Agenda packet — Livermore City Council, March 6, 2023

CITY COUNCIL
AGENDA

MONDAY, MARCH
6, 2023
SPECIAL HYBRID MEETING –
5:00 PM

MEETING PARTICIPATION INFORMATION CAN BE FOUND AT THE END OF THE AGENDA
IN PERSON INFORMATION:

CIVIC CENTER MEETING HALL

CITY COUNCIL CHAMBERS
1016 S. LIVERMORE AVENUE
TELECONFERENCE INFORMATION:

ZOOM WEBINAR:
https://us02web.zoom.us/j/83025276965
Zoom dial in phone number:
1 669 900 6833
Meeting ID: 830 2527 6965
CITY OF LIVERMORE YOUTUBE CHANNEL:
https://www.youtube.com/c/CityofLivermoreCalifornia
NOTICE IS HEREBY GIVEN that the City Council of the City of Livermore will convene a City Council special meeting on March 6, 2023 beginning at 5:00 pm, held at the City Council Chambers located at 1016 S. Livermore Avenue and virtually using Zoom. This special meeting is being called by Mayor John Marchand. /s/ John Marchand John P Marchand, Mayor
Brittni Kiick, Vice Mayor
Ben
Barrientos, Council Member
Evan Branning, Council Member
Robert W Carling, Council Member
Livermore City Council Agenda
March
6, 2023

1 1.

CALL TO ORDER

2. ROLL CALL

Council Member Ben Barrientos
Council Member Evan Branning
Council Member Robert W. Carling
Vice Mayor Brittni Kiick
Mayor John Marchand

3. SPECIAL MEETING ITEM

AN OPPORTUNITY FOR THE PUBLIC TO ADDRESS THE CITY COUNCIL REGARDING THE SPECIAL MEETING ITEM WILL BE PROVIDED BY THE MAYOR.

3.1 Presentation and discussion of the City of Livermore Five-Year (2023-2028) Strategic Plan and Financial Plan, and results of the 2022
National Communities Survey.

Recommendation:

Staff recommends the City Council provide input on the City of Livermore's Five-Year (2023- 2028) Strategic Plan and Financial Plan, along with the 2022 National Communities Survey
results,
in preparation for the biennial (2023-25) budget development.

Staff Report

Attachments:

1. Five-year Financial Plan

2. 2022 National Community Survey Memo

3. Strategic Plan

4. ADJOURNMENT

To a Regular City Council meeting on Monday, March 13, 2023 at 7:00 pm, Civic Center Meeting Hall, City Council Chambers, 1016 S. Livermore Avenue and virtually using Zoom.

5. HOW TO PARTICIPATE IN YOUR CITY COUNCIL MEETING

You can participate in the meeting in a number of ways:

Comments are limited to one comment per person per item regardless of format or time submitted (this includes email and e-comment submissions prior to the meeting as well as live comments during the meeting).

Special Meetings, Workshops
- The public will have the opportunity to address the City Council regarding the item that is the subject of the special meeting or workshop. Public comments are limited to a maximum of 3 minutes per person.

Platforms to Participate in Meetings:

Submission of Comments Prior to the Meeting:

Email Comments
may be submitted by the public to the City Clerk’s Office (
[email protected]
). Items received no later than 12:00 pm on the day of the

Livermore City Council Agenda
March
6, 2023

2 meeting will be provided to the City Council and available on the City website prior to the meeting. These items will NOT be read into the record.

eComments
may be submitted by the public using the eComment link
here
. Comments may
be up to 1000 characters in length and will be accepted up until 4:00 pm the day of the meeting. These items will NOT be read into the record and are viewable by the City Council and the public upon submittal.

Submission of Comments During the Meeting:

Speakers are limited to a maximum of 3 minutes per person. To submit a comment in person, you must complete a speaker card for each item. Speaker cards are available in the Civic Center Meeting Hall lobby. Indicate on the card the item number you wish to comment on and submit the card directly to the City Clerk prior to the start of the item. To submit a comment using Zoom, you may use the 'raise hand' feature. Please note that the City Council is prohibited by State law from taking action on any items that are not listed on the agenda.

However, if your item requires action, the City Council may place it on a future agenda or direct staff to work with you and/or report to the City Council on the issue.

Zoom Webinar:
https://us02web.zoom.us/j/83025276965

Zoom dial in phone number: 1 669 900 6833
Meeting ID: 830 2527 6965

If you would like to deliver written materials to the City Council as part of your public comments, and are commenting in person, please provide 10 copies to the City Clerk with your speaker card. If you are commenting using Zoom, the speaker must identify that intent in his or her comment and immediately email the materials to the City Clerk at [email protected]
.

The
City Council Agenda and Agenda Reports
are prepared by City staff and are available
for public review on Tuesday evening, six days prior to the City Council meeting in the Civic Center Library, 1188 South Livermore Avenue, Livermore, and at the City Clerk’s Office, 1052 South Livermore Avenue, Livermore. The Agenda is also available on the City’s website, http://LivermoreCA.gov/agenda
.

Under Government Code §54957.5, any supplemental material distributed to the members of the City Council after the posting of this agenda will be available for public review in the City Clerk’s Office, 1052 South Livermore Avenue, Livermore, and included in the agenda packet available on the City’s web site at
http://LivermoreCA.gov/agenda
.

PURSUANT TO TITLE II OF THE AMERICANS WITH DISABILITIES ACT (CODIFIED AT 42 UNITED STATES CODE SECTION 12101 AND 28 CODE OF FEDERAL REGULATIONS PART 35), AND SECTION 504 OF THE REHABILITATION ACT OF 1973, THE CITY OF

LIVERMORE DOES NOT DISCRIMINATE ON THE BASIS OF RACE, COLOR, RELIGION,

NATIONAL ORIGIN, ANCESTRY, SEX, DISABILITY, AGE OR SEXUAL ORIENTATION IN THE PROVISION OF ANY SERVICES, PROGRAMS, OR ACTIVITIES. TO ARRANGE AN

ACCOMMODATION IN ORDER TO PARTICIPATE IN THIS PUBLIC MEETING, PLEASE

CONTACT THE ADA COORDINATOR AT
[email protected]
OR
Livermore City Council Agenda
March
6, 2023

3 CALL (925) 960-4170 (VOICE) OR (925) 960- 4104 (TDD) AT LEAST THREE (3) BUSINESS DAYS IN ADVANCE OF THE MEETING.

Livermore City Council Agenda
March
6, 2023

4 CITY COUNCIL STAFF REPORT
ITEM NO. 3.1

DATE:

March
6, 2023
TO:

Honorable Mayor and City Council
FROM:

Marianna Marysheva, City Manager
SUBJECT:

Presentation and discussion of the City of Livermore Five-Year (2023-2028) Strategic Plan and Financial Plan, and results of the 2022
National Communities Survey.

