Agenda packet — Livermore City Council, May 19, 2025 (part 1 of 5)

CITY COUNCIL
AGENDA
MONDAY, MAY 19, 2025
SPECIAL MEETING WORKSHOP –
5:00 PM

MEETING PARTICIPATION INFORMATION CAN BE FOUND AT THE END OF THE AGENDA

CIVIC CENTER MEETING HALL

CITY COUNCIL CHAMBERS
1016 S. LIVERMORE AVENUE
John P Marchand, Mayor
Evan Branning, Vice Mayor
Ben
Barrientos, Council Member
Steven Dunbar, Council Member
Kristie Wang, Council Member
Livermore City Council Agenda
May 19, 2025

1 1.

CALL TO ORDER

2. ROLL CALL

Council Member Ben Barrientos
Council Member Steven Dunbar
Council Member Kristie Wang
Vice Mayor Evan Branning
Mayor John Marchand

3. SPECIAL MEETING WORKSHOP ITEM

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

3.1 National Community Survey Results and Proposed Fiscal Year 2025-27 Operating and Capital Improvement Plan Budgets

Recommendation:

Staff recommends the City Council receive presentation of, and ask any clarifying questions regarding, the National Community 2025 Survey Results and the Proposed Fiscal Year 2025- 27 Operating and Capital Improvement Plan Budgets.

Staff Report

Attachments:

1. The NCS Report - Livermore CA 2025

2. Draft Operating Budget FY 2025-27

3. Capital Improvement Plan Budget FY 2025-30

4. ADJOURNMENT

To a Regular City Council meeting on Monday, June 9, 2025 at 7:00 pm, Civic Center Meeting Hall, City Council Chambers, 1016 S. Livermore Avenue.

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
May 19, 2025

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. 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.

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.

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
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
May 19, 2025

3 CITY COUNCIL STAFF REPORT
ITEM NO. 3.1

DATE:

May 19, 2025
TO:

Honorable Mayor and City Council
FROM:

Tina Olson, Administrative Services Director
SUBJECT:

National Community Survey Results and Proposed Fiscal Year 2025-27 Operating and Capital Improvement Plan Budgets

RECOMMENDED ACTION

SUMMARY
The purpose of this workshop is to review three items:

1. National Community 2025 Survey results

2. Proposed FY 2025-27 Operating Budget

3. Proposed FY 2025-27 Capital Improvement Plan

Staff is providing a copy of the National Community 2025 Survey results and will provide an overview.

Staff is also providing the Proposed Fiscal Year (FY) 2025-27 Operating and Capital Improvement Plan (CIP) Budget documents and is available for questions in anticipation of budget adoption at the June 9, 2025 City Council meeting.

DISCUSSION
National Community Survey 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 2025 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.

4 The NCS was sent to 3,000 randomly selected households. A total of 374 residents completed the survey during the collection period from February 26 to April 9, 2025. The survey was available in English and Spanish and opened up for two weeks to any interested resident to complete. The open- participation survey results are accounted for separately.

According to the 2025 survey results, Livermore residents continue to express strong satisfaction with the community, with 95% rating the city as an excellent or good place to live and 92% saying they would recommend it to others. Ratings for the local economy, business variety, and Livermore as a place to visit all saw improvement from 2022 and surpass national and custom comparisons. Residents gave especially high marks to the city’s natural environment, trails, and fitness opportunities, with many of these areas also trending upward. Like many communities nationwide, less than two in 10 residents rated the availability of affordable quality housing positively. Emergency preparedness services also showed a decrease from the previous survey.

The full, interactive results will be posted on the City’s website at www.LivermoreCA.gov/NCS and shared with the public via social media and the City’s electronic and print newsletters.

The results from the National Community Survey will be incorporated as staff adjust their objectives and workplans for the next two fiscal years. Updates will be provided to the City Council.

Proposed FY 2025-27 Operating Budget
The Proposed FY 2025-27 Biennial Operating Budget includes budgets for two fiscal years, FY 2025-26 and FY 2026-27. The Proposed Operating Budget maintains services levels, invests in City staff and infrastructure, and provides continued funding of long-term obligations to improve Livermore’s long-term financial stability.

The General Fund Budget is balanced in both fiscal years. General Fund revenues are forecast to increase by roughly $9.1 million in the first year and $6.5 million in the second year of this budget cycle.

In particular for FY 2025-26, property taxes are expected to increase by $3.5 million due to new development and the 2% growth rate levied by the Assessor. Licenses and Permits as well as Charges for Current Services are expected to increase by $3.0 million and $1.2 million respectively primarily due to increased development. Investment earnings will increase by $1.3 million due to increased interest rates and a professional investment advisor more actively managing the City’s investment portfolio.

Sales tax is projected to decrease by $1.5 million based on current sales tax revenues and projections from the City’s sales tax consultant.

Operating expenditures are projected to grow $3.5 million from FY 2024-25 to FY 2025-26 due to increases in salaries (including funding for the approved labor contract with the Livermore Police Officers' Association), temporary salaries, increased unfunded pension liability payments, and three new positions (two are funded by new dedicated revenues). Operating transfers out show a reduction of $8.5 million primarily due to one-time FY 2023-24 year-end budget surplus allocations that occurred in FY 2024-25.

The budget includes a set aside of over $3.6 million in FY 2025-26 and $5.7 million in FY 2026-27 to fund expected wage and benefit increases in the City’s remaining bargaining units for which the contracts are not expected to be in place before finalizing the budget. This set aside also accounts for the addition to operating reserves that will be calculated after the labor agreements are finalized.

5 The Proposed Operating Budget is in compliance with the General Fund Reserve Policy which requires a total General Fund reserve of 30% of budgeted operating expenditures and outgoing transfers for debt service.

Beginning in FY 2024-25, with the implementation of the City’s new financial system, Capital Improvement Reserves residing in the General Fund have been moved to a separate fund to better separate the Operating Budget from the Capital Budget. The Capital Reserves are expected to be $26.3 million at the end of FY 2024-25. (The Existing Asset Maintenance and Repair Reserve will be at $12 million, and a New and Replacement Asset Reserve will be at $14.3 million). The FY 2025-27 CIP budget includes $15.1 million from the Capital Reserves fund leaving a balance of $11.2 million. Staff will propose contributing a portion of FY 2024-25 year-end budget surpluses to these capital reserves as part of the year-end close process.

Proposed 2025-30 Capital Improvement Plan (CIP) Budget
The CIP budget is differentiated from the operating budget in that it involves mainly one-time capital expenses such as property acquisition, developer reimbursements, construction of public buildings, maintenance of major infrastructure, storm, water and sewer systems, freeway interchanges, transportation infrastructure, and other City infrastructure. The Capital Improvement Plan is funded from a variety of sources, such as Enterprise Fund revenues (such as Water and Wastewater), Special Revenue Funds (mainly transportation-related), Debt proceeds, and some General Fund resources.

Special Revenue Funds are restricted revenues intended to only be spent on specific items, such as Transportation Improvements. Examples of Special Revenue include grants, gas tax, development impact fees, and other restrictive sources.

This CIP includes projects necessary to support the General Plan, Specific Plans, and Neighborhood Plan areas. It includes key projects identified in the City’s infrastructure master plans as needed for development under the General Plan. Lastly, funding is provided to responsibly invest in the City's key assets such as fire and police stations, streets and sidewalks, walls and fences, and City vehicles.

Project priorities were developed in collaboration with all City departments and reflect Strategic Plan goals, prioritizing health and safety issues and quality of life in Livermore.

The 2025-30 CIP includes new funding for two years: FY 2025-26 and FY 2026-27 as well as funding carried forward from FY 2024-25 expected to be spent in FYs 2025-26 and 2026-27. There are 105 projects that total $141.3 million over these two years of which $106.1 million are new appropriations and $35.2 million are carried forward. There are 71 projects carried over from the FY 2023-28 Capital Improvement Plan and 34 newly funded projects. The two-year funded program offers a wide array of projects across different programs. Some highlights include constructing a new park and 18-hole disc golf course in the Springtown Open Space, expanding the Fleet Shop at the city’s Maintenance Service Center, replacing Fire Station 6, constructing a teen space at the Civic Center Library, renovating the Police Building, constructing new multi-use trails across the City, and major upgrades at the Water Reclamation Plant and the city’s water pumping system.

The 2025-2030 Capital Improvement Plan identifies $177 million in projects for FYs 2027-2030. These include 47 projects carried over from FYs 2025-2027 and 26 new projects. Appropriations for these projects will be requested when the Capital Improvement Plan is updated in 2027. Additionally, the 2025- 2030 Capital Improvement Plan identifies an additional 57 projects that will start after 2030. These lower priority projects were considered but were not included in the five-year CIP due to funding and/or staffing 6 constraints.

As required by State law, the Planning Commission reviewed the CIP for consistency with the City’s General Plan at the May 6, 2025 Planning Commission meeting. This CIP is a planning tool for the City Council and should be used to set capital priorities over the next several years. The CIP is a blueprint for the future, and the CIP budget is updated comprehensively every other year.

The proposed CIP Plan is constrained by both available funding and Engineering Division staff resources.

Livermore Pleasanton Fire Department
The total proposed 2025-27 operating budget for the Livermore Pleasanton Fire Department (LPFD) is $55.8 million for FY 2025-26 and $56.5 million for FY 2026-27. Revenues are projected to be $2.2 million and $2.2 million for FY 2025-26 and FY 2026-27, respectively. Most of the overall increase is related to salary and benefit increases, increased general liability premiums, and significant investment in replacement equipment including $1 million for the Station Alerting System.

Livermore’s share of the total cost of LPFD’s budget net of revenues is roughly 50% or $26.8 million and $27.1 million for FY 2025-26 and FY 2026-27 respectively. Livermore’s share of LPFD’s proposed budget allocations for both fiscal years is included in the proposed 2025-27 Budget.

FISCAL AND ADMINISTRATIVE IMPACTS
This is an informational report only. There are no fiscal or administrative impacts at this time.

COMMUNITY PILLAR
5: A City that Works

GOAL
17: Regularly review the state of the City's finances and recommend actions necessary to ensure short- term and long-term fiscal balance

ATTACHMENTS

1. The NCS Report - Livermore CA 2025

2. Draft Operating Budget FY 2025-27

3. Capital Improvement Plan Budget FY 2025-30

Prepared by: Erik Peterson
Finance Manager

7 Approved by:
____________________________________
Marianna A. Burch
City Manager
Fiscal Review by:
____________________________________
Tina Olson
Administrative Services Director
8 Livermore, CA
The National Community Survey
Report of Results
2025
Visit us online!
www.polco.us
National Research Center at Polco
is a charter member of the AAPOR
Transparency Initiative, providing
clear disclosure of our sound and
ethical survey research practices.

Report by:

ATTACHMENT 1
9 About The NCS™
The National Community Survey™ (The NCS™) report is about the “livability” of Livermore. A livable community is a place that is not simply habitable, but that is desirable. It is not only where people do live, but where they want to live. The survey was developed by the experts from National Research Center at Polco.

Great communities are partnerships of the government, private sector, community-based organizations and residents, all geographically connected. The NCS captures residents’ opinions considering ten central facets of a community:
• Economy
• Mobility
• Community Design
• Utilities
• Safety
• Natural Environment
• Parks and Recreation
• Health and Wellness
• Education, Arts, and Culture
• Inclusivity and Engagement
How the results are reported
For the most part, the percentages presented in the following tabs represent the “percent positive.” Most commonly, the percent positive is the combination of the top two most positive response options (i.e., excellent/good, very safe/somewhat safe, etc.). On many of the questions in the survey respondents may answer “don’t know.” The proportion of respondents giving this reply is shown in the full set of responses included in the tab “Complete data.” However, these responses have been removed from the analyses presented in most of the tabs. In other words, the tables and graphs display the responses from respondents who had an opinion about a specific item.

Comparisonstobenchmarks
NRC’s database of comparative resident opinion is comprised of resident perspectives gathered in surveys from over 500 communities whose residents evaluated the same kinds of topics on The National Community Survey.

The comparison evaluations are from the most recent survey completed in each community in the last five years.

NRC adds the latest results quickly upon survey completion, keeping the benchmark data fresh and relevant. The communities in the database represent a wide geographic and population range. In each tab, Livermore's results are noted as being “higher” than the benchmark, “lower” than the benchmark, or “similar” to the benchmark, meaning that the average rating given by Livermore residents is statistically similar to or different (greater or lesser) than the benchmark. Being rated as “higher” or “lower” than the benchmark means that Livermore's average rating for a particular item was more than 10 points different than the benchmark. If a rating was “much higher” or “much lower,” then Livermore's average rating was more than 20 points different when compared to the benchmark.

In addition to these national benchmarks, comparisons were also made to a smaller cohort of communities that aligned more closely to the demographics in Livermore . This cohort included communities in Oregon, California and Washington. Comparisons to these communities can be found throughout the report and in a separate table in the Custom Benchmarks tab.

Trendsover time
Trend data for Livermore represent important comparison data and should be examined for improvements or declines.¹ Deviations from stable trends over time represent opportunities for understanding how local policies, programs, or public information may have affected residents' opinions. Changes between survey years have been noted with an arrow and the percent difference. If the difference is greater than seven percentage points between the 2022 and 2025 surveys, the change is statistically significant.

1. In 2020, The NCS survey was updated to include new and refreshed items. Consequently, some of the trends may be impacted due to wording modifications that could have potentially altered the meaning of the item for the respondent.

Comparisons to benchmarks
NRC’s database of comparative resident opinion is comprised of resident perspectives gathered in surveys from over 500 communities whose residents evaluated the same kinds of topics on The National Community Survey.

The comparison evaluations are from the most recent survey completed in each community in the last five years.

Trends over time
Trend data for Livermore represent important comparison data and should be examined for improvements or declines.¹ Deviations from stable trends over time represent opportunities for understanding how local policies, programs, or public information may have affected residents' opinions. Changes between survey years have been noted with an arrow and the percent difference. If the difference is greater than seven percentage points between the 2022 and 2025 surveys, the change is statistically significant.

The report provides the opinions of a representative sample of 374 residents of the City of Livermore collected from February 26th, 2025 to April 9th, 2025. The margin of error around any reported percentage is 5% for all respondents and the response rate for the 2025 survey was 12%. Survey results were weighted so that the demographic profile of respondents was representative of the demographic profile of adults in Livermore. 2 ATTACHMENT 1
11 Conducting the survey
The 3,000 randomly selected households received mailings beginning on February 26th, 2025 and data collection for the survey remained open for six weeks. The first mailing was a postcard inviting the household to participate in the survey. The next mailing contained a cover letter with instructions, the survey questionnaire, and a postage-paid return envelope. Both mailings included a web link to give residents the opportunity to respond to the survey online, as well as QR codes to further encourage participation. The follow-up mailing asked those who had not completed the survey to do so, and those who had already done so to refrain from completing the survey again.

The survey was available in English and Spanish. All mailings contained paragraphs in both languages instructing participants on how to complete the survey in their preferred language.

About 1% of the 3,000 mailed invitations or surveys were returned because the household address was vacant or the postal service was unable to deliver the survey as addressed. Of the remaining 2,967 households that received the invitations to participate, 374 completed the survey, providing an overall response rate of 13%. The response rate was calculated using AAPOR’s response rate #2 for mailed surveys of unnamed persons.² It is customary to describe the precision of estimates made from surveys by a “level of confidence” and accompanying “confidence interval” (or margin of error). A traditional level of confidence, and the one used here, is 95%. The 95% confidence interval can be any size and quantifies the sampling error or imprecision of the survey results because some residents’ opinions are relied on to estimate all residents’ opinions. The margin of error for the City of Livermore survey is no greater than plus or minus five percentage points around any given percent reported for all respondents (374 completed surveys).

In addition to the randomly selected “probability sample” of households, a link to an online open-participation survey was publicized by the City of Livermore. The open-participation survey was identical to the random sample survey, with two small updates; it asked a question to confirm the respondent was a resident of Livermore and also a question about where they heard about the survey. The open-participation survey was open to all city residents and became available on March 26th, 2025. The survey remained open for two weeks. The data presented in the following tabs exclude the open participation survey data, but a tab at the end provides the complete frequency of responses to questions by the open-participation respondents.

The survey datasets were analyzed using all or some of a combination of the Statistical Package for the Social Sciences (SPSS), R, Python and Tableau. For the most part, the percentages presented in the reports represent the “percent positive.” The percent positive is the combination of the top two most positive response options (i.e., excellent/good, very safe/somewhat safe, essential/very important, etc.), or, in the case of resident behaviors/participation, the percent positive represents the proportion of respondents indicating “yes” or participating in an activity at least once a month.

On many of the questions in the survey respondents may answer “don’t know.” The proportion of respondents giving this reply is shown in the full set of responses included in the tab “Complete data”. However, these responses have been removed from the analyses presented in the reports. In other words, the tables and graphs display the responses from respondents who had an opinion about a specific item.

Contact
The City of Livermore funded this research. Please contact Stephanie Egidio of the City of Livermore at [email protected] if you have any questions about the survey.

Study Limitations
All public opinion research is subject to unmeasured error. While the methodologies employed for this survey were designed to minimize this error as much as possible, these other sources of potential error should be acknowledged. Non-response error arises when those who were selected to participate in the survey did not do so, and may have different opinions or experiences than those who did respond. Coverage error refers to the possibility that some respondents that should have been included in the surveyed population were not (e.g., for a general resident survey, USPS mailing lists may exclude certain types of housing units, such as multi-family buildings where mail is delivered to a common area rather than to a specific unit (though this is rare), or where mail is received at a PO box instead of the at household's physical location. Finally, recall bias occurs when respondents may not perfectly remember their experiences in the past year (such as participation in social or civic events), and social desirability bias may cause respondents to answer in ways they think cast their responses in a more favorable light.

Survey Validity
See the Polco Knowledge Base article on survey validity at https://info.polco.us/knowledge/statistical-vali

2. See AAPOR's Standard Definitions for more information at https://aapor.org/standards-and-ethics/standard-definitions/..

Unweighted Weighted Target ⁴
Age 18-34
35-54
55+
Area Area 1 (Downtown)
Area 2 (Northeast)
Area 3 (Northwest)
Area 4 (Southeast)
Area 5 (Southwest)
Hispanic
origin
No, not of Hispanic, Latino/a/x, or Spanish origin
Yes, I consider myself to be of Hispanic, Latino/a/x, or Spanish origin
Housing
tenure
Own
Rent
Housing type Attached
Detached
Race &
Hispanic
origin
Not white alone
White alone, not Hispanic or Latino
Sex Man
Woman
Sex/age Man 18-34
Man 35-54
Man 55+
Woman 18-34
Woman 35-54
Woman 55+
Analyzing the data
Responses from mailed surveys were entered into an electronic dataset using a “key and verify” method, where all responses are entered twice and compared to each other. Any discrepancies were resolved in comparison to the original survey form. Range checks as well as other forms of quality control were also performed. Responses from surveys completed on Polco were downloaded and merged with the mailed survey responses.

The demographics of the survey respondents were compared to those found in the 2020 Census and 2023 American Community Survey estimates for adults in the City of Livermore. The primary objective of weighting survey data is to make the survey respondents reflective of the larger population of the community. The characteristics used for weighting were age, sex, race, Hispanic origin, housing type, housing tenure, and area. No adjustments were made for design effects. Weights were calculated using an iterative, multiplicative raking model known as the ANES Weighting Algorithm.³ The results of the weighting scheme for the probability sample are presented in the following table.

NRC aligns demographic labels with those used by the U.S. Census for reporting purposes, when possible. Some categories (e.g., age, race/Hispanic origin, housing type, and length of residency) are combined into smaller subgroups.

Methods
Selecting survey recipients
All households within the City of Livermore were eligible to participate in the survey. A list of all households within the zip codes serving Livermore was purchased from Polco's mailing vendor, Go-Dog Direct, based on updated listings from the United States Postal Service. Since some of the zip codes that serve the City of Livermore households may also serve addresses that lie outside of the community, the exact geographic location of each housing unit was compared to community boundaries using the most current municipal boundary file. Addresses located outside of the City of Livermore boundaries were removed from the list of potential households to survey.

Each address identified as being within city boundaries was further identified as being within one of the five areas.

From that list, addresses were randomly selected as survey recipients, with multi-family housing units (defined as those with a unit number) sampled at a rate of 5:3 compared to single family housing units.

The survey was available in English and Spanish. All mailings contained paragraphs in both languages instructing participants on how to complete the survey in their preferred language.

Contact
The City of Livermore funded this research. Please contact Stephanie Egidio of the City of Livermore at [email protected] if you have any questions about the survey.

Survey Validity
See the Polco Knowledge Base article on survey validity at https://info.polco.us/knowledge/statistical-vali

2. See AAPOR's Standard Definitions for more information at https://aapor.org/standards-and-ethics/standard-definitions/..

