CITY COUNCIL
SPECIAL MEETING WORKSHOP
REVISED AGENDA
Tuesday, March 17, 2026
4:30 PM
City Council Chamber
200 Old Bernal Avenue
Pleasanton, CA 94566
Public participation: It is requested that members of the public wishing to address the City Council submit a speaker card. When public comment is opened on an agenda item, individuals may speak once per agenda item.
To submit written public comment regarding an open session item on this meeting agenda visit https://forms.cityofpleasantonca.gov/f/writtenpubliccomment. Comments will be accepted by the City Clerk’s Office until 12:00 p.m. on the day of the Council meeting.
In Person at Council Chamber:
• Submit a physical speaker card to the City Clerk at the meeting. When your name is called, please provide comment at the podium.
CALL TO ORDER
• Roll Call
WORKSHOP
Public comment is limited to only those items listed on the agenda.
1. Receive a report on Strategic Plan implementation, review the Strategic Plan Dashboard, and provide direction on City Council priorities and priority projects
ADJOURNMENT
Accessible Public Meetings
The City of Pleasanton can provide special assistance for persons with disabilities to participate in public meetings. To make a request for a disability-related modification or accommodation (e.g., an assistive listening device), please contact the City Clerk’s Office at 123 Main Street, Pleasanton, CA 94566 or (925) 931-5027 at the earliest possible time. If you need translation or interpretation assistance, please provide at least two working days’ notice prior to the meeting date.
Item #1
CITY COUNCIL AGENDA REPORT
March 17, 2026
City Manager
TITLE: RECEIVE A REPORT ON STRATEGIC PLAN IMPLEMENTATION, REVIEW THE
STRATEGIC PLAN DASHBOARD, AND PROVIDE DIRECTION ON CITY
COUNCIL PRIORITIES AND PRIORITY PROJECTS
SUMMARY
This workshop provides the City Council with a structured update on implementation of the ONE Pleasanton Five-Year Strategic Plan and introduces the Strategic Plan Dashboard as the City’s formal quarterly reporting tool. The workshop marks an important evolution in the Strategic Plan process from initial priority-setting to ongoing, measurable accountability.
During this workshop, the City Council will participate in two focused exercises:
• High-level confirmation or refinement of City Council priorities • Review of the Strategic Plan Dashboard and comprehensive project list to identify any gaps or potential re-prioritization of existing projects Staff will return with a summary report incorporating City Council feedback and affirming priorities for integration into FY 2026/27 work planning.
RECOMMENDATION
Receive a report on Strategic Plan implementation and provide direction regarding:
1. Confirmation or modification of City Council priorities (target range: four to seven priorities through FY 2026/27).
2. Feedback on the Strategic Plan Dashboard and identification of any additional projects for evaluation and/or re-prioritization of existing projects.
BACKGROUND
The "ONE Pleasanton" Five-Year Strategic Plan (FY 2023/24–FY 2027/28), adopted in October 2023, is the City's first comprehensive, city-wide Strategic Plan. Development of the Strategic Plan moved the City away from ad hoc decision-making and priority setting by establishing five strategic goals and 47 strategies to guide City operations, service delivery, and capital investment over a five-year period. During the first three years of implementation, the City Council identified seven strategies to focus priority attention and ensure alignment among policy direction, staffing capacity, and fiscal resources.
As the City enters the final two years of the Strategic Plan (FY 2026/27 - 2027/28), implementation structures are firmly in place. Specifically, implementation actions have been defined, department leads assigned, and priority projects aligned with work plans. With this groundwork established, the organization is transitioning from strategy formation to structured
performance monitoring and reporting.
To support this transition, the Strategic Plan Dashboard has been developed as the City’s formal quarterly accountability tool. The dashboard integrates all five goals, 47 strategies, and associated priority projects into a unified reporting framework that provides transparency to the City Council, staff, and the community.
In July 2025, the City further strengthened alignment between strategic direction and operational capacity by implementing a Project Prioritization Framework. Projects are categorized as Priority 1 or 2 (Must-Do, Committed) or Priority 3 or 4 (Strategic Pipeline, Deferred) to ensure fiscal capacity and staffing resources are directed toward the City’s highest priorities.
In the future, the City will establish a consistent annual review/check-in whereby, in the first quarter of each year, staff will present the City Council with a Strategic Plan status update, including a review of priority project progress and an opportunity for the City Council to reaffirm, refine, or adjust City Council priorities for the coming fiscal year. This timing aims to intentionally align with the City’s budget development cycle to ensure Council direction is incorporated into departmental work plans before the fiscal year begins.
DISCUSSION
The seven City Council priorities and related projects identified during the July 15, 2025 Project Prioritization Workshop continue to advance. The following updates reflect work completed to date, milestones underway, and alignment with the City’s project prioritization framework. Together, they provide a high-level overview of implementation actions to inform City Council discussion and the upcoming workshop exercises.
Seven Council Priorities (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
Status: On Track
The Asset Management Plan is currently under development. An update was provided to the City Council in December 2025. Next steps include developing a funding plan to address the identified infrastructure needs, including facilities, fleet, and other City assets.
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
Status: On Track
Staff have completed data collection and a preliminary condition assessment. Phase 2 is underway and includes data validation and cleanup, as well as system integration across various platforms (Maintstar, IRIS, GIS, and Tyler Munis). This phase also includes developing supporting business processes, policies, and staff training, with completion targeted for December 2026. Phase 3 lifecycle planning will begin thereafter, with the first asset management-driven Capital Improvement Program (CIP) planning by May 2027.
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
Status: On Track
With support from Zone 7, City staff presented groundwater feasibility results to the City Council on February 3, 2026. At the City Council’s direction, staff is conducting an independent evaluation to determine the next steps in the Joint Groundwater Well Project. Staff anticipates completing the analysis and reporting back to Council in April 2026.
4. Goal D. Safeguarding Our City Strategy 1. Assess the City's overall emergency preparedness capabilities, resources, and tools and implement changes as needed
Status: On Track
The City has updated its preparedness training program and conducted two functional Emergency Operations Center (EOC) exercises to evaluate its ability to coordinate response and recovery efforts during a simulated incident. These exercises helped assess operational readiness, interdepartmental coordination, and resource deployment capabilities, and informed continued improvements to emergency preparedness processes and tools.
5. Goal A. Funding Our Future Strategy 2. Identify expanded and new revenue sources to address significant infrastructure needs
Status: On Track
At the Council’s direction, the City is exploring a potential Transient Occupancy Tax (hotel tax) measure to increase the rate from 8 percent to 10 percent in FY 2027/28 and to 12 percent in FY 2028/29.
