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Page 1 of 6 <br />Item #1 <br /> CITY COUNCIL AGENDA REPORT <br /> <br />March 17, 2026 <br />City Manager <br /> <br />TITLE: RECEIVE A REPORT ON STRATEGIC PLAN IMPLEMENTATION, REVIEW THE <br />STRATEGIC PLAN DASHBOARD, AND PROVIDE DIRECTION ON CITY <br />COUNCIL PRIORITIES AND PRIORITY PROJECTS <br /> <br />SUMMARY <br />This workshop provides the City Council with a structured update on implementation of the <br />ONE Pleasanton Five-Year Strategic Plan and introduces the Strategic Plan Dashboard as the <br />City’s formal quarterly reporting tool. The workshop marks an important evolution in the <br />Strategic Plan process from initial priority-setting to ongoing, measurable accountability. <br /> <br />During this workshop, the City Council will participate in two focused exercises: <br />• High-level confirmation or refinement of City Council priorities <br />• Review of the Strategic Plan Dashboard and comprehensive project list to identify any <br />gaps or potential re-prioritization of existing projects <br />Staff will return with a summary report incorporating City Council feedback and affirming <br />priorities for integration into FY 2026/27 work planning. <br /> <br />RECOMMENDATION <br />Receive a report on Strategic Plan implementation and provide direction regarding: <br />1. Confirmation or modification of City Council priorities (target range: four to seven <br />priorities through FY 2026/27). <br />2. Feedback on the Strategic Plan Dashboard and identification of any additional projects <br />for evaluation and/or re-prioritization of existing projects. <br /> <br /> <br />BACKGROUND <br />The "ONE Pleasanton" Five-Year Strategic Plan (FY 2023/24–FY 2027/28), adopted in <br />October 2023, is the City's first comprehensive, city-wide Strategic Plan. Development of the <br />Strategic Plan moved the City away from ad hoc decision-making and priority setting by <br />establishing five strategic goals and 47 strategies to guide City operations, service delivery, <br />and capital investment over a five-year period. During the first three years of implementation, <br />the City Council identified seven strategies to focus priority attention and ensure alignment <br />among policy direction, staffing capacity, and fiscal resources. <br /> <br />As the City enters the final two years of the Strategic Plan (FY 2026/27 - 2027/28), <br />implementation structures are firmly in place. Specifically, implementation actions have been <br />defined, department leads assigned, and priority projects aligned with work plans. With this <br />groundwork established, the organization is transitioning from strategy formation to structured <br />Page 2 of 32