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City of Pleasanton | Stormwater System Management Plan | PWD 25.601 | PAGE 20 Task 5.2 –Improvement Alternatives and Costs Wood Rodgers will develop and model up to two conceptual alternatives for up to five major storm drain systems with deficiencies (as appropriate) to optimize proposed improvements. Alternatives will depend upon the circumstances, but could include new or upsized storm drainage pipes, diversions, detention, floodwalls, pump station improvements, etc. (See Exhibit 16) The improvement alternatives will be developed based on a watershed‐wide approach rather than individually. This is necessary because a comprehensive capital improvement plan must demonstrate that alleviating deficiencies in one location will not exacerbate problems elsewhere in the system. Potential projects will be proposed to address areas with the largest risk factors. Deliberate effort will be given to proposing potential projects to incorporate in part or in totality a green infrastructure, if feasible. Each alternative will be presented as a preliminary plan view drawing with preliminary designs, permitting, capital, administration, and management costs. Capital costs will be developed using detailed and current contractor bids to provide realistic estimates for the City’s financial resource planning. (See Exhibit 17) Potential projects will be presented for discussion in a workshop setting with the City staff. This will allow for key‐staff input and allow the creation of in‐ depth justification. Deliverable(s): Conceptual design figures and costs for up to 5 projects Exhibits 16 & 17 Task 5.3 – Benefit Cost Analysis and Improvement Prioritization Using the criteria developed in Task 5.1, Wood Rodgers, in collaboration with the City and community stakeholders, will prioritize the improvement projects developed in Task 5.2 (see Exhibit 18). Other additional considerations may include, but are not limited to, environmental benefits, constructability, and funding availability. Exhibit 18 The metrics of success will be assigned with weighting factors based on input from the City and the stakeholders. The improvement projects with higher combined scores will be recommended over those with lower scores for CIP implementation. The project priority rankings will be finalized through discussions with the City to incorporate their priorities and local experience. The project priority rankings and project costs will be used collectively to categorize improvement projects into 5‐year (urgent), and 10‐year (low priority) planning‐ level capital improvement projects based on the City’s existing or planned financial resources. Once the improvement projects are prioritized, Wood Rodgers will summarize the hydrologic and hydraulic results of the drainage area, the improvement extent and cost, and the effectiveness of the improvements, by comparing the existing and post‐ improvement floodplains for each of the selected improvement projects. (See Exhibit 19). Deliverable(s): Prioritized 5 capital improvement projects | CIP implementation schedule. Exhibit 19 EXHIBIT A Docusign Envelope ID: DF86282A-2A84-404C-9F8A-A035AEFBCFF8