October 6th, City Council Meeting
1. Consent Calendar: Workday Partnership & Infrastructure Contracts
Vote: Approved 5–0
What Happened: The Council approved four routine items in a single vote:
Item 2 (Workday): Pleasanton officially onboarded Pleasanton-headquartered Workday as a city software vendor following a competitive bidding process. Workday representative attended to welcome the city aboard.
Items 3 & 4 (Generators & Water Engineering): Approved engineering and generator upgrades aligned with the city’s Water and Sewer Master Plans.
2. Proclamations & Commendations
Domestic Violence Awareness Month (Item 5): Council member presented proclamations to two vital local nonprofits— noting that roughly 35% of California women and 31% of California men experience physical partner violence in their lifetimes:
Narika : Accepted by Board Member Sarika Khanna and Client Aid & Operations Manager Urvashi Anand.
Tri-Valley Haven: Accepted by Carolina Alaniz
Commendation for JustServe: Accepted by Bruce and Maryanne Bird for uniting volunteers of all backgrounds with local community organizations.
3. Emergency Preparedness & Wet Season Update
Emergency Services Manager presented an update on how Pleasanton is preparing for wildfires, earthquakes, and winter storms:
Lessons from the July "Little Fire": The city’s Emergency Operations Center (EOC) activated seamlessly alongside Police, Livermore-Pleasanton Fire, and Library & Recreation staff (who set up emergency cots at the Senior Center), resulting in zero loss of life or property.
New Official Committee: The city chartered its internal working group into the formal Pleasanton Emergency Preparedness Committee (PEPC).
80% of Staff Trained: Over 260 full-time city employees (80% of non-sworn staff) have graduated from the city’s Disaster Academy to serve as state-mandated Disaster Service Workers during crises. Staff also partnered with local amateur (HAM) radio operators during the regional Beacon Exercise to build a backup communication network if cell towers fail.
Alert Sign-Ups Are Surging: Following September’s Ready Pleasanton campaign (38,000 social media views), a city survey showed the share of residents unaware of emergency alerts dropped from 36% in 2025 to 8% in 2026.
Action Item for Locals: Look up your neighborhood’s evacuation zone number on Genasys Protect (for example, PLS-098) and sign up for AC Alert and Nixle on the city’s Emergency Preparedness webpage.
El Niño & Unhoused Outreach:
69% Chance of Historic Rain: NOAA forecasts a 69% probability of a major El Niño storm season. Public Works is cleaning storm drains, prepping leaf-loading crews, upgrading flood-prone areas like Sunol Boulevard and Pimlico Court, and stocking sandbags at the Operations Service Center (Busch Rd.).
Protecting Unhoused Residents: Police Captain Kurtis Albert explained that the Police Department’s Alternative Response Unit (ARU) proactively visits creek areas and encampments ahead of extreme heat or storms, partnering with CityServe and faith-based groups to connect unhoused families and individuals with shelter.
Staffing Shortages Addressed: In response to resident question about 19 vacancies out of 132 positions (14%) in the Public Works Department, the City Manager explained that while Pleasanton competes with regional agencies like Zone 7 and DSRSD for utility workers, the city has an "all-hands-on-deck" cross-departmental plan and on-call contractors ready for storm emergencies.
4. Asset Management Plan & 2027–32 CIP Strategy
Public Works Director unveiled Phase 3 of the city’s Asset Management Plan, showing how Pleasanton will use hard data to decide which roads, parks, storm drains, and buildings get fixed over the next 5 to 10 years.
Total City Assets Cataloged: 206,000 individual items worth $4.8 billion in replacement value.
General / Non-Enterprise Assets: Once self-funded utilities (water, sewer, golf course, fleet) and the Civic Center (which has its own master plan) are separated out, the city manages 132,450 general assets worth $3.4 billion.
Condition Breakdown of General Assets:
🟢 Good to Excellent Condition: ~96%+
🟡 Fair Condition: < 3% ($80 million)
🔴 Poor or Failed Condition: < 1% ($28 million)
Prioritization of work:
Focusing on High-Risk Assets: Filtering for both high risk and condition narrows the city’s core target list down to $14.3 million in near-term needs (1–3 years) and $60 million in midterm needs (3–10 years).
Smart Treatments Over Expensive Replacements: Before paying for a full replacement, staff evaluates whether an asset can be:
Used until failure (if low impact),
Patched with Repair & Replacement (R&R) funds to buy 3–5 more years of life (crucial as the city waits for pension obligations to begin easing around 2031–32), or
Fully replaced via the Capital Improvement Program (CIP).
Balanced Across 5 Categories: Funding baselines will be spread across Facilities, Parks, Stormwater, Miscellaneous Structures (including the Pioneer Cemetery), and Transportation so no single area eats up the entire budget.
What’s Next: Staff will bring a draft 5-year CIP budget (FY 2027–32) to Council in March 2027 and return for final adoption in May 2027. Resident Jamie Yee also suggested creating a public-facing online dashboard so residents can track project progress in real time.