Unweighted Weighted Target ⁴
Age 18-34
35-54
55+
Area Area 1 (Downtown)
Area 2 (Northeast)
Area 3 (Northwest)
Area 4 (Southeast)
Area 5 (Southwest)
Hispanic
origin
No, not of Hispanic, Latino/a/x, or Spanish origin
Yes, I consider myself to be of Hispanic, Latino/a/x, or Spanish origin
Housing
tenure
Own
Rent
Housing type Attached
Detached
Race &
Hispanic
origin
Not white alone
White alone, not Hispanic or Latino
Sex Man
Woman
Sex/age Man 18-34
Man 35-54
Man 55+
Woman 18-34
Woman 35-54
Woman 55+
37%
38%
25%
38%
39%
23%
65%
29%
7%
30%
15%
14%
18%
23%
30%
15%
14%
18%
23%
39%
16%
12%
16%
18%
20%
80%
20%
80%
11%
89%
28%
72%
28%
72%
14%
86%
71%
29%
71%
29%
80%
20%
56%
44%
56%
44%
73%
27%
51%
49%
50%
50%
50%
50%
20%
19%
12%
17%
19%
12%
20%
19%
11%
18%
20%
13%
34%
14%
2%
30%
15%
5%
Analyzing the data
Responses from mailed surveys were entered into an electronic dataset using a “key and verify” method, where all responses are entered twice and compared to each other. Any discrepancies were resolved in comparison to the original survey form. Range checks as well as other forms of quality control were also performed. Responses from surveys completed on Polco were downloaded and merged with the mailed survey responses.

Each address identified as being within city boundaries was further identified as being within one of the five areas.

The survey was available in English and Spanish. All mailings contained paragraphs in both languages instructing participants on how to complete the survey in their preferred language.

Contact
The City of Livermore funded this research. Please contact Stephanie Egidio of the City of Livermore at [email protected] if you have any questions about the survey.

Survey Validity
See the Polco Knowledge Base article on survey validity at https://info.polco.us/knowledge/statistical-vali

2. See AAPOR's Standard Definitions for more information at https://aapor.org/standards-and-ethics/standard-definitions/..

Unweighted Weighted Target ⁴
Age 18-34
35-54
55+
Area Area 1 (Downtown)
Area 2 (Northeast)
Area 3 (Northwest)
Area 4 (Southeast)
Area 5 (Southwest)
Hispanic
origin
No, not of Hispanic, Latino/a/x, or Spanish origin
Yes, I consider myself to be of Hispanic, Latino/a/x, or Spanish origin
Housing
tenure
Own
Rent
Housing type Attached
Detached
Race &
Hispanic
origin
Not white alone
White alone, not Hispanic or Latino
Sex Man
Woman
Sex/age Man 18-34
Man 35-54
Man 55+
Woman 18-34
Woman 35-54
Woman 55+ 20%
19%
12%
17%
20%
19%
11%
18%
34%
14%
2%
30%
Analyzing the data
Responses from mailed surveys were entered into an electronic dataset using a “key and verify” method, where all responses are entered twice and compared to each other. Any discrepancies were resolved in comparison to the original survey form. Range checks as well as other forms of quality control were also performed. Responses from surveys completed on Polco were downloaded and merged with the mailed survey responses.

Each address identified as being within city boundaries was further identified as being within one of the five areas.

An individual within each household was randomly selected using the "birthday method". The birthday method selects a person within the household by asking the “person who most recently had a birthday” to complete the questionnaire. The underlying assumption in this method is that day of birth has no relationship to the way people respond to surveys. This instruction was contained in the introduction of the survey. 5 ATTACHMENT 1
14 Facets of livability
Mobility
Utilities
Community Design
Inclusivity and Engagement
Economy
Health and Wellness
Education, Arts, and Culture
Parks and Recreation
Safety
Natural Environment
56%
64%
65%
73%
77%
82%
83%
91%
72%
78%
74%
92%
84%
67%
93%
71%
70%
81%
90%
86%
Quality
% excellent or good
Importance
% essential or very importantFacet
Economy Quality
Importance
Utilities Quality
Importance
Safety Quality
Importance
Natural Environment Quality
Importance
Community Design Quality
Importance
Parks and Recreation Quality
Importance
Mobility Quality
Importance
Health and Wellness Quality
Importance
Education, Arts, and C.. Quality
Importance
Inclusivity and Engage.. Quality
Importance
73%
93%
64%
92%
83%
90%
91%
86%
65%
84%
82%
81%
56%
74%
77%
71%
78%
70%
72%
67%
Quality Importance
vs. national benchmark
Similar
vs. national benchmark
Higher Similar
Every jurisdiction must balance limited resources while meeting resident needs and striving to optimize community livability. To this end, it is helpful to know what aspects of the community are most important to residents and which they perceive as being of higher or lower quality. It is especially helpful to know when a facet of livability is considered of high importance but rated as lower quality, as this should be a top priority to address.

Quality and Importance by the Numbers
The table below shows the proportion of residents who rated the community facets positively for quality and the priority (importance) placed on each. Also displayed is whether local quality ratings were lower, similar, or higher than communities across the country (the national benchmark).

Quality/Importance Gap Analysis
The gap analysis chart below shows the same data as above; however, this chart more clearly illustrates the comparative differences in quality and importance ratings for each facet, as well as the absolute ratings for each. 6 ATTACHMENT 1
15 Key Findings
Highest-performing areas:
● Nearly all residents rated Livermore as a place to live positively, with more than 9 in 10 respondents considering it "excellent" or "good" and indicating they would recommend living the city to someone who asks. ● Livermore as a place to visit and the variety of business and service establishments showed significant improvement from 2022 results, and several items related to the local economy scored higher than the national benchmark.
● A strong majority of participants appreciated the availability of paths and walking trails (87% excellent or good) and fitness opportunities (82%), with both trending upward since 2022. ● The natural environment received exceptionally high marks, with about 9 in 10 respondents rating its overall quality positively, and reviews for water resources were significantly higher than in previous years.

Focus areas:
● In line with national trends, less than 2 in 10 residents rated the availability of affordable quality housing positively, making it among the lowest-rated aspects of the community. ● Employment opportunity ratings in Livermore declined to 2021 levels (50% excellent or good), yet residents' economic outlook improved dramatically, with those expecting positive effects on family income rising from 7% in 2022 to 23% in 2025.
● About two-thirds valued the overall design or layout of residential and commercial areas was, though land use planning ratings fell from 50% (2022) to 43% (2025) and code enforcement dropped from 51% to 44%, while over half still positively value well-planned growth.
● Emergency preparedness services showed a significant decrease since 2023, with fewer participants rating these services positively compared to previous years.

Other notable results:
● Most community members did not own electric vehicles, but roughly 3 in 10 indicated they planned to own an EV or plug-in hybrid vehicle in the coming years.
○ About 50% of respondents felt that there were sufficient charging stations in the City to meet their needs. ● When asked about alternate modes of transportation:
○ About 4 in 10 residents use alternate modes of transportation when navigating the city ○ About 8 in 10 frequently walk, bike, etc. for fitness or recreation ○ About 8 in 10 agreed that there are sufficient bike lanes and trails throughout the city ● Community events, print and online media, and print newsletters were residents' top sources when seeking information about the city.

Areas of greatest change since 2022:

Of the 122 evaluative questions included on both the 2022 and current survey iterations, 99 were statistically similar to previous results. Upward trends were seen in 12 items, while 11 ratings decreased since 2022. The most significant of those trends are listed below.

Increases
● Economic impact on family income over the next six months (+15%) ● Fitness opportunities (+10%)
● Attracting people from diverse backgrounds (+9%)
● Variety of business and service establishments in Livermore (+9%) ● Well-designed neighborhoods (+9%)
● Opportunities to participate in social events and activities (+9%) ● Livermore as a place to visit (+8%)
● Residents' connection and engagement with their community (+8%) ● Ease of travel by public transportation in Livermore (+8%) ● Water resources (+8%)
Decreases
● The Federal Government (-13%)
● Utility billing (-12%)
● Employment opportunities (-9%)
● Availability of affordable quality food (-9%)
● Availability of affordable quality childcare/preschool (-9%) ● Storm water management (-9%)
● Emergency preparedness (-9%)
7 ATTACHMENT 1
16 Key Findings
Highest-performing areas:
● Nearly all residents rated Livermore as a place to live positively, with more than 9 in 10 respondents considering it "excellent" or "good" and indicating they would recommend living the city to someone who asks. ● Livermore as a place to visit and the variety of business and service establishments showed significant improvement from 2022 results, and several items related to the local economy scored higher than the national benchmark.
● A strong majority of participants appreciated the availability of paths and walking trails (87% excellent or good) and fitness opportunities (82%), with both trending upward since 2022. ● The natural environment received exceptionally high marks, with about 9 in 10 respondents rating its overall quality positively, and reviews for water resources were significantly higher than in previous years.

Areas of greatest change since 2022:

Increases
● Economic impact on family income over the next six months (+15%) ● Fitness opportunities (+10%)
● Attracting people from diverse backgrounds (+9%)
● Variety of business and service establishments in Livermore (+9%) ● Well-designed neighborhoods (+9%)
● Opportunities to participate in social events and activities (+9%) ● Livermore as a place to visit (+8%)
● Residents' connection and engagement with their community (+8%) ● Ease of travel by public transportation in Livermore (+8%) ● Water resources (+8%)
Decreases
● The Federal Government (-13%)
● Utility billing (-12%)
● Employment opportunities (-9%)
● Availability of affordable quality food (-9%)
● Availability of affordable quality childcare/preschool (-9%) ● Storm water management (-9%)
● Emergency preparedness (-9%)
8 ATTACHMENT 1
17 Excellent
Good
Fair
33%
58%
9%
The overall quality of life in Livermore, 2025
Quality of Life
Measuring community livability starts with
assessing the quality of life of those who live there,
and ensuring that the community is attractive,
accessible, and welcoming to all.
2021 2023 2025 -1 0 1 2
-1 0 1 2
Livermore as a place to live
The overall quality of life
Similar HigherSimilar Higher
Similar SimilarSimilar Similar
93% 92%
95%93% 92%
95%
89%88% 91%
89%88% 91%
Please rate each of the following aspects of quality of life in Livermore. (% excellent or good)
2021 2023 2025 -1 0 1 2
-1 0 1 2
Recommend living in Livermore to someone
who asks
Remain in Livermore for the next five years
Similar HigherSimilar Higher
Similar SimilarSimilar Similar
91%
88%
92%91%
88%
92%
82% 82%
88%82% 82%
88%
Please indicate how likely or unlikely you are to do each of the following. (% very or somewhat likely)
2021 2023 2025 -1 0 1 2
-1 0 1 2
Overall image or reputation
Similar HigherSimilar Higher81%80% 86%
81%80% 86%
Please rate each of the following in the Livermore community. (% excellent or good)

8. Comparison to the national benchmark is shown. If no comparison is available, this is left blank.

9. Comparison to the custom benchmark is shown. A description of the custom benchmark cohort can found in the About section of the report. If no comparison is available, this is left blank.
vs. national
benchmark⁸
vs. custom
benchmark⁹
9 ATTACHMENT 1
18 Excellent
Good
Fair
Poor
16%
47%
27%
11%
Overall confidence in Livermore government,
2025
Governance
Strong local governments produce results that
meet the needs of residents while making the best
use of available resources, and are responsive to
the present and future needs of the community as
a whole.

10. Comparison to the national benchmark is shown. If no comparison is available, this is left blank.

11. Comparison to the custom benchmark is shown. A description of the custom benchmark cohort can found in the About section of the report. If no comparison is available, this is left blank.
-1 0 1 2
The value of services for the taxes paid to
Livermore
The overall direction that Livermore is taking
The job Livermore government does at
welcoming resident involvement
Overall confidence in Livermore government
Generally acting in the best interest of the
community
Being honest
Being open and transparent to the public
Informing residents about issues facing the
community
Treating all residents fairly
Treating residents with respect
Similar SimilarSimilar Similar
Similar SimilarSimilar Similar
64%
67% 62%64%
67% 62%
69%74% 65%69%74% 65%
PleaseratethefollowingcategoriesofLivermoregovernmentperformance. (%excellentorgood)
Public information services
Overall customer service by Livermore
employees
PleaseratethequalityofeachofthefollowingservicesinLivermore. (%excellentorgood)
2021 2023 2025 -1 0 1 2
-1 0 1 2
The City of Livermore
The Federal Government
Similar SimilarSimilar Similar
Similar SimilarSimilar Similar
77%79% 75%77%79% 75%
33%
40% 27%
↘33%
40% 27%
↘
Overall, how would you rate the quality of the services provided by each of the following? (% excellent or good)
2021 2023 2025 -1 0 1 2
-1 0 1 2
Attended a local public meeting
Contacted Livermore elected officials to
express your opinion
Contacted the City of Livermore for help or
information
Watched a local public meeting
Similar SimilarSimilar Similar
Similar SimilarSimilar Similar
Similar SimilarSimilar Similar
Similar SimilarSimilar Similar
18%
20%
17%18%
20%
17%
12%
15% 13%12%
15% 13%
39%35%
45%
39%35%
45%
21%
31%
23%
21%
31%
23%
Please indicate whether or not you have done each of the following in the last 12 months. (% excellent or good)
vs.national
benchmark¹⁰
vs.custom
benchmark¹¹
11 ATTACHMENT 1
20 Excellent
Good
Fair
Poor
15%
58%
23%
4%
Overall economic health of Livermore, 2025
Economy
Local governments work together with private and
nonprofit businesses, and with the community at large, to foster sustainable growth, create jobs, and promote a
thriving local economy.
2021 2023 2025 -1 0 1 2
-1 0 1 2
Livermore as a place to work
Livermore as a place to visit
Higher HigherHigher Higher
Higher HigherHigher Higher
80%76% 83%80%76% 83%
79%
78%
86%
↗
79%
78%
86%
↗
Please rate each of the following aspects of quality of life in Livermore. (% excellent or good)
2019 2021 2023 2025 -1 0 1 2
Overall quality of business and
service establishments
Variety of business and service
establishments
Vibrancy of downtown/commercial
area
Employment opportunities
Shopping opportunities
Cost of living
Higher HigherHigher Higher
Higher HigherHigher Higher
Much higherMuch higherMuch higherMuch higher
87%
77%
84%87%
77%
84%
75%
67%
76%
↗
75%
67%
76%
↗
83% 87%83% 87%
Please rate each of the following in the Livermore community. (% excellent or good)
2021 2023 2025 -1 0 1 2
-1 0 1 2
Economic development
Similar SimilarSimilar Similar61%66% 55%61%66% 55%
Please rate the quality of each of the following services in Livermore. (% excellent or good)
What impact, if any, do you think the
economy will have on your family
income in the next 6 months? Do you
think the impact will be:

Whatimpact,ifany,doyouthinktheeconomywillhaveonyourfamilyincomeinthenext6months?Do youthinktheimpactwillbe:
(%veryorsomewhatpositive)
2021 2023 2025 -1 0 1 2
-1 0 1 2
Overall economic health
Similar HigherSimilar Higher76% 80% 73%76% 80% 73%
Please rate each of the following characteristics as they relate to Livermore as a whole. (% excellent or good)

12. Comparison to the national benchmark is shown. If no comparison is available, this is left blank.

13. Comparison to the custom benchmark is shown. A description of the custom benchmark cohort can found in the About section of the report. If no comparison is available, this is left blank.
vs. national
benchmark¹²
vs. custom
benchmark¹³
12 ATTACHMENT 1
21 Excellent
Good
Fair
Poor
OveralleconomichealthofLivermore,2025
Economy
Local governments work together with private and
nonprofit businesses, and with the community at large, to foster sustainable growth, create jobs, and promote a
thriving local economy.

Livermore as a place to work
Livermore as a place to visit
PleaserateeachofthefollowingaspectsofqualityoflifeinLivermore. (%excellentorgood)
-1 0 1 2
Overall quality of business and
service establishments
Variety of business and service
establishments
Vibrancy of downtown/commercial
area
Employment opportunities
Shopping opportunities
Cost of living
Much higherMuch higherMuch higherMuch higher
Similar SimilarSimilar Similar
Higher HigherHigher Higher
Similar SimilarSimilar Similar
83%
81%
87%83%
81%
87%
50%
59% 50%
↘
50%
59% 50%
↘
70%
69%
70%70%
69%
70%
25% 25%
21%25% 25%
21%
PleaserateeachofthefollowingintheLivermorecommunity.
(%excellentorgood)
Economic development
PleaseratethequalityofeachofthefollowingservicesinLivermore. (%excellentorgood)
2019 2021 2023 2025 -1 0 1 2
-1 0 1 2
What impact, if any, do you think the
economy will have on your family
income in the next 6 months? Do you
think the impact will be:

Similar SimilarSimilar Similar
20%
7%
23%
↗
20%
7%
23%
↗
What impact, if any, do you think the economy will have on your family income in the next 6 months? Do you think the impact will be:
(% very or somewhat positive)
Overall economic health
PleaserateeachofthefollowingcharacteristicsastheyrelatetoLivermoreasawhole. (%excellentorgood)

12. Comparison to the national benchmark is shown. If no comparison is available, this is left blank.

13. Comparison to the custom benchmark is shown. A description of the custom benchmark cohort can found in the About section of the report. If no comparison is available, this is left blank.
vs.national
benchmark¹²
vs.custom
benchmark¹³
13 ATTACHMENT 1
22 Excellent
Good
Fair
Poor
14%
42%
37%
7%
Overall quality of the transportation system in
Livermore, 2025
Mobility
The ease with which residents can move about
their communities, whether for commuting,
leisure, or recreation, plays a major role in the
quality of life for all who live, work, and play in
the community.

14. Comparison to the national benchmark is shown. If no comparison is available, this is left blank.

15. Comparison to the custom benchmark is shown. A description of the custom benchmark cohort can found in the About section of the report. If no comparison is available, this is left blank.
2021 2023 2025 -1 0 1 2
-1 0 1 2
Traffic flow on major streets
Ease of public parking
Ease of travel by car
Ease of travel by public transportation
Ease of travel by bicycle
Ease of walking
Similar SimilarSimilar Similar
Similar SimilarSimilar Similar
Similar SimilarSimilar Similar
Similar SimilarSimilar Similar
Similar SimilarSimilar Similar
Similar SimilarSimilar Similar
61%
68% 64%
61%
68% 64%
60%
64%
57%60%
64%
57%
83%
80%
81%83%
80%
81%
41%
31%
39%
↗
41%
31%
39%
↗
57%
68% 60%
57%
68% 60%
71%
79% 74%
71%
79% 74%
Please also rate each of the following in the Livermore community. (% excellent or good)
Used public transportation instead of
driving
Carpooled with other adults or children
instead of driving alone
Walked or biked instead of driving
Pleaseindicatewhetherornotyouhavedoneeachofthefollowinginthelast12months. (%yes)
Traffic enforcement
Traffic signal timing
Street repair
Street cleaning
Street lighting
Sidewalk maintenance
Bus or transit services
PleaseratethequalityofeachofthefollowingservicesinLivermore. (%excellentorgood)
2021 2023 2025 -1 0 1 2
-1 0 1 2
Overall quality of the transportation
system
Similar SimilarSimilar Similar
53%
61% 56%
53%
61% 56%
Please rate each of the following characteristics as they relate to Livermore as a whole. (% excellent or good) vs. national
benchmark¹⁴
vs. custom
benchmark¹⁵
14 ATTACHMENT 1
23 Excellent
Good
Fair
Poor
Overallqualityofthetransportationsystem in
Livermore,2025
Mobility
The ease with which residents can move about
their communities, whether for commuting,
leisure, or recreation, plays a major role in the
quality of life for all who live, work, and play in
the community.

14. Comparison to the national benchmark is shown. If no comparison is available, this is left blank.

15. Comparison to the custom benchmark is shown. A description of the custom benchmark cohort can found in the About section of the report. If no comparison is available, this is left blank.

