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FY 2025/26 and 2026/27 Project Prioritization List Attachment 1 <br />3 <br />No.Prioritization <br />Category <br />Expressed Direction <br />(New Priority Level)Project Name Project Description Lead <br />Dept <br />Straw Pole <br />(# of <br />Councilmembers) <br />51 <br />3 - Strategic <br />Pipeline 2 - Committed Priority Downtown Specific Plan Updates <br />Identify strategic updates to the Downtown Specific Plan to reduce permitting barriers and encourage new investment with focused <br />amendments and permit steamlining. CEDD 3 <br />52 <br />3 - Strategic <br />Pipeline <br />Land Use Planning and Amendments for <br />Stoneridge Mall Periphery <br />Expand planning for Stoneridge Mall core to encompass all properties in mall periphery, including consideration of new locations for Fire <br />Station 2. CEDD <br />53 <br />3 - Strategic <br />Pipeline 2 - Committed Priority <br />Urban Growth Boundary Amendments - <br />East Pleasanton <br />Initiate City Council or Voter-Approved Amendments to the Urban Growth Boundary (UGB) if determined appropriate based on East <br />Pleasanton Policy Framework process.CEDD 3 <br />54 <br />3 - Strategic <br />Pipeline <br />Bernal Community Park - Specific Plan <br />Amendment <br />Study alternative land uses for Bernal Community Park, and initiate Specific Plan Amendment, including voter approval of alternatives if <br />needed. CEDD <br />55 <br />3 - Strategic <br />Pipeline <br />Enhance Internal Coordination on <br />Communications (#YourCityAtWork) <br />Build stronger internal awareness around what makes a good story and how to share it. Work with departments to identify and elevate <br />stories that demonstrate the value of City services and the positive impact of staff efforts. CMO <br />56 <br />3 - Strategic <br />Pipeline <br />Develop Organizational Key Performance <br />Indicators (KPIs) <br />Develop and implement a comprehensive performance management system to track KPIs citywide. Provide ongoing performance <br />monitoring that drives organizational effectiveness.CMO <br />57 <br />3 - Strategic <br />Pipeline 2 - Committed Priority <br />Cellular Lease Revenue Program <br />Development <br />Develop a framework to generate revenue from cellular installations on city-owned properties, reversing the previous policy of declining <br />all carrier requests. Initial focus at water facilities and city properties, with potential to generate $200,000-$500,000 annually within 2-3 <br />years.CMO 5 <br />58 <br />3 - Strategic <br />Pipeline Develop Communications Strategic Plan <br />Develop a Strategic Communication Plan to enhance community engagement and build public trust. Provide a unified framework to <br />ensure delivery of consistent, transparent, and effective communication with residents, businesses, and stakeholders.CMO <br />59 <br />3 - Strategic <br />Pipeline <br />Human Services Program Reorganization <br />and Unhoused Services Framework <br />Development <br />Conduct an assessment of human services and unhoused services programs to determine optimal organizational structure and staffing <br />needs. Develop a unhoused services framework. CMO <br />60 <br />3 - Strategic <br />Pipeline <br />Strategic Initiatives & Innovation Pilot <br />Program <br />Establish a strategic initiatives function within the City Manager's Office to identify and implement cost-saving innovations, revenue <br />enhancements, and service improvements like cross-departmental innovation projects, pursue grant opportunities, and pilot data-driven <br />solutions. CMO <br />61 <br />3 - Strategic <br />Pipeline <br />Grant Strategy & Pursuit Program <br />Development <br />Develop and implement a comprehensive grant strategy including establishing on-call grant writing services through RFQ process. Create <br />internal grant coordination structure, tracking systems, and match funding protocols.CMO <br />62 <br />3 - Strategic <br />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 <br />63 <br />3 - Strategic <br />Pipeline Organizational Training & Development <br />Develop training programs to support staff development, deliver on-going training on topics such as supervisory skills, leadership <br />development, communications, etc. HR <br />64 <br />3 - Strategic <br />Pipeline Technology Strategic Plan <br />Draft a three to five year IT plan to set guiding principles, governance structures, funding strategies, and measurable KPIs for <br />cybersecurity, digital services, data analytics, and infrastructure modernization, and staff resources evaluation.IT <br />65 <br />3 - Strategic <br />Pipeline LPFD JPA Shared Services Transfer <br />Transition finance and payroll services to Pleasanton. Currently, Livermore provides payroll and finance services. Pleasanton would be <br />providing all services to LPFD with these transfers. LPFD <br />66 <br />3 - Strategic <br />Pipeline <br />Funding for Dolores Bengtson Aquatic <br />Center (DBAC) Begin funding discussions for the 50 meter pool at Dolores Bengston Aquatic Center. LR <br />67 <br />3 - Strategic <br />Pipeline <br />Update Special District Rates - Geologic <br />Hazard Abatement Districts (GHAD) <br />Geologic Hazard Abatement Districts (GHADs) are property tax assessment districts formed to fund monitoring, maintenance, and repair <br />of open space hillsides and related storm drainage infrastructure within neighborhoods subject to landslides or other unexpected <br />geologic movement.PW <br />68 <br />3 - Strategic <br />Pipeline <br />PUSD Maintenance Operations and <br />Transportation (MOT) Discussion Continue discussions around a co-location with Pleasanton Unified School Distrcit (PUSD) for maintenance facilities.PW <br />69 4 - Deferred <br />Study for Strategic Disposition of City <br />Assets/Land Identify surplus City land, facilities and assets, and develop strategy for their disposition.CEDD <br />70 4 - Deferred <br />Downtown Parking Strategy Update/ <br />Downtown Parking Garage <br />Update baseline data in 2017 Downtown Parking Strategy and re-assess the menu of parking supply strategies, including a City parking <br />garage with expert support. CEDD <br />71 4 - Deferred Sign Ordinance Update Comprehensively update the Signs Chapter of the Pleasanton Municipal Code (PMC).CEDD <br />72 4 - Deferred Historic Preservation Strategies <br />Study options and implement code amendments and other strategies (e.g. PMC Amendments, Historic District Designation, Mills Act) as <br />appropriate. CEDD <br />73 4 - Deferred 3 - Strategic Pipeline Investigate New Allowable Land Uses <br />Study potential Pleasanton Municipal Code (PMC) amendments to allow for potential business and revenue enhancing uses, currently <br />not allowed, to establish in Pleasanton (e.g. Card rooms, cannabis-related businesses, short-term rentals).CEDD 4 <br />74 4 - Deferred 3 - Strategic Pipeline Annexation of Various Areas <br />Determining if annexation of areas like the Remen Tract, Happy Valley, Castlewood, Lester should be brought into the City’s official <br />boundaries. CEDD 3 <br />Page 18 of 248