Agenda packet — Livermore City Council, April 25, 2022 (part 2 of 2)

1. Asset Management Program:

Community Engagement Status Update Estimated
Completion Lead
A) Work with the Community Asset
Management (CAMP) Committee to
obtain input on proposed
management strategies,
prioritization options, and public
outreach efforts.

Six CAMP Outreach meetings held since May 2021
(two since the last update). Members provided input on
upcoming outreach tools including asset fact sheets
and stakeholder presentations.

Winter 2022-23 PW
B) Develop a public education and
engagement program to foster a
sense of ownership and shared
responsibility among residents,
businesses, and property owners
for the ongoing maintenance,
renewal, and replacement of
infrastructure.

Using the “Community Connections Campaign”, staff
and CAMP Outreach Committee members presented
Asset Management information to approximately 75
community members, including the Sons in Retirement,
Livermore Area Youth Advisory Committee, and other
groups.

Winter 2022-23 PW
C) Continue to partner with Zone 7,
City of Pleasanton, City of Dublin
and LARPD in the Living Arroyos
Program and Adopt a Creek Spot
programs to engage the public in
creek restoration and trash clean-
up projects.

The City of Dublin has recently joined the Living
Arroyos program. City staff are actively working with
LARPD and Zone 7 to resume Living Arroyos in-person
events.

Ongoing CDD / PW
D) Complete annual reports to
maintain Federal Emergency
Management Agency Community
Rating System Class 6 rating so
property owners continue to receive
a 20% discount on flood insurance
through the National Flood
Insurance Program.

Annual Report completed in July 2021 Ongoing CDD
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FY 2021-23 CITY COUNCIL PRIORITIES REPORT

GOAL – ASSET MANAGEMENT AND STORMWATER: Establish and maintain comprehensive Asset Management and Stormwater Management Programs, ensuring the community continues to receive vital services through a sustainable infrastructure strategy.

Action Items

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2. Asset Management Program:

Asset Data Collection and Analysis

Status Update Estimated
Completion Lead


A) Migrate asset data into NEXGEN,
the enterprise asset and workorder
management software, and develop
a user training program.

Developed workflow and business practices, migrated
asset data, and developed a training program for all
maintenance staff. Transitioned to NEXGEN software in
September 2021.

Completed PW
B) Collect real-time maintenance,
rehabilitation and replacement data
and continually update the work
management software and GIS
system. Continue to improve asset
data, identify missing data, and
develop plan for future data
collection efforts.

Based on new and improving asset management data,
completed significant improvements to the trees, trails, and curb ramp GIS layers. Developed and implemented
a new standard specification requiring vendors and
contractors to provide relevant asset management
information when rehabilitating, replacing, or installing new infrastructure.

Entered into a contract amendment with NEXGEN to
develop a custom app and web-portal named Livermore
Connect. This app will quickly and easily allow
community members to report maintenance and other
concerns on a computer or mobile device by dropping a
locational pin and uploading a picture of the issue. If contact information is provided, the user will receive
project updates as their service request is addressed.

Fall 2022 PW
C) Utilize risk-based criteria to
prioritize infrastructure repair and
replacement and refine
management strategy options.

Provide real-time tools for data
analysis to help with project and
budget decisions.

Analyzed asset management data from the existing
solar array behind City Hall to determine the most
financially responsible method to implement a future
solar project on the L Street garage.

Winter 2022-23 PW
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Action Items

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D) Develop a training program and
train staff to use NEXGEN Asset
Management software.

Implemented a multi-week training program for all
maintenance staff (virtual and in-person). Additional
training will be required on mobile device real-time
asset data collection.

Fall 2022 PW

3. Stormwater Management
A)

Develop a comprehensive
Stormwater Management Program.

A preliminary Stormwater Management Program has
been developed identifying current and anticipated staff roles across divisions.

Summer 2022

B) Complete a condition assessment
to better understand the current
condition of the storm drain system
(inlets, pipes, manholes, etc.) and
the reliability of current asset
properties (pipe material, inlet
configuration, etc.).

Field work is complete. Draft report is in progress Summer 2022

PW
C) Participate in inter-governmental
coordination and advocacy efforts
to address regional and localized
flood management practices and
projects.

The City continues to participate in Bay Area Flood
Protection Agency Association meetings to engage with
regional flood management and advocacy
efforts. The City is awaiting opportunities to engage as a stakeholder with Zone 7 as part of their Flood
Management Plan update process. This process will
help determine future CIP projects on Tri-Valley creeks and waterways, as well as potential policy changes in
Zone 7’s creek acquisition policies.

Ongoing CDD / PW
D) Conduct a public education
campaign. Portions of this task will
be completed in conjunction with
Asset Management item 1B.

WRD staff have provided information to the CAMP
committee on the stormwater system at two meetings.

Spring 2023 PW
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Action Items

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E) Stream Maintenance Program.

Utilize the Stream Maintenance
Program to repair storm damage
and maintain creeks, outfalls and
infrastructure in creeks.

 1. Complete annual notifications
(quantitative assessments
biological assessment, cultural
assessment, soil analysis,
description of work,
environmental impacts and
mitigation)

Projects were permitted and carried out in Fall 2021.

The 2022 Annual Notification is in being prepared for
submittal to enable projects for Fall 2022.

Completed

2. Renew RWQCB Permit

The City has requested an extension for the current
permit and expects to renew the permit in 2023 with an
expansion to cover emergency projects.

Summer 2022

3. Complete creation of creek
inspection tool and integrate into
existing workflows.

An initial creek inspection tool has been created and
beta-tested in the field. Staff and consultants are
working to integrate this tool with the new NexGen and
GIS systems.

Summer 2022

PW


F) Present the costs and benefits of
completing a Habitat Conservation
Plan (HCP) grant application to the
City Council.

A Resolution authorizing the City to apply for HCP grant funds was approved by Council in January 2022.

Completed CDD
G) Identify missing stormwater asset
data and develop a plan for future
data collection efforts.

This task has been integrated with the
Stormwater Asset Condition Assessment
Project (Item 3B).

Summer 2022 PW / CDD


H) Update the City’s Stormwater
Master Plan.

The consultant completed their work in February and
presented the final report to staff.

Completed PW
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Action Items

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 I) Complete mid-term update of the
Tri-Valley Hazard Mitigation Plan.

Completed through coordination with our regional
partners in July 2021.

Completed CDD

4. Fiscal Sustainability Status Update Estimated
Completion Lead
A) Create an Asset Management Fund
to meet the program’s financial
needs for future asset rehabilitation,
replacement, and/or divestment.

The Infrastructure Repair and Replacement Reserve
fund is currently at $10 million.

Spring 2022 ASD / PW
B) Complete a cost of service study
using the outcome of the storm
drain condition assessment project
(3B) and existing information on
stream management.

Spring 2023 PW
C) Develop a proposed Municipal
Code amendment to increase the
Urban Runoff Fee.

Summer 2023 PW / CAO
D) Explore new revenue sources for
asset management and stormwater
management such as grants, tax
measures, etc.

Completed a public opinion research poll to gauge
support for a potential new sales tax for infrastructure.

On February 28, 2022, Council received the results and
directed staff not to proceed with a revenue measure.

Summer 2023 PW
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GOAL – DOWNTOWN: Enhance the City’s vibrancy by completing critical projects downtown, ensuring the right balance of local amenities to support quality of life.

Action Items

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1. Hotel and Public Infrastructure Status Update Estimated Completion Lead
 A) Work with Presidio to bring an
updated Development Agreement to
City Council for review, including
updated parking information and a
revised schedule of performance

DDLA completed in December of 2021 Completed CDD

B) Council review and approval of
updated entitlements for Downtown
hotel

Summer 2022 CDD
D) Hotel and Public Infrastructure
begins construction

Spring 2024 CDD
E) Hotel opens for business

Spring 2025 CDD

3. Parking and Circulation Status Update Estimated
Completion Lead
A) I-Street Garage

 1. Begin construction Construction began on April 12, 2021, and is on schedule for completion in Summer 2022.

Completed CDD

2. Complete construction Summer 2022 CDD
B) L Street Garage

1. Complete design Design work started on the L Street Garage in August 2021.

Summer 2022 CDD

2. Start construction Fall 2022 CDD

3. Complete construction Spring 2024 CDD
C) K Street Extension and Walkway Temporary paving will be completed as part of the Eden Housing Project. Final stamped concrete and

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GOAL – DOWNTOWN: Enhance the City’s vibrancy by completing critical projects downtown, ensuring the right balance of local amenities to support quality of life.

Action Items

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walkway amenities will be constructed after the Science Center and Black Box Theater are completed.

1. Start construction

Summer 2024 CDD

2. Complete construction

Summer 2025 CDD

4. Downtown Core Implementation Status Update Estimated Completion Lead
A) Veterans Park

 1. Conduct Veterans Park design
public outreach

On July 12, 2021, the City Council adopted a
Resolution authorizing execution of an agreement with
RRM Design Group to conduct public outreach and
design and assist in construction administration of
Veterans Park. Staff and RRM completed stakeholder
engagement in mid-September.

Completed

CDD

2. City Council review and
approval of Veterans Park
design

Spring 2022

CDD

3. Start construction Coordinating with construction schedule for Eden Housing.

Summer 2024

CDD

4. Complete construction Summer 2025 CDD
B) Commercial Uses

1. Review and approval of
entitlement plans for Madden
commercial buildings

On August 20, 2021, staff reviewed preliminary concept
plans and provided comments back to Red Bear Inc.
project team. Applicant submitted Downtown Design
Review 21-012 application in March 2022.

Summer 2022 CDD

2. Start construction of commercial
buildings

Spring 2023 CDD

3. Open for business Spring 2024 CDD
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GOAL – DOWNTOWN: Enhance the City’s vibrancy by completing critical projects downtown, ensuring the right balance of local amenities to support quality of life.

Action Items

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C) Black Box Theater

1. City Council consideration of
Development and Disposition
Agreement

Summer 2022 CDD/CMO
D) Quest Science and Society Center

 1. Review and approval of Quest
interim educational demonstration
area

In summer 2021, staff approved a License Agreement
with Quest Science Center to operate the interim
educational demonstration area. The interim
educational demonstration area was constructed and
opened for events in August 2021.

Completed CDD/CMO
E) Trash Enclosure in surface parking
lot behind the First Street Alehouse

1. Complete design

2. Complete construction

Staff is finalizing the design of a trash enclosure that will be located in the surface parking lot behind the First Street Alehouse. Staff is coordinating the final design with the adjacent businesses and Livermore Sanitation.

Spring 2022

Spring 2023

CDD
F) Electric vehicle fast chargers in
surface parking lot behind First
Street Alehouse

1. Finalize lease agreement

2. Complete construction

Staff is working on a lease agreement with East Bay
Community Energy Authority which will allow them to
construct, operate, and maintain fast chargers for
electric vehicles in the surface parking lot behind the First Street Alehouse.

Spring 2023

Fall 2023

CDD
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GOAL – DOWNTOWN: Enhance the City’s vibrancy by completing critical projects downtown, ensuring the right balance of local amenities to support quality of life.

Action Items

Page 4 of 4 ends

G) Eden Housing Project
 1. Entitlement review

On May 25, 2021, the City Council adopted Resolutions
approving the project.

Completed CDD

2. Start construction Delayed pending litigation Fall 2023 CDD

3. Complete construction

Fall 2024 CDD

5. Additional Downtown Enhancements Status Update Estimated Completion Lead
 A) Enhanced lighting to eliminate dark
spots and to improve safety in the
Downtown Core

CIP 201841 was accepted by the City Council on July
26, 2021. Additional lighting enhancements will be
made with various downtown CIP projects such as the
L Street Garage.

Completed CDD
B) First Street Streetscape (Legacy
Project) completion

Work has commenced Fall 2022 CDD
C) Paseos

1. Acquire & extend eastern paseo Spring 2024 CDD

2. Construct western paseo Spring 2024 CDD

6. Livermorium Plaza Status Update Estimated
Completion Lead
 1. Start construction

2. Complete construction

Construction began July 12, 2021, and is on schedule
for completion by Livermorium Day, May 30, 2022.

Completed

Spring 2022
CDD
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FY 2021-23 CITY COUNCIL PRIORITIES REPORT

GOAL – GENERAL PLAN UPDATE: Comprehensively update the Livermore General Plan, including Housing Element and Programmatic EIR, to address changes in regional and state policy, market trends, and community preferences, to plan for growth and conservation for the next 25 years, and support and enhance Livermore quality of life.

Action Items

Page 1 of 9 ends

1. Project Team Formation Status Update Estimated
Completion Lead
 A) Prepare project scope and budget and
enter into a contract with PlaceWorks.

On June 28, 2021, the City Council adopted a
Resolution approving a Professional Services
Agreement with PlaceWorks to update the Livermore
General Plan and Housing Element and authorizing
the formation of a Citizens Advisory Committee.

Completed CDD

2. Steering / Advisory Committee Status Update Estimated Completion Lead
 A) Seek Council authorization to form a
Citizens’ Advisory Committee and
present recommendations for
selection criteria, bylaws, and rules of
procedure.

On July 26, 2021, the City Council adopted a
Resolution establishing the General Plan Advisory
Committee Rules of Procedure. On September 13,
Council approved the Committee selection process.

Committee interviews and selection occurred on
September 28, 30, and October 7.

Completed CDD
B) Educate the Advisory Committee on
rules of procedure, planning concepts,
general plan law and required
elements, and technical information
and obtain Committee feedback on
various plan components alternatives,
and policies.

Staff and PlaceWorks have facilitated seven General
Plan Advisory Committee meetings. Topics included:
overview of the General Plan and update process,
key learnings on Housing Element and housing law,
the land use alternatives process and land use types,
and population and economic trends. Committee has
provided feedback on vision statement, community
engagement, and land use focus areas.

Winter 2023-24 CDD

3. Existing Conditions Analysis Status Update Estimated Completion Lead
 A) Evaluate existing policies and planning
documents, current laws and
regulations, land use patterns.

Throughout the Fall 2021, staff and PlaceWorks
conducted a multi-disciplinary review of planning
documents, federal, state, regional and local
Completed CDD
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FY 2021-23 CITY COUNCIL PRIORITIES REPORT

Action Items

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regulations and evaluated economic and
development trends.

B) General Plan and EIR Topics

1. Prepare an existing conditions
report on all General Plan and EIR
topics.

On March 3, 2022, staff and PlaceWorks completed
existing conditions reports for a variety of topics (land use and circulation are nearing completion). The
reports have been posted on the project website. In
addition, staff and PlaceWorks are preparing a
graphically oriented online tool to make the technical
reports easily accessible to the community.

Spring 2022 CDD

2. Prepare white papers to serve as a
foundation for a range of
alternatives the Council, Planning
Commission, Advisory Committee,
and the community could consider
to address key issues and future
trends.

Spring 2022 CDD
C) Present existing conditions report and
white paper topics to Advisory
Committee, Planning Commission,
and City Council for direction and
feedback.

Spring 2022 CDD

4. Community Engagement Status Update Estimated
Completion Lead
 A) Develop a Community Participation
Plan to identify outreach and
engagement channels and strategies,
stakeholder and focus groups, pop-up
events, workshops, and open houses.

In November 2021, staff and PlaceWorks posted the
Equity and Inclusion Plan on the website, which is
the strategy for engaging with the community
throughout the General Plan Update.

Completed

CDD
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Action Items

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The Plan will outline a schedule for
various engagement events and
activities at key milestones in the
planning process.

 B) Develop and manage a project
website and a variety of
online engagement tools.

The website is live and staff and PlaceWorks are
developing online engagement tools and posting
relevant documentation.

