City of Pleasanton
Bonde Ranch Landscape Maintenance District 2026‐2
Engineer’s Report
Views, decorative landscaping, and access are assigned a combined weight of 20%, reflecting the direct and ongoing advantage of proximity to and views of the maintained open space and landscaped areas enjoyed by all parcels within the Assessment District.
The Creation of Individual Lots is assigned a weight of 10%. While this benefit is real and legally recognized, it is foundational rather than ongoing. The lots were created once under conditions of approval that required these Improvements, and the Assessment now funds the continued maintenance that supports their habitability. The relative benefit levels used in this Report are shown in Table 2 below.
Table 2 ‐ Relative Benefit Levels
Creation of Lots Views/Decorative
Landscaping/Access
Wildland Fire
Risk Reduction
10% 20% 70%
General versus Special Benefit
Article XIIID, Section 4(a) of the California Constitution requires any local agency proposing to increase or impose a benefit assessment to “separate the general benefits from the special benefits conferred on a parcel.” The rationale for separating special and general benefits is to ensure that property owners subject to the benefit assessment are not paying for general benefits. An assessment can fund special benefits but cannot fund general benefits. Accordingly, a separate estimate of the special and general benefit is given in this section.
Article XIIID never defines the term “general benefit.” The definition of special benefit in Section 2(i) includes the statement that general enhancement of property value does not constitute a special benefit. A general benefit may be described as an “indirect, derivative advantage” resulting from the improvements.
In other words:
Total
Benefit = General
Benefit + Special
Benefit
City of Pleasanton
Bonde Ranch Landscape Maintenance District 2026‐2
Engineer’s Report
There is no widely accepted or statutory formula for general benefit. General benefits are benefits from improvements or services that are not special in nature, are not “particular and distinct” and are not “over and above” benefits received by other properties. SVTA provides some clarification by indicating that general benefits provide “an indirect, derivative advantage” and are not necessarily proximate to the improvements.
In this Report, the general benefit is liberally estimated and described, and then budgeted so that it is funded by sources other than the Assessment.
A formula to estimate the general benefit is listed below:
General
Benefit =
Benefit to Real
Property Outside
the Assessment
District
+
Benefit to Real
Property Inside the
Assessment District
that is Indirect and
Derivative
+
Benefit to
the Public
at Large
Special benefit, on the other hand, is defined in the California Constitution as "a particular and distinct benefit over and above general benefits conferred on real property located in the district or to the public at large." The SVTA decision indicates that a special benefit is conferred to a property if it "receives a direct advantage from the improvement (e.g., proximity to a park)." In this Assessment, properties in the District have close and unique proximity, views, and access to the Improvements that other properties and the public at large do not share. Therefore, the overwhelming proportion of the benefits conferred to property within the District is special, and only minimal benefit is received by property outside the District or the public at large.
Benefit Finding
Quantification of General Benefit
The starting point for evaluating general and special benefits is the current baseline level of service. In the absence of the Assessment, no alternative funding source exists for the maintenance of the Improvements within the Assessment District. The baseline level of service without the Assessment is therefore the absence of funded maintenance, and all Improvements funded by the Assessment are over and above that baseline. The general benefits estimated in this section are measured against that baseline.
City of Pleasanton
Bonde Ranch Landscape Maintenance District 2026‐2
Engineer’s Report
Benefit to Property Outside the Assessment Districts Properties within the District receive almost all of the special benefits from the Improvements because properties in the District enjoy unique close proximity and access to the Improvements that is not enjoyed by other properties or the public at large.
However, certain properties within the proximity/access radius of the Improvements, but outside of the boundaries of the District, may receive some benefit from the Improvements. Since this benefit is conferred to some properties outside the District boundaries, it contributes to the overall general benefit calculation and will not be funded by the Assessments. The general benefit to property outside of the District is calculated with the parcel and data analysis performed by SCI Consulting Group.
Since certain properties outside the District enjoy close proximity and access to the improvements cannot be assessed by the District, this is a form of general benefit to other property. There are 44 parcels outside the District that are directly adjacent to areas where pathways and landscaped areas are maintained by the District. The benefits conferred to these properties do not include the Lot Creation benefit factor, therefore the benefit is reduced by 90%. The general benefit to property outside of the District is calculated as follows.
Table 3 – Benefit to Property Outside the Assessment District Benefit to Property Outside the Assessment District
Assumptions:
Parcels outside and adjacent to the District 44
Parcels in the Maintenance District 103
Calculation: ((44 / (44 + 103)) * Factor applied
Factor applied 90%
General Benefit to Property outside the District 26.94%
City of Pleasanton
Bonde Ranch Landscape Maintenance District 2026‐2
Engineer’s Report
Benefit to Property Inside the Assessment Districts that is Indirect and Derivative
The “indirect and derivative” benefit to property within the District is particularly difficult to calculate. A solid argument can be presented that all benefit within the District is special because the other improvements are clearly “over and above” and “particular and distinct” when compared with the baseline level of service and the unique proximity, access and views of the other improvements enjoyed by benefiting properties in the District.
Nevertheless, the SVTA decision indicates there may be general benefit “conferred on real property located in the district.” A measure of the general benefits to property within the Assessment area is the percentage of land area within or directly abutting the District that is publicly owned and used for regional purposes such as regional parks, major roads, rail lines and other regional facilities because such properties used for regional purposes could provide indirect benefits to the public at large. The Assessment boundaries are narrowly drawn to include only the residential parcels within Tracts 6483 and 6518, and there are no regional facilities within the Assessment District. Therefore, the indirect and derivative general benefits to property within the Assessment District are zero.
General Benefit Inside the District (Indirect and Derivative) = 0.0% Benefit To The Public At Large
The general benefit to the public at large can be estimated by the proportionate amount of time that the Assessment’s improvements are used and enjoyed by individuals who are not residents or property owners in the Assessment District. These improvements do not attract the public at large in the same way as park improvements, and they confer far less benefit to the public at large than do similar park improvements. In essence, the public does not visit an area to enjoy outdoor and landscaped area improvements in the same way as they may visit a park.
City of Pleasanton
Bonde Ranch Landscape Maintenance District 2026‐2
Engineer’s Report
However, certain outdoor and landscaped areas maintained by the Assessment District may provide some enhancement to views enjoyed by the public as they drive past. Based on surveys and research in which visitors to similar landscape, open space and parks, at various times of the day, evening, and week, were asked to look at a District map and to identify whether they lived or worked within the City, less than 5% of the use of similar landscape, open space, parks or recreation areas is by the public at large. When people outside the Maintenance District use landscape, open space, parks, or recreation areas, they diminish the availability of such facilities for people within the Maintenance District.
Therefore, another 5% of general benefits are allocated for people within the Maintenance District. Combining these two elements of general benefit, we find that 10% of the benefits from the Improvements are general benefits to the public at large.
Summary of General Benefit
Using a sum of these three measures of general benefit, we find that approximately
36.94% of the benefits conferred by the improvements may be general in nature and should be funded by sources other than the assessment.
Table 4 – Summary of General Benefit
General Benefit Component Percentage
Benefit to property outside the Assessment District 26.94% Indirect and derivative benefit to property inside the District 0.00% Benefit to the public at large 10.00%
Total General Benefit 36.94%
Source of Contributions from Other Funds
The general benefit of 36.94% must be funded by sources other than the Assessment. The City of Pleasanton satisfies this requirement through the following in‐kind, non‐monetary contributions to the Assessment District.
City of Pleasanton
Bonde Ranch Landscape Maintenance District 2026‐2
Engineer’s Report
The City of Pleasanton owns, maintains, rehabilitates, and replaces the curb and gutter along the border of the Assessment District. This infrastructure serves to support and contain the Improvements and manage irrigation flow. The contribution from the City toward the maintenance, rehabilitation, and replacement of curb and gutter is conservatively estimated at 10%. In other words, if the Assessment District were required to construct and maintain the local curb and gutter, the budget would increase by at least 10%.
The City of Pleasanton owns and maintains a storm drainage system along the border of the Assessment District. This system serves to prevent flooding and manage urban runoff from the Improvements. The contribution from the City toward the maintenance, rehabilitation, and replacement of the local storm drainage system is conservatively estimated at 10%.
The City of Pleasanton owns and maintains local public streets throughout the Assessment District. These streets provide access to the Improvements for their enjoyment and efficient maintenance. The contribution from the City toward the maintenance, rehabilitation, and replacement of local public streets is conservatively estimated at 10%.
The City of Pleasanton owns and maintains the open space area directly behind the Ventana Hills neighborhood, including eucalyptus trees and associated vegetation, which was excluded from the Bonde Ranch assessment area in 2017 and incorporated into the Bonde Ranch Open Space. Prior to that exclusion, maintenance of this area was the financial responsibility of the District. The City's ongoing maintenance of this open space reduces the annual cost burden on the Assessment District and provides a continuing in‐ kind contribution toward the general benefit requirement. This contribution is conservatively estimated at 5%.
The City of Pleasanton maintains street lighting within the Assessment District. Street lighting was included as a District obligation in the original 1993 formation documents and the City has absorbed this obligation The contribution from the City toward the maintenance, rehabilitation, and replacement of street lights is conservatively estimated at 5%.
The value of the initial Improvements constructed by the Developer can be quantified and monetized as an annuity to be amortized. Since the initial Improvements were performed and paid for by non‐assessment funds, this annuity is conservatively estimated to contribute 20% toward the general benefit requirement.
City of Pleasanton
Bonde Ranch Landscape Maintenance District 2026‐2
Engineer’s Report
In addition to the infrastructure contributions described above, the City of Pleasanton provides ongoing staff support for the administration of the Assessment District that is not reimbursed through the assessment and is not included in the percentage estimates above. The City's Landscape Architect dedicates time throughout the year to the preparation of bid documents, contractor selection and monitoring, property owner inquiries, site inspections, coordination with other City departments, and general district administration. The City administration fee collected through the assessment is $1,800 per year. The value of the City Landscape Architect's time dedicated to the Assessment District exceeds this amount, meaning the City absorbs the difference as a further in‐kind contribution toward the general benefit requirement. This unreimbursed staff time represents an ongoing financial contribution by the City to the Assessment District that is separate from and in addition to the infrastructure contributions described above, and further demonstrates that the City's total contributions to the District more than satisfy the general benefit requirement.
In total, the City of Pleasanton's in‐kind contributions represent 50% of the total district cost, which more than satisfies the 36.94% general benefit requirement.
Table 5 – City In‐Kind General Benefit Contributions
City In‐Kind Contribution Percentage
Curb and gutter maintenance, rehabilitation, and replacement 10.0% Storm drainage system maintenance, rehabilitation, and
replacement 10.0%
Local public streets maintenance, rehabilitation, and replacement 10.0% Maintenance, rehabilitation, and replacement of property directly behind Ventana Hills neighborhood 10.0%
Amortized value of initial Improvements constructed by
Developer 20.0%
Total City In‐Kind Contributions 60.0%
City of Pleasanton
Bonde Ranch Landscape Maintenance District 2026‐2
Engineer’s Report
Zones of Benefit
Bonde Ranch Landscape Maintenance District 2026‐2 was formed to provide a funding source for the maintenance and services of landscaping improvements within the boundaries of the Assessment District. The boundaries of the Assessment District have been narrowly drawn to include only properties that will specially benefit from the maintenance and services and would receive a declining level of service if the Assessments were not approved.
The SVTA decision indicates:
In a well‐drawn district — limited to only parcels receiving special benefits from the improvement — every parcel within that district receives a shared special benefit. Under section 2, subdivision (i), these benefits can be construed as being general benefits since they are not “particular and distinct” and are not “over and above” the benefits received by other properties “located in the district.”
We do not believe that the voters intended to invalidate an assessment district that is narrowly drawn to include only properties directly benefiting from an improvement. Indeed, the ballot materials reflect otherwise. Thus, if an assessment district is narrowly drawn, the fact that a benefit is conferred throughout the district does not make it general rather than special. In that circumstance, the characterization of a benefit may depend on whether the parcel receives a direct advantage from the improvement (e.g., proximity to park) or receives an indirect, derivative advantage resulting from the overall public benefits of the improvement (e.g., general enhancement of the district’s property values).
The Engineer determined that, based on proximity to the Improvements and the nature of the benefits received, the Assessment District shall consist of two zones of benefit:
Zone A and Zone B.
Zone A includes all residential parcels that are directly adjacent to and immediately proximate to the LMD landscape maintenance areas and fuel transition zones. These parcels receive the full set of special benefits from all categories of Improvements, including direct proximity and access to landscaped areas, improved views, the maximum degree of wildland fire risk reduction, and lot creation.
City of Pleasanton
Bonde Ranch Landscape Maintenance District 2026‐2
Engineer’s Report
Zone B includes residential parcels located across Bernal Avenue and at greater distance from the LMD maintenance areas. While Zone B parcels receive the lot creation benefit and some proximity, views, and landscaping benefit, they receive a substantially reduced wildland fire risk reduction benefit due to their greater distance from the maintained fuel transition zones. The CAL FIRE hazard mapping confirms that most Zone B parcels lie outside the Moderate Fire Hazard Severity Zone, with only a small number of parcels at the northeastern edge of Zone B falling within the designated zone. Even for those parcels, the direct protective effect of the District's fuel management activities is materially reduced at that distance compared to Zone A.
The relative benefit scores for each zone, weighted by the benefit factors established in this Report, are shown in Table 6 below.
Table 6 ‐ Relative Benefit Levels by Zone
Zone Creation of
Lots
Views/Decorative
Landscaping/Access
Wildland
Fire Risk
Reduction
Weighted
Score
Normalized
Score
Relative Weight 10% 20% 70%
Zone A Score (1‐10) 10 10 10 10 100%
Zone B Score (1‐10) 10 10 2 4.4 44%
Method of Assessment
The assessments are apportioned to properties within the Assessment District in proportion to the relative special benefit each property receives from the Improvements.
As established in the Zones of Benefit section, the Assessment District consists of two zones reflecting materially different levels of special benefit. Zone A parcels receive a normalized benefit score of 100% and Zone B parcels receive a normalized benefit score of 44%, based on the weighted benefit factor analysis in Table 6. This zone differential is the primary basis for the difference in assessment rates between Zone A and Zone B.
Within each zone, assessments are further apportioned on the basis of Single‐Family Equivalents (SFE). The SFE methodology is commonly used to distribute assessments in proportion to estimated special benefit and is generally recognized as providing a fair and appropriate basis for apportionment. For the purposes of this Engineer's Report, all properties are designated an SFE value representing each property's relative benefit in relation to a single‐family home on one parcel. The benchmark property is the single‐ family detached dwelling, which equals one Single‐Family Equivalent or one SFE.
City of Pleasanton
Bonde Ranch Landscape Maintenance District 2026‐2
Engineer’s Report
The special benefits conferred by the Assessments are benefits to property and are not based on a specific property owner's use of the Improvements, occupancy of the property, or demographic status. The method of apportionment is further described below.
Residential Properties
In the Assessment District, there is only one type of residential property present: the single‐family home. Other types of residential property, such as multifamily, apartments and condominiums, are not present. Furthermore, the property in the Assessment District is fully developed, has been stable since its original development in the late 1990s, and is zoned such that a change in that dominate land use is not expected in the future.
As a result, there is no need for a detailed analysis of population densities to determine relative benefit for other types of residential properties. Each single‐family residential property is assigned one SFE.
Other Properties
Article XIIID stipulates that publicly owned properties must be assessed unless there is clear and convincing evidence that those properties receive no special benefit from the assessment.
The City of Pleasanton owns a parcel with a very large water tank and associated critical infrastructure used to supply water for domestic use and fire protection. This critical infrastructure receives significant special benefit from District services supporting reduced wildland fire risk and potential damage and is assigned 2 SFEs.
Miscellaneous, public right‐of‐way parcels, , limited access open space parcels, watershed parcels and common area parcels typically do not generate employees, residents, customers, or guests. Moreover, many of these parcels have limited economic value and, therefore, do not benefit from specific enhancement of property value. Such parcels are, therefore, not specially benefited and are not assessed.
City of Pleasanton
Bonde Ranch Landscape Maintenance District 2026‐2
Engineer’s Report
Table 7 ‐ Assessment Rate Determination by Estimate of Costs
Zone No. Parcels SFE
Factor
Total
SFEs
Annual
Assessment
Rate
Total
Assessment
Zone A SFR 64 1.00 64.00 $633.03 $40,514
Zone A Water Tank 1 2.00 2.00 $633.03 $1,266
Zone B SFR 38 0.44 16.72 $278.53 $10,584
TOTAL 103 82.72 $52,364
Consumer Price Index Adjustments
The maximum assessment rate within the Assessment District may be increased by an amount equal to the annual change in the San Francisco Bay Area Consumer Price Index (“CPI”), not to exceed 3%. In the event that the actual assessment rate for any given year is not increased by an amount equal to the CPI change, any such deferred assessment increase may be added to the total amount assessed in any subsequent year. In such event, the maximum authorized assessment amount shall be equal to the base year assessment as adjusted by the increase to the CPI, plus any and all CPI adjustments deferred in any and all prior years.
Government Code § 53759.1 and 53759.2
AB 2257, effective January 1, 2025, is codified at Government Code Sections 53759.1 and 53759.2 and establishes an exhaustion of administrative remedies framework applicable to Proposition 218 property‐related fees and assessments.
City of Pleasanton
Bonde Ranch Landscape Maintenance District 2026‐2
Engineer’s Report
Government Code Section 53759.1 authorizes public agencies to implement an exhaustion of administrative remedies requirement in connection with a proposed Proposition 218 property‐related fee or assessment. Where a local agency complies with the requirements of that section, property owners are required to submit a written objection during the ratemaking process by a specified deadline, no less than 45 days after mailing of the Proposition 218 notice, and are prohibited from challenging the fee or assessment in litigation if they did not submit a timely written objection. The agency is required to prepare written responses to timely submitted objections and present them to the governing body, which must make certain specified determinations prior to the close of the Proposition 218 protest hearing. This process runs concurrently with the Proposition 218 timeline and does not affect a property owner's right to submit a protest pursuant to Proposition 218.
Government Code Section 53759.2 specifies the scope of judicial review of the administrative record of the underlying ratemaking proceeding where the local agency complied with Section 53759.1 in adopting the fee or assessment being challenged.
The City of Pleasanton has implemented the requirements of Government Code Section 53759.1 through Ordinance No. 2292, codified at Pleasanton Municipal Code Section
1.04.120. The City intends to comply fully with Government Code Section 53759.1 with respect to the proposed Assessment. Property owners will be informed of the deadline and process to submit a written objection, and all other dates and requirements related to the City's compliance with this provision, in the ballot notice mailed pursuant to Proposition 218.
City of Pleasanton
Bonde Ranch Landscape Maintenance District 2026‐2
Engineer’s Report
Assessment Statement
The City Council of the City of Pleasanton, County of Alameda, California, pursuant to the provisions of the Landscaping and Lighting Act of 1972 and Article XIIID of the California Constitution (collectively “the Act”), directed the formation of the Bonde Ranch Landscape Maintenance District 2026‐2, which replaces the Bonde Ranch Landscape Maintenance District 1993‐2;
The Council directed the undersigned Engineer of Work to prepare and file a report presenting an estimate of costs, a diagram for the Assessment District and an assessment of the estimated costs of the maintenance and services upon all assessable parcels within the Assessment District;
The undersigned, by virtue of the power vested in me under the Act and the order of the City Council of the City of Pleasanton, hereby makes the following assessment to cover the portion of the estimated cost of the maintenance and services, and the costs and expenses incidental thereto to be paid by the Assessment District.
The amount to be paid for said Improvements and the expenses incidental thereto, to be paid by the Bonde Ranch Landscape Maintenance District 2026‐2 for Fiscal Year 2026‐27 is generally as follows:
Table 8 – Summary of Combined Cost Estimate
Budget Item
Budgeted
Cost
Installation, Maintenance & Servicing Costs $47,195
Incidental and Administration Costs $5,169
Total Budget $52,364
As required by the Act, an Assessment Diagram is hereto attached and made a part hereof showing the exterior boundaries of the Bonde Ranch Landscape Maintenance District 2026‐2. The distinctive number of each parcel or lot of land in the Assessment is its Assessor Parcel Number appearing on the Assessment Roll.
City of Pleasanton
Bonde Ranch Landscape Maintenance District 2026‐2
Engineer’s Report
And I do hereby assess and apportion the net amount of the cost and expenses of the improvements, including the costs and expenses incident thereto, upon the parcels and lots of land within the City of Pleasanton, Bonde Ranch Landscape Maintenance District 2026‐2, in accordance with the special benefits to be received by each parcel or lot, from the improvements, and more particularly set forth in the Cost Estimate and Method of Assessment hereto attached and by reference made a part hereof.
The assessment is made upon the parcels or lots of land within the Bonde Ranch Landscape Maintenance District 2026‐2 in proportion to the special benefits to be received by the parcels or lots of land, from the improvements.
The assessment is subject to an annual adjustment tied to the Consumer Price Index for the San Francisco Bay Area as of December of each succeeding year (the CPI). In the event that the actual assessment rate for any given year is not increased by an amount equal to the CPI change, any such deferred assessment increase may be added to the total amount assessed in any subsequent year. In such event, the maximum authorized assessment amount shall be equal to the base year assessment as adjusted by the increase to the CPI, plus any and all CPI adjustments deferred in any and all prior years.
Each parcel or lot of land is described in the Assessment Roll by reference to its parcel number as shown on the Assessor's Maps of the County of Alameda for Fiscal Year 2026‐
27. For a more particular description of the property, reference is hereby made to the deeds and maps on file and of record in the office of the County Recorder of the County.
I hereby place opposite the Assessor Parcel Number for each parcel or lot within the Assessment Roll, the amount of the assessment for Fiscal Year 2026‐27 for each parcel or lot of land within the Bonde Ranch Landscape Maintenance District 2026‐2.
Dated: April 21, 2026
Engineer of Work
By
John W. Bliss, License No. C052091
City of Pleasanton
Bonde Ranch Landscape Maintenance District 2026‐2
Engineer’s Report
Assessment Diagram
The boundaries of the Bonde Ranch Landscape Maintenance District 2026‐2 in the City of Pleasanton, Alameda County, California, are displayed on the following Assessment Diagram.
City of Pleasanton
Bonde Ranch Landscape Maintenance District 2026‐2
Engineer’s Report
City of Pleasanton
Bonde Ranch Landscape Maintenance District 2026‐02
Assessment Diagram
City of Pleasanton
Bonde Ranch Landscape Maintenance District 2026‐2
Engineer’s Report
Assessment Roll
An Assessment Roll (a listing of all parcels assessed within the Bonde Ranch Landscape Maintenance District 2026‐2 and the amount of the assessment) has been filed with the City Clerk and is, by reference, made part of this report and will be available for public inspection during normal office hours.
