PLEASANTON 2020: A Community Vision

“Our strong local economy

and extraordinary quality

of life happen by design,

not by accident. Working

together, we cause great

things to happen.”

777 Peters Avenue, Pleasanton, CA 94566(925) 846-5858 ext.200 www.pleasanton.org

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A M B E R OF

CIRCLE of INFLUENCE

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OM M E R C

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VISION2 2O

How will you measure success over the next six years toward a better Pleasanton?

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PLEASANTON RANKINGS

#4 24/7 Wall Street – America’s 50 Best Cities to Live In, USA Today*

#9 Money magazine’s – Top Earning Towns*

#16 Nerdwallet.com – Best Cities for Young Families in Northern California*

#31 Money magazine’s – Best Places to Live in America*

BRONZE Rating on League of American Bicyclists – Bicycle Friendly Communities*

* Partial list of rankings for Pleasanton, California as reported by the media in 2014

The Role of BusinessPleasantoniswidelyrecognized

asapremiercommunityinwhichtolive,workandraiseafamily. Thebusinessclimateisakey driverofthecommunity’ssuccess. Pleasantonbusinessescontributeover60%ofthelocaltaxbaseandcollectivelyactastheeconomicenginethatproducesthejobs,incomes,investmentsand contributionsthatsupportourextraordinaryqualityoflife.Local businessesandlocalresidentssharecorevaluesandcommunitygoals.Accordingly,thePleasantonChamberofCommercebelievesthatbusinesshasacriticalrole toplayintheeffortstomaintainandsustainthosethingsthatbringvaluetothecommunity.

Creating the VisionIn2008Chamberleaders

invitedelectedofficials,cityandcountystaff,schooladministratorsandotherkeycommunitystake-holderstosharetheirexpertise anduniqueperspectivestoansweroneessentialquestion–“In the year 2015, how will you reflect on the past seven years and measure success toward a better Pleasanton?” TheoutcomewasPleasanton 2015: A Community Vision,atwelve-pagedocumentcomprisedof45 measurableobjectivesinthe areasofarts,culture,recreation,education,publicsafety,housing,localeconomy,transportation andleadership.

Through2014,theChamber relied on Pleasanton 2015: A Community Visionasitslocal publicpolicyagenda,committingvolunteerandstafftimetoworktowarditsfulfillment.Community-wideeffortsweresuccessfulonmanyfrontsasmeasuredbyatotalof37of45objectivesrated“Full” or“PartialAchievement”whileonly8rated“NoAchievement”.

Inthesummerof2014 Chamberleadersconductedacomprehensiveupdate;retiredcompletedobjectivesandagainreachedouttotheexpertsfortheiruniquelyqualifiedperspectives and asked, “How will you measure success over the next six years toward a better Pleasanton?” Theresultisthisdocument, Pleasanton 2020: A Community Vision.

ImplementationTheChamber’smonthly

2020Forums,opentothepublic,bringdiverseinterestsand stakeholderstogethertofocuscommunityresources,timeandtalenttoachievegreaterunder-

standingofissues,obstaclesandopportunitiesrelatedtotheVision.

TheChamber’sEconomic Development&Government RelationsCommittee(EDGR)meetsmonthlyandworkswithelectedofficialsatalllevelsofgovernmentandkeystakeholderstoadvancekeyeconomicandbusinessrelatedelements of the Vision.

TheChamber’spoliticalactioncommittee,BACPAC,relieson Pleasanton 2020: A Community Visionasabarometerbywhichtoendorseandfundcandidatesforelectedoffice.

Finally,thefinancialsupportanddirectengagementoftheChamber’s‘CircleofInfluence’membersarekeydriversofthistransparent,localpublicpolicyagenda.TheyplayavitalroleintheChamber’songoingworktorepresenttheinterestsofbusinesstogovernment,promotethecity,servememberbusinessesand ultimatelystrengthenthelocaleconomyforthebenefitofthegreater community.