6. Goal E. Building a Community Where Everyone Belongs Strategy 4. Implement the updated 2024-2028 Economic Development Strategic Plan initiatives
Status: On Track
Implementation of the Economic Development Strategic Plan continues to advance. The City completed the Pleasanton Downtown Association (PDA) Business Improvement District (BID) structure assessment and Phase 1 of the Retail Attraction Strategy. Amendments to the Pleasanton Municipal Code (PMC) were adopted to create Innovation-Based Business (IBB) uses and streamline Design Review, appeal periods and noticing procedures. Staff developed new marketing collateral to enhance visibility and branding efforts and expanded social media outreach through business spotlights for new/opening soon announcements, and partnerships with local organizations. The City continues to maintain strong community, business, and regional partnerships, including the annual Support Local Program.
7. Goal E. Building a Community Where Everyone Belongs Strategy 9. Advance the East Pleasanton Specific Plan
Status: On Track
Staff made significant progress on the East Pleasanton Policy Framework in 2025. A Joint City Council and Planning Commission meeting was conducted to identify key policy issues and land use concepts for further exploration. Staff also held a community meeting in October 2025 and completed two rounds of stakeholder meetings to gather input. Policy options are currently under analysis and are anticipated to be presented to the Planning Commission and City Council for further input in late Spring 2026.
The seven council priorities have been incorporated into the Strategic Plan Dashboard (dashboard).
Strategic Plan Dashboard
The Strategic Plan Dashboard is the City’s formal quarterly reporting tool for tracking implementation of the ONE Pleasanton Five-Year Strategic Plan. The FY 2025/26 Q2 (October 2025 – December 2025) Dashboard is attached (Attachment 1 – Dashboard Q2).
The dashboard integrates the City’s five strategic goals, 47 strategies, and 44 priority projects into a single reporting framework. Each strategy includes defined implementation actions, department leads, and status indicators. This structure ties individual tasks directly to broader strategic objectives and Council priorities.
The dashboard also identifies:
• City Council Priority designations
• Priority Project indicators
• Department lead assignments (CMO, FIN, PW, CED, IT, HR, PD, LR, LPFD) • Visual status key (Completed, On Track, Delayed, Not Started)
Table 1. Strategy Plan Second Quarter (Q2) 2025/26 Summary Status Completed On Track Delayed Not Started Total
Strategies 6 31 5 5 47
Priority
Projects
1 37 2 4 44
Implementation of the ONE Pleasanton Strategic Plan remains strong. Of the 47 strategies, a majority – 66 percent are currently on track, with additional strategies completed and only a small portion delayed or not yet started. Similarly, progress on the City’s 44 priority projects (primarily categorized as Must-Do and Committed initiatives) demonstrates solid advancement, with 84 percent on track and one project completed. Overall, the dashboard reflects consistent forward momentum and disciplined alignment between City Council priorities, departmental work plans, and available resources.
Q3 (December 2025 – March 2026) data collection is currently underway and will continue through the end of March 2026. The dashboard will be updated with complete Q3 information in April 2026, continuing the City’s quarterly reporting cadence.
Workshop Exercises
City Executive Leadership Team members will be present in the audience to answer technical or department-specific questions during both exercises. Public comment will also be received as part of the workshop discussion.
Exercise 1 - Council Priority Confirmation
Purpose: Confirm focused City Council priorities for the upcoming fiscal year (FY 2026/27).
Goal: This is a high-level discussion of policy alignment. It is not intended to revise implementation actions or rewrite strategies, but rather to confirm focus areas for the coming year.
Handout: Strategic Plan Dashboard (Attachment 1 – Dashboard Q2).
Strategies are listed under each goal (A–E) in dark grey text (for example, page 2 under Goal A – Funding Our Future, Strategy 1. Develop a long-term strategy for funding operations and maintenance needs of community-owned facilities and infrastructure).
Council instructions:
1. Review the seven current City Council priority strategies
2. Provide direction on:
• Whether priorities should remain
• Whether any should be removed
• Whether any additional strategy should be elevated to priority status
3. Identify which four to seven strategies should remain designated Council priorities for FY 2026/27
Goal: Identify four to seven priority strategies that will guide staff focus and work planning for FY 2026/27.
Exercise 2 – Dashboard and Priority Project Review
Purpose: Validate completeness and alignment of the Strategic Plan Dashboard and priority project list.
Goal: Provide clear direction to staff regarding project focus and sequencing for the next two fiscal years.
Handout: Priority Project List (Attachment 2 - Priority Project List).
Council instructions:
1. Review the dashboard structure and status indicators
2. Review the comprehensive 82 priority project list
3. Provide direction on:
• Any priority projects that may be materially missing
• Whether any Priority 3 or 4 projects should be moved to a higher priority • Whether any Priority 1 or 2 projects should be moved to a lower priority
Next Steps
Following the workshop, staff will evaluate City Council feedback regarding City Council priorities and priority projects. Staff will assess the feasibility and alignment of resources, including budget and staffing capacity, and return with recommended updates. That report will affirm City Council priorities, identify any recommended adjustments to the priority projects, and provide an updated status on overall implementation progress.
EQUITY AND SUSTAINABILITY
The strategic plan workshop addresses fiscal needs and staffing constraints while ensuring project planning and tracking reflect broader community needs and advance equitable outcomes.
OUTREACH
No outreach was conducted, as this item is a workshop discussion only.
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, Principal
Analyst
Alexa Jeffress, Assistant City Manager
Gerry Beaudin, City
Manager
Attachments:
1. Attachment 1 - Dashboard Q2
2. Attachment 2 - Priority Project List
3. Attachment 3 - Presentation
4. Attachment 4 - Exercise 1
5. Attachment 5 - Exercise 2
5 YEAR STRATEGIC PLAN 2023-2028
SERVICE | INTEGRITY | INCLUSION | INNOVATION
PLEASANTON
VISION: Pleasanton is a progressive, desirable city where a diverse community honors the city’s historic character while working together to create an excellent quality of life now and for the future.
QUARTERLY UPDATE
Attachment 1: Dashboard Q2
STRATEGIC PLAN IMPLEMENTATION DASHBOARD
CITY OF PLEASANTON
FY 2025/26 Q2 UPDATE
Strategic Plan Strategies
47 STRATEGIES
Status Key Department Lead Key
COMPLETED
ON TRACK
DELAYED
NOT STARTED
CITY COUNCIL PRIORITY
PRIORITY PROJECT
Priority Projects
44 PROJECTS
CED Community & Economic
Development
CMO City Manager’s Office
FIN Finance
HR Human Resources
IT Information Technology
LPFD Livermore Pleasanton
Fire Department
LR Library & Recreation
PD Police Department
PW Public Works
11% 13%
11%
66%
2%
84%
5%
9%
SEE PROGRESS
The ONE Pleasanton Strategic Plan includes five goals and 47 strategies, each supported by specific implementation actions. These actions align with the City’s 44 priority projects, which are listed below each strategy. This report shares progress toward completing these actions and priority projects to advance the City’s strategic goals. Visit pleasantonstrategicplan.com for more details.