RECOMMENDED ACTION

Staff recommends the City Council provide input on the City of Livermore's Five-Year (2023-2028) Strategic Plan and Financial Plan, along with the 2022
National Communities Survey results,
in
preparation for the biennial (2023-25) budget development.

SUMMARY
This report presents the City's Five-Year (2023-2028) Strategic Plan and Financial Plan, along with the 2022
National Communities Survey results,
for input by the City Council in preparation for the biennial (2023-25) budget development.

DISCUSSION
Strategic Plan 2023-2028

Livermore’s Strategic Plan is a five-year road map to guide the organization’s budget and work-plan. The Strategic Plan reflects the community’s values and is informed by the City’s vision, mission, values, and community input from a variety of sources, including the biennial National Community Survey.

Additionally, the Strategic Plan is informed by many of the organization’s guiding documents, such as the General Plan, Climate Action Plan, and Financial Plan.

Over decades, the Livermore City Council has been forward-thinking with a remarkable ability to focus

on the City’s long-term fiscal sustainability. This five-year plan is a critical component to allocating the

organization's limited resources to continue that focus, setting direction for a work-plan that

accomplishes necessary work and eliminates work that does not further the plan’s goals and objectives.

The Strategic Plan is organized around five Community Pillars. Community Pillars are broadly defined

building blocks that reflect the community’s values, and the City’s vision, mission, and organizational

5 values. Each Pillar identifies specific goals and objectives which will be implemented to uphold each

Pillar. Goals are generally broad, achievable outcomes. Objectives are shorter-term, measurable actions

to achieve each goal. Goals and objectives are time-defined and have assigned departmental

implementation responsibility. Staff will regularly report the plan’s progress to the City Council and the

community.

The five Community Pillars are:

A Safe Community that Thrives -
Support facilities, design programs and ensure compliance with

regulations that create a healthy, resilient, and engaged community that is prepared, safe, and

housed.

Economy that Prospers -
Encourage a thriving business environment that results in a strong,

diverse, resilient economy and supports community prosperity .

Environmental Legacy -
Preserve and protect Livermore’s climate and environment for future

generations and become a municipal leader in sustainability, reducing and drawing down

greenhouse gas emissions, and encouraging sustainable development.

Inviting and Inclusive Spaces and Places -
Create inclusive and inviting natural and built places

and spaces for contemplation, play, arts, and connection while celebrating our history and

encouraging community pride.

A City that Works -
Foster an organization that is fiscally sustainable, innovative, effective and

efficient; provides excellent public services; invests in professional development and well-being of

employees in alignment with the Community and Organizational Values; and responsibly invests in

the City’s infrastructure.

The Strategic Plan is attached for City Council's review and input in preparation for the biennial (2023- 25) budget development.

National Community Survey

In December 2022, the City partnered with the National Research Center and Polco to administer the National Community Survey. This survey has been conducted in Livermore every two years, since 2004.

A memorandum outlining the survey results was previously shared with City Council and is attached to this report. The full results can be viewed on the City’s website.

Five-Year Financial Plan

Concurrent with the City’s five-year strategic planning process, staff developed a five-year financial plan to identify available resources and prioritize new positions, contractual services, and capital projects to support implementation of the Strategic Plan.

The five-year financial plan is attached for City Council's review and input in preparation for the biennial (2023-25) budget development.

FISCAL AND ADMINISTRATIVE

IMPACTS

There are no direct fiscal impacts from the attached five-year documents. However, these key

documents will provide a foundation for the development of the 2023-2025 biennial budget.

ATTACHMENTS
6 1. Five-year Financial Plan

2. 2022 National Community Survey Memo

3. Strategic Plan

Prepared by: Christine Martin
Assistant City Manager

Approved by:
____________________________________
Marianna Marysheva
City Manager
Fiscal Review by:
____________________________________
Tina Olson
Administrative Services Director
7 1
City of Livermore Five-year Financial Plan

OVERVIEW
The City’s five-year strategic plan creates a framework for the allocation of resources according to the City’s established goals and objectives. The resources are formally allocated during the biennial budget, and the five-year financial plan is developed every two years as a foundation for the budget, both operating and capital. The five-year plan identifies the resources available over the course of five years, including any impacts of new development, and prioritizes these resources to fund new positions, contractual services, and capital projects to support implementation of the five-year Strategic Plan.

The five-year forecast provides a high-level financial framework for planning purposes.

The following is a description of the assumptions used to develop the five-year financial plan and summary of the key findings and recommendations.

Five-Year Forecast Assumptions
The five-year financial forecast is based on the following assumptions:
• Revenues are increasing overall by 4% in FY 2023-24 and increasing by 3% annually thereafter. The following growth is projected for the two largest revenue categories:
• Property Tax is projected to grow by between 4% and 5% annually. • Sales Tax is projected to increase by between 2.5% and 3.2% annually. • Personnel Services are increasing by 3% annually.
• CalPERS contributions reflect CalPERS estimates of constant normal cost rates for current employees and constant unfunded liability contributions for two years and then declines of between 4% and 8% the last three years of the forecast. • Services and Supplies are increasing by between 2% and 3% annually. • Estimated tax revenues from future development are based on expected housing and commercial development to be completed in FYs 2023-24 through FY 2027-

28. Examples of that development include the downtown development (new hotel, Legacy housing development, and new retail and restaurants), 1,929 new housing units in the Isabel Neighborhood Specific Plan, and new and expanded commercial land uses (Gillig office, Form Factor Manufacturing, and Surface Mining Permit Warehouse).

