CITY COUNCIL
SPECIAL MEETING - WORKSHOP AGENDA
Tuesday, July 15, 2025
4:00 PM
City Council Chamber
200 Old Bernal Avenue
Pleasanton, CA 94566
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CALL TO ORDER
• Roll Call
1. Public Comment - Comments are limited to items listed on the agenda.
WORKSHOP
2. Receive a report and provide direction on the Project Prioritization Framework for Fiscal Years 2025/26 and 2026/27
ADJOURNMENT
Notice
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Item #2
CITY COUNCIL AGENDA REPORT
July 15, 2025
City Manager
TITLE: RECEIVE A REPORT AND PROVIDE DIRECTION ON THE PROJECT PRIORITIZATION FRAMEWORK FOR FISCAL YEARS 2025/26 AND 2026/27
SUMMARY
This report provides a comprehensive overview of the project prioritization framework for the next two fiscal years (2025/26 and 2026/27), department core services, and high-level project inventory to guide a City Council workshop discussion. The workshop will include an overview of departmental responsibilities, core services, and resources, a review of prioritization criteria, and a City Council prioritization exercise. A final report will be provided to the City Council for approval with refined project recommendations based on City Council direction given during the workshop.
RECOMMENDATION
Receive a report on the project prioritization framework and provide direction to staff on City Council priorities for project implementation.
BACKGROUND
In alignment with the ONE Pleasanton Strategic Plan and ongoing budget implementation and planning efforts, City staff have developed a comprehensive project prioritization framework to ensure resources are allocated effectively and transparently. This framework supports the City Council's commitment to fiscal sustainability while maintaining essential services and advancing strategic initiatives.
The project prioritization process incorporates the seven City Council priority strategies identified during the January 29, 2025 retreat and the Pleasanton Executive Team workshop held on May 28, 2025 where major projects for each department were discussed, and the four- tiered project priority framework was developed. This systematic approach ensures that project selection aligns with both community needs and fiscal resources.
Seven City Council Priorities for Fiscal Year (FY) 2025/26
1. Goal A. Funding Our Future Strategy 1. Develop a long-term strategy for funding operations and maintenance needs of community-owned facilities and infrastructure
2. Goal C. Investing in Our Environment Strategy 2. Develop an Asset Management Plan to address comprehensive long-term planning for maintenance, renovation, repair and/or replacement of infrastructure and public facilities
3. Goal C. Investing in Our Environment Strategy 3. Identify funding and implement the recommendations from the Water Supply Alternative Study to resolve PFAS water quality issues
4. Goal D. Safeguarding Our City Strategy 1. Assess the City's overall emergency preparedness capabilities, resources, and tools and implement changes as needed
5. Goal A. Funding Our Future Strategy 2. Identify expanded and new revenue sources to address significant infrastructure needs
6. Goal E. Building a Community Where Everyone Belongs Strategy 4. Implement the updated 2024-2028 Economic Development Strategic Plan initiatives
7. Goal E. Building a Community Where Everyone Belongs Strategy 9. Advance the East Pleasanton Specific Plan
DISCUSSION
Through a series of collaborative discussions, City staff identified 82 projects citywide for potential advancement during the next two fiscal years (FY 2025/26 and 2026/27). Considering available resources and organizational needs, the projects were sorted into four priority categories.
Four-Tiered Prioritization Framework Defined
1. Must Do Projects protect the City from legal liability, maintain basic services, honor existing commitments, and ensure team safety and effectiveness.
Criteria:
• Legally required or regulatory mandates
• Already underway (stopping would waste investment)
• Operational necessity (City cannot function without)
• Have resources currently allocated
• Include essential employee safety and well-being
2. Committed Priorities balance revenue generation and cost savings with critical investments in organizational success.
Criteria:
• Resources available (funded and staffed)
• High strategic plan alignment
• Significant community impact or urgency
• Investments in organizational culture and employee retention • Can begin implementation within 24 months
3. Strategic Pipeline demonstrates vision while acknowledging fiscal and staffing constraints, including both infrastructure needs and future organizational excellence investments.
Criteria:
• Strong strategic alignment OR significant community impact • Currently lack resources or have unresolved dependencies • Would advance immediately if conditions change
• Strong candidates for grants or alternative funding
• Include future organizational development needs
4. Deferred Projects have acknowledged strategic value, but cannot happen under current conditions, allowing focus on critical services during challenging times.
Criteria:
• Lower strategic alignment
• Limited community urgency
• Resources better used elsewhere
• May revisit if conditions significantly change
Project Inventory and Staff Capacity Considerations
The current project prioritization inventory includes 82 projects across all departments. This count does not include the 42 Capital Improvement Program (CIP) projects, which are already underway or have established criteria and funding mechanisms. The City recently adopted the Capital Improvement Program Process and Prioritization (CIPPP) to systematically prioritize CIP projects.
This project prioritization discussion is not intended to change the CIPPP outcomes.
The City’s targeted reductions in the adopted two-year budget and current vacancies in various departments affect the entire organization. City staff is working within these constraints to maintain the regular day-to-day workload of running the City and provide the core community services outlined in the departmental overview presentation. It is important to note that the 82 projects discussed here are, in most cases, in addition to this regular workload. The addition of new projects beyond core services requires careful consideration of realistic implementation plans.
Given this operational reality, the City also recognizes that project timelines must remain flexible to accommodate both challenges and opportunities that may arise. Emergency situations like the severe winter storms of 2023 or positive economic opportunities may necessitate temporary adjustments to project schedules and resource allocation to best serve community interests.
In general, a common dynamic in local government is a smaller portion of the overall workforce often carries the responsibility for a significant share of the organization’s projects and initiatives.