Completed On Track Delayed Not Started Total
Strategies 6 3 1 5 5 47
Priority Projects 1 37 2 4 44
CITY OF PLEASANTON 5 YEAR STRATEGIC PLAN 2023-2028
A. FUNDING OUR FUTURE: Fiscal Sustainability
1. Develop a long-term strategy for funding operations and maintenance needs of community-owned facilities and infrastructure.
A.1 .a Develop 10-Year Funding Forecast Model FIN
A.1 .b Form Budget Advisory Committee to evaluate cost reduction strategies FIN A.1 .c Assess infrastructure funding gaps by category FIN A.1.d Develop 3-5 year Fiscal Sustainability Plan FIN
2. Identify expanded and new revenue sources to address significant infrastructure needs.
A.2.a Explore Potential Ballot/Revenue Measure options FIN A.2.b Develop a sponsorship policy for City programs, events and facilities FIN
3. Evaluate and update enterprise revenue sources, including utility rates, and connection and user fees.
A.3.a Phase 1 water rate and connection fee studies and rate adjustment PW A.3.b Phase 2 water and sewer rate and connection fee studies and rate adjustment PW A.3.c Update Special District Rates for Landscape Maintenance District PW A.3.d Implementation and financing for Water Infrastructure PW A.3.e Evaluate and establish ongoing revenue source for stormwater system maintenance PW
4. Include assessment of ongoing maintenance and operating costs for all new projects.
A.4.a Develop cost assessment framework PW
A.4.b Create maintenance cost templates for project evaluation PW A.4.c Establish review process for all new capital projects PW
5. Update and standardize City policy regarding cost recovery for services.
A.5.a Complete comprehensive indirect cost allocation plan FIN A.5.b Eliminate Central Services Division for cost savings and consolidation FIN
6. Establish City policy and update City fee schedule to ensure fees charged represent costs of services.
A.6.a Implement credit card fees FIN
A.6.b Update PUSD joint use agreements FIN
A.6.c Update Development Services Fees for CEDD and Engineering FIN A.6.d Master Fee Study and Master Fee Schedule Updates/User Fees FIN 7 . Conduct an analysis and update development impact fees to keep pace with new development costs.
A.7 .a Comprehensive Development Impact Fee update CED A.7 .b Affordable Housing Fee update CED
8. Continue to evaluate pension and other post-employment benefits (OPEB) liabilities.
A.8.a Complete pension study with actuary consultant FIN A.8.b Analyze pension trust fund usage FIN
A.8.c Pension Strategy implementation FIN
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CITY OF PLEASANTON 5 YEAR STRATEGIC PLAN 2023-2028CITY OF PLEASANTON 5 YEAR STRATEGIC PLAN 2023-2028 B. OPTIMIZING OUR ORGANIZATION: Organizational Effectiveness
1. Implement the City’s BELONG action plan.
B.1.a Launch BELONG Pleasanton initiative CMO
B.1.b Develop BELONG implementation plan CMO
B.1.c Infuse BELONG core values into city operations CMO B.1.d Implement BELONG Pleasanton - Employer of Choice CMO
2. Implement critical software platforms across departments.
B.2.a Complete Police CAD/RMS/Mobile Systems upgrade IT B.2.b Complete Tyler Munis ERP Systems upgrade IT
B.2.c Complete Accela Land Management Systems upgrade IT B.2.d Implement Online Budget Book software IT
B.2.e Complete Tyler Cashiering upgrade IT
3. Develop and implement a plan for internal strategic communication.
B.3.a Create internal communication protocols CMO
B.3.b Establish regular staff communication channels CMO
4. Evaluate and update the organization’s structure of community engagement opportunities.
B.4.a Final phase of website migration CMO
B.4.b Develop Communications Foundation documents CMO B.4.c Develop new engagement framework CMO
5. Develop employee recruitment and retention strategies to position Pleasanton as the employer of choice for the region.
B.5.a Labor Negotiations completion HR
B.5.b Update recruitment strategies HR
B.5.c Enhance employee retention programs HR
6. Update City policies and procedures to proactively plan to address workplace health and safety issues.
B.6.a Convene interdepartmental Safety Committee CMO
B.6.b Update Injury and Illness Prevention Plan CMO
B.6.c Develop and implement Citywide Employee Safety Program CMO 7 . Update and expand onboarding, professional development, and performance management plans.
B.7 .a Complete Organizational Assessment HR
B.7 .b Identify process improvement opportunities HR
B.7 .c Implement automation where appropriate HR
8. Develop a Technology Strategic Plan.
B.8.a Initiate Technology Strategic Plan development IT B.8.b Conduct technology needs assessment IT
B.8.c Develop implementation roadmap IT
B.9.d Adopt Artificial Intelligence Policy IT
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CITY OF PLEASANTON 5 YEAR STRATEGIC PLAN 2023-2028
C. INVESTING IN OUR ENVIRONMENT: Infrastructure, Public Facilities and Sustainability
1. Implement the four-year Capital Improvement Program (CIP).
C.1.a Establish Capital Improvement Program Process and Prioritization (CIPPP) PW C.1.b Develop annual CIP delivery schedule and milestones PW C.1.c Develop regular CIP progress reporting framework PW
2. Develop an Asset Management Plan to address comprehensive long-term planning for maintenance, renovation, repair and/or replacement of infrastructure and public facilities.
C.2.a Complete Asset Management Plan PW
C.2.b Develop Facilities Master Plan PW
3. Identify funding and implement the recommendations from the Water Supply Alternative Study to resolve PFAS water quality issues.
C.3.a Complete Water Supply Alternatives study PW
C.3.b Implement groundwater wells project PW
C.3.c LPFD/State Water Resources Control Board investigation CMO
4. Complete the Water System Master Plan to reflect current and future operations and identify system improvements and necessary maintenance.