The FY 2023-24 and 2024-25 revenues and expenditure budgets will likely be different than the forecast since those budgets will be based on more precise estimates for each revenue and expenditure category. That said, the forecast provides an order of magnitude that is sufficient for planning purposes. Using these assumptions, staff developed the following baseline 5-year General Fund forecast:

ATTACHMENT 1
8 2

Table1. 5-year General Fund Forecast

As described in Table 1 above, the projected revenues and baseline expenses result in operating surpluses of between $993,6861 to $14.7 million. Based on these expected budget surpluses, staff developed a list of prioritized positions and contractual services that will be necessary to continue providing current services, and to implement the five- year Strategic Plan. Adding the prioritized positions and services results in the following updated Five-Year Financial Plan:

Table 2. 5-year General Fund Budget Plan with New Positions and Increased Allocations to Contractual Services

As described in Table 2 above, adding new positions and contractual services allocations to the five-year Financial Plan results in balanced budgets in FYs 2023-24 and 2024-25, a minor surplus in FY 2025-26 and more significant surpluses in FYs

1 The $993,686 estimated budget surplus in FY 2023-24 is the result of reducing the contribution to the CIP by $1 million to provide capacity for new positions. Staff concluded that the $14 million transferred to General Fund CIP reserves during the FY 2021-22 year-end provided capacity to reduce the allocation by $1 million in FY 2022-23.

Budget Projected Projected Projected Projected Projected FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 Total Operating Revenue $132,005,073 $136,708,792 $142,214,773 $146,366,008 $151,061,093 $155,715,138 Estimated Tax Revenue from Future
Development 447,624 1,300,604 3,326,073 5,332,802 6,165,576 Transfers In 852,919 688,792 708,209 728,186 748,740 769,888 Total Sources $132,857,992 $137,845,208 $144,223,586 $150,420,267 $157,142,635 $162,650,602 Total Operating Expenditures $127,000,395 $124,276,655 $126,994,411 $128,687,237 $131,535,972 $133,441,181 Transfers Out 8,218,044 9,895,229 9,914,414 9,948,569 9,961,865 9,985,862 Capital Improvement Program 1,897,000 1,000,000 2,000,000 2,000,000 2,000,000 2,000,000 Contribution to Reserves 2,180,358 1,679,638 2,814,494 2,511,309 2,851,620 2,571,563 Total Uses $139,295,797 $136,851,522 $141,723,319 $143,147,115 $146,349,457 $147,998,606 Surplus (Shortfall) ($6,437,805) $993,686 $2,500,267 $7,273,152 $10,793,178 $14,651,996 Beginning Budgetary Fund Balance 6,437,805 0 993,686 3,493,953 10,767,105 21,560,283 Ending Budgetary Fund Balance $0 $993,686 $3,493,953 $10,767,105 $21,560,283 $36,212,280 Budget Projected Projected Projected Projected Projected FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 Total Operating Revenue $132,005,073 $136,708,792 $142,214,773 $146,366,008 $151,061,093 $155,715,138 Estimated Tax Revenue from Future
Development 447,624 1,300,604 3,326,073 5,332,802 6,165,576 Transfers In 852,919 688,792 708,209 728,186 748,740 769,888 Total Sources $132,857,992 $137,845,208 $144,223,586 $150,420,267 $157,142,635 $162,650,602 Total Operating Expenditures $127,000,395 $124,276,655 $126,994,411 $128,687,237 $131,535,972 $133,441,181 Transfers Out 8,218,044 9,895,229 9,914,414 9,948,569 9,961,865 9,985,862 New Positions 993,686 2,000,000 6,000,000 7,800,000 8,300,000 New Contractual Services 500,000 1,200,000 1,000,000 590,000 Capital Improvement Program 1,897,000 1,000,000 2,000,000 2,000,000 2,000,000 2,000,000 Contribution to Reserves (includes R&R) 2,180,358 1,679,638 2,814,494 2,511,309 2,851,620 2,571,563 Total Uses $139,295,797 $137,845,208 $144,223,319 $150,347,115 $155,149,457 $156,888,606 Surplus (Shortfall) ($6,437,805) $0 $267 $73,152 $1,993,178 $5,761,996 Beginning Budgetary Fund Balance 6,437,805 0 0 267 73,419 2,066,597 Ending Budgetary Fund Balance $0 $0 $267 $73,419 $2,066,597 $7,828,594 ATTACHMENT 1
9 3

2026-27 and 2027-28. The following is a summary of the positions, contractual services and capital assets included in the five-year Financial Plan.

New Positions
Based on projected available resources and Strategic Plan priorities, the following total positions are currently contemplated for funding in the next five years by fiscal year.

Table 3. New Positions by Department

Given limited funding in the first two years, 11 positions have been prioritized, including Associate Engineer, Building Inspector, Supervising Librarian, Supervising Crime Analyst, and Assistant City Attorney.

Contractual Services
As described in Table 4 below, the five-year Financial Plan includes between $500,000 and $1.2 million in new contractual services per year. Examples of new contractual services include the General Plan and Housing Element Update, labor negotiator, development code update, planning consultants, and general legal services.

Table 4. New Contractual Services

Dept 2023-24 2024-25 2025-26 2026-27 2027-28 Totals
Administrative Services Department 3 3
City Attorney's Office 1 2 3
Community Development 2 2 9 13
City Manager's Office 1 1 2
Department of Public Works 7 7
Library 1 5 6
Livermore Pleansanton Fire Department 1 1 1 3
Police Department 1 1 5 2 2 11
Totals 6 5 33 2 2 48
Full-time Equivalent
Projected Projected Projected Projected Projected
FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28
Increased Contractual Services $500,000 $1,200,000 $1,000,000 $590,000 ATTACHMENT 1
10 4

Capital Reserves for Key Assets Supported by Discretionary Sources Staff are working on the five-year Capital Improvement Plan (CIP) that will be presented at the City Council May 15, 2023 Budget and CIP Workshop. As part of that effort, staff is proposing to establish dedicated reserves to each of the asset categories listed in the table below. Allocation of these reserves into specific capital projects will occur through the CIP budget.