Completed CDD
C) Prepare outreach materials (e.g.,
flyers, posters, press releases,
newsletters, FAQs, social media
posts, e-blasts, videos, Downtown
kiosk display).

Staff and PlaceWorks continue to produce outreach
materials, videos, posters, press releases, etc. New
material will be produced on an ongoing basis.

Ongoing CDD
 D) Conduct visioning workshops with
community and focus groups.

The first Visioning workshop (virtual) took place on
September 23, 2021. Staff and PlaceWorks engaged
the community at Farmers Markets, Marilyn Avenue
Food Pantry, and other venues. On March 14, 2022,
Council adopted the draft vision statement.

Completed CDD

5. Alternatives Development and Evaluation Status Update Estimated Completion Lead
A) Focus Areas and Infill Sites

1. Identify potential focus areas and
infill sites (that also correspond to
Housing Element site inventory);
and confirm focus areas with
Advisory Committee and
community.

Staff and PlaceWorks have presented land use
concepts, land use types, and the land use
alternatives process to the Advisory Committee.

Committee has begun providing feedback on
potential focus areas. Staff and PlaceWorks
prepared a Housing Element sites inventory. Staff
and PlaceWorks received community feedback on
focus areas at pop up events and through online
activities.

Spring 2022 CDD
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Action Items

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2. Within each focus area/infill site,
develop alternatives and evaluate
each alternative’s performance.

Summer 2022 CDD
B) Land use and circulation alternatives

1. Develop a series of land use and
circulation alternatives for General
Plan Area and Focus Areas
(including Housing Element
inventory sites) based on visioning,
goals setting, community input,
Committee comments, and Council
direction.

Summer 2022 CDD

2. Present to the community and
facilitate Advisory Committee
meetings to review draft
alternatives.

Summer 2022 CDD

3. Present Committee and community
feedback to Planning Commission.

Summer 2022 CDD

4. Present to City Council. Fall 2022 CDD

5. Create a preferred alternative
based on Council direction and
community input.

Fall 2022 CDD

6. Policy Development and Evaluation Status Update Estimated Completion Lead
A) Evaluate existing policies and prepare
policy framework options to address
new state requirements and to achieve
the preferred alternative.

Fall 2022 CDD
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Action Items

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B) Draft new goals, objectives, policies,
and actions needed to address
elements of the general plan and City
priorities.

Winter 2022-23 CDD
C) 1. Receive input from staff and the
Advisory Committee.

Spring 2023 CDD

2. Present draft policies to Planning
Commission.

Spring 2023 CDD

3. Present draft policies to City
Council.

Spring 2023 CDD

7. General Plan Document Preparation Status Update Estimated Completion Lead
A)

Prepare a General Plan outline and
document format and select a design
option.

Spring 2023 CDD
B) Prepare an Administrative Draft
General Plan.

Spring 2023 CDD
C) 1. Prepare a Public Review Draft
General Plan.

Summer 2023 CDD

2. Present Public Review Draft to
Advisory Committee and
community.

Summer 2023 CDD
D) 1. Present the Draft General Plan to
the Planning Commission.

Fall 2023 CDD
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Action Items

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2. Present the Draft General Plan to
City Council.

Fall 2023 CDD
E) Prepare the Final General Plan
document.

Fall 2023 CDD
F) Create and launch an online General
Plan to provide greater transparency
and accessibility.

Winter 2023-24 CDD/ASD

8. Housing Element Status Update Estimated
Completion Lead
 A) Meet with community organizations,
service providers, and key
stakeholders to seek input on policy
issues and understand local housing
needs.

Throughout the Fall of 2021, staff and PlaceWorks
met with the community and stakeholders to seek
input on policy and housing related issues.

Completed CDD
 B) Conduct various assessments and
analyses that pertain to the Housing
Element.

Throughout the Fall of 2021 and Winter 2021-22,
staff and PlaceWorks analyzed current conditions,
supply, land use data, and RHNA allocations.

Completed CDD
 C) Update Housing Element goals,
policies, and quantified objectives
based on the various housing
assessments and community input.

Staff and PlaceWorks updated goals and policies
within the Housing Element and prepared an
administrative draft document.

Completed CDD
C) Prepare an Administrative Draft
Housing Element and corresponding
CEQA document.

Spring 2022 CDD
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Action Items

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D) Draft Housing Element and CEQA
document.

1. Present public review draft of the
Housing Element and CEQA
document to Advisory Committee.

Spring 2022 CDD

2. Present public review draft of the
Housing Element and CEQA
document to Planning
Commission.

Summer 2022 CDD

3. Present public review draft of the
Housing Element and CEQA
document to City Council.

Summer 2022 CDD

E) Prepare the Final Housing Element
document.

Fall 2022 CDD
F) Submit the Final Housing Element to
the State Housing and Community
Development Department for review
and certification.

Winter 2022-23

CDD

9. Environmental Impact Report Status Update Estimated Completion Lead
A) 1. Prepare Draft and Final Notice of
Preparation (NOP) including project
description and EIR/Plan
development process.

Fall 2022 CDD/CAO

2. Conduct public Scoping Meeting
commencing the EIR preparation
process and receive initial
Fall 2022 CDD/CAO
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Action Items

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community input on topics that
should be covered in the evaluation
of the General Plan Update.

B) 1. Prepare the Administrative Draft
EIR based on the existing
conditions report, alternatives, and
technical analysis (traffic modeling,
air quality, biological, etc.).

Summer 2023 CDD/CAO

2. Prepare a Mitigation Monitoring and
Reporting Program.

Summer 2023 CDD/CAO
C) 1. Prepare the Public Draft EIR for
public review and comment.

Summer 2023

CDD

2. Prepare and publish Notice of
Availability.

Fall 2023 CDD

3. Conduct a community meeting.

Fall 2023 CDD
D) Draft EIR

1. Prepare the Draft EIR for adoption
at public hearing including a
summary and response to public
comments received.

Fall 2023 CDD

2. Present the Draft EIR to Planning
Commission.

Fall 2023 CDD
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Action Items

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3. Present the Draft EIR to City
Council for adoption along with the
General Plan.

Fall 2023 CDD
E) Prepare Draft and Final Notice of
Completion (NOC).

Fall 2023 CDD
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GOAL – HOMELESSNESS AND AFFORDABLE HOUSING: Establish a homelessness strategy, engaging local partners to develop a coordinated response, and expand diversity of affordable housing opportunities.

Action Items

Page 1 of 11 ends

1. Homeless Strategic Framework Status Update Estimated Completion Lead
A) Council Subcommittee on Homelessness

1. Work with Council Subcommittee on
Homelessness to meet Strategic
Framework goals for short- medium-
and long-term strategies and funding
sustainability.

In January, staff met with the Subcommittee to discuss
potential California Homekey program opportunities to
meet the Subcommittee’s short-medium-and long-term
goals. One application was submitted in January 2022
and another is in development.

Winter 2022 CDD

2. Conduct Subcommittee meetings to
receive community input and identify
long-term solutions to recommend to
Council.

In January, staff met with the Subcommittee to discuss
long term strategies to address substance abuse and
mental health services for the unsheltered population.

Staff is working with the County to identify a possible location for sober/detox services in the Tri-Valley.

Fall 2022 CDD

3. Work with the Subcommittee to identify
additional sources of financing for the
continued operation of Council
approved crisis intervention services,
trash service, biohazard service, and
storage.

The State budget has specific funding available to
address homelessness related services including crisis
intervention and trash and bio-hazard services. The
County is submitting their funding plan (Home
Together) to the State in April 2022.

Summer 2022 CDD

B) Regional Advocacy

1. Work with the cities of Dublin and
Pleasanton to secure future funds.

Staff from Livermore, Dublin and Pleasanton regularly
meet with the County to identify County, State and
Federal resources. The State budget included $12
billion in homelessness funds that will funnel through
the County to cities and regions.

Ongoing CDD

2. Secure State and/or Alameda County
Homeless Housing Assistance Program
Funds (HHAP 3) funds.

The County is developing a process to release HHAP 3
funds to those cities and regions in their vendor pool.

Livermore is the only Tri-Valley City in the County’s
Summer 2022 CDD
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GOAL – HOMELESSNESS AND AFFORDABLE HOUSING: Establish a homelessness strategy, engaging local partners to develop a coordinated response, and expand diversity of affordable housing opportunities.

Action Items

Page 2 of 11 ends

vendor pool and will administer HHAP funds for the City and region.

Additionally, Livermore along with Hayward, Union City, and Piedmont submitted a joint Homekey application to
the State to purchase scattered housing sites for the
unsheltered. Homekey is the State of California’s
largest homelessness investment, to date.

3. Identify Federal, State and County
funds to address Homelessness.

The State budget included $12 billion in new
homelessness funding. Program guidelines are still be
developed by the State prior to the funding being
released. Housing and Homelessness funding through
the County’s voter approved Measure W is still in
litigation. No indication when the funds will be released.

Summer 2022 CDD
 4. Work with Alameda County to identify
and implement a Project
Roomkey/Safer Ground Hotel.

Livermore Safer Ground hotel officially closed on July
31st. All Livermore participants were either placed into housing units or transferred to another County hotel
participating in the program.

Completed

CDD

C) Nonprofit Service Provider Capacity
Building

 1. Assist providers with identifying and
leveraging local funds.

Staff helped nonprofit partners identify and apply for
federal funds that could leverage City funding for
housing and human services, such as the Federal
Eviction Prevention Program.

Completed CDD

2. Provide office space at the Multi-
Service Center for CityServe.

Construction at the Multi-Service Center is nearly
complete, which will expand CityServe’s presence at
this location and support existing health and human
services providers

Summer 2022 CDD
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FY 2021-23 CITY COUNCIL PRIORITIES REPORT

GOAL – HOMELESSNESS AND AFFORDABLE HOUSING: Establish a homelessness strategy, engaging local partners to develop a coordinated response, and expand diversity of affordable housing opportunities.

Action Items

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D) Social Opportunity Endowment (SOE)
Fund

1. Work to evaluate and increase funding
into the SOE fund.

Fall 2022 CDD

2. Work to secure new SOE funding
opportunities from developments in the
Isabel Neighborhood Specific Plan.

Fall 2022 CDD/OIED
E) Human Services Facility Fee

1. Work with consultant to revise fee
calculation methodology to include
community rooms, multi-service
resource centers, shelters, etc.

Summer 2022 CDD

2. Work with consultant to evaluate fee
methodology for residential and
commercial developments.

Fall 2022 CDD
F) Local Agency Coordination

1. Coordinate a quarterly meeting with
Zone 7, Caltrans, East Bay Regional
Parks District, and LARPD.

In June 2021, the City partnered with Caltrans and local service providers to conduct a clean-up operation on
the encampment located on private property and
CalTrans property in and around the Walmart area.

About 20 residents in the area relocated and five
accepted assistance. Approximately 40 tons of
garbage and hazardous waste was collected and
disposed.

Ongoing CDD

2. Identify and coordinate resources for
encampment issues.

In September, the City partnered with Caltrans and
local providers to conduct a clean-up operation near
the E Airway/Portola area. Five residents in the area
were relocated and offered hotel vouchers.

Ongoing CDD
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GOAL – HOMELESSNESS AND AFFORDABLE HOUSING: Establish a homelessness strategy, engaging local partners to develop a coordinated response, and expand diversity of affordable housing opportunities.

Action Items

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3. Coordinate resources with the business
community.

Staff continues to work with local agency partners,
service providers and local businesses on coordinated
response, including vegetation removal.

Winter 2021-22 CDD
G) Rental Assistance Program

 1. Work with County to secure additional
funding for development of a rental
assistance program to address the
needs of persons facing eviction due to
the pandemic.

As of early March 2022, $2,992,957 in federal COVID-
19 rent relief funds have been disbursed to Livermore
tenants. The County is continuing to advocate for
unspent federal funds to be re-allocated to Alameda
County to meet the enormous local need for rent relief.

Completed

CDD
 2. Identify service providers and housing
counselors who will provide necessary
tenant based services.

The City is contracting with CityServe to help Livermore residents access these funds.

Completed CDD

3. Provide outreach and marketing to
identify those in need of program
services.

City is disseminating information about the program Fall 2022 CDD

2. Development of Affordable Multifamily
Projects Status Update Estimated
Completion Lead
A) Avance (formerly Sunflower Hill)

 1. Begin construction of Avance.

The project is under construction

Completed CDD

2. Complete project construction.

Summer 2022 CDD
 3. Work with the Livermore Housing
Authority to secure project based
vouchers.

Twenty-five (25) of the project units will receive Project- based Section 8 rental subsidies through the Livermore

Completed

CDD

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Action Items

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Housing Authority, assisting extremely low-income
tenants.

4. Work with MidPen on identifying
tenants for the project.

MidPen Housing and the City are working closely with
local agencies who serve the Developmentally
Disabled community to help outreach to their
consumers with information on the project.

Fall 2022 CDD

B) Chestnut Family
 1. Assist with the Grand Opening for
Chestnut Family Project.

The Grand Opening event for Chestnut Square Family
took place on Friday, August 20th, celebrating the
completion of 42 affordable homes for families and
formerly unhoused households. This was the final
phase of an intergenerational community in Livermore,
with the 72-unit affordable Chestnut Square Senior
apartments next door.

Completed CDD
C) Interfaith Housing/Pacific Avenue
 1. Work with Interfaith Housing to finalize
plans for a senior affordable rental
project.

On September 13, 2021 the Council approved the
Development, Disposition, and Loan Agreement
(DDLA) for the project.

Completed CDD
 2. Secure project entitlements. On November 16, 2021, the Planning Commission approved the project entitlements.

Completed CDD

3. Identify and secure sources of outside
funding for site development.

The City received an award from the State’s Local
Housing Trust Fund to support the project and the
developer submitted an application to the No Place
Like Home program to support site development as
well as operating costs for units for formerly homeless seniors.

Fall 2022

CDD

4. Begin construction.

Winter 2022-23 CDD
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D) Livermore Village Catalyst Site
 1. Identify and secure sources of outside
funding for site development.

Eden Housing submitted an application for tax credits
and the project received one of the highest scores in
the region.

Completed

CDD

E) 2047 First Street (Griener)

1. Identify developer for a mixed-use
retail/affordable housing project.

Staff are working to meet all the State surplus land
disposition requirements and set the foundation for
identifying a developer for the site.

Fall 2022 CDD

2. Secure project entitlement. Winter 2022-23 CDD

3. Identify and secure project financing. Spring 2023 CDD

4. Begin construction. Fall 2023 CDD
F) Livermore Housing Authority
Acquisition/Rehab Project - Work with the
Livermore Housing Authority (LHA) on the
rehabilitation of their units on Bluebell Ave,
Chestnut Ave, and I Street.

1. Develop scope of work for each of the
project sites.

Staff presented to members of the Livermore Housing
Authority board on the State Homekey program and the
acquisition/rehab opportunities it presents for various potential project sites.

Summer 2022 CDD

2. Develop and approve new loan and
regulatory agreements for the sites.

Fall 2022 CDD

3. Identify and secure outside sources of
project financing.

Winter 2022-23 CDD

4. Complete rehabilitation work. Spring 2023 CDD
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Action Items

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G) Reach Housing Accessory Dwelling Units
(an expansion of their shared housing
model for persons with developmental
disabilities).

 1. Determine suitable site location for
ADU’s.

Staff have identified potential sites and shared housing operators and released a request for proposals in
December 2021, for the State Permanent Local
Housing Allocation funds awarded for this program.

Completed CDD

2. Secure financing. City Council will consider a rehabilitation loan to Tri- Valley REACH for their Colgate property in Spring
2022.