Staff who oversee and lead projects are often assigned work beyond core services, creating significant workload challenges across the organization. Department heads are responsible for leading and overseeing all projects within their departments, while managers and supervisors frequently juggle multiple initiatives at once. As a result, a relatively small portion of staff is responsible for delivering a large number of diverse projects. Of the City’s 465 employees, only about 45 employees (primarily the executive team, managers, and key supervisors) are responsible for leading most citywide projects in addition to their regular duties. This represents only about 10 percent of the workforce that manages the majority of the "special or priority" projects, which can impact organizational capacity and project delivery when workloads exceed available resources.
The majority of projects outside of core services are led by the Community and Economic Development Department (25 projects), the Public Works Department (21 projects), and the City Manager’s Office (18 projects), as shown in the chart below. Together, these three departments are responsible for 64 projects, 78% of the total, which reflects where the City’s operational focus and resource pressure are concentrated. In contrast, public safety departments (Police and Fire) are responsible for only foiur projects, aligning with their primary focus on delivering core services.
Lead
Department
Prioritization
Category
1 - Must Do 2 -
Committed
Priority
3 - Strategic
Pipeline
4 - Deferred Total
Community
and
Economic
Development
Department
(CEDD)
5 5 9 6 25
City
Manager's
Office (CMO)
3 4 8 3 18
Finance
Department
(FIN)
2 2 1 1 6
Human
Resources
(HR)
1 1 1 3
Information
Technology
(IT)
1 1 2
Livermore-
Pleasanton
Fire
Department
(LPFD)
2 1 1 4
Library and
Recreation
Department
(LR)
2 1 3
Police
Department
(PD)
0 Public Works
Department
(PW)
10 7 2 2 21
Grand Total 23 21 24 14 82
The prioritization framework addresses the challenges described above by using clear criteria that factor in available resources and the City's capacity to take on current projects. The workshop is intended to realistically balance projects with core service delivery, ensuring project expectations align with available resources and capacity for projects outside of core services. See Attachment 1 for a complete list of all prioritized projects.
Department Core Services Overview
The City Manager’s Office (CMO) serves as the operational and strategic backbone of the City, leading citywide initiatives and community engagement with focus areas including strategic planning and governance, public engagement and communications, emergency preparedness, organizational excellence, and interdepartmental coordination. The CMO oversees several critical internal administrative divisions that provide essential support services to all city operations.
The City Attorney’s Office (CAO) provides legal counsel to the City and advises the City Council and staff on a wide range of legal matters. These include open meeting and public records laws, conflicts of interest, land use and environmental regulations, claims and litigation, municipal elections, employment and labor relations, municipal utilities, procurement and other internal services, as well as code enforcement, resolutions, ordinances, and the preparation of other legal documents.
The City Clerk’s Office (CCO) serves as the official record keeper and administrative support for municipal governance. The department provides staff support for processes including staffing City Council meetings and preparing the legislative agenda, administering federal, state, and local processes, coordinating municipal elections, overseeing the City's records program, maintaining the Municipal Code, serving as filing officer for conflict of interest and campaign finance disclosures, and managing City boards and commissions membership.
The Human Resources Department (HR) provides comprehensive employee services, labor relations, and organizational support by recruiting and developing talent while providing the workforce with a supportive work environment. Core services include benefits, retirement, and leave management, employee and labor relations/negotiations, general services including employment verification and information requests, recruitment, classification and compensation, training and development, and workers' compensation reviews.
The Information Technology Department (IT) maintains the technological infrastructure that enables all City operations and services. The department is responsible for software application maintenance to ensure functionality and reliability of the City's software systems, server and network management, overseeing the City's IT infrastructure, endpoint device support for all City- issued computers and related devices, cybersecurity measures to protect the City's digital assets and data, Geographic Information Systems (GIS) managing spatial data and mapping services to support City planning and operations, and telecommunications overseeing communication systems including telephones, circuits and smartphones for effective internal and external communication.
The Finance Department (FIN) provides comprehensive fiscal oversight and financial management for all City operations. The department ensures fiscal accountability and transparency through financial reporting and oversight of various audits, budget preparation for all city funds and departments, treasury and cash management to optimize the city's financial position, debt management including issuance and compliance monitoring, accounts receivable and revenue collection to maximize city revenues, accounts payable ensuring timely and accurate vendor payments, payroll administration for all City employees, purchasing coordination to ensure compliance and cost-effectiveness, and business licensing supporting local economic development and regulatory compliance.
The Pleasanton Police Department (PD) is dedicated to ensuring community safety and quality of life through proactive measures, crime prevention, and emergency response. The department operates through three divisions: Operations (Patrol, Traffic, Alternative Response Unit (ARU), School Resource Officer (SRO)), Investigative (Criminal investigations, Business Services, Professional Standards, Community Services), and Support Services (Dispatch, Records,
Cadets).
The Livermore-Pleasanton Fire Department (LPFD) is a Joint Powers Authority (JPA) committed to providing public safety services to the Cities of Pleasanton and Livermore. Operations include fire stations staffed 24/7, fire prevention services, and administration, managing business functions including finance, recruitment, and communications.
The Community and Economic Development Department (CEDD) supports long-range and current planning, development approvals and entitlement, building plan check and permitting, transportation and traffic engineering, code enforcement, housing programs, economic development and sustainability initiatives. The recent formation of the Community and Economic Development Department reflects the City Council's priority to increase focus on economic development activities and a growing interest in exploring opportunities through land use, permitting, and process changes to facilitate new investment in Pleasanton in key areas such as East Pleasanton and the Stoneridge Shopping Center redevelopment.
The Public Works Department (PW) is responsible for the operations and maintenance of the City’s infrastructure, design and construction of public facilities, and the administration of many quality-of-life services. The Public Works Department is organized into multiple divisions including Operations and Maintenance, Utilities and Environmental Services, Engineering, Parks, Customer Service and Utility Billing, Facilities, Fleet, Streets and Traffic Safety, Environmental Services, Water, Sewer, Storm Drains, Capital Improvement, Land Development, Landscape Architecture, Construction Management, and Waste and Recycling.
