Pleasanton City Council on Dec. 16 heard an 18-month asset-management update from city staff and Cayuga Solutions that inventories the city's assets, assesses their condition and forecasts replacement needs. The presentation, for CIP 24460, introduced a single database (IRIS) tied to the city's GIS and maintenance systems to guide prioritization and budget planning.

The presentation showed the program now tracks more than 200,000 discrete assets and produces condition and life-cycle cost estimates. "We have over 200,000 assets in the city," Cayuga president Colin Chung said, describing the inventory work that mapped signs, parks, buildings, fleet and underground utilities. The report listed replacement-in-kind values including buildings ($170,000,000), parks ($150,000,000), roadways ($2,100,000,000), fleet ($45,000,000) and stormwater ($1,800,000,000).

Chung and city staff said most general-fund assets—about 90%—are in good or better condition, but roughly 10% are in fair-to-poor condition, representing over $120 million in replacement needs. The presentation estimated the average annual funding needed to sustain current service levels at about $63,000,000 per year over a 10-year planning horizon; the city's current annual replacement budget for general-fund assets was presented at approximately $19,000,000, yielding a substantial gap.

City engineer Adam Nelke and Cayuga emphasized that the plan focuses on replacement in kind and does not assume upgrades or enlargement of assets. "This is a living document," Nelke said, describing phase 3: prioritization, risk-based scoring and financial scenario modeling. Presenters said IRIS will be integrated with the city's work-order system (Mainstar) and GIS so condition profiles update as work orders close.

Council members sought details about how predictive modeling might extend asset life, whether the software will help smooth spikes in capital needs (notably a peak projected in the late 2020s), and how stormwater and sewer data quality affects confidence in estimates. Cayuga representatives said some asset categories—stormwater in particular—have lower confidence and will require additional condition-assessment work (TVing storm lines, spot inspections) before numbers are finalized.

Fleet condition drew sustained attention: presenters reported nearly half of fleet assets in fair-to-poor condition, including high-criticality police and fire vehicles that have long lead times to replace. Council members and staff discussed staffing implications of higher capital spending and the existing PAYGO funding model the city uses for large purchases.

Next steps identified in the presentation included February workshops on scenario analysis and integration, further financial modeling tied to the city's long-term forecasts, and use of the asset dataset in midterm and biennial budget prioritization. Staff said they will return with risk-based prioritization and recommended funding strategies for council direction.

The presentation is informational. Council members generally praised the work as a tool to make more proactive, data-driven decisions, and staff said they will bring prioritized scenarios and options for aligning budget and staffing in the spring and at midterm budget discussions.