Spring 2022 CDD

3. Obtain City approvals. Summer 2022 CDD

4. Construct units. Fall 2022 CDD
H) Identify existing multifamily unit projects for
purchase to convert to
affordable/workforce housing.

The City’s Request for Information for the Homekey
program, released in August 2021, includes a
solicitation for multifamily developments interested in converting to affordable housing.

Spring 2022 CDD
I) Vineyard Project

 1. Work with Housing Consortium of the
East Bay (HCEB) to secure project
financing.

All project financing has been secured for the project
and construction commenced in March 2022.

Completed

CDD

 2. Develop construction plans for the
project.

Completed CDD
 3. Begin project construction. Construction began with demolition in March 2022 Completed

CDD

4. Work with nonprofit service providers
to identify and secure appropriate
services.

Winter 2022-23

CDD
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J) Hotel Acquisition and Rehabilitation (for
development of transitional housing and
on-site services to support homeless)

 1. Identify hotel sites for possible
acquisition.

Staff continues to participate in the County hotel
acquisition working group and engaged a consultant
who identified potential hotel sites. Staff released a
released a Request for Information in August 2021, to
identify potential acquisition sites and
developer/owners for the project.

Completed CDD

2. Work with County to secure financing. Winter 2022-23 CDD

3. Identify developer/owner for the
project.

Fall 2021 CDD

4. Acquire site. Winter 2022-23 CDD

5. Develop construction plans for the
project.

Spring 2023

CDD

6. Begin construction. Fall 2023 CDD

7. Work with nonprofit service providers
to identify and secure appropriate
services.

Winter 2023-24

CDD
K) Work with the real estate community and
nonprofit developers to identify new sites
for development of affordable housing for
use with the Housing First Program.

The Homekey program Request for Information
released in August 2021 identified new sites and
partners for developing affordable housing for people
experiencing homelessness, and staff are working with
developers of existing projects in the affordable
housing pipeline to identify funds that can help set
aside units and support ongoing on-site services for
this population.

Summer 2022 CDD
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Action Items

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L) Identify sites for use in the development of
transitional/interim housing units.

Staff are also designing a Housing First program with
the Livermore Housing Authority to set aside units at
Leahy Square as transitional housing for homeless
families and are applying for funding for necessary
supportive services.

Summer 2022 CDD

3. Create Affordable Ownership Opportunities Status Update Estimated Completion Lead
A) Administer the City’s Inclusionary Housing
Program

1. Work with provider to create buyer
eligibility lists for projects under
agreement with the Affordable
Homeownership program.

In March of 2021, the City conducted a process to
establish a new list of people interested in buying
homes through the program and received 866
applications. As of 9/8/21, the Affordable
Homeownership Program has welcomed ten (10)
households into homes, including two Livermore school
teachers. Administrators will continue to work with
Lennar Homes to identify buyers for the 2 remaining
low and moderate income units that are scheduled to
be released this year. In addition to the new homes,
any pre-existing home that becomes available through
the resale process will also be included in this
application period. Staff has worked on developing its’ webpage with comprehensive, up-to-date information
on the Program, including available homes and helpful
program resources in both English and Spanish.

Increased language translation on the page and
enhanced outreach efforts have created an increase in
engagement with Spanish-speaking residents.

Ongoing

CDD

2. Work with provider to qualify buyers for
inclusionary units.

Ongoing CDD
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3. Assist buyer and seller in completing
the purchase transaction.

Ongoing CDD
B) Down Payment Assistance (DPA) Program

1. Provide second mortgage DPA loans to
eligible low and moderate-income
homebuyers.

As of early September 2021, the City’s DPA program
has funded two loans totaling $40,000 to help low- and
very-low income buyers meet first mortgage
affordability requirements.

Ongoing CDD
C) Identify outside resources that can be used
to expand existing ownership programs
and create new ones.

Staff partnered with the County to market and outreach
their Down Payment Assistance loan (ACBoost).

During the 1st round of financing, AC Boost helped four households buy their first home in Livermore.

The application period for the 2nd round of financing
closed on 8/30/21.

Ongoing CDD
 D) Update the City’s Inclusionary Housing
Ordinance to include an on-site rental-
housing requirement.

City Council adopted an update to the City’s
Inclusionary Housing ordinance in June 2021 and the
new on-site rental housing requirements went into
effect in July 2021.

Completed CDD

4. Regional Housing Opportunities Status Update Estimated Completion Lead
A) Work with the County to identify and
secure additional funding for homeless
services.

Staff are working with County and other jurisdictions to identify ways to access and maximize funding in the
State of California’s FY2021-2022 budget for homeless
services.

Spring 2022 CDD
 B) Continue to work with County on project
Roomkey and Operation Safer Ground
funding opportunities.

Staff responded to a County solicitation for City-
sponsored Homekey projects providing housing for
people experiencing homelessness and were
successful in obtaining County funding for operating
subsidies for the Bay Area Community Services
(BACS) Project Reclamation program providing
Completed CDD
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supportive shared housing to people experiencing
homelessness.

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GOAL – MODERNIZATION, TRAINING and WORKPLACE ENHANCEMENTS: Develop a systematic approach to modernizing the City’s aging business systems, reviewing processes for alignment with industry best practices, and providing our workforce with the tools and training necessary to effectively deliver services to the community.

Action Items

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1. Governance and Process Improvement

Status Update Estimated
Completion Lead
A) Governance of Information and
Technology

ASD

1. Establish IT Steering
Committee

Steering committee is being formed Summer 2022

2. Determine key initiatives IT Strategic Plan and Microsoft 365 Strategic Plans being developed

Summer 2022
 3. Remote workforce
technology plan

Pilot program for remote workforce technology is
underway. SharePoint Intranet is near launch and will
support secure remote worker access to City data.

Completed
 4. Develop Cloud First strategy Purchased the cloud version of Laserfische. Document migration will start within the month. All server
upgrades are planned for “cloud first” approach. Data
migration testing underway.

Completed

5. Integrating City systems Program portfolio is being developed to track enterprise applications and review for integration.

Winter 2022-23

6. Technology refresh New hardware platform is being piloted Winter 2022-23  7. Leveraging artificial
intelligence

New Artificial Intelligence (AI) security systems being implemented to monitor e-mail and security breaches.

Completed
 8. Mobile devices Mobile device management system being installed, all mobile devices ordered as needed.

Completed
B) Compliance Tracking
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Action Items

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1. Governance, risk, and
compliance tracking system

Spring 2022 ASD/CAO
a) Needs analysis for tracking
cyber risk and other risks

Needs analysis complete
b) Evaluate platforms

Currently evaluating platforms
c) Select solution

Solution selected
d) Implement solution

Implementation in process
e) Train staff

2. Compliance Assessment

Winter 2022-23 ASD
a) Conduct assessments
Payment Card Industry
(PCI), Healthcare Insurance
Portability and Accountability
Act (HIPAA), Criminal
Justice Information Services
(CJIS), American Water
Works Association (AWWA)

b) Document current
compliance activities

c) Develop remediation plans

C) Governance Modernization

ASD

1. Review Administrative
Regulations (ARs) and
Summer 2022
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Livermore Municipal Code
(LMC)

a) Establish AR/LMC review
committee

Staff review committee established
b) Review ARs and LMC for
cyber risk and financial
policy best practices

Staff are working to establish a system for managing
the policies and ARs (Cloud system myPolicies)

c) Update ARs

In process
d) City Manager approval of AR
updates

e) Update Municipal Code to
increase purchasing and/or
spending limits to account
for CPI increases

f) Council approval of
Municipal Code updates

 2. Retention Schedule Update

Completed
a) Needs assessment

Complete
b) Develop file plans for each
division for electronic and
physical documents

Complete
c) Update policies/procedures

Complete

d) Train staff

Staff has received training on what a city record is and how to utilize the city’s new offsite records storage

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Action Items

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system. Additional trainings will be provided over the
next year and on an on-going basis.

D) Internal Process Modernization

1. Process Improvement

a) Document or update
documentation for current
procedures

Winter 2022-23 ASD
b) Evaluate opportunities for
improvement, including
purchasing-card paperless
workflow process

c) Evaluate and identify
automation possibilities

d) Develop a plan to
implement automation

2. Paperless Timesheets

Spring 2023 ASD
a) Assess needs

Complete
b) Procure solution

Complete
c) Test solution

In process
d) Implement solution

Partially implemented; Police Department has
implemented InTime, the remainder of the city will
implement with the new ERP system.

e) Train users on new system

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3. Contract Management and
Electronic Signatures

Summer 2022 ASD
a) Create AR for electronic
signatures

Complete
b) Procure DocuSign contract
lifecycle management
system

Complete
c) Implement DocuSign

Staff is working to get a contract in place with a new
vendor

d) Create workflows by
contract type

e) Train staff on process,
policy, and system

4. Records Storage

Summer 2022 ASD
a) Execute a contract with
Corodata for records
storage, scan on demand,
data conversion services and
records destruction services

Complete
b) Move records from PD
records facility to Corodata

Partially complete
c) Train staff

Complete

5. Paperwork Reduction

Winter 2022-23 CDD
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a) Prepare plan to transition to
electronic file copies for all
projects with a secondary
electronic backup system



6. Improve the approval process
for new hire requisitions

a) Implement automated
requisition routing module in
Neogov

Complete

Completed ASD
b) Develop required approval
mapping for each
department

Complete

c) Convert to automated
system

d) Train staff

Complete

7. Enhance city compliance with
noticing, tracking and reporting
requirements of Family Medical
Leave Act (FMLA) qualified
leaves

Fall 2022 ASD
a) Needs analysis - Identify,
test, and select software or
vendor alternative to using
Excel and Word to track and
generate required letters

b) Select solution

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c) Procure solution

d) Implement solution

e) Train staff

 8. Public records request software

Completed ASD
a) Procure software

Software purchased
b) Implement system

Software implemented
c) Train staff Staff fully trained on new software

d) Communicate to the public
the availability of the new
system

New software available for public use on the city’s
website and communicated via newspaper article

9. Online Payments

Fall 2022

CDD/ASD
a) Needs analysis

b) Determine compliance
requirements

c) Identify solution – merchant
account options that work
with Accela

d) Procure solution

e) Implement

Software has been identified for paperless plan review
and cost estimates received for implementation

10. Expand Permit Types Available
in Online Portal
Fall 2022

CDD

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Action Items

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a) Identify CDD permit types
that can be processed online
(Building, Planning, and
Engineering)

Complete
b) Configure additional Accela
record types for intake from
the Accela Citizen’s Access
Portal

In process
c) Create online submittal
capabilities and processes
for all eligible permit types

Received cost estimates from consultant for
implementation

d) Conduct staff training for
new online services

e) Launch online permitting
Services

 11. Improve the accuracy of and
turnaround time required to do
cost proposals in the 2021
Labor Bargaining process

Completed

ASD
a) Identify, test and select
software alternative to Excel

Complete
b) Obtain approval for new
software and implement
vendor contract

Complete
c) Implement new software

d) Train staff
Complete

Complete

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12. Investigate options for more
departments to post bid
package directly and accept
electronic submissions.

Summer 2022 ASD/CDD
E) Align services to available resources
to maintain fiscal stability

ASD

1. Develop strategy to pay down
unfunded liabilities

In progress Summer 2022

2. Develop long‐term strategic plan
to identify future revenue and
expenditure trends

Spring 2023

3. Develop, maintain, and attract a
skilled, adaptable, and diverse
workforce by providing
opportunities for our employees
to feel valued, engaged, and
trusted

In progress Spring 2023

2. Modernize Key Business Systems Status Update Estimated Completion Lead
A) Microsoft Modern Workplace
Roadmap [Office 365/Microsoft 365]

ASD
 1. Execute contract with
consultant

Complete Completed
 2. Identity and authentication

Complete Completed
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a) Determine high-level
desired identity and
authentication outcomes

b) Discovery and design
sessions

c) Develop recommendations
and Action Plan

 3. Device Management

Complete Completed
a) Review current practice and
policy

b) Outline organization-specific
measures of success

c) Discovery sessions

d) Envisioning and roadmap

e) Develop strategic
recommendations

f) Finalize recommendations

 4. O365 Collaboration and
Productivity

Complete Completed
a) Determine high-level
desired collaboration and
productivity outcomes

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b) Outline organization-specific
measures of success

c) Discovery sessions

d) Develop strategic
recommendations

 5. Security and Compliance

Complete Completed
a) Determine high-level desired
security and compliance
strategy outcomes

b) Outline organization-specific
measures of success

c) Discovery sessions

d) Envisioning and roadmap
sessions

e) Develop strategic
recommendations

 6. Change management
outcomes

Complete Completed
a) Determine high-level desired
change management
strategy outcomes

b) Outline organization-specific
measures of success

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c) Discovery sessions
d) Develop plans and
recommendations

B) Enterprise Resource Planning
(ERP)

ASD
 1. Approve selection consultant

Complete Completed
 2. ERP Project coordination and
initiation

Complete Completed
 3. Needs assessment

Complete Completed

4. RFP Development

Spring 2022

5. Evaluate proposals

Fall 2022

6. Selection of ERP system Fall 2022

7. Implementation of new ERP
System

Spring 2023
C) Records Management System

ASD

1. Needs Assessment, upgrade or
replace

Fall 2023
a) Provide residents access
and search capabilities via
the website to all non-
privileged data

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 2. Identify Solution – vendor
demonstrations

The city’s current electronic content management
system has been evaluated; new software as well as
upgrade opportunities have all been assessed; and a
cloud version of the current software was selected.

Completed
 3. Procure solution Complete Completed
 4. Develop migration plan

Complete Completed

5. Implement new system Partially Complete – file plans will be finished this month and allow the implementation to be completed

Summer 2022

6. Migrate data Winter 2022-23

7. Test new system Winter 2022-23

8. Develop the policies and
procedures required and
Implement system

Winter 2022-23

9. Integrate with other City
software

Spring 2023
D) Website

 1. Migrate to new platform

Completed ASD
a) Re-start data transfer
process to new site to
encompass COVID driven
and other changes

Complete
b) Conduct user training Complete

2. Expand the financial information
available on the City’s website to
Fall 2022 ASD
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include compliance reports and
historic records

3. Self-service options (on the
City’s website) for utility
customers

Winter 2022-23 ASD
E) New Agenda Management System

 1. Train staff Complete Completed ASD
 2. Implement system across all
advisory bodies

Complete Completed ASD

3. Board and commissions
module- Granicus

a) Implement and use boards
and commissions module

The boards and commissions module has been
deployed. Residents are now able to submit
applications to serve on an advisory body electronically or using paper.

b) Load past boards and
commissions data
Historical data is still being added at this time and is anticipated to be complete by June of 2022.

c) Train advisory body liaisons
on the use of boards and
commissions module

All advisory body liaisons have completed training
sessions to update their agenda template, review
Brown Act compliant agenda language, and create and
publish their agendas using Peak. All advisory bodies
will be actively using Peak to publish agendas by
October of 2021.

 4. Granicus for live Council
meetings
Completed ASD
a) Implement electronic voting
in Civic Center Meeting Hall
Granicus has been tested for use in live City Council
meetings. The use of electronic voting features, e-

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comment, and electronic speaker sign up have all been
tested for functionality and efficiency. E-Comment has
been successfully rolled out and other features will be implemented when the City Council begins hybrid
meetings.

b) Train City Council and
advisory bodies on the use
of i-Legislate

City Council Members and staff have had the
opportunity to practice in the new Civic Center meeting hall and explore the features and functionality of the
iLegislate app. Additional training and feedback
opportunities will be provided until the City Council
begins hybrid meetings.

c) Provide e-Comment and
electronic speaker sign up to
the public

The e-Comment feature is currently active for all City
Council meetings and is being used by each advisory
body as they complete their transition to the Peak
software.

