W during the growing season
8. Edge BW during the growing season
B. GROUNDCOVERS/VINES FREQUENCY
1. Leaf, Litter, and Trash Removal W
2. Weed Control W
3. Irrigation Scheduling 8 times yearly
4. Irrigation Repair Check Q
5. Fertilize As Needed
6. Pre-emergent herbicide As Needed
7. Pest/Disease Control As Needed
8. Prune/Edge As Needed (No less than every 3 mos.)
C. SHRUBS
FREQUENCY
1. Leaf, Litter, and Trash Removal W
2. Weed Control W
3. Irrigation Scheduling 8 times yearly
4. Irrigation Repair Check Q
5. Fertilize As Needed
6. Pest/Disease Control As Needed
7. Staking/Removal/Rebracing As Needed
8. Replacement of Mulch Y
D. TREES – To be maintained by the City.
E. NON-VEGETATED AREAS
FREQUENCY
1. Leaf, Litter, and Trash Removal W
2. Weed Control Q
3. Pre-emergent herbicide Y
9 F. PAVED AREAS FREQUENCY
1. Leaf, Litter, and Trash Removal W
2. Weed Control W
3. Graffiti Removal EX
4. Adding and compacting DG EX
5. Repair of Ruts Caused by Off-Road
Parking or Erosion
EX
SECTION 2. GENERAL CONDITIONS
2.01 General
The Contractor shall not be held responsible for plant losses due to maladies beyond the Contractor’s control; this includes, but is not limited to, disease or insect attack for which there is no legal recommended control, acts of vandalism, earthquakes, fires, unusual storms, and related events. Report all such conditions to the City in writing and submit a proposal for the repair of the work. Obtain the City’s approval prior to proceeding with the work affected.
2.02 Replacement of Plants
The Contractor shall remove dead and irreparably damaged groundcover, trees, shrubs, or other plant material and replace it at his own expense when such death or damage is due to the Contractor’s failure to provide maintenance and/or sufficient irrigation in accordance with the provisions herein. Contractor shall remove and replace such plant material within two weeks of notification by the City. Plants shall be replaced with material of equivalent size and variety to the material being removed unless other material is approved by the City. All replacement material shall be approved by the City before installation by the Contractor.
2.03 Work Not Included
A. Repairs or replacement of losses and damages not covered by the contract, except as noted.
B. New planting and other special services, except with the City’s request or approval in writing and agreement to pay.
C. Major vandalism or damage caused by natural disasters.
10 SECTION 3. SPECIAL CONSIDERATIONS
3.01 Special Considerations
3.01A Management Goals
On a scale of 1 to 5, maintain all landscape areas at a 3.5 to 5.0 (excellent to outstanding).
3.01B Site Inspections
Regular site visits by the City Cemetery Manager and/or Landscape Architect, as well as the Contractor’s Representative, will be conducted on a quarterly basis at a minimum. These visits aim to maintain a rating of 3.5 to 5.0, consider changes to maintenance practices, and direct special operations.
3.01C Schedule
Provide with Monthly Maintenance Invoice with a Monthly Service Recap.
3.01D Areas
The cost to maintain all landscaped areas described by the specifications must be based on conditions as they exist at the time of the bid.
3.01E Irrigation System Care
All irrigation repairs as noted in 3.04 of this section are included.
3.01F Exceptions
No exceptions to these specifications will be allowed unless approved in writing by the Project Administrator.
3.02 Natural or Open Space
Natural or rough areas shall be maintained in a neat appearance suitable to the intent of the area.
Areas with large mature trees shall be kept free of dead wood on the grounds. Wild grasses shall be cut and raked at least semi-annually or additionally as directed by the City. Fire control work is considered as part of this contract and shall be provided by the Contractor. Large broadleaf weeds shall be controlled either chemically or manually removed.
3.03 Debris Control
11 A. All clippings, trimmings, cuttings, trash, and rubbish associated with landscape maintenance shall be promptly removed from the site.
B. The property shall be toured each visit to pick up and dispose of debris such as bottles, papers, cartons, and similar items to keep the grounds neat in appearance.
C. Large items of debris, such as large appliances or couches, abandoned on the properties by others shall be removed to a suitable dump site by the City or by the Contractor as Additional Cost Work if approved by the City. Notify the City immediately when such dumping occurs.
3.04 Irrigation System Care
All irrigation systems shall be checked and adjusted each Spring and periodically throughout the growing season. Clean filter screens on pumps, backflow devices, and drip systems as needed.
All heads and valves flagged for repairs shall be repaired within one watering period or two working days – whichever is the shorter time frame. Necessary repairs to clocks, wiring, or system modifications will be brought to the attention of the City for authorization to proceed with repairs or replacement. Cost estimates shall be provided by the Contractor. All repairs to the irrigation system shall be made within one watering period or within two working days from observation of damage. If repairs take longer than that, the contractor is responsible for hand watering the plant material as necessary to keep it in a healthy, unstressed condition.
A. Any damages to the system caused by Contractor’s operations shall be repaired without charge to the City. Repairs shall be made within one watering period or immediately upon discovery. Upon notification from the City of the damage, it shall be repaired within one watering period or within two working days, whichever is shorter. Contractor shall report such damage immediately to the City.
B. Accidental damage, such as reported cases of vandalism, shall be reported promptly to the City, together with an estimate of costs for repairs. This also applies to changes and additions needed. Faulty electrical controllers shall be reported to the City, and upon approval, repairs shall be made by the Contractor at City expense. In any case, repairs shall be made within one watering period or within two working days, whichever is shorter.
C. In early spring, Contractor shall check all systems for proper operation. Lateral lines shall be flushed out after removing the last sprinkler head or two at each end of the lateral. All heads are to be adjusted as necessary for unimpeded coverage.
D. The City should train the Representative of the Contractor on programming, operation, and emergency system shutdown of the controller. The City is responsible for providing the Contractor with the key for the controller and initial Programming.
12 E. The irrigation system shall be adjusted as necessary per the weather and to prevent overspray onto paved areas and run-off down the gutters. Contractor shall be specifically responsible for identifying areas of inadequate coverage, over-watering, and system malfunctions, and making proper adjustments or repairs. Contractor shall adjust times to provide necessary water. Multiple repeat cycles shall be utilized as needed to provide the best irrigation efficiency.
F. Repair and replace as necessary, the irrigation system and all its piping from the backflow prevention device to each of the irrigation heads. It is understood that throughout the life of the project, incidental replacement of irrigation heads and risers, quick couplers, valves, and piping will be necessary due to vandalism, vehicle damage, malfunction, and so on. Repair and/or replacement of all damaged sprinkler heads and riser assemblies, quick couplers, valves, and piping are a part of this contract, and will be paid for as “Extra Work”. Provide a receipt for materials as verification for “extra” reimbursable. If damage occurs due to the contractor, the contractor shall be responsible for replacing the equipment at their own cost.
G. Maintain in good condition all automatic sprinkler valve boxes and their cover lids.
This includes the removal of any plant growth inside the boxes and removing any excessive dirt or debris from inside the box so that the valve is completely exposed.
Standing water in the valve boxes shall not be allowed to remain permanently.
H. All valves should be kept in such condition that they are able to be manually operated at the box by the air bleed pet-cock.
I. The height of all sprinkler control boxes shall be maintained at approximately one- half (1/2) inch above the surface of the surrounding grade.
J. Repair and replace all quick coupling valves and lines that are not operating properly.
K. Repairs to clocks, wiring, or necessary system modifications that are outside the scope of regular irrigation system maintenance shall be the Contractor’s responsibility; however, they are considered as “Extra Work”. A cost estimate shall be provided to the City, and such repair shall be approved by the City prior to initiation.
L. Moisture in soil shall be checked with a soil probe to determine moisture requirements for all plant areas.
3.05 Sidewalks, Crush Granite Paths, Off-Road Parking and Drive Aisles (Roads)
A. Debris of silt resulting from erosion and other landscape debris shall be removed from sidewalks and drive aisles.
13 B. When necessary the contractor will use water hose to remove silt and mud not removable by blowers, shovels or brooms
C. Debris caused by vehicles or equipment not related to the Contractor’s Service and Maintenance Operations shall be reported to the city and removed from sidewalks and drive aisles.
3.06 Drainage Systems Maintenance
A. All drainage systems on the properties for purposes of rain water or irrigation water collection, whether surface swales or underground pipes, shall be maintained in a clean condition free of debris, erosion waste, weeds or any blockage. Natural creeks and streams are not included.
B. When a drainage system is blocked by debris from off the site or by erosion waste from off-site major storm damage, correction will be made by the City after prompt notification by the Contractor or considered “Extra Work” as approved by the City.
3.07 Erosion Control
The Contractor shall not be responsible for structural maintenance or repair or replacement of the following: parking areas, drive aisles, or sidewalks, except for such structural maintenance, repair, or replacement resulting from damage caused by the Contractor or his agents.
A. Erosion resulting from failure to maintain properly rooted plant material on slopes shall be the responsibility of the Contractor to correct and accomplish necessary cleanups.
B. Erosion resulting from major storm damage that requires major slope reconstruction and/or installation of additional drainage facilities shall be the City’s responsibility.
3.08 Records
Written records of watering schedules, fertilization, pest control spraying, and other maintenance work shall be maintained by the Contractor. Written records describing all products and materials used during maintenance shall also be maintained by the Contractor. A copy of the record shall be provided to the City on a monthly basis.
3.09 Control, Supervision and Approval Authority
A. Unless otherwise provided by specific provisions, Contractor’s operations and activities pursuant to this agreement shall be under the control and supervision of the Director of Library and Recreation or her authorized representative, and such person shall exercise such control and supervision for and on behalf of the City where so
14 designated in this agreement.
B. Whenever, under the provisions of this agreement, the Contractor is prohibited from doing something unless the Contractor first obtains the approval or consent of the City, such approval and consent must be obtained from the Director of Library and Recreation, or her authorized representative.
3.10 Graffiti
Graffiti shall be removed from the site within one week of notification by the City. The areas in which graffiti removal is required include sound walls, controller boxes, valve boxes, and any other surface in the maintenance areas. The cost of graffiti removal shall be paid for as “Extra Work”.
SECTION 4. NON-IRRIGATED TURF
4.01 General
The Contractor shall maintain all non-irrigated turf areas by performing the following operations and other work incidental thereto:
4.02 Mowing
Upright grasses/weeds shall be mowed to a uniform height not-to-exceed 4 inches in warm weather and 4 inches during the rainy season. Mower blades shall be kept sharp so as not to damage the turf. Cut all large turf areas using a rotary riding mower. For those areas with slopes 3 to 1 or steeper, use specialty mowers specifically designed for steep slope areas. Push mowers shall only be used in those areas where a ride mower cannot be used. Provide a list of the mowers you intend to use on the project to the Project Administrator for approval at the pre-job conference.
4.03 Edging
Turf shall be edged along borders, walls, curbs, fences, paths, rocks, gravestones, etc., for neat appearance where needed. Clippings shall be removed from planting beds and walks.
Edges shall be trimmed weekly during the growing season. Clippings shall be vacuumed or blown off the walks back into the turf areas. Clippings shall not be blown into the streets nor allowed to collect in drainage ways. Clippings shall be caught and removed from the site.
Contractor shall be responsible for any damage caused by his operations.
Nylon line or other whip edgers shall not be used to edge ground cover areas or within two feet of any trees or shrubs. The contractor is responsible for any damage caused by this equipment.
15 4.04 Weed Control
Non-irrigated turf areas shall be carefully spot-treated with selective herbicides to control broadleaf weeds and weed grasses as weather and turf conditions dictate
4.05 Debris Control
The property shall be reviewed weekly to ensure that debris, such as bottles, papers, cartons, and similar items, is disposed of to maintain a neat appearance of the grounds.
SECTION 5. ORNAMENTATION AND GROUND COVER
5.01 General
The Contractor shall maintain all ground cover, including hard fescue areas, on the site(s) covered by this agreement in a healthy, thriving condition by performing the following operations and other work incidental thereto:
5.02 Weed Control
Eliminate weeds, including undesirable grasses such as tall fescue, nut grass, rye, etc., preferably with IPM techniques, but also with pre-emergent herbicides and/or selective systematic herbicides. Hoe weeds as little as possible since this may result in plant damage. Hand-pull weeds that are not effectively controlled by chemical herbicides.