The Library and Recreation Department (LR) provides comprehensive community services including facility rentals, cemetery management, library services, literacy programming, youth and adult programs, arts center operations, recreation programs, senior services, human services, and aquatics programs. Recent efforts to enhance operational efficiency include the combining of the Library and Recreation service desks.
Workshop Details
Following a comprehensive presentation on the four-tiered project prioritization framework and departmental core services, the City Council will be asked to review the current project inventory, organized by priority category. This will include an opportunity for questions and clarification on specific projects, their resource requirements, and strategic alignment. The session will conclude with a prioritization exercise using dot voting methodology. Each City Council member will receive 10 dots to distribute across all four priority categories, with a maximum of one dot per project per City Council member, providing input to staff on Council preferences and priorities for project implementation. This collaborative approach ensures transparency in decision-making and ensures staff are fully aware of City Council project priorities when making operational decisions. The City Council may also choose to add projects during this exercise or let staff know if there is a desire to remove projects.
Next Steps
Following the workshop, staff will compile and review the City Council’s prioritization results and develop a refined project list. This list will guide the finalization of departmental work plans in early August 2025. Department work plans are developed by aligning City Council priorities, workshop direction, and available resources to ensure effective implementation.
EQUITY AND SUSTAINABILITY
The project prioritization framework aligns with the City's inclusion and sustainability values by
addressing fiscal and staffing constraints while ensuring that project planning reflects broader community needs and advances equitable outcomes.
OUTREACH
No outreach was conducted, as this item is a workshop discussion only and a routine matter of internal City business.
STRATEGIC PLAN ALIGNMENT
This item aligns with the ONE Pleasanton Strategic Plan Goal B. Optimizing Our Organization:
Organizational Effectiveness.
FISCAL IMPACT
This is an informational report only; there is no fiscal impact from receiving this report.
Prepared by: Submitted by: Approved by:
Sharon Petrehn,
Management Analyst
Alexa Jeffress, Assistant City Manager
Gerry Beaudin, City
Manager
Attachments:
1. Project Prioritization List
2. Project Prioritization Workshop Presentation
FY 2025/26 and 2026/27 Project Prioritization List Attachment 1 No. Prioritization
Category Project Name Project Description Lead
Dept
Resources
(Low/High)
1 1 - Must Do BART Station Concept Plan for Housing
Prepare a concept plan for the East Dublin-Pleasanton BART station for future redevelopment as high density housing, consistent with the Housing Element. CEDD Low
2 1 - Must Do
Bicycle and Pedestrian Master Plan
Update
Update to reflect recent developments, community needs, and best practices, including improvements near high-use areas (downtown, regional transit, schools). CEDD High
3 1 - Must Do
Housing Element – Additional
Residential Rezones
Rezone three commercial properties (with CEQA review) for housing to meet No Net Loss requirements and the terms of the HAC Agreement. CEDD Low
4 1 - Must Do Streamlining Permit Process
Amend the municipal code and improve processes to simplify permitting, reduce delays, streamline design review and support business and retail attraction. CEDD Low
5 1 - Must Do East Pleasanton Planning and Policy
Process East Pleasanton applications, adopt an updated General Plan vision and policies, and explore an Infrastructure Financing/Community Facilities District. CEDD Low
6 1 - Must Do
LPFD/ State Water Resources Control
Board Investigation Continue to coordinate with State Water Board on PFAS source investigation at LPFD sites in Pleasanton. CMO Low 7 1 - Must Do Organizational Assessment Evaluate operational effectiveness, resource allocation, and strategic alignment of critical municipal departments. CMO High 8 1 - Must Do
Eliminate Central Services Division
(Budget Implementation) Remove centralized delivery of office supplies and on-site print shop services previously provided by Central Services. CMO Low 9 1 - Must Do
Explore Potential Ballot/Revenue
Measure Options
Explore revenue options to address the City's structural deficit and fund aging infrastructure needs , including potential revenue- generating ballot measures.. FIN Low
10 1 - Must Do
Implementation and Financing for
Water Infrastructure
Debt financing is needed to support the capital projects identified in the Water System Management Plan (WSMP). The 2025 water rate study identified the need for debt financing along with rate increases (WSMP - 20-year Water CIP - $35M bond). FIN High 11 1 - Must Do Labor Negotiations Complete negotiation of current and upcoming labor agreements over the next two fiscal years. HR High 12 1 - Must Do
Library and Recreation Restructure
(Budget Implementation)
Implement budgetary decisions, including reduce library hours and programs, restructure recreation divisions, develop rental model for adult sports leagues, and modify contracts with vendors. LR High 13 1 - Must Do
Commission and Committee
Restructure
Create a City Council Ad-Hoc Subcommittee to review the City's Commission/Committee structure based on the recently adopted budget, which includes reductions to staffing, programs, and services. LR Low 14 1 - Must Do Complete Asset Management Plan
Complete the plan to inform capital improvement projects (CIP), repair and replacement (R&R) programs, and operational needs. PW High
15 1 - Must Do
Implement Next Phase of Garbage
Franchise Agreement
Manage the next phase of the City's waste and recycling franchise agreement, scheduled to expire on June 30, 2029 to meet the city’s solids waste needs. PW High
16 1 - Must Do Sewer System Plan and Rate Update
The State Water Resources Control Board requiring agencies to prevent sewage spills, comply with federal and state discharge prohibitions, follow monitoring and reporting requirements, and implement a Sewer System Management Plan (SSMP). PW High 17 1 - Must Do