C.4.a Complete Water System Management Plan update PW C.4.b Implementation of Cross-Connection Control Program PW C.4.c State Water Regulations/Conservation as a Way of Life PW C.4.d Implementation of Lead and Copper Rule federal regulations PW
5. Develop the Accessibility for Disabled Americans (ADA) Transition Plan.
C.5.a Americans with Disabilities Act (ADA) Transition Plan development PW C.5.b Conduct accessibility assessment (future) PW
6. Continue to implement priority items from the Climate Action Plan 2.0 (CAP) to lead by example in environmental sustainability.
C.6.a Electrical Fleet Replacement Programs CED
C.6.b Comprehensive Facility and Infrastructure Upgrades - Energy Upgrades CED C.6.c Non-functional Turf Ban Implementation and Conversion CED C.6.d Implement next phase of Garbage Franchise Agreement PW C.6.e State required SB1383 waste and recycling regulations implementation PW 7 . Continue to invest in parks, bicycle, and pedestrian infrastructure, and public art.
C.7 .a Bicycle and Pedestrian Master Plan update CED C.7 .b Transportation Safety Action Plan CED
C.7 .c Develop percent for public art fee CED
8. Update the Sewer System Master Plan to reflect current and future operations and identify system improvements and necessary maintenance.
C.8.a Complete Sewer System Management Plan PW
C.8.b Evaluate and update sewer rates PW
C.8.c Develop sewer project recommendations PW
C.8.d Development of Sewer Pipe Blockage Control Program PW
Continued on following page...
4
CITY OF PLEASANTON 5 YEAR STRATEGIC PLAN 2023-2028CITY OF PLEASANTON 5 YEAR STRATEGIC PLAN 2023-2028
9. Develop the Stormwater Master Plan.
C.9.a Stormwater Master Plan development PW
C.9.b Identify ongoing funding source for stormwater infrastructure PW C.9.c Develop stormwater project recommendations PW
10. Create a citywide Fiber Master Plan that outlines a plan for building and managing a fiber optic network.
C.10.a Initiate Fiber Master Plan development IT
C.10.b Network assessment and mapping IT
C.10.c Develop implementation strategy IT
D. SAFEGUARDING OUR CITY: Public Safety and Emergency Preparedness
1. Assess the City’s overall emergency preparedness capabilities, resources, and tools and implement changes as needed.
D.1.a Emergency Operations Plan development CMO
D.1.b Facility Assessment for Emergency Operations CMO D.1.c Mobile resource and tool upgrades CMO
D.1.d Fire Alarm System Upgrade at all City facilities CMO
2. Develop and implement a comprehensive training program for all employees on disaster preparedness.
D.2.a Design comprehensive training curriculum CMO
D.2.b Conduct regular drills and exercises CMO
3. Implement an ongoing strategy to reduce the City’s cybersecurity risks.
D.3.a Implement ongoing cybersecurity strategy IT
D.3.b Conduct regular security training IT
4. Identify funding sources and implement the hazard mitigation plan.
D.4.a Participate in County Community Wildfire Protection Plan (CWPP) development LPFD D.4.b Implement local wildfire mitigation measures LPFD D.4.c Coordinate with Alameda County on EMS changes LPFD
5. Implement high priority items from the 2023-2027 Pleasanton Police Department Strategic Plan.
D.5.a Implement Police Strategic Plan priorities PD
D.5.b Community survey recommendations PD
D.5.c Police service enhancements PD
6. Implement high priority items from the 2022-2026 Livermore Pleasanton Fire Department Strategic Plan.
D.6.a LPFD Strategic Planning LPFD
D.6.b LPFD/County Ambulance/EMS Delivery Model implementation LPFD D.6.c Standards of Cover assessment LPFD
D.6.d Community Risk Assessment LPFD
Continued on following page...
INVESTING IN OUR ENVIRONMENT continued
5
CITY OF PLEASANTON 5 YEAR STRATEGIC PLAN 2023-2028
E. BUILDING A COMMUNITY WHERE EVERYONE BELONGS: Livability and Community Development
1. Apply strategies for the City BELONG action plan to increase equitable access to the City programs and services for the community.
E.1.a Host cultural celebration events CMO
E.1.b Develop a communication strategy for cultural events acknowledgement CMO E.1.c Internal review of current city processes through an equity lens CMO
2. Develop a plan for strategic external communications to the community that integrates equitable best practices.
E.2.a Develop external communications strategy CMO
E.2.b Update Citywide Records Retention and Disposition Policy CMO E.2.c Develop and Launch Campaigns for Major Citywide Initiatives CMO
3. Implement high priority items from the Library and Recreation Strategic Plan.
E.3.a Library and Recreation Restructure LR
E.3.b Complete Implementation of the 2019-2024 Strategic Plan LR E.3.c Develop 2025-2030 Strategic Plan LR
E.3.d Develop and Implement Action Plan for 2025-2030 Strategic Plan LR E.3.e Commission and Committee Restructure LR
4. Implement the updated 2024-2028 Economic Development Strategic Plan initiatives.
E.4.a Business retention, attraction and expansion program CED E.4.b Local business support services program CED
E.4.c Streamlining Permit Process CED
E.4.d Retail Attraction Strategy CED
E.4.e Staples Ranch and Zahari Site Activation/Use CED
5. Complete master planning and California Environmental Quality Act (CEQA) document for the Stoneridge Mall Framework.
E.5.a Stoneridge Mall Master Plan, including CEQA CED E.5.b Community engagement for mall redevelopment CED SAFEGUARDING OUR CITY continued
Continued on following page...
7 . Develop a communication strategy regarding emergency preparedness for the community and regional partners.
D.7 .a Create emergency communication framework CMO
D.7 .b Establish regional partner protocols CMO
D.7 .c Develop public outreach materials CMO
8. Identify funding and plan for a new Emergency Operations Center (EOC).
D.8.a Identify EOC funding sources CMO
D.8.b Plan new Emergency Operations Center design CMO D.8.c EOC equipment and technology specifications CMO
9. Assess existing police facilities and fire stations to identify needs for remodeling or replacement.
D.9.a Assess police facilities needs PW
D.9.b Evaluate fire station requirements PW
D.9.c Facilities Master Plan integration PW
6
CITY OF PLEASANTON 5 YEAR STRATEGIC PLAN 2023-2028CITY OF PLEASANTON 5 YEAR STRATEGIC PLAN 2023-2028
6. Implement the Housing Element and develop a plan to end homelessness.
E.6.a Complete BART Station concept plan for housing CED E.6.b Complete Housing Element additional residential rezoning CED E.6.c Develop unhoused services framework CED
E.6.d Adopt Updated Inclusionary Zoning Ordinance CED 7 . Create a livability index to measure community well-being, informed by the biannual community survey.