F) Cybersecurity Threat Detection and
Response

ASD
 1. Research available solutions and
industry trends

Complete Completed
 2. Evaluate current solution

Complete Completed
 3. Needs analysis Complete Completed
 4. Vendor demos Security Operations Center selected

Completed
G) Integrated Library System Completed LIB/ASD

 1. Migrate to cloud-based solution

a) Needs analysis Complete
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b) Identify solution Complete
c) Procure solution Complete
d) Develop a migration plan Complete
e) Migrate data Complete
f) Test new system Complete
g) Train staff Complete
H) Utilize modern fleet management
technologies for tracking and
diagnostics to increase fleet
efficiencies

Winter 2022-23 PW

1. Needs analysis Staff is evaluating updated web module version of the AssetWorks system to determine the need for
additional tracking and diagnostic tools.

2. Identify solution

3. Procure solution

4. Develop a migration plan

5. Migrate data

6. Test new system

7. Train staff

I) Electronic Plan Review

CDD
 1. Needs analysis Complete Completed
 2. Identify electronic plan review
Platform that integrates with
Accela Permit System
DigEplan has been selected Completed
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 3. Procure solution Truepoint service provider identified as contractor for implementation

Completed
 4. Develop implementation plan Complete Completed

5. Implement solution Winter 2022-23

6. Train staff

Winter 2022-23

7. Launch system Winter 2022-23
J) Engineering Resource Manage-
ment System

Spring 2024 CDD

1. Select Platform

a) Needs assessment

b) Available platform review
c) Procure system

2. Implement system
a) Integrate existing data

b) Integrate with other systems
as applicable

3. Train staff

4. Launch system

K) Transition to laptops as main
computing device

ASD
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Action Items

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 1. Perform feasibility assessment to
transition from desktops to
laptops for each member of staff

Pilot program underway Completed

2. Make recommendation

Summer 2022
L) Smart Device Deployment

Summer 2022 ASD

1. Increase Smart Device
deployment to identified
workforce to interface with new
Asset Management software and
other related in field systems

Mobile device manager system being installed and
tested to support this solution

M) Council Chamber Technology

ASD
 1. Evaluate Zoom enhancements
allowing remote public access to
live meetings

Complete Completed
 2. Conduct proof of concept testing Complete Completed

3. Train staff and Council Hardware is being replaced to accommodate new design for chambers

Spring 2022
N) Modernize Library’s Online Public
Access Catalog

LIB
 1. Onboarding BiblioCore Discovery
Layer

Complete Completed
 2. Review the new catalog

Complete Completed
 3. Launch initial public trial run

Complete Completed
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Action Items

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 4. Official launch

The Bibliocore Discovery Layer was successfully
launched on June 21st, 2021. Over 3,000 users have
registered so far for Bibliocore accounts, which allow
them to participate in such “value-added” social media
experiences as rating books and movies, writing
reviews, and creating lists of suggested materials.

Completed
O) New Library App LIB
 1. Evaluate options

Staff evaluated products with demos and quotes from
various vendors

Completed
 2. Select solution

Solus was selected Completed
 3. Procure solution

Complete Completed
 4. Implement solution

Complete

Completed
 5. Train staff

Complete Completed
P) Virtual Reality simulator training
System for Police

Complete
PD
 1. Conduct research Completed
 2. Prepare informal requests for
quotes

Informal quotes received Completed

3. Seek Council authorization for
system procurement

Summer 2022
Q) Crossroads traffic collision and
citation software

PD
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Action Items

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 1. Research installation into
vehicle computers, desktops,
and digital citation units

Completed
 2. Install software

Complete Completed

3. Train staff

Traffic division and select officers are trained. Further training planned.

Summer 2022
 4. Launch system

Complete Completed
R) In car digital cameras

PD
 1. Research cost and installation
options for patrol vehicles

Complete

Completed
 2. Make recommendation

Axon Fleet 3 system recommended Completed

3. Procure required devices and
software

A contract bundle package is currently being discussed

Spring 2022

4. Implement and deploy solution

Tentatively scheduled for July of 2022 (awaiting
product availability due to supply shortage)
Summer 2022

5. Train staff

Summer 2022
S) Integrating Water Resources
Division (WRD) databases and
data sources

1. Create a WRD data team to
evaluate existing data sources,
business intelligence products,
and develop data management
best practices

Staff are currently working on defining the data
inventory project and team structure

Spring 2022
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Action Items

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2. Document the data, where it is
located, what format it is stored
in, and how it can contribute
overall efficiency

Summer 2022

3. Test various business
intelligence programs to
integrate databases

Summer 2022

4. Perform background research
and if appropriate, design a pilot
program to add additional data
gathering capabilities to wet
utilities such as pressure
monitors, district meters,
sewer/storm flow monitors, etc.

Fall 2022
T) WRD Technology Master Plan
[Follows IT & Cybersecurity
Strategic Plan]

PW/ASD
 1. Review and document existing
technology being used by the
various sections

Complete Completed
 2. Evaluate the effectiveness of
these technologies

Complete Completed
 3. Identify potential improvements

Complete Completed
 4. Make recommendations

Complete Completed

5. Implement recommendations

Spring 2022
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Action Items

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6. Reevaluate their effectiveness

Fall 2022
U) Hardware Refresh PD
 1. Evaluate existing hardware New patrol vehicle computers/tablets evaluated, tested and purchased

Completed
 2. Conduct needs assessment New patrol vehicle 5G cellular modems tested and evaluated

Completed
 3. Identify staff that need work-
station enhancements
(computer & monitor)

Complete Completed
 4. Develop a refresh plan Complete

Completed

5. Implement plan Coordinating installation in patrol vehicles and desk top computers. 5G modems will be installed as part of the
patrol vehicle in-car camera project.

Fall 2022

3. Training: Program and Governance Status Update Estimated Completion Lead
A) Governance Charter and Committee

Spring 2023 ASD

1. Conduct a training needs
assessment

2. Gather training resources

3. Determine and implement
training platform/s

a) Develop training library
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FY 2021-23 CITY COUNCIL PRIORITIES REPORT

Action Items

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b) Find external sources for
training

4. Set training goals

5. Setup employee learning plan,
establish, and review process

6. Centralize training reporting
(reporting dashboard)

B) Continuous monitoring of the
program

Summer 2023 ASD

1. Establish a new process to
continuously evaluate training
needs

a) New employee onboarding
training

b) HR training
c) Cybersecurity training
d) Safety training
e) Ethics training
f) Management and soft skills
training

g) Organizational culture and
history (knowledge transfer)

h) Credential or Continuing
Professional Education

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FY 2021-23 CITY COUNCIL PRIORITIES REPORT

Action Items

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i) General business
applications: Office 365
training

j) Line of business process
and application training

C) Training: Knowledge Transfer
Program

1. Mitigate key IT employee
knowledge loss
Winter 2022-23 ASD
a) Identify current and target
state of maturity for
knowledge transfer

b) Define key knowledge
transfer metrics

c) Identify project team and
their responsibilities

d) Build the project charter and
obtain stakeholder buy-in

2. Identify knowledge priorities

Winter 2022-23 ASD
a) Identify knowledge sources
and risk profile

b) Review and prioritize list of
knowledge sources

3. Build knowledge transfer plans

Winter 2022-23 ASD
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FY 2021-23 CITY COUNCIL PRIORITIES REPORT

Action Items

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a) Build a knowledge transfer
plan

b) Interview knowledge sources

c) Identify when to use
knowledge transfer tactics

4. Build knowledge transfer
roadmap
Winter 2022-23 ASD
a) Prioritize the sequence of
initiatives

b) Define knowledge transfer
initiatives timeframe

c) Complete the project
roadmap

d) Prepare a presentation for
project team and sponsor

4. IT & Cybersecurity Status Update Estimated
Completion
Lead
A) Conduct IT Assessments ASD

 1. CEO/CIO alignment

Complete
2nd round completed 01/2022

Completed
 2. CIO business vision

Complete
2nd round completed 01/2022

Completed
 3. End-user satisfaction survey

Complete
2nd round completed 01/2022

Completed
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FY 2021-23 CITY COUNCIL PRIORITIES REPORT

Action Items

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 4. IT staffing assessment

Complete Completed
 5. Security business satisfaction
and alignment

Complete Completed
 6. Security governance and
management scorecard

Complete Completed

7. Network vulnerability
assessment

Spring 2022

8. Core IT processes

Spring 2022
B) Develop IT & Cybersecurity Strategy

Summer 2022 ASD

1. Document IT vision, mission
statement, guiding principles and
goals

2. Document target state IT
capabilities

C) Develop IT & Cybersecurity Strategy
(continued)

Summer 2022 ASD

3. Document initiatives

4. Document risks

5. Document IT strategy roadmap

5. Facility Improvements Status Update Estimated
Completion
Lead
A) Increase number of electric vehicle Public Works is working in coordination with East Bay Community Energy to complete an analysis of the fleet
Winter 2022-23 PW
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Action Items

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charging stations available to
employees and the public

to determine which vehicles have an appropriate
alternative energy replacement, as well as identifying
the number, location, and type of charging stations
required for these vehicles.



B) In Person Touchless Check-In

1. Conduct needs analysis

2. Analyze various electronic check-
in systems

3. Select and procure electronic
check-in system

4. Implement system – Launch
electronic check-in system

5. Train staff

Item no longer needed, due to easing of pandemic
restrictions
Completed CDD
C) Customer Experience

Fall 2022 CDD

1. Analyze workstations at Permit
Center counter from customer
perspective

Staff is currently conducting analysis and identifying
opportunities for enhancing the customer experience

2. Implement enhancements that
will improve customer
experience i.e., large
monitors, self-help station, etc.

Replaced two monitors with larger monitors. Three
stations have dual monitors to enhance customer
viewing.

3. Develop plan to implement
upgrades

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FY 2021-23 CITY COUNCIL PRIORITIES REPORT

Action Items

Page 28 of 29 ends

4. Procure and install customer
station enhancements and other
items

D) Wireless Connectivity ASD

1. Modernize current “Livermore
Public” WiFi channel to
encompass all primary City sites

Current hardware is being refreshed Spring 2022

2. Implement new secured
employee WiFi channel on
modernized WiFi to provide City
Network Smart Device
Connectivity at designated City
sites

Project being redesigned Winter 2022-23

3. Extend secured WiFi channel
broadcasting to outside yard
areas of designated City sites
so work force may conduct City
business via Smart Devices

Project being redesigned Winter 2022-23
a) Broadcast scope study to
determine equipment
deployment needed to
support desired areas of
coverage

Project being redesigned Winter 2022-23
E) Online Public Room Reservation
System

LIB
 1. Determine if LibCal can be
used for online option to
reserve study rooms
Staff is moving forward with the expansion of existing
Office Tracker software

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FY 2021-23 CITY COUNCIL PRIORITIES REPORT

Action Items

Page 29 of 29 ends

2. Configure software for online
reservation of study rooms

Reviewing options with Office Tracker Summer 2022

3. Go live with online reservation

Summer 2022
F) Audio Visual (AV) equipment
improvements to the Community
Rooms at the Civic Center Library

Winter 2022-23 LIB

1. Contact vendors for proposals
and quotes

2. Evaluate proposal and quotes

3. Recommend solution

4. Procure solution

5. Implement

6. Train staff
ATTACHMENT 1
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Page 1 of 10 ends

Equity and Inclusion Final Recommendations Report

RECOMMENDATION - KEY TO THE CITY
Expand community awareness of the inner workings of local government and ways to provide steppingstones to leadership opportunities. Expand outreach and advertisement of participation and volunteer opportunities in furtherance of the above.

Create and conduct a Key to the City specifically for youth.

Action Items

1. Frequency of Key to the City Program Status Update Estimated Completion Lead
A) Explore reformatting how program is
administered to accommodate
addi
tional sessions.

Using this program as a staff development opportunity,
a rotational coordinator role is being established.

Staff is planning one Key to the City session in Fall
2023 and two sessions in 2024.

Winter 2022-23 CM O

2. Youth Key to the City Program Status Update Estimated Completion Lead
A) Explore establishing a Youth Key to
the City program with input from
LVJUSD and LARPD. Some ideas
include a series at the Livermore
Li
brary and school district
curriculum.

Youth Key to the City item discussed at March Public
Communications Strategies (PCS) inter-agency
meeting. LVJUSD staff indicate Teen Academy is the
preferred program to target because of the timing (not
competing with school and sports during school year).

Conversation will continue at April PCS meeting and
staff to reach out to LARPD.

Winter 2022-23 CM O/LIB
B) Explore incorporating Key to the
City elements into existing youth
programs (i.e., Livermore Teen
Ac
ademy, LAYAC, LVJUSD
programs).

Library staff have begun exploring adjustments to Teen
Academy program.

Winter 2022-23 CMO/LIB

3. Outreach and Community Engagement Status Update Estimated Completion Lead
A) Collaborate with community
partners to communicate the
availability of Key to the City
programs.

S pring 2023 CM O
• social media and websites
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Equity and Inclusion Final Recommendations Report

Create and conduct a Key to the City specifically for youth.

Action Items
• downtown kiosk posters
• flyers at places of business
B) Explore creating short videos or
session recordings to post to
website.

Spring 2023 CMO
ATTACHMENT 2
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Page 3 of 10 ends

Equity and Inclusion Final Recommendations Report
RECOMMENDATION – COLLABORATE WITH PARTNER AGENCIES AND COMMUNITY ORGANIZATIONS Collaborate on partnership opportunities with LVJUSD (and potentially also parent-teacher groups) and LARPD to create/implement complementary programming for youth.

Collaborate with LPC, Chamber and other business organizations on youth training/career opportunities. Recognizing youth diversity and that not all students enroll in college directly out of high school, facilitate basic job skills building programs.

Collaborate with LVJUSD, LARPD, LDI, Chamber and other community partners to share Livermore’s cultural diversity.

Action Items

1. Inter-agency communications
regarding youth programming Status Update Estimated
Completion Lead
✔ A) Add standing item to inter-agency
Public Communications Strategies
(PCS) agenda.

PCS meets monthly every third Wednesday. Youth
engagement item added to and discussed at March
meeting.

Completed CMO

2. Local Youth Training Programs Status Update Estimated Completion Lead
A) Research programs from Las
Positas College (LPC), LVJUSD,
and Chamber.

LPC has an established Career Education program.

Staff will hold discussions with LVJUSD and Chamber. Spring 2022 CM O B) Create a youth-specific web page on
digital library with links to programs
from partner agencies and
organizations.

Staff will create web page and publish to website after research is complete. S
ummer 2022 Li
brary
✔ C) Schedule regula check-ins for
updates to programs.

Staff to discuss at monthly internal Communications
Team meetings and inter-agency PCS meetings. Completed CM O D) Collaborate with public safety
departments on engaging youth in
career pathways and opportunities.

Staff to discuss opportunities for LPD and LPFD to
become involved at April meeting.

Summber 2022 LPFD/PD

1. Attend youth sporting events.

2. Represent at career fairs.

3. Calendar of Events Status Update Estimated
Completion Lead
A) Research where a calendar might
be most appropriately hosted online.

Summer 2022 CMO
ATTACHMENT 2
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Page 4 of 10 ends

Collaborate with LVJUSD, LARPD, LDI, Chamber and other community partners to share Livermore’s cultural diversity.