Traffic flow on major streets
Ease of public parking
Ease of travel by car
Ease of travel by public transportation
Ease of travel by bicycle
Ease of walking
PleasealsorateeachofthefollowingintheLivermorecommunity. (%excellentorgood)
2021 2023 2025 -1 0 1 2
-1 0 1 2
Used public transportation instead of
driving
Carpooled with other adults or children
instead of driving alone
Walked or biked instead of driving
Similar SimilarSimilar Similar
Higher SimilarHigher Similar
Higher SimilarHigher Similar
28%
27% 29%28%
27% 29%
50%
43%
58%
↗
50%
43%
58%
↗
72% 73% 72%72% 73% 72%
Please indicate whether or not you have done each of the following in the last 12 months. (% yes)
2021 2023 2025 -1 0 1 2
-1 0 1 2
Traffic enforcement
Traffic signal timing
Street repair
Street cleaning
Street lighting
Sidewalk maintenance
Bus or transit services
Similar SimilarSimilar Similar
Similar SimilarSimilar Similar
Similar SimilarSimilar Similar
Similar SimilarSimilar Similar
Similar SimilarSimilar Similar
Similar SimilarSimilar Similar
Similar SimilarSimilar Similar
61%
71% 62%
61%
71% 62%
60%
52%
58%60%
52%
58%
50%
59%
44%50%
59%
44%
69%
74% 71%
69%
74% 71%
61%57% 60%61%57% 60%
43%
51% 44%
↘
43%
51% 44%
↘
46%
58% 52%
46%
58% 52%
Please rate the quality of each of the following services in Livermore. (% excellent or good)
Overall quality of the transportation
system
PleaserateeachofthefollowingcharacteristicsastheyrelatetoLivermoreasawhole. (%excellentorgood) vs.national
benchmark¹⁴
vs.custom
benchmark¹⁵
15 ATTACHMENT 1
24 Excellent
Good
Fair
Poor
16%
49%
28%
7%
Overall design or layout of Livermore's residential
and commercial areas, 2025
Community Design
A well-designed community enhances the
quality of life for its residents by
encouraging smart land use and zoning,
ensuring that affordable housing is
accessible to all, and providing access to
parks and other green spaces.

16. Comparison to the national benchmark is shown. If no comparison is available, this is left blank.

17. Comparison to the custom benchmark is shown. A description of the custom benchmark cohort can found in the About section of the report. If no comparison is available, this is left blank.
2021 2023 2025 -1 0 1 2
Well-planned residential growth
Well-planned commercial growth
Well-designed neighborhoods
Preservation of the historical or cultural
character of the community
Public places where people want to spend
time
Variety of housing options
Availability of affordable quality housing
Overall quality of new development
Overall appearance
Similar SimilarSimilar Similar
Similar HigherSimilar Higher
Similar HigherSimilar Higher
Similar SimilarSimilar Similar
51%
49%
51%51%
49%
51%
55%
53%
56%55%
53%
56%
65%
61%
70%
↗
65%
61%
70%
↗
73%
76% 71%73%
76% 71%
Please also rate each of the following in the Livermore community. (% excellent or good)
2021 2023 2025 -1 0 1 2
-1 0 1 2
Your neighborhood as a place to live
Similar SimilarSimilar Similar90%87% 90%90%87% 90%
Please rate each of the following aspects of quality of life in Livermore. (% excellent or good)
Land use, planning and zoning
Code enforcement
PleaseratethequalityofeachofthefollowingservicesinLivermore. (%excellentorgood)
2021 2023 2025 -1 0 1 2
-1 0 1 2
Overall design or layout of residential and
commercial areas
Similar SimilarSimilar Similar70%72% 65%70%72% 65%
Please rate each of the following characteristics as they relate to Livermore as a whole. (% excellent or good)
vs. national
benchmark¹⁶
vs. custom
benchmark¹⁷
16 ATTACHMENT 1
25 Excellent
Good
Fair
Poor
Overalldesignor layoutofLivermore'sresidential
andcommercialareas,2025
Community Design
A well-designed community enhances the
quality of life for its residents by
encouraging smart land use and zoning,
ensuring that affordable housing is
accessible to all, and providing access to
parks and other green spaces.

16. Comparison to the national benchmark is shown. If no comparison is available, this is left blank.

17. Comparison to the custom benchmark is shown. A description of the custom benchmark cohort can found in the About section of the report. If no comparison is available, this is left blank.
-1 0 1 2
Well-planned residential growth
Well-planned commercial growth
Well-designed neighborhoods
Preservation of the historical or cultural
Public places where people want to spend
time
Variety of housing options
Availability of affordable quality housing
Overall quality of new development
Overall appearance
Similar SimilarSimilar Similar
Higher HigherHigher Higher
Similar SimilarSimilar Similar
Similar SimilarSimilar Similar
Similar SimilarSimilar Similar
Similar HigherSimilar Higher
73%
76% 71%73%
76% 71%
76%
72%
76%76%
72%
76%
45%
51% 45%45%
51% 45%
19%22% 19%19%22% 19%
53%
50%
54%53%
50%
54%
81%79% 83%81%79% 83%
PleasealsorateeachofthefollowingintheLivermorecommunity. (%excellentorgood)
Your neighborhood as a place to live
PleaserateeachofthefollowingaspectsofqualityoflifeinLivermore. (%excellentorgood)
2021 2023 2025 -1 0 1 2
-1 0 1 2
Land use, planning and zoning
Code enforcement
Similar SimilarSimilar Similar
Similar SimilarSimilar Similar
50%51% 43%
↘
50%51% 43%
↘
46% 51% 44%
↘
46% 51% 44%
↘
Please rate the quality of each of the following services in Livermore. (% excellent or good)
Overall design or layout of residential and
commercial areas
PleaserateeachofthefollowingcharacteristicsastheyrelatetoLivermoreasawhole. (%excellentorgood)
vs.national
benchmark¹⁶
vs.custom
benchmark¹⁷
17 ATTACHMENT 1
26 Excellent
Good
Fair
Poor
16%
48%
29%
7%
Overall quality of the utility infrastructure in
Livermore, 2025
Utilities
Services such as water, gas, electricity, and
internet access play a vital role in ensuring the
physical and economic health and well-being
of the communities they serve.

18. Comparison to the national benchmark is shown. If no comparison is available, this is left blank.

19. Comparison to the custom benchmark is shown. A description of the custom benchmark cohort can found in the About section of the report. If no comparison is available, this is left blank.
2021 2023 2025 -1 0 1 2
-1 0 1 2
Affordable high-speed internet access
Garbage collection
Drinking water
Sewer services
Storm water management
Power (electric and/or gas) utility
Utility billing
Similar SimilarSimilar Similar
Similar SimilarSimilar Similar
Similar SimilarSimilar Similar
Similar SimilarSimilar Similar
Similar SimilarSimilar Similar
Lower LowerLower Lower
Lower LowerLower Lower
50%
52%
49%50%
52%
49%
81% 84% 79%81% 84% 79%
69%66% 68%69%66% 68%
82%
84% 80%82%
84% 80%
80% 81%
72%
↘
80% 81%
72%
↘
64%66% 54%
↘
64%66% 54%
↘
59%
66% 47%
↘59%
66% 47%
↘
Please rate the quality of each of the following services in Livermore. (% excellent or good)
2021 2023 2025 -1 0 1 2
-1 0 1 2
Overall quality of the utility infrastructure
Similar SimilarSimilar Similar69%73% 64%69%73% 64%
Please rate each of the following characteristics as they relate to Livermore as a whole. (% excellent or good) vs. national
benchmark¹⁸
vs. custom
benchmark¹⁹
18 ATTACHMENT 1
27 Excellent
Good
Fair
Poor
26%
57%
14%
3%
Overall feeling of safety in Livermore, 2025
Safety
Public safety is often the most important task
facing local governments. All residents should
feel safe and secure in their neighborhoods
and in the greater community, and providing
robust safety-related services is essential to
residents' quality of life.
2021 2023 2025 -1 0 1 2
-1 0 1 2
Overall feeling of safety
Similar SimilarSimilar Similar84%
81%
83%84%
81%
83%
Please rate each of the following characteristics as they relate to Livermore as a whole. (% excellent or good)
2020 2022 2024 -1 0 1 2
-1 0 1 2
In your neighborhood during the
day
In Livermore's
downtown/commercial area during
the day
From property crime
From violent crime
From fire, flood, or other natural
disaster
Similar SimilarSimilar Similar
Similar HigherSimilar Higher
Similar SimilarSimilar Similar
Similar HigherSimilar Higher
Similar SimilarSimilar Similar
97% 98% 95%97% 98% 95%
96%
96% 93%96%
96% 93%
78%
76%
81%78%
76%
81%
90%
89%
92%90%
89%
92%
87%79% 83%87%79% 83%
Please rate how safe or unsafe you feel:
(% very or somewhat safe)
Police services
Crime prevention
Animal control
Ambulance or emergency medical
services
Fire services
Fire prevention and education
Emergency preparedness
PleaseratethequalityofeachofthefollowingservicesinLivermore. (%excellentorgood)

20. Comparison to the national benchmark is shown. If no comparison is available, this is left blank.

Overall feeling of safety
PleaserateeachofthefollowingcharacteristicsastheyrelatetoLivermoreasawhole. (%excellentorgood)
In your neighborhood during the
day
In Livermore's
downtown/commercial area during
the day
From property crime
From violent crime
From fire, flood, or other natural
disaster
Pleaseratehowsafeorunsafeyoufeel:
(%veryorsomewhatsafe)
2021 2023 2025 -1 0 1 2
-1 0 1 2
Police services
Crime prevention
Animal control
Ambulance or emergency medical
services
Fire services
Fire prevention and education
Emergency preparedness
Similar SimilarSimilar Similar
Similar SimilarSimilar Similar
Similar SimilarSimilar Similar
Similar SimilarSimilar Similar
Similar SimilarSimilar Similar
Similar SimilarSimilar Similar
Similar SimilarSimilar Similar
83%
84% 79%83%
84% 79%
79%
70%
75%79%
70%
75%
78%
81% 72%78%
81% 72%
79%
88% 77%79%
88% 77%
92%
94% 90%92%
94% 90%
78%
82% 73%78%
82% 73%
63%
66% 55%
↘63%
66% 55%
↘
Please rate the quality of each of the following services in Livermore. (% excellent or good)

20. Comparison to the national benchmark is shown. If no comparison is available, this is left blank.

21. Comparison to the custom benchmark is shown. A description of the custom benchmark cohort can found in the About section of the report. If no comparison is available, this is left blank.
vs.national
benchmark²⁰
vs.custom
benchmark²¹
20 ATTACHMENT 1
29 Excellent
Good
Fair
Poor
41%
50%
8%
1%
Overall quality of natural environment in
Livermore, 2025
Natural Environment
The natural environment plays a vital role in the health and well-being of residents. The natural spaces in which residents live and experience their communities has a
direct and profound effect on quality of life.
2021 2023 2025 -1 0 1 2
-1 0 1 2
Preservation of natural areas
Livermore open space
Recycling
Organics pick-up
Similar SimilarSimilar Similar
Similar SimilarSimilar Similar
Similar SimilarSimilar Similar
Similar SimilarSimilar Similar
73%
76% 73%73%
76% 73%
73%
77% 73%73%
77% 73%
75%
80% 77%
75%
80% 77%
81%81% 81%81%81% 81%
Please rate the quality of each of the following services in Livermore. (% excellent or good)
2021 2023 2025 -1 0 1 2
-1 0 1 2
Overall quality of natural environment
Similar SimilarSimilar Similar85%85% 91%85%85% 91%
Please rate each of the following characteristics as they relate to Livermore as a whole. (% excellent or good)

22. Comparison to the national benchmark is shown. If no comparison is available, this is left blank.

23. Comparison to the custom benchmark is shown. A description of the custom benchmark cohort can found in the About section of the report. If no comparison is available, this is left blank.
vs. national
benchmark²²
vs. custom
benchmark²³
2021 2023 2025 -1 0 1 2
-1 0 1 2
Cleanliness
Water resources
Air quality
S Siim miilla ar r S Siim miilla ar r
S Siim miilla ar r S Siim miilla ar r
S Siim miilla ar r S Siim miilla ar r
7 76 6% %8 81 1% % 7 78 8% %
5 57 7% %5 55 5% %
6 65 5% %
↗ ↗
7 76 6% %6 65 5% % 7 79 9% %
Please also rate each of the following in the Livermore community. (% excellent or good)
21 ATTACHMENT 1
30 Excellent
Good
Fair
Poor
38%
44%
14%
4%
Overall quality of parks and recreation
opportunities, 2025
Parks and Recreation
"There are no communities that pride themselves on
their quality of life, promote themselves as a
desirable location for businesses to relocate, or
maintain that they are environmental stewards of
their natural resources, without such communities
having a robust, active system of parks and
recreation programs for public use and enjoyment."
- National Recreation and Park Association
2021 2023 2025 -1 0 1 2
-1 0 1 2
Availability of paths and walking trails
Fitness opportunities
Recreational opportunities
Higher HigherHigher Higher
Similar SimilarSimilar Similar
Similar SimilarSimilar Similar
85%
80%
87%
↗
85%
80%
87%
↗
84%
73%
82%
↗
84%
73%
82%
↗
73%
82% 76%
73%
82% 76%
Please also rate each of the following in the Livermore community. (% excellent or good)
2021 2023 2025 -1 0 1 2
-1 0 1 2
City parks
Recreation programs or classes
Recreation centers or facilities
Similar SimilarSimilar Similar
Similar HigherSimilar Higher
Higher HigherHigher Higher
81%
83% 80%81%
83% 80%
82%
76%
80%82%
76%
80%
85%
78%
83%85%
78%
83%
Please rate the quality of each of the following services in Livermore. (% excellent or good)
2021 2023 2025 -1 0 1 2
-1 0 1 2
Overall quality of parks and recreation
opportunities
Similar SimilarSimilar Similar85% 86% 82%85% 86% 82%
Please rate each of the following characteristics as they relate to Livermore as a whole. (% excellent or good)

24. Comparison to the national benchmark is shown. If no comparison is available, this is left blank.

25. Comparison to the custom benchmark is shown. A description of the custom benchmark cohort can found in the About section of the report. If.. vs. national
benchmark²⁴
vs. custom
benchmark²⁵
22 ATTACHMENT 1
31 Excellent
Good
Fair
Poor
24%
52%
21%
2%
Overall health and wellness opportunities in
Livermore, 2025
Health and Wellness
The characteristics of and amenities available
in the communities in which people live has a
direct impact on the health and wellness of
residents, and thus, on their quality of life
overall.
2021 2023 2025 -1 0 1 2
-1 0 1 2
Availability of affordable quality food
Availability of affordable quality health
care
Availability of preventive health
services
Availability of affordable quality
mental health care
Similar SimilarSimilar Similar
Similar SimilarSimilar Similar
Similar SimilarSimilar Similar
Similar SimilarSimilar Similar
64%
74% 55%
↘
64%
74% 55%
↘
52%
66%
51%52%
66%
51%
59%
68% 57%59%
68% 57%
38%
50% 40%
38%
50% 40%
Please also rate each of the following in the Livermore community. (% excellent or good)
2021 2023 2025 -1 0 1 2
-1 0 1 2
Health services
Similar SimilarSimilar Similar66%
76% 71%
66%
76% 71%
Please rate the quality of each of the following services in Livermore. (% excellent or good)
Please rate your overall health.

Please rate your overall health.
(%excellentorverygood)
2021 2023 2025 -1 0 1 2
-1 0 1 2
Overall health and wellness
opportunities
Similar SimilarSimilar Similar73%
80% 77%
73%
80% 77%
Please rate each of the following characteristics as they relate to Livermore as a whole. (% excellent or good)

26. Comparison to the national benchmark is shown. If no comparison is available, this is left blank.

Availability of affordable quality food
Availability of affordable quality health
care
Availability of preventive health
services
Availability of affordable quality
mental health care
PleasealsorateeachofthefollowingintheLivermorecommunity. (%excellentorgood)
Health services
PleaseratethequalityofeachofthefollowingservicesinLivermore. (%excellentorgood)
2021 2023 2025 -1 0 1 2
-1 0 1 2
Please rate your overall health.

Similar SimilarSimilar Similar74%
75% 72%74%
75% 72%
Please rate your overall health.
(% excellent or very good)
Overall health and wellness
opportunities
PleaserateeachofthefollowingcharacteristicsastheyrelatetoLivermoreasawhole. (%excellentorgood)

26. Comparison to the national benchmark is shown. If no comparison is available, this is left blank.

27. Comparison to the custom benchmark is shown. A description of the custom benchmark cohort can found in the About section of the report. If no comparison is available, this is left blank.
vs.national
benchmark²⁶
vs.custom
benchmark²⁷
24 ATTACHMENT 1
33 Excellent
Good
Fair
Poor
28%
50%
20%
2%
Overall opportunities for education,
culture and the arts, 2025
Education, Arts, and Culture
Participation in the arts, in educational opportunities, and in cultural activities is linked to increased civic
engagement, greater social tolerance, and enhanced
enjoyment of the local community.
2021 2023 2025 -1 0 1 2
-1 0 1 2
Opportunities to attend
cultural/arts/music activities
Community support for the arts
Availability of affordable quality
childcare/preschool
K-12 education
Adult educational opportunities
Opportunities to attend special
events and festivals
Higher HigherHigher Higher
Higher HigherHigher Higher
Similar SimilarSimilar Similar
Similar SimilarSimilar Similar
Similar SimilarSimilar Similar
Higher HigherHigher Higher
76%69% 76%
76%69% 76%
76%74% 84%
↗
76%74% 84%
↗
47%
51% 38%
↘47%
51% 38%
↘
72%
73% 66%72%
73% 66%
62%
74% 63%
62%
74% 63%
76%76% 81%
76%76% 81%
Please also rate each of the following in the Livermore community. (% excellent or good)
Public library services
PleaseratethequalityofeachofthefollowingservicesinLivermore. (%excellentorgood)
2021 2023 2025 -1 0 1 2
-1 0 1 2
Overall opportunities for education,
culture, and the arts
Higher HigherHigher Higher73%
73%
78%73%
73%
78%
Please rate each of the following characteristics as they relate to Livermore as a whole. (% excellent or good)

28. Comparison to the national benchmark is shown. If no comparison is available, this is left blank.

29. Comparison to the custom benchmark is shown. A description of the custom benchmark cohort can found in the About section of the report. If no comparison is available, this is left blank.
vs.national
benchmark²⁸
vs.custom
benchmark²⁹
26 ATTACHMENT 1
35 Excellent
Good
Fair
Poor
23%
50%
24%
3%
Residents' connection and engagement with
their community, 2025
Inclusivity and Engagement
Inclusivity refers to a cultural and environmental
feeling of belonging; residents who feel invited to
participate within their communities feel more
included, involved, and engaged than those who do
not.
2021 2023 2025 -1 0 1 2
-1 0 1 2
Livermore as a place to raise
children
Livermore as a place to retire
Sense of community
Higher HigherHigher Higher
Similar SimilarSimilar Similar
Similar HigherSimilar Higher
92%
89%
94%92%
89%
94%
54% 54%
60%54% 54%
60%
74%
71%
76%74%
71%
76%
Please rate each of the following aspects of quality of life in Livermore. (% excellent or good)
2021 2023 2025 -1 0 1 2
-1 0 1 2
Residents' connection and engagement
with their community
Higher HigherHigher Higher68%
64%
72%
↗
68%
64%
72%
↗
Please rate each of the following characteristics as they relate to Livermore as a whole. (% excellent or good)
2021 2023 2025 -1 0 1 2
Making all residents feel welcome
Attracting people from diverse
backgrounds
Valuing/respecting residents from
diverse backgrounds
Taking care of vulnerable residents
Higher HigherHigher Higher
Similar HigherSimilar Higher
77% 77%
82%77% 77%
82%
64%60%
73%
↗64%60%
73%
↗
73%73%
Please rate the job you feel the Livermore community does at each of the following. (% excellent or good)
Sense of civic/community pride
Neighborliness of residents
Opportunities to participate in social
events and activities
Opportunities to volunteer
Opportunities to participate in
community matters
Openness and acceptance of the
community toward people of diverse
backgrounds
PleasealsorateeachofthefollowingintheLivermorecommunity. (%excellentorgood)
Campaigned or advocated for a local
issue, cause, or candidate
Pleaseindicatewhetherornotyouhavedoneeachofthefollowinginthelast12months. (%excellentorgood)

30. Comparison to the national benchmark is shown. If no comparison is available, this is left blank.

31. Comparison to the custom benchmark is shown. A description of the custom benchmark cohort can found in the About section of the report. If no comparison is available, this is left blank.
vs. national
benchmark³⁰
vs. custom
benchmark³¹
27 ATTACHMENT 1
36 Excellent
Good
Fair
Poor
Residents'connectionandengagementwith
their community,2025
Inclusivity andEngagement
Inclusivity refers to a cultural and environmental
feeling of belonging; residents who feel invited to
participate within their communities feel more
included, involved, and engaged than those who do
not.