Major Unfunded Capital Needs
Through the CIP process, staff have identified several major capital needs that will exceed the City’s available funding and therefore require new funding sources such as a voter-approved bond or a property owner-approved Community Facilities District (CFD) tax. Examples of such projects are as follows:

 Police Facility expansion: $20 - $25 million
 Isabel fire station and community center: $50 million  Springtown community hub: $20 - $25 million

ATTACHMENT 1
11 INTEROFFICE MEMORANDUM
Date: March 06, 2023
To: Mayor John Marchand
and Members of the City Council
From: Christine Martin, Assistant City Manager
Subject: 2022 National Community Survey (NCS) Results
Every two years since 2004, the City has partnered with the National Research Center to administer the National Community Survey (NCS). The NCS captures residents’ opinions regarding ten central facets of a community: Economy, Mobility, Community Design, Utilities, Safety, Natural Environment, Parks and Recreation, Health and Wellness, Inclusivity and Engagement, and Education, Arts, and Culture. The overall 2022 results are once again positive and reflect the community’s view that Livermore is a great place to live with a high quality of life. This memorandum provides an analysis and copy of the results. The full, interactive results will be posted on the City’s website and shared with the public via social media on March 6, 2023.

Survey Background
The NCS was sent to 3,200 randomly selected Livermore households in November 2022; a total of 411 surveys were completed, providing a response rate of 13% which is consistent with the national response rate. The margin of error around any reported percentage is no greater than plus or minus 5% for all respondents. As with prior surveys, the data has been weighted to ensure the survey sample reflects the demographic profile of the community.

The
2022 survey was available in English and Spanish. Additionally, the City posted the 2022 survey to Nextdoor for two weeks beginning on December 21, 2022, to allow any interested resident to participate. An additional 100 residents participated via this “opt-in” route. The open participation survey data was not collected through a random sample, and it is unknown who in the community was aware of the survey; therefore, a level of confidence in the representativeness of the sample cannot be estimated. However, the results were weighted against demographic characteristics of the 2010 Census and 2020 American Community Survey estimates for adults in Livermore. Those results can be found in the Open Participation Survey Results section of the report.

S
urvey Results O verview
The
NCS captures residents’ opinions regarding the aforementioned ten central facets of a community.

Highlights from the survey include the following:

ATTACHMENT 2
12 2022 National Community Survey (NCS) Memo to
Council

Livermore continues to be a highly desirable and safe place to live.

About 9 in 10 residents applauded both Livermore as a place to live and the overall quality of life in the City. A similar proportion indicated that they would recommend living in Livermore to someone who asked, while just over 8 in 10 respondents reported that they were likely to remain in Livermore for the next five years. About 8 in 10 participants also offered positive reviews of Livermore’s overall image or reputation. All ratings related to the overall quality of life remained on par with national benchmark comparisons and Livermore’s 2020 survey results.

Residents identify mobility as an opportunity for growth.

Like many attractive cities, scarcity causes challenges to mobility. Many ratings related to public transit, traffic, and ease of travel in Livermore were trending downward, generally returning to pre-pandemic levels after a slight increase in 2020. While some higher mobility scores in 2020 may be partially attributable to decreased traffic during COVID-19-related shutdowns, these changes may warrant additional monitoring over the coming years. The overall quality of the transportation system was rated excellent or good by about half of respondents, an 8% decrease since 2020. The ease of walking in Livermore garnered high marks from about 7 in 10 respondents, but also declined eight percentage points since 2020. A similar proportion highly ranked the ease of travel by bicycle (57% excellent or good) and traffic flow on major streets (61%), which declined by 11% and 7%, respectively. Conversely, ratings for ease of travel by car (80% excellent or good) and ease of public parking (64%) remained stable, both
maintaining the higher scores seen in the previous survey iteration. Some ratings related to traffic services also held steady since 2020, including street cleaning (69%) and street lighting (61%).

However, residents offered less favorable reviews this year to traffic enforcement (falling from 71% excellent or good in 2020 to 61% in 2022) and, street repair (59% in 2020; 50% in 2022). While many mobility-related scores decreased in 2022, nearly all were on par with those seen across the nation.

Livermore's economy is strong but poses challenges to community affordability.

Livermore’s economy continues to be a top priority for residents, with roughly 93% of respondents identifying overall economic health as an important focus area for the City in the coming two years.

About 8 in 10 applauded the vibrancy of the City’s downtown/commercial area and Livermore as a place to work, both of which were higher than the national and custom benchmark (communities in CA, WA, and OR). Shopping opportunities (69% excellent or good) also scored higher than the national counterparts and peer comparison communities. Some aspects related to the local economy saw slight declines, including the overall quality of business and service establishments (77% positive, a 10% decline) and variety of business and service establishments (67%, an 8% decline). However, scores for employment opportunities were on the rise (59% excellent or good in 2022, compared to 50% in 2020).

Like many communities nationwide, ratings related to affordability indicate concern, with only about one-quarter offering favorable marks to the cost of living in Livermore. Likewise, the availability of affordable quality housing garnered positive evaluations from about 2 in 10 survey participants. When asked how the economy would likely affect their family’s income in the next six months, only 7% of residents anticipated a positive impact (compared to 20% in 2020), while 42% expected a negative impact.

Residents appreciate Livermore’s city parks and natural environment.

Ratings related to the community’s natural environment saw significant increases, including cleanliness (81% excellent or good) and air quality (76%). About 8 in 10 applaud Livermore’s city parks. Roughly two-thirds offered high marks on the city’s preservation of natural areas, open space, and recycling services.

Survey T
opics

The tables below provide comparison data on the broad topics of: Community Characteristics, Safety, City Services, Governance and Community Engagement, Housing and Economy, and Mobility and Parking.

ATTACHMENT 2 13

2022 National Community Survey (NCS) Memo to
Council

As in previous surveys, Livermore residents are very pleased with their quality of life, where they live, and their vibrant downtown.