Action Items
• Check local online news
publications (Patch,
Livermore Vine,
Independent, etc.).
• Check LVJUSD, LARPD,
Livermore Downtown Inc.,
Chamber, Visit Tri-Valley
sites.

4. “Livermore Day” for the Community Status Update Estimated Completion Lead
✔ A) Explore opportunities to leverage
resources by combining a
“
Livermore Day” event with an
ex
isting city-sponsored event such
as
Community Service Day, or an
LA
RPD, LVJUSD, or Livermore
Downtown Inc. event.

Staff discussed at inter-agency PCS March meeting
and are proceeding with coordinating a Unity Day event
in October 2022 with LVJUSD and LARPD, including a
storytelling element.

Completed CMO
• Incorporate storytelling
elements

5. Outreach and Communication Status Update Estimated
Completion Lead
✔ A) Post to city social media accounts
about youth-focussed events and
training opportunities.

Shared posts about Library programs, Water
Resources Division youth art contest, family disaster
preparedness, Livermore Area Youth Advisory
omissionn (LYAC) recruitment, Tri-Valley Innovation
Fair, Arbor Day tree planting event, High School Senior Arts Awards, LVJUSD Science Odyssey, and various
holidays in the recent months.

Completed CMO
ATTACHMENT 2
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Page 5 of 10 ends

Collaborate with LVJUSD, LARPD, LDI, Chamber and other community partners to share Livermore’s cultural diversity.

Action Items
✔ 1. Explore ways to expand
outreach of department
events and activities using
partner agencies/
organizations’ social medi
a
ac
counts and websites, city
downtown kiosks, flyers and
banner
s.

Posters in downtown kiosks for department events
have been consistently displayed since July 2021,
including posters about Summer Reading, Black
History Month, Latinx/Hispanic Heritage Month, Water
Resources art contest, and Livermore Reads Together.

Completed CMO
✔ 2. Conduct collaborative
communications campaigns
with partner agencies an
d
or
ganizations using social
media, websites, kiosks, and
banner
s.

Staff from city, LVJUSD, and LARPD have agreed to
coordinate a Unity Day event in October 2022 and will
design a communications campaign around it.

Completed CMO
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Page 6 of 10 ends

Equity and Inclusion Final Recommendations Report
RECOMMENDATION – RECRUITMENT FOR ADVISORY BODIES, EMPLOYMENT, AND OTHER VOLUNTEER OPPORTUNITIES:

Expand outreach and advertisement efforts to reach all segments of the community Action Items

1. Outreach Status Update Estimated
Completion Lead
A) Social Media Posts CM O/ASD
✔ 1. Post information and invitations to
attend meetings during non-
recruitment periods.

Posted six times during recent recruitment period.

Completed CMO
✔ 2. Post solicitation for applications
during open recruitment periods.

Most recent posts in March and April 2022. Completed

3. Consider paying for social media
ads during recruitment periods. Fall 2022
✔ B) Email distribution lists during open
recruitment periods.

Included in March 25, 2022 e-newsletter. Completed CMO
C) Include information in community
newsletters.

Will include in Fall 2022 newsletter. Fall 2022 CMO
✔ D) Advertise in local newspapers in
print and online.

Advertised in Independent in March 2022.

Completed ASD
✔
E) Direct outreach to segments of the
community that may be
underrepresented on advisory
bodies.

1. Conduct a survey of existing
advisory body demographics to
inform where to direct outreach.

2. Email flyers to local businesses,
libraries, community
organizations.

3. Email flyer to LVJUSD to
communicate with families.

4. Partner with LVJUSD school
counselors regarding vacancies
on LAYAC.

Em
ailed LVJUSD to in March 2022 requesting they
amplify our recruitment messaging and specifically
target students to fill LAYAC vacancies.

Fall 2022
Com
pleted

CMO/ASD
ATTACHMENT 2
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Equity and Inclusion Final Recommendations Report
RECOMMENDATION – RECRUITMENT FOR ADVISORY BODIES, EMPLOYMENT, AND OTHER VOLUNTEER OPPORTUNITIES:

Expand outreach and advertisement efforts to reach all segments of the community Action Items

2. Communicate what advisory bodies do
and the value to volunteers Status Update Estimated
Completion Lead
A) Develop easy-to-understand
descriptions about each advisory
body that includes the value to
volunteers for participating on that
particular body for website.

Wi
nter 2022-23

ASD/CMO
B) Create accompanying graphics for
social media. Winter 2022-23 ASD/CMO
C) Add Rules of Procedure, Brown Act,
Form 700 documents to advisory
bodies web pages. Wi
nter 2022-23 ASD/CMO
D) Create informational videos about
each advisory body for advisory
body web pages and for posting to
social media during recruitment and
non-recruitment periods.

Winter 2022-23 ASD/CMO
ATTACHMENT 2
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Page 8 of 10 ends

Equity and Inclusion Final Recommendations Report
RECOMMENDATION – HOUSING
Expand outreach to communities most affected by housing issues Share information on housing related matters with the community Action Items

1. Community Outreach Status Update Estimated
Completion Lead
✔ A) Identify and outreach to
communities most affected by
housing issues.

Email distribution lists established for nonprofits and service providers who work most closely with local
vulnerable populations.

Completed CDD
✔ B) Share information regarding housing
related matter with the community.

Staff email various housing-related resources,
webinars, and assistance opportunities to distribution
lists that include local and regional nonprofits and
service providers with a request to share with their
networks.

Completed CDD

2. Website Resources Status Update Estimated
Completion Lead
✔ A) Ongoing update of housing
resources on website.

City website has been updated to include latest
information on affordable housing projects and
resources and will be updated regularly.

Completed CDD
B) Explore creating informational
videos on housing matters for
website.
• Share videos with community
partners training programs and
events.

Fall 2022 CDD
ATTACHMENT 2
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Page 9 of 10 ends

Equity and Inclusion Final Recommendations Report
RECOMMENDATION – POLICING
Invite Subgroup B (of the former Equity and Inclusion Subcommittee) to hear updates and provide input on the stop and arrest data project at milestones.

Explore ways to deploy police department resources most efficiently and effectively in response to mental health related calls for service.

Increase Police Chief and Police Department awareness of community-policing related matters Action Items

1. Stop and Arrest Data Report Status Update Estimated
Completion Lead
✔ A) Outreach to Subgroup B at project
milestones.

Complete Completed PD
✔ B) Present final report to City Council Stop and Arrest Data report presented to City Council at their February 14, 2022 meeting
Completed PD
✔ C) Prepare to update report annually,
with goal to have consultant review
and renew report every three to five
y
ears.

Noted Completed PD

2. Mental Health Clinician Ride-Along
Pilot Program Status Update Estimated
Completion Lead
✔ A) Identify key components of an
effective service delivery model.

1. Research similar programs

2. Identify best practices that may
be suitable in Livermore

3. Create pilot program
After researching programs, staff determined a suitable program for Livermore is the co-responder model,
which includes a clinician paired with an officer. This team is able to respond to reports of mental health
issues and provide appropriate assistance. The team
will also conduct follow-up contacts and provide
education and proactive efforts to address community
needs.

Completed PD
B) Explore collaboration opportunities
with Pleasanton and Dublin.

Staff is discussing with Pleasanton Police Department
as they are currently going through the beginning
stages of their program. Initial discussions have taken place with Dublin.

Summer 2022 PD
C) Implement pilot program. Funding will be considered by City Council with he budget in June 2022. Job description is currently being drafted.

Summer 2022 PD
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Page 10 of 10 ends

Explore ways to deploy police department resources most efficiently and effectively in response to mental health related calls for service.

Increase Police Chief and Police Department awareness of community-policing related matters Action Items

3. Chief’s Advisory Group Status Update Estimated
Completion Lead
✔ A) Invite Subgroup B to participate in
creation of Chief’s Advisory
Group.

Invitations were issued Aug. 12, 2021 Completed PD
✔ B) Establish first Chief’s Advisory
Group.

All Subgroup B members who accepted the invitation to
participate are current Advisory Group members. The
Chief’s Advisory Group first meeting was held on Oct.
18, 2021
Completed PD
C) Define expectations and an
application/vetting process,
including training requirements for
future participation (i.e., ride-
alongs, Citizen’s Police Academy,
Key to the City)
Staff and Advisory Group members are working on
defining the requirements and process for future
participants. Current members will serve 24 months.

Fall 2022 PD
ATTACHMENT 2
475

CITY COUNCIL STAFF REPORT
ITEM NO. 7.3

DATE:

April 25, 2022
TO:

Honorable Mayor and City Council
FROM:

Tina Olson, Administrative Services Director
SUBJECT:

Resolution appointing and approving an employment contract with a new City Manager

RECOMMENDED ACTION

Mayor Woerner recommends the City Council adopt a Resolution appointing Marianna Marysheva as City Manager and approving the employment contract.

SUMMARY
Following the announced retirement of City Manager Marc Roberts, the Council embarked on a national search for a new City Manager. Working with the executive recruiting firm, Bob Murray and Associates, Council completed a robust, nationwide recruitment. The recruitment was open for over a month and was widely advertised in locations including International City/County Management Association (ICMA), League of Women in Government, California City News, and California City Management Foundation.

The recruitment process also included community and stakeholder feedback from a community survey, a community Zoom listening meeting, and an intergovernmental partner listening meeting.

The Council received 27 applications from across the country. From the submitted applications, 13 candidates were identified as qualified, and the Council interviewed the six best-qualified candidates. A comprehensive background check was conducted on the final candidate by Perez Investigations.

Mayor Woerner, serving as Chief Negotiator for the City Council, recommends the City Council appoint Marianna Marysheva as Livermore’s next City Manager, and approve their 5-year employment contract that was prepared in compliance with regional compensation practices.

DISCUSSION
The employment contract for candidate Marianna Marysheva includes the following key terms:

Employment Start Date:

May 16, 2022 (There will be a two-week period of knowledge transfer through June 3, 2022. During that time, City Manager Roberts will retain all City Manager powers, duties, and responsibilities.)
476

Contract Length:
5 years

Severance:
12 months (This provision shall not apply if termination is for cause.)

Annual Base Salary:
$305,000

Performance Evaluation:

Annual review and goal setting leading to possible merit and cola adjustments

Deferred Compensation:

City-paid contribution of $185 per pay period with matching contribution of $75 per pay period

Retiree Health:

City paid contribution to a Retiree Health Savings Account equal to 4% of base salary

Monthly Auto Allowance:
$550

Leave Accrual:

Annual vacation accrual at 192.4 hours; 80 hours of vacation leave to be granted immediately upon hire; ability to cash out any amount of unused vacation; administrative Leave accrual at 128 hours, annually.

Professional Development:

City agrees to allow and pay all expenses associated with membership fees as well as employment-related conferences

Moving Expenses:

Reimbursement for moving expenses based on receipts, from Irvine to Livermore, not to exceed $15,000. Note: This benefit is not available if Marianna Marysheva chooses to live outside the city limits of Livermore

Temporary Accommodations:

Up to six months of temporary accommodations, while looking for a permanent home. Total not to exceed $25,000

Reimbursement for Two House Hunting Trips:

Including flight, hotel, car and/or mileage, based
on receipts, not to exceed $5,000 for Marianna Marysheva and two children

FISCAL AND ADMINISTRATIVE IMPACTS

The cost of this employment contract for the remainder of the 2021/22 fiscal year is $79,070. The cost of this employment contract for the 2022/23 fiscal year will be $373,587.

ATTACHMENTS

1. Resolution

2. Exhibit A - Employment Agreement

Prepared by: Nancy Dias
Human Resource Manager

477

IN THE CITY COUNCIL OF THE CITY OF LIVERMORE, CALIFORNIA

A RESOLUTION APPOINTING, AND APPROVING AN

EMPLOYMENT CONTRACT WITH THE CITY MANAGER
City Manager Marc Roberts has announced his retirement date which will be June 3, 2022.

On April 25, 2022, the City Council approved a City Manager Employment Agreement with Marianna Marysheva for the position of City Manager, with a start date commencing on May 16, 2022. The terms and conditions of employment between the City and Ms. Marysheva are outlined in the attached City Manager Employment Contract.

For the period of time from May 16, 2022, to June 3, 2022, the City of Livermore will be in an over-hire situation for the purpose of transferring knowledge from current City Manager Marc Roberts to Livermore’s next City Manager Marianna Marysheva. During that time period, current City Manager Roberts will retain all City Manager powers, duties, and responsibilities set forth in Chapter 2.08 of the Livermore Municipal Code and by law, which powers, duties, and responsibilities will transfer to City Manager Marysheva on June 4, 2022.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Livermore that it hereby:

1. Approves the terms and conditions in the City Manager Employment Agreement attached hereto as Exhibit A between the City of Livermore and Marianna Marysheva for her to become Livermore’s next City Manager; and

2. Authorizes the Mayor, on be half of the City of Livermore , to execute the City Manager Employment Contrac t with Ms. Marysheva with a start date commencing on May 16, 2022 .

BE IT FURTHER RESOLVED by the City Council of the City of Livermore that City Manager Marc Roberts remains the City Manager for the City of Livermore with all City Manager powers, duties, and responsibilities in Chapter 2.08 of the Livermore Municipal Code and by law until the end of the day June 3, 2022, and hereby appoints Marianna Marysheva to be Livermore’s next City Manager effective June 4, 2022, at which time all City Manager powers, duties, and responsibilities in Chapter 2.08 of the Livermore Municipal Code and by law will transfer to her.

On motion of Council Member _______________________, seconded by Council Member _________________________, the foregoing resolution was passed and adopted on April 25, 2022, by the following vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:
479
RESOLUTION NO. _________
ABSENT: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ATTEST: APPROVED AS TO FORM:
_________________________ //s// Jason Alcala Marie Weber Jason Alcala
City Clerk City Attorney
Exhibit A – City Manager Employment Agreement
480
1 CITY MANAGER EMPLOYMENT CONTRACT
This contract, dated ________________, is made between the City of Livermore (“City”), a California municipal corporation, and Marianna Marysheva (“Employee”).

RECITALS
City desires to employ the services of Employee as City Manager of the City of Livermore and to provide certain compensation and establish certain conditions of employment of the City Manager.

Employee desires to accept employment as City Manager under the conditions contained in this contract.

In consideration of the mutual covenants contained in this contract, the parties agree as follows:

I. TERM
The term of this contract shall begin on May 16, 2022, and shall continue for a period of five (5) years through May 15, 2027, subject only to the Termination and Severance (section IV) and Resignation (section VIII) provisions of this contract. Both City and Employee understand that Employee’s employment is at the will of both parties. Thus, Employee serves at the pleasure of the City Council, subject only to the Termination and Severance (section IV) and Notices (section VII) provisions contained in this contract. In a like manner, nothing in this contract shall interfere with the right of Employee to resign at any time subject to the Resignation (section VIII) and Notices (section VII) provisions of this contract.

II. DUTIES
City agrees to employ Employee as City Manager to perform the duties specified in Livermore Municipal Code section 2.08, as well as other duties assigned by the City Council which reasonably relate to the position of City Manager.

Employee agrees to remain in the exclusive employment of City except that City acknowledges that Employee may engage in other professional activities (including teaching, writing, and the like) so long as these activities do not interfere or conflict with Employee’s duties as City Manager.

III. COMPENSATION
A. Salary. City agrees to pay Employee a salary of $305,000 per year, payable at the same time as other City employees are paid.

B. Benefits. Employee shall be entitled to receive the same benefits as are provided for all City Department Heads. Employee shall also receive: 80 hours vacation leave when the contract commences, and shall thereafter accrue vacation leave in an amount that is equivalent to City Department Heads with 20+ years of experience. Employee shall also receive 128 hours of administrative leave and shall thereafter receive administrative leave in an amount that is

EXHIBIT A
481

2 equivalent to City Department Heads at the same time and in the same manner that administrative leave is provided to City Department Heads. Employee also shall receive the following.

