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Goal Strategy Lead Dept Status Implementation Actions/Comments A. Funding Our Future A.1. Develop a long-term strategy for funding operations and maintenance needs of community-owned facilities and infrastructure.Finance On Track The development of an Asset Management Plan is underway to provide details about funding gaps in various infrastructure categories. The City Council established the Budget Advisory Committee to evaluate cost reduction strategies, infrastructure funding needs, and revenue options down the road. A. Funding Our Future A.2. Identify expanded and new revenue sources to address significant infrastructure needs.Finance On Track A water rate study is underway to include certain funding needs reflected in the Water System Management Plan. Approved garbage rate increase starting in FY 24/25 to incorporate a Vehicle Impact Fee for approximately $1.3M annually to cover road maintenance and paving projects. Working to develop or update Master Plans and develop rate studies for all Enterprise Funds. A. Funding Our Future A.3. Evaluate and update enterprise revenue sources, including utility rates, and connection and user fees.Public Works On Track Phase 1 water and sewer rate and connection fee studies and increases were completed and adopted by council. Phase 2 rate and connection fee studies based on the completed water and sewer management plans are underway. A. Funding Our Future A.4 . Include assessment of ongoing maintenance and operating costs for all new projects.Finance Not Started To begin in FY 2025-2026. A. Funding Our Future A.5. Update and standardize City policy regarding cost recovery for services.Finance On Track Developed a comprehensive indirect cost allocation plan to update the City’s overhead rate, setting the stage to launch a citywide fee study in FY 2025/26. A. Funding Our Future A.6. Establish City policy and update City fee schedule to ensure fees charged represent costs of services.Finance On Track Implemented credit card fees. Updated Agreements with Pleasanton Unified School District (PUSD) for joint use of fields, facilities, and maintenance. Completed a fee study with NBS (consultant) to evaluate fees including: LPFD standby fees, special event fees, stormwater inspection fees, and sport field fees. A. Funding Our Future A.7. Conduct an analysis and update development impact fees to keep pace with new development costs.Finance Completed Complete. City Council adopted a comprehensive update to Development Impact and Affordable Housing Fees in December, 2024. A. Funding Our Future A.8 . Continue to evaluate pension and other post-employment benefits (OPEB) liabilities.Finance Completed Engaged an actuary consultant to conduct a pension study to analyze the use of pension trust funds and analyze long-term liability and funding strategies. B.Optimizing Our Organization B.1 . Implement the City’s internal diversity, equity, and inclusion (DEI) action plan.City Manager's Office On Track The DEI Action Plan was presented to City Council in January 2024, followed by the creation of the DEIB Task Force to oversee implementation. After staffing changes and freezing the DEI Manager position, the Task Force prioritized key action items. Oversight transitioned to the City Manager's Office in spring 2024, with a new Assistant to the City Manager taking the lead. In fall 2024, the City launched the BELONG Pleasanton initiative, forming an internal team to develop an implementation plan, which began in early 2025 with the goal of infusing the BELONG core values into all city operations, processes, communications, and team interactions. B.Optimizing Our Organization B.2. Implement critical software platforms across departments. Information Technology On Track Completed: Police Computer-Aided Dispatch (CAD)/Record Management System (RMS)/Mobile Systems Upgrade, Tyler Munis ERP Systems Upgrade In Progress: Accela Land Management Systems Upgrade Just Started: Online Budget Book Software Implementation, Tyler Cashiering Upgrade B.Optimizing Our Organization B.3. Develop and implement a plan for internal strategic communication.City Manager's Office Completed Created and shared a regular calendar of employee meetings and events, including launching the Employee Connections program to foster engagement between City departments and improve morale. Developed and implemented a strategic communication plan and cadence of regular emails and communications to share information about City finances and the revenue measure project from the City Manager's Office. ONE Pleasanton Citywide Strategic Plan Year Two Implementation Update 5 Page 57 of 348