A. All planting beds and graveled areas shall be kept weed-free.
B. All debris resulting from weeding operations shall be removed from the project area on the same day that the weeding operation occurs.
C. Should the Contractor desire to use a chemical weed control program, he shall develop said program and submit it in writing as part of this bid. The City shall be notified at least seven (7) days before each use. Credit for herbicide application (pre- and post-emergent) will only be given when the Contractor notifies the City prior to said application.
D. All tree wells are to be kept weed and grass-free for an area extending out a minimum of 2.5 feet from the trunk of the tree in any direction. (See also Section 6.05 under Tree and Shrub Care.) A three-inch layer of organic mulch should be maintained in the tree wells. Care should be taken to pull mulch away from the trunk of the tree a minimum of two inches.
5.03 Ground Cover Areas
16 All ornamental plant material and ground covers shall be judiciously pruned maintaining the natural structure of the plant. All vegetation shall be maintained and clear of all walkways.
Perform edging so that groundcover “feathers back” from border of groundcover area, forming a natural appearance; do not shear or create vertical edges.
5.04 Watering
Water enough so that moisture penetrates throughout the root zone as often as necessary to maintain healthy growth.
5.05 Dead Plant Material
If large sections of plant material are damaged or destroyed due to vandalism, such replacement material will be provided or paid for by the City but shall be installed by the Contractor as “Extra Work”. Documentation such as photos, a cost estimate, and a Public Safety report for vandalism shall be provided to the City for such plant material. Receipts for all plant material provided by the Contractor shall be given to the City.
5.06 Pest and Disease Control
All ornamental plant material will be inspected throughout the year to ensure against disease, insect infestation, and pest damage. If an infestation occurs, appropriate plant protection shall be taken. Should a pesticide be required, it shall be applied by a licensed pesticide applicator by state and local regulations and as weather and environmental conditions permit. Any pruning necessary to remove infested or infected material is included in this contract at no additional cost. Gopher and squirrel abatement is included in the scope of work and is considered as part of the basic landscape maintenance and included in this contract at no extra cost.
A. Prior to applying any pesticides, the Contractor shall have a “Commercial Pest Control Operator’s License” as required by law.
B. The spray materials shall meet all Federal, State, and local requirements.
C. The Contractor shall use an insecticide spray that prevents or controls insect infestations.
D. Application of pest and disease control materials shall be within the time best suited, according to the manufacturer’s specifications and application rates, for the eradication of the insects and diseases.
E. Any new or existing plants or soil that are damaged by either the lack of a needed application or the over-application of controlled materials shall be replaced by the Contractor at his expense.
17 F. Snails and slugs shall be controlled by the use of an approved non-arsenical metaldehyde bait as prescribed by a qualified pest control advisor.
G. Gopher and ground squirrel abatement shall be done per IPM standards.
5.07 Watering
Contractor shall submit proposed cool-season and warm-season watering schedules.
5.08 Fertilizing
Ground cover and ornamental plants shall be fertilized in agreement with the attached frequency schedule. Contractor shall provide said fertilizer. Fertilization application will be based on a soil analysis or the recommendation of the Project Administrator. City staff will be the final authority for the type and quantity of fertilizer to be applied.
5.09 Mulching
The Contractor shall provide and maintain mulch at a depth of three inches (3′′) in all planting areas which are mulched on the commencement date of this agreement or for which mulch is determined to be necessary by the Project Administrator due to the Contractor’s replacement of plants. Mulching material shall be organic, chipped wood mulch, or other such material as approved by the City. Mulch shall not be artificially colored. Mulch shall be supplied by the City and will be available at the Operations Yard at 3333 Busch Road. Mulch shall be applied as necessary at the direction of the Project Administrator and shall be paid for as “Extra Work”, except where noted as otherwise.
SECTION 6. TREES AND SHRUBS CARE
6.01 General
Maintain trees and shrubs in thriving condition by performing all necessary operations.
6.02 Watering
Plants should not be watered until a moisture check has been made of representative plants in the landscape. Use a probe or other tool to check the moisture in the root ball and the soil surrounding the root ball. Also, the need for water should dictate the frequency of watering by an automatic or manual irrigation system.
6.03 Pruning
6.03A Broadleaf Trees
18 Pruning shall be the responsibility of the City and shall be pruned in conformance with ISA guidelines.
6.03B Coniferous Trees
Pruning shall be the responsibility of the City and shall be pruned in conformance with ISA guidelines.
6.03C Shrubs
The objectives of shrub pruning are the same as for trees. Shrubs shall not be clipped into balled or boxed forms. All pruning cuts shall be made to lateral branches or buds, or flush with the trunk. “Stubbing” will not be permitted. Plant replacement required due to poor pruning practices shall be the responsibility of the Contractor.
6.04 Dividing Perennials
After some years, dividing plants will become necessary to maintain a pleasing density and to renew plant vigor. Monitor plants yearly for clumpiness, reduced flowering, and other symptoms that indicate a need for dividing.
When directed by the Director of Library and Recreation, or her authorized representative, dig plants up, and carefully separate tubers or root masses, using a sharp knife. Prepare the planting bed with fresh amendments in accordance with industry standards, using a rototiller to break up clods, etc. Replant separated plants to fill the bed area with room for expansion; compost weak, damaged, and excess plants. Water thoroughly after replanting.
6.05 Staking
Remove stakes as soon as they are no longer needed. Stakes and ties shall be inspected at least twice a year to prevent girdling of trunks or branches, and to prevent rubbing that causes bark wounds and damage to the cambium. Contractor shall train trees and shrubs off stakes and adjust stakes and ties as necessary.
6.06 Weed Control
Keep basins and areas between plants free of weeds and turf. Avoid frequent soil cultivation, as it can damage shallow roots. Where there is insufficient plant material to suppress weeds, mulch is preferred over spraying or mechanically removing weeds.
6.07 Fertilization
Once, late in spring, fertilize recently established plants with a soluble nitrate fertilizer. Avoid applying fertilizer to the root ball and base of the main stem; rather, spread evenly under the plant to the drip line. Rates will vary from about a cup of nitrate fertilizer (depending on
19 nitrogen percentage) around a newly installed small plant to about one-half (1/2) lb. of actual nitrogen per inch of trunk diameter measured four feet from the ground for mature trees.
SECTION 7. BURIAL SERVICES, MARKER INSTALLATION, AND GRA VE
SITE AREA CLEAN-UP
American Cemetery Maintenance and Burial “Contractor” will work with the city staff to provide burial services, including:
7.01 Opening and closing of grave spaces/Interment and Disinterment – The Contractor shall bury remains presented for interment in the designated burial space. Depending on whether the burial is accompanied by a ceremony, the contractor will schedule the opening of the existing vault or niche in a timely manner or install the required vault. Depending on the location of the grave, the contractor will choose to either hand-dig or use heavy equipment to facilitate the removal, removing the existing marker and digging and removing the lid to the vault or niche.
All surrounding graves and landscape will be protected from damage by covering with plywood or tarps. The remains are expected to be in either a casket or an urn for burial. The process for placing remains and closing the vault or niche will follow standard cemetery practices, which comply with all applicable state regulations and city policies. The Contractor will supervise the closing, filling, compacting, and leveling of the grave, including restoring the surface and marker to their original appearance. Compaction will be done using either manual or power tools, depending on location and soil conditions. The contractor will ensure that the depth of each grave complies with state regulations and City Code.
The contractor will properly finish a grave within a reasonable time period after burial or inurnment services are completed. This includes, but is not limited to, ensuring the burial sites are leveled (sunk or tamped) and seeded. Follow-up leveling and re-vegetation may be required. All efforts should be made to remove rocks and other debris from the gravesite to ensure the site is prepared so that turf can grow back properly.
The contractor shall collect and transport “spoils” (i.e., excess soil, rock, and other debris) created from each burial or inurnment to a dedicated location on the cemetery site. The City shall be responsible for the management and disposal of spoils on a periodic basis.
Disinterment will be conducted by the Contractor as directed by City staff. The contractor will work with the City staff to ensure that all necessary paperwork documenting disinterment and final disposition of remains is filed with the appropriate authorities.
7.02 Plot ownership confirmation prior to burial - Contractor shall be responsible for obtaining and confirming space ownership documentation from City staff. The City staff is responsible for marking the grave location using an agreed-upon method. Confirmation shall occur prior to the
20 opening of the gravesite and burial. Gravesite preparation shall be accomplished in a timely fashion, so as not to impede scheduled services.
7.03 Graveside preparation—The contractor shall be responsible for setting up the tent(s), chairs, and lawn greens at the graveside. At least one member of the Contractor’s burial crew must remain on-site until the family has left the Cemetery. Lowering the casket, tearing down the setup, and placing the lid shall be conducted in a professional, careful, and considerate manner.
7.04 Installation of vaults as needed - The Contractor shall have equipment and personnel to safely prepare and install cement grave vaults as requested for burial services. Concrete vaults are provided by the City. Depending on the location of the grave, the Contractor may choose to either hand-dig or use heavy equipment to facilitate the installation of the vault. The vault will be installed in accordance with standard cemetery practices that comply with all applicable state regulations and city codes. During the vault installation process, if an unexpected obstacle arises, such as a previously installed adjacent vault encroaching on the burial space or any other irreparable object, the Contractor will collaborate with the City staff to resolve the issue, which may necessitate a fee adjustment.
7.05 Ground leveling and soil compacting for new - New gravesites are to be cleared, tamped, sunk, and leveled with the surrounding terrain within seven (7) calendar days of burial services.
Within twenty (20) calendar days following initial leveling, perform a follow-up leveling for re- vegetation.
7.06 Marker installation – The Contractor shall install headstones and markers within seven (7) days of notification by the City Staff. The Contractor shall ensure the site layout and preparation, and install headstones and markers. Headstones shall be handled in a manner that prevents damage. The Contractor shall ensure that flat markers shall be uniform in height (parallel with the ground and no more than 1 inch above grade) and horizontally and vertically aligned. The Contractor shall provide headstone resetting for up to 1 headstone or marker per week. The Contractor is not responsible for the purchase and delivery of the monuments, headstones, and markers to the cemetery.
7.07 The Contractor shall perform regular grave site clean-ups on the 1 st and 3rd Friday of each
month. The contractor shall remove and dispose of all cemetery décor in accordance with Section 10 of the Pleasanton Cemetery Rules and Regulations. The Contractor may remove, at any time, items that are unsightly, dangerous, or detrimental (as determined by City staff or the Contractor).
7.08 The Contractor shall remove trash from all receptacles, replace the receptacles' liners throughout the site each week, and place the trash in the PGS-provided collection bins every Monday. The City will be responsible for PGS bills.
SECTION 8. EQUIPMENT
The Contractor shall obtain its own backhoe, or rent one as needed, to provide the burial services.
21 Exhibit B
CEMETERY BURIAL SERVICES FEE SCHEDULE
(To be used in conjunction with
the City Standard Specifications and Standard Details, and the State Standard Specifications and Standard Plans)
All work shall be in accordance with the City of Pleasanton Standard Specifications and Details dated November 2016.
Item Description Quantity Unit Unit Price Total
1. Cemetery Burial Services 40 Year As specified in Table 1 As-
needed
service
not to
exceed
$80,000
2. Basic Landscape
Maintenance, including labor,
overhead, and all required
tools, etc, in the whole area of
the Pioneer Cemetery
grounds
12 Month $7,500 per
month
$90,000
3. As-needed Services 1 Allowance $50/hr $5,000
Total (not-to-exceed): $175,000
22 TABLE 1
Burial Services
Interment Weekday Weekend
Casket Burials - Opening and closing
of the grave. Preparing the graveside
for service $2,000 $3,000
Cremated Remains Burial - Opening
and closing of the grave. Preparing
the graveside for service $700 $1,000
Disinterment
Casket Remains $4,200 $4,500
Cremated Remains $800 $1,000
Grave Markers & Monuments
Installation of Flat Marker $375 $425
Flat Marker Removal $150 $200
Item #16
CITY COUNCIL AGENDA REPORT
December 16, 2025
Library and Recreation
TITLE: AUTHORIZE THE CITY MANAGER TO ENTER INTO AN AGREEMENT WITH
BLACK TIE TRANSPORTATION TO PROVIDE MANAGEMENT AND
OPERATIONS FOR THE PLEASANTON RIDES PROGRAM FOR A PERIOD OF FIVE YEARS IN AN AMOUNT NOT TO EXCEED $1,892,400
SUMMARY
Black Tie Transportation has been providing Pleasanton’s paratransit program, Pleasanton Rides, since December 2020. Staff recommends extending the service contract for five additional years at a total cost of $1,892,400.
