CITY COUNCIL MEETING AGENDA PACKET

City of Pleasanton, CA (0012108.00) 4-4 Woodard & Curran, Inc. Pleasanton Long-Term Sewer CIP October 6, 2025 Scenario 3 – Maximum Deferrals: This scenario defers projects to give the City more time to ramp up its capital spending program and hire additional staff. In doing so this scenario presents the highest risk since projects are deferred from the near and mid-term into the long-term. To capture the risk in delaying projects, a line item representing unplanned/emergency repairs equal to 5% of City-funded capital projects is included in this scenario. A chart of spending by year is shown in Figure 4-4. Capacity Projects: • All priority A capacity projects are completed in the near term. Lift Station Projects: • Some near-term lift station projects are delayed to the mid-term, and some mid-term projects are delayed to the long-term. Condition Assessment Projects: • This scenario aims to maintain or reduce the current backlog of pipes with major defects, replacing approximately 1 mile of pipe per year starting in FY27–28 with an annual budget of $2.1M. If more pipes with major defects are found or the siphons, forcemains, and/or large diameter trunk sewers are found to be in poor condition, the City’s backlog of pipes with rehabilitation requirements will grow under this scenario. This will increase the risk of asset failure and may require more costly emergency repairs. Staffing: • Requires between 2 and 3 additional staff starting in FY27 through the long term (FY 45). These staff manage an average of $8.4M annually, similar to scenario 1 but with more deferrals. FIGURE 4-4: SCENARIO 3 – ANNUAL SPENDING BY FISCAL YEAR $0 $2 $4 $6 $8 $10 $12 $14 CI P C o s t ( $ M ) Priority A Priority B Priority C FTE Page 238 of 323