Each lot or parcel listed on the Assessment Roll is shown and illustrated on the latest County Assessor records and these records are, by reference made part of this report.
These records shall govern for all details concerning the description of the lots or parcels.
ASSESSMENT
DIAGRAM NO.
ASSESSOR'S PARCEL
NUMBER
ASSESSMENT
AMOUNT
COLLECTION
CHARGE (0.017) TOTAL
1 948-0019-39 $622.27 $10.76 $633.03
2 948-0019-40 $622.27 $10.76 $633.03
3 948-0018-04 $622.27 $10.76 $633.03
4 948-0018-05 $622.27 $10.76 $633.03
5 948-0018-06 $622.27 $10.76 $633.03
6 948-0018-08 $622.27 $10.76 $633.03
7 948-0018-09 $622.27 $10.76 $633.03
8 948-0018-10-1 $622.27 $10.76 $633.03
9C 948-0018-11-2 $622.27 $10.76 $633.03
11 946-2542-79 $273.79 $4.74 $278.53
12 946-2542-80 $273.79 $4.74 $278.53
13 946-2542-81 $273.79 $4.74 $278.53
14 946-2542-82 $273.79 $4.74 $278.53
15 946-2542-83 $273.79 $4.74 $278.53
16 946-2542-84 $273.79 $4.74 $278.53
17 946-2542-85-3 $273.79 $4.74 $278.53
18C 946-2542-86-5 $273.79 $4.74 $278.53
19 946-2542-87-3 $273.79 $4.74 $278.53
20 946-2542-88-2 $273.79 $4.74 $278.53
21 946-2542-89-3 $273.79 $4.74 $278.53
22 946-2542-90 $273.79 $4.74 $278.53
23 946-2550-38 $273.79 $4.74 $278.53
24 946-2550-39 $273.79 $4.74 $278.53
25 946-2550-40 $273.79 $4.74 $278.53
26 946-2550-41 $273.79 $4.74 $278.53
27 946-2550-42 $273.79 $4.74 $278.53
28 946-2542-69 $273.79 $4.74 $278.53
29 946-2542-68 $273.79 $4.74 $278.53
30 946-2542-67 $273.79 $4.74 $278.53
31 946-2542-66 $273.79 $4.74 $278.53
32 946-2542-65 $273.79 $4.74 $278.53
33 946-2542-64 $273.79 $4.74 $278.53
34 946-2542-63 $273.79 $4.74 $278.53
35 946-2542-62 $273.79 $4.74 $278.53
36 946-2542-61 $273.79 $4.74 $278.53
37 946-2542-60 $273.79 $4.74 $278.53
38C 946-2542-59 $273.79 $4.74 $278.53
CITY OF PLEASANTON
BONDE RANCH LANDSCAPE MAINTENANCE DISTRICT NO 2026-2
2026-27 PROPOSED ASSESSMENT ROLL
ASSESSMENT
DIAGRAM NO.
ASSESSOR'S PARCEL
NUMBER
ASSESSMENT
AMOUNT
COLLECTION
CHARGE (0.017) TOTAL
CITY OF PLEASANTON
BONDE RANCH LANDSCAPE MAINTENANCE DISTRICT NO 2026-2
2026-27 PROPOSED ASSESSMENT ROLL
39 946-2542-58 $273.79 $4.74 $278.53
40 946-2542-78 $273.79 $4.74 $278.53
41 946-2542-77 $273.79 $4.74 $278.53
42 946-2542-76 $273.79 $4.74 $278.53
43 946-2542-75 $273.79 $4.74 $278.53
44 946-2542-74 $273.79 $4.74 $278.53
45 946-2542-73 $273.79 $4.74 $278.53
46 946-2542-72 $273.79 $4.74 $278.53
47 946-2542-71 $273.79 $4.74 $278.53
48 946-2542-70 $273.79 $4.74 $278.53
49 948-0019-03 $622.27 $10.76 $633.03
50 948-0019-04 $622.27 $10.76 $633.03
51 948-0019-05 $622.27 $10.76 $633.03
52 948-0019-06 $622.27 $10.76 $633.03
53 948-0019-07 $622.27 $10.76 $633.03
54 948-0019-08 $622.27 $10.76 $633.03
55 948-0019-09 $622.27 $10.76 $633.03
56 948-0019-10 $622.27 $10.76 $633.03
57 948-0019-11 $622.27 $10.76 $633.03
58C 948-0005-29 $622.27 $10.76 $633.03
59 948-0005-30 $622.27 $10.76 $633.03
60 948-0005-31 $622.27 $10.76 $633.03
61 948-0005-32 $622.27 $10.76 $633.03
62 948-0005-33 $622.27 $10.76 $633.03
63 948-0005-34 $622.27 $10.76 $633.03
64 948-0005-35 $622.27 $10.76 $633.03
65 948-0005-36 $622.27 $10.76 $633.03
66 948-0005-37 $622.27 $10.76 $633.03
67 948-0005-38 $622.27 $10.76 $633.03
68 948-0005-39 $622.27 $10.76 $633.03
69 948-0005-40 $622.27 $10.76 $633.03
70 948-0005-41 $622.27 $10.76 $633.03
71 948-0019-14 $622.27 $10.76 $633.03
72 948-0019-15 $622.27 $10.76 $633.03
73 948-0019-16 $622.27 $10.76 $633.03
74 948-0019-17 $622.27 $10.76 $633.03
75 948-0019-18 $622.27 $10.76 $633.03
76 948-0019-19 $622.27 $10.76 $633.03
ASSESSMENT
DIAGRAM NO.
ASSESSOR'S PARCEL
NUMBER
ASSESSMENT
AMOUNT
COLLECTION
CHARGE (0.017) TOTAL
CITY OF PLEASANTON
BONDE RANCH LANDSCAPE MAINTENANCE DISTRICT NO 2026-2
2026-27 PROPOSED ASSESSMENT ROLL
77 948-0019-20 $622.27 $10.76 $633.03
78 948-0019-21 $622.27 $10.76 $633.03
79 948-0019-22 $622.27 $10.76 $633.03
80 948-0019-23 $622.27 $10.76 $633.03
81 948-0019-25 $622.27 $10.76 $633.03
82 948-0019-26 $622.27 $10.76 $633.03
83 948-0019-27 $622.27 $10.76 $633.03
84 948-0019-28 $622.27 $10.76 $633.03
85 948-0019-29 $622.27 $10.76 $633.03
86 948-0019-30 $622.27 $10.76 $633.03
87 948-0019-32 $622.27 $10.76 $633.03
88 948-0019-33 $622.27 $10.76 $633.03
89 948-0019-34 $622.27 $10.76 $633.03
90 948-0019-35 $622.27 $10.76 $633.03
91 948-0019-36 $622.27 $10.76 $633.03
92 948-0019-37 $622.27 $10.76 $633.03
93 948-0019-38 $622.27 $10.76 $633.03
M1 948-0018-16 $622.27 $10.76 $633.03
M2 948-0018-17 $622.27 $10.76 $633.03
M3 948-0018-18 $622.27 $10.76 $633.03
M4 948-0018-19 $622.27 $10.76 $633.03
M5 948-0018-20 $622.27 $10.76 $633.03
M6 948-0018-21 $622.27 $10.76 $633.03
M7 948-0018-22 $622.27 $10.76 $633.03
M8 948-0018-23 $622.27 $10.76 $633.03
M9 948-0018-24 $622.27 $10.76 $633.03
M10 948-0018-25 $622.27 $10.76 $633.03
CITY 948-0014-1-39 $1,266.06 $1,266.06
103 TOTAL ASSESSMENTS: $51,495.45 $868.67 $52,364.12
Attachment 4
RESOLUTION NO. _____
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PLEASANTON ADOPTING PROPOSITION 218 ASSESSMENT BALLOT PROCEEDINGS
PROCEDURES FOR THE PROPOSED FORMATION OF BONDE RANCH
LANDSCAPE MAINTENANCE DISTRICT 2026-2
WHEREAS, Proposition 218 was adopted on November 6, 1996, adding Articles XIIIC and XIIID to the California Constitution; and
WHEREAS, Article XIIID of the California Constitution impose certain procedural and substantive requirements relating to assessments (as defined); and
WHEREAS, the City of Pleasanton (“City”) believes it to be in the best interest of the City and its property owners to confirm and memorialize the City’s procedures and guidelines regarding implementation of the provisions of Proposition 218 and pertinent statutes relating to assessments.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF PLEASANTON DOES RESOLVE, DECLARE, DETERMINE AND ORDER THE FOLLOWING:
SECTION 1. Statement of Legislative Intent. In adopting this resolution, it is the City Council’s intent to adopt assessment ballot proceedings which are consistent and in compliance with Articles XIIIC and XIIID of the California Constitution, Government Code Sections 53750 through 53754, and Government Code Sections 53759.1 and 53759.2 (AB 2257). It is not the intent of the City Council to vary in any way from the requirements of either the California Constitution or the laws of the State of California. If there is any inconsistency between a provision of this resolution and state law, state law will govern.
SECTION 2. Definition of Assessment. Proposition 218 defines “assessment” as “any levy or charge by an agency upon real property that is based upon the special benefit conferred upon the real property by a public improvement or services, that is imposed to pay the capital cost of the public improvement, the maintenance and operation expenses of the public improvement or the cost of the service being provided.” “Assessment” includes, but is not limited to, “special assessment,” “benefit assessment,” “maintenance assessment,” and “special assessment tax.”
SECTION 3. Assessment Ballot Proceeding. The following procedures shall be used in an assessment ballot proceeding that follows the requirements of California Constitution Article XIIID, Section 4:
A. Amount of Assessment. Only special benefits are assessable. The amount of the assessment shall be each identified parcel’s proportionate share of the cost of the additional landscape maintenance improvements and services based upon that parcel’s special benefit from the improvements and services. The amount shall be proportional to and no greater than the special benefits conferred on the property.
B. Engineer’s Report. The City Council has directed the preparation and filing of an engineer's report that shall comply with the applicable state statute authorizing the assessment and with Article XIIID, Section 4, of the California Constitution. The engineer's report shall explain the special benefits conferred by the improvements
funded by the assessments. The engineer's report shall also provide the evidence upon which the City Council may find that a special benefit exists. If the improvement or service confers a general benefit, the engineer's report shall describe the general benefit and an alternative funding source for any general benefits. The engineer's report shall be prepared by a registered professional engineer certified by the State of California ("Assessment Engineer"). The cost of preparing the engineer’s report shall be included as a cost of the assessment.
C. Notice. The following guidelines shall apply to giving notice of the proposed assessment:
1. The record owner(s) of each parcel to be assessed shall be determined from the last equalized property tax roll. If the property tax roll indicates more than one owner, each owner shall receive notice. Only property owners shall receive notice.
2. The notice shall be sent at least forty-five (45) days prior to the date set for the public hearing on the assessment.
3. The notice provided by this section shall contain the following information:
a. The total amount to be assessed for the entire assessment district; b. The amount to be assessed to the owner’s particular parcel; c. The duration of the payments;
d. The reason for the assessment;
e. The basis upon which the amount of the proposed assessment was calculated;
f. The date, time, and location of the public hearing on the proposed assessment;
g. A summary of the procedures for the completion, return, and tabulation of the assessment ballots;
h. A disclosure statement that the existence of a majority protest will result in the assessment not being imposed; and
i. A ballot to be completed by the owner, as further described in Section D of this resolution.
4. The notice provided by this section and in accordance with Government Code Sections 53753(b) and (c) shall supersede and be in lieu of any other statutes requiring notice to levy or increase an assessment, including but not limited to the notice required by the state statute authorizing the assessment and Government Code section 54954.6.
5. Failure of any person to receive notice shall not invalidate the proceedings.
6. The cost of providing notice shall be included as a cost of the assessment.
D. Assessment Ballot. The following guidelines shall apply to the assessment ballot:
1. The ballot required by Article XIIID, Section 4(d), of the California Constitution shall be mailed to all property owners of record subject to the proposed assessment at least forty-five (45) days prior to the date of the public hearing on the proposed assessment. This ballot shall comply with Government Code Sections 53753(b) and
(c). The ballot shall be designed in such a way that, once sealed, its contents are concealed.
2. All ballots must be returned either by mail or by hand delivery, not later than the close of the public input portion of the public hearing. Mailed ballots must be returned to the City Clerk, City of Pleasanton, PO Box 520, Pleasanton, CA 94566. Ballots may also be hand-delivered to the City Clerk at City Hall, 123 Main Street, Pleasanton, CA 94566, during normal business hours, or submitted in person at the public hearing on July 21, 2026, at 7:00 p.m., City Council Chambers, 200 Old Bernal Avenue, Pleasanton, California. Ballots must be received by the City Clerk by the close of the public input portion of the public hearing. Postmarks shall not constitute timely receipt. The City Clerk (the “Tabulator”) shall tabulate the ballots at the conclusion of the public input portion of the public hearing after the final call for ballots.
3. Each ballot must be signed under penalty of perjury. In the event that more than one of the record owners of a parcel submits an assessment ballot, the amount of the proposed assessment to be imposed upon the parcel shall be allocated to each ballot submitted in proportion to the respective record ownership interests or, if the ownership interests are not shown on the record, as established to the satisfaction of the City Council or Assessment Engineer by documentation provided by the record owners. If two or more persons own a parcel subject to the assessment, any one owner may cast an assessment ballot for all owners.
4. If a parcel has multiple owners, any owner may request a proportional assessment ballot. If the ownership interest of the owner is not shown on the last equalized secured property tax assessment roll, such request must include evidence, satisfactory to the City, of the owner’s proportional rights in the parcel. The Assessment Engineer will provide the proportional ballot to the owner at the address shown on the assessment roll. Any request for a ballot to be mailed to another location must include evidence, satisfactory to the City, of the identity of the person requesting the ballot. Each proportional ballot will be marked to identify it as a proportional ballot and to indicate the owner’s proportional rights in the parcel. The Assessment Engineer will keep a record of each proportional ballot provided to an owner.
5. The City will only accept official ballots mailed or otherwise provided to owners by the Assessment Engineer. No facsimile, electronic, mechanically duplicated, copied, or other unofficial ballot will be accepted.
6. If an assessment ballot is lost, withdrawn, destroyed, or never received, the Assessment Engineer will mail or otherwise provide a replacement ballot to the owner upon receipt of a request delivered to the City or the Assessment Engineer.
The replacement ballot will be marked to identify it as a replacement ballot or a replacement proportional ballot. Any request for a replacement ballot to be mailed to another location must include evidence, satisfactory to the City or the Assessment Engineer, of the identity of the person requesting the ballot.
7. If an assessment ballot is returned by the United States Post Office as undeliverable, the Assessment Engineer may mail a redelivered ballot to the current property owner
if updated ownership or owner mailing address can be determined. The redelivered ballot will be marked to identify it as a redelivered ballot.
8. An assessment ballot proceeding is not an election or voting for purposes of Article II of the California Constitution or of the Elections Code.
9. An assessment ballot is a disclosable “public record” as that phrase is defined by Government Code Section 6252, during and after tabulation of the ballots.
10. The California Government Code requires that assessment ballots be signed by property owners. However, property owner names and corresponding votes will remain strictly confidential, except as necessary to count the votes or as disclosure is required by California law.
11. To complete an assessment ballot, the owner of the parcel or his, her, or their authorized representative must (1) mark the appropriate oval supporting or opposing the proposed assessment and (2) sign, under penalty of perjury, the statement on the ballot that the person completing the ballot is the owner of the parcel or the owner's authorized representative. Only one oval may be stamped or marked on each ballot. All incomplete or improperly marked ballots shall be disqualified from balloting. The Tabulator will retain all such invalid ballots.
12. After returning an assessment ballot to the City, the person who signed the ballot may withdraw the ballot by submitting a written statement to the City directing the City to withdraw the ballot. Such statement must be received by the City or the Tabulator prior to the close of the public input portion of the public hearing. When ballots are tabulated, the Tabulator will segregate withdrawn ballots from all other returned ballots and will indicate on the face of such withdrawn ballots that they have been withdrawn.
13. In order to change the contents of a ballot that has been submitted, the person who signed that ballot may: (1) request that such ballot be withdrawn; (2) request that a replacement ballot be issued; and (3) return the replacement ballot fully completed.
Each of these steps must be completed according to the procedures set forth above.
E. Tabulating Ballots. The following guidelines shall apply to tabulating assessment ballots:
1. Assessment ballots shall remain sealed until tabulation commences.
2. The Tabulator shall tabulate the assessment ballots. The Tabulator shall follow the rules and procedures of the laws of the State of California, this resolution, and any other rules and procedures of the City Council. If the Tabulator needs clarification, the City Council is the final arbiter. All ballots shall be accepted as valid except those in the following categories:
a. A photocopy of a ballot, a letter or other form of a ballot that is not an official ballot provided by the District or the Assessment Engineer on behalf of the District;
b. An unsigned ballot, or ballot signed by an unauthorized individual;
c. A ballot which lacks an identifiable mark in the oval for a “yes” or “no” vote or with more than one oval marked, will not be counted;
d. A ballot which appears tampered with or otherwise invalid based upon its appearance or method of delivery or other circumstances; e. A ballot for which the barcode representing the parcel number is damaged or obstructed, unless the parcel number or property ownership information is legible and allows the Tabulator to clearly determine the property(s) identified on the ballot; and
f. A ballot received after the close of the balloting time period.
3. The Tabulator’s decision, after consultation with the City’s legal counsel, that a ballot is invalid shall be final and may not be appealed to the City Council.
4. If more than one of the record owners of a parcel submits an assessment ballot, the amount of the proposed assessment to be imposed upon the parcel shall be allocated to each ballot in proportion to the respective record ownership interests, as shown on the record or as established to the City’s satisfaction by documentation provided by the record owners.
5. In the event of a dispute regarding whether the signer of a ballot is the owner of the parcel to which the ballot applies, the City Council will make such determination from the official County Assessor records and any evidence of ownership submitted to the City Council prior to the conclusion of the public hearing. The City Council will be under no duty to obtain or consider any other evidence as to ownership of property, and its determination of ownership will be final and conclusive.
6. In the event of a dispute regarding whether the signer of a ballot is an authorized representative of the owner of the parcel, the City Council may rely on the statement on the ballot signed under penalty of perjury and any evidence submitted prior to the conclusion of the public hearing. The City Council will be under no duty to obtain or consider any other evidence as to whether the signer of the ballot is an authorized representative of the owner, and its determination will be final and conclusive.
7. A property owner who has submitted an assessment ballot may withdraw the ballot and submit a new or changed ballot up until the conclusion of the public input portion of the public hearing on the assessment.
8. A property owner’s failure to receive an assessment ballot shall not invalidate the proceedings conducted under this section and Article XIIID, Section 4, of the California Constitution.
9. The City shall retain all ballots for a period of two (2) years from the date of the public hearing.
F. Public Hearing. The following guidelines shall apply to the public hearing:
1. The public hearing for the proposed assessment shall be held on Tuesday, July 21, 2026, at 7:00 p.m. at City Council Chambers, 200 Old Bernal Avenue, Pleasanton, California. At the public hearing, the City Council shall hear all public testimony, written objections, and protests regarding the proposed assessment and accept ballots until the close of the public input portion of the public hearing, including
consideration of any timely written objections to the assessment received and the City’s written response thereto pursuant to Government Code Sections 53759.1 and 53759.2. The City Council will determine whether any of the following are warranted following consideration of all public testimony, objections, and protests:
a. Whether the written objections and the agency’s response warrant clarifications to the proposed fee or assessment.
b. Whether to reduce the proposed fee or assessment.
c. Whether to further review before making a determination on whether clarification or reduction is needed.
d. Whether to proceed with the protest hearing or ballot tabulation hearing required under Section 4 of Article XIII D of the California Constitution.
2. Reasonable time limits may be imposed on both the length of the entire hearing and the length of each speaker’s testimony.
3. At the conclusion of the public input portion of the hearing, the Tabulator shall begin tabulation of the ballots at the direction of the City Council, including those received during the public hearing.
4. If it is not possible to tabulate the ballots on the day of the public hearing, or if additional time is necessary for public testimony, the City Council may continue the public hearing to a later date to receive additional testimony, information, or to finish tabulating the ballots.
5. If, according to the final tabulation of the ballots, ballots submitted against the assessment exceed the ballots submitted in favor of the assessment, weighted according to the proportional financial obligation of the affected property, a “majority protest” exists and the City Council shall not impose the assessment.
SECTION 4. Written Objections and Exhaustion of Administrative Remedies (Pleasanton Municipal Code Section 1.04.120; Ordinance No. 2292). The following procedures implement Pleasanton Municipal Code Section 1.04.120 and Government Code Sections 53759.1 and 53759.2:
A. City Obligations — Making Assessment Available. Concurrently with mailing the ballot package, the City shall: (1) make the proposed assessment available to the public no less than 45 days before the deadline for submitting written objections; (2) post on its website the written basis for the proposed assessment, including the Engineer’s Report, Resolution of Initiation, and Resolution of Intention, and include a link to those materials in the public hearing notice; and (3) make the Engineer’s Report and written basis available by mail to any ratepayer or property owner upon request.
B. Submission of Timely Written Objections. A record owner may submit a written objection to the proposed assessment to the City Clerk, City of Pleasanton, 123 Main St, Pleasanton, CA 94566 (by mail, email, fax, or personal delivery), at any time during the a 45-day review period and up through the end of the public comment portion of the public hearing on July 21, 2026. In order for a written objection to be timely and legally sufficient under Pleasanton Municipal Code Section 1.04.120, the objection must: (1) be in writing; (2) identify the name of the record owner and the street address or assessor’s parcel number of the affected property, and be signed by the record owner; and (3)
specify the grounds for alleging the proposed assessment does not comply with Proposition 218 or other applicable law, identifying the substantive requirement alleged to be violated and the factual basis for the claim. A written objection that does not specify such grounds is not legally sufficient.
C. City Council Consideration and Written Response. Before or during the public hearing, the City Council shall consider, and the City shall respond in writing to, any timely written objections received. The City’s written response shall explain the substantive basis for retaining or altering the proposed assessment in response to the written objections, including any reasons to reject requested amendments. The City Council may adjourn the hearing to another date if necessary to respond to comments received after the agenda is posted. Following consideration of timely written objections and the City’s written responses, the City Council shall exercise its legislative discretion and determine whether: (1) the written objections and the City’s response warrant clarifications to the proposed assessment; (2) to reduce the proposed assessment; (3) further review of the proposed assessment is needed before determining whether clarification or reduction is warranted; or (4) to proceed with, continue, or abandon the proposed assessment. Following these determinations, the City Council shall determine whether to proceed with tabulating assessment ballots.