RECOMMENDATION
Authorize the City Manager to enter into an agreement with Black Tie Transportation to provide management and operations for the Pleasanton Rides program for a period of five years in an amount not to exceed $1,892,400.
BACKGROUND
The City of Pleasanton has provided Pleasanton Paratransit Service (PPS) since 1972. The program was re-engineered in 1998-1999 when the City Council voted to continue the transportation services and increase the General Fund allocation. Program enhancements were implemented, including extended hours and development of a group trip program.
Program policies and procedures were updated, and an advisory body, known as the PPS Task Force, was established.
In 2000, 10 years after Congress approved the Americans with Disabilities Act (ADA), Alameda County voters renewed the County's commitment to improve mobility services. The reauthorized Measure B increased the percentage of net revenue specifically for transportation for older adults and people with disabilities (Special Transportation or Paratransit) from 1.5 to
10.45 percent. These revenues fund operations for ADA-mandated services and city paratransit programs. The revenues also fund a competitive discretionary grant program which funds projects and programs intended to reduce the differences in special transportation services available to individuals in different geographic areas of Alameda County and to address gaps in the transportation system.
In 2014, the passage of Measure BB further augmented funding to local cities and paratransit providers to continue transportation services through 2045.
In 2017, the City Council initiated a paratransit study. The City of Pleasanton and Livermore Amador Valley Transit Authority (LAVTA) determined that a joint assessment of Tri-Valley paratransit services would provide valuable information necessary for the agency’s governing bodies and staff to make informed future programmatic and funding decisions.
The Mobility Forward: Tri-Valley Paratransit Study Final Report (2019) identified four recommendations. The following three recommendations are specific to Pleasanton:
• Transfer Americans with Disabilities Act (ADA) service from Pleasanton to LAVTA • Restructure PPS as a City-based program for Older Adults (reorganize PPS within the City or contract for services)
• Implement a Tri-Valley coordinated transit strategy for older adults and people with disabilities.
The Mobility Forward: Tri-Valley Paratransit Study Final Report was adopted at the May 7, 2019, City Council meeting. The report’s findings led the City to contract out paratransit services.
After a competitive bidding process, Black Tie Transportation (BTT) was selected as the Operator, and services began on December 1, 2020, with a three-year term and a not-to- exceed amount of $896,400, with a $179,280 contingency budget. On February 1, 2024, the City and BTT executed the First Amendment of the Operator Agreement for an 11-month term and a not to exceed the amount of $295,812, and on December 9, 2024, the Second Amendment to the Operator Agreement with BTT for Pleasanton Paratransit Services in an amount not to exceed $334,656 from January 1, 2025, through December 31, 2025.
DISCUSSION
Throughout the duration of the current Agreement, BTT has been helping residents stay mobile and active as they age. Over the five years of Pleasanton Rides, BTT provided more than 26,000 trips for Pleasanton seniors and has received excellent reviews from program participants.
The existing contract for paratransit services is set to expire on December 31, 2025. In anticipation of this, staff issued a Request for Qualifications (RFQ) in September 2025. Staff received three bids from BTT, Uber Transit, and HBSSCC. Staff reviewed the bids and recommended awarding the contract to BTT. BTT is a local vendor with a well-established presence in the community. By performing the work with its own staff, BTT eliminates reliance on subcontracted services, which enhances quality control, accountability, and responsiveness to City oversight. The company’s proximity and proven experience with providing the Pleasanton Rides program further support its selection as the most qualified contractor for this project. Additionally, choosing a local vendor allows economic development within our community. The other two proposals were from technology vendors based out of state, who use subcontractors to provide the service.
EQUITY AND SUSTAINABILITY
This item enhances equity in our community by providing transportation for individuals who are not able to transport themselves. Senior transportation provides access to socialization, medical appointments, and other necessary resources.
OUTREACH
An RFQ was conducted for Paratransit Services in September 2025.
STRATEGIC PLAN ALIGNMENT
Contracting with Black Tie Transportation for paratransit services advances the ONE Pleasanton's goal of Building a Community Where Everyone Belongs by connecting older Pleasanton residents with the community.
FISCAL IMPACT
The funding for this agreement is provided by Alameda County Transportation Commission (ATC) Measure BB funds, designated specifically for transportation for older adults and people with disabilities (Special Transportation or Paratransit). The funds are allocated in GL account 45250356-313057. In FY 2024/25, the City received $569,105 from the Measure BB funds. In FY 2025/26, the anticipated Measure BB funding is $599,801.
On December 5, 2022, LAVTA and the City entered into an agreement for the City to allocate an annual percentage of its ATC Measure BB funds to transfer the operation of ADA services to LAVTA. The Agreement was subsequently extended through June 30, 2027. The City’s Measure BB fund allocations are to be transferred to LAVTA at a 35 percent rate. In FY 2024/25, 35 percent of Measure BB funds, equaling $199,187, were remitted to LAVTA.
Upon the City Council's approval, the cost of the contract with Black Tie Transportation will be:
Year 1 - $346,608, Year 2 - $362,544, Year 3 - $378,480, Year 4 - $394,416, and Year 5 - $410,352.
The cost of the contract with Black Tie Transportation in FY 2025/26 is $340,632.
Prepared and Submitted by: Approved by:
Heidi Murphy, Director of
Library and Recreation
Gerry Beaudin, City
Manager
Attachments:
1. Operator Agreement Pleasanton Rides
ATTACHMENT 1
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Exhibit A
SCOPE OF SERVICES
I. SERVICE OVERVIEW
The mission of the City of Pleasanton’s paratransit program – Pleasanton Rides is to provide safe and reliable transportation for seniors to improve their access to community services and activities, to decrease their experience of social isolation, and to enhance their abilities to remain living independently in their chosen communities.
A. Door-to-Door Transportation
Pleasanton Rides provides door-to-door transportation to and from destinations within the City of Pleasanton, and to limited locations in the adjoining area, such as specific medical facilities in Dublin, Livermore and San Ramon for city residents who are 70 years old and older.
Riders can purchase one-way rides via vouchers (punch cards) through the CONTRACTOR or by any other means deemed suitable by the CONTRACTOR. The CONTRACTOR will manage the purchase of one-way rides, and all rider payment options will go through the CONTRACTOR.
Riders can schedule trips from one to three days in advance. Rides are reserved on a first-come, first-served basis; trip requests are accommodated based on vehicle availability. Rider requests for standing orders must be directed to the CONTRACTOR for approval and scheduling. The CITY may instruct the CONTRACTOR to prioritize reservations at any point it deems necessary. For example, the CITY may allow medical trips to be prioritized over non- medical trips.
One personal care attendant, who provides needed assistance to paratransit riders, may travel with program participants at no additional charge. Additional passengers (companions) are required to pay the fare but are not required to have a voucher of their own.
Individual ride services are in operation five days per week, Monday through Friday, 8 AM to 5 PM, excluding the following holidays: New Year’s Day, Martin Luther King Day, Presidents’ Day, Memorial Day, Independence Day, Labor Day, Veterans Day, Thanksgiving Day, Day following Thanksgiving, Christmas Eve, Christmas Day.
B. Other Service Components
The city and the contractor may develop other service components as new service needs are identified and as resources allow. If new services are deemed beneficial at that time, both parties will meet and confer. New services may not be implemented until there is a mutual written agreement between both parties regarding the methods of service delivery and service costs.
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II. PERFORMANCE STANDARDS AND LIQUIDATED DAMAGES
The CONTRACTOR must provide services in a manner that will maximize productivity and customer service while minimizing expense to the CITY. The service standards and liquidated damages are described in the following chart. These are intended to be reasonably attainable by the CONTRACTOR, fair to the customer , and consistent with the CITY's expectations. These shall be applied, and remain in effect, during the full term of the AGREEMENT. Representatives of the CONTRACTOR and the CITY will meet as needed to evaluate the system and performance based on these standards. In addition, the CONTRACTOR will submit monthly performance reports to the CITY, providing information specified in Section VII. G.
Should it be found that the CONTRACTOR's performance has contributed to the CONTRACTOR's failure to achieve these standards, the CONTRACTOR will take all reasonable actions necessary to correct deficiencies. Should deficiencies in performance persist, the CITY may take whatever additional action is necessitated by the circumstances, including termination of the AGREEMENT. While it is expected that every effort will be made by the CONTRACTOR to comply with the standards described below at all times , none of the following liquidated damages shall apply during the “start-up” period (i.e., the first 30 days of the AGREEMENT).
The CITY’s decision regarding the assessment of liquidated damages, based on the table below, is final and may not be appealed.
If the standards and liquidated damages are not fulfilling their intended purpose, the CITY and CONTRACTOR may, by mutual agreement, make adjustments to the standards and liquidated damages. Prior to assessing liquidated damages, CITY shall give CONTRACTOR notice of its intention to do so. The written notice will include a brief description of the incident(s)/ non- performance. CITY may review (and make copies at its own expense) all information in the possession of the CONTRACTOR relating to the incident(s)/ non-conformance. CITY may, within ten (10) calendar days after issuing the notice, request a meeting with the CONTRACTOR.
CITY may present evidence of non- performance in writing and through testimony of its employees and others relevant to the incident(s)/non- performance. CITY will provide CONTRACTOR with a written explanation of its determination on each incident (s)/non- performance prior to authorizing the assessment of liquidated damages. The decisions of the CITY are at the discretion of the CITY’s contr act manager for this AGREEMENT and shall be final. The amount of liquidated damages is described in the following Performance Standards table. CONTRACTOR shall pay any liquidated damages assessed by the CITY within ten (10) calendar days after they are assessed.
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PERFORMANCE STANDARDS AND LIQUIDATED DAMAGES
CATEGORY STANDARD LIQUIDATED DAMAGES
1. Performance for
individual trips
A. Achieve 95% “On-time”
performance over the course of
a month (passenger is picked up
between the scheduled pick-up
time and 20 minutes after the
scheduled pick-up time).
B. No more than 0.5% of the trips
will fall into the very late trip
category (passenger is picked
up 41-60 minutes after the
scheduled pick-up time).
C. “60+ Minute Late Trips” will be
investigated to determine cause.
CONTRACTOR will notify
CITY within 24 hours of a “60+
Minute Late Trip” incident that
occurred as a result of traffic,
rider error, or any event that
occurs outside the control of the
CONTRACTOR (passenger is
picked up more than 60 minutes
after the scheduled pick-up
time).
D. Annual one-way rides
expectations are 8,500.
Liquidated damages for 1A:
- $500 penalty assessed to
CONTRACTOR each month on-
time performance is below 90%.
Liquidated Damages for 1B:
- $100 penalty assessed to the
CONTRACTOR per incident,
each month when “very late
trips” account for more than
0.5% of trips.
Liquidated Damages for 1C:
- $100 penalty assessed to
CONTRACTOR for each
incident where a passenger was
picked up 60 minutes or more
after the scheduled pick-up time.
CITY will not assess penalty on
“60+ Late Trips” that are outside
of the control of the
CONTRACTOR.
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2. Failure to pick up the
passenger due to
CONTRACTOR
error (missed trip)
No failures.
Missed trips will be investigated to
determine the cause.
CONTRACTOR will notify the
CITY within 24 hours of a missed
trip incident that occurred as a
result of traffic, rider error, or any
other event that occurs outside of
the CONTRACTOR's control.
Liquidated Damages 2
- $100 for each missed trip.
CITY will not assess a penalty
on missed trips that are outside
of the CONTRACTOR’S
control.
3. Accidents and any
injury of any degree
If a leased CITY vehicle is involved
in an accident, the CONTRACTOR
shall complete the CITY accident
report form and forward to the
Operations Services Department
Operations Superintendent within
two working days.
Accidents involving injury must be
reported to the CITY’s Contract
Manager within one working day.
Liquidated Damages 3
- $500 per late, or unreported,
incident and/or incident report.
4. Ride time on the
vehicle
Maximum of 60 minutes on-board
for trips within Pleasanton, and
maximum of 90 minutes for trips
beyond the CITY boundaries.
CONTRACTOR will notify the
CITY within 24 hours of an
excessive ride time incident that
occurred as a result of traffic, rider
error, or any other event that occurs
that is beyond the control of the
CONTRACTOR.