Implementation and Enforcement of
State Required Lead and Copper
Regulations
This is a federal mandated program designed to minimize lead and copper in drinking water by the Environmental Protection Agency (EPA). PW High
18 1 - Must Do
Development of Sewer Pipe Blockage
Control Program
The Sewer Pipe Blockage Control Program is responsible for preventing fats, oils, and grease (FOG)related sanitary sewer overflows. Sanitary Sewer Overflow (SSOs) as required by the State Water Resources Control Board (State Water Board). PW High 1
FY 2025/26 and 2026/27 Project Prioritization List Attachment 1 No. Prioritization
Category Project Name Project Description Lead
Dept
Resources
(Low/High)
19 1 - Must Do
Implementation of Cross-Connection
Control Program
The state-mandated Cross Connections and Water Pollution Control Program is responsible for inspecting industrial, commercial, and medical facilities to ensure that no hazardous conditions exist between plant equipment, process waters, plumbing fixtures and the potable water system. PW High 20 1 - Must Do
State Required SB1383 Waste and
Recycling Regulations -
Implementation
This is a state-mandated program that requires the City to implement and enforce SB 1383 regulations aimed at reducing organic waste disposal in landfills. The program focuses on diverting food waste and other organics from the waste stream to reduce greenhouse gas emissions. PW High
21 1 - Must Do Water Supply Alternative /Wells/PFAS
The City partnered with Zone 7 water agency on a joint groundwater facilities project in the Bernal subbasin. This effort aims to lower wholesale water costs, improve water supply reliability, and reduce future regulatory compliance risks. PW High 22 1 - Must Do
Update Special District Rates for
Landscape Maintenance District
As required by the Landscaping and Lighting Act of 1972, the City must levy an annual assessment on all parcels benefited by its Landscape Maintenance District. PW Low
23 1 - Must Do
Fire Alarm System Upgrade at All City
Facilities This project involves upgrading the fire alarm systems at City facilities to meet code requirements during power outages. PW Low 24 2 - Committed
Priority Stoneridge Mall Master Plan
Continue collaborative efforts with Stoneridge Mall owners to advance a Master Plan or similar comprehensive land use plan for the Mall. CEDD Low
25 2 - Committed
Priority
Update Development Services Fees
(CEDD and Engineering)
Analyze and update development services fees for Planning, Building and Public Works Engineering to improve cost recovery for development applications/review. CEDD Low
26 2 - Committed
Priority Retail Attraction Strategy
This strategy focuses on attracting and retaining desirable retail businesses to strengthen the local economy. It includes providing a business concierge service to navigating city processes, streamlining permits ton ensure an efficient and business- friendly environment. CEDD Low
27 2 - Committed
Priority
Staples Ranch and Zahari Site
Activation/Use
Explore public-private partnerships for regional sports facility at Staples Ranch Community Park site and rezone of Zahari property. CEDD Low
28 2 - Committed
Priority Transportation Safety Action Plan
The Plan will evaluate the City roadways and collisions to create a safety based action plan to address improvements needed along the high incident corridors to improve safety. CEDD High 29 2 - Committed
Priority
Implement BELONG Pleasanton -
Employer of Choice
Advance organizational culture through BELONG (Building Equity, Leadership, Opportunity, Nurturing, and Growth)initiative by implementing training, support protocols, and inclusion strategies. Focus on workforce engagement, retention, and positioning Pleasanton as a top Bay Area employer. CMO High
30 2 - Committed
Priority
Update Citywide Records Retention
and Disposition Policy Update the citywide records retention schedule for citywide records to align with current law. CMO High 31 2 - Committed
Priority
Develop Communications Foundation
Documents
Create foundational documents that help staff maintain a consistent voice; streamline requests for communications and align work with Council priorities CMO Low
32 2 - Committed
Priority Final Phase of Website Migration
Coordinate with City departments to update and finalize remaining webpages from new site development to effectively and efficiently keep the community informed about City projects CMO Low 33 2 - Committed
Priority
Master Fee Study and Master Fee
Schedule Updates/User Fees Conduct a citywide fee study to adjust fees where necessary. FIN High 34 2 - Committed
Priority Pension Strategy Develop a funding policy reflecting strategies to pay down unfunded liability and achieve long-term savings. FIN Low 35 2 - Committed
Priority
Develop and Implement Citywide
Employee Safety Program
Develop and implement comprehensive employee safety program including regular safety drills, emergency procedures, safety training protocols, and communication systems. HR High
2
FY 2025/26 and 2026/27 Project Prioritization List Attachment 1 No. Prioritization
Category Project Name Project Description Lead
Dept
Resources
(Low/High)
36 2 - Committed
Priority LPFD Strategic Planning Update Strategic Plan for FY26-FY31. Update with significant input from LPFD's Community Risk Assessment (CRA). LPFD Low 37 2 - Committed
Priority
LPFD/County Ambulance/Emergency
Medical Service (EMS) Delivery Model
Alameda County has authority over EMS transport in Pleasanton and intends to make significant changes to the current model that will include changes that impact the LPFD requiring implementation. LPFD High 38 2 - Committed
Priority Electrical Fleet Replacement Programs This is a state mandated program. By January 1, 2027, 100% of all City vehicle purchases must be zero-emissions. PW High 39 2 - Committed
Priority
Americans with Disabilities Act (ADA)
Transition Plan
This state mandated program required by the Americans with Disabilities Act (ADA) that outlines how a public entity make facilities and programs accessible to people with disabilities. It details the process of identifying barriers to accessibility and developing a plan to remove those barriers. PW Low