Community Characteristics Percentage Rating Positively (Excellent/Good) 2016 2018 2020 2022
Overall Quality of Life 93% 88% 88% 89%
Place to Live 96% 93% 93% 92%
Place to Raise Children 88% 89% 92% 89%
Sense of Community 74% 75% 74% 71%
Overall Appearance 85% 81% 79% 81%
Opportunity to Attend Cultural
Activities
73% 80% 69% 76%
Recreational Opportunities 79% 77% 82% 73%
Vibrant Downtown Area 84% 77% 83% 81%
Shopping Opportunities 69% 72% 70% 69%
Place to Visit 79% 78% 79% 78%

Residents continue to feel safe in Livermore, and safety remains a priority for the community.

Safety Percentage Rating Positively (Excellent/Good)
2016 2018 2020 2022
Overall Feeling of Safety 88% 86% 84% 81%
Safe in Neighborhood 95% 94% 97% 98%
Safe in Downtown 95% 93% 96% 96%

Overall, City Services received similar ratings in 2022 as in 2020.

City Services Percentage Rating Positively (Excellent/Good) 2016 2018 2020 2022
Overall Services Provided by
Livermore
82% 83% 79% 77%
Police Services 84% 87% 84% 83%
Fire Services 94% 96% 94% 92%
Street Repair/Maintenance 51% 52% 59% 50%
Public Library Services 89% 89% 91% 93%
Land Use, Planning and Zoning 50% 53% 51% 50%
Code Enforcement 49% 49% 46% 51%

Overall, Governance ratings remained similar from 2020 to 2022.

Governance Percentage Rating Positively (Excellent/Good) 2016 2018 2020 2022
Customer Service 79% 79% 86% 83%
Overall Direction of Livermore 59% 63% 67% 63%
Confidence in City Government 57% 62% 62% 60%
Acting in the Best Interest of
Livermore
58% 63% 66% 61%
ATTACHMENT 2
14 2022 National Community Survey (NCS) Memo to
Council

Community Engagement ratings remained relatively stable between 2020 and 2022. Ratings for Watched a Public Meeting decreased after an increase in 2020; this may have been related to the pandemic and online Zoom access to public meetings.

Community Engagement Percentage Rating Positively (Always/Sometimes) 2016 2018 2020 2022
Voted in Elections 89% 92% 91% 84%
Watched a Local Public Meeting 21% 22% 31% 21%
Attended a Local Public Meeting 19% 17% 18% 20%
Volunteered in the Community 39% 37% 34% 33%
Contacted an Elected Official 14% 12% 15% 12%

Housing and Economy ratings remain stable from 2020 to 2022.

Housing & Economy Percentage Rating Positively (Excellent/Good) 2016 2018 2020 2022
Housing Options 53% 45% 51% 45%
Affordable Quality Housing 24% 19% 22% 19%
Cost of Living 27% 21% 25% 25%
Economic Development 61% 62% 66% 61%
Overall Economic Health 79% 80% 76% 80%

Travel by Car and Parking ratings continue to remain high in 2022 after an increase in positivity ratings from 2018 to 2020.

Mobility & Parking Percentage Rating Positively (Excellent/Good) 2016 2018 2020 2022
Paths and Walking Trails 79% 75% 85% 80%
Ease of Walking 78% 74% 79% 71%
Travel by Bicycle 67% 55% 68% 57%
Travel by Public Transportation 42% 35% 41% 31%
Travel by Car 66% 68% 83% 80%
Public Parking 46% 42% 60% 64%
Traffic Flow 52% 54% 68% 61%

ATTACHMENT 2
15 2022 National Community Survey (NCS) Memo to
Council

Local Questions

The 2022 NCS included questions on two custom (to Livermore) topics. The first custom topic was related to the City of Livermore’s communications efforts. Residents were asked to rate different aspects of the City’s communications methods. Percentages in the table, below, do not include “don’t know” responses.

Communication Method % Rating
Excellent or
Good
% Rating Fair % Rating Poor
Availability of information about City
programs and services
68% 26% 7%
City efforts to keep residents
informed about local issues
57% 32% 10%
The quality of the City’s website 71% 23% 6%
The usefulness of information in the
City’s e-newsletter
63% 30% 7%
The usefulness of information in the
printed community newsletter
64% 29% 6%
City efforts to engage residents on
social media sites
54% 32% 13%

Next the survey asked residents which of the following, if any, prevent the respondent from engaging with the City (e.g., participating in public meetings, events, surveys, etc.) Respondents could check as many options as applied.

Which Prevents Engagement with City Percent Responding
Lack of information/prior knowledge 56%
Limited or no internet access 2%
Language barriers 1%
Accessibility barriers (due to a disability) 2%
No transportation 2%
Inconvenient timing 46%
Lack of interest 37%
Other 17%

The second custom topic was related to the City’s efforts around climate change mitigation. Residents were asked how familiar, if at all, they were with the City’s current policies and actions in place to mitigate climate change. 64% of respondents were not familiar, 32% were somewhat familiar, and 4% were very familiar. Next, residents were asked to rate their level of satisfaction with Livermore’s current policies and actions to mitigate climate change.

Climate Change Mitigation Policy
or Action
% Very
Satisfied
% Somewhat
Satisfied
% Somewhat
Dissatisfied
% Very
Dissatisfied
Access to information about current
policies
7% 56% 23% 14%
Opportunities to practice
environmental stewardship in
Livermore
11% 60% 16% 12%
The City’s focus on reducing
greenhouse gas emissions (e.g.,
expansion of electric vehicle charging
infrastructure)
17% 49% 19% 15%
ATTACHMENT 2
16 2022 National Community Survey (NCS) Memo to
Council

Benchmark Comparison Summary
Benchmark information is the comparison data that provides context for Livermore’s ratings, by showing how Livermore’s ratings for a particular survey question compares to other communities in the benchmarking database. Livermore’s data is benchmarked against the nation and the west coast. The comparison information for both the nation and west coast region indicates that Livermore remains a highly desirable community.

National Benchmark
As in past surveys, Livermore continues to rank similarly in nearly every category to the national benchmark. Of the 149 items for which comparisons to the national benchmark were available, 142 items were ‘similar’. Only one item was ‘lower’ (Impact of the Economy on Family Income in the Next Six Months), five were ‘higher’ (Livermore as a Place to Work, Shopping Opportunities, Walked or Biked instead of Driving, Opportunities to Attend Cultural/Arts/Music Activities, and Community Support for the Arts) and one was ‘much higher’ (Vibrancy of Downtown, 12 out of 290 national communities) than the national benchmark.