D. Bar to Legal Proceedings. In accordance with Pleasanton Municipal Code Section
1.04.120(C), no person may bring a judicial action or proceeding alleging noncompliance with the California Constitution or other applicable law for the proposed assessment unless that person submitted to the City Clerk a timely written objection specifying the grounds for alleging noncompliance. The issues raised in any such action shall be limited to those raised in such a written objection, unless a court finds the issue could not have been raised in such an objection by those exercising reasonable diligence.
E. Public Record. Any submitted written objection shall be a public record subject to disclosure under the California Public Records Act (Government Code Section 7920.000 et seq.).
PASSED, APPROVED AND ADOPTED by the City Council of the City of Pleasanton at a regular meeting held on May 5, 2026.
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 5th day of May 2026 by the following vote:
Ayes:
Noes:
Absent:
Abstain:
_____________________________
Jocelyn Kwong, City Clerk
APPROVED AS TO FORM:
_______________________________
Daniel G. Sodergren, City Attorney
Item #11
CITY COUNCIL AGENDA REPORT
May 5, 2026
Human Resources
TITLE: INTRODUCTION OF PROPOSED MEMORANDUM OF UNDERSTANDING
BETWEEN THE CITY OF PLEASANTON AND THE PLEASANTON POLICE OFFICERS' ASSOCIATION WITH TERM ENDING MAY 31, 2029
SUMMARY
The Memorandum of Understanding (MOU) between the City of Pleasanton and the Pleasanton Police Officers’ Association (PPOA) expires on May 31, 2026. Representatives from PPOA and the City of Pleasanton met and conferred in good faith and have agreed on terms for a successor agreement. The City’s practice is to introduce the key elements of the proposed MOU, receive public input, and allow open discussion before adopting the agreement at the next public meeting.
RECOMMENDATION
Introduction of proposed Memorandum of Understanding between the City of Pleasanton and the Pleasanton Police Officers' Association with term ending May 31, 2029. It is recommended that the City Council obtain public input and receive comments on the key elements of the tentative agreement negotiated between the Pleasanton Police Officers’ Association (PPOA) and the City of Pleasanton. This matter will be included in the agenda for the May 19, 2026, meeting for approval.
BACKGROUND
The Pleasanton Police Officers’ Association membership includes 74 of the City’s sworn law enforcement personnel. The group comprises 13 police sergeants and 61 police officers. The current Memorandum of Understanding (MOU) covering PPOA members is for the period June 1, 2023, through May 31, 2026.
On March 4, 2026, representatives of the City and PPOA began the meet-and-confer process regarding terms and conditions of employment to endeavor to reach an agreement on a successor MOU. The parties met five times to discuss the terms and developed a proposed initial agreement with a term ending on May 31, 2029.
DISCUSSION
In accordance with the Meyers-Milias-Brown Act, the parties are required to meet and confer in good faith over items covered within the scope of representation, including wages, hours, and other terms and conditions of employment.
A recent compensation study showed that the classifications represented in this bargaining unit were below market levels for comparable agencies. In addition, other local agencies have offered other notable incentive pay to recruit and retain staff. These actions underscore the increasingly competitive market where attracting and retaining qualified personnel has become challenging due to limited candidate availability and high demand. To ensure the City remains
competitive, general wage increases and incentives are necessary to address evolving public safety staffing challenges and keep pace with market conditions.
The significant results of the negotiations include:
1. Term of Agreement: The term of the proposed agreement is three years, effective as of June 1, 2026, with an expiration date of May 31, 2029.
2. General Wage Increases:
• Effective the first full pay period on or after June 1, 2026 (June 6, 2026), the salary ranges shall be increased by three percent (3%). • Effective the first full pay period on or after June 1, 2027 (June 5, 2027), the salary ranges shall be increased by three and one-half percent (3.5%). • Effective the first full pay period on or after June 1, 2028 (June 3, 2028), the salary ranges shall be increased by four percent (4%).
3. Longevity Pay: Longevity Pay will replace the Career Incentive Program as follows:
• Effective the first full pay period following June 1, 2026 (June 6, 2026), employees shall be eligible for two percent (2%) Longevity Pay beginning the first full pay period following the completion of 8 years of sworn peace officer service (minimum of two (2) years with Pleasanton), and four percent (4%) Longevity Pay beginning the first full pay period following the completion of 12 years of sworn peace officer service (minimum of four (4) years with Pleasanton). • Effective the first full pay period following June 1, 2028 (June 3, 2028), employees shall be eligible for three percent (3%) Longevity Pay beginning the first full pay period following the completion of 8 years of sworn peace officer service (minimum of two (2) years with Pleasanton), and six percent (6%) Longevity Pay beginning the first full pay period following the completion of 12 years of sworn peace officer service (minimum of four (4) years with Pleasanton).
The above-mentioned longevity incentive pay is not cumulative. Employees receive compensation at a level that corresponds to their total length of service.
4. Special Assignment Premium Pay: Effective June 1, 2026, there will be a cap of ten percent (10%) for all combined special assignment premium pay over and above base salary.
5. Shift Differential:
• Effective the first full pay period following June 1, 2026 (June 6, 2026), employees whose regularly scheduled work shifts include the hours between midnight and 0600 hours will receive a three percent (3%) shift differential for all hours in paid status.
• Effective the first full pay period following June 1, 2028 (June 3, 2028), employees whose regularly scheduled work shifts include the hours between midnight and 0600 hours will receive an additional two percent (2%) shift differential for a total of five percent (5%) for all hours in paid status.
6. Bilingual Pay: Implement bilingual pay for employees meeting certification
requirements in the amount of $100 per pay period.
7. Vacation Accruals: Effective June 1, 2026, employees hired as laterals, including current employees hired prior to June 1, 2026, shall have their vacation accrual rate adjusted to a rate commensurate with their total years of law enforcement experience as a sworn peace officer, in accordance with the above schedule.
Other Changes: Agreements to language changes were also reached in other areas of the MOU and are operational in nature. A strike-through version of the complete draft MOU is included for your review. None of the language changes are intended to create substantive fiscal impacts.
Conclusion
This report introduces the key elements of the successor MOU with the Pleasanton Police Officers’ Association (PPOA), which represents non-management sworn law enforcement personnel. All agreements reached between the parties during the meet and confer process are tentative until the contract, in its entirety, is ratified by members of the PPOA (completed on April 21, 2026) and approved by the City Council. It is the City of Pleasanton’s practice to introduce the key elements of the proposed contract to allow for open discussion prior to City Council action at a future meeting.
EQUITY AND SUSTAINABILITY
This is a routine matter of City business.
OUTREACH
This City Council agenda item provides the public with an opportunity to provide input and comments on the key elements of the tentative agreement discussed herein.
STRATEGIC PLAN ALIGNMENT
Approval of this action advances the Citywide strategic goal of Optimizing Our Organization:
Organizational Effectiveness by continuously improving the organization’s ability to deliver quality services to the public by supporting our employees’ professional development, hiring top talent, and encouraging innovation in how we work.
FISCAL IMPACT
The financial impact of implementing the successor MOU will be reviewed as part of the City’s budget update. Staff will incorporate any necessary adjustments into the Mid-Year Budget Update in February 2027 and the next biennial budget development process.
Prepared and Submitted by: Approved by:
Xaviera Scoggins, Director
of Human Resources &
Labor Relations
Gerry Beaudin, City
Manager
Attachments:
1. Proposed PPOA MOU (June 1, 2026-May 31, 2029)
2. Presentation
City of Pleasanton
And
Pleasanton Police Officers’
Association
Memorandum of Understanding
June 1, 20263 through May 31, 20296
ii
MEMORANDUM OF UNDERSTANDING
Pleasanton Police Officers’ Association, and representatives of the City of Pleasanton, have met and conferred in good faith regarding wages, hours, and other terms and conditions of employment of employees in the representation unit specified in Section 1, have exchanged freely information, opinions and proposals, and have endeavored to reach agreement on all matters relating to the employment conditions and employer- employee relations of such employees.
This Memorandum of Understanding is entered into pursuant to the Meyers-Milias- Brown Act (Government Code Section 3500, et seq.) and has been jointly prepared by the parties.
This Memorandum of Understanding shall be presented to the City Council as the joint recommendation of the undersigned for salary and employee benefit adjustments for the period commencing June 1, 20263 and ending May 31, 20296.
iii
TABLE OF CONTENTS
SECTION 1. RECOGNITION ................................................................................................. 1 SECTION 2. ASSOCIATION SECURITY ............................................................................... 1 SECTION 3. DISCRIMINATION ............................................................................................. 3 SECTION 4. CONTINUATION OF BENEFITS....................................................................... 3 SECTION 5. ASSOCIATION REPRESENTATIVES .............................................................. 3 SECTION 6. CITY RIGHTS .................................................................................................... 3 SECTION 7. SALARIES ........................................................................................................ 4 SECTION 8. OVERTIME ........................................................................................................ 9 SECTION 9. COURT TIME .................................................................................................. 10 SECTION 10. HOLIDAYS .................................................................................................... 11 SECTION 11. VACATIONS.................................................................................................. 12 SECTION 12. SICK LEAVE ................................................................................................. 15 SECTION 13. LEAVE OF ABSENCE .................................................................................. 16 SECTION 14. HEALTH AND WELFARE COVERAGE ....................................................... 18 SECTION 15. RETIREMENT ............................................................................................... 24 SECTION 16. UNIFORMS.................................................................................................... 24 SECTION 17. EDUCATIONAL INCENTIVE TUITION AND BOOK REIMBURSEMENT PROGRAM ............................................................................................................................ 25 SECTION 18. PROBATIONARY PERIOD ........................................................................... 26 SECTION 19. PROMOTION................................................................................................. 27 SECTION 20. TRANSFER ................................................................................................... 27
iv
SECTION 21. RESIGNATION, REINSTATEMENT, AND LAYOFF .................................... 28 SECTION 22. DISCIPLINE................................................................................................... 28 SECTION 23. GRIEVANCES ............................................................................................... 30 SECTION 24. MEDICAL EXAMINATION ............................................................................ 32 SECTION 25. OUTSIDE EMPLOYMENT............................................................................. 32 SECTION 26. SEPARABILITY OF PROVISIONS ............................................................... 33 SECTION 27. PRINTING OF MEMORANDUM OF UNDERSTANDING ............................. 33 SECTION 28. MISCELLANEOUS ........................................................................................ 33 SECTION 29. PAST PRACTICES AND EXISTING MEMORANDUM OF UNDERSTANDING .............................................................................................................................................. 39 EXHIBIT A ............................................................................................................................. 40 SALARY SCHEDULE ....................................................................................................................... 40 EXHIBIT B ............................................................................................................................. 43 ANNUAL VACATION SIGN UP AND SHIFT/ASSIGNMENT BID ..................................................... 43 EXHIBIT C ............................................................................................................................. 44 SENIORITY SHIFT SIGN UP PROGRAM ......................................................................................... 44 EXHIBIT D ............................................................................................................................. 47 CATASTROPHIC LEAVE POLICY ................................................................................................... 47 EXHIBIT E ............................................................................................................................. 48 POA SURVEY AGENCIES ................................................................................................................ 48 EXHIBIT F ............................................................................................................................. 50 DEFINITION OF UNFORESEEABLE EMERGENCY ........................................................................ 50 SIDE LETTER OF AGREEMENT #1 - JOINT COMMITTEE ................................................ 50
1 Section 1. Recognition
Pleasanton Police Officers' Association, hereinafter referred to as "Association" or PPOA, is the formally recognized employee organization for the Police Employees Unit comprised of the classifications of Police Officer and Police Sergeant certified pursuant to the Employer- Employee Relations Procedures and Resolution No. 98-46, adopted by the City of Pleasanton City Council on May 5, 1998.
Section 2. Association Security
2.1 Dues Deduction
Upon receipt of a written assignment and authorization signed by the employee on the form shown below, the City agrees to deduct from each pay check of such employee in each calendar month an amount which will total the dues required for membership in the Association. The amount so deducted shall be remitted by the City to the officer designated in writing by the official of the Association as the person authorized to receive such funds.
The Association shall notify the City Manager in writing as to the amount of such dues required of its members.
The employee's earnings must be regularly sufficient after other legal and required deductions are made to cover the amount of the dues check-off authorized. When an employee is in a non- pay status for an entire pay period, no withholding will be made to cover that pay period from future earnings. In the case of any employee who is in a non-pay status during only part of the pay period, and the salary is not sufficient to cover the full withholding, no deduction shall be made. In this connection, all other legal and required deductions have priority over Association dues. In addition, in order to meet certain accounting deadlines, all payroll changes connected with the deduction of said Association dues must be made by the fifteenth (15th) of the preceding month.
The Association shall indemnify, defend, and hold the City harmless against any and all claims, demands, suits, proceedings or court orders, or any other liability that may arise out of or by reason of action taken or not taken by the City for the purpose of complying with any of the provisions of this check-off agreement. In addition, the Association shall refund to the City any amounts paid to it in error upon presentation of supporting evidence.
The employee's authorization request shall be in the following terms:
"Date: ___________________________
You are hereby authorized and requested to deduct from wages due me such amount as which will total the current amount of my Association dues as reported to you by the Pleasanton Police Officers' Association and to make such deductions for each and every succeeding month unless and until I revoke this assignment in writing. You are hereby authorized and you are to pay the total amount deducted each month to Pleasanton Police Officers' Association.
This assignment is voluntary.
_________________________________"
Signature
2 2.2 Communication with Employees
Any representative of the Association shall give notice to the Chief of Police (through the chain of command) when contacting City employees during the duty period of the employees, provided that solicitation for membership or other internal employee organization business shall be conducted only during the off-duty hours of all employees concerned. Prearrangement for routine contact may be made by agreement between the Association and the Chief of Police and when made shall continue until revoked.
2.3 Bulletin Boards
The Association may use portions of City bulletin boards under the following conditions:
(1) All materials must receive the approval of the department or division head or designee in charge of the departmental bulletin board.
(2) All materials must be dated and must identify the organization that published them or requested the posting. Typical postings may include meeting notices, minutes of meetings or organizational informational materials.
(3) The actual posting of materials will be done by the Association as soon as possible after they have been approved by the Department. All posted materials shall comply with the City’s harassment/discrimination standards and shall not include political or personal endorsements or opinions.
Unless special arrangements are made, materials posted will be removed 31 days after the publication date.
(4) The City reserves the right to determine where bulletin boards shall be placed and what portion of them are to be allocated to employee organizations' materials.
(5) An employee organization that does not abide by these rules will forfeit its right to have materials posted on City bulletin boards.
2.4 Use of City Buildings
City buildings and other facilities may be made available for use by City employees or the Association or its representatives in accordance with such administrative procedures as may be established by the City Manager or his/her designated representative.
2.5 Advance Notice
Except in cases of emergency, the Association, if affected, shall be given reasonable advance written notice of any ordinance, resolution, rule or regulation directly relating to matters within the scope of representation proposed to be adopted by the City and shall be given the opportunity to meet and confer with the appropriate management representatives prior to adoption.
3 In case of emergency, the City may adopt or put into practice immediately such measures as are required. At the earliest practicable date thereafter the Association shall be provided with the notice described in the preceding paragraph and be given an opportunity to meet and confer with the appropriate management representatives.
Section 3. Discrimination
Neither the City, the Association, nor any person employed by them shall discriminate against any employee, or applicant for employment because of race, color, religion, sex, national origin, age, medical condition, pregnancy, marital status, sexual orientation or disability, except where such factors are determined to be a bona fide occupational qualification. Furthermore, the City shall not discriminate against any employee because of legitimate employee organization activities.
Section 4. Continuation of Benefits
The Association and the City acknowledge and agree that this Memorandum of Understanding may contain and/or discuss benefits that will affect current retirees and former members of the Association, or current members of the Association who may retire during the term of this Memorandum of Understanding. Neither the City nor the Association warrant or agree that current level of benefits which may be provided to retirees in the form of health benefits will be maintained at the same level beyond the term of this contract, even though it is neither the intention of the City nor the Association to decrease or diminish the value or level of benefits to its retirees by the inclusion of this paragraph in the memorandum of understanding.
Section 5. Association Representatives
City Employees who are official representatives of the Association shall be given reasonable time off with pay to attend meetings with management representatives, or to be present at hearings where matters within the scope of representation are being considered. The use of official time for this purpose shall be reasonable and shall not interfere with the performance of City services as determined by the City. Such employee representatives shall submit requests for excused absences to the Chief of Police or designee, with reasonable notice prior to the scheduled meeting whenever possible. Generally, no more than three (3) employees shall be excused for such purposes. Additional representatives may be authorized by the Chief of Police or designated representative. The Association shall submit a list of the officers of the Association to the Chief of Police and City Manager and notify both in writing at such time there are any changes in such Association officers.
Section 6. City Rights
The rights of the City include, but are not limited to, the exclusive right to determine the mission of its constituent departments, commissions and boards; set standards of service; determine the procedures and standards of selection for employment and promotion; direct its employees, take disciplinary action, relieve its employees from duty because of lack of work or for other legitimate reasons; maintain the efficiency of governmental operations; determine the methods, means and personnel by which government operations are to be conducted; determine the content of job classifications; take all necessary actions to carry out its mission in emergencies; to exercise complete control and discretion over its organization and the technology of performing its work.
4 None of the aforementioned language will supersede the provisions of this Memorandum of Understanding reached by mutual agreement of both negotiating parties (PPOA and City of Pleasanton).
Section 7. Salaries
7.1 Rates of Pay
The salary ranges for all employees in the Police Employee Unit as set forth in Exhibit A represent, for each classification, the standard rate of pay for full time employment and represent the total compensation due employees, except for overtime compensation and other benefits specifically provided by the City. See Exhibit A for salary ranges for each year covered by this Memorandum of Understanding.
Effective the first pay period following approval by the City Council in open session on or after June 1, 2026 (June 6, 2026), the salary ranges of all classifications represented by the Association shall be increased by six three percent (63%). Additionally, the Police Sergeant classification shall receive a further market equity adjustment of three percent (3%).
Effective the first pay period on or after June 1, 2024 2027 (June 85, 20242027), the salary ranges of all classifications represented by the Association shall be increased by five three and one-half percent (53.5%).
Effective the first pay period on or after December 1, 2024 (December 7, 2024), the salary ranges of all classifications represented by the Association shall be increased by one percent (1%).
Effective the first pay period on or after June 1, 2025 2028 (June 73, 20252028), the salary ranges of all classifications represented by the Association shall be increased by four percent (4%).
7.2 Field Training Officer Pay
Qualified Field Training Officers having been given a training assignment by a supervisor shall receive an amount equal to five percent (5%) of their regular monthly pay for each month in which they spend forty (40) hours training. If the hours spent training are less than forty in a month, the officer shall receive 5% of their regular hourly rate of pay for each hour spent training. Motorcycle training officers engaged in forty (40) hours of training in a month shall receive Field Training Officer pay.
7.3 Acting Pay
An employee meeting the minimum qualifications may be temporarily promoted to an authorized position on an “acting” basis. The employee temporarily promoted shall be compensated at the pay rate for the position he/she is filling, until such time as the position is filled on a permanent basis or he/she returns to his/her previous position.
7.4 Acting Lieutenant Pay
5 A Police Sergeant assigned by the Police Chief to serve as acting lieutenant for a minimum consecutive period of seven (7) calendar days shall receive a sum equal to five percent (5%) of their regular hourly rate of pay for each hour worked in said acting assignment. Additionally, a Police Sergeant in an acting assignment remains part of the PPOA bargaining unit and will receive all pay and benefits as proscribed in this agreement.
7.5 Canine Responsibility Pay
Officers assigned canine responsibilities will receive eight (8) hours of pay per pay period, paid at time and one-half the straight time hourly rate of pay, inclusive of education pay, in recognition of the time spent in the care, grooming, feeding and activities related to canine handling.
The parties agree that this provision meets FLSA standards.
7.6 POST Pay
Employees who possess an Intermediate POST Certificate shall receive an amount equal to five percent (5%) of base pay and employees who possess an Advanced POST Certificate shall receive an amount equal to seven percent (7%) of base pay.
Employees will be eligible to begin receiving POST pay after the Human Resources Department receives written confirmation from the Police Chief that all requirements for the applicable POST Certificate have been satisfied. The eligible employee’s POST pay will be effective the first full pay period after the human resource’s receipt of the Police Chief’s written confirmation.
7.7 On Call Pay
Employees who on their scheduled time off duty may be placed on an on-call status by a Division Commander. Any such assignment shall be for a minimum period of eight (8) hours or more. Employees so assigned shall receive an amount equal to fifteen percent (15%) of their hourly base rate of pay for each hour spent on call.
7.8 Entrance Salary
The entrance salary for a new employee entering the City service shall be the minimum salary for the class to which he/she is appointed. When circumstances warrant, the Appointing Authority may authorize original appointment or reinstatement at other than the minimum rate.
7.9 Conversion of Pay Rates
Any monthly rate of pay may be converted into any equivalent rate of pay or to any other time basis when, in the judgment of the City Manager, such a conversion is advisable. In determining the equivalent amounts on different time basis, the City Manager shall provide tables or regulations for use in converting monthly salaries to hourly rates, as well as for calculating hourly rates.
7.10 Salary Advancement
6 Permanent and probationary employees serving in regular established positions shall be advanced from the Initial Placement Step to the next Step in their respective classifications after completion of twelve (12) months of full-time satisfactory service, and thereafter shall be advanced to the next higher step after completion of one (1) year of full-time satisfactory service, in each of the salary steps for the classification until the top of the range is reached.
No salary advancement shall be made so as to exceed any maximum rate established in the pay plan for the class to which the advanced employee's position is allocated.
Advancements shall not be automatic but shall depend upon increased service value of an employee to the City as exemplified by recommendations of his/her supervising official, length of service, performance record, special training undertaken, or other pertinent evidence, within the advancement policy established by the pay plan. Any employee shall not normally be eligible for advancement in pay until he/she has successfully completed his/her probationary period, or any extension thereof, as provided in Section 19.
Changes in an employee's salary because of promotion or demotion establish a new salary anniversary date for that employee. Salary range adjustments for a classification will not establish a new salary anniversary date for employees serving in that classification.
7.11 Salary Step When Salary Range is Increased
Whenever the monthly schedule of compensation for a class is revised, each incumbent in a position to which the revised schedule applies shall be entitled to the step in the revised range which corresponds to the step held by him/her in the previous range.
7.12 Salary Step After Promotion or Demotion
When an employee is promoted from a position in one class to a position in a higher class, he/she shall receive the minimum rate for the higher class; provided, however, that such step is at least five percent (5%) above his/her current wage rate. When an employee is demoted, whether such demotion is voluntary or otherwise, that employee's compensation shall be adjusted to the salary prescribed for the class to which he/she is demoted. The specific rate of pay within the range shall be determined by the City Manager, whose decision shall be final; provided, however, that the employee's rate of pay shall not be set at a lower rate than he/she would have received had he/she remained in the lower class.