1. A car allowance of $550 per month.

2. A City contribution of $185 per pay period into a City-recognized deferred compensation program provided to City Department Heads with a required matching employee contribution of $75 per pay period.

3. Vacation cash-out – Employee shall be eligible to cash out any amount of accrued vacation leave each year and any portion of which may be applied to deferred compensation.

4. Retirement health savings benefit – Employee is eligible for the retirement health savings benefit, with the City contributing 4% of Employee’s annual base pay into the Employee’s account.

C. One Time Benefits. Employee shall also be entitled to the following one-time benefits for costs incurred to relocate from southern California, which shall be reimbursed by the City up to the specified amounts based upon receipts for actual costs incurred:

1. Reimbursement of moving expenses from Irvine to Livermore up to a total amount not to exceed $15,000;

2. Reimbursement for the travel expenditures for airfare, hotel, mileage, and car up to a total amount not to exceed $5,000 for Employee and two family members from travel from southern California to locate housing accommodations within the Livermore region; and

3. Reimbursement for up to 6 months temporary housing accommodations up to a total amount not to exceed $25,000.

IV. TERMINATION AND SEVERANCE
A. City may terminate, without cause, the employment of Employee by providing written notice of such termination to Employee in a manner set forth in the Notice (section VII) provisions of contract.

B. In the event of such termination, while Employee is willing and able to perform the duties of City Manager, City shall pay Employee’s salary and benefits (in the amounts as of the date of termination) for a period of 12 months from the date of termination. This provision shall not apply if termination is for cause. For the purpose of this contract, termination for cause shall mean that Employee is terminated for:

1. willful misconduct;

2. abuse of drugs or alcohol which materially affects the performance of his duties;

3. repeated and protracted unexcused absences from the City Manager’s office;

4. conviction of any felony;

5. conviction of a misdemeanor involving moral turpitude;

EXHIBIT A
482

3 6. acceptance of employment from another source inconsistent with this contract; or

7. any material breach of this contract.

V. PERFORMANCE EVALUATION

A. Each October, the City Council shall review Employee’s performance to determine, among other things, entitlement to any salary increase (including merit and/or cost of living) or whether to award any one-time special merit award, or bonus, for the accomplishment of the City Council’s specific goals, or for exceptional results or performance above the expected fulfillment of Employee’s job obligations.

B. Each year as a part of the Employee’s evaluation process, Employee and City Council shall meet to discuss establishing performance objectives for Employee. These performance objectives, in combination with any adopted Council goals for the operational period, shall become the bases for Employee’s subsequent performance review.

VI. PROFESSIONAL DEVELOPMENT

City acknowledges its mutual interest in the continuing professional development of Employee.

Thus, City agrees to allow and pay all expenses associated with membership fees as well as employment-related conferences, including meals, subscriptions, and professional development costs associated with professional organizations, such as the International City Management Association, the League of California Cities, and the California City Managers Association. This may include activities such as serving as an officer or board member of such organizations.

Professional development activities will not distract Employee from his other duties as City Manager.

VII. NOTICES

The notices pursuant to this contract shall be by certified registered mail return receipt requested addressed as follows:

A. City:

City Council
City of Livermore
1052 South Livermore Avenue
Livermore, California 94550

B. Employee:

Marianna Marysheva
City Manager
City of Livermore
1052 South Livermore Avenue
Livermore, California 94550

VIII. RESIGNATION

Employee may resign, retire, or terminate without cause, this contract by providing written notice of such event to City in a manner set forth in Notices section (section VII) of this contract.

EXHIBIT A
483

4 Employee shall provide the written notice at least 60 days in advance of such event. During the period following notice and until the date of resignation, retirement, or termination of this contract becomes effective, all rights and obligations of City and Employee under this contract will remain in effect. Upon separation, Employee will be paid for all benefits earned and accrued, including unused leave, in the same manner as City Department Heads upon separation.

IX. GENERAL PROVISIONS

A. This written contract shall constitute the entire contract between the parties, and they have drafted it jointly. No representations, except for those herein, have been made or relied upon.

B. This contract shall be binding upon and inure to the benefit of the heirs at law and executors of Employee.

C. If any provisions or any portion thereof contained in this of contract is held invalid by a court of competent jurisdiction the remainder of this contract shall be deemed severable and shall not be affected and shall remain in full force and effect.

D. This contract may be modified or extended only upon the written consent of City and Employee.

E. Employee will provide the City at least 60 days written notice of the effective date of his resignation or retirement.

F. It is recognized that the position of City Manager is an executive management position which often requires more than a conventional forty-hour week to provide the desired level of professional service. It is further recognized that to properly fulfill his duties and responsibilities, Employee will devote a considerable amount of time outside normal office hours to the business of the City. Therefore, Employee will not be required to maintain a strict forty (40) hour-per-week on-site presence at City Hall and may occasionally be absent from City Hall during normal business hours as is reasonable and appropriate. This flexibility in work schedule shall not be abused. In this regard, Employee is required to maintain a regular on-site presence during normal business hours that is sufficient to properly administer and oversee the activities of the City and its employees, to provide accessibility to City Council members, Department Heads, citizens, and other persons or firms who have business with the City and to generally ensure that the City functions appropriately on a day-to-day basis. Excessive absences during regular business hours will be a matter of concern to the City. Employee is expected to be available at all times, except for the time taken on personal matters, such as vacations. City expects Employee to make prudent and reasonable arrangements for such personal time off, such as reasonable notice and arrangements, for example, for acting City Managers.

It is one of the duties of the City Manager of the City of Livermore to implement, support, and articulate the policies and objectives of the Livermore City Council and to serve as the primary administrative official of the City. As such, Employee is expected to maintain a reasonably high level of community involvement, and should become an active participant in community activities including those conducted or sponsored by City and its departments and those conducted or sponsored by various community organizations.

G. City and Employee agree to fully comply with AB 1344 that became effective on January 1, 2012, and to fully comply with all other applicable law as it exists on the date of this

EXHIBIT A
484

5 contract. In that regard, the following Government Code sections are hereby incorporated into this contract:

Section 53243 Reimbursement of paid leave salary required upon conviction of crime involving office or position

Section 53243.1 Reimbursement of legal criminal defense upon conviction of crime involving office or position

Section 53243.2 Reimbursement of cash settlement upon conviction of crime involving office or position

Section 53243.3 Reimbursement of noncontractual payments upon conviction or crime involving office or position,

Section 53243.4 “Abuse of office or position” defined, and

Section 53244 Forfeiture of rights to pension or retirement benefits by local public officer upon conviction of felony for conduct arising out of, or in the performance of, official duties.

H. Employee understands and agrees that the term of her employment is governed only by this contract and that no right of regular employment for any specific term is created by this contract. Employee further understands that she acquires no property interest in her employment by virtue of this contract, that the employment is “at will” as defined by the laws of the State of California (meaning that she can be terminated at any time for any reason or for no reason), and that she is not entitled to any pre- or post-deprivation administrative hearing or other due process upon termination or any disciplinary action, except those specifically set forth in Government Code section 54957(b)(2).

In witness whereof, City has caused this contract to be signed on its behalf by its Mayor, and duly attested by its City Clerk. Employee has signed this document on or before the date written above.

ATTEST: CITY:

_______________________________ _____________________________ Marie Weber Bob Woerner
City Clerk Mayor

APPROVED AS TO FORM: EMPLOYEE:

________________________________ _____________________________ Jason Alcala Marianna Marysheva
City Attorney City Manager

EXHIBIT A
485

CITY COUNCIL STAFF REPORT
ITEM NO. 10.1

DATE:

April 25, 2022
TO:

Honorable Mayor and City Council
FROM:

Tina Olson, Administrative Services Director
SUBJECT:

Supplemental materials received prior to the meeting.

RECOMMENDED ACTION

SUMMARY
These materials were posted online and made available to the public at the same time that they were distributed to the City Council.

3.3 Livermore Area Youth Advisory Commission annual update presented by Commission Chair Evelyn Arroyo

Material: PowerPoint Presentation

5.9 Resolution designating the Administrative Services Director as the City Treasurer

Material: Revised Resolution

6.1 Hearing to consider the Community Development Block Grant (CDBG) and HOME Investment Partnership Program's Annual Action Plan for FY 2022-23 and authorizing submittal to the U.S.

Department of Housing and Urban Development

Material: PowerPoint Presentation

6.2 Hearing to introduce an ordinance amending Livermore Municipal Code (LMC) Chapter 8.14 Public Nuisances to add Safe Storage of Firearm provisions to effectively regulate the safe storage of a firearm in a residence.

Material: Public Comment Received

7.2 Update on the FY 2021-23 City Council Goals and Priorities and Equity and Inclusion workplan.

Material: PowerPoint Presentation

8.0 Council Committee Reports and Matters Initiated by City Manager, City Attorney, Staff, Council Members.

Material: Council Reports
486

DISCUSSION

ATTACHMENTS

1. Supplemental Materials

Prepared by: Debbie Elam
Deputy City Clerk

Approved by:
____________________________________
Marc Roberts
City Manager
Fiscal Review by:
____________________________________
Tina Olson
Administrative Services Director
487
1 1
2 Item 3.3
PowerPoint Presentation
488
2 3
4 Item 3.3
PowerPoint Presentation
489
3 5
6 Item 3.3
PowerPoint Presentation
490
RESOLUTION NO. ________

IN THE CITY COUNCIL OF THE CITY OF LIVERMORE, CALIFORNIA

A RESOLUTION DESIGNATING THE FINANCE MANAGERADMINISTRATIVE

SERVICES DIRECTOR AS THE

CITY TREASURER
The City of Livermore is a general law city of the State of California.

The City Treasurer is a statutory position for a general law city. Government Code section 36508 provides that general law cities may designate their treasurers by City Council appointment, after voter approval for the Council to do so.

In 1999, the voters in the City of Livermore approved a measure directing that the position of City Treasurer be a Council-appointed position. Soon after in 2000, the City Council adopted Livermore Municipal Code section 2.13.010, which vests the City Council with the power to appoint the City Treasurer. Since that time, the Council has appointed Livermore’s City Treasurer.

On January 9, 2012, the City Council adopted Resolution No. 2012-004 appointing the person holding the title of Administrative Services Director for the City of Livermore to serve as the City Treasurer for the City of Livermore. The treasury functions and powers were associated with the position of Administrative Services Director, rather than a particular person by name who may leave or be reassigned.

On June 28, 2021, the City Council adopted Resolution No. 2021-108 adopting the City of Livermore Investment Policy and delegating investment delegated to the Administrative Services Director serving as the City Treasure for a period of twelve months the authority to invest the City’s pooled treasury funds in accordance with the Investment Policy.

Effective September 13, 2021, Douglas Alessio was promoted from Administrative Services Director to Assistant City Manager, but he continued to concurrently hold the title and responsibility for the Administrative Services Director position, and therefore the City Treasurer.

On November 30, 2021, Douglas Alessio, the Assistant City Manager/Administrative Services Director, retired.

On December 13, 2021, the City Council adopted Resolution No. 2021-216 appointing the person holding the title of Finance Manager for the City of Livermore to serve as the City Treasurer for the City of Livermore.

On March 7, 2022, the City Manager appointed a new Administrative Services Director, Tina Olson and the Finance Manager, Bhavna Chaudhary, is retiring effective April 25, 2022
Item 5.9
Revised Resolution
491
RESOLUTION NO. ________

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Livermore that Resolution No. 2021-216 appointing the Finance Manager to fill the position of City Treasurer is hereby rescinded.

BE IT FURTHER RESOLVED that the City Council determines that the person serving as the Administrative Services Director shall serve as the City Treasurer, and hereby appoints the person holding the title of Administrative Services Director for the City of Livermore to serve as the City Treasurer for the City of Livermore.

BE IT FURTHER RESOLVED now that Resolution 2021-216 has been rescinded, the Investment Policy adopted by Resolution 2021-108 is also amended to replace all references to the “Finance Manager” to return to language in the Investment Policy as adopted by Resolution 2021-108 to now refer to the “Administrative Services Director,” and the authority to invest the City’s pooled treasury funds in accordance with the Investment Policy is once again delegated to the Administrative Services Director as set forth in the Investment Policy.

On motion of Council Member , seconded by Council
Member , the City Council passed the foregoing resolution on April 25, 2022, by the following vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ATTEST: APPROVED AS TO FORM:

/s/ Jason Alcala
Marie Weber Jason Alcala
City Clerk City Attorney
Item 5.9
Revised Resolution
492
1 Action Plan FY 2022-23
July 1, 2022 – June 30, 2023
Public Hearing
April 25, 2022
Presented by Amy Walker, Management Analyst I
HUD National Objectives

1. Benefiting low-and-moderate-income (LMI) persons

2. Assisting in the prevention and/or elimination of slums and blight

3. Meeting an urgent need that poses an immediate threat to health and safety
1 2
Item 6.1
PowerPoint Presentation
493
2 Priority Needs and Goals
Creating economic
opportunities
• Creating suitable living
environments
• Providing decent
affordable housing
Action Plan Overview
A requirement of receiving federal
CDBG and HOME funds is a
submittal of an Annual Action Plan
to HUD
The City is an entitlement recipient
of CDBG funds from the Federal
Department of Housing and Urban
Development (HUD)
As a member of the Alameda
County HOME Consortium, the City
receives annual HOME funding
3 4
Item 6.1
PowerPoint Presentation
494
3 FY 2022-23 Action Plan Timeline
Grant Process Date
Completed
Grant Application Workshop 12/9/21
Notice of Funding Availability/Request for Proposal 1/19/22 Presentations from New Applicants to Human Services
Commission 2/8/22
Human Services Commission Grant Recommendation Meeting 3/8/22 City Council Approval of Grant Recommendations and Action Plan Submittal 4/25/22
CDBG/HOME Funding
Estimated FY 2022-23 Allocations
CDBG HUD Allocation
Entitlement Allocation FY2022-23 432,000$
HOME County Allocation
City Allocation 139,500 $
5 6
Item 6.1
PowerPoint Presentation
495
4 Recommendation
The Human Services Commission and staff recommend the City Council
- Adopt a Resolution approving the FY 2022-23 Annual Action Plan for the HOME Investment Partnership and Community Development Block Grant Programs and authorizing its submittal to Alameda County for inclusion with the Alameda County HOME Consortium report and submission to the U.S. Department of Housing and Urban Development (HUD); and
- Authorizing the City Manager, or his designee, to sign all related documents, and to make adjustments to the Action Plan as needed based on the final HUD allocation
7 Item 6.1
PowerPoint Presentation
496
From: Kyle Mansfield
To: Cityclerk - Livermore
Subject: Safe Storage Firearms Ordinance in Livermore
Date: Saturday, April 9, 2022 7:07:38 PM
Dear Livermore Mayor and City Council Members,
I am a volunteer with the Livermore Valley Moms Demand Action for Gun Sense in America and a resident of Livermore.

I am writing to you today to advocate for your support of a Safe Storage Firearms Ordinance in Livermore which would require all firearms in a residence be securely stored in a locked container or disabled with a trigger lock.

1. Please consider these compelling facts:
a.

Nearly every day in this country one small child unintentionally kills himself or another child after finding an unsecured firearm typically in their home. b.

Every day on average, two teens commit suicide using an unsecured firearm from their home or a relative’s home.
c.

Unsecured firearms are easily stolen in home robberies where they then become crime guns for criminals.
d.