West Coast Benchmark
The 2022 NCS benchmarks Livermore’s data against west coast communities of various population and characteristics. Livermore ranks ‘similar’, ‘higher’ and ‘much higher’ in all categories except one (Impact of the Economy on Family Income in the Next Six Months). The following are the 17 categories that Livermore ranks ‘higher’ and the ranking:

Category Rank against West Coast Benchmark
Place to Work 8 out of 54
Overall Economic Health 12 out of 51
Safe in Livermore’s Downtown During the Day 7 out of 49 Safe from Violent Crime 11 out of 35
Employment Opportunities 9 out of 54
Shopping Opportunities 9 out of 52
Traffic Flow on Major Streets 9 out of 53
Ease of Travel by Car 8 out of 51
Well-planned Commercial Growth 3 out of 36
Public Places Where People Want to Spend Time 10 out of 51 Opportunities to Attend Cultural/Arts/Music Activities 7 out of 50 Community Support for the Arts 5 out of 36
Sense of Civic/Community Pride 6 out of 36
Opportunities to participate in social events and activities 8 out of 52 Opportunities to Attend Special Events and Festivals 5 out of 50 Recreation Centers or Facilities 8 out of 51
Public Library Services 8 out of 58

Once again, Livermore ranked ‘much higher’ in one category against the west coast benchmarks, Vibrancy of Downtown (2 out of 48).

Comparisons
The online survey, which will be available via a link on the City’s website on March 6, 2023, provides a “Comparisons” tab where the data can be sorted by a variety of respondent characteristics including, but not limited to, age, sex, and area (geographic location).

The “Area” tab (within the “Comparisons” tab) is useful to identify respondents’ differences in opinion by geographic location. Survey results are broken down into five geographic areas – Northeast, Northwest, Southeast, Southwest, and Central.

ATTACHMENT 2 17

2022 National Community Survey (NCS) Memo to
Council

Overall, residents from all five geographic areas rate many categories similarly. For example, residents across all the geographic areas highly rate Livermore’s Quality of Life, as well as feeling safe in their neighborhood and in downtown.

Rankings differed among the geographic areas in some categories. For example, while on average 90% of survey respondents rate Your Neighborhood as a Place to Live as “excellent” or “good”, only 84% of respondents in the Central area rate this category as “excellent” or “good” (below the average), while 98% in the Northeast rated this category as “excellent” or “good” (above the average).

Residents’ Priorities for Coming Two Years
The NCS asked residents to rank the level of importance of ten categories for the City to focus on in the coming two years. The survey respondents’ top two priorities were Overall Economic Health and Overall Feeling of Safety (percentages may not add to 100 because of ‘don’t know’ responses).

Category “Essential” or “Very
Important”
“Somewhat Important”
or “Not at all Important”
Overall Economic Health 93% 7%
Overall Quality of Transportation System 75% 25%
Overall Design/Layout of Commercial and
Residential Areas
85% 16%
Overall Quality of the Utility Infrastructure 88% 12%
Overall Feeling of Safety 92% 8%
Overall Quality of Natural Environment 85% 15%
Overall Quality of Parks and Recreation 81% 18%
Overall Health and Wellness Opportunities 72% 28%
Overall Opportunities for Education, Culture, and
the Arts
66% 34%
Residents’ Connection and Engagement with
their Community
68% 32%

Conclusion
Again, the NCS survey results indicate that residents view Livermore as a great place to live, visit, and raise children. Livermore’s vibrant downtown and overall quality of life continue to receive very high ratings, especially when viewed against the national and west coast communities’ benchmarks.

Overall, Livermore’s ratings remained mostly stable between 2020 and 2022. However, several areas saw increased ratings greater than five percentage points from 2020, which is statistically significant.

Those areas are:
• Safe from Fire, Flood, or Other Natural Disaster (+8%) • Valuing/Respecting Residents from Diverse Backgrounds (+5%) • Employment Opportunities (+9%)
• Cleanliness (+5%)
• Air Quality (+11%)
• Availability of Paths and Walking Trails (+5%)
• Opportunities to Attend Cultural/Arts/Music Activities (+7%) • Carpooled with other Adults or Children Instead of Driving Alone (+7%) • Sidewalk Maintenance (+8%)
• Code Enforcement (+5%)
• Services Provided by the Federal Government (+7%)
• Overall Design or Layout of Residential and Commercial Areas (+7%)

ATTACHMENT 2
18 Cover

CITYWIDE

STRATEGIC PLAN
2023-2028
ATTACHMENT 3
19 2 Table of Contents

TABLE OF CONTENTS
OVERVIEW 3
DEFINITION OF TERMS 3
VISION, MISSION & COMMUNITY VALUES 5
ORGANIZATIONAL VALUES 5
COMMUNITY PILLAR 6
A Safe Community That Thrives
COMMUNITY PILLAR 18
Economy That Prospers
COMMUNITY PILLAR 22
Environmental Stewardship
COMMUNITY PILLAR 26
Inclusive & Inviting Spaces & Places
COMMUNITY PILLAR 32
A City That Works
TECHNICAL DEFINITIONS 43
ATTACHMENT 3
20 OVERVIEW
Citywide Strategic Plan
3 DEFINITION OF TERMS
Livermore’s strategic plan is a five-year road map to guide the organization’s budget and work plan. The strategic plan reflects the community’s values and is informed by the City’s vision, mission, values, and community input from a variety of sources including the biennial National Community Survey. Additionally, the strategic plan is informed by many of the organization’s guiding documents, such as the General Plan, Climate Action Plan, and Financial Plan.

Over decades, the Livermore City Council has been forward-thinking with a remarkable ability to focus on the City’s long-term fiscal sustainability. The five-year strategic plan creates a framework for allocating our limited resources in accordance with the organization’s goals, focusing our investment on areas deemed most important.