7.13 Longevity Pay
Effective the first full pay period following June 1, 2026 (June 6, 2026), employees shall be eligible for two percent (2%) Longevity Pay beginning the first full pay period following the completion of 8 years of sworn peace officer service (minimum of two (2) years with Pleasanton), and four percent (4%) Longevity Pay beginning the first full pay period following the completion of 12 years of sworn peace officer service (minimum of four (4) years with Pleasanton).
Effective the first full pay period following June 1, 2028 (June 3, 2028), employees shall be eligible for three percent (3%) Longevity Pay beginning the first full pay period following the completion of 8 years of sworn peace officer service (minimum of two (2) years with Pleasanton), and six percent (6%) Longevity Pay beginning the first full pay period following
7 the completion of 12 years of sworn peace officer service (minimum of four (4) years with Pleasanton).
The above longevity incentive pay is not cumulative. Employees receive compensation at a level that corresponds to their total length of service.
Career Incentive Program
Effective December 1, 2025, the City will establish a Master Officer/Sergeant Program for employees that satisfy the criteria herein.
The City shall provide Master Officer/Sergeant pay equal to two percent (2%) of base pay to eligible employees as a career development incentive. The Master Officer/Sergeant Program is designed to recognize employees who develop in the profession through education, training, departmental involvement, and community engagement.
Eligible criteria are based upon specified requirements, including years of service with the Pleasanton Police Department and other law enforcement agencies, performance standards, education, POST certification(s), and performing specialty assignment(s). The Master Officer/Sergeant Program is a career development program that benefits the employees, the Pleasanton Police Department, and the residents of the City of Pleasanton.
Eligibility Requirements
At least 15 years of law enforcement experience as a sworn peace officer (minimum of two (2) years with Pleasanton).
Possession of an Intermediate POST Certificate.
Completion of at least 29 units of college credit or at least 40 hours of Crisis Intervention Training.
Completion of at least three (3) years of special assignment work, including at least one (1) qualified special assignment with the Pleasanton Police Department. An overall performance evaluation rating of meets standards or better in the two (2) years prior to application.
Qualified Special Assignments
Bicycle Officer
Canine Handler
Detectives (including any regional task force)
Drone Technician
Crime Scene Investigations Team
Explorer Advisor
Field Training Officer (FTO)
Alternate Response Unit
Honor Guard
Peer Support Team
Force Options Group
Recruitment Team
8 Personnel and Training Unit
School Resource Officer (SRO)
Tactical Team (SWAT/HNT)
Technology Team
Motor Officer
EVOC Instructor
VIPS Advisor
Terrorism Liaison
First Aid / CPR Instructor
Other collateral duties may include a special project or unique assignment approved by the Police Chief (e.g., service on City-wide committee).
Pay Effective Date
It is the sole responsibility of each employee to complete a Master Officer/Sergeant Pay Authorization Form, provide all necessary backup or proof (if using experience from another agency), and receive sign off from the Police Chief or their designee, in order to receive Master Officer/Sergeant Pay. Pay will be effective the first pay period after Human Resources receives all the completed and signed paperwork.
7.14 Special Assignment Premiums
Effective the first pay period on or after June 1, 2024, employees designated as Crime Scene Investigators shall receive a Crime Scene Investigator premium equal to two and one-half percent (2.5%) of base pay. Effective June 1, 2025, employees designated as Crime Scene Investigators shall receive a Crime Scene Investigator premium equal to five percent (5%) of base pay.
Effective the first pay period on or after June 1, 2024, employees assigned to work as detectives/investigators (including employees assigned to the Special Enforcement Unit) shall receive a Detective Division premium equal to two and one-half percent (2.5%) of base pay.
Effective June 1, 2025, employees assigned to work as detectives/investigators (including employees assigned to the Special Enforcement Unit) shall receive a Detective Division premium equal to five percent (5%) of base pay.
Effective the first pay period on or after June 1, 2024, employees assigned to the Traffic/Motors division shall receive a Motorcycle Patrol premium equal to two and one-half percent (2.5%) of base pay. Effective June 1, 2025, employees assigned to the Traffic/Motors division shall receive a Motorcycle Patrol premium equal to five percent (5%) of base pay.
Due to the nature of their job duties, Police employees assigned to the SWAT Team and Hostage Negotiations Team (HNT) are routinely and consistently exposed to hazardous substances and engage in hazardous activities to implement health and safety procedures.
Beginning June 1, 2024, these employees will receive a SWAT/HNT Assignment Premium Pay equal to two and one-half percent (2.5%) of base pay. Effective June 1, 2025, the SWAT/HNT Assignment Premium Pay shall be increased to five percent (5%) of base pay.
Effective June 1, 2026, there will be a cap of ten percent (10%) for all combined special assignment premium pay over and above salary.
9 Effective the first pay period on or after June 1, 2024, employees assigned to the SWAT Team or Hostage Negotiations Team (HNT) shall receive a Fugitive Officer premium equal to two and one-half percent (2.5%) of base pay. Effective June 1, 2025, employees assigned to the SWAT Team or Hostage Negotiations Team (HNT) shall receive a Fugitive Officer premium equal to five percent (5%) of base pay.
7.15 Bilingual Pay
The parties mutually acknowledge that employees in represented classifications are routinely and consistently assigned to positions requiring communication skills in languages other than English. The City agrees to pay a premium of one hundred dollars ($100.00) per pay period to employees with bilingual skills.
Qualifying languages for bilingual assignment include:
Spanish
Mandarin
Farsi
Punjabi
Any foreign language as determined by the City
American Sign Language (ASL)
Employees receiving bilingual pay will provide bilingual services as needed to provide police services while on duty. Upon the Police Chief’s written recommendation, Human Resources shall approve a bilingual assignment once the employee has undergone appropriate testing and been certified as bilingual. Employees receiving bilingual pay are subject to periodic recertification as a condition of receiving such payments. The City reserves the right to remove a bilingual qualifying language when it is determined that the need for such services no longer exists, however, the City shall provide the Association with advance written notice and an opportunity to meet and confer prior to implementing any changes to qualifying bilingual languages.
7.16 Shift Differential
Effective the first full pay period following June 1, 2026 (June 6, 2026), employees whose regularly scheduled work shifts include the hours between midnight and 0600 hours will receive a three percent (3%) shift differential for all hours in paid status.
Effective the first full pay period following June 1, 2028 (June 3, 2028), employees whose regularly scheduled work shifts include the hours between midnight and 0600 hours will receive an additional two percent (2%) shift differential for a total of five percent (5%) for all hours in paid status.
Section 8. Overtime
8.1 Shift Extension Overtime
Employees who are required to work in excess of their regular work day shall be entitled to overtime compensation for all hours so worked; provided, however, that the overtime rate shall be computed at one and one-half (1-1/2) times the employee's regular rate of pay as calculated as follows:
10 1 through 15 minutes 15 minutes
16 through 30 minutes 30 minutes
31 through 45 minutes 45 minutes
46 through 60 minutes 60 minutes
8.2 Non-scheduled Overtime/Call Back
If an employee who has completed his/her regular work day is called back to work, 30 minutes after the completion of his/her scheduled shift, or any extension thereof, he/she shall upon reporting within a reasonable time after notification, will be compensated for all work performed outside of his/her regular duty shift at the overtime rate, commencing with the time of notification, but in no event shall he/she receive less than four (4) hours of overtime compensation for each such call back.
8.3 Mandatory Meetings, Special Events, or Assigned Work Outside Shift Employees who staff a special event or are ordered to perform any official duties outside of their regularly scheduled work hours shall receive a minimum of four (4) hours of pay at time and one-half (1 ½) unless the assigned work is contiguous with the beginning or end of the employees’ regular shift. Employees participating in work covered in this section lasting less than four (4) hours may, at the discretion of the Watch Commander, be assigned to additional law enforcement duties that the Watch Commanders deems legitimate and meaningful to cover the four hours. The Watch Commander will not cause officers to perform frivolous and unnecessary work in order to cover the four-hour time period. Employees who are required to attend a virtual meeting outside of their regularly scheduled work hours shall receive a minimum of two (2) hours of pay at time and one-half (1 ½) hours unless the assigned work is contiguous with the beginning or end of the employees’ regular shift. Virtual Meeting attendance shall require prior approval of a supervisor or manager.
8.4 Payment
Employees may be compensated for overtime worked either by monetary payment or by compensatory time off at the option of the employee. Compensatory time shall accrue at the rate of one and one-half times the overtime hours worked up to a maximum accrual of one- hundred and twenty-five (125) hours. After one hundred and twenty-five (125) hours, all overtime worked shall be paid.
8.5 Use of Compensatory Time off
Compensatory time must be taken in minimum of one (1) hour increments, except that after the first hour compensatory time may be taken in minimum increments of one half (1/2) hour.
Utilization of compensatory time off shall be by mutual agreement between the Chief of Police and the employee. Requests for compensatory time off more than sixty (60)ninety (90) days beyond the date of the request will generally not be accepted. Employees will be notified of the status of their request within fifteen (15) days of submission of the request.
Twice per year, employees may be paid for all accrued compensatory time. Said payments shall be made on the first pay date on or after May 1st and on the first pay date on or after November 1st. Written requests for payment must be made by the employee fifteen days in advance of the first pay date in May and November.
Section 9. Court Time
9.1 Local
11 Employees who are ordered to report to work during their off-duty hours or who are assigned to or placed on telephone stand-by for the purpose of responding to a subpoena or other official notice to appear in court or at Department of Motor Vehicle hearings within the Livermore- Pleasanton Judicial District and who do so at the specified time shall receive a minimum of four (4) hours pay at time and one-half (1-1/2). This provision does not apply to instances where employees are ordered to report to work less than four (4) hours prior to their regular starting time or are held over less than four (4) hours after their regular quitting time for the purpose of appearing in court. Compensation may be in the form of monetary payment or compensatory time off. On-call Department of Motor Vehicle Hearings shall be subject to compensation as outlined in this section.
9.2 Non-Local
Employees who are ordered to report to work or be assigned to or placed on telephone stand-by during their off-duty hours for the purpose of responding to a subpoena or other official notice to appear in court or at Department of Motor Vehicle hearings outside the Livermore- Pleasanton Judicial District and who do so at the specified time shall receive a minimum of five (5) hours pay at time and one-half (1-1/2). This provision does not apply to instances where employees are ordered to report to work less than five (5) hours prior to their regular starting time or are held over less than five (5) hours after their regular quitting time for the purpose of appearing in court. Compensation may be in the form of monetary payment or compensatory time off.
Section 10. Holidays
10.1 Holiday In-Lieu Pay
Employees shall be compensated each year for working holidays through receipt of holiday in- lieu pay and shall be paid at seven and five-tenths percent (7.5%) of the employee's annual salary exclusive of any overtime and shall be in addition to the employee's regular monthly salary. Holiday in-lieu pay shall be paid in two equal installments, the first installment paid on the first pay date on or after November 1st, and the second installment paid on the first pay date on or after May 1st.
Employees shall receive pro-rated pay upon termination.
Effective the pay period beginning October 26, 2024, holiday in-lieu pay shall be paid on a bi- weekly basis.
10.2 Additional Paid Time Off
Eighty (80) hours of additional paid time off shall be credited to each employee each January for use during the calendar year in which the hours are credited and are not available for cash out. These hours will be lost if not used by December 31st of each calendar year.
Employees hired between January 1 and July 1 of any calendar year, shall be credited with one half (40 hours) of the yearly annual accrual of additional paid time off subject to the scheduling, approval and observance processes outlined in paragraph one of this section.
12 Non-probationary members assigned to the Operations Division, excluding Traffic Unit and Special Enforcement Unit, shall schedule the use of these hours during the annual vacation sign-up. Investigation Division members shall not be required to participate in the Operations sign-up process and individual unit supervisors shall manage the use of PTO by these staff members. Probationary members shall schedule the use of PTO directly with their supervisors.
These additional hours do not extend the maximum time that any employee may schedule during the vacation sign up process.
Employees hired between January 1 and July 1 of any calendar year, shall be credited with one half of the yearly annual accrual of additional paid time off subject to the scheduling, approval and observance processes outlined in paragraph one of this section.
Section 11. Vacations
11.1 Vacation Eligibility
All full-time employees in classification of police officer and police sergeant shall be entitled to annual vacation leave with pay except the following:
(1) Employees who work on a provisional basis.
11.2 Vacation Accruals
Each eligible employee shall accrue vacation as follows:
Years of Continuous Service Accrual Rate Per Month
First through fourth 6.667
Fifth through ninth 10.000
Tenth through fourteenth 13.334
Fifteenth 14.000
Sixteenth 14.667
Seventeenth 15.334
Eighteenth 16.000
Nineteenth and above 16.667
The maximum monthly accrual rate shall be 16.667 hours.
An employee, except a probationary employee, may be allowed to incur a forty (40) hour deficit beyond his/her accrued vacation.
Once an employee reaches a deficit of forty (40) hours of vacation leave, the employee will not be permitted to use any additional vacation leave until they have accumulated a positive balance of vacation leave.
Effective the first pay period following ratification by the City Council, the City shall award each employee in a represented classification an additional 20 hours of supplemental vacation leave to be used during the course of the MOU. These 20 hours will be maintained in a separate supplemental vacation leave bank and any unused hours at the expiration of the MOU will be forfeited. Supplemental vacation leave is not eligible to be cashed out and any accrued
13 and unused hours will have no cash value upon separation of employment. Supplemental vacation leave shall not count towards the maximum accrual of vacation set forth in Section
11.3 below.
Effective June 1, 2026, employees hired as laterals, including current employees hired prior to June 1, 2026, shall have their vacation accrual rate adjusted to a rate commensurate with their total years of law enforcement experience as a sworn peace officer, in accordance with the above schedule.
Employees hired on or after June 1, 2026:
An employee hired as a lateral shall accrue vacation leave at a rate commensurate with their total years of law enforcement experience as a sworn peace officer in accordance with the above schedule.
11.3 Vacation Accumulation
An employee will be allowed to have an accumulation of no more than two (2) year's vacation accrual to his/her credit at any one time.
11.4 New Vacation Cap and Implementation
A. New Vacation Cap
Effective January 1, 2013, the vacation cap shall change to four hundred (400) hours.
Thereafter, at any time an employee reaches four hundred (400) hours, the employee will cease accruing vacation until such time as the balance falls below the cap. After January 1, 2013, no employee will be allowed to accrue vacation hours above the cap. However, in the event an employee has requested to take vacation but been denied or there were other circumstances that prevented the employee from taking vacation, the employee may submit a written request to the City Manager, or designated Assistant City Manager, for special consideration to carry over vacation balances beyond four hundred (400) hours.
B. Implementation
Effective February 1, 2012, any vacation hours in excess of three hundred (300) will be placed in a separate vacation bank.
11.5 Separate Vacation Bank
Effective February 1, 2012, any accrued vacation in excess of three hundred (300) hours will be placed in a separate Vacation Bank for each affected employee. Employees shall be entitled to use or sell the hours in the Bank for vacation or for extended leave in the same manner as regular vacation hours. The hours shall be paid out at the pay rate of the employee when utilized.
11.6 Vacation Sell Back
Effective upon adoption of this Agreement, through December 31, 2026, the following process shall remain in effect: employees Employees may request to sell back up to one hundred twenty (120) hours of accrued vacation in each calendar year. Employees may sell accrued time in one (1) hour increments with a minimum of eight (8) hours on the first pay date on or after February 1st and on the first pay date on or after August 1st of each year.
14 Written requests for payment must be made by the employee fifteen days in advance of the first pay date in February and August.
Beginning in calendar year 2027, employees may request to sell back vacation hours on either or both the first pay date on or after June 1 and the first pay date on or after December 1. At each pay date, employees may sell back up to the amount of vacation they have accrued during that calendar year as of the pay date(s) elected, up to a maximum of one hundred twenty (120) hours for the year. Written elections must be submitted by December 31 of the preceding calendar year.
Employees may sell accrued time in one (1) hour increments, with a minimum of eight (8) hours.
Elections will not carry over from one calendar year to the next calendar year. An employee who fails to elect by December 31st of the preceding calendar year to sell vacation for the following year will be deemed to have elected not to participate, and they will be prohibited from receiving any vacation sell back during that year.
An employee’s election regarding vacation sell back shall be irrevocable, except in the event of an unforeseeable emergency, as defined by IRS rules and regulations as in effect on September 17, 2024. The definition of “unforeseeable emergency” is included in Exhibit F for reference.
In the event of such unforeseeable emergency, an employee may apply to the Director of Human Resources and Labor Relations to receive vacation sell back in an amount that is reasonably necessary to satisfy the emergency need, up to one hundred twenty (120) hours of accrued vacation leave, including any amounts that may be necessary to pay any federal, state, or local income taxes or penalties reasonably anticipated as a result of the vacation sell back.
11.7 Annual Vacation Sign Up Program
Annual vacation sign-ups will be based on eligibility and seniority and will follow the process, as set forth under the Seniority Shift Sign Up Program, attached as Exhibit C.
Personnel who participate in the Annual Vacation Sign Up will be eligible to identify vacation selections on a seniority basis but may only select up to one year accrued vacation time (PTO time not included).
All annual vacations will be scheduled for the employees’ full work week to include protecting the “weekends’ off on both sides of the week. Multiple weeks in a row can be taken off but must be done in full week increments. at least four consecutive workdays. Consecutive workdays may be separated by scheduled days off (e.g., Wednesday and Thursday on vacation…Friday, Saturday, and Sunday - scheduled days off… Monday and Tuesday on vacation).
Personnel who have signed up and have been approved for annual vacation will be required to take that time off. Changes will not be granted once annual vacations have been selected unless extenuating circumstances exist justifying such changes and subject to the Division Commander’s approval.
15 Personnel who participate in the Annual Vacation Sign Up will be eligible to identify vacation selections on a seniority basis but may only select up to two years accrued vacation time.
Requests for vacation outside the annual vacation sign up program will usually not be accepted any earlier than ninety (90) days in advance of the requested time off. The Division Manager will have 30 days in which to make a decision on the request. If the request is made less than 30 days prior to the requested date(s) off, the Division Manager will have a reasonable time in which to make the decision.
11. 8 Vacation Pay at Termination
Employees shall be paid for all accrued vacation leave earned prior to the effective date of termination. Such compensation for earned vacation shall be paid to the employee in one lump sum in a final check.
In the event an employee has a negative vacation accrual balance at the time of separation, the amount owed shall be deducted from the employee’s final pay.
Section 12. Sick Leave
12.1 Sick Leave Accrual
Each full-time employee shall earn sick leave at the rate of eight (8) hours for each month of service.
Employees may accumulate an unlimited number of sick leave hours; except, however, hours accumulated in excess of one thousand four hundred and forty (1440) may be used only to apply toward additional years of retirement service credit under the current PERS "Credit for Unused Sick Leave," Section 20862.8.
An employee may be allowed a sick leave deficit of twenty-four (24) hours beyond that actually earned.
Once an employee reaches a deficit of twenty-four (24 hours) of sick leave, the employee will not be permitted to use any additional sick leave until they have accumulated a positive balance of sick leave. In the event an employee has a negative sick leave accrual balance at the time of separation, the amount owed shall be deducted from the employee’s final pay.
Employees on leave of absence with pay in lieu of temporary disability payments pursuant to Section 4850 of the Labor Code shall accumulate sick leave during said leave of absence, in accordance with the provisions of this section.
12.2 Sick Leave Usage
Sick leave with pay shall be granted to all probationary and permanent full-time employees within the competitive service. Sick leave shall not be considered a right which an employee may use in his/her discretion but shall be allowed only as follows:
(1) In cases of necessity and actual personal sickness or disability of the employee.
16 (2) For medical and dental appointments of the employee or employee’s immediate family, at the discretion of the immediate supervisor.
(3) For the care of or attendance upon the sickness or disability of members of his/her immediate family. A maximum of forty-eight (48) hours per year of sick leave may be used for this purpose. The immediate family shall consist of the spouse, domestic partner, children, children of a domestic partner, parents, or other individuals whose relationship to the employee is that of a dependent or near dependent.
This provision does not apply if the family sickness or disability occurs while the employee is on vacation leave.
In order to receive compensation while absent on sick leave the employee shall cause notification to his/her immediate supervisor or the Chief of Police prior to the time set for beginning his/her daily duties or as may be specified in Department Policy.
When an absence is more than two consecutive full or partial shifts, the employee may be required to file a physician's certificate or personal affidavit stating the cause of the absence; except, however, if the employee uses excessive sick leave and/or demonstrates a pattern of sick leave misuse, abuse, or falsification (i.e., using sick leave in conjunction with days off, vacation, holidays, or otherwise) the employee may be required to file the physician's statement or personal affidavit following an absence of a single work shift or otherwise comply with the City’s Attendance Management Program. Any proposed changes to the City’s current Attendance Management Program shall be negotiated with the PPOA.
12.3 Bereavement Leave
The parties agree that in the event of a death in the immediate family, employees may take two (2) days of City paid bereavement leave and may request to use up to an additional three (3) days of accrued sick leave for a total of five (5) days at the discretion of the Chief of Police, in the event of a death of an immediate member of his/her family. Bereavement Leave shall be tracked separately from Family Sick Leave as provided in 12.2 (3). Additionally, employees may utilize other paid leaves to extend bereavement leave, subject to approval of the Department.
In this context only, immediate family shall be defined as: spouse, domestic partner, child, foster child who resided with the employee at the time of his/her death, stepchild, mother, father, stepmother, stepfather, mother-in-law, father-in-law, brother, stepbrother, sister, stepsister, brother-in-law, sister-in-law, grandmother, grandfather, spouse’s grandmother, spouse’s grandfather, son-in-law, daughter-in-law or grandchildren.
12.4 Catastrophic Leave
The Catastrophic Leave Policy attached as Exhibit D shall be extended to Association members.
Section 13. Leave of Absence
13.1 General Leave of Absence
17 Any regular or probationary employee may submit a written request for a general leave of absence up to a maximum of three (3) calendar months. Such written request shall be submitted to the Chief of Police and the Director of Human Resources and Labor Relations and is subject to the sole and final approval of the City Manager. The written request must state the reasons for the leave. The Chief of Police may grant a regular or probationary employee a leave of absence without pay, for a period up to two (2) calendar weeks. Said leaves shall be reported to the Director of Human Resources and Labor Relations.
During said leave, an employee shall not accrue vacation or sick leave benefits or be eligible for holidays, nor shall such time be considered as service time.
13.2 Extended Medical Leave
Any regular employee who is temporarily disabled from work due to a medical condition may, upon written request to the Department Head and the Personnel Director, be granted by the City Manager, a leave of absence without pay for a period not to exceed three (3) months beyond the exhaustion of any accrued sick and vacation leave, except as may be provided by law.
Probationary employees may be eligible for leave as provided by law. All such leave, paid and unpaid, shall run concurrently with Family Medical Leave, California Family Rights Leave and Pregnancy Disability Leave in accordance with City Policy.