E.7 .a Develop livability metrics framework CED
E.7 .b Conduct biannual community survey CED
8. Advance strategies for preserving historic resources and the historic character of the city.
E.8.a Develop historic preservation guidelines CED
E.8.b Create historic resource inventory CED
9. Advance the East Pleasanton Specific Plan.
E.9.a East Pleasanton Planning and Policy CED
E.9.b Process East Pleasanton applications CED
E.9.c Adopt updated General Plan vision and policies CED E.9.d Explore Infrastructure Financing/Community Facilities District CED
10. Establish a partnership with a non-profit developer to secure a site and develop an affordable housing project.
E.10.a Identify potential non-profit development partners CED E.10.b Secure/identify site for affordable housing development CED E.10.c Develop partnership agreement and project framework CED
11. Initiate an update of the 2005 General Plan.
E.11.a Initiate General Plan update process CED
E.11.b Conduct community visioning sessions CED
E.11.c Update land use and policy framework CED
12. Implement the results of the Human Services Needs Assessment and streamline housing, human services, and community services grant programs.
E.12.a Implement Human Services Needs Assessment findings LR E.12.b Streamline grant programs LR
E.12.c Develop unified application process for services LR E.12.d Develop Pilot RFQ Process for FY 2026/27 LR
BUILDING A COMMUNITY WHERE EVERYONE BELONGS continued
7
FY 2025/26 and 2026/27 Project Prioritization List
Attachment 2: Priority Project List
No.
Prioritization
Category
Project Name
Lead Resources
Project Description
(Low/High) Dept
Prepare a concept plan for the East Dublin-Pleasanton BART station for future redevelopment as high density housing, 1 1- Must Do BART Station Concept Plan for Housing consistent with the Housing Element. CEDD Low Bicycle and Pedestrian Master Plan Update to reflect recent developments, community needs, and best practices, including improvements near high-use areas 2 1- Must Do Update (downtown, regional transit, schools). CEDD High Housing Element - Additional Rezone three commercial properties (with CEQA review) for housing to meet No Net Loss requirements and the terms of the 3 1- Must Do Residential Rezones HAC Agreement. CEDD Low Amend the municipal code and improve processes to simplify permitting, reduce delays, streamline design review and support 4 1- Must Do Streamlining Permit Process business and retail attraction. CEDD Low Process East Pleasanton applications, adopt an updated General Plan vision and policies, and explore an Infrastructure 5 1- Must Do East Pleasanton Planning and Policy Financing/Community Facilities District. CEDD Low LPFD/ State Water Resources Control
6 1- Must Do 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 Eliminate Central Services Division
8 1- Must Do (Budget Implementation) Remove centralized delivery of office supplies and on-site print shop services previously provided by Central Services. CMO Low Explore Potential Ballot/Revenue Explore revenue options to address the City's structural deficit and fund aging infrastructure needs , including potential revenue- 9 1- Must Do Measure Options generating ballot measures .. FIN Low Implementation and Financing for Debt financing is needed to support the capital projects identified in the Water System Management Plan (WSMP). The 2025 10 1- Must Do Water Infrastructure 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 Library and Recreation Restructure Implement budgetary decisions, including reduce library hours and programs, restructure recreation divisions, develop rental 12 1- Must Do (Budget Implementation) model for adult sports leagues, and modify contracts with vendors. LR High Commission and Committee Create a City Council Ad-Hoc Subcommittee to review the City's Commission/Committee structure based on the recently 13 1- Must Do Restructure adopted budget, which includes reductions to staffing, programs, and services. LR Low Complete the plan to inform capital improvement projects (CIP), repair and replacement (R&R) programs, and operational 14 1- Must Do Complete Asset Management Plan needs. PW High Implement Next Phase of Garbage Manage the next phase of the City's waste and recycling franchise agreement, scheduled to expire on June 30, 2029 to meet the 15 1- Must Do Franchise Agreement city's solids waste needs. PW High The State Water Resources Control Board requiring agencies to prevent sewage spills, comply with federal and state discharge 16 1- Must Do Sewer System Plan and Rate Update prohibitions, follow monitoring and reporting requirements, and implement a Sewer System Management Plan (SSMP). PW High Implementation and Enforcement of
State Required Lead and Copper This is a federal mandated program designed to minimize lead and copper in drinking water by the Environm ental Protection 17 1- Must Do Regulations Agency (EPA). PW High
Development of Sewer Pipe Blockage The Sewer Pipe Blockage Control Program is responsible for preventing fats, oils, and grease (FOG)related sanitary sewer 18 1- Must Do Control Program overflows. Sanitary Sewer Overflow (SSOs) as required by the State Water Resources Control Board (State Water Board). PW High
FY 2025/26 and 2026/27 Project Prioritization List
No.
Prioritization
Category
Project Name
Lead Resources
Project Description
(Low/High) Dept
The state-mandated Cross Connections and Water Pollution Control Program is responsible for inspecting industrial, Implementation of Cross-Connection commercial, and medical facilities to ensure that no hazardous conditions exist between plant equipment, process waters, 19 1- Must Do Control Program plumbing fixtures and the potable water system. PW High State Required SB1383 Waste and This is a state-mandated program that requires the City to implement and enforce SB 1383 regulations aimed at reducing Recycling Regulations - organic waste disposal in landfills. The program focuses on diverting food waste and other organics from the waste stream to 20 1- Must Do Implementation reduce greenhouse gas emissions. PW High The City partnered with Zone 7 water agency on a joint groundwater facilities project in the Bernal subbasin. This effort aims to 21 1- Must Do Water Supply Alternative /Wells/PFAS lower wholesale water costs, improve water supply reliability, and reduce future regulatory compliance risks. PW High Update Special District Rates for As required by the Landscaping and Lighting Act of 1972, the City must levy an annual assessment on all parcels benefited by its 22 1- Must Do Landscape Maintenance District Landscape Maintenance District. PW Low Fire Alarm System Upgrade at All City
23 1- Must Do Facilities This project involves upgrading the fire alarm systems at City facilities to meet code requirements during power outages. PW Low 2 - Committed Continue collaborative efforts with Stoneridge Mall owners to advance a Master Plan or similar comprehensive land use plan for 24 Priority Stoneridge Mall Master Plan the Mall. CEDD Low 2 - Committed Update Development Services Fees Analyze and update development services fees for Planning, Building and Public Works Engineering to improve cost recovery for 25 Priority (CEDD and Engineering) development applications/review. CEDD Low This strategy focuses on attracting and retaining desirable retail businesses to strengthen the local economy. It includes 2 - Committed providing a business concierge service to navigating city processes, streamlining permits ton ensure an efficient and business- 26 Priority Retail Attraction Strategy friendly environment. CEDD Low 2 - Committed Staples Ranch and Zahari Site Explore public-private partnerships for regional sports facility at Staples Ranch Community Park site and rezone of Zahari 27 Priority Activation/Use property. CEDD Low
2 - Committed The Plan will evaluate the City roadways and collisions to create a safety based action plan to address improvements needed 28 Priority Transportation Safety Action Plan along the high incident corridors to improve safety. CEDD High Advance organizational culture through BELONG (Building Equity, Leadership, Opportunity, Nurturing, and Growth)initiative by 2 - Committed Implement BELONG Pleasanton - implementing training, support protocols, and inclusion strategies. Focus on workforce engagement, retention, and positioning 29 Priority Employer of Choice Pleasanton as a top Bay Area employer. CMO High 2 - Committed Update Citywide Records Retention
30 Priority and Disposition Policy Update the citywide records retention schedule for citywide records to align with current law. CMO High 2 - Committed Develop Communications Foundation Create foundational documents that help staff maintain a consistent voice; streamline requests for communications and align 31 Priority Documents work with Council priorities CMO Low 2 - Committed Coordinate with City departments to update and finalize remaining webpages from new site development to effectively and 32 Priority Final Phase of Website Migration efficiently keep the community informed about City projects CMO Low 2 - Committed Master Fee Study and Master Fee
33 Priority Schedule Updates/User Fees Conduct a citywide fee study to adjust fees where necessary. FIN High 2 - Committed
34 Priority Pension Strategy Develop a funding policy reflecting strategies to pay down unfunded liability and achieve long-term savings. FIN Low 2 - Committed Develop and Implement Citywide Develop and implement comprehensive employee safety program including regular safety drills, emergency procedures, safety 35 Priority Employee Safety Program training protocols, and communication systems. HR High
FY 2025/26 and 2026/27 Project Prioritization List
No.