Livermore as a place to raise
children
Livermore as a place to retire
Sense of community
PleaserateeachofthefollowingaspectsofqualityoflifeinLivermore. (%excellentorgood)
Residents' connection and engagement
with their community
PleaserateeachofthefollowingcharacteristicsastheyrelatetoLivermoreasawhole. (%excellentorgood)
-1 0 1 2
Making all residents feel welcome
Attracting people from diverse
backgrounds
Valuing/respecting residents from
diverse backgrounds
Taking care of vulnerable residents
SSi im mi il la arr HHi ig gh he err
Similar HigherSimilar Higher56%54% 61%
56%54% 61%
PleaseratethejobyoufeeltheLivermorecommunitydoesateachofthefollowing. (%excellentorgood)
2021 2023 2025 -1 0 1 2
-1 0 1 2
Sense of civic/community pride
Neighborliness of residents
Opportunities to participate in social
events and activities
Opportunities to volunteer
Opportunities to participate in
community matters
Openness and acceptance of the
community toward people of diverse
backgrounds
Similar HigherSimilar Higher
Similar SimilarSimilar Similar
Higher HigherHigher Higher
Similar SimilarSimilar Similar
Similar SimilarSimilar Similar
Similar SimilarSimilar Similar
73% 72%
75%73% 72%
75%
71%
66%
70%71%
66%
70%
72%
70%
79%
↗
72%
70%
79%
↗
70%
76% 69%70%
76% 69%
68%
69% 67%68%
69% 67%
66%63% 65%66%63% 65%
Please also rate each of the following in the Livermore community. (% excellent or good)
2021 2023 2025 -1 0 1 2
-1 0 1 2
Campaigned or advocated for a local
issue, cause, or candidate
SimilarSimilar SimilarSimilar16%18%18% 16%18%18%
Please indicate whether or not you have done each of the following in the last 12 months. (% excellent or good)

30. Comparison to the national benchmark is shown. If no comparison is available, this is left blank.

31. Comparison to the custom benchmark is shown. A description of the custom benchmark cohort can found in the About section of the report. If no comparison is available, this is left blank.
vs.national
benchmark³⁰
vs.custom
benchmark³¹
7 73 3% %6 68 8% % 7 76 6% %
28 ATTACHMENT 1
37 Please rate
whether you agree
or disagree with
the following
statements
regarding Electric
Vehicles (EV) and
plug-in hybrid
vehicles in
Livermore:

I currently own an EV and/or
plug-in hybrid vehicle
Yes
No
I plan to own an EV and/or
plug-in hybrid vehicle in the
next few years
Yes
No
There are sufficient charging
stations in the City to meet
my needs
Yes
No
Please rate the
extent to which you
agree or disagree
with the following
statements
regarding alternate
transportation
modes in
Livermore:

City of Livermore social
media channels
Major source
Minor source
Not a source
Print newsletter Major source
Minor source
Not a source
Print and online media
(newspapers, magazines,
etc.)
Major source
Minor source
Not a source
City of Livermore
E-newsletter
Major source
Minor source
Not a source
City of Livermore website Major source
Minor source
Not a source
Community events (famers
market, National Night Out,
town hall meetings,
Community Service Day,
etc.)
Major source
Minor source
Not a source
Public meetings (City
Council meetings, Advisory
Body meetings, etc.)
Major source
Minor source
Not a source
Tri-Valley Community
Television (TV30)
Major source
Minor source
Not a source
Pleaserate
whetheryouagree
ordisagreewith
thefollowing
statements
regardingyour
workcommute:

I work in Livermore Yes
No
N/A
I commute to work by mass
transit
Yes
No
N/A
I commute to work in a
personal vehicle
Yes
No
N/A
I commute 20+ miles to work
one-way
Yes
No
N/A
I commute to work three or
more days a week
Yes
No
N/A
82%
18%
70%
30%
47%
53%
42%
20%
24%
13%
9%
10%
35%
45%
8%
14%
51%
27%
45%
30%
25%
29%
42%
29%
Custom questions
Below are the complete set of responses to each custom question on the survey. By default, “don’t know” responses are excluded.
29 ATTACHMENT 1
38 Pleaserate
whetheryouagree
ordisagreewith
thefollowing
statements
regardingElectric
Vehicles(EV)and
plug-inhybrid
vehiclesin
Livermore:

I currently own an EV and/or
plug-in hybrid vehicle
Yes
No
I plan to own an EV and/or
plug-in hybrid vehicle in the
next few years
Yes
No
There are sufficient charging
stations in the City to meet
my needs
Yes
No
Pleaseratethe
extenttowhichyou
agreeordisagree
withthefollowing
statements
regardingalternate
transportation
modesin
Livermore:

I frequently use alternate
modes of transportation
(walking, biking, etc.)
instead of driving for city
access (work, appointments,
shopping, dining, etc.)
Strongly agree
Somewhat agree
Somewhat disagree
Strongly disagree
I frequently walk, bike, etc.
for fitness or recreation
Strongly agree
Somewhat agree
Somewhat disagree
Strongly disagree
I feel there are sufficient bike
lanes and trails throughout
the City
Strongly agree
Somewhat agree
Somewhat disagree
Strongly disagree
Pleaseratehow
muchofasource
ofinformation
aboutLivermore,if
atall,eachofthe
followingservices
havebeenforyour
householdoverthe
City of Livermore social
media channels
Major source
Minor source
Not a source
Print newsletter Major source
Not a source
Print and online media
(newspapers, magazines,
etc.)
Major source
Minor source
Not a source
City of Livermore
E-newsletter
Major source
Minor source
Not a source
City of Livermore website Major source
Minor source
Not a source
Community events (famers
market, National Night Out,
town hall meetings,
Community Service Day,
etc.)
Major source
Minor source
Not a source
Public meetings (City
Council meetings, Advisory
Body meetings, etc.)
Major source
Minor source
Not a source
Tri-Valley Community
Television (TV30)
Major source
Minor source
Not a source
Please rate
whether you agree
or disagree with
the following
statements
regarding your
work commute:

I work in Livermore Yes
No
N/A
I commute to work by mass
transit
Yes
No
N/A
I commute to work in a
personal vehicle
Yes
No
N/A
I commute 20+ miles to work
one-way
Yes
No
N/A
I commute to work three or
more days a week
Yes
No
N/A
29%
29%
26%
39%
35%
54%
25%
21%
24%
56%
20%
27%
41%
32%
55%
37%
9%
75%
23%
2%
16%
42%
42%
21%
75%
4%
19%
14%
68%
Custom questions
Below are the complete set of responses to each custom question on the survey. By default, “don’t know” responses are excluded, but may be added to the table using the response filter below.

Include "don't know"
No
30 ATTACHMENT 1
39 Pleaserate
whetheryouagree
ordisagreewith
thefollowing
statements
regardingElectric
Vehicles(EV)and
plug-inhybrid
vehiclesin
Livermore:

I currently own an EV and/or
plug-in hybrid vehicle
Yes
No
I plan to own an EV and/or
plug-in hybrid vehicle in the
next few years
Yes
No
There are sufficient charging
stations in the City to meet
my needs
Yes
No
Pleaseratethe
extenttowhichyou
agreeordisagree
withthefollowing
statements
regardingalternate
transportation
modesin
Livermore:

I work in Livermore Yes
No
N/A
I commute to work by mass
transit
Yes
No
N/A
I commute to work in a
personal vehicle
Yes
No
N/A
I commute 20+ miles to work
one-way
Yes
No
N/A
I commute to work three or
more days a week
Yes
No
N/A
21%
51%
29%
21%
21%
57%
Custom questions
Below are the complete set of responses to each custom question on the survey. By default, “don’t know” responses are excluded, but may be added to the table using the response filter below.

Include "don't know"
No
31 ATTACHMENT 1
40 Methods (Open Participation)
As part of its participation in The National Community Survey™ (The NCS™), the City of Livermore conducted a survey of 374 residents. Survey invitations were mailed to randomly selected households and data were collected from February 26th, 2025 to April 9th, 2025. The results from this main survey effort represent the most robust estimate of your residents’ opinions.

After the above data collection period was underway, a link to an online open participation survey was publicized by the City of Livermore. The open participation survey was identical to the probability sample survey with two small updates; it included a map at the beginning asking where the respondent lives and also a question about where they heard about the survey. The open participation survey was open to all Livermore residents and became available on March 26th, 2025. The survey remained open for two weeks and there were 249 responses.

The open participation survey data were 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, to reduce bias where possible, these data were statistically weighted to match the demographic characteristics of the 2020 Census and 2023 American Community Survey estimates for adults in the City of Livermore. The characteristics used for weighting were age, sex, race, Hispanic origin, housing type, housing tenure, and area. No adjustments were made for design effects. Weights were calculated using an iterative, multiplicative raking model known as the ANES Weighting Algorithm.³³ The results of the weighting scheme for the open participation survey are presented in the following table.

Unweighted Weighted Target³²
Age 18-34
35-54
55+
Area Area 1
Area 2
Area 3
Area 4
Area 5
Hispanic No, not of Hispanic, Latino/a/x, or Spanish or..

Yes, I consider myself to be of Hispanic, Lati..

Housing type Attached
Detached
Race/ethnic.. Not white alone
White alone, not Hispanic or Latino
Sex Man
Woman
Sex/age Man 18-34
Man 35-54
Man 55+
Woman 18-34
Woman 35-54
Woman 55+
Tenure Own
Rent
37%
38%
25%
38%
38%
24%
54%
36%
10%
30%
15%
14%
18%
23%
30%
15%
14%
18%
23%
30%
19%
8%
18%
25%
20%
80%
20%
80%
12%
88%
71%
29%
71%
29%
80%
20%
56%
44%
56%
44%
76%
24%
51%
49%
51%
49%
66%
34%
20%
19%
12%
17%
19%
12%
20%
19%
12%
17%
19%
12%
32%
27%
6%
21%
10%
4%

32. Pasek, J. (2014). ANES Weighting Algorithm. Retrieved from https://surveyinsights.org/wp-content/uploads/2014/07/Full-anesrake-paper.pdf

33. Targets come from the 2020 Census and 2023 American Community Survey. 32 ATTACHMENT 1
41 Methods (Open Participation)
As part of its participation in The National Community Survey™ (The NCS™), the City of Livermore conducted a survey of 374 residents. Survey invitations were mailed to randomly selected households and data were collected from February 26th, 2025 to April 9th, 2025. The results from this main survey effort represent the most robust estimate of your residents’ opinions.

Unweighted Weighted Target³²
Age 18-34
35-54
55+
Area Area 1
Area 2
Area 3
Area 4
Area 5
Hispanic No, not of Hispanic, Latino/a/x, or Spanish or..

Yes, I consider myself to be of Hispanic, Lati..

32.Pasek, J. (2014). ANES Weighting Algorithm. Retrieved from https://surveyinsights.org/wp-content/uploads/2014/07/Full-anesrake-paper.pdf

33. Targets come from the 2020 Census and 2023 American Community Survey. 33 ATTACHMENT 1
42 Quality of Life Please rate each of the
following aspects of
quality of life in
Livermore.

Livermore as a place to live Excellent
Good
Fair
The overall quality of life Excellent
Good
Fair
Poor
Please indicate how
likely or unlikely you
are to do each of the
following.

Recommend living in
Livermore to someone who
asks
Very likely
Somewhat
likely
Somewhat
unlikely
Very unlikely
4%
N=9
43%
N=107
53%
N=132
1%
N=1
6%
N=14
53%
N=129
41%
N=99
2%
N=6
5%
N=13
33%
N=82
59%
N=145
Open Participation Survey Results
This dashboard contains a complete set of responses to each question on the open participation survey. By default, "don't know" responses are excluded, but may be added to the table using the response filter to the right. In some tables, the percentages may not sum to 100%; this is either because the question permitted the respondent to "choose all that apply", or for a question that asked the respondent to select one answer, it is due to the customary practice of rounding values to the nearest whole number. 34 ATTACHMENT 1
43 Quality of Life Please indicate how
likely or unlikely you
are to do each of the
following.

Recommend living in
Livermore to someone who
asks
Somewhat
unlikely
Very unlikely
Remain in Livermore for the
next five years
Very likely
Somewhat
likely
Somewhat
unlikely
Very unlikely
Please rate each of the
following in the
Livermore community.

Overall image or reputation Excellent
Good
Fair
Poor
Governance Please rate the quality
of each of the
following services in
Livermore.

Public information services Excellent
Good
Fair
Poor
Excellent
2%
N=6
5%
N=13
33%
N=82
59%
N=145
2%
N=6
7%
N=16
21%
N=50
70%
N=171
0%
N=1
11%
N=27
56%
N=138
33%
N=81
2%
N=4
26%
N=53
56%
N=115
17%
N=35
35 ATTACHMENT 1
44 Governance Please rate the quality
of each of the
following services in
Livermore.

Public information services Poor
Overall customer service by
Livermore employees
Excellent
Good
Fair
Poor
Please rate the
following categories
of Livermore
government
performance.

The value of services for the
taxes paid to Livermore
Excellent
Good
Fair
Poor
The overall direction that
Livermore is taking
Excellent
Good
Fair
Poor
The job Livermore
government does at
welcoming resident
involvement
Excellent
Good
2%
N=3
9%
N=18
52%
N=108
38%
N=79
6%
N=14
23%
N=53
58%
N=134
12%
N=28
15%
N=35
17%
N=40
47%
N=110
21%
N=49
6%
N=13
22%
N=47
51%
N=106
21%
N=43
36 ATTACHMENT 1
45 Governance Please rate the
following categories
of Livermore
government
performance.

The job Livermore
government does at
welcoming resident
involvement
Excellent
Good
Fair
Poor
Overall confidence in
Livermore government
Excellent
Good
Fair
Poor
Generally acting in the best
interest of the community
Excellent
Good
Fair
Poor
Being honest Excellent
Good
Fair
6%
N=13
22%
N=47
51%
N=106
21%
N=43
12%
N=28
19%
N=45
50%
N=117
19%
N=44
13%
N=31
17%
N=41
51%
N=118
18%
N=43
12%
N=26
17%
N=36
52%
N=111
19%
N=41
37 ATTACHMENT 1
46 Governance Please rate the
following categories
of Livermore
government
performance.

Being honest
Good
Fair
Poor
Being open and transparent
to the public
Excellent
Good
Fair
Poor
Informing residents about
issues facing the community
Excellent
Good
Fair
Poor
Treating all residents fairly Excellent
Good
Fair
Poor
12%
N=26
17%
N=36
52%
N=111
19%
N=41
16%
N=35
16%
N=36
52%
N=115
16%
N=35
10%
N=22
26%
N=57
47%
N=101
17%
N=37
10%
N=20
13%
N=25
53%
N=104
24%
N=46
38 ATTACHMENT 1
47 Governance Please rate the
following categories
of Livermore
government
performance.

Treating all residents fairly
Fair
Poor
Treating residents with
respect
Excellent
Good
Fair
Poor
Overall, how would
you rate the quality of
the services provided
by each of the
following?
The City of Livermore Excellent
Good
Fair
Poor
The Federal Government Excellent
Good
Fair
Poor
Excellent
10%
N=20
13%
N=25
53%
N=104
24%
N=46
6%
N=13
12%
N=26
58%
N=122
24%
N=51
2%
N=5
17%
N=41
52%
N=122
28%
N=67
35%
N=78
41%
N=91
19%
N=43
5%
N=11
39 ATTACHMENT 1
48 Governance
Overall, how would
you rate the quality of
the services provided
by each of the
following? The Federal Government Poor
Economy Please rate each of the
following aspects of
quality of life in
Livermore.

Livermore as a place to work Excellent
Good
Fair
Poor
Livermore as a place to visit Excellent
Good
Fair
Poor
Please rate each of the
following
characteristics as they
relate to Livermore as
a whole.

Overall economic health Excellent
Good
Fair
Poor
Please rate each of the
following in the
Livermore community.

Overall quality of business
and service establishments
Excellent
Good
3%
N=5
20%
N=37
38%
N=71
39%
N=72
1%
N=1
14%
N=35
40%
N=95
45%
N=109
1%
N=2
22%
N=50
59%
N=136
18%
N=42
3%
N=8
9%
N=23
60%
N=147
28%
N=68
40 ATTACHMENT 1
49 Economy Please rate each of the
following in the
Livermore community.

Overall quality of business
and service establishments
Excellent
Good
Fair
Poor
Variety of business and
service establishments
Excellent
Good
Fair
Poor
Vibrancy of
downtown/commercial area
Excellent
Good
Fair
Poor
Employment opportunities Excellent
Good
Fair
3%
N=8
9%
N=23
60%
N=147
28%
N=68
4%
N=9
16%
N=40
52%
N=125
28%
N=68
1%
N=2
12%
N=29
39%
N=97
48%
N=120
14%
N=26
30%
N=57
49%
N=92
8%
N=14
41 ATTACHMENT 1
50 Economy Please rate each of the
following in the
Livermore community.

Employment opportunities
Good
Fair
Poor
Shopping opportunities Excellent
Good
Fair
Poor
Cost of living Excellent
Good
Fair
Poor
Please rate the quality
of each of the
following services in
Livermore.

Economic development Excellent
Good
Fair
Poor
14%
N=26
30%
N=57
49%
N=92
8%
N=14
7%
N=17
22%
N=53
48%
N=117
24%
N=59
31%
N=76
45%
N=108
21%
N=50
3%
N=7
6%
N=12
23%
N=46
62%
N=126
10%
N=20
42 ATTACHMENT 1
51 Economy Please rate the quality
of each of the
following services in
Livermore.

Economic development
Fair
Poor
Please rate how
important, if at all, you
think it is for the
Livermore community
to focus on each of
the following in the
coming two years.

Overall economic health Essential
Very
important
Somewhat
important
Not at all
important
What impact, if any, do you
think the economy will have
on your family income in the
next 6 months? Do you think
the impact will be:

Very positive
Somewhat
positive
Neutral
Somewhat
negative
Very negative
Mobility Please rate each of the
following
characteristics as they
relate to Livermore as
a whole.

Overall quality of the
transportation system
Excellent
Good
Fair
Poor
6%
N=12
23%
N=46
62%
N=126
10%
N=20
0%
N=1
9%
N=23
30%
N=73
60%
N=146
13%
N=32
31%
N=77
34%
N=83
13%
N=32
9%
N=22
8%
N=19
24%
N=54
53%
N=122
15%
N=35
43 ATTACHMENT 1
52 Mobility
Please rate each of the
Overall quality of the
transportation system
Fair
Poor
Please also rate each
of the following in the
Livermore community.

Traffic flow on major streets Excellent
Good
Fair
Poor
Ease of public parking Excellent
Good
Fair
Poor
Ease of travel by car Excellent
Good
Fair
Poor
Excellent
8%
N=19
24%
N=54
53%
N=122
15%
N=35
10%
N=24
26%
N=64
50%
N=123
15%
N=37
16%
N=39
18%
N=45
39%
N=97
27%
N=66
5%
N=13
14%
N=35
44%
N=107
37%
N=91
44 ATTACHMENT 1
53 Mobility Please also rate each
of the following in the
Livermore community.

Ease of travel by car Poor
Ease of travel by public
transportation
Excellent
Good
Fair
Poor
Ease of travel by bicycle Excellent
Good
Fair
Poor
Ease of walking Excellent
Good
Fair
Poor
Please indicate
whether or not you
have done each of the
following in the last 12
months.

Used public transportation
instead of driving
No
Yes
27%
N=35
30%
N=39
38%
N=50
6%
N=8
13%
N=22
19%
N=31
41%
N=68
27%
N=45
4%
N=10
13%
N=30
51%
N=118
32%
N=76
26%
N=64
74%
N=181
45 ATTACHMENT 1
54 Mobility Please indicate
whether or not you
have done each of the
following in the last 12
months.

Used public transportation
instead of driving
No
Yes
Carpooled with other adults
or children instead of driving
alone
No
Yes
Walked or biked instead of
driving
No
Yes
Please rate the quality
of each of the
following services in
Livermore.

Traffic enforcement Excellent
Good
Fair
Poor
Traffic signal timing Excellent
Good
Fair
Poor
Excellent
26%
N=64
74%
N=181
59%
N=145
41%
N=101
73%
N=180
27%
N=66
11%
N=25
32%
N=72
44%
N=99
13%
N=29
15%
N=35
27%
N=65
47%
N=114
12%
N=28
46 ATTACHMENT 1
55 Mobility Please rate the quality
of each of the
following services in
Livermore.

Traffic signal timing Poor
Street repair Excellent
Good
Fair
Poor
Street cleaning Excellent
Good
Fair
Poor
Street lighting Excellent
Good
Fair
Poor
Sidewalk maintenance Excellent
Good
14%
N=34
30%
N=72
50%
N=121
6%
N=14
2%
N=5
24%
N=57
59%
N=139
15%
N=35
10%
N=24
27%
N=68
53%
N=130
10%
N=25
20%
N=45
31%
N=72
44%
N=101
5%
N=12
47 ATTACHMENT 1
56 Mobility Please rate the quality
of each of the
following services in
Livermore.

Sidewalk maintenance
Excellent
Good
Fair
Poor
Bus or transit services Excellent
Good
Fair
Poor
Please rate how
important, if at all, you
think it is for the
Livermore community
to focus on each of
the following in the
coming two years.