Liquidated Damages 4
- $150 for one to five trips that
exceed the standard within a
monthly period, $300 when there
are more than five trips within a
monthly period.
CITY will not assess a penalty
on excessive ride times incidents
that are beyond the control of the
CONTRACTOR.
5. Customer Service A. Telephone Hold Times –
Average phone wait time – 90%
less than 1 minute, 100% less than
1.5 minutes for initial response.
CITY will “spot check” telephone
hold times on a random basis, and
meet with the CONTRACTOR to
discuss remedies if a pattern of long
None.
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hold times beyond the standard is
identified.
B. Complaint Documentation -
All complaints documented in
writing. Outcome of complaint
investigation and remedial actions
taken must be reported to CITY in
writing within five days of initial
complaint.
6. Monthly
performance
reports and invoice
submittals
Reports and invoices will be
submitted to the CITY by the 10
th
of each month, for services
provided in the month prior.
Liquidated Damage 6
- $25 per day for each
incomplete or late invoice and/or
report.
7. Safety Training CONTRACTOR’s vehicle
Operators must complete the
required CONTRACTOR driver
training and attend the monthly
safety meeting.
None.
8. Vehicle Inspections
and Routine
Maintenance/
Preventive
Maintenance
Vehicle inspections and routine
maintenance/preventive
maintenance on all vehicles in
provision of paratransit service
must be completed as identified in
Exhibit D.
None.
9. Vehicle Appearance All vehicles used for Pleasanton Rides must not begin service without
being cleaned to the standards
outlined in the scope of work,
Section XIII.
None
10. Uniform
Requirements
All drivers must be in uniform and
wear visible identification badges
while on duty. Unform must show
Operator’s symbol/logo along with
City symbol/logo.
None
III. PERFORMANCE REVIEW
The CITY shall have the right to conduct two (2) reviews of CONTRACTOR’S performance during the Term of this AGREEMENT to verify that CONTRACTOR has fulfilled its
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obligations under the AGREEMENT. CITY intends to perform one (1) performance review during the base contract term and reserves the right to conduct one (1) additional performance review at any other point during the Term. Upon notice from CITY that a performance review will be conducted, CONTRACTOR shall provide all information requested by CITY and cooperate with the review. Performance review may focus on the following, but is not limited to these items: call center performance, total complaints, missed pick-ups, contract compliance, vehicle maintenance, public education, and outreach efforts. CITY will conduct its evaluation and report out as needed. Performance reviews shall involve performance of the CONTRACTOR generally and shall not involve the CITY reviewing the work of any individual CONTRACTOR employee. At CITY's request, CONTRACTOR shall make a presentation to CITY staff reporting the CONTRACTOR’S results.
IV. SERVICE COMPLAINTS
CONTRACTOR shall maintain the ability to receive verbal complaints and compliments and shall have e-mail capabilities to enable persons to communicate complaints and compliments to CONTRACTOR via e-mail. CONTRACTOR shall be responsible for the prompt and courteous attention to, and prompt and reasonable resolution of, all complaints. CONTRACTOR shall record in a separate log all complaints and compliments, noting the name of customer(s) involved, date and time of complaint or compliment, nature of complaint or compliment, and nature and date of resolution. This complaint and compliment log shall be retained by the CONTRACTOR for the Term and shall be made available for review upon CITY request. In addition, CONTRACTOR shall compile a summary statistical table of the complaint and compliment log, and submit the table to CITY along with monthly reports.
CONTRACTOR shall respond to all complaints from generators or customers by phone or email within twenty -four (24) hours, weekends and Holidays excluded, by informing the customer of the action CONTRACTOR will take to remedy the complaint or respond to the service request.
V. PERSONNEL
The CONTRACTOR will be solely responsible for the hiring, firing and supervision of all employees utilized to carry out the services provided under the AGREEMENT.
CONTRACTOR is solely responsible for the satisfactory work performance of all its employees and for payment of all its employees. CONTRACTOR shall hold harmless, defend and indemnify the CITY from any liability, damages, claims, costs and expenses of any nature arising from all violations or alleged violation of its personnel practices, federal, state and local laws. The CONTRACTOR must comply with applicable federal, state and local employment laws. The CONTRACTOR must maintain an up- to-date personnel roster that will be made available to the CITY upon request.
Project Manager
The CONTRACTOR must designate and provide the services of a Project Manager. The Project
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Manager will have overall responsibility for the services delivered under the AGREEMENT.
The Project Manager may designate an Operations Manager to oversee the day -to-day service delivery functions. The Project Manager, or a backup staff person with the authority to make decisions, must be available in person or by telephone to make decisions at any time during operational hours. The CONTRACTOR must notify the CITY immediately if the Project Manager is replaced. Should a replacement be necessary, the CONTRA CTOR must identify a qualified interim Project Manager who will serve until such time that the Project Manager is permanently replaced.
Reservation Agents and Dispatchers
The CONTRACTOR must provide sufficient reservation agents and dispatchers to book trip reservation requests, and to schedule and dispatch service vehicles. Project staff must be adequately trained for their tasks; must be sensitive to the special needs of older adults; and must exhibit professionalism, patience and compassion when working with program participants.
Training Manager
The CONTRACTOR must designate and provide the services of a Training Manager who will oversee the Road Supervisors and be responsible for the training of vehicle operators Vehicle Operators
The CONTRACTOR must obtain and review the driving record of all vehicle operators prior to their providing service under the AGREEMENT and take steps to assure that said persons do not pose a threat to those served under the AGREEMENT or to public safety in general. Vehicle operators must have a valid California driver's license of the appropriate classification for the vehicle type to be driven, as well as any other licenses or certifications required by applicable federal, state or local regulations. The CONTRACTOR must also comply with the requirements of the Drug Free Work Place Act of 1988 and U.S. Department of Transportation drug testing regulations to the extent that they are legally enforceable.
CONTRACTOR’s vehicle operators must provide assistance to passengers when necessary to help them safely get from their doorway, into and out of the vehicle, and to negotiate stairs, ramps, inclines, doors and other obstacles that may be in their way as they approach the doorway of their destination. To ensure rider safety, CONTRACTOR’s drivers are required to get out of their vehicles and offer assistance to all passengers boarding and disembarking from the vehicle.
In the event that the passenger does not require assistance, the driver will still be required to stand at the base of the vehicle steps while the passenger boards and disembarks the vehicle.
Drivers will provide assistance to passengers who need help securing their seat belt and will ensure that wheelchairs and other mobility devices are properly secured on the vehicle. When securing a wheelchair passenger, a four-point securement is mandated. Driver must operate the vehicle lift for wheelchair riders and ambulatory riders that request the lift to board and disembark. All passengers are mandated to wear a seatbelt while vehicle is in motion. When needed, drivers will carry up to three bags of groceries or similarly sized packages to or from the vehicle.
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Driver assistance must be provided in a manner that is respectful of the passenger’s dignity and independence while at the same time ensuring their safety. Driver assistance must be provided in a manner that does not put other passengers, who are waiting in the vehicle, at risk of being harmed. Passengers, who are picked up or dropped off at large office buildings or similar settings where the doorway of their destination is not visible and easily accessible to where the vehicle would park, must make arrangements to meet the driver at a main entrance (example: at a main lobby entrance) that is more easily accessed by the driver.
Drivers shall not enter a passenger’s home (except in an emergency situation, and then only for the purposes of obtaining help), nor shall drivers lift or carry a passenger. Passengers unable to walk independently must be able to use the necessary assistive devices independently (driver assistance may be provided) to enable him/her to get to and from the vehicle. If a passenger needs assistance that goes beyond the parameters described herein, it is the passenger’s responsibility to obtain that assistance from someone other than the driver prior to the delivery of service. If, in the driver’s opinion, a situation presents a potential safety hazard, either to the passenger, the driver, or to anot her party, the driver is required to contact dispatch and a determination will be made in consultation with CONTRACTOR management staff whether to refuse to assist and/or transport the passenger. In this instance an incident report should be completed and filed in accordance with the CONTRACTOR’s Standard Operating Procedures, with a copy submitted to the CITY.
In the event of injury, accident or other emergency, the driver shall follow CONTRACTOR’s established policies, immediately advise dispatcher, and request direction and assistance as necessary. Driver is not to leave the scene until the police department having jurisdiction has completed a report. CONTRACTOR shall maintain Incident/Accident Reports, including police reports, and shall submit these to the CITY in accordance with service standards.
Regularly assigned drivers or trained back- up drivers must be available and on time daily to ensure consistent and reliable service. Drivers shall be required by the CONTRACTOR to wear uniforms and identification badges.
All vehicle operators must be trained and proven to be proficient in all elements of the CONTRACTOR’s Safety and Training Program. The CONTRACTOR must verify to the CITY, upon request, that all drivers have received and passed the training required in the AGREEMENT. The CONTRACTOR must also participate in the California Department of Motor Vehicles’ Pull Notice Program (Sect. 1808.1 CVC) so as to be notified of any changes in the driving record of any of its vehicle operators. The CONTRACTOR shall notify the CITY of any action taken against a driver based on his/her record, in terms of its impact on the CITY’s paratransit program.
Road Supervisors
The CONTRACTOR will utilize Road Supervisors to respond to specific issues and incidents that occur while the vehicles are away from the facility. In the event of an accident, CONTRACTOR’s Road Supervisor will immediately go to the scene to coordinate the transfer of passengers if the vehicle is damaged and ensure that mandated drug and alcohol testing is performed. Additionally, CONTRACTOR’s Road Supervisors will conduct routine fieldwork
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reviewing and evaluating driver performance, adherence to safety rules, on- time performance checks, mobility device securement and service quality monitoring.
VI. SAFETY AND TRAINING PROGRAM
The CONTRACTOR will have full responsibility for assuring the safety of all passengers and operations personnel. The CONTRACTOR must comply with all applicable federal, state and local regulations. The CONTRACTOR must implement and maintain a formal safety and training program. In addition, evidence that all vehicle operators, and other pertinent personnel, have shown that they are competent in all components of the safety and training program must be provided to the CITY upon request.
The CONTRACTOR’s driver safety and training program should include the following information and instruction:
1. Defensive driving instruction (DOT-recommended).
2. Passenger assistance training and sensitivity training in working with elderly passengers, including training in proper wheelchair lift operation and wheelchair tie -downs (DOT recommended).
3. Training in CPR, first aid, emergency preparedness, and evacuation procedures.
4. Training in map reading and local geography.
5. Training on the CITY’s Pleasanton Rides policies and procedures (i.e., completing vouchers, assisting passengers, etc. ).
6. A re-training program for each driver who experiences a preventable accident and for drivers who have identified performance problems. (Recommended that re -training be completed within two weeks following the accident. Re-training documentation shall be provided to the CITY upon request.
7. Ongoing driver safety/training sessions for all existing, trained drivers; training should include an overview of all elements in the new driver training as described above (recommended monthly).
8. Evaluation of individual drivers’ skills (recommended every six months).
VII. RESPONSIBILITIES
A. Administration and System Planning
The CITY’s Paratransit Program Manager will be responsible for administering the AGREEMENT and for monitoring and evaluating the service. The CONTRACTOR'S Project Manager will be accountable to the CITY for the services provided under the AGREEMENT.
The CONTRACTOR will be responsible for the delivery of transportation services under the AGREEMENT. The CONTRACTOR will coordinate, manage, and control all necessary program activities which will include, but not be limited to: providing cost -effective and efficient door-to-door transportation and shuttle transportation services as needed by eligible program participants, washing and maintaining the interior and exterior of service vehicles, providing and training drivers and other project personnel, develo ping administrative procedures, and compiling financial and non-financial records, including service utilization data.
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The CITY intends to work with the CONTRACTOR to plan and modify the service with resident and program participant input. Ideas and suggestions from the CONTRACTOR about system planning are encouraged.
The CITY’s Paratransit Program Manager and the CONTRACTOR's Project Manager, or designated members of their staffs, will meet on a periodic basis to discuss performance of the system and any needed changes to program operations.
B. Eligibility Certification
Prior to the first day of service the CITY will provide a list of current eligible riders to the CONTRACTOR. Once CONTRACTOR service starts CONTRACTOR will be responsible for maintaining the eligibility list and offering Pleasanton residents eligibility into the program.