Prioritization
Category
Project Name
Lead Resources
Project Description
(Low/High) Dept
2 - Committed
36 Priority LPFD Strategic Planning Update Strategic Plan for FY26-FY31. Update with significant input from LPFD's Community Risk Assessment (CRA). LPFD Low 2 - Committed LPFD/County Ambulance/Emergency Alameda County has authority over EMS transport in Pleasanton and intends to make significant changes to the current model 37 Priority Medical Service (EMS) Delivery Model that will include changes that impact the LPFD requiring implementation. LPFD High 2 - Committed
38 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 This state mandated program required by the Americans with Disabilities Act (ADA) that outlines how a public entity make 2 - Committed Americans with Disabilities Act (ADA) facilities and programs accessible to people with disabilities. It details the process of identifying barriers to accessibility and 39 Priority Transition Plan developing a plan to remove those barriers. PW Low Non-functional Turf Ban This project aims to assist private property owners to comply with this regulation by converting non-functional turf to mulch or 2 - Committed Implementation and Non-functional drought-tolerant plantings. Convert 2.4 acres of non-functional turf across 11 locations within the City to mulch or drought- 40 Priority Turf Conversion tolerant plantings. PW Low
This state-mandated program sets long-term water efficiency goals to promote sustainable water use across communities. It 2 - Committed State Water Regulations/Conservation supports ongoing conservation practices to help California adapt to water challenges and reduce reliance on emergency drought 41 Priority as a Way of Life measures. PW Low
2 - Committed This project will develop a management plan in December 2026, that includes short and long-term recommended projects, 42 Priority Storm Water Master Plan programs, and actions to ensure the storm drain system continues to meet desired service levels. PW Low 2 - Committed This is a comprehensive plan that evaluate option for future space planning, as well as siting and feasibility analysis associated 43 Priority Facilities Master Plan with certain major facilities needed for City operations. PW Low Comprehensive Facility and
2 - Committed Infrastructure Upgrades - Energy Plan an engery upgrade to facilities and infrastructure to achieve long-term cost savings, reduce greenhouse gas emissions, 44 Priority Upgrades increase facility resilience and upgrade/modernize facilities and replace assets at end of life. PW Low 3 - Strategic The Pleasanton Community Academy is a free 6 month program that educates residents about City operations and services 45 Pipeline Pleasanton Community Academy (PCA) across all departments. PCA has been in operation for two years and has graduated over 50 community members. CMO High 3 - Strategic Climate Action Plan (CAP) 2.0 Implementation to include supporting facility upgrades, fleet electrification, and EV charger installation. Launch a Sustainability 46 Pipeline Implementation Awards program and update the Municipal Code to require bicycle amenities for certain new developments. CEDD High 3 - Strategic Evaluate the feasibility and requirements for establishing a Railroad Quiet Zone in Pleasanton, including all four of the City's at- 47 Pipeline Analyze Railroad Quiet Zone grade rail crossings. CEDD Low 3 - Strategic
48 Pipeline Affordable Housing Project Program Advance a program to develop City-supported affordable housing. CEDD High Adopt a process to evaluate discretionary requests for residential re-zoning/up-zoning and develop structured menu of 3 - Strategic community benefits available in exchange for discretionary land use modification/upzoning, to replace negotiated benefits 49 Pipeline Community Benefit Program approach. CEDD High 3 - Strategic
50 Pipeline General Plan Update A comprehensively update the 2005 General Plan. CEDD High
FY 2025/26 and 2026/27 Project Prioritization List
No.
