Pleasanton — The City Council on Aug. 5 approved staff recommendations to change how the Pleasanton Pioneer Cemetery is managed after a consultant and staff review showed the operation is running at a loss and carries deferred burial-service obligations.

Consultant findings and staff recommendations: Consultant LF Sloan Consulting Group and Library & Recreation staff told the council the cemetery’s 2024 operating picture showed about $200,000 in revenue against approximately $350,000 of operating expense. The analysis also identified 447 deferred burial services (275 cremation and 172 casket) that the city has already committed to deliver. Heidi Murphy, the city’s Library and Recreation director, and consultant Stephanie Sloan recommended several near‑term changes to reduce cost and liability while preserving the site’s historic and veteran memorial functions.

What the council approved: The council adopted staff recommendations to pause sales of new full‑casket burial rights temporarily; continue selling and prioritizing cremation‑oriented products (which are less expensive to deliver); consolidate contractors so a single services partner handles maintenance and burial operations; and shift administration and sales tasks to city Library & Recreation staff. The council voted to adopt the staff plan by roll call (three yes, two no).

Financial context and liabilities: Staff said the city holds roughly $919,000 tracked as deferred revenue for pre‑sold services; the cash carrying that liability is in the city’s pool. Staff estimated it could cost about $515,000 for the city to fulfill outstanding services at today’s delivery costs; the accounting book value of pre‑sold services was about $730,000 based on original sale prices. The city also has about $630,000 in a restricted CIP fund for the cemetery; staff said the $500,000 city loan to the cemetery cannot be repaid immediately given current restrictions and obligations.

Why staff advised pausing casket sales: Casketed burials are the most expensive, labor‑intensive services to deliver and require specialized equipment and tight time windows. Consultant Stephanie Sloan told council the low annual volume (about 31 burial services per year) makes it difficult to sustain margins on casketed sales; focusing on cremation products reduces per‑service delivery costs and gives the city time to stabilize operations and build a perpetual care fund.

Public comment and community concerns: Veterans’ groups and longtime residents spoke in favor of maintaining the cemetery and memorial areas. Frank Capela, a longtime resident involved in the cemetery’s transfer to the city, urged maximizing use of available land for niches and graves and maintaining the Veterans Memorial. Several speakers volunteered to help with monument resetting and maintenance; staff said they will explore volunteer programs but cautioned about safety and training when work involves monuments and heavy equipment.

Next steps and reporting: Staff will return with contract recommendations reflecting the single‑partner model and will continue to work with the finance department on accounting for deferred revenue and investment strategies for any perpetual‑care funds. Council members asked staff to explore community partnership options for beautification and fundraising and to provide regular updates on service levels.