With a recommendation by the Chief of Police and approval by the Director of Human Resources and Labor Relations, the City Manager may extend the leave for up to an additional thirty (30) days. In unusual circumstances involving catastrophic illness, the City Manager may, upon the recommendation of the Chief of Police and Director of Human Resources and Labor Relations, extend a leave of absence without pay up to but not exceeding one year from the date of disability.
The term medical disability includes all temporary medical disabilities including pregnancy, childbirth and associated medical conditions.
Such request for medical leave will be considered only upon provision of a physician's statement in the same format utilized for Family Medical Leave (FMLA).
During extended medical leave, an employee shall not accrue vacation or sick leave benefits or be eligible for holidays, nor shall such time be considered as service time.
Any employee returning from extended medical leave shall be required to provide a physician's release to return to duty.
13.3 Jury Leave
Every employee of the City who is called or required to serve as a juror shall be entitled to leave from his/her duties with the City during the period of such service or while necessarily being present in court as a result of such call. The employee shall be paid the difference between his/her full salary and any payment received by him/her, except travel pay, for such duty.
13.4 Leaves Resulting from Subpoena
18 Leave of absence with pay shall be granted to a person while going to and from court and answering a subpoena as a witness. The employee shall be paid the difference between his/her full salary and any payment received by him/her, except travel pay, for such duty. Employees shall notify the Division Commander or his/her designee, of such a subpoena as soon as feasible.
13.5 Military Leave
Military leave shall be granted in accordance with the provisions of State or Federal law.
13.6 Return from Leave
Upon the expiration of a regularly approved leave, the employee shall be reinstated in the position held at the time the leave was granted. In the event the approved leave exceeds ninety (90) calendar days for medical leaves or thirty (30) calendar days for all other leaves, the employee may not be guaranteed his/her specific assignment or work schedule. Failure on the part of an employee on leave to report promptly at its expiration shall be cause for discipline up to and including dismissal.
Section 14. Health and Welfare Coverage
14.1 Hospital and Medical - Active Employees
A. Contributions
During the term of this agreement, the City shall offer Kaiser as a health plan option.
All employees participating in the City’s health plans will contribute one of the following two amounts, whichever is greater:
1. $25.00 per month
2. The difference between the family rate of the lowest cost HMO and the premium of the employee’s more expensive plan selection.
Contributions will be deducted from the employee’s paycheck on a pre-tax and bi-weekly basis.
Effective January 2019, all employees participating in the City’s health plans will contribute one of the following amounts, whichever is greater:
1. $25.00 per month for employee only coverage; $25.00 per month for employee +1 coverage; or $50 per month for family coverage
2. The difference between the family rate of the lowest cost HMO and the premium of the employee’s more expensive plan selection.
Contributions will be deducted from the employee’s paycheck on a pre-tax and bi-weekly basis.
B. Plan Co-Pays
The health maintenance organization (HMO) medical plans co-pays shall be ten dollars ($10) for office visits. The prescription drug co-pays shall be ten dollars ($10) for generic, fifteen dollars ($15) for brand and thirty-five dollars ($35) for non-formulary (the Kaiser HMO
19 provides for a two-tier prescription drug plan). The Point of Service (POS) medical plan co- pays shall be fifteen dollars ($15) for office visits. The prescription drug co-pays shall be ten dollars ($10) for generic, twenty-five ($25) for brand and thirty-five dollars ($35) for non- formulary.
C. Increases in Premiums
During the term of this agreement, the City will pay for any increase in the medical plan premiums up to a maximum of 15% of the lowest cost HMO family rate. The difference will be deducted from the employee’s paycheck on a pre-tax basis.
In the event that the medical premium increase is less than 15%, the City’s sole obligation is to pay the lower percentage increase.
D. Changes to Plan Designs
During the term of this Agreement, the City reserves the right to propose changes to the plan designs and co-pay structure in order to reduce costs to the City and employees. Changes to plan design shall be by mutual agreement.
14.2 Hospital and Medical - Retired Employees
A. Federal or State Legislation
Plan Design
The City reserves the right to meet and confer with the Association for the purposes of coordinating retired employees hospital and medical care in the event Federal or State legislation is implemented that effects retiree's medical insurance.
B. Benefits for Medicare Eligible Retirees
All retirees eligible for Medicare are required to apply for benefits when eligible to remain on the City’s group health plans. Upon qualifying for and receiving parts A and B of Medicare, the City shall not be obligated to contribute a monthly amount in excess of the monthly premium for the Kaiser supplement to Medicare Health Plan through June 30, 2009. For employees who retire after July 1, 2009, the City shall not be obligated to contribute a monthly amount in excess of the monthly premium for the lowest cost HMO health plan supplement to Medicare as provided below.
C. Spousal Continuation of Benefits
In the event the employee is eligible for two-party coverage and the eligible employee is deceased, the amount the City is obligated to pay shall be reduced by 1/2 (one half). If the spouse remarries, the obligation by the City shall terminate.
D. Plan Design for Employees Who Retire Prior to July 1, 2009
Hospital and Medical - Retired Employees
Effective March 1, 1990, for all employees who retire for service after March 1, 1990 the City shall pay for each year of service with the City of Pleasanton, four percent (4%) of the monthly premium for employee and one dependent of the City's current Kaiser S-1 Health Plan coverage. Effective March 1, 1990 for all employees who retire for disability after March 1, 1990, the City shall pay a percentage of the monthly premium for employee and one dependent
20 of the City's current Kaiser S-1 Health Plan coverage in accordance with the schedule set forth below:
Years of Service City's Contribution
10 20%
11 25%
12 30%
13 35%
14 40%
15 45%
16 48%
17 51%
18 54%
19 57%
20 80%
21 84%
22 88%
23 92%
24 96%
25 + years of service 100%
Upon qualifying for and receiving parts A and B of Medicare, the City shall not be obligated to contribute a monthly amount in excess of the monthly premium for the Kaiser S-1 supplement to Medicare health plan for employee and one dependent. In the case where the eligible employee is deceased the amount the City is obligated to pay shall be reduced by 1/2 (one half).
If the spouse remarries, the obligation by the City shall terminate.
The City reserves the right to meet and confer with the Association for the purposes of coordinating retired employees’ hospital and medical care in the event Federal or State legislation is implemented that effects retiree's medical insurance.
E. Plan Design for Employees Who Retire On or After July 1, 2009 Employees who retire on or after July 1, 2009 will have the same benefit co-pays and plan design as provided to active employees.
F. Vesting Schedule for Employees Hired Before January 1, 2009
1. Service Retirement
For all employees who retire from service, the City shall pay for each year of service with the City of Pleasanton, four percent (4%) of the monthly premium for employee and one dependent of the City's lowest cost HMO health plan. Such monies may be utilized for City plans or for medical premiums for alternate plans selected by the retiree.
2. Disability Retirement
For all employees who retire with disability, the City shall pay a percentage of the monthly premium for employee and one dependent of the City's lowest cost HMO health plan coverage in accordance with the schedule set forth below:
Years of Service City's Contribution
10 20%
21 11 25%
12 30%
13 35%
14 40%
15 45%
16 48%
17 51%
18 54%
19 57%
20 80%
21 84%
22 88%
23 92%
24 96%
25 + years of service 100%
3. City Contributions
Effective July 1st of each year of this agreement, the monthly contribution paid by the City shall be increased by the same dollar increase in medical insurance as is provided to active employees as set forth in Section 14.1 of this agreement up to the lowest cost HMO two-party rate.
G. Vesting Schedule for Employees Hired After January 1, 2009
1. Service Retirement
For all employees who are hired after January 1, 2009 and retire from service, the City shall provide the following benefit:
Employees who service retire prior to the completion of twenty years of full-time service shall receive four percent (4%) for each year of service of the single plan rate for the lowest cost HMO.
Employees who retire after the completion of twenty (20) years of full-time service will receive four percent (4%) for each year of service of the two-party rate for the lowest cost HMO.
Examples: completion of 19 years = 76% of the single plan rate for the lowest cost HMO and completion of 20 years = 80% of the two-party lowest cost HMO. Such monies may be utilized for City plans or for medical premiums for alternate plans selected by the retiree.
2. Disability Retirement
For all employees who are hired after January 1, 2009 and retire with disability, the City shall pay a percentage of the monthly premium of the City's lowest cost HMO health plan coverage in accordance with the schedule set forth below:
Years of Service City's Contribution
10 20%
11 25%
12 30%
13 35%
14 40%
22 15 45%
16 48%
17 51%
18 54%
19 57%
20 80%
21 84%
22 88%
23 92%
24 96%
25 + years of service 100%
Employees who leave City service prior to the completion of twenty years of full-time service shall receive the above listed percentage of the single plan rate for the lowest cost HMO.
Employees who retire after the completion of twenty (20) years of full-time service will receive the above-listed percentage of the two-party rate for the lowest cost HMO.
Examples: completion of 19 years = 57% of the single plan rate for the lowest cost HMO and completion of 20 years =80% of the two-party rate for the lowest cost HMO.
H. Vesting Schedule for Employees Hired On or After January 1, 2012
1. Service Retirement
For all employees who are hired on or after January 1, 2012 and retire from service, the City shall provide the following benefit:
Commencing upon the date of hire, the employee will be credited with four percent (4%) for each year of service of the single plan rate for the lowest cost HMO. Upon reaching Medicare eligibility age, the City’s contribution toward the medical premium shall cease.
2. Disability Retirement
For all employees who are hired on or after January 1, 2012 and retire with disability, the City shall pay a percentage of the monthly premium of the single plan rate for the lowest cost HMO health plan coverage in accordance with the schedule set forth below until eligible for Medicare, at which time the contribution toward the medical premium shall cease:
Years of Service City's Contribution
10 20%
11 25%
12 30%
13 35%
14 40%
15 45%
16 48%
17 51%
18 54%
23 19 57%
20 80%
21 84%
22 88%
23 92%
24 96%
25 + years of service 100%
3. Retiree Health Savings Account
For employees hired after on or January 1, 2012, and who have successfully passed probation, the City will contribute seventy-five dollars ($75) per pay period to their Retiree Heath Savings Account (RHSA). Additionally, each employee eligible for the City contribution will have twenty-five dollars ($25) per pay period deducted pre-tax as an additional employee contribution toward the RHSA. The total pay period contribution to the RHSA will be one hundred dollars ($100).
Employees have a vested right to the funds at the time of deposit. Funds deposited in the RHSA are portable and belong to the employee, regardless of length of service or reason for separation.
4. City Contributions
Effective July 1st of each year of this agreement, the monthly contribution paid by the City shall be increased by the same increase in medical insurance for the lowest cost HMO single or two-party rate as is provided to active employees as set forth in Section 14.1 of this agreement and as applicable under Sections 14.2 G.1, 14.2 G.2, 14.2 H.1 and 14.2 H.2 above.
14.3 Dental
The City shall contribute an amount necessary to provide dental care benefits for the individual employee and eligible dependents. The annual maximum will be $2000 per person per calendar year. Maximum orthodontia coverage shall be $2,000 lifetime allowance.
14.4 Vision
During the term of this Memorandum of Understanding, the City shall contribute the premium necessary for the VSP Vision Plan family coverage for health insurance participants who are not covered by Kaiser.
14.5 Long Term Disability
The City's maximum monthly long-term disability insurance premium contribution shall be twenty-three dollars ($23.00). The City shall not be obligated to contribute an amount in excess of twenty-three dollars ($23.00) throughout the term of this agreement.
14.6 Life, Accidental Death and Dismemberment Insurance
24 The City shall contribute an amount necessary to provide $50,000 life and $50,000 accidental death and dismemberment insurance coverage for Association members. The monthly premium for such insurance coverage shall be paid by the City during the term of this agreement.
Section 15. Retirement
15.1 Payment of Employee Contribution to PERS
Employees classified as “Classic Employees” (i.e., those eligible for the 3% @ 50 or 3% @ 55 retirement benefit) shall contribute ten and one-half percent (10.5%) to the Public Employees’ Retirement System (PERS). Such contributions shall be made pre-tax in accordance with applicable law. Effective June 2, 2018, employees classified as “Classic Employees” will pay an additional one and one-half percent (1.5%) toward the employer’s pension contribution rate for a total PERS contribution of 12%. The parties mutually recognize and acknowledge that the cost-sharing provisions provided herein will be counted towards cost-sharing terms set forth in Government Code section 20516.5.
For employees defined as “new members” by CalPERS pursuant to the Public Employees’ Pension Reform Act (“PEPRA”), will pay a member contribution equal to fifty percent of the normal cost of their retirement benefit as determined by CalPERS.
15.2 PERS Plan Options
The City’s contract with PERS provides for the following options: Credit for Unused Sick Leave; 3% @50 Retirement Formula; Single Highest Year Option; and the PERS Military Buyback Provision.
Effective July 7, 2012, the City modified the formula to provide for the 3%@55 retirement formula with three highest year option for new employees hired on or after the resolution is adopted by the City Council.
For employees hired on/after January 1, 2013 that are defined as “new members” by CalPERS, the City shall provide the 2.7% @ 57 retirement formula established by PEPRA.
Section 16. Uniforms
The City shall provide all necessary safety and protection clothing, as defined by the City Manager. The City shall provide one hundred percent (100%) of the initial purchase price of uniforms for those new employees required to wear a prescribed uniform. The quantity of mandatory uniforms for new employees will be determined by the City Manager and Chief of Police
16.1 Uniform Allowance
The annual uniform allowance of one thousand five hundred dollars ($1,500.00) shall be paid on the first pay day on or after March 1st of each year.
Effective the first pay period in March 2025 (March 7, 2025), the annual uniform allowance of one thousand five hundred dollars($1,500.00) shall be paid on a bi-weekly basis.
25 Section 17. Educational Incentive Tuition and Book Reimbursement Program
17.1 Educational Incentive
All regular employees are eligible for educational incentive pay for possession of a college degree as specified below:
Classification Eligible Degree Incentive Pay
Police Officer AA 2.5%
BA/BS 5.0%
MS/MA 5.0%
Police Sergeant BS/BA 5.0%
MS/MA 5.0%
The employee's degree must be awarded from a community college, college, or university accredited by one of the Association of Schools and Colleges (standardized list of Associations established by the Human Resources Department) and in a recognized academic or professional field as determined by the Chief of Police and Human Resources. The decision of the Chief of Police shall be final.
Incentive pay shall be a percentage of the monthly base salary. The maximum incentive pay an employee may receive is five percent. Should an employee be promoted to a position requiring the degree for which he/she is currently receiving incentive pay said incentive pay shall cease.
Should an employee be promoted to a Sergeant, incentive pay for BA/BS or MA/MS shall be considered when placing an employee on the appropriate pay step.
To receive incentive pay an employee must submit a copy of his/her diploma, or letter from the college/university registrar attesting to the award of the degree.
17.2 Tuition Reimbursement
Regular full-time employees shall be eligible for reimbursement of tuition expenses for college or university courses successfully completed with a grade of "C" or better provided said courses have been approved in advance by the Chief of Police and the college/universities from which the courses are taken is accredited by one of the Association of Schools and Colleges on the standardized list of Associations established by the Human Resources Department.
Tuition is reimbursed in the amount up to, but not to exceed, the annual registration fees levied by California State University East Bay for internal degrees in effect at the time the employee enrolled in the course(s) for which the tuition reimbursement is requested. Eligible fees shall be limited to: University Fee; Student Body Fee; IRA (Instructional Related Activity) Fee; Facility Fee; University Union Fee; Health Services Fee and ID fee.
The maximum tuition and fee reimbursement an employee may receive per fiscal year shall not exceed the annual maximum levied by California State University East Bay for the four-quarter academic year beginning with the proceeding fall quarter. Employees accepted and enrolled in an undergraduate program are eligible to receive reimbursement up to the full-time equivalent
26 for undergraduate tuition and fees at CSU East Bay. Employees accepted and enrolled in a graduate program are eligible to receive reimbursement up to the full-time equivalent for graduate tuition and fees at CSU East Bay.
Requests for fee reimbursement are to be submitted at the completion of each quarter or semester during which the courses were completed. Official receipt verifying the tuition charges, the tuition paid, and a transcript of grades shall accompany reimbursement request.
Upon request by the City, the employee shall provide an “official” transcript” of grades earned.
17.3 Book Reimbursement
Regular full-time employees may be reimbursed for books required for college/university courses approved by the Chief of Police and successfully completed with a grade of "C" or better. Upon reimbursement, the books shall become the property of the City. The maximum reimbursement for books an employee may receive shall not exceed $300.00 per fiscal year.
To be reimbursed, the employee must submit a receipt from the college or university for the book purchase and an official transcript of grades.
Section 18. Probationary Period
18.1 Length of Probationary Period
All original appointments shall be tentative and subject to a probationary period of eighteen (18) months actual service. All appointments as a result of lateral transfers or re-employment shall be tentative and subject to a probationary period of twelve (12) months of actual service.
All promotional appointments to the position of Police Officer shall be tentative and subject to a probationary period of eighteen (18) months of actual service. All promotional appointments to the classification of Police Sergeant shall be tentative and subject to a probationary period of twelve (12) months actual service. The City Council may by resolution establish a longer probationary period for specified classes.
18.2 Notification Requirements
A probationary employee and his/her department shall be notified by the Human Resources Department of the expiration of the employee's probationary period forty-five (45) days in advance of said date.
Within twenty-one (21) days prior to the expiration date of the probationary period, the Chief of Police shall file with the Human Resources Manager a statement as to whether or not the probationary employee shall be retained in the position.
In order that the probationary employee may be made aware of his/her progress toward both learning and fulfilling the duties and responsibilities of his/her position, he/she shall receive a bi-monthly performance evaluation.
The bi-monthly performance evaluations shall be made in writing and shall be conducted by the employee's immediate supervisor and division commander.
If a probationary employee is off work due to a leave of absence, sick leave or disability leave or any combination thereof for a period exceeding thirty (30) consecutive calendar days, said
27 employee's probationary period shall be extended automatically by the length of said leave.
The employee shall be notified in writing of any extension.
18.3 Extension of Probationary Period
The probationary period may be extended once by the Personnel Officer for a period not to exceed ninety (90) days in order to further evaluate the performance of the probationary employee. The employee shall be notified in writing of any extension.
18.4 Rejection of Probationary Employee - Original Appointment
The City Manager may terminate a probationary employee during the probationary period upon written notice without right of appeal in any manner by the probationary employee. Any such employee shall receive fifteen (15) calendar days pay.
18.5 Rejection of Probationary Employee - Promotional Appointment
Any employee rejected during the probationary period following a promotional appointment or at the conclusion of the probation period shall be reinstated to a position in the class from which he/she was promoted.
Section 19. Promotion
Promotional or open-promotional examinations may be conducted whenever in the opinion of the Personnel Officer (City Manager) the needs of the service require. Only employees who meet the requirements set forth in the examination announcements may compete in promotional examinations.
Insofar as consistent with the best interests of the service all vacancies in the competitive service shall be filled by promotion from within the competitive service after a promotional examination has been given and a promotional list established.
Upon completion of all promotional testing, the names of the persons having the highest three (3) scores on the eligibility list shall be submitted to the Chief of Police for his/her consideration. Should an eligibility list be established based upon the banding of test scores, the names of persons on the list shall be submitted by band to the Chief of Police for his/her consideration.
If, in the opinion of the Personnel Officer (City Manager), a vacancy in the position could be filled better by an open-competitive examination instead of promotional examination, he/she shall arrange an open-competitive employment list.
Section 20. Transfer
An employee may be transferred by the Appointing Authority to a comparable position. For purposes of this section a comparable position is one with the same maximum salary, involving the performance of similar duties and requiring substantially the same minimum qualifications.
28 If the transfer involves a change from one department to another both department heads must consent thereto unless the City Manager orders the transfer for purposes of economy and efficiency.
Section 21. Resignation, Reinstatement, and Layoff
21.1 Voluntary Resignation
An employee may resign in good standing by submitting to the Personnel Officer (City Manager) a written resignation stating the reasons therefore and effective date thereof at least two (2) weeks prior thereto.
A statement as to the resigned employee's performance shall be forwarded to the Personnel Officer (City Manager) by the Chief of Police.
21.2 Reinstatement
With the approval of the Personnel Officer (City Manager), a permanent or probationary employee who has resigned in good standing may be reinstated within two (2) years of the effective date of resignation, to a vacant position in the same or comparable class. Upon reinstatement, the employee, for all purposes, shall be considered as though he/she had received a new appointment.
21.3 Layoff
The Chief of Police, with the approval of the City Manager, may layoff an employee in the competitive service because of material changes in duties, organization or shortage of work or funds.
The employee in the classification in which the Chief of Police, with the approval of the City Manager, is laying off who has the least length of total continuous service in the classification shall be laid off first. Should additional layoffs become necessary the seniority of employees having previously changed classifications through displacement shall include their years of service in higher sworn paying classifications. The employee shall be notified of his/her layoff in writing together with the reasons therefore.
Employees scheduled to be laid off may, however, displace the least senior employee in the next lower paying classification of like work who has less seniority.
Employees laid off or who through displacement have changed classification shall have their names placed upon a re-employment list in seniority order. The employee with the highest seniority on a re-employment list for a particular classification when a vacancy exists in the classification shall be offered the appointment. No name shall be carried on a re-employment list for a period longer than (1) year from the date of layoff from City service or change of classification through displacement.
Section 22. Discipline
22.1 Disciplinary Action
29 The continued employment of every employee shall be predicated upon good behavior and rendering of efficient service. An employee is subject to disciplinary action and may be discharged, reduced in pay, suspended, or demoted for cause, and such disciplinary action shall be subject to appeal as set forth in Section 23. Any employee discharged, reduced in pay, suspended or demoted for cause shall be furnished the reason for his/her discharge, and the period of duration in writing.
An employee on disciplinary suspension for more than thirty (30) calendar days shall receive prorated benefits for the time not in paid status.
22.2 Causes for Dismissal, Suspension or Demotion
The following, among others, are causes which, if shown to the satisfaction of the City Manager to be related to work performance, are sufficient for disciplinary action:
(1) Absence without leave, or failure to report to work after a leave of absence has expired, or after such leave of absence has been disapproved or revoked.
(2) Conviction of a criminal offense. Conviction shall mean a termination of criminal proceedings adverse to the employee upon a verdict, by plea of guilty, upon a judgment against the employee, or upon a plea of nolo contendere, without regard to subsequent disposition of the case by suspension of sentence, probation, or otherwise.
(3) Repeated or excessive garnishments.
(4) Permanent or chronic physical or mental disability which incapacitates him/her for the proper performance of his/her duties.
(5) Abuse of sick leave.
(6) Incompetence. Incompetence shall mean want of ability suitable to the work, either as regards natural qualities or experience or deficiency of disposition to use one's ability and experience properly.
(7) Through willful misconduct, causing damage to public property or waste of public supplies.