Prioritization
Category
Project Name
Lead Resources
Project Description
(Low/High) Dept
3 - Strategic Identify strategic updates to the Downtown Specific Plan to reduce permitting barriers and encourage new investment with 51 Pipeline Downtown Specific Plan Updates focused amendments and permit steamlining. CEDD High 3 - Strategic Land Use Planning and Amendments Expand planning for Stoneridge Mall core to encompass all properties in mall periphery, including consideration of new locations 52 Pipeline for Stoneridge Mall Periphery for Fire Station 2. CEDD High 3 - Strategic Urban Growth Boundary Amendments Initiate City Council or Voter-Approved Amendments to the Urban Growth Boundary (UGB) if determined appropriate based on 53 Pipeline East Pleasanton East Pleasanton Policy Framework process. CEDD Low 3 - Strategic Bernal Community Park - Specific Plan Study alternative land uses for Bernal Community Park, and initiate Specific Plan Amendment, including voter approval of 54 Pipeline Amendment alternatives if needed. CEDD High 3 - Strategic Enhance Internal Coordination on Build stronger internal awareness around what makes a good story and how to share it. Work with departments to identify and 55 Pipeline Communications (#YourCityAtWork) elevate stories that demonstrate the value of City services and the positive impact of staff efforts. CMO Low 3 - Strategic Develop Organizational Key Develop and implement a comprehensive performance management system to track KPls citywide. Provide ongoing 56 Pipeline Performance Indicators (KPls) performance monitoring that drives organizational effectiveness. CMO High Develop a framework to generate revenue from cellular installations on city-owned properties, reversing the previous policy of 3 - Strategic Cellular Lease Revenue Program declining all carrier requests. Initial focus at water facilities and city properties, with potential to generate $200,000-$500,000 57 Pipeline Development annually within 2-3 years. CMO High Develop a Strategic Communication Plan to enhance community engagement and build public trust. Provide a unified 3 - Strategic Develop Communications Strategic framework to ensure delivery of consistent, transparent, and effective communication with residents, businesses, and 58 Pipeline Plan stakeholders. CMO Low
Human Services Program
3 - Strategic Reorganization and Unhoused Services Conduct an assessment of human services and unhoused services programs to determine optimal organizational structure and 59 Pipeline Framework Development staffing needs. Develop a unhoused services framework. CMO High Establish a strategic initiatives function within the City Manager's Office to identify and implement cost-saving innovations, 3 - Strategic Strategic Initiatives & Innovation Pilot revenue enhancements, and service improvements like cross-departmental innovation projects, pursue grant opportunities, and 60 Pipeline Program pilot data-driven solutions. CMO High 3 - Strategic Grant Strategy & Pursuit Program Develop and implement a comprehensive grant strategy including establishing on-call grant writing services through RFQ 61 Pipeline Development process. Create internal grant coordination structure, tracking systems, and match funding protocols. CMO High 3 - Strategic
62 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 3 - Strategic Organizational Training & Develop training programs to support staff development, deliver on-going training on topics such as supervisory skills, 63 Pipeline Development leadership development, communications, etc. HR Low 3 - Strategic Draft a three to five year IT plan to set guiding principles, governance structures, funding strategies, and measurable KPls for 64 Pipeline Technology Strategic Plan cybersecurity, digital services, data analytics, and infrastructure modernization, and staff resources evaluation. IT High 3 - Strategic Transition finance and payroll services to Pleasanton. Currently, Livermore provides payroll and finance services. Pleasanton 65 Pipeline LPFD JPA Shared Services Transfer would be providing all services to LPFD with these transfers. LPFD Low 3 - Strategic Funding for Dolores Bengtson Aquatic
66 Pipeline 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
No.
Prioritization
Category
Project Name
Lead Resources
Project Description
(Low/High) Dept
Geologic Hazard Abatement Districts (GHADs) are property tax assessment districts formed to fund monitoring, maintenance, 3 - Strategic Update Special District Rates - Geologic and repair of open space hillsides and related storm drainage infrastructure within neighborhoods subject to landslides or other 67 Pipeline Hazard Abatement Districts (GHAD) unexpected geologic movement. PW Low 3 - Strategic PUSD Maintenance Operations and
68 Pipeline Transportation (MOT) Discussion Continue discussions around a co-location with Pleasanton Unified School Distrcit (PUSD) for maintenance facilities. PW Low Study for Strategic Disposition of City
69 4 - Deferred Assets/Land Identify surplus City land, facilities and assets, and develop strategy for their disposition. CEDD High Downtown Parking Strategy Update/ Update baseline data in 2017 Downtown Parking Strategy and re-assess the menu of parking supply strategies, including a City 70 4 - Deferred Downtown Parking Garage 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 Study options and implement code amendments and other strategies (e.g. PMC Amendments, Historic District Designation, Mills 72 4 - Deferred Historic Preservation Strategies Act) as appropriate. CEDD Low Study potential Pleasanton Municipal Code (PMC) amendments to allow for potential business and revenue enhancing uses, 73 4 - Deferred Investigate New Allowable Land Uses currently not allowed, to establish in Pleasanton (e.g. Card rooms, cannabis-related businesses, short-term rentals). CEDD Low Determining if annexation of areas like the Remen Tract, Happy Valley, Castlewood, Lester should be brought into the City's 74 4 - Deferred Annexation of Various Areas official boundaries. CEDD High New Emergency Operations Center
(EOC)/Department Operations Center Plan, design, and construct a dedicated Emergency Operations Center with integrated Department Operations Center and 75 4 - Deferred (DOC) Training Center training facilities. Includes site selection analysis and facility design to support emergency response and training activities. CMO High The community survey is a comprehensive, statistacally valid data collection tool designed to gather resident feedback on 76 4 - Deferred Community Survey 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 Develop a city-wide fiber-optic blueprint that pinpoints current gaps, forecasts future bandwidth demand, and outlines phased 79 4 - Deferred Fiber Master Plan build-out options. IT High Exploration of revenue opportunities for Livermore Pleasanton Fire Department {LPFD)services including paramedic first 80 4 - Deferred First Responder Fees responder fees, insurance coverage of some fire response costs and/or a property tax. LPFD Low City-Wide Access Control System/ Replace legacy door-access and alarm systems across all municipal facilities with a single, centrally managed access-control and 81 4 - Deferred Replacement and Security Integration physical-security platform. PW High Relocation of Firearm Training Range The Police Department firearm training range facility and the Livermore-Pleasanton Fire Department training center need and Other Training Centers - 3333 renovation. With housing developments planned in the area relocation is needed to meet state regulations that will better meet 82 4 - Deferred Busch Road operational needs. PW Low
3/5/2026
1 Strategic Plan Informational Workshop March 17, 2026