Overall quality of the
transportation system
Essential
Very
important
Somewhat
important
Not at all
important
Community Design Please rate each of the
following aspects of
quality of life in
Livermore.

Your neighborhood as a
place to live
Excellent
Good
Fair
20%
N=45
31%
N=72
44%
N=101
5%
N=12
12%
N=16
30%
N=40
43%
N=58
14%
N=19
1%
N=4
27%
N=67
42%
N=102
29%
N=71
2%
N=6
7%
N=18
41%
N=103
49%
N=122
48 ATTACHMENT 1
57 Community Design Please rate each of the
following aspects of
quality of life in
Livermore.

Your neighborhood as a
place to live
Good
Fair
Poor
Please rate each of the
following
characteristics as they
relate to Livermore as
a whole.

Overall design or layout of
residential and commercial
areas
Excellent
Good
Fair
Poor
Please also rate each
of the following in the
Livermore community.

Well-planned residential
growth
Excellent
Good
Fair
Poor
Well-planned commercial
growth
Excellent
Good
Fair
Poor
2%
N=6
7%
N=18
41%
N=103
49%
N=122
10%
N=24
18%
N=44
57%
N=142
15%
N=38
27%
N=60
22%
N=49
38%
N=83
12%
N=27
17%
N=34
22%
N=44
47%
N=95
15%
N=31
49 ATTACHMENT 1
58 Community Design Please also rate each
of the following in the
Livermore community.

Well-planned commercial
growth
Fair
Poor
Well-designed
neighborhoods
Excellent
Good
Fair
Poor
Preservation of the historical
or cultural character of the
community
Excellent
Good
Fair
Poor
Public places where people
want to spend time
Excellent
Good
Fair
Poor
Excellent
17%
N=34
22%
N=44
47%
N=95
15%
N=31
9%
N=21
25%
N=58
51%
N=118
15%
N=35
6%
N=14
16%
N=38
52%
N=121
25%
N=59
8%
N=19
11%
N=26
50%
N=121
32%
N=77
50 ATTACHMENT 1
59 Community Design Please also rate each
of the following in the
Livermore community.

Public places where people
want to spend time Poor
Variety of housing options Excellent
Good
Fair
Poor
Availability of affordable
quality housing
Excellent
Good
Fair
Poor
Overall quality of new
development
Excellent
Good
Fair
Poor
Overall appearance Excellent
Good
16%
N=37
35%
N=82
37%
N=85
12%
N=27
42%
N=87
36%
N=74
15%
N=32
7%
N=15
21%
N=44
25%
N=52
41%
N=86
13%
N=26
1%
N=3
17%
N=41
50%
N=123
31%
N=76
51 ATTACHMENT 1
60 Community Design Please also rate each
of the following in the
Livermore community.

Overall appearance
Excellent
Good
Fair
Poor
Please rate the quality
of each of the
following services in
Livermore.

Land use, planning and
zoning
Excellent
Good
Fair
Poor
Code enforcement Excellent
Good
Fair
Poor
Please rate how
important, if at all, you
think it is for the
Livermore community
to focus on each of
the following in the
coming two years.

Overall design or layout of
residential and commercial
areas
Essential
Very
important
Somewhat
important
1%
N=3
17%
N=41
50%
N=123
31%
N=76
19%
N=36
27%
N=52
43%
N=82
11%
N=21
15%
N=28
39%
N=71
39%
N=72
6%
N=11
2%
N=5
16%
N=39
40%
N=97
42%
N=101
52 ATTACHMENT 1
61 Community Design Please rate how
important, if at all, you
think it is for the
Livermore community
to focus on each of
the following in the
coming two years.

Overall design or layout of
residential and commercial
areas
Very
important
Somewhat
important
Not at all
important
Utilities Please rate each of the
following
characteristics as they
relate to Livermore as
a whole.

Overall quality of the utility
infrastructure
Excellent
Good
Fair
Poor
Please rate the quality
of each of the
following services in
Livermore.

Affordable high-speed
internet access
Excellent
Good
Fair
Poor
Garbage collection Excellent
Good
Fair
Poor
2%
N=5
16%
N=39
40%
N=97
42%
N=101
3%
N=7
28%
N=64
49%
N=114
20%
N=46
9%
N=17
32%
N=63
40%
N=79
19%
N=37
2%
N=4
12%
N=28
52%
N=121
34%
N=79
53 ATTACHMENT 1
62 Utilities Please rate the quality
of each of the
following services in
Livermore.

Garbage collection
Fair
Poor
Drinking water Excellent
Good
Fair
Poor
Sewer services Excellent
Good
Fair
Poor
Storm water management Excellent
Good
Fair
Poor
Excellent
2%
N=4
12%
N=28
52%
N=121
34%
N=79
9%
N=23
22%
N=52
42%
N=100
27%
N=66
1%
N=3
11%
N=25
61%
N=139
27%
N=62
2%
N=4
15%
N=33
64%
N=142
19%
N=42
54 ATTACHMENT 1
63 Utilities Please rate the quality
of each of the
following services in
Livermore.

Storm water management Poor
Power (electric and/or gas)
utility
Excellent
Good
Fair
Poor
Utility billing Excellent
Good
Fair
Poor
Please rate how
important, if at all, you
think it is for the
Livermore community
to focus on each of
the following in the
coming two years.

Overall quality of the utility
infrastructure
Essential
Very
important
Somewhat
important
Safety Please rate each of the
following
characteristics as they
relate to Livermore as
a whole.

Overall feeling of safety Excellent
Good
Fair
14%
N=33
23%
N=56
48%
N=116
15%
N=36
16%
N=37
33%
N=76
40%
N=91
11%
N=26
9%
N=21
39%
N=95
52%
N=125
3%
N=6
16%
N=40
48%
N=118
33%
N=80
55 ATTACHMENT 1
64 Safety Please rate each of the
following
characteristics as they
relate to Livermore as
a whole.

Overall feeling of safety
Good
Fair
Poor
Please rate how safe
or unsafe you feel:

In your neighborhood during
the day
Very safe
Somewhat
safe
Neither safe
nor unsafe
Somewhat
unsafe
Very unsafe
In Livermore's
downtown/commercial area
during the day
Very safe
Somewhat
safe
Neither safe
nor unsafe
Somewhat
unsafe
Very unsafe
From property crime Very safe
Somewhat
safe
3%
N=6
16%
N=40
48%
N=118
33%
N=80
0%
N=
2%
N=5
4%
N=10
20%
N=50
74%
N=183
0%
N=
2%
N=5
3%
N=8
25%
N=63
70%
N=173
31%
N=78
56 ATTACHMENT 1
65 Safety Please rate how safe
or unsafe you feel:

From property crime
Very safe
Somewhat
safe
Neither safe
nor unsafe
Somewhat
unsafe
Very unsafe
From violent crime Very safe
Somewhat
safe
Neither safe
nor unsafe
Somewhat
unsafe
From fire, flood, or other
natural disaster
Very safe
Somewhat
safe
Neither safe
nor unsafe
Somewhat
unsafe
Very unsafe
Excellent
3%
N=9
7%
N=17
12%
N=29
47%
N=115
31%
N=78
4%
N=10
12%
N=29
27%
N=65
57%
N=139
1%
N=3
3%
N=7
12%
N=30
39%
N=95
45%
N=108
57 ATTACHMENT 1
66 Safety
Please rate how safe
or unsafe you feel:

From fire, flood, or other
natural disaster Very unsafe
Please rate the quality
of each of the
following services in
Livermore.

Police services Excellent
Good
Fair
Poor
Crime prevention Excellent
Good
Fair
Poor
Animal control Excellent
Good
Fair
Poor
Ambulance or emergency
medical services
Excellent
Good
6%
N=14
10%
N=22
49%
N=111
35%
N=79
7%
N=16
20%
N=43
47%
N=102
26%
N=55
7%
N=12
19%
N=31
48%
N=80
26%
N=44
4%
N=6
15%
N=20
48%
N=66
34%
N=47
58 ATTACHMENT 1
67 Safety Please rate the quality
of each of the
following services in
Livermore.

Ambulance or emergency
medical services
Excellent
Good
Fair
Poor
Fire services Excellent
Good
Fair
Fire prevention and
education
Excellent
Good
Fair
Poor
Emergency preparedness Excellent
Good
Fair
Poor
4%
N=6
15%
N=20
48%
N=66
34%
N=47
7%
N=13
45%
N=85
49%
N=93
1%
N=3
12%
N=21
57%
N=98
29%
N=50
14%
N=24
14%
N=25
53%
N=89
18%
N=31
59 ATTACHMENT 1
68 Safety Please rate the quality
of each of the
following services in
Livermore.

Emergency preparedness
Fair
Poor
Please rate how
important, if at all, you
think it is for the
Livermore community
to focus on each of
the following in the
coming two years.

Overall feeling of safety Essential
Very
important
Somewhat
important
Not at all
important
Natural
environment
Please rate each of the
following
characteristics as they
relate to Livermore as
a whole.

Overall quality of natural
environment
Excellent
Good
Fair
Poor
Please also rate each
of the following in the
Livermore community.

Cleanliness Excellent
Good
Fair
Poor
Excellent
14%
N=24
14%
N=25
53%
N=89
18%
N=31
2%
N=5
7%
N=18
30%
N=73
60%
N=146
2%
N=6
11%
N=26
45%
N=113
42%
N=104
3%
N=7
21%
N=50
52%
N=127
24%
N=58
60 ATTACHMENT 1
69 Natural
environment
Please also rate each
of the following in the
Livermore community.

Cleanliness Poor
Water resources Excellent
Good
Fair
Poor
Air quality Excellent
Good
Fair
Poor
Please rate the quality
of each of the
following services in
Livermore.

Preservation of natural areas Excellent
Good
Fair
Poor
Livermore open space Excellent
Good
4%
N=9
23%
N=54
56%
N=131
17%
N=39
1%
N=3
7%
N=18
58%
N=138
33%
N=78
6%
N=13
18%
N=37
45%
N=94
31%
N=65
6%
N=12
14%
N=31
45%
N=98
35%
N=77
61 ATTACHMENT 1
70 Natural
environment
Please rate the quality
of each of the
following services in
Livermore.

Livermore open space
Excellent
Good
Fair
Poor
Recycling Excellent
Good
Fair
Poor
Organics pick-up Excellent
Good
Fair
Poor
Please rate how
important, if at all, you
think it is for the
Livermore community
to focus on each of
the following in the
coming two years.

Overall quality of natural
environment
Essential
Very
important
Somewhat
important
6%
N=12
14%
N=31
45%
N=98
35%
N=77
3%
N=7
15%
N=37
60%
N=142
22%
N=52
0%
N=
8%
N=17
55%
N=123
38%
N=85
2%
N=6
12%
N=29
41%
N=100
44%
N=108
62 ATTACHMENT 1
71 Natural
environment
Please rate how
important, if at all, you
think it is for the
Livermore community
to focus on each of
the following in the
coming two years.

Overall quality of natural
environment
Very
important
Somewhat
important
Not at all
important
Parks and
Recreation
Please rate each of the
following
characteristics as they
relate to Livermore as
a whole.

Overall quality of parks and
recreation opportunities
Excellent
Good
Fair
Poor
Please also rate each
of the following in the
Livermore community.

Availability of paths and
walking trails
Excellent
Good
Fair
Poor
Fitness opportunities Excellent
Good
Fair
Poor
2%
N=6
12%
N=29
41%
N=100
44%
N=108
5%
N=12
5%
N=13
43%
N=106
46%
N=113
2%
N=5
12%
N=29
50%
N=120
36%
N=85
3%
N=8
14%
N=33
47%
N=112
35%
N=84
63 ATTACHMENT 1
72 Parks and
Recreation
Please also rate each
of the following in the
Livermore community.

Fitness opportunities
Fair
Poor
Recreational opportunities Excellent
Good
Fair
Poor
Please rate the quality
of each of the
following services in
Livermore.

City parks Excellent
Good
Fair
Poor
Recreation programs or
classes
Excellent
Good
Fair
Poor
Excellent
3%
N=8
14%
N=33
47%
N=112
35%
N=84
4%
N=8
16%
N=37
49%
N=114
31%
N=73
5%
N=13
8%
N=19
57%
N=136
30%
N=72
4%
N=8
11%
N=20
54%
N=99
31%
N=57
64 ATTACHMENT 1
73 Parks and
Recreation
Please rate the quality
of each of the
following services in
Livermore.

Recreationprogramsor
classes Poor
Recreation centers or
facilities
Excellent
Good
Fair
Poor
Please rate how
important, if at all, you
think it is for the
Livermore community
to focus on each of
the following in the
coming two years.

Overall quality of parks and
recreation opportunities
Essential
Very
important
Somewhat
important
Not at all
important
Health and
wellness
Please rate each of the
following
characteristics as they
relate to Livermore as
a whole.

Overall health and wellness
opportunities
Excellent
Good
Fair
Poor
Please also rate each
of the following in the
Livermore community.

Availability of affordable
quality food
Excellent
Good
4%
N=8
12%
N=25
54%
N=110
30%
N=61
0%
N=1
15%
N=37
46%
N=110
39%
N=94
6%
N=13
13%
N=30
58%
N=134
23%
N=53
6%
N=14
27%
N=64
47%
N=113
20%
N=47
65 ATTACHMENT 1
74 Health and
wellness
Please also rate each
of the following in the
Livermore community.

Availability of affordable
quality food
Excellent
Good
Fair
Poor
Availability of affordable
quality health care
Excellent
Good
Fair
Poor
Availability of preventive
health services
Excellent
Good
Fair
Poor
Availability of affordable
quality mental health care
Excellent
Good
Fair
6%
N=14
27%
N=64
47%
N=113
20%
N=47
9%
N=19
32%
N=70
47%
N=105
12%
N=27
8%
N=17
27%
N=55
54%
N=111
11%
N=22
26%
N=34
33%
N=43
36%
N=46
5%
N=7
66 ATTACHMENT 1
75 Health and
wellness
Please also rate each
of the following in the
Livermore community.

Availability of affordable
quality mental health care
Good
Fair
Poor
Please rate the quality
of each of the
following services in
Livermore.

Health services Excellent
Good
Fair
Poor
Please rate how
important, if at all, you
think it is for the
Livermore community
to focus on each of
the following in the
coming two years.

Overall health and wellness
opportunities
Essential
Very
important
Somewhat
important
Not at all
important
Please rate your overall
health.

Excellent
Very good
Good
Fair
26%
N=34
33%
N=43
36%
N=46
5%
N=7
3%
N=6
20%
N=37
64%
N=117
13%
N=23
6%
N=14
19%
N=47
51%
N=125
24%
N=60
2%
N=5
19%
N=48
53%
N=131
26%
N=64
67 ATTACHMENT 1
76 Health and
wellness
Please rate your overall
health.

Good
Fair
Education, Arts
and Culture
Please rate each of the
following
characteristics as they
relate to Livermore as
a whole.

Overall opportunities for
education, culture, and the
arts
Excellent
Good
Fair
Poor
Please also rate each
of the following in the
Livermore community.

Opportunities to attend
cultural/arts/music activities
Excellent
Good
Fair
Poor
Community support for the
arts
Excellent
Good
Fair
Poor
Excellent
2%
N=5
19%
N=48
53%
N=131
26%
N=64
2%
N=6
15%
N=37
49%
N=121
33%
N=81
3%
N=6
15%
N=34
47%
N=110
36%
N=83
2%
N=5
15%
N=33
51%
N=112
32%
N=69
68 ATTACHMENT 1
77 Education, Arts
and Culture
Please also rate each
of the following in the
Livermore community.

Community support for the
arts Poor
Availability of affordable
quality childcare/preschool
Excellent
Good
Fair
Poor
K-12 education Excellent
Good
Fair
Poor
Adult educational
opportunities
Excellent
Good
Fair
Poor
Opportunities to attend
special events and festivals
Excellent
Good
28%
N=34
32%
N=39
23%
N=28
17%
N=21
1%
N=2
15%
N=26
59%
N=101
25%
N=42
10%
N=15
14%
N=21
57%
N=89
20%
N=30
1%
N=3
10%
N=23
52%
N=122
37%
N=88
69 ATTACHMENT 1
78 Education, Arts
and Culture
Please also rate each
of the following in the
Livermore community.

Opportunities to attend
special events and festivals
Excellent
Good
Fair
Poor
Please rate the quality
of each of the
following services in
Livermore.

Public library services Excellent
Good
Fair
Poor
Please rate how
important, if at all, you
think it is for the
Livermore community
to focus on each of
the following in the
coming two years.

Overall opportunities for
education, culture, and the
arts
Essential
Very
important
Somewhat
important
Not at all
important
Inclusivity and
Engagement
Please rate each of the
following aspects of
quality of life in
Livermore.

Livermore as a place to raise
children
Excellent
Good
Fair
1%
N=3
10%
N=23
52%
N=122
37%
N=88
0%
N=1
3%
N=6
30%
N=67
67%
N=146
3%
N=6
28%
N=69
41%
N=99
28%
N=69
2%
N=4
6%
N=13
43%
N=93
49%
N=104
70 ATTACHMENT 1
79 Inclusivity and
Engagement
Please rate each of the
following aspects of
quality of life in
Livermore.

Livermore as a place to raise
children
Good
Fair
Poor
Livermore as a place to retire Excellent
Good
Fair
Poor
Sense of community Excellent
Good
Fair
Poor
Please rate each of the
following
characteristics as they
relate to Livermore as
a whole.

Residents' connection and
engagement with their
community
Excellent
Good
Fair
Poor
2%
N=4
6%
N=13
43%
N=93
49%
N=104
15%
N=31
18%
N=37
34%
N=71
32%
N=66
6%
N=14
16%
N=38
41%
N=99
37%
N=89
3%
N=6
25%
N=59
49%
N=113
24%
N=55
71 ATTACHMENT 1
80 Inclusivity and
Engagement
Please rate each of the
following
characteristics as they
relate to Livermore as
a whole.

Residents' connection and
engagement with their
community
Fair
Poor
Please rate the job you
feel the Livermore
community does at
each of the following.

Making all residents feel
welcome
Excellent
Good
Fair
Poor
Attracting people from
diverse backgrounds
Excellent
Good
Fair
Poor
Valuing/respecting residents
from diverse backgrounds
Excellent
Good
Fair
Poor
Excellent
3%
N=6
25%
N=59
49%
N=113
24%
N=55
4%
N=10
14%
N=34
41%
N=97
40%
N=95
3%
N=7
22%
N=50
42%
N=94
33%
N=74
6%
N=14
15%
N=34
44%
N=100
34%
N=78
72 ATTACHMENT 1
81 Inclusivity and
Engagement
Please rate the job you
feel the Livermore
community does at
each of the following.

Valuing/respecting residents
from diverse backgrounds Poor
Taking care of vulnerable
residents
Excellent
Good
Fair
Poor
Please also rate each
of the following in the
Livermore community.

Sense of civic/community
pride
Excellent
Good
Fair
Poor
Neighborliness of residents Excellent
Good
Fair
Poor
Opportunities to participate in
social events and activities
Excellent
Good
10%
N=19
23%
N=45
41%
N=79
26%
N=50
2%
N=4
20%
N=44
50%
N=110
28%
N=62
3%
N=8
15%
N=35
56%
N=129
26%
N=59
2%
N=3
21%
N=49
45%
N=103
32%
N=73
73 ATTACHMENT 1
82 Inclusivity and
Engagement
Please also rate each
of the following in the
Livermore community.

Opportunities to participate in
social events and activities
Excellent
Good
Fair
Poor
Opportunities to volunteer Excellent
Good
Fair
Poor
Opportunities to participate in
community matters
Excellent
Good
Fair
Poor
Openness and acceptance of
the community toward people
of diverse backgrounds
Excellent
Good
Fair
2%
N=3
21%
N=49
45%
N=103
32%
N=73
0%
N=1
24%
N=47
46%
N=90
30%
N=60
5%
N=10
16%
N=36
52%
N=113
27%
N=59
7%
N=16
22%
N=48
49%
N=109
23%
N=50
74 ATTACHMENT 1
83 Inclusivity and
Engagement
Please also rate each
of the following in the
Livermore community.

Openness and acceptance of
the community toward people
of diverse backgrounds
Good
Fair
Poor
Please rate how
important, if at all, you
think it is for the
Livermore community
to focus on each of
the following in the
coming two years.

Residents' connection and
engagement with their
community
Essential
Very
important
Somewhat
important
Not at all
important
Participation Please indicate
whether or not you
have done each of the
following in the last 12
months.

Contacted the City of
Livermore for help or
information
No
Yes
Contacted Livermore elected
officials to express your
opinion
No
Yes
Attended a local public
meeting
No
Yes
Watched a local public
meeting
No
Yes
7%
N=16
22%
N=48
49%
N=109
23%
N=50
3%
N=6
27%
N=67
49%
N=121
21%
N=50
44%
N=108
56%
N=138
18%
N=43
82%
N=202
28%
N=68
72%
N=177
29%
N=71
71%
N=174
75 ATTACHMENT 1
84 Participation Please indicate
whether or not you
have done each of the
following in the last 12
months.