Visit www.pleasanton.org for current 2020 related

activities and events.Ourstronglocaleconomyand

extraordinaryqualityoflifehappenbydesign,notbyaccident.Workingtogetherlocallyandthroughout theregion,wecausegreatthings tohappen.

WeinviteyoutoshareinthesuccessofPleasanton 2020: A Community Vision.

VISION2O2O

Thoughtful, balanced economic policies and timely permit-ting pro cedures help attract and retain quality employers who create the higher wage jobs that afford an enhanced quality of life for all Pleasanton residents. These important precepts serve as the foundation upon which to ensure a strong local economy.

Pleasanton must continue to welcome and recognize business as a driver of the fiscal foundation

• Pleasantonmustmaintainitselfasastrongemploymentcenterbybothretaining andexpandingitscurrentbaseofemployment,whilebuildingdiverse,cutting-edge economicsegments.

– EastSideSpecificPlanadoptedandimplemented(seealsoRecreation).

– DowntownSpecificPlanupdatedandimplemented.

– FairgroundsMasterPlancompletedandimplemented.

– StoneridgeMallexpansionplancompletedandadopted.

– Regionalconferencecenterplanadopted.

• TheCityofPleasantonmustbeviewedbythebusinesscommunitythroughoutthe regionassupportiveandtimelywithitsdecisionsthatimpactbusiness.

– CityZoningCode(withanemphasisonprovidinggreaterclarityandexpediting theapprovalsrelatedtobothpermittedandconditionaluses)updatedby2018.

– CustomerServiceReviewTeamReportupdatedbyCity-convenedworkinggroup andintegratedwithCityCouncil’sadoptedperformancemetricsprogram.

• Pleasantonmustmaximizeeconomicopportunitybycapitalizingonitsoutstanding locationandaccesstolaborandmarkets.

– Economicdevelopmentstrategytopromotea“sevendayperweek”localeconomy offeringbothweekdayandweekendopportunitiesforretailandbusinessactivities pairedwithlocalandregionalservingculturalandrecreationaleventsimplemented.

– InformationalcampaignthathighlightsPleasanton’suniqueaccessandconnectivity tohumanresourcesandtothelocal,regional,nationalandinternationalmarketplace implemented.

• ComprehensiveLocalPreferencePolicyadoptedandimplementedbyCityofPleasanton andthePUSDtodemonstrateacommitmenttospendinglocaltaxdollarslocallyand boostthelocaleconomywhilenotcompromisingqualitystandards.

Photo courtesy of Hacienda Business Park

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LOCAL ECONOMY

• Pleasantonmustcontinuetowelcomeandrecognizebusinessasadriverofthefiscal foundationrequiredtosustainthequalityoflifePleasantonresidentshavecometoexpect.

– Monitorprogressannuallyonindicatorsofthebusinesscommunity’seconomichealth (welooktoseetheseindicatorsimproveatnolessthantheregionalaverage):n Numberofbusinesslicensesn Office/industrial/retailvacancyratesn Jobgrowthandemployment(specialfocusonstrongindustryclusteremployment)n Pleasantonandsub-regionallaborforce(specialfocusonlaboravailabilityforstrongindustrysectors)

n Localmedianwagesandaveragelocalsalaryn Costofbusinessoccupancyn Costofliving(housingandtransportation)

– Monitorprogressannuallyonindicatorsofthecity’seconomichealth(welooktosee theseindicatorsimproveatnolessthantheregionalaverage):n Assessedvaluationofpropertyandpropertytaxn Salestaxandtransientoccupancytaxn Developmentfeerevenuen EmployedPleasantonresidentsandunemploymentraten Localemployedresidentwagesandmedianhouseholdincome

• PleasantonandallTri-Valleycitiesmustcooperatetocreateaseamless,business-friendlyenvironmentandcooperatetoprovidebothinterlocationsitesandintra-locationsites.