The strategic plan is organized around five broad Community Pillars. Community Pillars are broadly defined building blocks that reflect the community’s values, and the City’s vision, mission, and organizational values. Each Pillar identifies specific goals and objectives which will be implemented to uphold each Pillar. Goals are generally broad, achievable outcomes. Objectives are shorter-term, measurable actions to achieve each goal. Goals and objectives are time-defined and have assigned departmental implementation responsibility. Staff will regularly report the plan’s progress to the City Council and the community.
• Community Pillars — Broadly defined building blocks that reflect the community’s values and the City’s vision, mission, and organizational values.
• Goals — An achievable outcome that is generally broad. Goals could be time-defined (develop a plan by certain date) or indefinite (provide high level of customer service).
• Citywide Goals — Goals that involve more than one, and potentially all, City departments.
• Department-Specific Goals — Goals that are
depar
tment-specific.
• National Community Survey — A biennial survey of Livermore resident opinions about the community and services provided by the City that informs goals and objectives in the Strategic Plan. Results are viewable at www.LivermoreCA.gov/NCS . • Objectives — Shorter-term measurable actions
to achie
ve a broader goal.

ATTACHMENT 3
21 General Plan, Speciﬁc Plans, Climate Action Plan, Financial Plan VISION

MISSION

COMMUNITY
VALUES

COMMUNITY
SURVEY

ORGANIZATIONAL
VALUES

REFERENCE

DOCUMENTS
Environmental
Stewardship

COMMUNITY

PILLARS

STRATEGIC PLAN
A City
That Works
4 Table of Contents
ATTACHMENT 3 22
Citywide Strategic Plan
5 VISION, MISSION &

COMMUNITY VALUES

ORGANIZATIONAL
VALUES
CITY’S VISION
We strive to create a safe, healthy, welcoming City for all our diverse community members: residents, visitors, and businesses. We envision a future that honors our
shared history and respects our environment as we seek
equitable access to opportunity for all.

CITY’S MISSION
We work to enhance the quality of life for Livermore
community members by providing safe and accessible
public amenities, promoting economic vitality
and innovation, and embracing collaborative civic
engagement, all while providing high quality services in a courteous, responsive, fiscally sound manner.

COMMUNITY VALUES
Community Trust—Livermore is transparent and makes
decisions based on sound policy, inclusive community
engagement, involvement of City advisory bodies, and
timely and reliable information. Activities and actions by the City serve the public interest, benefit the City’s diverse population and result in great public good.

Equity—Livermore is supportive of the City’s racial,
ethnic, religious, sexual orientation, identity, geographic, and other attributes of diversity and is committed to
advancing the fair treatment and equitable distribution of services to ensure every member of the community
shares in the benefits of community progress.

Fiscal Responsibility—Livermore is a prudent steward
of public funds and ensures responsible management
of the City’s financial resources while providing quality public services to all.

Innovation—Livermore is inventive and timely in
meeting the community’s changing needs and prepares
for the future through collaborative partnerships and
adaptive processes.

Sustainability and Resiliency—Livermore is committed
to meeting the needs of the present without
compromising the needs of the future and ensuring the
City’s capacity to persevere, adapt and grow during
good and difficult times alike.

We adhere to an ethical standard of fairness, honesty,
and equitable treatment in the performance of our
duties on behalf of the community, to achieve our
shared vision of excellence.

Commitment to Equity—We understand and value our
roles as members of a larger community. In recognition
and respect for our community at large, we strive to
view all issues through an equity lens, which means to
be deliberatively inclusive in our decisions.

Strong Public Service Philosophy—Outstanding
service to the public is our standard. Courtesy and
respect are extended to all community members. Our
goal is to exceed expectations.

Accountability—We understand our roles as employees
and elected officials of the City of Livermore. We accept responsibility for our actions in performing these roles and seek to hold each other accountable for them.

Teamwork—As a team of City employees and elected
officials, we work collaboratively, which helps us find the most effective and innovative solutions to address
challenges facing our community and our organization.

Commitment to Quality—We are committed to
providing responsive and quality service. We strive
for excellence by finding thoughtful, innovative, and
practical solutions in service to the community.

Commitment to Continuous Improvement—We strive
to continuously assess and improve our methods of
service to increase equity and effectiveness, in an
environmentally sound manner.

ATTACHMENT 3
23 6 A Safe Community That Thrives
Support facilities, design programs and ensure compliance with regulations that create a healthy, resilient, and engaged community that is prepared, safe, and housed.

COMMUNITY PILLAR

A SAFE COMMUNITY

THAT THRIVES

GOAL CATEGORIES

1. Emergency Preparedness: Goal 1

2. Public Safety: Goals 2-5

3. Development, Permitting, and Housing and Human Services: Goals 6-9

4. Transportation and Traffic Safety: Goal 10

5. Water and Wastewater: Goal 11

6. Literacy: Goal 12

7. Neighborhood Preservation, Risk Management, and Regulation: Goals 13-17 ATTACHMENT 3
24 Citywide Strategic Plan
7 GOAL 1
Oversee the City’s emergency preparedness, management, and response efforts

EMERGENCY PREPAREDNESS

OBJECTIVE TIMELINE DEPARTMENT
1: Obtain and maintain accreditation from Emergency
Management Accreditation Program (EMAP) Year 1 City Manager’s Office 2: Foster relationships within the regional emergency
management community and with our partner agencies and
organizations
Ongoing City Manager’s Office
3: Create a Resilient Livermore program Year 2 City Manager’s Office 4: Complete and maintain the build-out of the Emergency Operations Center Ongoing City Manager’s Office
5: Enhance the Livermore-Pleasanton Community Emergency Response Team (CERT) Program participation to increase the number of trained community members who are emergency
response volunteers in the event of a local or regional disaster Ongoing Livermore-Pleasanton Fire &
City Manager’s Office
GOAL 2
Provide proactive and effective public safety and crime prevention, thr
ough direct enforcement and education, and in partnerships

PUBLIC SAFETY

OBJECTIVE TIMELINE DEPARTMENT
1: Evaluate and implement evidence-based crime reduction initiatives and strategies that will reduce crime, reduce fatal and injury collisions, and provide opportunities to improve quality of life
Ongoing Police
ATTACHMENT 3
25 8 A Safe Community That Thrives
GOAL 3
Implement processes that ensure a high degree of public trust and community support