Watched a local public
meeting
No
Yes
Volunteered your time to
some group/activity
No
Yes
Campaigned or advocated
for a local issue, cause, or
candidate
No
Yes
Voted in your most recent
local election
No
Yes
In general, how many
times do you:

Access the internet from your
home
Several times
a day
Once a day
A few times a
week
Every few
weeks
Less often or
never
Access the internet from your
cell phone
Several times
a day
Once a day
29%
N=71
71%
N=174
46%
N=113
54%
N=132
19%
N=47
81%
N=199
84%
N=206
16%
N=38
2%
N=6
3%
N=6
3%
N=7
4%
N=9
89%
N=215
95%
N=228
76 ATTACHMENT 1
85 Participation In general, how many
times do you:

Access the internet from your
cell phone
Several times
a day
Once a day
A few times a
week
Every few
weeks
Less often or
never
Visit social media sites Several times
a day
Once a day
A few times a
week
Every few
weeks
Less often or
never
Use or check email Several times
a day
Once a day
A few times a
week
Share your opinions online Several times
a day
Once a day
1%
N=2
0%
N=1
1%
N=1
4%
N=8
95%
N=228
8%
N=21
1%
N=2
7%
N=17
14%
N=34
70%
N=169
3%
N=7
15%
N=35
83%
N=199
11%
N=26
77 ATTACHMENT 1
86 Participation In general, how many
times do you:

Share your opinions online
Several times
a day
Once a day
A few times a
week
Every few
weeks
Less often or
never
Shop online Several times
a day
Once a day
A few times a
week
Every few
weeks
Less often or
never
Custom Please rate whether
you agree or disagree
with the following
statements regarding
Electric Vehicles (EV)
and plug-in hybrid
vehicles in Livermore:

I currently own an EV and/or
plug-in hybrid vehicle
Yes
No
I plan to own an EV and/or
plug-in hybrid vehicle in the
next few years
Yes
No
Yes
43%
N=103
25%
N=59
16%
N=39
6%
N=13
11%
N=26
6%
N=15
33%
N=78
39%
N=90
10%
N=22
12%
N=28
82%
N=200
18%
N=43
66%
N=147
34%
N=77
78 ATTACHMENT 1
87 Custom Please rate whether
you agree or disagree
with the following
statements regarding
Electric Vehicles (EV)
and plug-in hybrid
vehicles in Livermore:

I plan to own an EV and/or
plug-in hybrid vehicle in the
next few years No
There are sufficient charging
stations in the City to meet
my needs
Yes
No
Please rate the extent
to which you agree or
disagree with the
following statements
regarding alternate
transportation modes
in Livermore:

Please rate how much
of a source of
information about
Livermore, if at all,
each of the following
services have been for
your household over
the past 12 months.

City of Livermore social
media channels
Major source
Minor source
Not a source
Print newsletter Major source
Minor source
Not a source
Print and online media
(newspapers, magazines,
etc.)
Major source
Minor source
Not a source
City of Livermore
E-newsletter
Major source
Minor source
Not a source
Major source
9%
N=20
15%
N=33
46%
N=100
29%
N=63
24%
N=56
36%
N=85
41%
N=98
27%
N=65
50%
N=122
23%
N=55
18%
N=44
46%
N=111
36%
N=87
27%
N=65
33%
N=79
40%
N=97
80 ATTACHMENT 1
89 Custom Please rate how much
of a source of
information about
Livermore, if at all,
each of the following
services have been for
your household over
the past 12 months.

CityofLivermore
E-newsletter Not a source
City of Livermore website Major source
Minor source
Not a source
Community events (famers
market, National Night Out,
town hall meetings,
Community Service Day,
etc.)
Major source
Minor source
Not a source
Public meetings (City Council
meetings, Advisory Body
meetings, etc.)
Major source
Minor source
Not a source
Tri-Valley Community
Television (TV30)
Major source
Minor source
Not a source
statements regarding
your work commute:

I work in Livermore Yes
No
15%
N=35
55%
N=130
31%
N=73
13%
N=32
44%
N=107
43%
N=105
41%
N=99
46%
N=112
13%
N=30
77%
N=185
21%
N=51
2%
N=4
21%
N=53
41%
N=101
38%
N=94
Please rate whether
you agree or disagree
with the following
statements regarding
your work commute:
81 ATTACHMENT 1
90 Custom Please rate whether
you agree or disagree
with the following
statements regarding
your work commute:

I work in Livermore
Yes
No
N/A
I commute to work by mass
transit
Yes
No
N/A
I commute to work in a
personal vehicle
Yes
No
N/A
I commute 20+ miles to work
one-way
Yes
No
N/A
I commute to work three or
more days a week
Yes
No
N/A
21%
N=53
41%
N=101
38%
N=94
20%
N=50
76%
N=187
4%
N=10
19%
N=46
7%
N=18
74%
N=182
19%
N=46
54%
N=131
27%
N=64
19%
N=47
20%
N=50
61%
N=149
82 ATTACHMENT 1
91 Custom
Please rate whether
I commute to work three or
more days a week
No
N/A
Demographic How many years have you
lived in Livermore?
Less than 2
years
2-5 years
6-10 years
11-20 years
More than 20
years
Which best describes the
building you live in?
Single-family
detached
home
Townhouse
or duplex
(may share
walls but no ..

Condominium
or apartment
(have units
above or bel..

Mobile home
Other
Do you rent or own your
home?
Rent
Own
Less than
$300
19%
N=47
20%
N=50
61%
N=149
42%
N=105
14%
N=34
14%
N=34
19%
N=46
11%
N=28
0%
N=1
2%
N=4
14%
N=34
14%
N=34
71%
N=175
72%
N=177
28%
N=69
83 ATTACHMENT 1
92 Demographic
Do you rent or own your
home? Own
About how much is your
monthly housing cost for the
place you live (including rent,
mortgage payment, property
tax, property insurance and
homeowners' association
(HOA) fees)?
Less than
$300
$300 to $599
$600 to $999
$1,000 to
$1,499
$1,500 to
$2,499
$2,500 to
$3,999
$4,000 to
$6,999
$7,000 to
$9,999
$10,000 or
more
Do any children 17 or under
live in your household?
No
Yes
Are you or any other
members of your household
aged 65 or older?
No
Yes
Less than
$25,000
1%
N=3
4%
N=9
21%
N=50
41%
N=99
20%
N=48
7%
N=17
4%
N=9
1%
N=3
1%
N=3
38%
N=92
62%
N=152
30%
N=74
70%
N=172
84 ATTACHMENT 1
93 Demographic
Are you or any other
members of your household
aged 65 or older? Yes
How much do you anticipate
your household's total income
before taxes will be for the
current year? (Please include
in your total income money
from all sources for all
persons living in your
household.)
Less than
$25,000
$25,000 to
$49,999
$50,000 to
$74,999
$75,000 to
$99,999
$100,000 to
$149,999
$150,000 to
$199,999
$200,000 to
$299,999
$300,000 or
more
Are you of Hispanic,
Latino/a/x, or Spanish origin?
No, not of
Hispanic,
Latino/a/x, or
Spanish orig..

Yes, I
consider
myself to be
of Hispanic, ..

In which category is your
age?
18-24 years
25-34 years
35-44 years
45-54 years
20%
N=46
33%
N=77
10%
N=23
21%
N=49
6%
N=13
6%
N=14
2%
N=6
2%
N=5
20%
N=50
80%
N=194
6%
N=15
17%
N=41
14%
N=35
20%
N=48
19%
N=47
24%
N=58
1%
N=2
85 ATTACHMENT 1
94 Demographic In which category is your
age?
35-44 years
45-54 years
55-64 years
65-74 years
75 years or
older
What is your gender? Woman
Man
6%
N=15
17%
N=41
14%
N=35
20%
N=48
19%
N=47
24%
N=58
1%
N=2
49%
N=120
51%
N=124
86 ATTACHMENT 1
95 Please complete this survey if you are the adult (age 18 or older) in the household who most recently had a birthday (the year of birth does not matter). Your responses are confidential and no identifying information will be shared.

1. Please rat e each of the following aspects of quality of life in Livermore.

Excellent Good Fair Poor Don’t know
q1a Livermore as a place to live ................................................................................................. 1 2 3 4 5 q1b Your neighborhood as a place to live .............................................................................. 1 2 3 4 5 q1c Livermore as a place to raise children ............................................................................ 1 2 3 4 5 q1d Livermore as a place to work.............................................................................................. 1 2 3 4 5 q1e Livermore as a place to visit ............................................................................................... 1 2 3 4 5 q1f Livermore as a place to retire ............................................................................................. 1 2 3 4 5 q1g The overall quality of life in Livermore .......................................................................... 1 2 3 4 5 q1h Sense of community ................................................................................................................ 1 2 3 4 5

2. Please rate each of the following characteristics as they relate to Livermore as a w hole.

Excellent Good Fair Poor Don’t know
q2a Overall economic health of Livermore ........................................................................... 1 2 3 4 5 q2b Overall quality of the transportation system (auto, bicycle, foot, bus) in Livermore ........................................................................................................................ 1 2 3 4 5 q2c Overall design or layout of Livermore’s residential and commercial areas (e.g., homes, buildings, streets, parks, etc.) ............................................... 1 2 3 4 5 q2d Overall quality of the utility infrastructure in Livermore ........................................ (water, sewer, storm water, electric/gas, broadband) ..................................... 1 2 3 4 5 q2e Overall feeling of safety in Livermore ............................................................................. 1 2 3 4 5 q2f Overall quality of natural environment in Livermore .............................................. 1 2 3 4 5 q2g Overall quality of parks and recreation opportunities ............................................ 1 2 3 4 5 q2h Overall health and wellness opportunities in Livermore ....................................... 1 2 3 4 5 q2i Overall opportunities for education, culture, and the arts..................................... 1 2 3 4 5 q2j Residents’ connection and engagement with their community .......................... 1 2 3 4 5

3. Please indicate how likely or unlikely you are to do each of the following.

Very Somewhat Somewhat Very Don’t
likely likely u nlikely unlikely know
q3a Recommend living in Livermore to someone who asks ...................1 2 3 4 5 q3b Remain in Livermore for the next five years..........................................1 2 3 4 5

4. Please rate how safe or unsafe you feel:

Very Somewhat Neither safe Somewhat Very Don’t
saf e safe nor unsafe unsafe unsafe know
q4a In your neighborhood during the day ...................................... 1 2 3 4 5 6 q4b In Livermore’s downtown/commercial area
during the day .............................................................................. 1 2 3 4 5 6 q4c From property crime ....................................................................... 1 2 3 4 5 6 q4d From violent crime ........................................................................... 1 2 3 4 5 6 q4e From fire, flood, or other natural disaster ............................. 1 2 3 4 5 6

5. Please rate the job you feel the Livermore com munity does at each of the following.

Excellent Good Fair Poor Don’t know
q5a Making all residents feel welcome ................................................................................... 1 2 3 4 5 q5b Attracting people from diverse backgrounds .............................................................. 1 2 3 4 5 q5c Valuing/respecting residents from diverse backgrounds ...................................... 1 2 3 4 5 q5d Taking care of vulnerable residents (elderly, disabled, homeless, etc.) ........... 1 2 3 4 5

6. Please rate each of t he following in the Livermore community.

Excellent Good Fair Poor Don’t know
q6a Overall quality of business and service establishments in Livermore ............. 1 2 3 4 5 q6b Variety of business and service establishments in Livermore ............................. 1 2 3 4 5 q6c Vibrancy of downtown/commercial area ..................................................................... 1 2 3 4 5 q6d Employment opportunities ................................................................................................. 1 2 3 4 5 q6e Shopping opportunities ........................................................................................................ 1 2 3 4 5 q6f Cost of living in Livermore ................................................................................................... 1 2 3 4 5 q6g Overall image or reputation of Livermore .................................................................... 1 2 3 4 5 87 ATTACHMENT 1
96 7. Please also rate each of the following in the Livermore community.

Excellent Good Fair Poor Don’t know
q7a Traffic flow on major streets ............................................................................................... 1 2 3 4 5 q7b Ease of public parking ............................................................................................................ 1 2 3 4 5 q7c Ease of travel by car in Livermore .................................................................................... 1 2 3 4 5 q7d Ease of travel by public transportation in Livermore .............................................. 1 2 3 4 5 q7e Ease of travel by bicycle in Livermore ............................................................................ 1 2 3 4 5 q7f Ease of walking in Livermore ............................................................................................. 1 2 3 4 5 q7g Well-planned residential growth ...................................................................................... 1 2 3 4 5 q7h Well-planned commercial growth .................................................................................... 1 2 3 4 5 q7i Well-designed neighborhoods ........................................................................................... 1 2 3 4 5 q7j Preservation of the historical or cultural character of the community ............ 1 2 3 4 5 q7k Public places where people want to spend time ........................................................ 1 2 3 4 5 q7l Variety of housing options ................................................................................................... 1 2 3 4 5 q7m Availability of affordable quality housing ..................................................................... 1 2 3 4 5 q7n Overall quality of new development in Livermore .................................................... 1 2 3 4 5 q7o Overall appearance of Livermore ..................................................................................... 1 2 3 4 5 q7p Cleanliness of Livermore ...................................................................................................... 1 2 3 4 5 q7q Water resources (lakes, ponds, riverways, streams, etc.) ..................................... 1 2 3 4 5 q7r Air quality .................................................................................................................................... 1 2 3 4 5 q7s Availability of paths and walking trails .......................................................................... 1 2 3 4 5 q7t Fitness opportunities (including exercise classes and paths or trails, etc.) ... 1 2 3 4 5 q7u Recreational opportunities .................................................................................................. 1 2 3 4 5 q7v Availability of affordable quality food ............................................................................ 1 2 3 4 5 q7w Availability of affordable quality health care ............................................................... 1 2 3 4 5 q7x Availability of preventive health services ..................................................................... 1 2 3 4 5 q7y Availability of affordable quality mental health care ............................................... 1 2 3 4 5 q7z Opportunities to attend cultural/arts/music activities .......................................... 1 2 3 4 5 q7aa Community support for the arts ........................................................................................ 1 2 3 4 5 q7bb Availability of affordable quality childcare/preschool ............................................ 1 2 3 4 5 q7cc K-12 education .......................................................................................................................... 1 2 3 4 5 q7dd Adult educational opportunities ....................................................................................... 1 2 3 4 5 q7ee Sense of civic/community pride ........................................................................................ 1 2 3 4 5 q7ff Neighborliness of residents in Livermore ..................................................................... 1 2 3 4 5 q7gg Opportunities to participate in social events and activities .................................. 1 2 3 4 5 q7hh Opportunities to attend special events and festivals ............................................... 1 2 3 4 5 q7ii Opportunities to volunteer .................................................................................................. 1 2 3 4 5 q7jj Opportunities to participate in community matters ................................................ 1 2 3 4 5 q7kk Openness and acceptance of the community toward people of diverse backgrounds .. ................................................................................................. 1 2 3 4 5

8. Please indicate whether or not you have done each of the following in the last 12 months.

No Yes
q8a Contacted the City of Livermore (in-person, phone, email, or web) for help or information .......................... 1 2 q8b Contacted Livermore elected officials (in-person, phone, email, or web) to express your opinion ............. 1 2 q8c Attended a local public meeting (of local elected officials like City Council or County Commissioners, advisory boards, town halls, HOA, neighborhood watch, etc.) ............................................ 1 2 q8d Watched (online or on television) a local public meeting ............................................................................................... 1 2 q8e Volunteered your time to some group/activity in Livermore ....................................................................................... 1 2 q8f Campaigned or advocated for a local issue, cause, or candidate .................................................................................. 1 2 q8g Voted in your most recent local election ................................................................................................................................ 1 2 q8h Used bus, rail, or other public transportation instead of driving ................................................................................. 1 2 q8i Carpooled with other adults or children instead of driving alone .............................................................................. 1 2 q8j Walked or biked instead of driving ........................................................................................................................................... 1 2 88 ATTACHMENT 1
97 9. Please rate the quality of each of the following services in Livermore.

Excellent Good Fair Poor Don’t know
q9a Public information services ............................................................................................. 1 2 3 4 5 q9b Economic development ..................................................................................................... 1 2 3 4 5 q9c Traffic enforcement ............................................................................................................ 1 2 3 4 5 q9d Traffic signal timing ............................................................................................................ 1 2 3 4 5 q9e Street repair ........................................................................................................................... 1 2 3 4 5 q9f Street cleaning ....................................................................................................................... 1 2 3 4 5 q9g Street lighting ........................................................................................................................ 1 2 3 4 5 q9i Sidewalk maintenance ....................................................................................................... 1 2 3 4 5 q9j Bus or transit services ....................................................................................................... 1 2 3 4 5 q9k Land use, planning, and zoning ...................................................................................... 1 2 3 4 5 q9l Code enforcement (weeds, abandoned buildings, etc.) ...................................... 1 2 3 4 5 q9m Affordable high-speed internet access ....................................................................... 1 2 3 4 5 q9n Garbage collection ............................................................................................................... 1 2 3 4 5 q9o Drinking water ...................................................................................................................... 1 2 3 4 5 q9p Sewer services ....................................................................................................................... 1 2 3 4 5 q9q Storm water management (storm drainage, levees, etc.) .................................. 1 2 3 4 5 q9r Power (electric and/or gas) utility ............................................................................... 1 2 3 4 5 q9s Utility billing .......................................................................................................................... 1 2 3 4 5 q9t Police services ....................................................................................................................... 1 2 3 4 5 q9u Crime prevention ................................................................................................................. 1 2 3 4 5 q9v Animal control ....................................................................................................................... 1 2 3 4 5 q9w Ambulance or emergency medical services ............................................................. 1 2 3 4 5 q9x Fire services ........................................................................................................................... 1 2 3 4 5 q9y Fire prevention and education ....................................................................................... 1 2 3 4 5 q9z Emergency preparedness (services that prepare the community for natural disasters or other emergency situations) .................................... 1 2 3 4 5 q9aa Preservation of natural areas (open space, farmlands, and greenbelts) ..... 1 2 3 4 5 q9bb Livermore open space........................................................................................................ 1 2 3 4 5 q9cc Recycling .................................................................................................................................. 1 2 3 4 5 q9dd Organics pick-up .................................................................................................................. 1 2 3 4 5 q9ee City parks................................................................................................................................. 1 2 3 4 5 q9ff Recreation programs or classes .................................................................................... 1 2 3 4 5 q9gg Recreation centers or facilities ...................................................................................... 1 2 3 4 5 q9hh Health services ...................................................................................................................... 1 2 3 4 5 q9ii Public library services ....................................................................................................... 1 2 3 4 5 q9jj Overall customer service by Livermore employees
(police, receptionists, planners, etc.) ................................................................... 1 2 3 4 5

10. Please rate the following categories of Li vermore government performance.

Excellent Good Fair Poor Don’t know
q10a The value of services for the taxes paid to Livermore ......................................... 1 2 3 4 5 q10b The overall direction that Livermore is taking ....................................................... 1 2 3 4 5 q10c The job Livermore government does at welcoming resident involvement ...... 1 2 3 4 5 q10d Overall confidence in Livermore government ........................................................ 1 2 3 4 5 q10e Generally acting in the best interest of the community ...................................... 1 2 3 4 5 q10f Being honest ........................................................................................................................... 1 2 3 4 5 q10g Being open and transparent to the public ................................................................. 1 2 3 4 5 q10h Informing residents about issues facing the community ................................... 1 2 3 4 5 q10i Treating all residents fairly ............................................................................................. 1 2 3 4 5 q10j Treating residents with respect .................................................................................... 1 2 3 4 5

11. Overall, how would you rate the quality of the services provided by each of the following? Excellent Good Fair Poor Don’t know
q11a The City of Livermore ........................................................................................................ 1 2 3 4 5 q11b The Federal Government .................................................................................................. 1 2 3 4 5 89 ATTACHMENT 1
98 12. Please rate how important, if at all, you think it is for the Livermore community to focus on each of the following in the coming two years.