– Aprogramtoengagecorporateexecutivestafftoexpressappreciationfortheir Pleasantonpresenceandencouragecommunityinvolvementimplemented.

– AreporthighlightingprogresstowardmeetingobjectivesoutlinedintheOpenfor BusinessPledgecompleted.

It is important to the economic vitality of the region that every community provide a balanced housing stock to meet diverse workforce and social needs.

• MaintainaStateCertifiedGeneralPlanHousingElementtoensuretheplanningandbuildingprocessremainslocallycontrolled,avoidscostlylawsuits,anddoesnotdefaulttotheState.

• Zonepropertytomeetthecommunity’s“fairshare”oftheTri-Valley’shousingneedthrough2030,ensuringadequatevarietyofhousingtypescommensuratewithemploymentand othercitywidepriorities.

• Seektocreateastockofhousingthatwillreducethejobs/housingratiotolessthan1.5.

• RoutinelyobtaininputfromPleasantonbusinessrepresentativesinavarietyofbusiness sectorstoascertainhousingneeds;andincorporatethisinformationintodecisions concerninghousingplanninganddevelopment.

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LOCAL ECONOMY continued

HOUSING

Pleasanton must plan and construct sufficient infra structure and provide efficient regulatory methods and pro cesses to expedite or streamline completion.

Public/private infrastructure working groups established with the City of Pleasanton and regional stake-holders are essential in order to provide input into the formulation of the Capital Improvement Program on an annual basis.

CONNECTIVITYAnnuallyexpandedbroadbandconnectivityandbroadbandmarketcompetitivenesssothatoverallconnectivityincreasedby20%.

WATERReverseosmosisandothersystemsutilizedtoincreaseefficiencyandcapacity,meeting shortandlongtermpotableandnon-potablewaterneeds,eventhroughextendedperiods ofdrought.

TRANSPORTATIONBeingatthejunctureofI-580andI-680affordsPleasantonmanyadvantages.Italsobrings addedpressuretoregionalandlocaltransportationinfrastructure.Afullyintegrated transportationnetworkisessentialtoensuretrafficisnotanimpedimenttolocalcirculation,businessgrowthandeconomicexpansion.Aregion-wideadvocacycampaignfortransportationinfrastructuremustbeongoing.

REGIONAL IMPROVEMENTS:STATE ROUTE 84• SR84(IsabelAvenue)widenedtosixlaneexpresswayfromI-580toNorthof ConcannonBoulevard;andwidenedtofourlaneexpresswayonSR84(IsabelAvenue)fromConcannonBoulevardtoRubyHillDrive.

• Stage1DesignandclearanceobtainedforwideningSR84(VallecitosRoad)from RubyHilltoI-680tofourlanesincludingupgradedI-680/SR84interchange (inanticipationofStage2constructionafter2020.)

INTERSTATE 680• Stage1PlanningandEnvironmentalClearancesecuredforconstructionofnorthboundexpresslaneonI-680fromMilpitastoSR84inanticipationofpost2020construction.

• Stage1ConceptualPlanningcompletedforconstructionofnorthboundand southboundexpresslanesonI-680fromSR84toAlcostaBoulevard,inanticipation ofStage2constructionpost2020.

• SouthboundrampatBernalInterchangeupgradedandimprovedwithsignals.

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INFRASTRUCTURE

INTERSTATE 580• TwoeastboundexpresslanesonI-580westofHopyardRoadtoeastofGreenville Roadcompleted.

• EastboundauxiliarylanesFallonRoadtoGreenvilleRoadcompleted.

• WestboundexpresslanefromGreenvilleRoadtoFoothillRoadcompleted.

• WestboundauxiliarylanesfromGreenvilleRoadtoTassajaraRoadcompleted.

• EastboundtruckclimbinglanefromGreenvilleRoadtoeastofFlynnRoadcompleted.

