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CITY OF PLEASANTON CLIMATE ACTION PLAN UPDATE for each potential strategy, City staff and stakeholders would input numerical scores in each evaluation category, and the tool would calculate a final overall score that could then be used to compare and rank the strategies. Deliverables: • Draft and final memo outlining guiding principles and key co-benefits • Spreadsheet with evaluation criteria and City-approved weighting factors Task 7 — Evaluate and recommend sector-specific GHG reduction goals, strategies, and actions Reaching Pleasanton's climate action goals will require a transformation of the City's carbon emissions profile.This, in turn,depends on changing fundamental drivers of investment and behavior in energy supply, building energy efficiency, transportation, and waste.We propose selecting measures using the following three steps: 1. Assess the current system conditions and gaps in existing strategies,building on the evaluation of existing City documents performed in Task 1. 2. Set a vision for what a transformed system could look like—and back up the vision with specific and measurable goals. 3. Identify and prioritize a set of strategies for closing the gaps and moving toward the City's vision, beginning with a longlist and narrowing it down using the criteria established in Task 6. We will focus in this task on setting a clear,ambitious,and feasible vision with the client team—and prioritizing concrete strategies for making it a reality. Using the criteria and weighting system developed in Task 6,we will begin by evaluating each of the goals,strategies, and actions included in the existing CAP and determine whether they should be carried forward in the CAP 2.0, modified,or left out entirely. In addition to the existing strategies,we will provide a longlist of potential new strategies drawn from our work with Pleasanton's peer cities throughout the Bay and beyond. (It will be important to evaluate new strategies to capture the latest innovations since the 2012 CAP was produced; science,technology, and management practices have evolved at a rapid pace since then.)We will use a system-change architecture approach (see text box at right)to work through potential strategies with the City,working down from high-level visioning to broad strategies supported by specific and implementable actions. CASCADIA 7