Each year, an estimated 200,000 to 500,000 guns are stolen and many are funneled into the underground market, where once-legally-owned firearms can be transferred to people with dangerous histories.
e.
80% of school shootings are done by a student or former student of the school, using an unsecured firearm obtained from their home or a relative’s home.
f.

There have been 473 mass shootings in the U.S. so far in 2021. g.

Storing firearms in a securely locked container can prevent guns from being easily stolen in a home robbery.
h.

Item 6.2
Public Comment Received
497
A Safe Storage ordinance has become more urgent than ever during Covid, given the dramatic rise in gun sales. We have seen a shocking 43% increase in unintentional deaths of small children and a 9% increase in teen suicides.
i.

A DOJ- approved safe storage device can be obtained for as little as $40 so the cost is not at all prohibitive, and trigger locks are often given out free at police stations.
k.

American children are nearly twice as likely to be shot and killed as they are to die by drowning. Yet safety regulations for pools are far more pervasive and restrictive than those for guns.
l.

California Penal Code (25100) does not sufficiently address safe storage of ALL firearms.
m.

California Penal Code (25100) does not define how to safely store a firearm and it doesn’t apply to all homes.
n.

Parents often hide their guns rather than locking them up, but studies show 70% of children know the location of these hidden guns in their own home and many have even handled them.
o.

Most firearm owners are law abiding and will follow the law if it is simply in place. p.

There are an estimated 265 million civilian-owned firearms in the United States, and more than one-third of homes contain at least one gun. q.

Storing firearms unloaded, locked, and separate from ammunition saves lives. r.

Many cities and towns up and down California have already adopted Safe Storage ordinances, including Dublin, Moraga and Orinda. I hope that Livermore will do the same.

Item 6.2
Public Comment Received
498
With your support we can prevent future tragedies from occurring in Livermore. I urge you to support this common sense gun ordinance! It will save lives.

Respectfully,
Kyle Mansfield
Livermore, CA 94551
Item 6.2
Public Comment Received
499
From: Renata B
To: Cityclerk - Livermore
Subject: Firearm’s
Date: Wednesday, April 20, 2022 10:39:29 AM
To whom it may concern,
As a The resident of Livermore California I would like to make known my endorsement of firearm safety. Livermore residents would benefit from the safety of having firearms locked up in all residential dwellings. Please pass this ordinance.

Thank you for your time
Renata Bocxe
Item 6.2
Public Comment Received
500
From: Beth Zane
To: Cityclerk - Livermore
Subject: Safe Storage of Firearms - PLEASE READ!
Date: Wednesday, April 20, 2022 4:14:18 PM
Dear Livermore Mayor and City Council Members,
I am a volunteer and mother with the Livermore Valley Moms Demand Action for Gun Sense in America and a resident of Livermore.

Nearly every day in this country one small child unintentionally kills himself or another child after finding an unsecured firearm typically in their home. Every day on average, two teens commit suicide using an unsecured firearm from their home or a relative’s home. Unsecured firearms are easily stolen in home robberies where they then become crime guns for criminals. 80% of school shootings are done by a student or former student of the school, using an unsecured firearm obtained from their home or a relative’s home. There have been 473 mass shootings in the U.S. so far in 2021. A Safe Storage ordinance has become more urgent than ever during Covid, given the dramatic rise in gun sales. We have seen a shocking 43% increase in unintentional deaths of small children and a 9% increase in teen suicides.

American
children are nearly twice as likely to be shot and killed as they are to die by drowning.

Yet safety regulations for pools are far more pervasive and restrictive than those for guns.

California Penal Code (25100) does not sufficiently address safe storage of ALL firearms.

California Penal Code (25100) does not define how to safely store a firearm and it doesn’t apply to all homes.

Many cities and towns up and down California have already adopted Safe Storage ordinances, including Dublin, Moraga and Orinda. I hope that Livermore will do the same.

Let’s protect our children and families here in Livermore.

With your action on this today we can circumvent a similar event here in Livermore.

I am proud to be a member of a community who puts children first.

I urge you to support this common sense gun ordinance! It will save

lives.

Item 6.2
Public Comment Received
501
We can be both supportive of common sense gun laws and the second amendment.

This is not a second amendment issue. It’s a public safety concern.

Respectfully,
Beth Zane
Maryelizabeth Zane
Livermore, CA 94550
Item 6.2
Public Comment Received
502
From: Bill Niles
To: Cityclerk - Livermore
Subject: Support for the Safe Storage Ordinance
Date: Wednesday, April 20, 2022 2:36:17 PM
Dear Livermore Mayor and City Council Members,
I am a resident of Livermore, local business owner and concerned member of our community, particularly as it relates to gun violence.

I am writing to you today to strongly request your support of a Safe Storage Firearms Ordinance in Livermore which would require all firearms in a residence be securely stored in a locked container or disabled with a trigger lock.

American children are nearly twice as likely to be shot and killed as they are to die by drowning. Yet safety regulations for pools are far more pervasive and restrictive than those for guns. It’s unconscionable that we are not taking every step necessary to protect lives and enforce responsibility.

We must protect our children and families here in Livermore.

With your action on this today we can circumvent tragedies in Livermore.

I am proud to be a member of a community who puts children first. I urge you to support this common-sense gun ordinance and do the same. It will save lives. It’s not an either-or issue. We can be both supportive of common-sense gun laws and the second amendment. This is not a second amendment issue. It’s a public safety concern.

Thank you
Bill Niles
Livermore, CA 94550
--
Bill Niles | Executive Chef & Owner | Range Life
Item 6.2
Public Comment Received
503
From: Paige Kuempel
To: Cityclerk - Livermore
Subject: Safe Storage of Firearms Ordinance in Livermore Date: Wednesday, April 20, 2022 3:52:27 PM
Dear Livermore Mayor and City Council Members,
I have been an active Livermore resident for over 20 years. I am a volunteer with the Livermore Valley Moms Demand Action for Gun Sense in America, a parent and leader within the community.

I am writing to you today to ask for your support of a Safe Storage Firearms Ordinance in Livermore which would require all firearms in a residence be securely stored in a locked container or disabled with a trigger lock.

Nearly every day in this country one small child unintentionally kills himself or another child after finding an unsecured firearm typically in their home. There are children who intentionally set out to harm themselves - on average each day, two teens commit suicide using an unsecured firearm from their home or a relative’s home. Unsecured firearms are easily stolen in home robberies where they then become crime guns for criminals.

A Safe Storage ordinance has become more urgent than ever during Covid, given the dramatic rise in gun sales. We have seen a shocking 43% increase in unintentional deaths of small children and a 9% increase in teen suicides.

Research shows that keeping guns securely stored does NOT hinder self- protection- a gun can be accessed within seconds- but it DOES prevent unintentional deaths of children and teen suicides, by as much as 85% depending on the type of storage. A DOJ- approved safe storage device can be obtained for as little as $40 so the cost is not at all prohibitive, and trigger locks are often given out free at police stations.

California Penal Code (25100) is not sufficient to protect our children. It does not sufficiently address safe storage of ALL firearms. It does not define how to safely store a firearm and it doesn’t apply to all homes. That’s why we need to pass the Safe Storage Firearms Ordinance in Livermore. Many cities and towns up and down California have already adopted Safe Storage ordinances, including Dublin, Moraga and Orinda. I hope that Livermore will do the same.

I am proud to be a member of a community who puts children first. We can be both supportive of common sense gun laws and the second amendment.Let’s protect our children and families here in Livermore.

Sincerely,Paige Kuempel

/LYHUPRUH&$

Item 6.2
Public Comment Received
504
From: Oona Backers
To: Cityclerk - Livermore
Subject: Safe storage firearm ordinance
Date: Thursday, April 21, 2022 7:57:44 PM
Dear Livermore Mayor and City Council Members,
I’m a mom, wife and social worker who resides in this wonderful community of Livermore.

Important facts to consider:

Most firearm owners are law abiding and will follow the law if it is simply in place.

Many cities and towns up and down California have already adopted Safe Storage ordinances, including Dublin, Moraga and Orinda. I hope that Livermore will do the same.

In closing, let’s protect our children, families, schools, law enforcement officers here in Livermore.

With your action we can circumvent a similar event here in Livermore.

I’m proud to be a member of a community who puts children and public safety first.

I urge you to support this common sense gun ordinance! It will save lives and offers a common sense gun safety intervention.

This is not a second amendment issue. It’s a public safety concern.

Thank you for your time and consideration,
Oona Backers

Livermore, CA. 94551
Sent from my iPhone
Item 6.2
Public Comment Received
505
From: Cathy Rainey
To: Cityclerk - Livermore
Subject: Safe Storage Firearms Ordinance
Date: Thursday, April 21, 2022 2:13:07 PM
Dear Livermore Mayor and City Council Members,
I am a grandparent and a resident of Livermore.

I am writing to you today to request your support of a Safe Storage Firearms Ordinance in Livermore which would require all firearms in a residence be securely stored in a locked container or disabled with a trigger lock.

Every day on average, two teens commit suicide using an unsecured firearm rom their home or a relative’s home.

I urge you to support this common sense gun ordinance! It will save lives.

Respectfully,
Cathy Rainey
Item 6.2
Public Comment Received
506
From: Marla Hoehn
To: Cityclerk - Livermore
Subject: Support for Safe Storage Ordinance
Date: Thursday, April 21, 2022 8:43:19 PM
[This is a comment for Item 6.2 of the Livermore City Council Agenda for Monday, April 25, 2022]
Dear Livermore Mayor and City Council Members,
I am a resident of Livermore, and I am writing to you in support of adopting the Safe Storage ordinance which would require all firearms in a residence be securely stored in a locked container or disabled with a trigger lock.

Research shows that keeping guns securely stored does not hinder self-protection
but does prevent unintentional deaths of children and teen suicides, by as much as 85% depending on the type of storage. Many cities and towns in California have already adopted Safe Storage ordinances, including our Tri-Valley neighbors - Pleasanton and Dublin.

I urge the City of Livermore also to support this commonsense gun ordinance. It will help save lives! I am proud to be a member of a community that puts children first.

Thank you,
Marla Kirby
Livermore, CA 94550
Item 6.2
Public Comment Received
507
From: Emily Stout Garcia
To: Cityclerk - Livermore
Subject: Support for Safe Storage Firearms Ordinance
Date: Friday, April 22, 2022 6:43:38 AM
I am writing to you today to advocate for your support of a Safe Storage Firearms Ordinance in Livermore which would require all firearms in a residence be securely stored in a locked container or disabled with a trigger lock.

Parents often hide their guns rather than locking them up, but studies show 70% of children know the location of these hidden guns in their own home and many have even handled them. et’s protect our children and families here in Livermore.

I am proud to be a member of a community who puts children first. I urge you to support this common sense gun ordinance! It will save lives.

Sincerely,
Emily Stout-Garcia
Livermore, CA 94550
Item 6.2
Public Comment Received
508
From: Matt Stout-Garcia
To: Cityclerk - Livermore
Subject: Fwd: Safe Storage Firearms Ordinance
Date: Friday, April 22, 2022 4:12:07 PM
Hello,
I am writing to you today to advocate for your support of a Safe Storage Firearms Ordinance in Livermore which would require all firearms in a residence be securely stored in a locked container or disabled with a trigger lock.

Parents often hide their guns rather than locking them up, but studies show 70% of children know the location of these hidden guns in their own home and many have even handled them. Let’s protect our children and families here in Livermore.

I am proud to be a member of a community who puts children first. I urge you to support this common sense gun ordinance! It will save lives.

Sincerely,
Matt Stout-Garcia
Livermore, CA 94550
Item 6.2
Public Comment Received
509
From: Barbara Gilmartin
To: Cityclerk - Livermore
Subject: Comment for April 25,2022 City Council on Item 6.2, Safe Storage of Firearms Date: Saturday, April 23, 2022 3:06:40 PM
Dear Mayor Woerner, Vice Mayor Bonanno, and City Council Members Carling, Kiick, and Munro,
I am asking for your support of a Safe Storage Firearms Ordinance in Livermore which would require all firearms in a residence to be securely stored in a locked container or disabled with a trigger lock. As a long-term resident of Livermore, as well as a parent and grandparent, I am concerned for the safety of our children.

A safe storage ordinance has become more urgent than ever because of the dramatic increase in gun ownership than occurred during the Covid pandemic. There has been a 43% increase in unintentional deaths of small children and a 9% increase in teen suicides.

Many cities have already adopted Safe Storage ordinances, including Dublin, Moraga and Orinda. Your action to amend the Livermore Municipal Code, Chapter 8.14, to regulate the safe storage of a firearm in a residence will protect children and families in Livermore.

Thank you for your consideration,
Barbara Gilmartin
Livermore, CA 94550
Item 6.2
Public Comment Received
510
From: Kim Mayes
To: Cityclerk - Livermore
Subject: Safe Storage Ordinance
Date: Saturday, April 23, 2022 2:10:54 PM
Dear Livermore Mayor and City Council Members,
I am a volunteer with the Livermore Valley Moms Demand Action for Gun Sense in America, a parent, and a resident of Livermore. I am writing to you today to encourage your support of a Safe Storage Firearms Ordinance in Livermore which would require all firearms in a residence be securely stored in a locked container or disabled with a trigger lock. As a mother and a school district employee I feel compelled to advocate for support of this ordinance. Every day, I drive my children to school, kiss them goodbye and say a silent prayer for their safety. Did you know that 80% of school shootings are committed by a student or a former student using an unsecured firearm that they’ve obtained from their own home or the home of a relative? Many parents will tell you that if they have firearms in their homes, they are “secured”. But many parents believe that secured means that their firearms are hidden or in a place where their children cannot access them. Unfortunately, studies show that 70% of the time, these children not only know where the firearms are kept but may have even handled them. Please know that as a parent I take my children’s safety very seriously and have had many conversations about gun safety with the parents of my children’s friends as well as my own children. However, I fully realize that what I consider “safe and secure”and what another parent considers safe may be very different. Most gun owners are law abiding and will follow the requirements if they are put in place. This ordinance will go a long way to prevent accidental shootings and impulsive, regrettable decisions. Many cities and towns in California have already passed this ordinance including Dublin, Moraga and Orinda. I hope Livermore will make the same choice. Let’s protect our children and families.

Kindest Regards,
Kimberly Mayes
Livermore, CA 94551
Item 6.2
Public Comment Received
511
From: Helen Machuga
To: Cityclerk - Livermore
Subject: Safe Storage
Date: Sunday, April 24, 2022 11:54:42 AM
Dear Livermore Mayor and City Council Members,
I am a volunteer with the Livermore Valley Moms Demand Action for Gun Sense in America, a parent, a grandparent, and a resident of Livermore for more than forty years.

I am writing today to encourage your support for a Safe Storage Firearms Ordinance in Livermore which would require all firearms in a residence be securely stored in a locked container or disabled with a trigger lock.

Too many children find guns “hidden” by their elders and tragically lose their own lives or unintentionally harm or kill another. Many of us have seen the tragedies that result when young people have easy access to guns in moments of distress. The above ordinance is a step to prevent more needless, tragic injury or loss of life.

Thank you,
Helen Machuga
Item 6.2
Public Comment Received
512
From: Cindy Anderson
To: Cityclerk - Livermore
Subject: Safe Storage Ordinance
Date: Sunday, April 24, 2022 2:41:48 PM
Dear Livermore Mayor and City Council Members,
As a resident of Livermore, I appreciate the City Council protecting our children. I support the Safe Storage Ordinance.