• ImproveandsignalizeeastboundrampsatFoothillInterchange.

• Stage1planningforwestboundI-580tosouthboundI-680flyovercompletedin anticipationoffundingandschedulingconstructionafter2020.

BART TO LIVERMORE• FundingandenvironmentalclearancesecuredinanticipationofconstructingextensionfromcurrenteasternterminustovicinityofIsabelAvenue,Livermoreafter2020.

ARTERIAL IMPROVEMENTS:EL CHARRO ROAD• Stage1PlanandDesigncompletedinanticipationofconstructingnewroadwaywithgradeseparationfromStoneridgeDrivetoStanleyBoulevardafter2020.

DUBLIN BLVD EXTENSION• Stage1PlanandDesignfornewroadwayfromFallonRoadinDublintoNorthCanyonsParkwayatDoolanRoadinLivermoreinanticipationofconstructingafter2020.

LOCAL IMPROVEMENTS:

• AmasterplanforparkinginthedowntowncompletedinconjunctionwithanupdatedDowntownSpecificPlan.

• SecondbridgeatBernalAvenueandArroyodelaLaguna(eastofFoothillRoad) completed.

• IronHorseTrailfromBuschRoadtoStanleyBoulevardcompletedinanticipationof connectingtoShadowCliffsRegionalPark,OldVineyardPedestrianTrailafter2020.

• ArroyoMochoTrailSantaRitaRoadtoElCharroRoadcompleted.

• Invariouslocations“CompleteStreets”improvementsforpedestrians,bicyclesand motorvehiclesconstructed.

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INFRASTRUCTURE continued

Arts, culture and recreation are important to quality of life. Outstanding public as well as private facilities and programs make Pleasanton an even more desirable destination forresidents and visitors alike.

A strong local economy is needed to generate the tax dollars necessary to maintain quality facilities and programs for all age groups and a variety of interests.

• AlvisoAdobeCommunityParkvisioningprocesscompletedandprogramsfor increasedutilizationsuccessfullyimplemented.

• StoneridgeCreekNeighborhoodPark(formerlyStaplesRanchCommunityPark) completedandprovidingavarietyofyear-round,dayornight,activerecreationaluses.

• Phase2ofBernalCommunityParkcompleted,includingadditionalall-weatherfields forday/night,year-roundplay,parking,restroom,oakwoodland.

• PlanforanewLibraryandCivicCentercompletedinconjunctionwithanupdated DowntownSpecificPlan.

• Off-LeashDogParkatBernalPropertycompleted.

• WaysideandDelucciParksimprovementscompleted.

• TwoadditionaltenniscourtscompletedatCommunity&TennisPark.

• EastPleasantonSpecificPlancompletedwithdevelopmentplanthatprovidesfor accesstoandtrailslinkingChainofLakes,IronHorseTrail,EBRPDShadowCliffsand VineyardCorridortowineregion.

• PioneerCemeteryimprovementscompleted.

• PlanforamajorindoorrecreationfacilityatStaplesRanch(i.e.foursheeticerink) implemented.

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ARTS, CULTURE & RECREATION

Strong schools, access to higher education and workforce skills development are essential to sus taining a vibrant community, maintaining a strong business environment and excellent quality of life in Pleasanton.

• PUSDschoolscontinuetorankamongthehighestinthestateandnationalsurveys.

• Allstudentsfulfillhighschoolgraduationrequirementsandhavehighereducation and/orcareeropportunitiesidentified.AcademicPerformanceIndex(orsuccessor standard)consistentlyrankhigherthantheStateandNationalaverages.

• PUSDattractshighlyqualifiededucatorsandsupportsthemthroughongoing,job embeddedprofessionaldevelopment.

• Technologyisusedasateachingandlearningtoolinallgrades.

• Increasingcommunitycollaborationisessential.Themulti-facetedapproach through2020includes:

– Localindustry-drivensectortrainingandlinkedlearningprograms.