40 2 - Committed
Priority
Non-functional Turf Ban
Implementation and Non-functional
Turf Conversion
This project aims to assist private property owners to comply with this regulation by converting non-functional turf to mulch or drought-tolerant plantings. Convert 2.4 acres of non-functional turf across 11 locations within the City to mulch or drought- tolerant plantings. PW Low
41 2 - Committed
Priority
State Water Regulations/Conservation
as a Way of Life
This state-mandated program sets long-term water efficiency goals to promote sustainable water use across communities. It supports ongoing conservation practices to help California adapt to water challenges and reduce reliance on emergency drought measures. PW Low
42 2 - Committed
Priority Storm Water Master Plan
This project will develop a management plan in December 2026, that includes short and long-term recommended projects, programs, and actions to ensure the storm drain system continues to meet desired service levels. PW Low 43 2 - Committed
Priority Facilities Master Plan
This is a comprehensive plan that evaluate option for future space planning, as well as siting and feasibility analysis associated with certain major facilities needed for City operations. PW Low 44 2 - Committed
Priority
Comprehensive Facility and
Infrastructure Upgrades - Energy
Upgrades
Plan an engery upgrade to facilities and infrastructure to achieve long-term cost savings, reduce greenhouse gas emissions, increase facility resilience and upgrade/modernize facilities and replace assets at end of life. PW Low 45 3 - Strategic
Pipeline Pleasanton Community Academy (PCA)
The Pleasanton Community Academy is a free 6 month program that educates residents about City operations and services across all departments. PCA has been in operation for two years and has graduated over 50 community members. CMO High 46 3 - Strategic
Pipeline
Climate Action Plan (CAP) 2.0
Implementation
Implementation to include supporting facility upgrades, fleet electrification, and EV charger installation. Launch a Sustainability Awards program and update the Municipal Code to require bicycle amenities for certain new developments. CEDD High 47 3 - Strategic
Pipeline Analyze Railroad Quiet Zone
Evaluate the feasibility and requirements for establishing a Railroad Quiet Zone in Pleasanton, including all four of the City's at- grade rail crossings. CEDD Low
48 3 - Strategic
Pipeline Affordable Housing Project Program Advance a program to develop City-supported affordable housing. CEDD High 49 3 - Strategic
Pipeline Community Benefit Program
Adopt a process to evaluate discretionary requests for residential re-zoning/up-zoning and develop structured menu of community benefits available in exchange for discretionary land use modification/upzoning, to replace negotiated benefits approach. CEDD High
50 3 - Strategic
Pipeline General Plan Update A comprehensively update the 2005 General Plan. CEDD High 3
FY 2025/26 and 2026/27 Project Prioritization List Attachment 1 No. Prioritization
Category Project Name Project Description Lead
Dept
Resources
(Low/High)
51 3 - Strategic
Pipeline Downtown Specific Plan Updates
Identify strategic updates to the Downtown Specific Plan to reduce permitting barriers and encourage new investment with focused amendments and permit steamlining. CEDD High
52 3 - Strategic
Pipeline
Land Use Planning and Amendments
for Stoneridge Mall Periphery
Expand planning for Stoneridge Mall core to encompass all properties in mall periphery, including consideration of new locations for Fire Station 2. CEDD High
53 3 - Strategic
Pipeline
Urban Growth Boundary Amendments -
East Pleasanton
Initiate City Council or Voter-Approved Amendments to the Urban Growth Boundary (UGB) if determined appropriate based on East Pleasanton Policy Framework process. CEDD Low
54 3 - Strategic
Pipeline
Bernal Community Park - Specific Plan
Amendment
Study alternative land uses for Bernal Community Park, and initiate Specific Plan Amendment, including voter approval of alternatives if needed. CEDD High
55 3 - Strategic
Pipeline
Enhance Internal Coordination on
Communications (#YourCityAtWork)
Build stronger internal awareness around what makes a good story and how to share it. Work with departments to identify and elevate stories that demonstrate the value of City services and the positive impact of staff efforts. CMO Low 56 3 - Strategic
Pipeline
Develop Organizational Key
Performance Indicators (KPIs)
Develop and implement a comprehensive performance management system to track KPIs citywide. Provide ongoing performance monitoring that drives organizational effectiveness. CMO High 57 3 - Strategic
Pipeline
Cellular Lease Revenue Program
Development
Develop a framework to generate revenue from cellular installations on city-owned properties, reversing the previous policy of declining all carrier requests. Initial focus at water facilities and city properties, with potential to generate $200,000-$500,000 annually within 2-3 years. CMO High
58 3 - Strategic
Pipeline
Develop Communications Strategic
Plan
Develop a Strategic Communication Plan to enhance community engagement and build public trust. Provide a unified framework to ensure delivery of consistent, transparent, and effective communication with residents, businesses, and stakeholders. CMO Low
59 3 - Strategic
Pipeline
Human Services Program
Reorganization and Unhoused Services
Framework Development
Conduct an assessment of human services and unhoused services programs to determine optimal organizational structure and staffing needs. Develop a unhoused services framework. CMO High 60 3 - Strategic
Pipeline
Strategic Initiatives & Innovation Pilot
Program
Establish a strategic initiatives function within the City Manager's Office to identify and implement cost-saving innovations, revenue enhancements, and service improvements like cross-departmental innovation projects, pursue grant opportunities, and pilot data-driven solutions. CMO High
61 3 - Strategic
Pipeline
Grant Strategy & Pursuit Program
Development
Develop and implement a comprehensive grant strategy including establishing on-call grant writing services through RFQ process. Create internal grant coordination structure, tracking systems, and match funding protocols. CMO High 62 3 - Strategic
