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Goal Strategy <br />Lead <br />Dept Status Implementation Actions/Comments <br />D.Safeguarding Our City <br />D.3. Implement an ongoing strategy to reduce the City’s cybersecurity <br />risks. <br />Information <br />Technology Completed <br />Implemented advanced security measures to mitigate risks and protect city infrastructure. Rolled out <br />cybersecurity training to all city staff and updated onboarding materials to include content on cybersecurity <br />awareness. <br />D.Safeguarding Our City <br />D.4. Identify funding sources and implement the hazard mitigation <br />plan.Fire Not Started <br />Plan update completed. Need to convene an interdepartmental team and identify funding, such as grants, to <br />advance the priority strategies included in the hazard mitigation plan. <br />D.Safeguarding Our City <br />D.5. Implement high priority items from the 2023-2027 Pleasanton <br />Police Department Strategic Plan.Police On Track <br />The police department is complete or in progress on almost all action items in the Strategic Plan. In calendar year <br />2024 through February 25- 5 professional staff and 20 sworn officers were hired. A robust employee recognition <br />program was developed with a culmination of an awards ceremony. Significant strides in employee wellness <br />through physical fitness, peer support, equipment and subscriptions to support healthy lifestyles. Succession <br />planning and leadership training have been a focus toward employee professional growth. Community outreach <br />and programs have been a priority through schools, ARU, community academies, social media and community <br />events. Community collaboration through multiple faith based events. On-going process evaluation for enhanced <br />efficiency. All department program review conducted by Interim Chief Anderson. Technology improvements and <br />efficiency through electronic citation system, online PRA system, new dispatch CAD and report writing system <br />and crime reporting transfer from UCR to CIBRS. On-going efforts to move to paperless document and case <br />submission. <br />D.Safeguarding Our City <br />D.6. Implement high priority items from the 2022-2026 Livermore <br />Pleasanton Fire Department Strategic Plan.Fire Completed <br />Completed DEIB Assessment and held a facilitated review of findings with all personnel. Completed first-ever <br />Las Positas College/LPFD Fire Academy providing college credit for training, reduced cost of academy delivery <br />and greater regional collaboration. Restored the Fire Safety Expo on October 14th with record attendance. <br />Completed LPFD’s first ever Community Risk Assessment. Partnered with the Alameda County Fire Chiefs, cities <br />and Falck to improve 911-transport services with particular focus on Alameda County’s bid on the transport RFP <br />Community Risk Assessment completed. The updated Cost Allocation Plan is in-progress. Continued technology <br />upgrades are being pursued, with additional coordination with Pleasanton IT needed. <br />D.Safeguarding Our City <br />D.7. Develop a communication strategy regarding emergency <br />preparedness for the community and regional partners.City Manager's Office On Track <br />Regular communications to the community regarding seasonal emergency preparedness (fire season, wet <br />season, earthquake preparedness) have been ongoing, as have meetings and coordination with regional <br />partners, such as Alameda County. Additional staff time and resources are needed to implement other identified <br />priority tasks including creating a monthly plan of communications for the community and staff related to <br />seasonal preparedness and establishing the disaster council to assist with communication strategies. <br />D.Safeguarding Our City <br />D.8. Identify funding and plan for a new Emergency Operations Center <br />(EOC).City Manager's Office Not Started To start in FY 2025-2026; dependent on funding availability. <br />D.Safeguarding Our City <br />D.9. Assess existing police facilities and fire stations to identify needs <br />for remodeling or replacement.Public Works Not Started <br />To start in FY 2025-2026. Will develop Public Safety Facility Assessment to consolidate and review existing <br />facility studies. New public safety facility assessment info will be incorporated into the asset management plan. <br />E.Building a Community <br />Where Everyone <br />Belongs <br />E.1. Apply strategies from the City DEI action plan to increase equitable <br />access to City programs and services for the community.City Manager's Office Not Started <br />While the DEI Action Plan was created, an external assessment with input from residents and stakeholders is <br />pending due to funding constraints. Future work will include aligning external efforts with the City’s strategic <br />plan, conducting the assessment, developing a community-driven Action Plan, improving resources for <br />community interactions, and enhancing external communication to strengthen partnerships and engagement. <br />ONE Pleasanton Citywide Strategic Plan <br />Year Two Implementation Update <br />8 <br />Page 60 of 348