– IntegratedpathwayprogramswithLasPositasCollege.

– Collaborationwithotherschooldistricts.

– CityGovernmentpartnerships.

– Partnershipscreatedin2015toprovidebusinessinputtotheI-680Career PathwaysTrustGrant.

• Preparingstudentsforthe21stCentury,PUSDcontinuestooffercuttingedge STEAM(Science,Technology,Engineering,ArtsandMath)relatedcoursesthrough2020:

– ProjectLeadtheWayEngineeringandBio-MedSciences(HighSchool)

– PathwaytoTechnology(MiddleSchool)

– ProjectLeadtheWayLaunch(ElementarySchool)

– CareerTechnicaleducationandAdvancedPlacementcourse(HighSchool)

– ComprehensiveCivicsprogramandStateandNationalawardwinning“WeThePeople”competitionteams.

– Continuingawardwinningartandmusicprograms.

– Maintainingawardwinningathleticprograms.

– ProgramstoempowerandsupportparentssuchasParentProject,LovingSolutions,SchoolSmarts.

The Pleasanton Chamber of Commerce supports the Pleasanton Unified School District (PUSD) strategic plan that sets the vision for 2020.

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EDUCATION

Safe neighborhoods, schools, parks and business centers add to Pleasanton’sdesirability as a place to live and work. It is essential that businesses thrive and con tinue to generate the tax base needed to sustain high levels of public safety services throughout the community.

• SuccessfullyimplementedPoliceDepartment’sstrategicplan,“2013 and Beyond” that iscenteredonsixbroadstrategicinitiativesintendedtofosterefficientoperations whilemaintainingasafecommunity.

• PleasantonranksinthetoptenontheSafestCitiesinCalifornialistforcitieswith populationbetween50,000and99,000bymaintaining:

– Policeemergencyresponsetimeof4minutesorlessandaveragenonemergency responsetimeis20minutesorless.

– Part1crimeclearancerateof30%orhigheralongwithoverallreductioninreported Part1crimes.

– Firefightingandfirstrespondermedicalcareresponsetimeofsevenminutesor lessfromthetimeof911callin90%ofallincidents.

• Zerotolerancepoliciesongangsandgraffitiareenforcedandmostgraffitiisremoved within48hoursofbeingreported.

• Acomprehensivecitywidedisasterresponseplanforallnaturalandman-made disastersisinplace,andcontentisperiodicallycommunicatedtothecommunity.

• Public/privatepartnershipinplaceprovidingforfull-time,permanentpublicsafety presenceandfacilityinNorthPleasanton.

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PUBLIC SAFETY

Excellent health and human services facilities and resources are an integral part of Pleasanton’s quality of life.

• Affordablehealthcare,includingmentalhealth,isavailableforallresidentsthrougha community-widesystemofservicesthatincludes:

– Fullspectrumofemergencyandinpatientservicesatlocalhealthcarefacilities.

– Urgentcareservices7daysaweek,24-hoursadaythroughacombinationofservices atlocalhealthcarefacilities.

– Awell-coordinatedreferralsystemamongcommunityorganizations,publicagencies, volunteerorganizationsandotherlocalhumanserviceproviderstopromoteaccesstoappropriateservicesaccessedas211.

– Ongoingadvocacyforpublicfundingsupportfromcounty,stateandfederalsources.

– Up-to-datefacilitiesthatoffersufficientcapacitytomeetthecurrentandprojected needsofallmembersofthecommunity.

– Eliminatingobesityanddepressionasleadinghealthcareconcernsinourcommunity.

– Community-widerecognitionthatmaintainingalocalhospitalisacommunityasset, andanessentialproviderofcareforresidentsandbusinesses.

Elected officials and other policy makers committed to the Vision, and to acting in the best interest of the total community.

LEADERSHIP

HEALTH & HUMAN SERVICES

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