Thank you,
Cindy Anderson
Livermore, CA 94550
Item 6.2
Public Comment Received
513
1 City Council Update – April 25, 2022
Equity and Inclusion &
FY21-23 Goals and Priorities
Presented by
Marc Roberts, City Manager
Christine Martin, Assistant City Manager
Equity and Inclusion
• Key to the City
• Collaborate with Partner
Agencies and Community
Organizations
• Recruitment for Advisory
Bodies, Employment and
other Volunteer Opportunities
• Housing
• Policing
1 2
Item 7.2
PowerPoint Presentation
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2 Key to the City
Frequency of Key to the City Program
9 Exploring staff development opportunity
9 Planning one session Fall 2023 and two
sessions in 2024
Youth Key to the City Program
9 Discussed at monthly intergovernmental
meetings
9 Collaborating with LVJUSD & LARPD
9 Exploring adjustments to Teen Academy
Program
Expand community awareness of the innerworkings of local government and ways to provide steppingstones to leadership opportunities. Expand outreach and advertisement of participation and volunteer opportunities in furtherance of the above. Create and conduct a Key to the City specifically for youth.

Collaborate with Partner Agencies
Inter-agency communications regarding
youth programming
9 Youth engagement added to monthly
communication meeting
9 Connected with LPC on their Career
Education program
9 Collaborating with LVJUSD and
Chamber
Livermore Day for the Community
9 Coordinating a Unity Day event in
October 2022 with LVJUSD and
LARPD, including a storytelling element
Collaborate on partnership opportunities with LVJUSD and LARPD. Collaborate with Las Positas College, Chamber of Commerce and other business organizations on youth training/career opportunities and to share Livermore’s cultural diversity. 3 4
Item 7.2
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3 Collaborate with Partner Agencies
Outreach and Communication
9 Collaborating on shared communication
campaigns such as:
• Resource division youth art contest
• Family disaster preparedness
• Livermore Area Youth Advisory
Commission recruitment
• Tri-Valley Innovation Fair
• High School Senior Arts Awards
• LVJUSD Science Odyssey
Collaborate on partnership opportunities with LVJUSD and LARPD. Collaborate with Las Positas College, Chamber of Commerce and other business organizations on youth training/career opportunities and to share Livermore’s cultural diversity.

Recruitment for Advisory Bodies and
Other Volunteer Opportunities
Outreach
9 Posted six time on social media
during recent recruitment period in
March and April 2022
9 Included in March 25, 2022 e-
newsletter
9 Scheduled for Fall 2022 city-wide
newsletter
9 Advertised in Independent March
2022
Expand outreach and advertisement efforts to reach all segments of the community. 5 6
Item 7.2
PowerPoint Presentation
516
4 Housing
Community Outreach
9 Emailed distribution lists established for
nonprofits and service providers who work
most closely with local vulnerable
populations
9 Emailed various housing-related
resources, webinars and assistance
opportunities to distribution lists that
include local and regional nonprofits and
service providers with a request to share
with their networks
9 Updated and monitored website to include
latest information of affordable housing
and resources
Expand outreach to communities most affected by housing issues. Share information on housing related matters with the community.

Policing
Stop and Arrest Data Report
9 Presented completed Stop and Arrest
Data Report to Council in February 2022
Mental Health Clinician Ride-Along Pilot
Program
9 Identified model to pair mental health
clinician with an officer
9 Funding included in FY 22/23 Budget
Update for Council consideration in June
2022
Chief’s Advisory Group
9 Established requirements and process for
future participants
Explore ways to deploy police department resources more efficiently and effectively in response to mental health related calls for service. Increase Police Chief and Police Department awareness of community-policing related matters. 7 8
Item 7.2
PowerPoint Presentation
517
5 FY 2021-2023
City Council Priorities
• Asset Management and
Storm Water
• Downtown
• General Plan Update
•H omelessness and
Affordable Housing
• Modernization, Training
and Workplace
Enhancements
Asset Management & Storm Water
Community Engagement
9 Six CAMP Outreach meetings held
since May 2021
9 Staff and CAMP Outreach
Committee members presented
Asset Management information to
approximately 75 community
members
9 Working with LARPD and Zone 7 to
resume Living Arroyos in-person
events
Establish comprehensive Asset Management & Stormwater Management Programs, ensuring the community continues to receive vital services through sustainable infrastructure strategies.
9 10
Item 7.2
PowerPoint Presentation
518
6 Asset Management & Storm Water
Asset Data Collection and Analysis
9 Entered into a contract with
NEXGEN to develop a custom app
and web-portal named Livermore
Connect
9 Trained Staff on NEXGEN
9 Analyzed data from City Hall solar
array behind City Hall to determine
the most financially responsible
method to implement a future solar
project on the L Street garage
Establish comprehensive Asset Management & Stormwater Management Programs, ensuring the community continues to receive vital services through sustainable infrastructure strategies.

Asset Management & Storm Water
Stormwater Management
9 Updated City’s Stormwater Master
Plan
9 Council approved a resolution
authorizing application to Habitat
Conservation Plan grant
9 Completed FEMA Annual Report
allowing property owners to continue
to receive 20% discount on flood
insurance
Establish comprehensive Asset Management & Stormwater Management Programs, ensuring the community continues to receive vital services through sustainable infrastructure strategies.
11 12
Item 7.2
PowerPoint Presentation
519
7 Downtown
Hotel and Public Infrastructure
9 Disposition Development and
Loan Agreement with Presidio
completed in December of 2021
Parking and Circulation
9 I-Street Parking Garage -
Construction began on April 12,
2021 and is on schedule for
completion in Summer 2022
Enhance the City’s vibrancy by completing critical projects downtown, ensuring the right balance of local amenities to support quality of life.

Downtown
Downtown Core Implementation
9 City Council authorized an
agreement with RRM Design Group
to conduct public outreach, design
and construction administration of
Veterans Park
9 The interim Quest Science and
Society Center Educational
Demonstration Area was
constructed opened for events in
August 2021
Enhance the City’s vibrancy by completing critical projects downtown, ensuring the right balance of local amenities to support quality of life.
13 14
Item 7.2
PowerPoint Presentation
520
8 Downtown
Additional Downtown
Enhancements
9 Began work on First Street
Streetscape (Legacy Project)
Livermorium Plaza
9 Construction began July 2021 and
is scheduled for completion June
2022
Enhance the City’s vibrancy by completing critical projects downtown, ensuring the right balance of local amenities to support quality of life.

General Plan Update
Community Engagement
9 In November 2021, staff and
PlaceWorks posted the Equity and
Inclusion Plan on the website to
engage the community throughout
the Update process
9 Conducted visioning workshops
with community and focus groups
9 On March 14, 2022, Council
adopted the draft vision statement
Comprehensively update the Livermore General Plan, including Housing Element and Programmatic EIR, to address changes in regional and state policy, market trends, and community preferences, to plan for growth and conservation for the next 25 years, and support and enhance Livermore quality of life.
15 16
Item 7.2
PowerPoint Presentation
521
9 General Plan Update
Housing Element
9 Met with the community and
stakeholders to seek input on
policy and housing related
issues
9 Updated Housing Element goals,
policies, and quantified
objectives based on the various
housing assessments and
community input
Comprehensively update the Livermore General Plan, including Housing Element and Programmatic EIR, to address changes in regional and state policy, market trends, and community preferences, to plan for growth and conservation for the next 25 years, and support and enhance Livermore quality of life.

Homelessness and Affordable Housing
Homeless Strategic Framework
9 Staff helped nonprofit partners
identify and apply for federal funds,
such as the Federal Eviction
Prevention Program
9 As of early March 2022, $2,992,957
in COVID-19 Rent Relief Funds
have been disbursed to Livermore
tenants
Establish a homelessness strategy, engaging local partners to develop a coordinated response, and expand diversity of affordable housing opportunities. 17 18
Item 7.2
PowerPoint Presentation
522
10 Homelessness and Affordable Housing
Development of Affordable
Multifamily Projects
9 Began construction of Avance
(formerly Sunflower Hill)
9 Planning Commission approved
project entitlement for Interfaith
Housing/Pacific Avenue project
9 Construction on Vineyard 2.0
Project Groundbreaking was held
on April 2022
Establish a homelessness strategy, engaging local partners to develop a coordinated response, and expand diversity of affordable housing opportunities.

Homelessness and Affordable Housing
Create Affordable Ownership
Opportunities
9 City Council adopted an update to
the City’s Inclusionary Housing
ordinance in June 2021 to include
new on-site rental housing
requirements
Regional Housing Opportunities
9 Obtained funds for Bay Area
Community Services (BACS)
Project Reclamation to support
shared housing
Establish a homelessness strategy, engaging local partners to develop a coordinated response, and expand diversity of affordable housing opportunities. 19 20
Item 7.2
PowerPoint Presentation
523
11 Modernization, Training and Workplace
Enhancements
Governance and Process
Improvement
9 Artificial Intelligence (AI) security
systems being implemented to
monitor e-mail and security
breaches
9 New software for public records
requests available on City’s website
9 Developed Remote Workforce Pilot
Program
9 Updated Records Retention
Schedule
Develop a systematic approach to modernizing the City’s aging business systems, reviewing processes for alignment with industry best practices, and providing our workforce with the tools and training necessary to effectively deliver services to the community.

Modernization, Training and Workplace
Enhancements
Modernize Key Business Systems
9 Completed evaluation of Zoom
enhancements to allow remote public
access to live meetings
9 Successful kick-off of first City Council
hybrid meeting on April 13, 2022
9 Completed Microsoft Modern
Workplace Roadmap
9 Completed Water Resources Division
Tech Master Plan
Develop a systematic approach to modernizing the City’s aging business systems, reviewing processes for alignment with industry best practices, and providing our workforce with the tools and training necessary to effectively deliver services to the community.
21 22
Item 7.2
PowerPoint Presentation
524
12 Modernization, Training and Workplace
Enhancements
Modernize Key Business Systems -
Library
9 Migrated the Library System from
local server to cloud-based software
9 Modernized Online Public Catalog
(OPAC) through the development of
the BiblioCore Discovery Layer
9 Created a new Library app for mobile
devices
Develop a systematic approach to modernizing the City’s aging business systems, reviewing processes for alignment with industry best practices, and providing our workforce with the tools and training necessary to effectively deliver services to the community.

Thank you.
23 24
Item 7.2
PowerPoint Presentation
525
CouncilMember
Committee
Meeting
Date Committee Agenda Link Meeting Type
MayorWoerner 4/12/2022 COVID 19CommunityAdvisoryGroup Hosted byAlamedaCounty MayorWoerner 4/13/2022 Youth inGovernmentDay Event
MayorWoerner 4/13/2022 Valley Link https://www.valleylinkrail.com/boardͲofͲdirectors AdHocCommittee MayorWoerner 4/13/2022 Alameda CountyMayorsHomelessWorkingGroup Meeting MayorWoerner 4/13/2022 Alameda CountyMayorsConference https://www.alamedacountymayorsconference.org/
agendaͲinformation/
MayorWoerner 4/13/2022 Eden HousingCivilLeaderofYearAward Event MayorWoerner 4/22/2022 Michael Tree'sRetirement
Item 8.0
Council Reports
526
CouncilMember
Committee
Meeting
Date Committee Agenda Link Meeting Type Committee Report:Summary ViceMayorBonanno 4/11/2022 AlamedaCountyTransportationCommission(ACTC) https://d3n9y02raazwpg.cloudfront.net/alamedact
c/af2e6a65Ͳafb8Ͳ11ecͲa5daͲ0050569183faͲ
0b4bc3c1Ͳ6ceeͲ4654Ͳa07cͲ60b095e64fd2Ͳ
1649709594.pdf
ProgramsandProjects
committee
ViceMayorBonanno 4/13/2022 Youth inGovernmentDay
OpportunityforlocalHSstudentsto
shadowLARPD,CityandLVJUSD
council/boardmembersandkeycity
staff.

ViceMayorBonanno 4/13/2022 Vineyard 2.0Groundbreaking ceremonial ViceMayorBonanno 4/21/2022 Intergovernmental Committee(CITY/LARPD/LVJUSD) ViceMayorBonanno 4/22/2022 GoingawayreceptionforLAVTAEDMichaelTree ViceMayorBonanno 4/22/2022 KnightsofColumbusBanquet EventhonoringTriͲValley'spoliceofficers
andfirefighters
ViceMayorBonanno 4/25/2022 Livermore ͲAmadorValleyTransitAuthority https://www.wheelsbus.com/meeting/projectsͲandͲ
servicesͲcommitteeͲmeetingͲ75/
ProgramsandServices
committee
Item 8.0
Council Reports
527
CouncilMember
Committee
Meeting
Date Committee Agenda Link Meeting Type
CouncilMemberCarling 4/13/2022 Groundbreaking forVineyard2.0 ceremonial Item 8.0
Council Reports
528
CouncilMember
Committee
Meeting
Date Committee Agenda Link Meeting Type Committee Report:Summary CouncilMemberMunro 4/13/2022 Vineyard 2.0GroundbreakingCeremony Groundbreaking Celebratedthebeginningofmaking
Vineyard2.0areality.Vineyard2.0
providessupportivehousingunitsforthe
homeless,aresourcecenter,alarge
diningroomthatcanbecomean
overnightshelter,andakitchenforOpen
HeartKitchen.ItalsoprovideswrapͲ
aroundservicesforthecommunity.

CouncilMemberMunro Innovation TriͲValley
Housing,Infrastructure,
TransportationSubcommittee
ValleyLinkupdate,TVTCFeeUpdate,,Tri
ValleyCitieshousingelementupdates
CouncilMemberMunro 4/19/2022 Awardsluncheon
EdenHousing'sannualawardsluncheon;
MayorWoernerreceivedaward.

CouncilMemberMunro 4/20/2022
EastBayCommunityChoiceEnergyJointPowers
Authority
https://ebce.org/meetings/boardͲofͲdirectorsͲ
meetingͲ4Ͳ20Ͳ22/ BoardMeeting
discussionoflegislativeagenda(15)and
ofrenewableprocurementgoing
forward(17)wereofparticularinterest.

CouncilMemberMunro 4/21/2022 Intergovernmental Committee(CITY/LARPD/LVJUSD) MutualworkoncivildiscourseandDEI
continues
CouncilMemberMunro 4/21/2022 Presentation toUNCLEfor65yearoldbirthday Item 8.0
Council Reports
529

CITY COUNCIL STAFF REPORT
ITEM NO. 10.2

DATE:

April 25, 2022
TO:

Honorable Mayor and City Council
FROM:

Tina Olson, Administrative Services Director
SUBJECT:

Supplemental materials received at the meeting.

RECOMMENDED ACTION

SUMMARY

DISCUSSION

ATTACHMENTS

1. Items received at the meeting

Prepared by: Debbie Elam
Deputy City Clerk

Approved by:
____________________________________
Marc Roberts
City Manager
Fiscal Review by:
____________________________________
Tina Olson
Administrative Services Director
530
tHANK YOU TO OUR SPONSORS:tHANK YOU TO OUR SPONSORS:
pouring and food Partners:pouring and food Partners:

David Furst
Wine Down in the GroveWine Down in the Grove
L
ARPD Foundation presents:

Saturday, May 21
3:00 - 6:00 p.m.

Sycamore Grove Park
5049 ARroyo Rd.

Livermore, CA
$100/ticket 21+ only
*Wine/Beer tasting *Food pairings
* Silent auction *Winery ruin tours
*Experience area history with
LARPD Rangers

For TICKETS and
additional information,
scan
the QR code or visit
bit.ly/winedowninthegrove
A fundraiser benefitting the
people and parks of Livermore
www. larpd.org/foundation
Item 3.0
Public Comment Received 531

Livermore City CouncilApril 25, 2022

Livermore City Council
April 25, 2022