Very Somewhat Not at all
Ess ential important important important
q12a Overall economic health of Livermore ..............................................................................1 2 3 4 q12b Overall quality of the transportation system (auto, bicycle, foot, bus) in Livermore ...........................................................................................................................1 2 3 4 q12c Overall design or layout of Livermore’s residential and commercial areas (e.g., homes, buildings, streets, parks, etc.) ..................................................1 2 3 4 q12d Overall quality of the utility infrastructure in Livermore (water, sewer, storm water, electric/gas, broadband) .......................................1 2 3 4 q12e Overall feeling of safety in Livermore ................................................................................1 2 3 4 q12f Overall quality of natural environment in Livermore .................................................1 2 3 4 q12g Overall quality of parks and recreation opportunities ...............................................1 2 3 4 q12h Overall health and wellness opportunities in Livermore ..........................................1 2 3 4 q12i Overall opportunities for education, culture, and the arts........................................1 2 3 4 q12j Residents’ connection and engagement with their community .............................1 2 3 4

13. Please rate whether you agree or disagree with the following statements regarding Electric Vehicles (EV) and
plug-in hybrid vehicles in Livermore:

Yes No Do n’t know
I currently own an EV and/or plug-in hybrid vehicle .............................................................................. 1 2 3 I plan to own an EV and/or plug-in hybrid vehicle in the next few years ....................................... 1 2 3 There are sufficient charging stations in the City to meet my needs ... ............................................. 1 2 3

14. Please rate the extent to which you agree or disagree with the following statements regarding alternate transportation modes in Livermore:

Strongly Somewhat Somewhat Strongly Don’t
agr ee agree disagree disagree know
I frequently use alternate modes of transportation
(walking, biking, etc.) instead of driving for
city access (work, appointments, shopping, dining, etc.) ................. 1 2 3 4 5 I frequently walk, bike, etc. for fitness or recreation ................................ 1 2 3 4 5 I feel there are sufficient bike lanes and trails throughout the City ... 1 2 3 4 5

15. Please rate how much of a source of information about Livermore, if at all, each of the following services have been for your household over the past 12 months.

Major Minor Not a
sour ce source source
City of Livermore social media channels ....................................................................................................... 1 2 3 Print newsletter ........................................................................................................................................................ 1 2 3 Print and online media (newspapers, magazines, etc.) ... ........................................................................ 1 2 3 City of Livermore E-newsletter .......................................................................................................................... 1 2 3 City of Livermore website ... ................................................................................................................................. 1 2 3 Community events (famers market, National Night Out, town hall meetings, Community Service Day, etc.) ....................................................................................................................... 1 2 3 Public meetings (City Council meetings, Advisory Body meetings, etc.) ... ...................................... 1 2 3 Tri-Valley Community Television (TV30) ..................................................................................................... 1 2 3

16. Please rate whether you agree or disagree with the following statements regarding your work commute:

Yes No N/ A
I work in Livermore .................................................................................................................................................. 1 2 3 I commute to work by mass transit ................................................................................................................... 1 2 3 I commute to work in a personal vehicle..... .................................................................................................... 1 2 3 I commute 20+ miles to work one-way ............................................................................................................ 1 2 3 I commute to work three or more days a week ... ......................................................................................... 1 2 3

90 ATTACHMENT 1
99 Our last questions are about you and your household.

Again, all of your responses to this survey are confidential and no identifying information will be shared.

D1. In general, how many times do you: Several Once A few times Every Less often Don’t times a day a day a week few weeks or never know
d1a Access the internet from your home using
a computer, laptop, or tablet computer ....................1 2 3 4 5 6 d1b Access the internet from your cell phone .......................1 2 3 4 5 6 d1c Visit social media sites such as Facebook,
X (formerly Twitter), Nextdoor, etc. ..........................1 2 3 4 5 6 d1d Use or check email ....................................................................1 2 3 4 5 6 d1e Share your opinions online ...................................................1 2 3 4 5 6 d1f Shop online ..................................................................................1 2 3 4 5 6 D2. Please rate your overall health.
1  Excellent 2  Very good 3  Good 4  Fair 5  Poor D3. What impact, if any, do you think the economy will have on your family income in the next 6 months? Do y
ou think the impact will be:
1  Very positive 2  Somewhat positive 3  Neutral 4  Somewhat negative 5  Very negative D4. How many years have you lived in
Li
vermore?
1  Less than 2 years
2  2-5 years
3  6-10 years
4  11-20 years
5  More than 20 years
D5. Which best describes the building you live
in
?
1  Single-family detached home
2  Townhouse or duplex (may share walls but
no units above or below you)
3  Condominium or apartment (have units
above or below you)
4  Mobile home
5  Other
D6. Do you rent or own your home?
1  Rent
2  Own
D7. About how much is your monthly housing
cos
t for the place you live (including rent,
mortgage payment, property tax, property
insurance, and homeowners’ association
(HOA) fees)?
1  Less than $300 6  $2,500 to $3,999
2  $300 to $599 7  $4,000 to $6,999
3  $600 to $999 8  $7,000 to $9,999
4  $1,000 to $1,499 9  $10,000 or more
5  $1,500 to $2,499
D8. Do any children 17 or under live in your
hous
ehold?
1  No 2  Yes
D9. Are you or any other members of your
ho
usehold aged 65 or older?
1  No 2  Yes

D10. How much do you anticipate your household’s total
income before taxes will be for the current year?
(Please include in your total income money from all
sources for all persons living in your household.)
1  Less than $25,000 5  $100,000 to $149,999
2  $25,000 to $49,999 6  $150,000 to $199,999
3  $50,000 to $74,999 7  $200,000 to $299,999
4  $75,000 to $99,999 8  $300,000 or more
D11. Are you of H ispanic, Latino/a/x, or Spanish origin? 1  No 2  Yes
D12. What is your race? (Mark one or more races to
in
dicate what race you consider yourself to be.)
d12a  American Indian or Alaskan Native
d12b  Asian
d12c  Black or African American
d12d  Native Hawaiian or Other Pacific Islander
d12e  White
d12f  A race not listed
D13. In which category is your age?
1  18-24 years 5  55-64 years
2  25-34 years 6  65-74 years
3  35-44 years 7  75 years or older
4  45-54 years
D14. What is your gender?
1  Woman
2  Man
3  Identify in another way  go to D14a
D14a. If you identify in another way, how would you
des
cribe your gender?
1  Agender/I don’t identify with any gender
2  Genderqueer/gender fluid
3  Non-binary
4  Transgender man
5  Transgender woman
6  Two-spirit
7  Identify in another way
Thank you! Please return the completed survey in the postage-paid envelope to:

National Research Center, Inc., PO Box 549, Belle Mead, NJ 085 02 91 ATTACHMENT 1
100

B U D G E T
FISCAL YEARS 2025/26 & 2026/27
ATTACHMENT 2
101

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ATTACHMENT 2
102

TABLE OF CONTENTS
Introduction
Letter from the City Manager .................................................................................................................. 1 GFOA Budget Award for FY 2023-25 Financial Plan ........................................................................... 12 Adoption of Budget Resolution ............................................................................................................. 13 How to Use This Document .................................................................................................................. 14 Budget Calendar ................................................................................................................................... 17 Budget Development Process .............................................................................................................. 17 Key Budget Concepts and Terms ......................................................................................................... 19 About Livermore
City Organization Chart ........................................................................................................................ 24 Directory of City Officials ...................................................................................................................... 25 Map of Livermore and City Facilities .................................................................................................... 26 Mission Statement and Values ............................................................................................................. 28 Community Overview ............................................................................................................................ 29 Household Information ........................................................................................................................ 33 Constitutional Spending Limits ............................................................................................................. 34 Population by Year ............................................................................................................................... 34 Strategic Plan ...................................................................................................................................... 36 Performance Measures ........................................................................................................................ 39 Significant Accounting and Budget Policies ......................................................................................... 46 Long-Term Financial Plan
Long-Term Financial Plan .................................................................................................................... 55 Budget Summary
Budget Summary Narrative .................................................................................................................. 57 City-wide Revenues, Expenditures, and Fund Balances/Working Capital FY 2025-26 and 2026-27 .. 62 Fund Balances/Working Capital by Major and Non-Major Funds FY 2023-24 Actuals ........................ 64 Fund Balances/Working Capital by Major and Non-Major Funds FY 2024-25 Revised Budget .......... 66 Fund Balances/Working Capital by Major and Non-Major Funds FY 2025-26 Budget ........................ 68 Fund Balances/Working Capital by Major and Non-Major Funds FY 2026-27 Budget ........................ 70 Summary of Transfers .......................................................................................................................... 72 Impact of Capital Improvement Plan Budget on Operating Budget ...................................................... 73 Debt Service Budget ............................................................................................................................ 74 City Council ............................................................................................................................................ 79 City Manager .......................................................................................................................................... 83 City Attorney .......................................................................................................................................... 87 Administrative Services Department .................................................................................................... 91 Community Development Department ................................................................................................. 95 Fire Department ..................................................................................................................................... 99 General Services .................................................................................................................................. 103 Innovation & Economic Development Department ........................................................................... 105 Library Department .............................................................................................................................. 109 ATTACHMENT 2
103

TABLE OF CONTENTS
Police Department ................................................................................................................................ 113 Public Works Department ................................................................................................................... 117 Revenues
Revenue Sources by Fund ................................................................................................................. 123 Revenue Description, History & Assumption of Key Sources ............................................................ 137 Expenditures
Expenditure by Function
General Fund Expenditures ................................................................................................................ 161 General Fund Expenditures by Major Category…………………………………………………………… 163 General Fund Budget Sources and Use Tables………………………………………………………...… 167 Citywide Expenditures ........................................................................................................................ 168 Fund Balances
Available Funds, Use of Funds, and Fund Balance
FY 2023-24 Actual ........................................................................................................................... 182 FY 2024-25 Revised Budget ........................................................................................................... 188 FY 2025-26 Budget ......................................................................................................................... 194 FY 2026-27 Budget .......................................................................................................................... 200 Capital Improvement Program
Executive Summary and Analysis ...................................................................................................... 207 Funding Sources ................................................................................................................................ 218 Project Listing by Fund ....................................................................................................................... 220 Project Listing by Program ................................................................................................................. 232 Capital Budget Award ......................................................................................................................... 242 Staff Allocation
Staff Allocation by Department ........................................................................................................... 243 Appendix
List of Funds by Fund Type ................................................................................................................ 249 Relationship Between Funds and Departments .................................................................................. 251 Description of Funds ............................................................................................................................ 254 Glossary of Terms ............................................................................................................................... 258 ATTACHMENT 2
104

INTRODUCTION

LETTER FROM THE CITY MANAGER

Honorable Mayor Marchand and City Council Members,
I
am pleased to present to you, City staff, and our community the Biennial City of Livermore Budget for Fiscal Years (FYs) 2025-26 and 2026-27. The FY 2025-27 budget document (the “Budget”) provides an overview of City-wide revenue and expenditure projections, with a focus on the General Fund and General Fund Reserves. The Budget reflects anticipated revenues from development expected to be completed during the two-year period.

The City continues to be challenged by the rising costs of services and infrastructure but overall remains financially healthy. The Budget carefully balances the need to address critical operational requirements - including increasing employee wages to be competitive with comparable cities - while continuing to appropriately fund the City’s long-term obligations, including capital assets, fleet and information technology replacement needs, and retiree medical benefits (also known as Other Post Employment Benefits or OPEB). Regarding capital assets, the Budget provides the resources necessary to fund maintenance and repairs and replacement of the City’s critical infrastructure including buildings (e.g. expanding and modernizing Fire Station 6; improving conditions of the Police headquarters), sidewalks, walls, street trees, and stormwater improvements.

The Budget presents a prudent spending plan that maintains the current operational service levels to support Livermore’s high quality of life. This document acknowledges the financial challenges Livermore faces in the near and longer term but also celebrates prior year accomplishments. The Budget continues to be a roadmap for progress toward implementing the City’s 2023-28 Five-Year Strategic Plan, which is organized around the following five broad Community Pillars:

1. A Safe Community That Thrives: Support facilities, design programs, and ensure compliance wit h
r
egulations that create a healthy, resilient, and engaged community that is prepared, safe, and hous
ed.

2. E
conomy That Prospers: Encourage a thriving business environment that results in a strong, diverse, resilient economy and supports community prosperity.

3. E
nvironmental Stewardship: Preserve and protect Livermore’s climate and environment for future gener
ations and become a municipal leader in sustainability, reducing and drawing down gr
eenhouse gas emissions, and encouraging sustainable development.

4. I
nclusive & Inviting Spaces & Places: Create inclusive and inviting natural and built places and spaces for contemplation, play, arts, and connection while celebrating our history and encouraging c
ommunity pride.

5. 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 t
he City’s infrastructure.

For details, please refer to the Five-Year Strategic Plan on the City of Livermore website at:

Five-Year Strategic Plan
ATTACHMENT 2
DRAFT BUDGET FY 2025-27

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LIVERMORE’S SHORT-TERM ECONOMIC OUTLOOK
Staff are ex pecting the City’s economy to continue to grow in FY 2025-26 as the housing and commercial development continues in the City. The City’s unemployment rate as of February 2025 was 4%, favorably compared to Alameda County’s 4.4% and the State of California’s 5.5%. The primary indicators of the City’s economy - property and sales taxes - are not trending in the same direction. In FY 2025-26 property taxes are expected to increase by 5.8%, mostly related to new development, while sales tax is expected to decrease by 3.5% related to increased interest rates impacting automobile and large equipment sales. As interest rates have been increasing over the past couple of years, the City is also expecting to realize increased investment earnings in FY 2025-26 of $1.3 million, a 17% increase from FY 2024-25 because of older investments maturing and getting reinvested into higher-yielding investments.

Staff are expecting several housing and commercial developments to come online over the next five years resulting in increased tax revenues, including the downtown development (new retail and restaurants), 1,929 new housing units in the Isabel Neighborhood Specific Plan, and new and expanded commercial land uses (by Gillig, and other local companies). The long-term financial plan includes projected revenues from these new developments. Finally, building permit and inspection fees are expected to grow by $4.2 million or 71% in FY 2025-26 from the FY 2024-25 revised budget as the construction of these developments gets underway.

FY 2025-26 AND 2026-27 GENERAL FUND BUDGET
As described in the table that follows, es timated FY 2025-26 General Fund revenues of $157.9 million are $9.1 million (or 6.1%) greater than FY 2024-25 revised budget General Fund revenues. FY 2026-27 General Fund revenues of approximately $164.3 million are $6.5 million (or 4.1%) greater than the FY 2025-26 budget. Since the City will not have completed negotiations with all but the Police Officers Association (POA), the FY 2025-26 and 2026-27 expenditure budgets included in Table 1 exclude salary and benefit increases for the majority of the City of Livermore and Livermore Pleasanton Fire Department (LPFD) employees. As such, comparing total expenditures from year to year is misleading.

That said, both budgets are balanced, including reserves for the anticipated labor contract increases and operating reserves. The revenue and expenditure increases are outlined below the summary table on the following page.

ATTACHMENT 2
DRAFT BUDGET FY 2025-27

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Table 1. General Fund Budget Overview

Notes:
(1) Includes: Operating Expenditures carried over from the prior fiscal year and funded by the budget surplus and CIP reserves that had been allocated to capital projects through the operating budget. (2) Unused Capital Reserves will be carried forward to FY 2025-26.

General Fund Revenues – As described in the table on the following page, while almost all operating revenue categories are expected to increase, the projected $9.1 million increase in FY 2025-26 General Fund revenues from FY 2024-25 Revised Budget is primarily related to the following changes:
• Property taxes increase of $3.5 million primarily related to new development and the 2% growth rate levied by the Assessor.
• Sales & Use Taxes decrease of $1.5 million based on recent sales tax trends adjusted to reflect expected increased purchases of vehicles and equipment as interest rates are expected to drop over the next six months.
• Investment earnings increase of $1.3 million due to maturing investments that have been and will be reinvested into higher-yielding investments as well as new investments. • Building and Construction Inspection Permit Fees increase of $4.2 million due to increased construction activity that is expected to continue for the next five years. • Miscellaneous Revenue increase of $1.3 million primarily related to the new agreement with Parkwest Casino 580 to expand cardroom tables. (This revenue is primarily used to fund one police and one planning position supporting the development.) • The Other Taxes category decrease of $0.5 million related to Real Property Transfer Tax which has been less than estimates for a couple of years that is offset by increased Residential and Construction Taxes. The Residential and Construction Taxes are based on construction activity that fluctuates. As such, the estimates included in the FY 2025-26 and 2026-27 operating budget are sustainable in future years. If actual Residential and Construction Taxes exceed budget, the increase will be reflected in the year-end budget surplus and available to allocate to capital, liability, and other essential reserves.

FY 2023-24
Actuals
FY 2024-25
Revised
Budget
FY 2025-26
Budget
FY 2026-27
Budget
Revenues $142,028,002 $148,800,148 $157,873,470 $164,358,147 Use of FY23-24 Surplus - 12,996,275 - - Use of Capital Reserves 4,972,892 - - - Net Transfers (13,769,943) (17,666,421) (9,557,397) (9,659,863) Operating Expenditures (123,228,190) (141,120,420) (144,650,802) (149,014,579) Operating Surplus (Deficit) $10,002,761 $3,009,582 $3,665,271 $5,683,705 Reserve for Labor MOUs & Addition to
Reserves - - (3,651,771) (5,674,705) Allocation to Capital Improvement Program (440,846) - - - Addition to Reserves (1,851,634) (2,914,597) - - Total $7,710,281 $94,985 $13,500 $9,000

ATTACHMENT 2
DRAFT BUDGET FY 2025-27

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Table 2. General Fund Revenues

General Fund Expenditures – As described in Table 3, the operating expenditure budget is expected to increase by $3.5 million over the FY 2024-25 revised budget, while the overall expenditure budget including reserves and transfers out is expected to decrease by $1.4 million. The following is a summary of significant changes:
• Wages and Benefits are increasing by $4.9 million related to (1) the recently adopted MOU with the Police Officers Association (POA), (2) three months of the All-Livermore Employees (ALE) salary increases provided in September 2024, (3) Temporary Salary increases of $244,000 for temporary staff to backfill vacancies, (4) three new positions, and (5) increased unfunded allocated pension liability payments of $1.2 million.
• Premiums for the City’s property and liability insurance policies allocated to the General Fund are increasing by $681,000, reflecting a State-wide and international trend. • City of Livermore’s portion of expenses for the joint Livermore-Pleasanton Fire Department (LPFD) are increasing by $770,000 due to (1) annualizing FY 2024-25 COLAs, (2) increased health benefit costs, (3) increased insurance policy premiums, and (4) PFAS remediation and monitoring costs associated with the LPFD’s training tower. • Decreased Services and Supplies of $1.2 million related to a reduced one-time professional services contracts and reallocation of $683,000 of enterprise software budgets to the IT internal services fund that is spread to many City funds.
• Decreased Transfers out of $8.5 million related to one-time $5 million allocation in FY 2024-25 to Workers Compensation and General Liability reserves and a change in practice of budgeting allocations from capital reserves that had been allocated through transfers out from the operating budget.
• The Budget includes a reserve of over $3.6 million in FY 2025-26 and $5.7 million in FY 2026- 27 to fund expected wage and benefit increases in the City’s remaining bargaining units for which the contracts are not expected to be in place before finalizing the budget, as well as operating reserves for which the calculation staff cannot finalize until after the labor agreements are finalized.

FY 2023-24
Actuals
FY 2024-25
Revised
Budget
FY 2025-26
Budget
FY 2026-27
Budget
Property Taxes $58,179,468 $60,621,418 $64,143,762 $67,416,730 Sales & Use Taxes 40,280,986 42,593,316 41,086,606 41,908,338 Franchise Taxes 2,479,274 2,354,300 2,537,344 2,613,464 Business License Taxes 9,829,021 10,500,000 10,418,762 10,731,325 Other Taxes 9,896,574 11,200,012 10,844,090 11,163,413
Licenses & Permits 4,051,029 4,259,000 7,252,799 7,261,048 Fines & Forfeitures 346,405 387,000 386,500 398,270
Use of Money and Property 6,557,541 7,237,501 8,488,168 9,771,259 Intergovernmental Revenue 4,522,641 3,833,548 4,328,164 4,631,220 Charges for Current Services 4,862,047 4,973,153 6,130,207 6,179,158 Contribution - Outside Sources 72,038 - 76,360 78,651 Misc. Revenue 950,978 840,900 2,180,708 2,205,271
Total Operating Revenue $142,028,002 $148,800,148 $157,873,470 $164,358,147 Transfers In 737,455 914,206 480,400 486,735
Total All Revenue $142,765,457 $149,714,354 $158,353,870 $164,844,882 ATTACHMENT 2
DRAFT BUDGET FY 2025-27

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LETTER FROM THE CITY MANAGER

Table 3. General Fund Expenditures

As previously noted, the proposed FY 2025-26 budget includes the following three new full-time equivalent (FTE) positions1: 1.0 FTE Police Officer, 1.0 FTE Associate Planner, and 1.0 FTE Human Resources Analyst. The Police Officer and Associate Planner positions are funded through an agreement with the Parkwest Casino 580. The new Human Resources Analyst position will allow the City to maintain current recruitment efforts.