C. Fare Collection, Distribution, and Reporting fare for a one-way ride One-way rides will be sold, and fares will be received by CONTRACTOR. Purchase of one-way rides may be made in person at CONTRACTOR’S Pleasanton office location (7080 Commerce Drive) or through other means deemed appropriate by CONTRACTOR, such as vouchers, via phone, or electronically by a secure means. Fare collection will be reported by CONTRACTOR to the CITY by the 10
th of each month.
D. Advertising and Promotion
The CITY will be responsible for program development and service promotion. Periodically, newsletters and other marketing materials may be prepared. It is expected that the CONTRACTOR will cooperate with marketing efforts by assisting with the distribution and collection of survey forms and other associated materials. The CONTRACTOR will be required to display signage on all vehicles used to provide service under this contract as specified by the CITY.
E. Adjustments to Service
The CITY may make adjustments to the service offered during the term of the AGREEMENT.
The CITY expects to work closely with the CONTRACTOR on such modifications in order to provide efficient and responsive service. No operational changes that affect trip- scheduling, hours of operation, response time or any other characteristic of the Pleasanton Rides can be made by the CONTRACTOR without the prior written approval of the CITY.
F. Reporting and Invoicing Requirements
The CONTRACTOR must maintain a computerized reservation program to track trips and related operating statistics. The CITY receives funds from the Alameda County Transportation Commission (ALAMEDA CTC) and is subject to detailed reporting requirements. ALAMEDA CTC’s reporting requirements may periodically change; the CITY will inform the CONTRACTOR of any changes ALAMEDA CTC makes to the reporting requirements and subsequent data that would be needed from the CONTRACTOR.
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See EXHIBIT B for Service Definitions of Operating Terms.
The CONTRACTOR must become familiar with all applicable reporting requirements. The CONTRACTOR shall be liable for any funding penalties or late fees imposed by funding sources that are due to the CONTRACTOR's failure to comply with reporting requirements.
CONTRACTOR shall submit an invoice and service reports electronically to the CITY within ten (10) calendar days of the end of each service month.
G. Required Submittals
CONTRACTOR is required to submit the following to the CITY each month:
1) Service Invoice - CONTRACTOR will provide the following on the monthly invoice:
• Number of service hours billed for each service component, revenue hour reimbursement rate and service cost sub-total for door-to-door trips. • Total amount of passenger fares collected from both locations (CONTRACTOR office and CITY); this amount will be retained by the CONTRACTOR • Total miles driven per vehicle.
2) Data Summary Report by Service Day - CONTRACTOR will include the following data for each service day:
• Number of service vehicles in use
• Door-to-door Service: Number of one-way passenger (no attendant or companion trips) trips performed, cancellations, late cancellations, no -shows, and missed trips, service hours, productivity, and on-time performance.
• Fares collected
• Number of personal injury occurrences
• Number of vehicle/property damage occurrences
3) Trip Detail Report for Door-to-Door Transportation Service - CONTRACTOR will include the following for each program participant’s ride request:
• Rider’s last and first name
• Assigned vehicle route number for the ride reservation • Date of the requested trip
• Pick-up address
• Pick-up City
• Drop-off address
• Drop-off city
• Ride status (i.e. performed trip, canceled, no-showed, canceled late, or missed trip) • Whether a personal care attendant accompanied a rider on a performed trip • Whether a companion accompanied a rider on a performed trip • Whether the performed trip was for a rider who used the lift
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• Whether the performed trip was a demand response or standing order ride
4) On-Time Performance Report for Door-to-Door Transportation Service - CONTRACTOR will include the following for each program participant’s ride request:
• Rider’s last and first name
• Assigned vehicle route number for the ride reservation • Date of the requested trip
• Whether the ride was performed, canceled, no-showed, canceled late, or a missed trip • Scheduled pick-up time and appointment time, if provided by rider • Actual pick-up time and drop-off time
• Whether a late-performed or no-show ride was 1-20 minutes late, 21-59 minutes late, or 60 or more minutes late
• Ride time for each performed trip
Note: Reports 3 and 4 above can be combined into one report if the CONTRACTOR wishes to do so.
CONTRACTOR shall also provide copies of the driver’s manifest and dispatch log (via email) when requested by the CITY. These manifests and logs must be provided within one (1) business day of the CITY’s request. Dispatch logs and driver manifests should include documentation on passenger “no-shows”, trip cancellations, fare evasions, trip denials, missed trips and any other relevant data that details what may have happened with a participant’s trip.
VIII. LICENSING, PERMITS, AND CERTIFICATIONS
The CONTRACTOR will obtain all required state and local permits and ensure that all drivers are properly licensed for the service they are providing. CONTRACTOR must also hold all applicable state and local business licenses. The CONTRACTOR will ensure that all equipment, facilities, personnel, and other program elements operate in conformance with applicable federal, state, and local laws.
IX. FACILITIES, EQUIPMENT, AND SERVICES
The CONTRACTOR will furnish all facilities, equipment, vehicle maintenance, and services required in the operation and management of the Pleasanton Rides . The CONTRACTOR must supply an adequate vehicle storage facility. This facility should be located within a reasonable distance
of the CITY. The CITY maintains the right to inspect the facility before and during the contract period.
X. COMPUTER CAPABILITIES
The CONTRACTOR'S computer system must be equipped with a modem capable of communicating with the CITY's computers to receive timely and accurate billing and program data.
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XI. VEHICLE DISPATCH AND TELEPHONE SYSTEMS
The CONTRACTOR is responsible for all scheduling, dispatching, and transportation functions.
Trip requests will be made directly to the CONTRACTOR through telephone calls, and/or email to the CONTRACTOR’s office. The CONTRACTOR shall accommodate advance reservations in accordance with the established standards. CONTRACTOR shall employ a scheduling method to target a minimum of 1.5 passenger trips per hour during service hours. This may be achieved through shared rides and trip negotiations of up to one hour prior to or after the initial requested time.
The CONTRACTOR must dedicate enough staff and rotation telephone lines to ensure that calls are answered promptly. CONTRACTOR will take reservations during the program’s service hours, Monday through Friday. CONTRACTOR will ensure that the telephone system can connect a caller to a live person for service -related issues during service hours. The telephone system utilized must include the ability to inform callers who have to wait to be served that their call has been received and that they will be served in turn, and/or provide a means for the caller to leave a message. If a message is left during service hours, a return call must be made within 15 minutes of the initial call. During non- service hours, CONTRACTOR will provide a voice mail service to handle reservation requests, cancellations, and/or trip changes. CONTRACTOR’s staff will check the voice mail for messages at the beginning of each service day and throughout the day to ensure that calls are returned in a timely manner.
Individual trips may be reserved up to three days in advance. All trip requests will be accommodated on a first-come, first-served basis, and reservations will be made based on the availability of space on the vehicle. Any trip that cannot be accommodated by the CONTRACTOR must be documented with an explanation as to why the trip was denied and reported to the CITY. If a caller is not registered or is requesting general information regarding the CITY’s program, the CONTRACTOR will refer the customer to the CITY Senior Center.
CONTRACTOR will place individual trip requests into efficient routes and record trips on driver manifests. CONTRACTOR will issue manifests to the drivers each day.
In the event that the CONTRACTOR runs the route late and the CONTRACTOR’s dispatcher is unable to assign a potentially late trip to another vehicle, the CONTRACTOR will call the passenger prior to the original promised pick-up time to notify him/her of the late trip and of the estimated vehicle arrival time. Additionally, the Dispatcher will call the passenger if the service vehicle arrives at the pick-up point, but the passenger is not present to board the vehicle.
The CONTRACTOR shall keep all dispatch logs for the duration of the contract and for 12 months thereafter.
XII. VEHICLE DEPLOYMENT
The CONTRACTOR will schedule driver shifts and vehicles to ensure that the optimum number of vehicles is used to both maximize productivity and minimize service costs. The CITY’s Paratransit Contract Manager will work in coordination with the CONTRACTOR’s Project Manager to determine the optimum number of vehicles that will be utilized for service, based on
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the financial resources available and trip demand. This must be done in such a manner that meets the standards provided in this document. The CONTRACTOR must accommodate both ambulatory and non-ambulatory program participants.
Additionally, CONTRACTOR will have backup drivers available in the event that regularly scheduled drivers are not available for their routes.
XIII. VEHICLE MAINTENANCE
The CONTRACTOR is responsible for the operational maintenance, fuel expense, storage, and repair of all of the vehicles used to provide services under the AGREEMENT. In cases of emergency, the general public taxi or limousine service may be used to provide paratransit services with notification to the CITY in writing or by phone.
Each vehicle utilized for the delivery of services under the AGREEMENT shall undergo a daily pre-trip and post-trip inspection using a standardized inspection protocol. The pre-trip inspection must be passed for the vehicles to be road-ready. The CONTRACTOR will record daily pre-trip and post-trip inspections and keep records during the term of the AGREEMENT.
The CITY agrees to lease at the cost of $1.00 per year per vehicle sufficient lift-equipped vehicles (both active service and back-up vehicles) to service the AGREEMENT. All vehicles shall meet the requirements set forth by the California Air Resources Board. Vehicles shall have proper tie- down equipment to safely secure passengers who use wheelchairs, as well as working seat belts for ambulatory passengers.
The CITY will continue to provide insurance for the vehicles leased by the CONTRACTOR.
The CONTRACTOR will inspect and cycle wheelchair lifts daily and at preventive maintenance intervals to ensure that lifts are in good working condition at all times. CONTRACTOR will pull the vehicle from service if the lift fails during daily inspection or while in service.
CONTRACTOR will repair non-operable lifts and ensure that vehicles are not returned to service until the lift is properly functioning. Should the cost to repair a non-operable lift be excessive as determined by either party, a meet and confer will take place.
Prior to daily operations, CITY's expectations are that CONTRACTOR will prepare vehicles used for this service to be clean and maintained in order to provide a safe and professional environment for passengers.
XIV. PROVISIONS OF EMERGENCY SERVICES
CONTRACTOR shall provide emergency services at the CITY's request in the event of major accidents, disruptions, or natural calamities in a manner consistent with the services and procedures identified in its Emergency Operations Plan. Emergency services may include, but are not limited to, assistance providing trips to seniors from known Pleasanton locations such as skilled nursing facilities and assisted living facilities . CONTRACTOR shall be capable of providing emergency transportation services within tw o (2) hours of notification by the CITY or as soon
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thereafter as is reasonably practical in light of the circumstances. Emergency services, which exceed the CONTRACTOR's obligations, shall be compensated at a rate of $100 per hour. Hours must be reported separately from the monthly invoice. If CONTRACTOR cannot provide the requested emergency services, the CITY shall have the right to take possession of the vehicles and necessary equipment for the purposes of providing emergency services as declared by the CITY.
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Exhibit B
PLEASANTON RIDES SERVICES DEFINITIONS OF OPERATING TERMS
Trips A trip is a boarding on a vehicle by a passenger
regardless of whether a fare is paid, including boardings by attendants and companions who are not eligible for the
program on their own. A round trip is to be reported as two trips.
Individual trips Trips by individuals not traveling as part of an organized group.
Ambulatory trips Trips by individuals who do not use a lift or ramp to enter or exit the vehicle.
Same-day trips Trips requested and provided on the same day.
Subscription trips / Standing Order
trips
Trips are provided on a continuing basis, usually every week, without needing to be reserved each time a trip
is taken.
Group trips Trips made as part of an organized group. The time and destination of a group trip are established by the
City of Pleasanton. Trips are counted as one-way trips
made by each participant on the outing. This trip
category will not be part of the current contract.
Example: A Group of 10 participants and one attendant
travels to and from the shopping mall. Total of 22 one- way trips completed (20 participant one-way trips and
two attendant one-way trips).
Companion trips Boardings by an individual who travels along with an eligible rider to provide companionship
Vehicle hours of service Total time that vehicles are available for carrying passengers, excluding travel time from an operating
terminal to the first pick up, travel time from the last drop off to an operating terminal, and driver breaks.
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Cancelled Trip Any trip where the rider cancels by 5 p.m. the day prior to the scheduled trip.
Late Canceled Trip Any trip where the rider cancels after 5 p.m. the day prior to the trip but before the scheduled pick-up time.
Passenger No-Show Any one of the following:
• Any trip where the driver arrives at the pick-up
destination during the scheduled 20-minute pick-
up window and the rider is not present.
• Any trip where the driver arrives at the pick-up
destination during the scheduled 20-minute pick-
up window and the rider cancels at the door.
Trips will be tagged as a no-show only after the driver and dispatcher have tried to make contact with the passenger (i.e., knocking on the rider’s door and calling the rider on the phone).