Workshop Agenda 24:30 – 4:45 p.m.Strategic Plan & Dashboard Overview4:45 – 5:00 p.m.Activity 1 – Council Priority Confirmation5:00 – 5:45 p.m.Activity 2 – Priority Project & Dashboard Review5:45 – 6:00 p.m.Q&A and Next Steps
3/5/2026
2 Purpose of Tonight’s Workshop•Review progress on Council priorities•Confirm strategic focus for FY 2026/27•Align priorities with budget and staffing capacity3 Strategic Plan•FY 2023/24 – FY 2027/28•5 Strategic Goals•47 Strategies•44 Priority Projects•82 Active Projects•Year 3: Moving from strategy adoption to performance discipline
3/5/2026
3 Project Prioritization Framework•Adopted July 15, 2025•Projects categorized as:1.Must-Do2.Committed3.Strategic Pipeline4.Deferred•Purpose: Ensure fiscal capacity and staffing are aligned with highest priorities5 67 Council Priority Strategies1. Goal A. Funding Our Future Strategy 1. Develop a long-term strategy for funding operations and maintenance needs of community-owned facilities and infrastructure2.Goal C. Investing in Our EnvironmentStrategy 2. Develop an Asset Management Plan to address comprehensive long-term planning for maintenance, renovation3. Goal C. Investing in Our EnvironmentStrategy 3. Identify funding and implement the recommendations from the Water Supply Alternative Study to resolve PFAS water quality issues4. Goal D. Safeguarding Our CityStrategy 1. Assess the City’s overall emergency preparedness capabilities, resources, and tools and implement changes as needed5. Goal A. Funding Our FutureStrategy 2. Identify expanded and new revenue sources to address significant infrastructure needs6. Goal E. Building a Community Where Everyone Belongs Strategy 4. Implement the updated 2024-2028 Economic Development Strategic Plan initiatives7. Goal E. Building a Community Where Everyone Belongs Strategy 9. Advance the East Pleasanton Specific Plan
3/5/2026
4 Strategic Plan ProcessCouncil Priorities Q3/AnnualProject PrioritizationQ3/BiennialBudget ProcessQ4/BiennialWorkplansQ1/AnnualPerformance Reviews Q1/AnnualProgress ReportingQuarterly7 Goal A – Funding Our Future•Strategy 1:Develop a long-term strategy for funding operations and maintenance needs of community-owned facilities and infrastructureStatus: On Track•Asset Management Plan underway•Funding plan to follow completion•Strategy 2:Identify expanded and new revenue sources to address significant infrastructure needsStatus: On Track•Evaluating revenue capacity, including potential Transient Occupancy Tax (hotel tax) adjustment8
3/5/2026
5 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 facilitiesStatus: On Track•Data collection complete•System integration + lifecycle planning underway•AMP-driven CIP planning anticipated May 2027•Strategy 3:Identify funding and implement the recommendations from the Water Supply Alternative Study to resolve PFAS water quality issuesStatus: On Track•Groundwater feasibility presented February 2026•Independent evaluation underway•Report back April 20269 Goal D – Safeguarding Our City•Strategy 1:Assess the City's overall emergency preparedness capabilities, resources, and tools and implement changes as neededStatus: On Track•Two functional Emergency Operations Center exercises completed•Strengthened coordination and response readiness10
3/5/2026
6 Goal E – Building a Community Where Everyone Belongs•Strategy 4:Implement the updated 2024–2028 Economic Development Strategic Plan initiativesStatus: On Track•PDA BID assessment completed•Retail Attraction Phase 1•PMC amendments (IBB uses + streamlined Design Review)•Expanded marketing and business engagement•Strategy 9:Advance the East Pleasanton Specific PlanStatus: On Track•Joint Council/Planning Commission session•Community and stakeholder meetings completed•Policy options returning Spring 202611 Dashboard Overview Formal quarterly performance reporting tool•Integrates:• 5 Goals• 47 Strategies• 44 Priority Projects•Provides:• Status tracking• Department accountability• Council priority designation• Public transparency12
3/5/2026
7 Dashboard Overview – Example
13•Goal D•Strategy 1, City Council Priority •Implementation Actions D.1.a – D.1.d •D.1.d – Priority Project, On Track, City Manager’s Office Q2 Performance Snapshot•Strategies (47 Total)•66% On Track•13% Completed•Limited Delays / Not Started•Priority Projects (44 Total)•84% On Track•1 Completed14
3/5/2026
8 Activity 1 – Confirm City Council Priorities•Council Direction Requested:•Confirm existing priority strategies•Remove or consolidate if appropriate•Elevate additional strategy Identify 4–7 priority strategies to guide FY 2026/27 High-level policy alignment discussion15 Activity 2 – Priority Project & Dashboard Review•Review the dashboard structure and status indicators•Review the comprehensive 82 priority project list•Provide direction on:•Any priority projects that may be materially missing (new project)•Whether any Priority 3 or 4 projects should be moved to a higher priority•Whether any Priority 1 or 2 projects should be moved to a lower priority•Examples of Potential Updates:1.#48 Affordable Housing Project Program - move from Priority 3 to Priority 1 or 22.#51 Downtown Specific Plan Update - move from Priority 3 to Priority 1 or 23.#79 Fiber Master Plan - move from Priority 4 to Priority 1 or 24.Add new project - Off-Leash Dog Park Program5.Add new project - Downtown Beautification Fund16
3/5/2026
9 Next StepsFollowing tonight’s discussion, staff will:•Evaluate Council direction on priority strategies•Assess alignment of budget and staffing resources•Refine project focus for FY 2026/27–FY 2027/28Return with a comprehensive Annual Strategic Plan Update•Affirm City Council priorities •Full implementation progress report 17
1 of 2
Strategic Plan Workshop – March 17, 2026
Exercise 1 – Activity Instructions for Council Priority Confirmation Purpose: Confirm the City Council priority strategies that will guide staff focus and work planning for FY 2026/27.
Handout: Strategic Plan Dashboard – Q2 (Attachment 1)
Current Council Priority Strategies
The following seven strategies were identified as City Council priorities during the January 29, 2025 City Council Retreat and are currently On Track.
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
Council Direction Requested
For each strategy, indicate whether Council would like to:
Direction Meaning
Reaffirm Keep the strategy as a Council priority
Remove Remove the strategy from the priority list
Change Replace a strategy by elevating another strategy from the dashboard Attachment 4 - Exercise 1
2 of 2
Goal: Confirm four to seven Council priority strategies to guide:
• staff work planning
• budget alignment
• Strategic Plan reporting
Staff Confirmation
At the conclusion of the discussion, staff will summarize Council feedback, including:
• priorities reaffirmed
• priorities removed
• strategies suggested for elevation
Strategic Plan Workshop – March 17, 2026
Exercise 2 – Activity Instructions for Priority Project Review Purpose: Review the Priority Project List and identify whether any projects should be moved up in priority or whether there are new projects not currently listed.
Handout: Priority Project List (Attachment 2)
Priority Categories
Category Description
Priority 1 – Must Do Legally required or time-sensitive projects Priority 2 – Committed Council-directed projects currently underway Priority 3 – Strategic Pipeline Important projects identified but not currently resourced Priority 4 – Deferred Projects identified for possible future consideration Council Direction Requested
A. Move Up (Please try to limit to not more than 1-2 Projects) Project Current Priority (1 or 2) Move Up Priority (3 or 4)
1. 2.
B. New Project (Not Listed)
Please identify up to two projects not currently listed that should be considered:
1. 2.
Staff Confirmation
At the conclusion of the discussion, staff will summarize Council feedback, including:
projects suggested to move up
any new projects identified
Attachment 5 - Exercise 2