(8) Being, or having been at the time of employment, subject to any of the disqualifications described in the City Personnel Rules, and having willfully concealed or misrepresented facts in his/her application for employment.
(9) Insubordination. Insubordination shall mean that the employee, having then the ability to do a reasonable act which he/she is directed to do by any officer or employee of the City with authority to direct his/her activities on the job, willfully fails or neglects to perform the directed act.
(10) Disrespectful or discourteous conduct toward a City officer or official, another employee, or a member of the public.
30 (11) Willful violation of any of the provisions of the City Ordinances, Resolutions, or department policy relating to the conduct of City officers and employees.
(12) Failure to submit to a special medical examination in accordance with Section 24 of this Memorandum of Understanding or failure to appear at the designated time and place for such examination or failure to sign authorizations and/or waivers as required by the provisions of the City Personnel Rules.
(13) Violation of CORI Regulations.
(14) Dishonesty.
(15) Frequent or excessive tardiness, or absence from work.
(16) Use of City equipment, supplies or identification (e.g., badges) for any reason other than for official City business.
Section 23. Grievances
23.1 A grievance is any dispute which involves the interpretation or application of any provision of this Memorandum of Understanding excluding, however, those provisions of this Memorandum of Understanding which specifically provide that the decision of any City official shall be final, the interpretation or application of those provisions not being subject to the grievance procedure.
Grievances shall be processed in the following manner:
23.2 (1) Within thirty (30) calendar days after the occurrence of an event giving rise to a grievance, an employee may request in writing to discuss the grievance with such management official in the department as the Chief of Police may designate.
(2) If the grievance remains unresolved, the written grievance may be filed with the Chief of Police who shall investigate the grievance and render a decision within fourteen (14) calendar days from the date the grievance is received.
(3) Within fourteen (14) calendar days from receipt of the Chief of Police's decision in Step 2 above, the employee or official of the Association may notify the City Manager in writing that a grievance exists, stating the particulars of the grievance, citing the specific section of this Memorandum of Understanding he/she believes to have been violated, and, if possible, the nature of the determination desired. The City Manager shall have fourteen (14) days in which to consider the grievance and render a decision. No grievance may be processed under paragraph (4) below which has not first been filed and investigated in accordance with this paragraph (3).
(4) The Association may appeal the decision of the City Manager by requesting that the grievance be referred to an impartial arbitrator. The Association's decision to refer the grievance to arbitration shall be made within fourteen (14) days of the notification of the city manager's decision.
31 The arbitrator shall be designated by mutual agreement between the Association and the City Manager. The fees and expenses of the arbitrator and court reporter shall be shared equally between the City and the Association. Each party, however, shall bear the cost of its own presentation, including preparation and post hearing briefs, if any.
An employee may proceed to arbitration only in grievances involving discipline and only if the Association elects not to represent the employee in the grievance. The arbitrator shall be selected by mutual agreement between the employee and the City Manager. The fees and expenses of the arbitrator and of a court reporter shall be shared equally by the employee and the City. Each party, however, shall bear the cost of its own presentation, including preparation and post hearing briefs, if any.
(5) Decisions of the arbitrators on matters properly before them shall be final and binding on the parties hereto, to the extent permitted by law or the terms of this Agreement.
23.3 The time limits previously set forth shall be considered maximums and every effort shall be made to expedite the process. The limits specified may, however, be extended by mutual agreement of the parties.
23.4 No arbitrator shall entertain, hear, decide or make recommendations on any dispute unless such dispute involves a position in a unit represented by the Association and unless such dispute falls within the definition of a grievance as set forth in subsection 23.1.
23.5 Proposals to add to or change this Memorandum of Understanding or written agreements or addenda supplementary hereto shall not be arbitrable and no proposal to modify, amend or terminate this Memorandum of Understanding, nor any matter or subject arising out of or in connection with such proposal, may be referred to arbitration under this Section. No arbitrator shall have the power to amend or modify this Memorandum of Understanding or written agreement or addenda supplementary hereto or to establish any new terms or conditions of employment.
23.6 No grievance involving demotion, reduction in pay, suspension, dismissal of an employee will be entertained unless it is filed in writing with the City Manager within seven (7) working days of the time at which the affected employee was notified of such action.
23.7 If the City Manager, in pursuance of the procedures outlined in subsection 23.2(3) above, resolves the grievance which involves suspension or discharge, he/she may agree to payment for lost time or to reinstate with or without payment for lost time.
23.8 Complaints which allege that employees are not being compensated in accordance with the provisions of this Memorandum of Understanding shall be considered as grievances. No adjustment shall be retroactive for more than thirty (30) days from the date upon which the complaint was filed. Any other matters of compensation are to be resolved in the meeting and conferring process and if not detailed in the Memorandum of Understanding which results from such meeting and conferring process shall be deemed withdrawn until the meeting and conferring process is next opened for such discussion.
23.9 No changes in this Memorandum of Understanding or interpretations thereof (except interpretations resulting from arbitration proceeding hereunder) will be recognized unless agreed to by the City Manager and the Association.
32 23.10 The Association, its members and representatives, agree that it and they will not engage in, authorize, sanction, or support any strike against the City of Pleasanton. The Association, its members and representatives, further agree that it and they will not engage in, authorize, sanction, or support any strike, slowdown, stoppage of work, curtailment of production, concerted refusal of overtime work, refusal to operate designated equipment (provided such equipment is safe and sound) to perform customary duties; and neither the Association nor any representative, therefore, shall engage in job action for the purpose of effecting changes in the directives or decision of management of the City, nor to effect or change of personnel or operations of management or of employees not covered by the Memorandum of Understanding.
23.11 (1) The provisions of this Section shall not abridge any right to which an employee may be entitled under the City Ordinance and resolutions, nor shall it be administered in a manner which would abrogate any power which may be within the sole province and discretion of the City Council.
(2) All grievance of employees in representation units represented by the Association shall be processed under this section.
Section 24. Medical Examination
In the event the department head or City Manager determines there is a necessity for a medical examination, an employee shall submit to such medical examination at any time during such employee's employment. Such examination shall be given by a physician selected by the City and the full cost of such medical examination shall be borne by the City as shall any additional medical examinations required by the City.
Should the employee disagree with the medical opinion of the physician selected by the City, the employee may consult with his/her own physician and, if his/her private physician's report conflicts with that of the City's physician in terms of ability to work at the employee's regular job, then the employee may request a medical evaluation through a third physician mutually agreed upon by the employee and the City. The cost for such examination will be equally shared by the City and the employee and the decision of this third physician concerning the continuing ability of the employee to perform his/her work shall be the basis for returning the employee to his/her regular work.
The above procedures shall be utilized for psychological examinations and evaluations of employees except that the employee shall be notified of the reason for the examination. Should a psychological examination or evaluation report be prepared, such document shall be kept confidential according to the requirements of the state law.
Section 25. Outside Employment
Employees who plan to participate in any gainful occupation other than City service during off- duty time must secure written permission to do so from the Chief of Police. The City retains the right to refuse permission to any employee for such outside employment whenever it appears to the City that such outside employment would materially interfere with the proper performance of the City's service for which the employee has been hired, or that such outside employment may place the employee in a position of conflict with the City.
33 In the event of illness or injury incurred by members so employed or arising out of such employment, the City will in no way be responsible for compensation or any other benefits.
Use of City equipment or City identification by signs, insignia, or dress is permitted only while working for the City.
No employee shall solicit outside employment while on duty for the City nor use his City position as an aid or leverage to gain outside employment.
Section 26. Separability of Provisions
In the event that any provision of this Memorandum of Understanding is declared by a court of competent jurisdiction to be illegal or unenforceable, that provision of the Memorandum of Understanding shall be null and void, but such nullification shall not affect any other provisions of this Memorandum of Understanding, all of which other provisions shall remain in full force and effect.
Section 27. Printing of Memorandum of Understanding
The City shall provide to all employees an electronic copy of the Memorandum of Understanding. In addition, the City shall print sufficient copies of this Memorandum of Understanding in booklet form for distribution to the Pleasanton Police Officers’ Association’s executive board members.
The City shall print one hundred fifty (150) copies of this Memorandum of Understanding in booklet form including a table of contents. The City and the Association shall share the cost of the printing. The Association shall assume responsibility of distributing copies to represented employees.
Section 28. Miscellaneous
28.1 Americans with Disabilities Act
The City and the Association recognize that the City has an obligation under law to meet with individual employees who allege a need for reasonable accommodation in the workplace because of a disability. If by reason of the aforesaid requirement the City contemplates action to provide reasonable accommodation to an individual employee in compliance with the ADA which are in potential conflict with any provisions of this Memorandum of Understanding, the Association will be advised of any such proposed accommodation and be afforded an opportunity to discuss same prior to implementation by the City.
28.2 Seniority Shift Sign Up
See Exhibit C attached.
28.3 Hours of Work
4/10 Schedule
34 The four-10 work schedule will apply to officers and sergeants covered by this Agreement.
However, it is understood and agreed that the Department may propose alternative schedules during the term of this Agreement. Changes shall be by mutual agreement. Officers and sergeants will work four 10 hour shifts each week, then take three consecutive days off.
Exceptions to the 4/10 schedule may be made for individual assignments. At such time that an exception to the 4/10 is being considered, the Department shall notify the POA and shall meet upon request to discuss the details of the scheduling change.
Conditions
1. An employee’s schedule may be suspended and replaced by a “Five-8” work schedule in case of formalized training courses, military leave, and modified duty occurring in any portion of one or more pay periods.
2. The Chief of Police reserves the right to temporarily change work assignment, times and scheduled days off to accommodate for training, transfers, promotions, injuries, workload, emergencies, termination and for those employees placed on Performance Improvement Plans. If such a change is necessary, every effort will be made so as to only affect other Officers in order of reverse seniority. Absent exigent circumstances the Department will provide direct notice to the employee at least 72 hours prior to the change. In the event the Department fails to give an employee at least seventy-two (72) hours prior notice of a shift change, the employee will be paid two (2) hours at time and one-half in addition to all scheduled hours (at the regular rate) for the adjusted shift. It is understood that notice is not required for scheduled or emergency overtime as that is not considered a shift adjustment.
3. The starting and ending time of work shifts will remain a management prerogative. Once established, they may be changed after notice to the Association and upon request, meeting and conferring with the Association regarding the impact of the change in hours.
4. Any leave will be handled on the basis of the hours taken. Absence on a ten hour day will require 10-hours leave. Absence on a nine hour day will require 9-hours leave. Absence on an eight hour day will require 8-hours leave.
Team Policing Schedule
All terms and conditions of this Memorandum of Understanding not otherwise modified in this section shall remain in full force and effect.
Effective January 4, 2014 the Police Department implemented a team based hybrid schedule (TBHS) for Officers and Sergeants assigned to the Operations Division - Patrol Unit. The TBHS consists of Schedule A, which is four (4) ten (10) hour days for employees working Monday through Thursday; and Schedule B, which is three (3) twelve and a half (12.5) hour days for employees working Friday through Sunday. Transition to, and continuation of, this schedule is dependent upon acceptable staffing levels as determined by the Police Chief at the time of transition.
The Department desires to balance the employee’s needs with the Department’s need for flexibility and discretion in assigning personnel to meet operational staffing levels. While balance is desirable, the paramount concern is the need to meet operational requirements of the
35 Department. Nothing included in this section is meant to reduce or infringe upon the City’s rights as identified in Section 6 of the MOU between the PPOA and the City.
Both the Police Chief and the PPOA have the right to discontinue the TBHS based on identified concerns. Notice to discontinue the TBHS shall be given to the other party in written form 45- days prior to the beginning of a shift cycle.
1. WORK PERIODS, CYCLES AND HOURS
a. Definitions:
Notwithstanding the overtime standard established in Section 2 of this Side Letter, the City declares, pursuant to the Fair Labor Standards Act, 29 U.S.C. section 207(k), a regularly occurring work period comprised of twenty-eight (28) consecutive days, to begin on January 4, 2014. Each calendar year will consist of thirteen (13) work periods.
A cycle is a grouping of four (4) or five (5) work periods: January – May (4 work periods), May – September (5 work periods) and September – January (4 work periods)
b. Employees are expected to work 160 work hours during each 28-day work period. Employees who work Schedule A will meet this requirement during each work period.
Employees who work the Schedule B will have worked 150 hours during each work period. Therefore, they are required to work an additional thirteen (13) 10-hour days each year; one per 28-day work period. c. Four (4) of the 10-hour days are required training days. The Department will designate the specific work periods and dates for the training.
The remaining nine (9) 10-hour days for the year are designated as relief days. On these relief days, employees shall 1) provide relief coverage for training, 2) attend discretionary training programs, or 3) take part in operational or other activities as designated by the Department.
d. The start and end times of work shifts will remain a management prerogative. Once established, they may be changed after notice to the Association and upon request, meeting and conferring with the Association regarding the impact of the change in hours.
2. OVERTIME
a. Overtime must be approved in advance by the Chief of Police or his or her designee.
b. Employees who are required to work in excess of their regularly scheduled 10- or
12.5-hour day shall accrue overtime for this time worked at the rate of time-and- one-half the employee’s regular rate of pay.
3. SHIFT TRADES
a. Employees shall be permitted to substitute or “shift trade” for one another, when approved by the employees’ supervisor and the change does not interfere with or
36 otherwise create additional burden on the staffing or operation of the Police Department. When a shift trade occurs, the employee who was originally scheduled to work the shift shall be credited, for FLSA and payroll purposes, as though he or she worked that shift and the employee who works in place of the scheduled employee shall not receive compensation from the City or be credited with hours worked under the FLSA for this time worked. By agreeing to shift trades, both employees acknowledge that they do so freely. Any employee may refuse to shift trade without sanction and without being required to explain or justify the decision.
The City is not required to keep a record of shift trades.
b. Shift trades may occur among employees working shifts of different lengths, so long as the trade is made freely and voluntarily by both employees. For example, employees who work 10-hour shifts may trade with employees who work 12.5-hour shifts and vice versa.
4. STAFFING LEVELS
a. Minimum staffing standards apply at all times. Requests to take time off on training or relief days may be denied to meet minimum staffing standards or to accommodate training or operational needs.
b. Minimum staffing levels of Patrol Teams are as follows:
Schedule A (Monday – Thursday, 10-hour shifts)
Team 1 - Day Watch – Five Officers & One Sergeant
Team 2 - Night Watch – Five Officers & One Sergeant
Team 3 - Morning Watch – Five Officers & One Sergeant
Schedule B (Friday – Sunday, 12.5-hour shifts)
Team 4 - Day Watch – Five Officers & One Sergeant
Team 5 - Night Watch – Two Officers (Fridays & Saturdays only) Team 6 - Morning Watch – Five Officers & One Sergeant
c. Staffing levels of Patrol Teams, as determined by the Police Chief, may be changed at any time to accommodate the operational needs of the department.
5. ADVANCE NOTICE
a. Absent exigent circumstances, the Department will provide direct notice to the employee at least 72 hours prior to the change. In the event the Department fails to give an employee at least seventy-two (72) hours prior notice of a shift change, the employee will be paid two (2) hours at time and one-half in addition to all scheduled hours (at regular rate) for the adjusted shift. It is understood that notice is not required for scheduled or emergency overtime as that is not considered a shift adjustment.
6. RELIEF POSITIONS
a. Two Sergeants will be designated as Relief Supervisors. One Sergeant will be required to work Schedule A - Night Watch. This will be designated as the “home shift”.
One Sergeant will be required to work Schedule B - Night Watch (“home shift”).
37 b. All but two Officer Positions assigned to work Schedule B - Night Watch will be designated as Relief Officers.
c. All Relief Positions may be moved from their “home shifts” to fill shift vacancies on Schedule A or Schedule B.
Schedule adjustments shall be made in a manner that will not conflict with an employee’s scheduled Annual Vacation, Paid Time Off, or days off that are adjacent to scheduled time off.
d. The Department will make every effort to provide as much advance notice as possible; however, a minimum of 72- hours advance notice will be provided to the Relief employees prior to an adjustment from their “home shifts” (see Section 4 of this Side Letter).
Adjustments from Night Watch to Morning Watch on Schedule B are exempt from the 72-hour notice requirement outlined in Section 4 of this Side Letter.
7. MAXIMUM HOURS WORKED
a. In the event an employee is required to work beyond his/her normal shift, the employee shall not be required to work more than 15.5 consecutive hours. b. The Department shall endeavor to provide employees with a minimum of eight hours off between shifts.
c. Maximum hours worked and minimum hours off are subject to change at the discretion of the Police Chief based upon organizational need as a result of emergencies, disasters, and major incidents.
8. VACATION SIGN UPS
a. Only one Patrol Officer at a time will be granted Annual Vacation/Paid Time Off on each watch.
b. Only one Patrol Sergeant at a time will be granted Annual Vacation/Paid Time Off on Schedule A and one on Schedule B.
c. Employees may sign up for leave equal to one year of annual vacation accrual (maximum of five weeks). PTO time is not included.
d. Leave will be accounted for on an hour for hour basis. Thus, absence on a 10-hour day will require 10 hours of vacation leave and absence on a 12.5-hour day will require 12.5 hours of vacation leave.
e. Employees may sign up for vacation leave on their required training days; however, they are required to meet the training requirements.
f. When signing up for vacation leave, employees are required to sign up for at least a block of days equivalent to their work week. their entire work week. Employees working Schedule A are required to sign up for a minimum of four consecutive days off, from Monday to Thursday.
Employees working Schedule B are required to sign up for a minimum of three consecutive days off, from Friday to Saturday.
g. Employees may sign up to take their relief days off, as long as they meet their training requirement.
h. Exhibit B of the MOU (Annual Vacation Sign Up and Shift/Assignment Bid), Sections 7, 8 and 9 are not applicable under the terms of this Side Letter.
9. SPECIAL CONDITIONS
38 a. Officers and Sergeants will sign up based on seniority. Under the TBHS, each employee will be required to move to a different team at least once every fifth cycle.
Employees who fail to meet this requirement may be administratively assigned to a team by the Police Chief.
b. The Police Chief reserves the right to temporarily change work assignments, start and end times and scheduled days off to accommodate training, injuries, workload, emergencies, personnel-related actions (including accommodating employees placed on Performance Improvement Plans), etc. If such a change is necessary, every effort will be made to seek employees who volunteer to make the change.
Otherwise, the Department will implement changes to impact employees in “reverse seniority” order.
c. To ensure adequate canine coverage, a Canine Officer is required to work on Team 5 (Schedule B - Night Watch). The remaining two Canine Officers may select from Teams 1, 2 and 3 (Schedule A - Day, Night, and Morning Watch, respectively).
However, each Team may have only one Canine Officer serving at a time. d. Staffing of Patrol Teams has priority over collateral assignment training opportunities (i.e., SWAT, CNT, K-9, etc.). However, the Department will strive to accommodate organizational training requirements when feasible. e. Should the need arise for a Field Training Officer (FTO) on one of the six Teams, the Police Chief shall implement a temporary reassignment to meet the Department’s training needs.
f. An employee’s schedule may be suspended and replaced by a “5/8” work schedule to accommodate formalized training courses, military leave, modified duty, etc. occurring in any portion of one or more pay periods.
g. The following Sections of Exhibit C of the MOU (Seniority Shift Sign Up Program) are not applicable under the terms of this Side Letter:
Process - Sections 2, 3 and 5
Special Consideration – Section 1
10. EVALUATION SCHEDULE MODIFICATIONS
The Department and the Association may mutually agree to modify the regular patrol work schedules of employees in represented classifications by mutual agreement. Any changes must be memorialized in a written agreement to be signed by the Chief of Police or the Chief’s designee, and the Association President.
a. The Department will include the PPOA in an evaluation of the TBHS after each cycle through the January 2015 cycle. The purpose of the evaluation is to identify operational concerns and assess the overall effectiveness of the schedule. The assessment should minimally include: adequate staffing levels, productivity, response times, budgetary impacts, fatigue, and morale.
b. The Department will meet with the PPOA to address unforeseen operational issues that may occur as a result of this agreement.
11. TERMINATION OF TEAM BASED HYBRID SCHEDULE
a. If the TBHS does not meet the needs of either the Department or the PPOA, the Police Chief shall order a return to the existing 4/10 schedule as previously identified in MOU Section 28.3, and provide 45 days of advance notice prior to the start of a shift cycle to allow for seniority shift sign-up.
39 b. The “Team Policing Schedule” portion of MOU Section 28.3 shall terminate should the parties discontinue the TBHS.
28.4 Deferred Compensation Program
All employees are eligible to participate in the City’s deferred compensation program. The City shall contribute one-half percent (.5%) of the employee’s base compensation into a 457 deferred compensation plan. The contribution is tax-deferred, and counts towards the 457 annual maximum deferral as designated by the IRS. Employees without an existing 457 account with a City sponsored provider must establish one in order to receive the City contribution, but no employee contribution to the account is required.
Section 29. Past Practices and Existing Memorandum of Understanding
29.1 Continuance of working conditions and practices not specifically authorized by ordinance or by resolution of the City Council is not guaranteed by this Memorandum of Understanding.
29.2 This Memorandum of Understanding shall supersede all existing memoranda of understanding between the City and the Association.
29.3 This Memorandum of Understanding represents a complete and final understanding and agreement on all issues negotiated between the City representatives and the Association's representatives.
Made and entered into this ______ day of ________ 20263.
