CITY COUNCIL AGENDA PACKET - Laserfiche WebLink

Goal Strategy Lead Dept Status Implementation Actions/Comments C.Investing in Our Environment C.5. Develop the Accessibility for Disabled Americans (ADA) Transition Plan.Public Works Not Started To begin in FY 2025-2026. C.Investing in Our Environment C.6. Continue to implement priority items from the Climate Action Plan 2.0 (CAP) to lead by example in environmental sustainability. Community Development Delayed Some actions were advanced in FY 2023-2024 to meet the City's CAP 2.0 goals, including the gas leaf blower ban and completion of a draft urban forest master plan. However, the vacant Sustainability Manager position is frozen in the FY 2024-2025 mid-term budget due to lack of funding, which delays implementation of CAP 2.0, limiting the City’s ability to achieve strategies that meet reduced emissions goals; also limits City’s capacity to search and apply for grants, and participate in regional partnerships and related financial funding opportunities for projects like EV chargers and other electrification efforts. C.Investing in Our Environment C.7. Continue to invest in parks, bicycle, and pedestrian infrastructure, and public art. Community Development On Track While existing investments and work is ongoing, staff needs to identify resources and define specific projects to advance this goal. As part of discussions during the City's recent impact fee update in 2024, City Council directed staff to develop a "percent for public art" program that would encourage new public art to be installed as part of private development projects or pay a fee in the case of smaller projects. Library and Recreation staff is actively working on bringing this item to the Civic Arts Commission in March 2025 and the City Council in April 2025; if adopted, the fee could provide a funding source for public art acquisition, installation, maintenance, and programming. C.Investing in Our Environment C.8. Update the Sewer System Master Plan to reflect current and future operations and identify system improvements and necessary maintenance.Public Works On Track Sewer CIP and condition assessments were completed in December 2024. The regulatory required Sewer System Management Plan is on track to be completed in July 2025. Sewer Program Management Plan (Similar to the Water System Management Plan) is underway with anticipated completion in early 2026. C.Investing in Our Environment C.9. Develop the Stormwater Master Plan.Public Works On Track Scoping and start of procurement for consultant has started with award of contract prior to the end of the fiscal year. The process will take up 18-24 months to complete depending on the amount of field data collection to be completed. C.Investing in Our Environment C.10. Create a citywide Fiber Master Plan that outlines a plan for building and managing a fiber optic network. Information Technology Not Started To begin in FY 2025-2026 D.Safeguarding Our City D.1. Assess the City’s overall emergency preparedness capabilities, resources, and tools and implement changes as needed.City Manager's Office On Track Compiled an inventory of existing emergency resources and updated/refreshed all supplies. Reviewed current Emergency Operations Plan (EOP) and identified critical updates needed to reflect current conditions and requirements. Began the process to engage consultant and start EOP update. Begin to build out a strategic communication plan for emergency preparedness, including internal and external communications. Goals for next FY 2024-2025 will include completing update of the EOP and continuing to engage external stakeholders and partner agencies (i.e. neighboring cities, schools, hospitals, hotels, etc.) to strengthen regional preparedness. D.Safeguarding Our City D.2. Develop and implement a comprehensive training program for all employees on disaster preparedness.City Manager's Office Completed Developed and released updated citywide internal training calendar, including a new Disaster Academy curriculum to ensure City staff with roles in the Emergency Operations Center and/or Departmental Operations Center are fully trained, and all staff are trained for their role as Disaster Service Workers. Completed the first two cohorts of the Disaster Academy in FY 2023-2024. Began regular tabletop trainings to prepare for seasonal disasters (fire season and wet season). Developed a new onboarding training and video to inform all new staff about their role as Disaster Service Workers. Continued to implement the Community Emergency Response Team (CERT) training program to enhance community preparedness. ONE Pleasanton Citywide Strategic Plan Year Two Implementation Update 7 Page 59 of 348