Contractor will automatically cancel any return trip for a passenger who no-shows unless notified by the rider that the trip is still needed.
Provider Missed Trip Any one of the following:
• Any trip where CONTRACTOR fails to send an
appropriate vehicle out for a scheduled pick-up and as
a result the trip is not performed.
• Any trip where the driver arrives outside the 20-
minute pick-up window and the rider refuses the trip.
• Additionally, CONTRACTOR and CITY staff will make
a determination as to whether a trip is considered a no- show or missed trip when the vehicle arrives outside of the pick-up window and the rider is not present. These
trips will be investigated to determine whether certain missed trip criteria are met (i.e., the rider was not present because s/he took an alternate mode of transportation so that s/he would not be late for an appointment).
Late Trip Any trip provided to a rider/group where the driver arrives 1- 20 minutes past the pick-up window.
Very Late Trip Any trip provided to a rider/group where the driver arrives 21-59 minutes past the pick-up window.
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60+ Late Trip Any trip provided to a rider/group where the driver arrives 60 minutes or more past the pick-up window.
Ride time standard
(door-to-door service only)
Riders shall spend no more than 60 minutes on
board a vehicle for trips within Pleasanton.
Trip problems outside of
CONTRACTOR’s control
Ride problems specifically caused by excessive
traffic, rider error, or vehicle breakdown will
not be counted when assessing penalties under
the AGREEMENT.
Additional incidents that both the CITY and
CONTRACTOR agree are outside of the
CONTRACTOR’s control (i.e. accident where
CONTRACTOR was not at fault) will also not be
counted when assessing liquidated damages.
Voucher A small, printed piece of paper that entitles the holder to a trip. A voucher can be exchanged for a trip.
DOT Department of Transportation - an agency that strives to keep the traveling public safe and secure.
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Exhibit C
COMPENSATION
The payment structure for this agreement is all-inclusive, and the CONTRACTOR will invoice the CITY by the 10th day of each month for services provided the month prior. Methodology of compensation is calculated based on the CONTRACTOR providing:
• Lease of City vehicles utilized for
Pleasanton Rides service
• Vehicle storage
• Vehicle maintenance
• Vehicle fueling
• 249 days of service, Monday –
Friday, 8a – 5p
• Two vehicles in service
• Vehicle Operators
• Project Manager
• Reservation Agent/Dispatcher
• Training Manager
• Day-to-day management of the
Pleasanton Rides Program
Cost of Service = Hourly Rate x 16 hours/day (two vehicles) x 249 days per year Year 1 $87 x 16 hours x 249 days $346,608
Year 2 $91 x 16 hours x 249 days $362,544
Year 3 $95 x 16 hours x 249 days $378,480
Year 4 $99 x 16 hours x 249 days $394,416
Year 5 $103 x 16 hours x 249 days $410,352
Five-year base cost $1,892,400
Monthly Payment Amount
Year 1 $28,884
Year 2 $30,212
Year 3 $31,540
Year 4 $32,868
Year 5 $34,196
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Exhibit D
PARATRANSIT VEHICLES
This exhibit describes CITY vehicle maintenance standards and is intended to be used as a reference.
Vehicle Use
CONTRACTOR is leasing CITY vehicles 301, 302, and 304 for the term of this agreement.
CONTRACTOR is responsible for storing, fueling, and maintaining leased vehicles during the lease term.
Record Requirements
The CONTRACTOR shall retain records of inspection for one year and make them available for inspection upon request by any authorized employee of the CITY.
Daily Vehicle Maintenance Record Requirement
It is recommended that the CONTRACTOR address vehicle maintenance and record requirements pursuant to California Code of Regulations, Title 13 (Motor Vehicles), Division 2, Chapter 6.5, Section 1215.
Preventative Maintenance
It is recommended that preventative maintenance occur within 10% of a scheduled interval. A scheduled interval is defined as 3,000 miles or 90 days, whichever comes first. Vehicles must be serviced within 300 miles of either end of the 3,000-mile interval.
Vehicle Accident and Damage Reporting
If a leased CITY vehicle is involved in an accident, the CONTRACTOR shall complete the CITY accident report form and forward it to the Public Works Supervisor within two working days.
Accidents involving injury must be reported to the CITY’s Contract Manager within one working day.
Vehicle and Equipment Failure
In the event of a leased major vehicle failure, such as a complete engine or transmission failure, where the cost to repair is more than the vehicle's value, the CONTRACTOR and CITY will meet and confer to address vehicle replacement. The CONTRACTOR will notify the CITY fleet staff and will be responsible for having the vehicle transported to the Operations Service Center for assessment.
Item #17
CITY COUNCIL AGENDA REPORT
December 16, 2025
Library and Recreation
TITLE: APPROVE THE PARKS AND RECREATION COMMISSION'S WORKPLAN PRIORITIES FOR FISCAL YEARS 2025/26-2026/27
SUMMARY
The Parks and Recreation Commission duties include developing a commission workplan to be provided to the City Council for consideration. The recommendation from the commission for the current two-year budget period (2025/26 to 2026/27) is presented in this report.
RECOMMENDATION
Approve the Parks and Recreation Commission's workplan priorities for Fiscal Years 2025/26- 2026/27.
BACKGROUND
Section 2.32.020 of the Pleasanton Municipal Code (PMC) states: The duties of the Parks and Recreation Commission shall include the following: “Develop a commission workplan to be provided to the City Council for consideration during the budget process. The workplan should be based on the goals and strategies outlined in the ONE Pleasanton Strategic Plan as well as the role of the commission.”
At their July and November 2025 meetings, the Parks and Recreation Commission discussed its workplan for fiscal years 2025/26 and 2026/27, based on the ONE Pleasanton goals within the purview of the Parks and Recreation Commission and the specific duties of the commission.
ONE Pleasanton Goals
• Funding Our Future Strategies 1, 2, 3, 4, 5, and 6 — focused on fiscal sustainability, cost recovery, and reasonable fee policies
• Investing in Our Environment Strategies 1 and 7 — focused on implementation of the Capital Improvement Program (CIP) and continued investment in parks, bicycle and pedestrian infrastructure and public art
• Building a Community Where Everyone Belongs: Strategies 1 and 3 — focused on increasing equitable access to City programs and implementing high priority items from the Library and Recreation strategic plan.
Commission Duties
The Parks and Recreation Commission workplan items should focus attention on those areas stated in PMC Section 2.32.020 to be within the duties of the commission.
The duties of the Parks and Recreation Commission shall include the following:
1. Develop a commission workplan to be provided to the City Council for consideration during the budget process. The workplan should be based on the goals and strategies outlined in the ONE Pleasanton Strategic Plan as well as the role of the commission.
2. Review and recommend policies to the City Council related to parks, trails and recreational facilities, programs and services.
3. Seasonally, review and advise City staff on program and service plans related to the parks and recreational needs of the community and provide feedback on the evaluation metrics at workplan's completion.
4. Advise the City Council on capital projects related to parks, trails and recreational facilities.
5. As community leaders, receive parks, trails, and recreation-related feedback from the community.
6. Act as an advocate for parks, trails, and recreation-related programs, services, and facilities within the community.
7. Serve as liaison between the City and other regional parks, trails, and recreational- based entities, including, but not limited to: local municipalities, local nonprofits, Alameda County, state, and national agencies.
DISCUSSION
The Parks and Recreation Commission developed the following workplan goals for fiscal years (FYs) 2025/26 and 2026/27:
1. Community Engagement and Volunteer Programs (Commission Duty 6 / ONE Pleasanton Strategic Plan Goals: Funding Our Future, Strategy 1, Investing in Our Environment, Strategy 7, and Building a Community Where Everyone Belongs, Strategy 3)
This item will include an overview of the current parks and recreation volunteer programs, such as the Park Ambassador Program, and provide commissioners with a chance to offer expansion ideas and community engagement concepts related to the City’s parks and recreational services.
2. Recreational Programming (Commission Duty 3 / ONE Pleasanton Strategic Plan Goal: Building a Community Where Everyone Belongs, Strategy 3) This item will include an overview of existing recreation programming, followed by feedback and brainstorming from commissioners on possible future programming ideas, including self- sustaining programs.
3. Parks and Recreation Budget Impacts Update (ONE Pleasanton Strategic Plan Goals: Funding Our Future and Building a Community Where Everyone Belongs) This item will be informational, providing commissioners with an overview of program and service impacts within parks and recreation.
4. Parks and Recreation Projects/Facilities Identified in the Facilities Master Plan (Commission Duty 4 / ONE Pleasanton Strategic Plan Goal: Investing in Our
Environment, Strategies 1, 2, and 7)
Upon completion of the citywide asset management plan, this item will provide an informational update on parks and recreation facilities. Proposed projects related to individual parks and recreation facilities would come to the commission for review and recommendation prior to City Council review and authorization.
5. Laurel Creek Park – Strategies and Updates (Commission Duty 4 / ONE Pleasanton Strategic Plan Goal: Funding Our Future, Strategy 1)
This item will provide information regarding modified services at Laurel Creek Park due to continued issues with graffiti, vandalism, trash, and citizen complaints about inappropriate activities at the park. This park, located at 5875 Laurel Creek Drive, is relatively secluded and receives less use than other neighborhood parks. The Commission will be able to provide input on proposals for modified services to address issues at the park.
6. Trail and Pathway Resurfacing Program (Commission Duty 4 / ONE Pleasanton Strategic Plan Goal: Investing in Our Environment, Strategies 1 & 7).
This item will include an overview of the staff analysis of the condition of the City-owned and/or maintained trails to determine which trails are in the greatest need of repair/resurfacing based on trail conditions, trail priorities as identified in the Trails Master Plan, property ownership and a cost/benefit analysis of the trail resurfacing and would give the Commission an opportunity to provide input on the trails.
Ongoing/Annual Items:
1. Cemetery Operations Update
2. Library and Recreation Annual Report
3. Bi-Annual Parks and Landscape Architect Division Updates
4. Callippe Preserve Rate Updates
EQUITY AND SUSTAINABILITY
The workplan process aligns funding and staff resources to provide the greatest benefit to the community.
OUTREACH
This item was discussed at the July 10, 2025 and November 13, 2025 Parks and Recreation Commission meetings.
STRATEGIC PLAN ALIGNMENT
This action advances ONE Pleasanton Citywide Strategic Plan goal: Optimizing Our Organization, strategy 4 – Evaluate the organization’s structure of community engagement opportunities (such as commissions and committees and citizen’s academy) to improve information sharing, optimize staff efficiency, and provide greater service to the community.
FISCAL IMPACT
There is no financial impact related to this workplan.
Prepared by: Submitted by: Approved by:
Heidi Murphy, Director of
Library and Recreation
Heidi Murphy, Director of Library and
Recreation
Gerry Beaudin, City
Manager
Attachments:
None
Item #19
CITY COUNCIL AGENDA REPORT
December 16, 2025
Public Works - Engineering Division
TITLE: RECEIVE A MILESTONE PROGRESS REPORT AND A PRESENTATION ON THE ASSET MANAGEMENT PLAN RESULTS, CIP NO. 24460
SUMMARY
The Asset Management Plan (AMP) is an integrative planning program that consolidates the City's various master plans and inventories to guide staff in the overall planning and management of the City's infrastructure, including maintenance, capital replacement, and the development of a 10-year Capital Improvement Program (CIP). The project includes three phases. Phases 1 and 2 have been completed, including an assessment of the City’s asset data gap, an inventory and condition assessment of citywide assets through field surveys and desktop reviews, as well as lifecycle cost analyses of the assets. Staff is in the process of completing the Phase 3 asset financial needs assessment to continue analyzing and developing risk and investment scenarios for review at an upcoming City Council meeting in early 2026. This phase also includes integrating the City’s existing computerized maintenance programs and providing staff training to enable the use of the new asset management program in the Spring of 2026.
While most of the General Fund-supported infrastructure, which has an asset replacement value exceeding $4 billion, is currently in good condition, these assets will require significant attention in the years to come. Currently, there is insufficient funding and inadequate staffing levels to maintain and/or replace these assets. Notably, specific categories, including fleet and facilities, will require substantial investment over the next 10 years. Furthermore, there are assets that are already categorized as being in "poor/failed" condition, as well as those approaching the end of their lifecycle. Based on current assessments, General Fund– supported assets will require an average of approximately $63 million per year over the next 10 years to address existing deficiencies and lifecycle-driven replacements. By comparison, the prior 10-year CIP estimated General Fund needs at $52 million annually, and the current budget includes only about $19 million annually in General Fund support—leaving a significant structural gap between needs and available resources.