PUBLIC SAFETY

OBJECTIVE TIMELINE DEPARTMENT
1: Create a system of checks and balances by identifying the internal audits that should be conducted and the appropriate personnel to conduct and manage them
Ongoing Police
2: Conduct a full review of the professional standards scope of work and appropriate staffing levels Year 1 Police
GOAL 4
Partner with the community to enhance collaborative problem solving and to impr
ove the quality of life in Livermore

PUBLIC SAFETY

OBJECTIVE TIMELINE DEPARTMENT
1: Improve outreach for public safety related community events (e.g., National Night Out, Coffee with the Cops); ensure department staff attends Neighborhood Watch events
Ongoing Police
2: Develop new programs that focus on youth engagement and relationship building Year 1 Police
ATTACHMENT 3
26 Citywide Strategic Plan
9 GOAL 6
Provide efficient and effective permit processing services

DEVELOPMENT, PERMITTING, AND HOUSING AND HUMAN SERVICES

OBJECTIVE TIMELINE DEPARTMENT
1: Implement electronic permit submissions, on-line payments, and electronic permit issuance Year 2 Community
De
velopment
2: Provide updated information and how-to guides for customers regarding the City’s permit process on the City’s website Year 1 Community De
velopment
GOAL 5
Ensure effective fire suppression, prevention, emergency medical and disaster services to mee
t the evolving needs of our communities and other changing conditions

PUBLIC SAFETY

OBJECTIVE TIMELINE DEPARTMENT
1: Complete a community risk assessment to identify
appropriate emergency service levels and performance
measures, incorporating regional issues and City-approved levels of service
Year 1 Livermore-Pleasanton Fire
2: Monitor ambulance transport needs and services within Alameda County and take steps as needed to ensure
uninterrupted service
Ongoing Livermore-Pleasanton Fire
3: Assess the feasibility of establishing a community
paramedicine program, which is a system that integrates emergency medical staff with the healthcare system
Year 3 Livermore-Pleasanton Fire
4: Establish close coordination between LPFD and the City on emergency management to ensure efficient and effective responses during emergencies
Ongoing Livermore-Pleasanton Fire
5: Review and consider Insurance Services Office
(ISO
) Fire Protection Class 2 status Ongoing Livermore-Pleasanton Fire ATTACHMENT 3
27 10 A Safe Community That Thrives
GOAL 8
Expand and improve access to human services

DEVELOPMENT, PERMITTING, AND HOUSING AND HUMAN SERVICES

OBJECTIVE TIMELINE DEPARTMENT
1: Work with community partners to ensure that our most vulnerable residents have food and access to needed services Ongoing Community Development
2: Utilize federal grant funds to support non-profit community providers who provide needed services to our most vulnerable residents
Ongoing Community
Development
3: Strengthen and support local human services delivery infrastructure through the operation of the Multi-Service Center, Housing Services Center, and Hagemann Farm
facilities
Ongoing Community
Development
4: Improve access to shelter, transitional, and permanent supportive housing along with health and wellness services that promote housing stability and reduce the number of persons experiencing homelessness in Livermore
Ongoing Community
Development
GOAL 7
Expand and preserve the supply of affordable housing opportunities

DEVELOPMENT, PERMITTING, AND HOUSING AND HUMAN SERVICES

OBJECTIVE TIMELINE DEPARTMENT
1: Ensure that affordable housing is available for low- and moderate-income families as well as people with various special needs (i.e., seniors, disabled, homeless, etc.) Ongoing Community
Development
2: Adopt a Housing Element that meets local needs
and complies with the state’s Regional Housing Needs
Allocation (RHNA)
Year 1 Community
Development
3: Implement Housing Element programs to support the
provision of a variety of housing types and related support services in Livermore
Ongoing Community
Development
ATTACHMENT 3
28 Citywide Strategic Plan
11 GOAL 9
Facilitate new residential development consistent with the City’s General Plan

DEVELOPMENT, PERMITTING, AND HOUSING AND HUMAN SERVICES

OBJECTIVE TIMELINE DEPARTMENT
1: Ensure that new residential development is consistent with the City’s Development Code and General Plan requirements Ongoing Community Development
2: Facilitate the entitlement of high-quality residential development that supports the community’s need for a range of diverse housing types
Ongoing Community
Development
ATTACHMENT 3
29 12 A Safe Community That Thrives
GOAL 10
Work to maintain a safe and efficient local transportation network and address safety concerns

TRANSPORTATION AND TRAFFIC SAFETY

OBJECTIVE TIMELINE DEPARTMENT
1: Support ongoing opportunities to enhance the safety and efficiency of City streets for all modes of travel Ongoing Community Development
2: Develop an updated sidewalk repair program, focused on both public and private efforts to repair damaged sidewalks Year 1 Community Development
3: Implement the Active Transportation Plan, with a special focus on priority trail, pedestrian, and bicycle improvements Year 2 Community Development
4: Implement roadway improvements identified in the General Plan Ongoing Community Development
GOAL 11
Operate and maintain a municipal water system that provides safe, efficient delivery of potable water, collects wastewater, and complies with all federal, state, and local regulations

WATER AND WASTEWATER

OBJECTIVE TIMELINE DEPARTMENT
1: Maintain, repair, or replace system components to provide drinking water safely and effectively to our customers Ongoing Public Works 2: Maintain, repair, or replace system components to collect wastewater safely and effectively from all customers Ongoing Public Works 3: Develop, maintain, repair, or replace components for an effective and efficient stormwater management system Ongoing Public Works 4: Ensure all municipal water operations comply with federal, state, and local regulations Ongoing Public Works
ATTACHMENT 3
30 Citywide Strategic Plan
13 GOAL 12
Promote literacy in all its forms to help residents
fulfill their life goals and be more active community members

LITERACY

OBJECTIVE TIMELINE DEPARTMENT
1: Provide efficient access to a broad range of high-quality information resources Ongoing Library
2: Enhance librarians’ skills to better promote information, digital, and financial literacy Ongoing Library
3: Improve both the physical and Digital Library to benefit users and make positive impressions Ongoing Library
4: Create information literacy learning outcomes for English as a second language (ESL) students Ongoing Library
ATTACHMENT 3
31 14 A Safe Community That Thrives
GOAL 13
Focus Neighborhood Preservation activities on community priorities