Pipeline Finance Policy Update - Fee Policy Update the fee policy to ensure that fees are fair and equitable and meet the City's cost recovery goals. FIN Low 63 3 - Strategic
Pipeline
Organizational Training &
Development
Develop training programs to support staff development, deliver on-going training on topics such as supervisory skills, leadership development, communications, etc. HR Low
64 3 - Strategic
Pipeline Technology Strategic Plan
Draft a three to five year IT plan to set guiding principles, governance structures, funding strategies, and measurable KPIs for cybersecurity, digital services, data analytics, and infrastructure modernization, and staff resources evaluation. IT High 65 3 - Strategic
Pipeline LPFD JPA Shared Services Transfer
Transition finance and payroll services to Pleasanton. Currently, Livermore provides payroll and finance services. Pleasanton would be providing all services to LPFD with these transfers. LPFD Low 66 3 - Strategic
Pipeline
Funding for Dolores Bengtson Aquatic
Center (DBAC) Begin funding discussions for the 50 meter pool at Dolores Bengston Aquatic Center. LR Low 4
FY 2025/26 and 2026/27 Project Prioritization List Attachment 1 No. Prioritization
Category Project Name Project Description Lead
Dept
Resources
(Low/High)
67 3 - Strategic
Pipeline
Update Special District Rates - Geologic
Hazard Abatement Districts (GHAD)
Geologic Hazard Abatement Districts (GHADs) are property tax assessment districts formed to fund monitoring, maintenance, and repair of open space hillsides and related storm drainage infrastructure within neighborhoods subject to landslides or other unexpected geologic movement. PW Low
68 3 - Strategic
Pipeline
PUSD Maintenance Operations and
Transportation (MOT) Discussion Continue discussions around a co-location with Pleasanton Unified School Distrcit (PUSD) for maintenance facilities. PW Low 69 4 - Deferred
Study for Strategic Disposition of City
Assets/Land Identify surplus City land, facilities and assets, and develop strategy for their disposition. CEDD High 70 4 - Deferred
Downtown Parking Strategy Update/
Downtown Parking Garage
Update baseline data in 2017 Downtown Parking Strategy and re-assess the menu of parking supply strategies, including a City parking garage with expert support. CEDD Low
71 4 - Deferred Sign Ordinance Update Comprehensively update the Signs Chapter of the Pleasanton Municipal Code (PMC). CEDD Low 72 4 - Deferred Historic Preservation Strategies
Study options and implement code amendments and other strategies (e.g. PMC Amendments, Historic District Designation, Mills Act) as appropriate. CEDD Low
73 4 - Deferred Investigate New Allowable Land Uses
Study potential Pleasanton Municipal Code (PMC) amendments to allow for potential business and revenue enhancing uses, currently not allowed, to establish in Pleasanton (e.g. Card rooms, cannabis-related businesses, short-term rentals). CEDD Low 74 4 - Deferred Annexation of Various Areas
Determining if annexation of areas like the Remen Tract, Happy Valley, Castlewood, Lester should be brought into the City’s official boundaries. CEDD High
75 4 - Deferred
New Emergency Operations Center
(EOC)/Department Operations Center
(DOC) Training Center
Plan, design, and construct a dedicated Emergency Operations Center with integrated Department Operations Center and training facilities. Includes site selection analysis and facility design to support emergency response and training activities. CMO High 76 4 - Deferred Community Survey
The community survey is a comprehensive, statistacally valid data collection tool designed to gather resident feedback on municipal services, priorities, and overall satisfaction with city operations. CMO Low 77 4 - Deferred 2026 Semi-Quincentennial Celebration Coordination of Pleasanton's 250th anniversary celebration in 2026 through partnerships with local service organizations. CMO Low 78 4 - Deferred Short-term Rental Ordinance (TOT) Explore the possibility of developing a short-term rental ordinance to collect transient occupanty tax (hotel tax). FIN Low 79 4 - Deferred Fiber Master Plan
Develop a city-wide fiber-optic blueprint that pinpoints current gaps, forecasts future bandwidth demand, and outlines phased build‑out options. IT High
80 4 - Deferred First Responder Fees
Exploration of revenue opportunities for Livermore Pleasanton Fire Department (LPFD)services including paramedic first responder fees, insurance coverage of some fire response costs and/or a property tax. LPFD Low 81 4 - Deferred
City-Wide Access Control System/
Replacement and Security Integration
Replace legacy door-access and alarm systems across all municipal facilities with a single, centrally managed access-control and physical-security platform. PW High
82 4 - Deferred
Relocation of Firearm Training Range
and Other Training Centers - 3333
Busch Road
The Police Department firearm training range facility and the Livermore-Pleasanton Fire Department training center need renovation. With housing developments planned in the area relocation is needed to meet state regulations that will better meet operational needs. PW Low
5
Project Prioritization Workshop July 15, 2025
Workshop Agenda 21.Overview of Department Core Services and Resources 2.Review of Project Prioritization Criteria3.Project Prioritization List Overview and Q&A4.Prioritization Exercise
Departments and Core Services - Overview
City Manager’s OfficeThe City Manager's Office comprises 8 FTEs and serves as the operational and strategic backbone of the city, providing leadership, guidance, and support to the entire organization.The department includes two special divisions:•Communications •Emergency Management4
City Attorney's OfficeThe City Attorney's Office, which is comprised of 5 FTEs, performs all legal services required by the City. •Provides legal advice to the City Council and City staff •Frames all ordinances, resolutions, contracts, and other City documents•Defends the City against claims and lawsuits filed against it •Represents the City in the prosecution of cases•Serves as the City's Risk Manager5 City Clerk's OfficeThe City Clerk’s Office comprises 5 FTEs and provides staff support for municipal governance processes.•Staffs City Council meetings and prepares the legislative agenda•Administers federal, state, and local processes •Coordinates municipal elections •Oversees the City's records program •Maintains the Municipal Code;•Serves as filing officer for disclosures (conflict of interest and campaign finance)•Manages City boards and commissions membership6
