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Page 4 of 15 <br />rate. Additional vacancies in the Land Development and Utility Divisions also strained <br />resources, requiring temporary consultant support to fill gaps. <br />2. Resource Prioritization for Urgent Needs <br />During the first half of FY 2023/24, resources were reallocated to address critical storm <br />damage repairs from FY 2022/23, which required working closely with FEMA for project <br />reimbursement and collaborating with design consultants. Additionally, the City Council <br />directed staff to stop using Wells 5, 6, and 8, and to prioritize the water supply alternatives <br />study. The City issued a water revenue bond in June 2024 to fund water infrastructure <br />upgrades and regional groundwater studies with Zone 7. These shifts in priorities impacted the <br />original project delivery schedule. <br />3. Funding Limitations <br />There are approximately 100 projects in the FY 2023/24 CIP including existing and new <br />projects. Of these, 56 percent were fully funded, and the remaining 44 percent were partially <br />funded. Projects that are funded for design phase proceed only when resources are available <br />in the following year for construction. <br />4. Complex, Multi-Year Projects <br />The project delivery team managed several complex projects, such as the Johnson <br />Drive/Costco development, which included roadway and traffic improvements, and the West <br />Las Positas Multimodal Reconstruction project. Due to budget and grant requirements, as well <br />as the technical complexity and high level of coordination needed, the latter involved careful <br />planning and value engineering, which demanded staff time to be prioritized for critical <br />improvements. <br />5. Citywide Planning Efforts <br />The City undertook major planning efforts requiring extensive engineering resources, <br />including: <br />• Water System Management Plan (WSMP) to guide future water rate and connection <br />fees, set for City Council review by December 2024; <br />• Sanitary Sewer Management Plan (SSMP) to meet state requirements, with completion <br />aimed by June 2025; <br />• Asset Management Plan, including data collection for all City assets; and <br />• Urban Forest Master Plan to align with goals identified in the City's Climate Action Plan. <br /> <br />FY 2023/24 Achievements and Next Step <br />Despite these challenges, the team completed design for 26 CIP projects and finished <br />construction for 15 projects, ensuring continued progress toward critical infrastructure goals. <br /> <br />With the budget challenges, competing City priorities, and resource constraints, a proper tool <br />is necessary to guide the City in the future capital programming effort. Staff incorporates best <br />practices and lessons learned from other cities, including neighboring Tri-Valley cities. Staff is <br />developing a comprehensive CIP strategy that will provide a better defined process and <br />framework for the City to make informed decisions on project selection and prioritization, <br />ensuring alignment with the ONE Pleasanton Strategic Plan to address the City’s <br />infrastructure needs. Staff aims to finalize the studies and present the recommendations to the <br />City Council for feedback and approval by the end of 2024, and adoption of the strategy as <br />part of the upcoming two-year budget and CIP development process. <br /> <br />CIP PROGRAM UPDATES <br />Page 261 of 658