City of Pleasanton Pleasanton Police Officers ’ Association
By: By:
Gerry Beaudin Brian Jewell
Veronica ThomasXaveria Scoggins Jason Hunter Jimmy Boland
Tonia Baligh Tina Pruett Matt Kroutil DelVaughn Billups
Xaviera Scoggins Ken White Josh Cerri
Ken White
40 EXHIBIT A
SALARY SCHEDULE
EFFECTIVE JUNE 6, 2026 POLICE OFFICERS' ASSOCIATION SALARY SCHEDULE-TYLER MUNIS SYSTEM
POSITION STEP HOURLY BI-WEEKLY MONTHLY ANNUAL
POLICE OFFICER A 60.65 $4,852.00 $10,512.67 $126,152
B 63.65 $5,092.00 $11,032.67 $132,392
C 66.85 $5,348.00 $11,587.33 $139,048
D 70.20 $5,616.00 $12,168.00 $146,016
E 73.68 $5,894.40 $12,771.20 $153,254
POLICE SERGEANT A 74.03 $5,922.40 $12,831.87 $153,982 B 77.75 $6,220.00 $13,476.67 $161,720
C 81.63 $6,530.40 $14,149.20 $169,790
D 85.73 $6,858.40 $14,859.87 $178,318
E 90.01 $7,200.80 $15,601.73 $187,221
41 EFFECTIVE JUNE 5, 2027
POLICE OFFICERS' ASSOCIATION SALARY SCHEDULE-TYLER MUNIS SYSTEM
POSITION STEP HOURLY BI-WEEKLY MONTHLY ANNUAL
POLICE OFFICER A 62.77 $5,021.60 $10,880.13 $130,562
B 65.88 $5,270.40 $11,419.20 $137,030
C 69.19 $5,535.20 $11,992.93 $143,915
D 72.66 $5,812.80 $12,594.40 $151,133
E 76.26 $6,100.80 $13,218.40 $158,621
POLICE SERGEANT A 76.62 $6,129.60 $13,280.80 $159,370 B 80.47 $6,437.60 $13,948.13 $167,378
C 84.49 $6,759.20 $14,644.93 $175,739
D 88.73 $7,098.40 $15,379.87 $184,558
E 93.16 $7,452.80 $16,147.73 $193,773
42 EFFECTIVE JUNE 3, 2028
POLICE OFFICERS' ASSOCIATION SALARY SCHEDULE-TYLER MUNIS SYSTEM
POSITION STEP HOURLY BI-WEEKLY MONTHLY ANNUAL
POLICE OFFICER A 65.28 $5,222.40 $11,315.20 $135,782 B 68.52 $5,481.60 $11,876.80 $142,522
C 71.96 $5,756.80 $12,473.07 $149,677
D 75.57 $6,045.60 $13,098.80 $157,186
E 79.31 $6,344.80 $13,747.07 $164,965
POLICE SERGEANT A 79.68 $6,374.40 $13,811.20 $165,734 B 83.69 $6,695.20 $14,506.27 $174,075
C 87.87 $7,029.60 $15,230.80 $182,770
D 92.28 $7,382.40 $15,995.20 $191,942
E 96.89 $7,751.20 $16,794.27 $201,531
43 EXHIBIT B
ANNUAL VACATION SIGN UP AND SHIFT/ASSIGNMENT BID
Annual Vacation Sign-Up Program
Number of Personnel Allowed Off
1. No more than one Traffic Officer will be granted vacation during any given time.
2. No more than one sergeant from the Investigations Division combination of the CIU, SIU and YCSU will be granted annual vacation during any given time.
3. No more than one sergeant or one officer from PSU will be granted vacation during any given time.
4. No more than two officers assigned to CIU and SIU SEU will be granted vacation during any given time.
5. No more than one SRO will be granted vacation time during a week when schools is in session.No more than two officers from YCSU will be granted vacation during any given time. a. No more than one DARE officer will be granted vacation time during a week when school is in session.
b. No more than on SRO will be granted vacation time during a week when school is in session. Any Officer assigned to SRO who signs up for annual vacation during the non- academic school year (Summer) shall be guaranteed their approved annual vacation regardless of any transfer to another Division/other Unit during that calendar year.
6. Any Officer assigned to YCSU who signs up for annual vacation during the non-academic school year (Summer) shall be guaranteed their approved annual vacation regardless of any transfer to another Division/other Unit during that calendar year.
6. No more than one ARU Officer will be granted vacation during any given time.
7. No more than one patrol sergeant shall be granted vacation during any given time.
8. No more than two patrol officers from each watch shall be granted vacation at any given time.
9. The Division Commander may approve a one-day overlap, which will allow three patrol officers on the same watch to be on vacation for that single day.
44 EXHIBIT C
SENIORITY SHIFT SIGN UP PROGRAM
The Operations Division will implement the Seniority Shift Sign-Up Program for work schedule selections (watch and days off) using the following criteria:
Eligibility
1. The program will be available to non-probationary sergeants and officers who are assigned, or who will be assigned, to the Operations Division as of the first pay period of the calendar year.
2. Officers or sergeants who have been, or are expected to be, off duty for more than eight regularly scheduled shifts due to an injury or illness at the time to which he/she has been assigned to select a work schedule (and vacation) will not be allowed to participate in the sign- up program unless he/she provides a doctor’s verification, in a form acceptable to the Division Commander, stating that the employee will be released for full duty within 30 days after the first pay period of the calendar year. This restriction shall not apply to employees whose absence arises from protected leave under the FMLA/CFRA/PDL due to the birth of child, adoption, or placement of a foster child, as such employees will be allowed to participate in the sign-up program if the employee can identify the date the employee will return for full duty from their protected leave. Such employees may be administratively assigned for the remainder of the Department’s administrative trimester (i.e., 4-month period) if the employee’s return to full duty is not within 30 days of the start of an administrative trimester.
Seniority
1. Sergeants’ seniority will be based on date of promotion. If more than one sergeant were promoted on the same date, seniority will be determined by the individual’s position on the sergeant’s promotional list. If more than one sergeant were promoted on the same date from a banded list, the Chief of Police shall determine seniority.
2. Officers’ seniority will be based on their date of hire as a police officer. If more than one officer was hired on the same date, seniority will be determined by the individual’s position on the hiring list. If officers are hired on the same date, but from a banded list or from different lists, seniority will be determined in the following manner:
a. Lateral Officers will have seniority over academy graduate officers and entry-level officers. If more than one lateral officer is hired on the same date, seniority will be determined by the officer’s tenure as a peace officer.
b. Academy graduate officers will have seniority over entry-level officers. c. If seniority cannot be determined in any other manner, seniority will be determined by the drawing of names.
3. If any person holding a rank higher than officer is returned to the rank of officer, either voluntarily or following a disciplinary action, that individual’s seniority will be based on his/her original date of hire.
45 4. If any person holding a rank higher than sergeant is returned to the rank of sergeant, either voluntarily or following a disciplinary action, that individual’s seniority will be based on his/her original date of promotion to sergeant.
5. Should an officer or sergeant be re-instated following termination, due to the decision of an arbitrator or a court, the individual’s seniority will be determined as if the individual had not been terminated.
6. Should an officer’s or sergeant’s employment be terminated and the individual later re-hired, seniority will be based solely upon the date of re-hire.
Process
1. In order to facilitate the timely completion of the seniority sign-up program for Operations Division personnel, two weeks prior to the beginning of the process the Operations Division Commander will cause a notice to be posted. The notice will contain the beginning and ending dates of the sign-up process and the blocks of time allocated to all concerned personnel, as described in this memorandum of understanding.
2. Officers will sign-up for two six-month their work schedules on or around September 15th, but no later than October 14th25th.
3. Sergeants will sign-up for their annual shift bid one week before officers. two six-month work schedules on October 15th, but no later than October 25th.
4. The target date for posting the finalized schedule will be the first week of November.
5. The work schedule will go into effect at the start of the first pay period in January and July of each year.
6. Participating personnel will be assigned a specific block of time during which he/she may select watch and days off.
7. The assigned sign-up times will be no less than two (2) hours between employees.
8. In the event an employee fails to sign-up during his/her two (2) hour block, he/she may only sign-up following the completion of sign-ups on their scheduled date, between the hours of 2200 and 0600. Should the employee fail to sign-up at that time, he/she may sign-up following the completion of the sign-up process for a subsequent day, but again only between the hours of 2200 and 0600. Those failing to sign-up will be subject to assignment at the discretion of the Operations Division Commander.
9. No sign-up blocks will be assigned between 2201 hours and 0559 hours.
10. Once the process is completed, should any of the scenarios set forth in numbers 3 through 6 under Seniority occur, those individuals will not be allowed to sign up for work or vacation schedules until the next annual process.
46 11. Implementation of the seniority sign-up program will be the responsibility of the Operations Division Commander. The PPOA Board of Directors will assist the Operations Division Commander in the facilitation of the seniority sign-up program.
Special Consideration
1. Canine officers will be included in the program. One canine officer must be assigned to each watch, when practical. Due to the limited number of officers assigned to this special assignment and the need for handler and canine experience, movement among watches is mandatory and canine officers may not stay on the same watch for longer than one year.
Failure to show movement will be grounds for the Chief of Police to deny one or more of those officers’ watch preferences and for the Chief of Police to make the watch assignments.
2. Trading work schedules (watch and days off) will not be allowed once the individual has made his/her selection.
3.2.When transfers occur from a special assignment, the individual transferred from the special assignment will assume the schedule, watch and days off of the individual who has been assigned the special assignment. be placed on a shift based on shifts available to include those occupied by probationary employees.
4.3.In cases when sergeants and officers make their shift selection during times when they are not scheduled to work they will not be compensated for that time.
47 EXHIBIT D
CATASTROPHIC LEAVE POLICY
PURPOSE
The catastrophic leave program permits employees to donate hours of sick leave, vacation leave or compensatory time for the purpose of providing eligible employees, upon approval, additional hours of paid leave.
CATASTROPHIC ILLNESS OR INJURY
A catastrophic illness or injury is a major medical condition that disables the employee from working for a protracted period of time.
ELIGIBLE EMPLOYEE
An employee who because of a catastrophic illness or injury has exhausted his/her accrued sick leave, vacation leave, compensatory time, and:
1. Is ineligible for any city disability income benefits; and
2. Has an acceptable sick leave record as determined by the sick leave administrative committee upon the recommendation of the employee's department head.
DONATING SICK LEAVE
Employees may donate sick leave, vacation leave or compensatory time to an eligible employee approved for catastrophic leave upon completion of the necessary form. Donations of sick leave once made are irrevocable.
REQUESTING/APPROVING CATASTROPHIC LEAVE
Requests for catastrophic leave must be in writing and be accompanied by a physician's certificate attesting to the catastrophic illness or injury.
ADMINISTRATION
The catastrophic leave shall be administered by a committee comprised of two representatives designated by the POA and two representatives designated by the city manager. The committee shall be responsible for reviewing requests for catastrophic leave and determining the requesting employee's eligibility for such leave. The committee shall recommend to the city manager if the request should be approved, the number of catastrophic leave hours to be granted, and under what conditions. The city manager's decision regarding the request shall be final. (NOTE: Per IRS rules and regulations, all donations received by eligible employees are subject to regular payroll tax deductions.)
48 EXHIBIT E
POA SURVEY AGENCIES
Antioch
Concord
Fremont
Hayward
Livermore
Milpitas
San Leandro
Union City
Walnut Creek
49 EXHIBIT F
DEFINITION OF UNFORESEEABLE EMERGENCY
For purposes of Section 11.6, the following is the definition of "unforeseeable emergency" as defined by Treasury Regulation § 1.457-6(c)(2): An "unforeseeable emergency” is a severe financial hardship of the participant or beneficiary resulting from an illness or accident of the participant or beneficiary, the participant's or beneficiary's spouse, or the participant's or beneficiary's dependent (as defined in section 152, and, for taxable years beginning on or after January 1, 2005, without regard to section 152(b)(1), (b)(2), and (d)(1)(B)); loss of the participant's or beneficiary's property due to casualty (including the need to rebuild a home following damage to a home not otherwise covered by homeowner's insurance, such as damage that is the result of a natural disaster); or other similar extraordinary and unforeseeable circumstances arising as a result of events beyond the control of the participant or the beneficiary. For example, the imminent foreclosure of or eviction from the participant's or beneficiary's primary residence may constitute an unforeseeable emergency. In addition, the need to pay for medical expenses, including non-refundable deductibles, as well as for the cost of prescription drug medication, may constitute an unforeseeable emergency. Finally, the need to pay for the funeral expenses of a spouse or a dependent (as defined in section 152, and, for taxable years beginning on or after January 1, 2005, without regard to section 152(b)(1), (b)(2), and (d)(1)(B)) of a participant or beneficiary may also constitute an unforeseeable emergency. Except as otherwise specifically provided in this paragraph (c)(2)(i), the purchase of a home and the payment of college tuition are not unforeseeable emergencies under this paragraph (c)(2)(i).
50 Side Letter of Agreement #1
JOINT COMMITTEE
During the term of this Agreement, the City and the PPOA shall convene a Joint Committee consisting of two City Management representatives and two members of the PPOA.
The purpose of this joint committee is to discuss department diversity, personal appearance, grooming, and incentivizing special assignments. The commission will produce recommendations to be considered by the City and PPOA bargaining teams responsible for negotiating a successor agreement in 2020. The recommendations developed by the joint committee will not be binding.
Introduction of proposed Memorandum of
Understanding between the City of Pleasanton
and the Pleasanton Police Officers’ Association
(PPOA)
City Council Meeting: May 5, 2026
Background and Negotiations
Timeline
1 2
PPOA Background and Negotiations Timeline
• 74 represented sworn law enforcement personnel
• 61 Officers / 13 Sergeants
• The three-year Memorandum of Understanding expires on May 31, 2026 • City representatives and representatives of the PPOA engaged in 5 negotiation meetings
• April 15, 2026
• Total tentative agreement reached for a successor MOU • April 21, 2026
• PPOA ratified the total tentative agreement
Principal Terms of Tentative Agreement
3 4
Principal Terms of the Tentative Agreement
3 years (June 1, 2026 to May 31, 2029)Term
June 1, 2026 - 3%
June 1, 2027 - 3.5%
June 1, 2028 - 4%
Salary Increases
June 1, 2026 - 2% after 8 years of service
4% after 12 years of service
July 1, 2028 - 3% after 8 years of service
6% after 12 years of service
Longevity Pay
(Effective June 1, 2026 –
2% Master Officer Pay eliminated)
Effective June 1, 2026
Eligible certified employees receive
$100 per pay period
Bilingual Pay
Employees with shift hours between
midnight and 6 a.m. receive:
June 1, 2026 - 3%
June 1, 2028 - 5%
Shift Differential
Staff Recommendation / Next Steps
5 6
Staff Recommendation / Next Steps
• Step One
• Introduction of proposed Pleasanton Police Officers’ Association (PPOA) Contract
• Obtain public input / Council comment regarding tentative agreement • Step Two
• On the May 19, 2026, meeting agenda for the Council to consider adoption QUESTIONS?
7 8
Item #12
CITY COUNCIL AGENDA REPORT
May 5, 2026
Police
TITLE: RECEIVE AN UPDATE ON THE POLICE DEPARTMENT'S OPERATIONS,
SERVICES AND ACTIVITIES
SUMMARY
The Police Department has presented reports to the City Council on community policing and department operations for the past four years. This report summarizes 2025 activities across all areas of the police department, including service levels, crime trends, staffing, training, technology, and community engagement efforts.
RECOMMENDATION
Receive the Pleasanton Police Department Annual Report for 2025.
BACKGROUND
The Pleasanton Police Department has provided annual updates to the City Council on department operations and public safety services since 2021. This report presents a summary of 2025 activities, including service levels, crime trends, staffing, training, technology, and community engagement efforts.
DISCUSSION
In 2025, the Department continued to deliver core public safety services while making progress in several key areas. Property crime declined, proactive enforcement activity increased, staffing levels improved significantly, and employee training and development remained a priority. The Department also advanced specialized programs, technology initiatives, and community partnerships to support effective service delivery and public safety outcomes.
Looking ahead, the Department will continue to focus on recruitment and succession planning, operational readiness, responsible technology implementation, and maintaining high-quality police services for the Pleasanton community.
Calls for Service and Workload
In 2025, the Police Communications Center remained a critical lifeline for the community, handling a significant volume of emergency and non-emergency activity. Dispatchers answered a total of 66,197 inbound calls for service, demonstrating the community’s continued reliance on timely access to police services. Of these, 18,599 were 9-1-1 emergency calls, each requiring rapid assessment, prioritization, and resource coordination. These calls represent situations where immediate response was essential, highlighting the vital role dispatchers play as first responders.
Administrative line calls were down in 2025 compared to the previous year, which can be attributed to the expansion of direct contact options across units. By implementing additional dedicated phone lines and more broadly promoting those numbers to the community, callers
can now connect directly with the appropriate unit. This has helped streamline communication, reduce call volume on the main administrative line, and ensure that general inquiries are routed more efficiently without impacting access to police services.
Overall, the Department responded to 33,605 calls for service, reflecting the wide range of incidents handled by field personnel from urgent, high-priority emergencies to routine requests for assistance and proactive policing efforts.
Table 1. Calls for Service 2022-2025
2022 2023 2024 2025
911 Calls 17,412 18,834 17,136 18,599
10-digit emergency calls 13,851 13,669 12,274 12,137 Admin inbound calls 37,426 37,627 36,893 34,102
Abandoned calls 1,698 1,379 1,659 1,359
Total inbound calls 70,387 71,509 67,962 66,197
Total outbound calls 27,657 26,791 21,933 21,328
Total inbound and outbound calls 98,044 98,300 89,895 87,525
Response Times
The Department measures response times by assigning calls for service a priority level of 1, 2, or 3 based on the information available at the time of dispatch. Priority 1 calls generally involve in-progress crimes or incidents in which there may be an immediate danger of harm to a person or persons. For 2025, response times were calculated using the Department’s current Computer Aided Dispatch (CAD) system, which measures response time from the initial answer of the call to the time an officer arrives on scene.
Under the Department’s previous records management methodology, used before 2025, emergency response times were calculated using Priority 1 calls, while Priority 2 through 6 calls were grouped as non-emergency response times. Because the current CAD system captures response activity differently, the 2025 response time data is reported by Priority 1, Priority 2, and Priority 3 categories to provide a more detailed view of service delivery.
Beginning in 2026, the Department will implement a revised response-time reporting method to provide a more accurate representation of emergency response performance. Emergency response times will be measured based on calls to which officers respond Code 3, with lights and sirens, reflecting actual emergency responses. All other calls for service will be reported as non-emergency response times. This updated approach will improve the Department’s ability to evaluate operational performance and provide a clearer and more meaningful measure of police response to emergency incidents.
Table 2. Average Response Times 2025 (in minutes)
2025
Average priority 1 response times 7:26
Average priority 2 response times 14:05
Average priority 3 response times 26:15
Overall average response times 17:36
For historical comparison purposes, the response time data reported in Table 3 for 2022 through 2024 were generated from the Department’s previous records management system, which measured response time from dispatch to officer arrival on scene. Under that methodology, Priority 1 calls were reported as emergency responses, while Priority 2 through 6 calls were reported as non-emergency responses. As a result, the historical data is presented to provide context, but is not directly comparable to the 2025 response time data generated by the current CAD system, which measures from the initial call answer to the officer's arrival on scene.
Table 3. Average Response Times 2022-2024 (in minutes)
2022 2023 2024
Emergency Response Times 4:40 5:19 5:16
Non-Emergency Response Times 22:49 24:57 19:34
Crime Statistics
Table 4 summarizes Pleasanton’s four-year Part I crime trends. Reported crime data for 2022 through 2024 was submitted under the Uniform Crime Reporting (UCR) system, while 2025 data was reported under the California Incident-Based Reporting System (CIBRS). Because these reporting methodologies differ, 2025 figures are not directly comparable to prior years.
The Department transitioned from UCR to CIBRS, as required by the FBI. In December 2024, the City also implemented a new Computer-Aided Dispatch system and records management system that support CIBRS data collection and reporting. This transition is significant when reviewing crime statistics because CIBRS captures crime data in greater detail than the prior UCR methodology. Under UCR, only the most serious offense in an incident was counted, and only one crime was reported per incident, regardless of the number of offenses or victims involved. Under CIBRS, up to 10 reportable offenses arising from the same incident may be counted, and offenses are also reported separately for each victim. As a result, post-transition data may appear higher or otherwise different from prior years, not necessarily because crime increased, but because reporting is now more complete and accurate.
Under CIBRS, Pleasanton recorded 85 violent crimes in 2025, including 2 homicides, 7 rapes, 32 robberies, and 44 aggravated assaults. Property crime totaled 1,043 incidents, consisting of 136 burglaries, 114 motor vehicle thefts, 787 larceny/theft offenses, and 6 arsons. Overall, the total reported Part I crime in 2025 was 1,128 incidents. While these totals may be viewed alongside prior years for general context, direct year-over-year comparisons should be made with caution due to the reporting transition.
Table 4. Part I Crime Trends 2022-2025
UCR UCR UCR CIBRS
Crime Category 2022 2023 2024 2025
Homicide 0 3 1 2
Rape 11 20 6 7
Robbery 18 33 35 32
Aggravated assault 53 36 42 44
Burglary 144 206 155 136
Motor vehicle theft 98 188 171 114
Larceny/theft 1,108 1,100 948 787
Arson 3 6 4 6
Total violent crime 82 92 84 85
Total property crime 1,353 1,500 1,278 1,043
Total crime reported 1,435 1,592 1,362 1,128
Clearance Rates and Investigative Outcomes
The transition also affects how clearance rates are reported. Table 5 summarizes Pleasanton’s four-year clearance rates. Under UCR, an incident could have been counted as cleared if the single most serious offense in the case is cleared. Under CIBRS, clearances are tracked at the offense level rather than only at the incident level, which creates a more detailed and exacting standard. This means an arrest or exceptional clearance for one offense does not necessarily clear all offenses associated with the same incident. In addition, CIBRS reporting does not include certain cases declined for prosecution by the District Attorney’s Office, even where probable cause exists, and the case has been submitted, or a warrant has been issued. In warrant cases, clearance is updated upon arrest. Accordingly, clearance rates reported under CIBRS may appear lower than under UCR, not necessarily because investigative performance declined, but because the reporting methodology is more detailed and restrictive.
In 2025, the Department cleared 65 percent of violent crimes, with strong results across several of the most serious categories, including a 100 percent clearance rate for homicides.
Property crime clearance was 18 percent, slightly below recent years. These results reflect the ongoing efforts of the investigative teams to address complex cases and pursue accountability for offenders and closure for victims. The Department remains committed to improving clearance rates across all crime categories. It will continue leveraging technology, investigative resources, and data-driven strategies to enhance outcomes, particularly in property crime investigations.
Table 5. Clearance Rates 2022-2025
UCR UCR UCR
2022 2023 2024
Violent crime clearance rate 93% 87% 93%
Property crime clearance rate 20% 26% 21%
Cases assigned to investigators 1,811 1,521 1,510
Search warrants authored or served 166 182 198
CIBRS
2025
Violent crime clearance rate 65%
Property crime clearance rate 18%
Cases assigned to investigators 1,511
Search warrants authored or served 322
Arrests and Enforcement Activity
In 2025, total arrests decreased from the prior year. The Department recorded 854 arrests, compared with the 2022–2024 three-year average of 1,123, reflecting a decline of approximately 24 percent. Adult arrests totaled 808, down from the three-year average of
1,062, while juvenile arrests totaled 46, compared with a three-year average of 61. Despite the overall reduction in arrests, felony arrests increased to 217, exceeding the three-year average of 178. This trend suggests an emphasis on and prioritization of more serious offenses and cases that pose a higher risk to public safety.
Table 6. Arrests 2022-2025
Arrests 2022 2023 2024 2025
Total arrests 1171 1219 980 854
Adult arrests 1123 1129 935 808
Juvenile arrests 48 90 45 46
Felony arrests 193 184 156 217
Misdemeanor
arrests
978 1035 824 637
Officer-Initiated Activity
Police incidents may be generated by service requests or by officer-initiated activities. Officer- initiated activity remained generally consistent from 2022 through 2024, averaging 22,094 on- view/self-initiated incidents annually, while requests for service averaged 37,344 and total incidents averaged 59,438.