Human Resources DepartmentThe Human Resources Department comprises 7 FTEs and provides employee services and labor relations support. •Benefits, Retirement, and Leave Management •Employee and Labor Relations•General Services (Employment Verification and Information Requests)•Recruitment, Classification, and Compensation (Talent Acquisition)•Training and Development•Workers’ Compensation and Ergonomic Reviews7 Finance DepartmentThe Finance Department comprises 15 FTEs and provides fiscal oversight and management for the City.•Financial Reporting and Oversight of Various Audits •Budget Preparation•Treasury/Cash Management•Debt Management•Accounts Receivable and Revenue Collection•Accounts Payable•Payroll•Purchasing•Business Licensing8
Information Technology DepartmentThe Information Technology Department comprises 8 FTEs and ensures the functionality and reliability of the City’s technology systems. •Software Application Maintenance•Server and Network Management•Endpoint Device Support•Cybersecurity•Geographic Information Systems (GIS)•Telecommunications9 Community and Economic Development DepartmentThe Community and Economic Development Department comprises 30 FTEs and supports the City and its vision through comprehensive planning and development services.•Long-range and current planning•Development approvals/entitlement•Land use planning and policy development•Building plan check, permitting, and inspection•Transportation and Traffic Engineering•Code Enforcement (neighborhood preservation)•Housing Programs and Services•Economic Development (business retention and attraction)•Sustainability and Climate Action10
Library and Recreation Department
11The Department comprises 41.75 FTE + Temporary Seasonal Employees (reduced from 50.25) and provides diverse cultural, educational, and recreational services to the community.•Public Library Services•Literacy/ESL Programming•All Ages Programming•Summer Reading Program•Volunteer Opportunities•Facility Rentals•Pleasanton Pioneer Cemetery•Firehouse Arts Center – Performing Series•Youth Theater Programs•Harrington Art Gallery•Special Events/Cultural Celebrations Library and Recreation - continued
12• Senior Center• Programs• Special Events• Volunteer Opportunities• Recreation for Adults with Developmental Disabilities (RADD)• Human Services• Housing and Human Services Grant Programs• Senior Meal Programs• Senior Support• Senior Transportation Services• Contract and Specialty Classes• Gingerbread Preschool• Recreation Programs for Youth and Teens (Summer Camps, etc.)• Alviso Adobe/Environmental Education Programs• Youth Sports• Aquatics
Police Department13
The Police Department comprises 117 FTEs and is dedicated to ensuring the safety and quality of life for the community of Pleasanton through proactive measures, crime prevention and emergency response.
Police Department – continuedThe Department consists of three divisions:14Operations Division• Patrol• Traffic• K-9• ARU• SRO• Animal ServicesInvestigative Division• Criminal investigations• Business Services• Professional Standards• Personnel and Training• Community Services• Property and EvidenceSupport Services• Dispatch• Records• RTIC• Cadets
Livermore-Pleasanton Fire Department JPA•The Livermore-Pleasanton Fire Department Joint Powers Authority (JPA) was established in 1996 and consists of 127.5 FTE in 3 Divisions •Administration•Operations•Prevention•Staff shared 50/50 with Livermore15 LPFD JPA - continued•Operations – Emergency Response•Facilities include a training center and 10 fire stations•All-Risk emergency and non-emergency response•Public education and routine annual fire/life safety inspections•Fire Prevention – Community Risk Reduction Through Education and Enforcement•Plan review and inspections ensure protective systems are properly installed on new and remodel construction•Annual fire fuels abatement program•Fire Safety Expo and other fire prevention community events•Administration – Leadership and Business Functions of the JPA•Finance, recruitment, personnel, communications, supplies and services, CERT16
17 Public Works DepartmentThe Public Works Department consists of 110 FTE and 16 Part Time staff in multiple divisions, including:Operations & Maintenance •Parks: Parks, Trails, Medians. Open Spaces, Urban Forest•Customer Service & Billing: Public Assistance, Utility Billing and Service Requests•Streets & Traffic Safety: Streets, Sidewalks, Traffic Signs, Roadway Safety and Accessibility•Fleet: Vehicle and Equipment Maintenance and Compliance•Facilities: Building Maintenance and Improvements 18 Public Works Department - continued
Utilities and Environmental Services •Utilities: Water System, Storm Drain System, Sewer System•Environmental Services: Water Efficiency Rebates, Water Conservation Services, Storm Water Pollution Prevention Compliance, Backflow Program, Fats, Oils, Grease Program•Waste and Recycling: Promote Recycling and Composting, Regulatory Compliance with Waste ProgramsEngineering•Capital Improvement Program (CIP): Project Planning, Infrastructure Design, Public Facilities•Land Development: Plan Review, Permitting, Regulatory Compliance•Landscape Architecture: Park Design, Tree Preservation•Construction Management: Project Oversight, Quality Control, Contractor Coordination
Projects by Department/DivisionLead Dept1 - Must Do2 - Committed Priority3 - Strategic Pipeline4 - DeferredGrand Total% of ProjectsCEDD 5 5 9 6 25 31%CMO 3 4 8 3 18 22%FIN 2 2 1 1 6 7%HR 1 1 1 3 4%IT 1 1 2 2%LPFD 2 1 1 4 5%LR 2 1 3 4%PW 10 7 2 2 21 25%Grand Total 23 21 24 14 82 100% Review Project Prioritization Criteria1.Must Do Projects2.Committed Priorities3.Strategic Pipeline 4.Deferred Projects 20
1. Must Do ProjectsMust Do Projects protect the City from legal liability, maintain basic services, honor existing commitments, and ensure team safety and effectiveness.Criteria:•Legally required or regulatory mandates•Already underway (stopping would waste investment)•Operational necessity (city cannot function without)•Have resources currently allocated•Include essential employee safety and well-being•Include future organizational development needs21