The findings to date underscore the need for the City to plan and budget for necessary capital repairs and replacements. A proactive approach will reduce deferred maintenance costs and ensure the long-term viability of Pleasanton's facilities, fleet, and other infrastructure/assets.
RECOMMENDATION
Receive a milestone progress report and a presentation on the Asset Management Plan Results, CIP No. 24460.
BACKGROUND
On April 16, 2024, the City Council awarded an agreement to Kayuga Solution (Kayuga) to support the City's development of the plan in three phases. The Asset Management Plan
(AMP) is a multi-year project divided into three phases. Each phase is discussed further in the Discussion section of this report.
DISCUSSION
Over 200,000 assets were identified; see Attachment 1 for a summary list of assets.
Based on the information collected, staff can develop a replacement schedule that incorporates asset condition, lifecycle, and estimated in-kind replacement costs. This new system and information will result in a comprehensive and data-driven version of the City’s Repair and Replacement (R&R) program. Because available funding will not meet all long-term needs, the AMP assigns a risk score to each asset, enabling the City to prioritize investment in the most critical infrastructure. The AMP will provide a prioritized list of asset replacement needs by year and can identify what can be achieved within available funding levels.
The AMP also serves as a tool for evaluating when it is more cost-effective to replace a major asset rather than continue repairing individual components. For example, it can help determine whether it is better to replace a vehicle’s engine or replace the entire vehicle, using asset performance history and fleet data to inform the decision.
Staff will be using the data collected through the first two phases of the AMP to develop the City's Capital Improvement Program (CIP) and a Facility Master Plan. The CIP is driven by business decisions to improve functionality, increase capacity, or add enhancements—items that go beyond basic like-for-like replacement. These types of decisions are typically made through master planning and engineering analyses to develop the 20-Year CIP plans. The AMP provides the foundational asset and lifecycle data needed to inform that work. Staff will provide a recommendation to the City Council on the 20-Year CIP plan in late Spring/Summer 2026, and a comprehensive Facility Master Plan by the end of 2026. The sewer and water management plans have already been completed.
Phase 1 Summary
A successful Asset Management program begins with defining what constitutes an asset. At a basic level, an asset is something that lasts more than one year and requires investment, maintenance, and eventual replacement. In a business context, capital assets are typically valued at more than $5,000, generate a return on investment, and are subject to depreciation.
In the public sector, however, assets are often used to support community services rather than generating profit. As a result, the factors that determine whether an item should be managed as an asset include access to services, service quality, risk, and community expectations.
Many City assets carry higher service and risk implications, requiring redundancy, rapid repair capabilities, stockpiled replacement parts, or shorter replacement cycles. While assets may appear similar in type, their service importance and operational risk can vary significantly.
Phase 1 of the AMP, therefore, included a review of asset types to balance risk, level of service, cost of service, and resident expectations, defining the level of assets to capture.
The primary objectives of Phase 1 were to:
(1) identify the full inventory of assets the City owns and manages, and (2) determine the desired level of service and perform life cycle cost analysis for each group to understand future asset replacement needs.
To support this effort, assets were organized into a hierarchy of ten major categories aligned with departments and functional asset classes:
1. Utilities
2. Fleet
3. Callippe Golf
4. Facilities
5. Parks
6. Trails
7. Roadway
8. Pioneer Cemetery
9. Public Art
10. Urban Forestry.
Each major category was further subdivided to reflect how assets support City services. For example:
• Utilities are grouped under one hierarchical category and then further divided by utility type, including water, recycled water, sewer, and stormwater. Each utility system includes both underground assets (pipelines, valves, maintenance holes) and above- ground assets (buildings, pumps, equipment).
• Fleet is organized as a single category with subcategories for each department (e.g., sewer, streets, water, police), reflecting shared maintenance and lifecycle practices across departments.
• Facilities include all City buildings, except enterprise, and are subdivided by service type—civic center, police, fire, recreation, operations, parks, and vehicle charging. Each building is further broken down into major components, including the building shell, mechanical systems, electrical systems, safety components, and site improvements.
Within each component, individual assets include elements such as windows, doors, equipment, and systems. Interior building assets are cataloged by floor and room, including finishes such as carpet, ceilings, and lighting. While doors are included as assets, their individual hardware components are not listed separately because they fall under the category of routine maintenance. Door hardware is replaced as part of the door’s overall lifecycle replacement.
Phase 1 established the foundational asset hierarchy and level-of-service and life cycle framework, which guides data collection, life cycle cost analysis, and prioritization in subsequent phases of the AMP.
Phase 2 Summary
Phase 2 of the AMP focused on completing the asset inventory, conducting high-level condition assessments, and developing estimated replacement costs. Asset information was collected through field observations and by leveraging existing City tools and datasets.
Replacement cost estimates were developed using industry averages, existing City data, current master plans, and discussions with operating departments.
For asset groups with minimal existing location data—such as park assets and street signage—the consultant performed full field collection, using GPS to locate items like signs, trash cans, and benches, and recording photographic condition information. For asset groups with partial GIS information, including curb ramps, sound walls, and trails, field work refined the existing locations and added material and condition details. Asset groups that do not require GIS mapping, such as fleet and buildings, were assessed in the field for condition and photographed, with updates to be incorporated into the City's MaintStar (asset and maintenance software) system. All collected assets are being updated with lifecycle information, replacement costs, and risk assessments for Phase 3 prioritization and long-term planning.
Some asset categories relied more heavily on existing data sources. For example, the StreetSaver pavement management system already includes street segments with condition, lifecycle, and risk details. These datasets are being integrated to consolidate all City asset information in one location. The StreetSaver data was validated and will apply similar lifecycle and risk methodologies to newly collected data for parking lots, City-owned roadways, and utility infrastructure not previously included in StreetSaver. Tree inventory data collected by the City’s tree maintenance contractor and reviewed by staff was also added as another example of a more complete dataset.
Two asset groups were incorporated using existing GIS data only, with further assessments scheduled under other City programs. Sidewalk segment condition, replacement cost, and risk scoring will be completed through the Americans with Disabilities Act (ADA) Transition Plan field review. Stormwater underground assets will be updated through the Stormwater Management Plan. Both datasets will be integrated into the AMP upon completion of those additional components.
For the City’s enterprise utilities, a combination of field observations, existing tools, and current master plan data is used. Field efforts focused on above-ground assets, including pump stations, their associated sites, buildings, generators, pumps, and valves. Underground assets, including pipelines and maintenance holes, were incorporated using existing GIS data. The utility divisions provided information and perspective to develop lifecycle and risk metrics for the collected assets. Replacement and financial projections for water, recycled water, and sewer systems were developed using information from the utilities’ management plans and 20- Year Capital Improvement Plans.
State of Infrastructure
The report classified assets based on condition.
Condition
Rating Definition / Interpretation
Excellent The asset is new or nearly new — effectively at the start of its expected life cycle. It performs as designed, with no observable deterioration, and requires no maintenance beyond standard inspections.
Very
Good
The asset is functioning like new, with all systems operating within normal parameters. There is no functional decline, and maintenance needs are minimal and routine.
Good The asset continues to meet functional needs but shows early signs of wear or
aging. Cosmetic or minor defects may exist, and minor maintenance or preventative upkeep may be needed to preserve useful life.
Fair The asset is nearing the end of its useful life — performance may be degraded or reliability reduced. It typically requires increased maintenance or more frequent attention to remain operational, and scheduled repairs may be needed to avoid failure.
Poor /
Failed
The asset has reached (or substantially exceeded) its useful life and can no longer reliably perform its intended function. Major repair or replacement is required; temporary repairs are unlikely to meaningfully extend remaining life.
Note that replacement value represents only the cost to replace an asset in kind—that is, restoring it to its current form and function. It does not represent the full cost or value of the asset. For example, the replacement value for streets includes only the cost of resurfacing the pavement. It does not include rebuilding the structural layers beneath the pavement, which may require strengthening to handle heavier vehicles, nor does it include widening or other capacity improvements. Replacement value reflects only the cost to maintain the infrastructure as it exists today, not the cost to upgrade or expand it.
The City’s General Fund–supported infrastructure, with an asset replacement value exceeding $4 billion, is currently in good overall condition. Approximately 2 percent of assets are currently in poor or failing condition, and 4 percent are in fair condition. Unfortunately, 2-6 percent of the $4 billion system value equates to $80 million to $240 million in needs. Insufficient planning and funding to date have created a significant gap and growing need to address the City's infrastructure needs. Certain areas, including fleet and facilities, present areas of critical concern and will remain in Fair or Poor condition without significant investments over the next ten years, as explained in more detail below.
Figure 1. Current State of City General Fund-Supported Infrastructure
The percentage values in Figure 1 represent the number of assets in the current condition
category. Values in parentheses reflect the present-day replacement costs of assets in each condition category and do not correlate to the percentages shown.
Table A. State of Infrastructure Summary by Category
The fleet—particularly police and fire vehicles—is in the most critical condition, with more than one-third classified as being in poor condition and beyond their useful life. This has resulted in rising repair costs and an increased risk of service interruptions as vehicles and equipment spend more time out of service for repairs. The issue compounds over time because funds that should be used for vehicle replacement are instead diverted to emergency repairs, which do not meaningfully extend the asset’s remaining life.
Facilities represent the next area of concern, with nearly a tenth of building assets rated in poor or fair condition. This includes several buildings within the downtown Civic Center campus. The growing backlog of facility needs will require strategic investment to prevent further service impacts and cost escalation. With minimal investments in the facilities over the next ten years, the City can expect that over 60 percent of the assets will be in Poor Condition and over 20 percent in Fair Condition. See Attachment 2 for more detailed information on the state of infrastructure, categorized by type.
Asset Replacement Projections
Asset replacement needs often occur in cycles, or “waves,” based on when assets were originally built and placed into service. Although much of the City's assets are currently in good condition, many of these assets are approaching the end of their life cycle. General Fund– supported assets require an average of approximately $63 million per year over the next decade to address assets currently in poor or failing condition, as well as those approaching the end of their lifecycle to be replaced in kind. Prior 10-year CIP staff estimated $52 million annually for general fund needs.
Figure 2. 10-Year Asset Replacement Projection
Looking ahead over a 20-year horizon, the annual need is projected to be about $70 million per year, reflecting the timing of major assets reaching the end of their useful life in the early 2040s. As with any long-range forecast, confidence decreases the further the projections extend into the future. A 10-year outlook is generally considered the most reliable for financial planning and modeling. See Attachment 3 for Asset Replacement Projection tables by category.
Table B. 20-Year Asset Replacement Needs
The City currently programs funding to replace assets through both the Repair and Replacement (R&R) program and the CIP. The R&R program maintains, restores, or replaces existing assets to sustain their performance and extend their useful life. The CIP program involves new construction, capacity expansion, or major replacement of existing infrastructure. Based on
analysis of the last three years and the current approved budgets, an estimated $5.5 million from the R&R program and $13.5 million from the CIP are allocated annually toward the replacement of existing general fund assets. The remaining funds support repairs that do not extend asset life, as well as enhancements or the addition of new assets. Of the $13.5 million in CIP funding, $7 million comes from restricted transportation-related funding sources such as Gas Tax and Measure BB.
When adding programmed expenditures from enterprise programs, based on their 20-year CIPs and anticipated to be fully funded through rates, the total annual asset replacement projection for the City is approximately $97 million. This is slightly higher than earlier staff estimates of $90 million per year, reflecting the comprehensive data from the AMP.
Next Steps — Phase 3
Phase 3 of the project (asset financial needs assessment) involves validating the risk scoring and reviewing the prioritization results to ensure they align with staff experience and expectations. Financial analysis is also underway to evaluate funding options and budget scenarios.
In the Spring of 2026, staff will present the asset risk assessment, prioritized asset replacement needs, and associated budget scenarios that will be used to establish the long- term 20-year CIP. This will include a review of how different funding levels impact service outcomes and the optimal allocation of replacement funding across asset categories. This work will be used to inform the upcoming 2-year CIP budget cycle, which will start in fiscal year (FY) 2027/28.