In 2025, the Department recorded a notable increase in officer-initiated contacts, rising to 28,090 compared with 22,014 in 2024. At the same time, service requests declined to 33,605 from the three-year average of 37,344. As a result, total incidents increased to 61,695 in 2025, exceeding both the 2022–2024 average and each of the prior three years.
Overall, these statistics indicate a significant increase in proactive police activity in 2025, reflecting a greater level of officer-initiated engagement while calls for service trended downward.
Table 7. Officer-Initiated Activity 2022-2025
2022 2023 2024 2025
Traffic stops 11,727 9,345 5,532 6,510
Moving/Mechanical Citations
1,296 1,427 624 2,174
Parking Citations 956 1,232 1,090 1,179
Courtesy Citations 921 843 421 1,048
Total Citations 3,173 3,502 2,135 4,401
On-view incidents 22,938 21,831 22,094 28,090
Traffic Safety
The Traffic Unit was reestablished in January 2025 after being absorbed into Patrol for 18 months due to staffing limitations. During the unit’s absence, both injury and non-injury collisions increased in 2023 and 2024. In 2025, with two officers and one sergeant assigned, the unit focused enforcement on the primary collision factors identified in the prior year’s data.
These targeted efforts resulted in approximately 1,550 additional traffic citations and contributed to a reduction in overall collisions.
The unit also emphasized pedestrian safety in response to an increase in vehicle-versus- pedestrian collisions and related community concerns. The Department conducted a pedestrian safety awareness campaign in March, including social media outreach and a crosswalk enforcement operation, resulting in multiple citations. Pedestrian safety remains a continuing priority for 2026. The Department continued to prioritize foundational officer training, including expanded training in Driving Under the Influence (DUI) investigation, which contributed to an increase in DUI arrests in 2025.
Throughout 2025, the Traffic and Motor Units conducted focused enforcement operations addressing speeding, red light violations, distracted driving, following too closely, DUI offenses, pedestrian safety, and illegal e-motorcycle activity. Special operations included 22 State Office of Traffic Safety (OTS)-funded DUI saturation patrols, four distracted driving enforcement details resulting in 40 citations, two pedestrian safety enforcement details resulting in 18 citations, the towing of four illegal e-motos, and a DUI checkpoint funded through the CA Highway Patrol (CHP) Cannabis Tax Fund Grant, which resulted in five DUI arrests and 11 citations for unlicensed drivers.
The Department also participated in several regional traffic enforcement partnerships, including Commercial Officers of Southern Alameda County (COSAC), the County Integrated Traffic Enforcement (CITE) Team, and the High Impact Traffic Team (HITT). In 2025, HITT operations resulted in 2,419 citations, 78 vehicle tows, and 11 arrests. Collectively, these focused and collaborative enforcement efforts strengthened proactive traffic safety operations in 2025 and supported the City’s ongoing collision reduction goals.
Table 8. Traffic Safety Data 2022-2025
2022 2023 2024 2025
Total collisions 320 369 323 312
Injury collisions 173 216 186 175
Fatal collisions 1 0 2 2
Dui collisions 38 42 34 43
Pedestrian-involved collisions 17 19 11 9
Bicycle-involved collisions 29 30 29 33
Dui arrests 87 104 92 131
Alternative Response Unit (ARU)
The Alternative Response Unit (ARU) is a specialized unit of non-uniformed officers paired with mental health clinicians. The unit’s primary responsibility is to assist people in crisis and provide emergency mental health resources. The ARU responds to calls that Patrol would otherwise handle, assists Patrol staff, and conducts proactive outreach.
Overall, crisis-related call volume remained stable in 2025, with the ARU conducting 230 evaluations, compared to 233 in 2024. Clinician-led interventions, including safety planning and other noncustodial response strategies, continued to support appropriate care decisions and helped maintain hold activity at a level generally consistent with the prior year. Within the school setting, ARU clinicians continued to work collaboratively with school counseling staff and families to provide early intervention and reduce the need for involuntary psychiatric holds pursuant to Welfare and Institutions Code section 5585. From January through December 2025, the ARU completed 55 Pleasanton Unified School District-related evaluations, compared
to 33 in 2024, while the hold rate declined slightly from 27.3% to 25.5%. School-year data also reflects continued improvement, with the hold rate decreasing from 39.5% in 2023–24 to
27.9% in 2024–25 and to 20.0% to date in 2025–26.
The ARU also continued its outreach efforts with unhoused individuals, emphasizing early engagement, relationship-building, and service connections to prevent issues from escalating into repeat calls for service. This approach contributed to a reduction in complaint-driven and enforcement-related activity compared to 2024, when larger encampment-related issues required additional outreach and support associated with five major clean-up operations.
Combined deferred calls and patrol assists declined from 760 in 2024 to 735 in 2025, while proactive outreach contacts decreased from 508 to 449, suggesting fewer recurring service demands. Through continued coordination with community partners, the ARU assisted nine individuals with securing housing in 2025, compared to seven in 2024 and three in 2023, reflecting the continued value of a long-term, service-oriented response model despite reduced outreach support from CityServe due to budget and staffing constraints.
The ARU program has received several awards, including the League of California Cities’ Helen Putnam Award, and was just awarded the 2025 Program of the Year by the Alameda County Emergency Medical Services Agency.
Table 9. ARU Data 2024-2025
2024 2025
ARU Calls for Service 1268 1184
Deferred from Patrol 457 483
Assisted Patrol 303 252
Mental health interventions-Proactive 508 449
School Resource Officer (SRO)
The School Resource Officer (SRO) Program continued to provide campus safety support, emergency preparedness, and positive engagement across school sites throughout the year.
In addition to responding to calls for service, SROs participated in lockdown and evacuation drills, campus safety training, Bay Area Active Threat training, and a regional SRO and Juvenile Crime Summit addressing juvenile trends, legal updates, youth engagement strategies, and other emerging school safety issues.
In 2025, SROs responded to 323 calls for service and prepared 28 written reports. These reports resulted in four arrests, including three for battery and one involving possession of a knife on campus. The remaining reports primarily involved vandalism, theft, lost or found property, and documentation-only incidents. Where appropriate, enforcement actions were handled in a manner consistent with the program’s objective of maintaining students in the educational setting whenever feasible, including the use of Notices to Appear and diversion opportunities through Horizon’s Family Counseling. SROs also maintained a visible presence at school events, including athletic contests and dances, while remaining fully deployable to support critical incidents both on campus and throughout the community as needed.
The SRO Program also continued to demonstrate effective coordination between the school district and the City. In a case involving suspected child abuse, the SRO conducted a preliminary investigation and coordinated the transfer of the case to the Criminal Investigations
Unit for follow-up. This response reflected strong working relationships and protocols for appropriately addressing sensitive incidents. SROs also worked in coordination with the ARU and school staff to help connect students experiencing crises with appropriate mental health and support services. Continued collaboration, training, and relationship-building have strengthened the City’s ability to provide timely and appropriate interventions for students in need.
Use of Force
In 2025, the Department had a combined total of 61,695 officer-initiated and request-for- service incidents, resulting in 854 arrests. Physical force was used 59 times and 30 display of firearm-only incidents were reported. Comparing all 59 documented uses of force against the number of calls for service, force was used in 10 percent of incidents.
Table 10. Use of Force 2022-2025
2022 2023 2024 2025
Chemical Agent 0 0 0 0
Conducted Energy Device 0 3 3 1
Control Hold 32 42 45 44
Firearm Display only 47 82 23 30
Firearm 1 0 0 0
Impact Weapon 0 0 1 0
Kinetic Energy Device 2 1 0 0
K-9 0 0 0 0
Takedown 11 23 15 13
Distraction Strike 0 0 0 1
Total 93 151 87 89
Personnel Complaints and Accountability
California law requires all complaints against a police officer to be investigated, and it is Department policy to investigate all complaints against any employee. Complaints may be generated by anyone outside the Department (external) or initiated by an internal member. A “Sustained” complaint means the investigation into the employee’s conduct identified a policy violation.
Table 11. Personnel Complaints 2022-2025
2022 2023 2024 2025
Total complaints received 9 8 20 4
External complaints 4 6 13 4
Internal complaints 5 2 7 0
Sustained findings* 4 2 6 1
*Findings on one external complaint pending
Hiring, Staffing, and Retention
The Department is budgeted for 82 sworn positions and 35 professional staff in three divisions:
Operations, Investigations, and Support Services. A captain or commander leads each division. The Operations Division includes uniform patrol, traffic, ARU, and SRO. The
Investigation Division consists of the Criminal Investigations Unit, Community Service Unit, Personnel &Training Unit, and Animal Services. The Support Services include Police Dispatch, Records, and Cadets.
As of January 2025, the Department had 11 sworn Police Officer vacancies and three (3) Professional Staff vacancies. Recruitment efforts yielded five (5) Police Recruit hires from 210 applications and one (1) lateral officer hire from 21 applicants. Three (3) professional Staff members were hired (Property Evidence Clerk, Maintenance Assistant, and a SCORE officer who is a Retired Annuitant). The Department also participated in a regional public safety career fair to support recruitment efforts.
While hiring efforts have been successful, deployable percentages remain at 78 percent due to medical limitations, military deployments, and multiple levels of Recruit or Field Training.
Table 12. Staffing Data
Current
Authorized sworn positions 82
Filled sworn positions 81
Vacant sworn positions 1
Deployable sworn positions 64
Authorized professional staff positions 35
Filled professional staff positions 35
Vacant professional staff positions 0
2025
Sworn hires 7
Professional staff hires 3
Retirements 6
Resignations 0
Promotions 4
Training and Professional Development
With 19 sworn officers having fewer than five years of service, continued investment in training remains a critical Department priority. Ongoing training is essential to developing the experience, skills, and core competencies to respond effectively to the broad range of situations encountered in public safety operations. Training also strengthens understanding of departmental expectations, legal and policy requirements, officer safety practices, and sound decision-making. For command staff, prioritizing training is not simply a matter of employee development; it is an operational imperative that supports readiness, professionalism, accountability, and the Department’s long-term ability to sustain a capable, adaptable, and resilient workforce.
Table 13. Summary of Training 2024-2025
2024 2025
Total training hours completed 10,338 12,100
Average training hours per employee 88 103
Mandatory training compliance rate 100% 100%
Volunteer Programs
The Volunteers in Police Service (V.I.P.S.) program provides valuable community-based support, allowing sworn personnel to focus on priority enforcement and investigative responsibilities. In 2025, 19 V.I.P.S. members contributed 8,071 volunteer hours in support of the Department. Through services such as citizens on patrol, foot patrols at community events, follow-up, traffic control, vacation checks, parking enforcement, and records management, the program enhances departmental flexibility, improves response capacity, and helps maintain efficient service delivery to the community.
The Police Explorer Program provides teenagers and young adults with meaningful exposure to law enforcement through volunteer service, training, and hands-on learning opportunities.
Police Explorers receive instruction in areas such as ride-a-longs, crime scene investigation, laws of arrest, traffic control, and physical training, helping them build practical skills and a broader understanding of policing. Through bimonthly meetings, regional Explorer competitions, and participation in community events, the program supports youth development, community engagement, and interest in future public safety careers. The program also serves as a long-term recruitment strategy for the Department, and Pleasanton has experienced former Explorers from the program going on to become police officers. See Table 14 below for an overview of both programs.
Table 14. Overview of V.I.P.S. and Police Explorer Programs 2022 2023 2024 2025
Volunteers in Police Service members 16 15 18 19
Volunteer hours 1756 3669 5690 8071
Explorer members 14 17 21 23
Specialized Units, Technology, and Operational Improvements The Real-Time Information Center (RTIC) pilot program has proven highly successful and is now transitioning toward full implementation. The RTIC serves as a centralized hub for real- time information sharing and public safety coordination across Police, Fire, and other City departments. Technology remains a critical component of the RTIC’s effectiveness and ongoing success. The Department will continue to expand technological capabilities, pursue regional collaboration opportunities, and integrate emergency management functions to further enhance operational readiness and coordinated response.
Highlights and Accomplishments
With staffing levels improved, the Crime Prevention assignment has been successfully reinstated, allowing for expanded focus on community engagement, education, and proactive public safety initiatives. Over the reporting period, staff made significant progress in advancing these efforts. The Department developed an Exceptional Needs Registry, which is now ready for public release, and conducted outreach activities, including crime-prevention presentations to local Homeowners Associations (HOAs), preschool safety education focused on 911 use, and a scam-prevention workshop for the senior community. Staff also engaged with the Community Advisory Board to gather feedback on current programs and future initiatives.
The Department coordinated and facilitated multiple community events, including Cone with a
Cop and Coffee with a Cop. Expanded planning is underway for the 2026 National Night Out, which in 2025 achieved a record 52 neighborhood events, and the Special Olympics Torch Run in June 2026. Additional engagement efforts included organizing and leading the newly branded Behind the Badge program, launching the Connect and Collect sticker outreach initiative, and developing custom unit poker chips to support relationship-building efforts.
The Department held its annual awards ceremony to recognize employees whose dedication, professionalism, and service made a meaningful impact on the community. Honorees represented a range of assignments, including administrative support, patrol, dispatch, and emergency response, and were recognized for exemplifying teamwork, integrity, and a strong commitment to public safety. The Department is proud to acknowledge award recipients and is grateful for their continued service to the City of Pleasanton.
Current Issues and Emerging Priorities
In response to recent media coverage and community questions, the following provides a concise overview of the main issues raised about Flock and the key facts relevant to its use.
The most common concerns involve federal access, data sharing, audit logs, and whether the system permits unauthorized or hidden access. In California, federal sharing is disabled by default under state-specific guardrails. As a result, federal agencies do not have access to Pleasanton’s data, which are, in fact, undiscoverable if they attempt to search. More generally, outside agencies cannot access Pleasanton’s cameras or data unless the City affirmatively approves a sharing relationship or allows limited access under settings they control. The Department decides when, with whom, and whether information is shared, and can revoke access.
Questions have also been raised about whether Flock shares data with federal immigration agencies. Flock’s position is that it does not sell agency data and does not provide customer data to any federal agency, including U.S. Immigration and Customs Enforcement (ICE) or Customs and Border Protection (CBP). From the Department’s perspective, any access to agency-held information must comply with California law, departmental policy, and local oversight expectations.
Another major topic is audit logs and transparency. Flock represents that its audit logs are designed to create a permanent, reviewable record of system activity, including who searched, when the search occurred, the agency involved, and the stated public-safety purpose.
Changes to sharing settings are logged as separate events to support accountability and oversight.
Some public discussion has also focused on whether searches are properly justified. Flock indicates that searches are tied to standardized offense categories to document a law enforcement purpose. Flock has also created mandatory search fields that require a case or incident number.
Finally, some commentary has referred to Flock as having been “breached.” Based on the information provided, these concerns appear to stem from a combination of public records disclosures, historical configuration questions, and a misunderstanding of exported audit logs, rather than evidence of a successful cyberattack or unauthorized access to agency data. The Department remains committed to ensuring that any technology used supports legitimate
public safety needs while operating in compliance with California law and appropriate accountability standards.
Priorities for the Coming Year
The Department is evaluating the feasibility of a drone program to enhance situational awareness, improve operational efficiency, and reduce risk to personnel during public safety incidents. This technology has the potential to serve as a force multiplier by expanding real- time visibility and improving the Department’s ability to assess and respond to dynamic situations with existing staffing resources. The proposed program would consider using two non-weaponized drone platforms: the DJI Matrice 4T for outdoor aerial support, search and rescue, disaster response, and scene documentation; and the DJI Avata 2 for close-quarters and indoor operations such as building searches and confined-space reconnaissance. If pursued, the program would be limited to authorized public safety and City support purposes, including elevated-risk incidents, missing or at-risk person searches, large outdoor events, crime and collision scene documentation, and assistance to other City departments. Any implementation would require operation by trained personnel in compliance with Federal Aviation Administration regulations, applicable state law, and departmental policy, with appropriate supervisory oversight.
EQUITY AND SUSTAINABILITY
The Police Department remains committed to serving everyone in the community. This report highlights the Department’s ongoing work to continue building trust and transparency throughout the city.
OUTREACH
This item was listed on the posted agenda in accordance with applicable public noticing requirements.
STRATEGIC PLAN ALIGNMENT
This report advances the ONE Pleasanton Strategic Plan goal of Safeguarding our City by providing comprehensive public safety services that foster a safe and secure community, and with the Pleasanton Police Department’s Strategic Plan to increase community trust and promote a culture of transparency and accountability.
FISCAL IMPACT
There is no direct fiscal impact associated with receiving this report. Any future fiscal impacts identified through the annual review process will be brought forward separately through the budget process or future City Council agenda reports, as appropriate.
Prepared and Submitted by: Approved by:
Tracy Avelar, Police Chief
Gerry Beaudin, City
Manager
Attachments:
1. 2025 Annual Report to Council Presentation
Police Department Annual Report
May 5, 2026
Police Call Volume
2022 2023 2024 2025
911 Calls 17,412 18,834 17,136 18,599
10-Digit Emergency
Inbound
13,851 13,669 12,274 12,137
Admin Inbound 37,426 37,627 36,893 34,102
Abandoned Calls 1,698 1,379 1,659 1,359
Total Inbound Calls 70,387 71,509 67,962 66,197
All Outbound Calls 27,657 26,791 21,993 21,328
Total Inbound/Outbound Calls 98,044 98,300 89,995 87,525
Response Times
2022 2023 2024
Emergency Response Times 4:40 5:19 5:16
Non-Emergency Response Times 22:49 24:57 19:34
2025
Average priority 1 repsonse times 7:26
Average priority 2 response times 14:05
Average priority 3 response times 26:15
Overall average respsone times 17:36
Crime Statistics
UCR UCR UCR CIBRS
Crime Category 2022 2023 2024 2025
Homicide 03 1 2
Rape 11 20 6 7
Robbery 18 33 35 32
Aggravated assault 53 36 42 44
Burglary 144 206 155 136
Motor vehicle theft 98 188 171 114
Larceny/theft 1,108 1,100 948 787
Arson 36 4 6
Total violent crime 82 92 84 85
Total property crime 1,353 1,500 1,278 1,043
Total crime reported 1,435 1,592 1,362 1,128
Clearance Rates
UCR UCR UCR
2022 2023 2024
Violent crime clearance
rate
93% 87% 93%
Property crime clearance
rate
20% 26% 21%
Cases assigned to
investigators
1,811 1,521 1,510
Search warrants
authored or served
166 182 19
CIBRS 2025
Violent crime
clearance rate
65%
Property crime
clearance rate
18%
Cases assigned to
investigators
1,511
Search warrants
authored or served
322
Arrests
Arrests 2022 2023 2024 2025
Total arrests 1,171 1,219 980 854
Adult arrests 1,123 1,129 935 808
Juvenile arrests 48 90 45 46
Felony arrests 193 184 156 217
Misdemeanor
arrests
978 1035 824 637
Enforcement Activity
Officer-Initiated Activity 2022 2023 2024 2025
Traffic stops 11,727 9,345 5,532 6,510
Moving/Mechanical Citation 1,296 1,427 624 2,174
Parking Citations 956 1,232 1,090 1,179
Courtesy Citations 921 843 421 1,048
Total Citations 3,173 3,502 2,135 4,401
On-view incidents 22,938 21,831 22,094 28,090
Community Service Officers
Reports taken: 910
Cites issued: 1,029
Abandon vehicle tows: 46 (of 58)
Animal Services
Incidents: 603
Cases: 29
Cites: 9
Cadets
•Reports taken: 60
•Cites issued: 11
•Over 500 hours of video redaction
Records Unit
•PRA Requests 1287
•Cases Processed 3684
•Citations entered 256
Traffic Safety
2022 2023 2024 2025
Total collisions 320 369 323 312
Injury collisions 173 216 186 175
Fatal collisions 1022
DUI collisions 38 42 34 43
Pedestran-invovled
collisions
17 18 11 9
Bicycle-involved
collisions
29 30 29 33
DUI arrests 87 104 92 131
Alternative Response Unit
2024 2025
ARU calls for service 1,268 1,184
Deferred from Patrol 457 483
Assisted Patrol 303 252
Mental health
interventions- proactive
508 449
ARU had the same number of 5150/5585 holds in 2025 as
they did in 2024 with 172.
• Deferred: Call handled by ARU instead of Patrol
• Assisted: ARU assisted Patrol with call
• Proactive: Call initiated by ARU
School Resource Officers & SCORE
2025
Requests for service 323
Reports written 28
Arrests 4
Use of Force
2022 2023 2024 2025
Chemical Agent 000 0
Conducted Energy Device 033 1
Control Hold 32 42 45 44
Display of a Firearm 47 82 23 30
Firearm 100 0
Impact Weapon 001 0
Kinetic Energy Device 210 0
K9 000 0
Takedown 11 23 15 13
Distraction Strike 000 1
Total 93 151 87 89
Personnel Complaints and Accountability
2022 2023 2024 2025
Total complaints
received
98 2 04
External complaints 46 1 34
Internal complaints 52 7 0
Sustained findings 42 6 1
*Findings on one external complaint pending
Hiring & Staffing
Current
Authorized sworn positions 82
Filled sworn positions 81
Vacant sworn positions 1
Deployable sworn positions 64
Authorized professional staff
positions
35 Filled professional staff
positions
35 Vacant professional staff
positions
0 2025
Sworn hires 7
Professional staff hires 3
Retirements 6
Resignations 0
Promotions 4
Training & Professional Development
2024 2025
Total training hours completed 10,338 12,100
Average training hours per employee 88 103
Mandatory training compliance rate 100% 100%
Volunteers in Police Service - VIPS
2022 2023 2024 2025
Volunteers in Police
Service members
16 15 18 19
Volunteer hours 1,756 3,669 5,690 8,071
Calls for service (primary): 517
Hours: 1822 Administrative work, 4694 Patr ol, 734 Special Events, 86 Therapy Dog
Explorer Program
2022 2023 2024 2025
Explorer
Members
14 17 21 23
Specialized Units, Technology, and Operational
Improvements
Real Time Information Center (RTIC)
•Calls for service assists: 303
•Assists with arrests: 15
•Investigative research: 266
Drone assistance requests:
• 18 requests (1x unavailable, 4x we
canceled)
• 13 responses
Promotions
Dispatch Supervisor – Danielle Fowler
Sergeant- Brian Jewell
Sergeant- Ken White
Lieutenant- Jason Hunter
Years of service
20 years in 2026:
• Sergeant Billdt 20 years
• Officer Tujague 20 years
• Officer Higgins 20years
Priorities for Coming Year
•Drone Program
•Purposes-
• Elevated risk incidents
• Missing or at-risk person searches
• Crime and collision scene documentation
• Close-quarters and indoor operations
• Support other City departments
• Citywide emergency management and response
Questions?