1. Must Do Projects (23 Projects) 1.BART Station Concept Plan for Housing 2.Bicycle and Pedestrian Master Plan Update 3.Housing Element – Additional Residential Rezones4.Streamlining Permit Process5.East Pleasanton Planning and Policy6.LPFD/ State Water Resources Control Board Investigation7.Organizational Assessment 8.Eliminate Central Services Division (Budget Implementation)9.Explore Potential Ballot/Revenue Measure Options10.Implementation and Financing for Water Infrastructure11.Labor Negotiations12.Library and Recreation Restructure (Budget Implementation)13.Commission and Committee Restructure14.Complete Asset Management Plan15.Implement Next Phase of Garbage Franchise Agreement16.Sewer System Plan and Rate Update 17.Implementation and Enforcement of State Required Lead and Copper Regulations 18.Development of Sewer Pipe Blockage Control Program19.Implementation of Cross-Connection Control Program20.State Required SB1383 Waste and Recycling Regulations - implementation21.Water Supply Alternative /Wells/PFAS 22.Update Special District Rates for Landscape Maintenance District (LMD)23.Fire Alarm System Upgrade at All City Facilities22
2. Committed Priorities Committed Priorities balance revenue generation and cost savings with critical investments in organizational success. Criteria:•Resources available (funded and staffed)•High strategic plan alignment•Significant community impact or urgency•Investments in organizational culture and employee retention•Can begin implementation within 24 months23
2. Committed Priorities (21 Projects) 24.Stoneridge Mall Master Plan25.Update Development Services Fees for Community and Economic Development Department and Engineering26.Retail Attraction Strategy 27.Staples Ranch and Zahari Site Activation/Use 28.Transportation Safety Action Plan 29.Implement BELONG Pleasanton - Employer of Choice 30.Update Citywide Records Retention and Disposition Policy 31.Develop Communications Foundation Documents32.Final Phase of Website Migration33.Master Fee Study and Master Fee Schedule Updates/User Fees 34.Pension Strategy 35.Develop and Implement Citywide Employee Safety Program 36.LPFD Strategic Planning 37.LPFD/County Ambulance/Emergency Medical Service (EMS) Delivery Model 38.Electrical Fleet Replacement Programs 39.Americans with Disabilities Act (ADA) Transition Plan40.Non-functional Turf Ban Implementation and Non-functional Turf Conversion41.State Water Regulations/Conservation as a Way of Life 42.Storm Water Master Plan43.Facilities Master Plan44.Comprehensive Facility and Infrastructure Upgrades - Energy Upgrades24
3. Strategic Pipeline Strategic Pipeline demonstrates vision while acknowledging fiscal and staffing constraints, including both infrastructure needs and future organizational excellence investments.Criteria:•Strong strategic alignment OR significant community impact•Currently lack resources or have unresolved dependencies•Would advance immediately if conditions change•Strong candidates for grants or alternative funding25
3. Strategic Pipeline (24 Projects)45.Continue Pleasanton Community Academy (PCA) 46.Climate Action Plan (CAP) 2.0 Implementation 47.Analyze Railroad Quiet Zone48.Affordable Housing Project Program49.Community Benefit Program50.General Plan Update 51.Downtown Specific Plan Updates52.Land Use Planning and Amendments for Stoneridge Mall Periphery53.Urban Growth Boundary Amendments - East Pleasanton54.Bernal Community Park - Specific Plan Amendment 55.Enhance Internal Coordination on Communications(#YourCityAtWork)56.Develop Organizational Key Performance Indicators (KPIs)57.Cellular Lease Revenue Program Development58.Develop Communications Strategic Plan 59.Human Services Program Reorganization and Unhoused Services Framework Development60.Strategic Initiatives & Innovation Pilot Program61.Grant Strategy & Pursuit Program Development62.Finance Policy Update - Fee Policy 63.Organizational Training & Development64.Technology Strategic Plan 65.LPFD JPA Shared Services Transfer 66.Funding for Dolores Bengtson Aquatic Center (DBAC) 67.Update Special District Rates - Geologic Hazard Abatement Districts (GHAD)68.PUSD Maintenance Operations and Transportation (MOT) Discussion26
4. Deferred Projects Deferred Projects are an acknowledgment of what cannot happen under current conditions, allowing focus on critical services during challenging times.Criteria:•Lower strategic alignment•Limited community urgency•Resources better used elsewhere•May revisit if conditions significantly change27
4. Deferred Projects (14 Projects) 69.Study for Strategic Disposition of City Assets/Land70.Downtown Parking Strategy Update/ Downtown Parking Garage 71.Sign Ordinance Update 72.Historic Preservation Strategies73.Investigate New Allowable Land Uses 74.Annexation of Various Areas 75.New Emergency Operations Center (EOC)/Department Operations Center (DOC) Training Center76.Community Survey 77.2026 Semi-Quincentennial Celebration78.Short-term Rental Ordinance (TOT) 79.Fiber Master Plan 80.First Responder Fees 81.City-Wide Access Control System/ Replacement and Security Integration 82.Relocation of Firearm Training Range and Other Training Centers - 3333 Busch Road28
Questions?29
Prioritization Exercise Dot Voting 30
Project Prioritization Exercise Instructions
311. Review the Project ListReview the Project Prioritization List, including projects in all four tiers, any new projects, and any projects proposed for deletion.2. Request Changes (Optional)If you believe a project should be added or deleted, notify staff before beginning your voting. Staff will then update a new project sheet with these items. 3. Dot Voting You will each receive 10 dots total.Dots can be allocated across all four tiers:• Must Do• Committed Priority • Strategic Pipeline• DeferredRules: Please use one dot per project. You may also place dots on a new project or on projects you recommend for deletion.
Next Steps •Revised project list will be brought back to the City Council. •Departmental work plans will utilize the revised project list to inform project planning and resource allocation. 32