EQUITY AND SUSTAINABILITY
The asset management program advances the City’s Climate Action Plan (CAP 2.0) by supporting the Buildings and Energy Strategy. By identifying assets approaching end-of-life, the program enables the City to plan for upgrades that enhance energy efficiency and resilience, creating opportunities to implement Strategies BE-1 (Advance the decarbonization of buildings) and BE-2 (Improve energy consumption and efficiency).
OUTREACH
No public outreach was conducted, as this item is a routine matter of City business.
STRATEGIC PLAN ALIGNMENT
The report advances the ONE Pleasanton five-year strategic plan City Council priority strategy, Investing in Our Environment, C.2. to develop an Asset Management Plan (AMP) and support comprehensive long-term planning for the maintenance, renovation, repair, and/or replacement of infrastructure and public facilities to meet current and future needs.
FISCAL IMPACT
The Asset Management Plan Project, CIP No. 24460, is funded for a total of $1 million. The AMP project expenditures with MaintStar, Inc. and Kayuga Solution, Inc. total $954,417, leaving a project balance of $45,583.
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. City-wide Assets Inventory Summary
2. State of Infrastructure Tables
3. Asset Replacement Projections
4. Presentation
City-wide Assets Inventory Summary
General Fund Description Asset Count
Facilities
Civic Center, Police, Fire,
Recreation, Operations, Park
buildings, EV charging, etc.
22,164
Parks, Trails, Urban Forestry
Play structures, picnic table,
bench, sport field, sport court,
irrigation system, trash receptacle
32,752
Roadway and Traffic Signals
Street signs, Curb ramps,
Soundwalls, Traffic signals, Street
lights, Street pavement, Parking
lots, Sidewalks, Curb & gutter,
Bridges (State, Local, Callippe,
Pedestrian)
45,376
Fleet Passenger vehicles, light duty
trucks, heavy duty trucks, etc. 269
PD Vehicles and Equipment Police patrol vehicles, motorcycle, etc. 84
Fire Vehicles and Equipment Fire engine, special emergency vehicles, boat, etc. 33
Stormwater Pipes, inlets, manholes, outlets,
etc. 21,453
Public Arts Artworks, dedication plaque 80
Enterprise
Water, Recycled Water
Potable and Recycled Water
distribution, booster stations,
wells, storage tanks, turnouts
54,888
Sewer Sewer collection, lift stations 13,244
Callippe Golf Facilities, Equipment, Irrigation
pump 961
Pioneer Cemetery Monuments, bench, flagpole, etc. 120
State of Infrastructure Tables
Infrastructure Excellent Very Good Good Fair Poor/Failed Facilities 2% 25% 62% 9% 1%
Parks, Trails, Urban Forestry 10% 40% 45% 2% 4%
Roadway and Traffic Signals 10% 15% 69% 4% 2%
Fleet 17% 10% 24% 4% 45%
PD Vehicles and Equipment 18% 3% 45% 1% 33%
Fire Vehicles and Equipment 15% 21% 18% 12% 33%
Stormwater 11% 53% 35% <1% <1%
Callippe Golf (exclude golf
course) 19% 57% 15% 6% 5%
Pioneer Cemetery <1% 24% 72% 3% 1%
F
acilities
P
arks, Trails, Urban Forestry
R
oadway and Traffic Signals
Fleet
P
D Vehicles and Equipment
Fire Vehicles and Equipment
S
tormwater
Callippe Golf
P
ioneer Cemetery
Asset Replacement Projections
Facilities
10 -Year Outlook
20 -Year Outlook
Parks, Trails, Urban Forestry
10-Year Outlook
20-Year Outlook
Roadway and Traffic Signals
10-Year Outlook
20-Year Outlook
Fleet
10-Year Outlook
20-Year Outlook
PD Vehicles and Equipment
10-Year Outlook
20-Year Outlook
Fire Vehicles and Equipment
10-Year Outlook
20-Year Outlook
Stormwater
10-Year Outlook
20-Year Outlook
Water, Recycled Water
10-Year Outlook
20-Year Outlook
Sewer
10-Year Outlook
20-Year Outlook
Callippe Golf
10-Year Outlook
20-Year Outlook
Pioneer Cemetery
10-Year Outlook
20-Year Outlook
CITY OF PLEASANTONCITYWIDEPROGRAMMATICREVIEWOFASSETMANAGEMENTINTEGRATIONDecember 16, 2025 1 AGENDA1.What is an Asset Management Plan?2.Project Approach3.Project Phases4.Asset Inventory5.Life Cycle Cost Methodology6.State of the Infrastructure (General Fund Assets)Condition Profile7.Asset Replacement ProjectionGeneral Fund (10 years, 20 years)8.Funding Gap9.Next Steps
ASSET MANAGEMENT PLANWhat Asset Management Plan Is:Documenting what assets are owned and managedUnderstanding the conditional state of assetsIdentifying which assets are criticalForecasting what it will take to sustain the delivery of assets (replacement in kind)What Asset Management Plan is Not:Master plan but supports development of a master planNew developmentNew improvements / Enhancements (CIP)3Reactive Proactive PROJECT APPROACHAsset Management Questions1.What assets do you own and manage?2.Which assets are critical?3.How should we manage the assets?4.How much will it cost to sustain the delivery of assets?5.Are we on the right financial path?Our Project Approach1.Establish the Asset Database Foundation2.Understand the Current Conditional State3.Identify Asset Criticality4.Understand the Desired Levels of Service5.Calculate the Cost of Ownership6.Understand Future Funding Needs7.Communicate4
Collect Data Assess Condition1. Understand our Data Gap2. Improvement Roadmap3. AM Education 1. Inventory Assets2. Assess Condition3. Identify Immediate Needs4. Risk Analysis5. Establish Data Foundation1. Future Investment Needs2. Prioritization3. Financial Impact Review4. Information System Integration5. Communication and Program BuildingPhase1Phase2Phase3Predict the FutureDiscover the Gap100% Complete99% Complete*40% Complete* New assets will be continuously added to the databasePROJECT PHASES5 Buildings (22,000+ assets)92 Buildings & 94 StructuresCivic CenterLibraryPolice DeptFire DeptRecreation FacilitiesOperations Service CenterRestroomsMaintenance ShedsParks & Trails (5,200+ assets)40 parks (4,600+ assets)Play StructureBenchPicnic TableSport CourtSport FieldSignageTrails (660+ assets)Fleet (386 assets)Passenger VehiclesLight Duty TrucksHeavy Duty TrucksEmergency VehiclesHeavy EquipmentMowersTrailersMotorcyclesCallippe Golf Course (800+ assets)Equipment (10 assets)Mowers, Gators, Tractors, Etc.Facilities (700+ assets)Club HouseMaintenance FacilityPump House6 WHAT DO YOU OWN AND MANAGE?City of Pleasanton (200,000+assets)
City of Pleasanton (200,000+assets) 7
WHAT DO YOU OWN AND MANAGE?Utilities* (89,000+ assets)Potable Water (53,300+ assets)Distribution SystemMains, Valves, Hydrants, Meters, etc.FacilitiesPump Stations, Wells, Tanks, etc.Recycled Water (1,300+ assets)Distribution SystemPipes, Valves, Hydrants, Meters, etc.FacilitiesPump Station, ReservoirSewer (12,900+ assets)Collection SystemMains, Manholes, Cleanouts, etc.FacilitiesLift StationStormwater (21,400+ assets)Collection SystemMains, Culverts, Inlets, Outfalls, etc.FacilitiesPump StationStructural BMPLID/GI, Non-LID Treatment System, Trash ControlsRoadway (47,000+ assets)Street SignsCurb RampsWallsTraffic SignalsLightsPavementsSidewalkCurb and GutterBridgesPublic Art (80 assets)Pioneer Cemetery (120 assets)* Condition information provided by master plans 8 FOCUSING ON STREET SIGNS (13,454 SIGNS)
CONDITION RATING SCALE
9New/ExcellentVery GoodGoodFairPoor/Failed
CONDITION RATING SCALEConditionCriteria Action1 - New/Excellent New or almost new, reflective surface excellent No action2 - Very Good Not new, but appears almost new, reflective surface functional No action3 - Good Clearly legible, minor fading/scratches acceptable, reflective surface may be fading slightlyContinue monitor4 - Fair Fading/dull, scratches, becoming illegible, graffiti obscuring sign.Plan for replacement5 - Poor/Failed Completely faded or illegible, broken, sign missing, no reflective capabilitiesImmediate replacement10
New/ExcellentVery GoodGoodFairPoor/Failed
NOT ALL SIGNS ARE IN GOOD CONDITION
11 LIFE CYCLE COST METHODOLOGY
12 R2-110 years$13920 YearsAssetRegulatoryWarningGuideInformationalTypeCodeExpected LifeReplacement CostPlanning HorizonCalculate Replacement Activities Calculate for All SignsPrioritize Based on Risk
ON GENERAL FUND
BuildingsParks and TrailsRoadwayFleetStormwaterPublic Art
ASSET REPLACEMENT COST (REPLACEMENT IN KIND)
14Buildings Parks and TrailsRoadwayFleetStormwater$170M $150M$2.1B$45M$1.8B
STATE OF INFRASTRUCTURE - GENERAL FUND15
4% ($87M)55% ($1.3B)30% ($2B)9% ($823M)2% ($42M)
Note: Percentage values reflect the number of assets in the current condition category. Values in parentheses reflect the present-day replacement costs of assets in each condition category and not the percentage of costs .
STATE OF INFRASTRUCTURE - GENERAL FUND16BuildingsParks, Trails, & Urban Forestry
STATE OF INFRASTRUCTURE - GENERAL FUND17Roadway & Traffic SignalsStormwater STATE OF INFRASTRUCTURE - FLEET18FleetFirePolice
10 YEAR CONDITION CHANGE SCENARIO
19Buildings20252026
2027
2028
2029
20302031
2032
2033
2034
2035
21%62%1%10%6%
BUILDINGS ASSET REPLACEMENT BACKLOGAt a $5.125M annual budget, the asset replacement backlog reaches $36M by Year 10. 20
ASSET REPLACEMENT PROJECTION 10 YEARSGeneral Fund 21
$63 M
ASSET REPLACEMENT PROJECTION 20 YEARSGeneral Fund 22
$70 M
ASSET REPLACEMENT PROJECTION235 Year Outlook
$70 M
10 Year Outlook$63 M20 Year Outlook
$70.2 M
Note: Escalated cost with 4% annual inflation rateIncludes IT, public arts, and Pioneer CemeteryGeneral Fund FUNDING GAP - GENERAL FUNDFundingGap=232%24
$19 M$63M
VSCurrentCurrentCurrentCurrent General Fund Annual FundFutureFutureFuture10 Year General Fund ProjectionNote: Escalated cost with 4% annual inflation rateIncludes IT, public arts, and Pioneer Cemetery
ASSET REPLACEMENT NEEDS - General FundGeneralFundAnnualAverage5Years10Years20YearsFacility$13.2M $14.8M $10.3MParks, Trails, Urban Forestry$12.1M $10.2M $12.8MRoadway and Traffic Signals$31.1M $26.4M $31.7MFleet$5.6M $4.1M $5.3MPD Vehicles and Equipment$2.2M $2.1M $2.7MFire Vehicles and Equipment$3.3M $2.4M $2.9MStormwater2$2.6M $3M $4.5MTotal$70.1M$63M$70.2MNote: Escalated cost with 4% annual inflation rate Stormwater Management project has just started. Cost projection will be updated once the management plan is completed.Does not include enhancements / improvements25 FUNDING GAP - GENERAL + ENTERPRISEFundingGap=83%26
$53 M$97M w/ Enterprise Fund
VSCurrentCurrentCurrentCurrent General & Enterprise Annual FundFutureFutureFuture10 Year General & Enterprise Fund ProjectionNote: Escalated cost with 4% annual inflation rateIncludes IT, public arts, and Pioneer Cemetery ($63 M)($34 M)
NEXT STEPSPrioritizationFinancial analysisBudget scenario analysisFunding balance analysisCouncil workshops of budget scenarios for directionUpdate business process for data integration across GIS, MaintStar, and IRISTraining and Go-Live27 2025FUTURE ACTIVITIESFebDecAugPhase 2Phase 3MayIntegrate Data with GIS and MainStarJanMarPrioritization, Budget Scenario AnalysisFebTraining andGo-Live**Workshop:Budget Prioritization & ScenariosState of Citywide InfrastructureCouncil MeetingPhase 3 InitiationMayBudget/Funding Recommendation2026Apr** 28
THANK YOU29