GENERAL FUND OPERATING RESERVES
The City’s General Fund Reserve Policy, adopted in June 2012 and amended in June 2016, targets an ov
erall reserve level of 30% of the current year’s budgeted operating expenditures and outgoing transfers for debt service. Key components of the General Fund Reserve policy goals include:

• Catastrophic Reserve - 15% of the General Fund’s current operating expenditures plus debt service transfers, to be used in a catastrophic event, in a major emergency, or in periods of severe fiscal crisis (Committed); and

• Economic Reserve - 13.5% of the General Fund’s current operating expenditures plus debt service transfers, to be used during times of severe economic distress such as protracted recessionary periods, State raids on local resources, or other unforeseen events (Assigned); and

• Cash Flow Reserve - 1.5% of the General Fund’s current operating expenditures plus debt service transfers to protect against cash shortfalls related to the timing of projected revenue receipts and to maintain the budgeted level of reserves (Unassigned).

As described in Table 4, the Budget fully funds all required reserves each fiscal year. As previously noted, the budget includes a reserve of approximately $3.6 million in FY 2025-26 and $5.7 million in FY 2026-27 in order to: (1) fund expected wage and benefit increases for the City’s bargaining units for which the contracts are not expected to be in place before finalizing the budget, and (2) help address current and future operating reserve requirements.

1 The budget also includes a 1.0 FTE Senior Management Analyst position that converts a Limited Term Senior Management Analyst position to a permanent position. It also includes an increase of .25 FTE for a Senior Account Clerk position the cost of which is offset by reductions in Temporary Salaries. Both positions do not result in increased costs.

FY 2024-25
Revised Budget
FY 2025-26
Budget
FY 2026-27
Budget
Wages and Benefits $76,972,945 $81,801,824 $83,826,446
Services and Supplies 64,073,845 62,848,978 65,188,133
Capital Outlay 73,630 - - Total Operating Expenditures $141,120,420 $144,650,802 $149,014,579 Reserve for Labor MOUs & Addition to Reserves - $3,651,771 $5,674,705 Capital Expenditure - - - Transfers Out 18,580,627 10,037,797 10,146,598
Total all Expenditures $159,701,047 $158,340,370 $164,835,882 ATTACHMENT 2
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Table 4. Operating Reserves

CAPITAL RESERVES
In addition to operating reserves, the following two reserve funds were established to help fund capital im
provements:

• Existing Asset Maintenance and Repair Reserves – established by the City Council in June 2016 to accumulate resources necessary to address the City’s aging infrastructure identified in the City’s Asset Management Program. The City has annually allocated to the Existing Asset Maintenance and Repair Reserve primarily from year-end budget surpluses. Through FY 2024- 25, there is a total of $12 million in the Existing Asset Maintenance and Repair Reserve. The FY 2025-26 and 2026-27 Capital Improvement Plan (CIP) allocates $4.8 million from that reserve to fund repair and replacement projects, including stream maintenance projects, golf course parking lot drainage project, and replacement Police radios.

• New and Replacement Asset Reserves – established by the City Council in November 2022 as part of the FY 2021-22 year-end close using $14 million from unallocated General Fund reserves. The purpose of the New and Replacement Asset Reserve is to have funding available for enhancement and expansion of capital projects such as new or improved open space projects and expanding and/or improving City facilities. Through FY 2024-25, there is a total of $14.3 million in the New and Replacement Asset Reserve. The FY 2025-26 and 2026- 27 CIP allocates $10.3 million from the CIP reserves to various CIP projects, including Police Department building renovations, Fleet Shop expansion, and Library teen space improvements.

Beginning in FY 2024-25 with the implementation of the new financial system, these two capital reserves are in a separate fund, General Fund Capital Reserve Fund (Fund 101) and therefore no longer in the General Fund operating fund.

General Fund Res erve Category
FY 2023-24
Actual
FY 2024-25
Revis ed
Bud
get
FY 2025-26
Budget
FY 2026-27
Budget
Operating Res erves :

Catastrophic Reserve 15%
(Committed) $26,870,636 $28,327,934 $28,851,761 $29,506,598 Economic Reserve 13.5%
(Assigned) 18,613,813 19,925,382 20,396,826 20,986,179 Cashflow Reserve 1.5%
(Unassigned) 2,068,201 2,213,931 2,266,314 2,331,798 Subtotal Operating Reserves
(30% of Operating Expenses and
Debt
Service) $ 47,552,650 $ 50,467,247 $ 51,514,901 $ 52,824,574 Reserve for Labor MOUs &
Addition to Reserves: $3,651,771 $5,674,705
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OPERATIONAL CHALLENGES
Through FY 2021-22, s till cognizant of the reduction in staffing of 100 Full-Time Equivalents (FTE) during the Great Recession, the City’s cost containment strategies had been to maintain City staffing levels and contain salary and benefit growth to allow General Fund revenues time to grow and align with structural expenditures. Revenues have been in balance with ongoing structural expenditures for a few years and, as a result, since FY 2022-23, the City added a total of 21 new positions to begin rebuilding staffing levels. As previously noted, The FY 2025-26 and 2026-27 General Fund budget includes three new positions - Human Resources Analyst, Police Officer, and Associate Planner positions. In addition, the Water and Sewer enterprise budgets include the following seven new positions:

Table 5. New Positions

The City has been facing challenges recruiting and retaining staff, particularly Police Officers and Public Safety Dispatchers. To better understand the challenges, in FY 2024-25, the City completed a comprehensive compensation study (the “Study”) to determine whether salary adjustments are warranted to attract and retain staff. The Study identified several positions that had total compensation more than 5% below market2. The City has adjusted salaries for several of those positions including Police Officers and Public Safety Dispatchers. Those adjustments are included in the FY 2025-26 and 2026-27 budget. The remaining adjustments will occur during negotiations with the City’s bargaining units.

FUNDING LONG-TERM OBLIGATIONS
The Budget prov ides appropriate levels of funding for several long-term obligations, including Fleet and Technology Replacement, Other Post-Employment Benefits (OPEB), Workers’ Compensation, and the Capital Improvement Plan (CIP). An ongoing commitment to appropriately fund these expenses is essential to ensure the City’s future operational preparedness, fiscal health, and sustainability. The sections below discuss the City’s funding strategy and approach to continue to effectively manage each of these important long-term obligations.

Fleet and Information Technology Replacement Programs - The Budget provides approximately $2.5 million in FY 2025-26 and $2.6 million in FY 2026-27 for fleet replacement. This funding is used to regularly replace police cars, fire engines, and other City vehicles. The Information Technology

2 The City’s Compensation Policy states that total compensation will be between 5% above or below the median of the City’s comparison cities.

Enterprise Funds New Positions TOTA L FTE
Water Distribution Operator I/II/III 2
Supervising Water Distribution Operator 1
WR Mechanic I/II 1
Administrative Clerk I/II 1
Wastewater Collections System Worker I/II/III 2
TOTA L FTE 7
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Replacement program provides for the replacement of information technology systems and equipment and funds on-going software subscriptions. The Budget adequately funds the Information Technology Replacement Program with approximately $350,000 annually.

Other Post-Employment Benefits (OPEB) - OPEB is a non-pension retirement benefit that certain employees receive upon their retirement, such as retiree health care. When these benefits were first offered by the City, the cost was quite modest, and benefits were funded on a pay-as-you-go basis.

Sharp increases in the cost of health care in the 1990s and early 2000s made this approach imprudent.

Beginning in 2006, the City’s funding policy was to set funding aside in an irrevocable trust and to ramp up funding to the full Actuarial Determined Contribution (ADC) over ten years. The City also changed the retiree medical benefit from a defined benefit (City funded medical premiums) to a defined contribution (City funded contribution to a Retiree Health Savings (RHS) account). This action limited the number of participants receiving retiree medical benefits and therefore limited the City’s liabilities.

In June 2013, the Council directed staff to develop a comprehensive solution to address the City’s OPEB liabilities. The solution required an increase in funding and cooperation from employee bargaining groups to modify health care benefits. The City was successful in stabilizing its benefit costs and subsequently implemented a strategy to fully fund its ADC.

To ensure the City does not over-fund its OPEB obligation and have a significant balance in its OPEB Trust Fund after the retiree medical benefits program ceases, City Council adopted a policy to fund the City’s OPEB liability at no more than 80% by FY 2033-34. Under this OPEB funding policy, the City will likely fund the last 10 to 20 years of benefit payments from the City’s budget, when there should be a very small number of retirees receiving benefits, all of whom will be on Medicare and therefore a manageable expense. The City’s pension-related expenses will also be significantly lower at that time since the City’s unfunded pension liability incurred during and shortly after the Great Recession will be fully funded.

Workers’ Compensation Reserves - The City is self-insured for its workers’ compensation program up to $500,000 per claim. The Budget includes resources to sufficiently fund the Workers Compensation claims at a 70% confidence level of actuary estimates, which is an industry standard. The remaining Workers Compensation fund balance is sufficient to cover long-term claims payable at the 70% confidence level.

General Liability Reserves – The City maintains cash reserves equal to at least the 70% Confidence Level for Long-term Claims Payables to be available to settle lawsuits and other claims submitted to the City.

Infrastructure and Facility Maintenance and Repairs - The largest and most complex underfunded liability is infrastructure and facility maintenance and repairs, which is primarily addressed through the five-year capital improvement program (CIP).

CIP Funding - General Fund contributions to the CIP program range between $2 million and $8 million annually, primarily through allocating a portion of the General Fund year-end surplus to CIP reserves.

General Fund contributions to the CIP finance infrastructure and maintenance projects that have no other funding sources. Traditionally, these projects have included American with Disabilities Act (ADA) improvements, arroyo maintenance and stabilization (Stormwater), major facility upgrades, sidewalk repairs, decorative walls, and local match dollars for street improvement projects.

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As previously noted, the City currently has $12 million in an Existing Asset Maintenance and Repair Reserve and another $14.3 million in a New and Replacement Assets Reserve to be available to fund capital projects for a total of $26.3 million in CIP reserves. Using these two funding sources, the CIP budget allocates a total of $15.1 million to the FY 2025-26 and 2026-27 CIP to fund projects, including stream maintenance projects, the Fire Station 6 replacement project, Police Department building renovations, the fleet shop expansion, Police replacement radios, and the golf course parking lot drainage project. While the proposed funding level allows for continued progress, there are unfunded CIP project requests that currently remain unaddressed.

St
aff continue to implement a comprehensive Asset Management Plan that identifies specific actions and ongoing levels of financial resources needed to maintain the City's assets. In addition, staff is preparing to bring a series of policies to Council for review and approval that will (1) clarify responsibility for maintenance of street trees, (2) align the City’s ordinance for sidewalk maintenance responsibilities with state law and establish a program to ensure that sidewalk maintenance is performed, and (3) educate property owners about the City’s laws related to street tree, sidewalk, and wall/fence maintenance and ultimately enforce those requirements. Beyond these actions, significant additional financial resources will be necessary to maintain the City's existing infrastructure at current levels of service.

Much of Livermore’s future fiscal sustainability is linked to adequately funding its long-term obligations.

Progress has been made in this area, and sound strategies will continue to be pursued with discipline and fortitude.

LIVERMORE’S FUTURE FINANCIAL HEALTH
As part of the budget process, staff prepared a fiv e-year General Fund forecast to identify available resources and expected cost increases and prioritize new positions and contractual services. Details of the City’s five-year forecast are included under the Long Term Financial Plan. The following chart shows the expected revenue and expense trends over the next five years. As described in the chart, revenues are expected to grow such that by FY 2027-28, there will be an approximately $1.2 million surplus growing to $5.1 million by FY 2029-30. The increasing revenues are the result of new development expected to occur primarily in the Isabel Neighborhood Specific Plan area as well as downtown. As a result of this development, the City will have additional funds available for capital projects, including a new fire station, and major maintenance and repairs of existing facilities.

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Chart 1. General Fund Forecast
Alt
hough Livermore’s current financial picture is relatively positive, there are the following areas of concern to consider.

Stor
mwater Regulations- The State of California continues to increase stormwater regulations and mandate a variety of compliance measures that are currently unfunded. The City will spend approximately $15.8 million ($6.7 million in CIP, plus $9.1 million in Operating expenditures) implementing mandated stormwater activities and projects during the period covered by the Budget, most of which represents a General Fund subsidy. It will be important to secure a sustainable long-term funding source for this purpose.

CalP
ERS Costs - CalPERS approved a policy to “de-risk” their investment portfolio, which resulted in reducing the discount rate at which CalPERS amortizes the City’s pension liability that began in FY 2018-19. CalPERS implemented a 20-year rate amortization and a five-year phase-in for these significant changes. The phase-in began in FY 2016-17 and increased the City’s annual operating costs by roughly $5-6 million when it was fully implemented. Based on CalPERS’ most recent 20-year rate amortization schedule, the City’s annual pension contributions will level out starting in 2030 and then begin to steadily decline until the City’s unfunded liability is fully repaid in 2043. However, if there is a serious downturn in the market, like that which preceded the Great Recession, that seriously affects CalPERS investment returns, the City’s unfunded pension liability will increase, as will its annual pension contributions.

Insurance P
remiums – The City’s insurance premiums have increased by 455% over the past seven years, from $757,000 in FY 2018-19 to $4.2 million in FY 2025-26. Insurance premiums are expected to continue to increase beyond the rate of inflation into the foreseeable future. Large awards and settlements associated with police actions, dangerous conditions, and auto liability are driving liability insurance premiums. Property insurance rate increases can be attributed to extreme weather events such as heavy rain, extreme wind, flooding, and wildfires that cause property damage.

FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Total Sources $175 $158 $165 $172 $179 $185
Total Uses $160 $158 $165 $171 $178 $180
$140
$145
$150
$155
$160
$165
$170
$175
$180
$185
$190
Millions
Fiscal Years
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Sales Tax Concentration - Sales tax is currently the City’s second-largest revenue source, thanks in part to the current popularity of the outlet mall and surrounding retail. It is important to be aware that the City derives 30% of all sales tax revenue received from that geographic area which focuses on retailing consumer goods. There are some concerns to monitor regarding this important source of revenue, including the trend away from brick-and-mortar retail to internet shopping which has the potential to undermine this revenue source. Consumer taste changes, as well as direct competition from similar retail centers being planned within the region, also threaten to impact this critical revenue source.

Additionally, the outlet mall generates a significant portion of its business from international tourism, placing at least a portion of the revenue at risk when international travel is suspended like it was during the early phases of the pandemic.

CONCLUDING COMMENTS
The City continues to be on a steady financial course to achieve long-term financial sustainability. The FY 2025-27 Budget includes funding for long-term obligations related to infrastructure, fleet, and information technology. While General Fund reserves are currently fully funded, potential future increased liabilities, deferred infrastructure, and deferred facility maintenance could temper the City’s progress.

I
appreciate the time and talents of the City staff throughout the organization, led by the Executive Team, working together to develop this thoughtful spending plan. I wish to specifically acknowledge the Finance Division for their perseverance and dedication in balancing the budget and preparing this document. Last, but definitely not least, I wish to thank the City Council for their unwavering leadership, and support of staff’s efforts to serve our community with professionalism, integrity, and kindness.

Respectfully submitted,
Marianna A. Burch
City Manager
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BUDGET AWARD

GFOA DISTINGUISHED BUDGET PRESENTATION AWARD
The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to City of Livermore, California for its biennial budget Fiscal Years beginning July 1, 2023. To receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. This award is valid for a period of two years only.

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INTRODUCTION
** NOTE: previous Resolution for FY 2023-25. To be replaced once budget is adopted ** ATTACHMENT 2
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OVERVIEW
This document reflects the City’s continued use of a two-year budget which emphasizes long-range planning and effective program management including:
• Reinforcing the importance of long-range planning to manage the City’s fiscal affairs. • Concentrating on developing a budget to accomplish the City’s goals and objectives. • Establishing realistic timeframes for achieving goals and objectives. • Creating a proactive budget that provides for stable operations and assures the City’s long-term fiscal health.
• Promoting predictable, smooth spending patterns.
• Reducing the amount of time and resources allocated to preparing annual budgets.

Appropriations are for a two-year period; however, there is usually an update for the second year of the budget to reflect revised revenue and expenditure assumptions. Additionally, unexpended Capital Improvement Program (CIP) appropriations carry over into subsequent years.

PURPOSE OF THE BUDGET
Although the City’s budget document may introduce new plans or policy goals, its main purpose is to serve as the Council’s primary tool to allocate resources to implement existing plans and policies.

Through various policy documents and plans - such as the 5-year Strategic Plan, General Plan; Downtown Specific Plan; Urban Growth Boundary, and South Livermore Specific Plan - the City established several long-term goals to accomplish.

The fundamental purpose of the City’s Budget is to link what needs to be accomplished in the near term with the resources required to do so.

The City’s Budget process does this by:
• Identifying the most important things to be accomplished for the community. • Establishing a reasonable time frame and organizational responsibility for achieving them. • Allocating the resources necessary to do so.

BUDGET ORGANIZATION
To identify the most critical programs and projects for the City to accomplish over the next two years and allocate the resources to do so, the budget serves four roles:

1. Policy Document sets forth goals and objectives to be accomplished.

2. Fiscal Plan identifies and appropriates the resources necessary to accomplish goals and objectives and deliver services while maintaining the City’s fiscal health.

3. Operations Guide describes the basic organizational units and activities of the City.

4. Communications Tool provides the public with a blueprint of how public resources are used and how these allocations are made.

In meeting these roles, the budget is organized into ten sections. Each section is introduced by an overview that describes its purpose, format, and content.

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INTRODUCTION
This section consists of the Letter from the City Manager, which provides an overview of the FY 2025- 27 Budget. Also included are the GFOA Distinguished Budget Presentation Award and the resolution adopting the Two-Year Budget.

ABOUT LIVERMORE
Includes a historical overview of the community, City highlights and accomplishments, mission statement, organizational values, organization chart, map, and 5-year Strategic Plan. In addition, this section describes the other major policy documents and preparation guidelines used in developing and executing the Budget, including Significant Accounting Policies, Budget Policy, Debt Policy, and Constitutional Spending Limits.

LONG-TERM FINANCIAL PLAN
The Long-Term Financial Plan (LTFP) is a 5-year financial forecast of the General Fund. It is intended to provide a frame of reference to help evaluate the City’s financial condition and help assess the long- term financial implications of current and proposed budgets, programs, and assumptions.

BUDGET SUMMARY
This section provides financial summaries, including an overview of revenues, expenditures, and transfers over the 2-year budget cycle, fund balance by major and non-major funds, long-term debt information and budgeted debt service schedules. Sources and uses schedules are presented by fund type, sources of revenues, as well as major category expenditures. Also included is the Capital Improvement Program budget impact on the operating budget and a list of funds by department.

DEPARTMENT NARRATIVES
Presents the operating programs that form the City's basic organizational units:
• Establish policies and goals that define the nature and level of services to be provided. • Identify activities performed in delivering program services. • Propose objectives for improving the delivery of service. • Identify the resources required to perform activities and accomplish objectives. • Identifies performance measures used to analyze outcomes of City services and progress towards implementing major goals and objectives.

REVENUES
This section provides combined and individual statements of revenues for each of the City's operating funds. It includes financial and statistical information such as revenue estimates, assumptions, and inter-fund transactions.

EXPENDITURES
Provides a summary of expenditures and expenditures by major expense category for each of the City's operating funds.

FUND BALANCES
Provides combined statements of fund balance changes for each of the City's operating funds by year.

CAPITAL IMPROVEMENT PLAN
Presents the City's Capital Improvement Program budget.

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STAFF ALLOCATION
Includes authorized staffing levels and allocation history.

APPENDIX
Provides a listing and description of all City funds and the relationship of departments with funds. It also includes a Glossary of Terms that may be unique to local government finance departments or the City’s Financial Plan.

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BUDGET CALENDAR
JANUARY 2025
Budget Module Set-up
FEBRUARY 2025
Position Control sent out to departments
LEAP system access opens for budget entry
MARCH 2025
Budget Model closes and Finance reviews budget
APRIL 2025
City Manager and Executive team reviews budget and Finance assembles budget book
MAY 2025
May 19 City Council Budget Workshop
JUNE 2025
June 9 City Council final budget approval
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OPERATING BUDGET DEVELOPMENT PROCESS
The City develops a two-year budget every other year and updates the second-year budget, if necessary, at the end of the first year. The fiscal year begins on July 1 and ends on June 30 of the following year. Livermore is a general law city; therefore, it is not subject to a budgetary process prescribed by statute or charter.

The City uses the following process to develop its two-year budget:

For the first year of the Budget:
• In October, the Finance Division prepares the 5-year General Fund forecast including requested new positions, contractual services, anticipated labor contract increases, and increased revenues from new development.
• Between October and February, the Engineering Division works with departments to identify priority CIP projects, develop cost estimates, and works with the Finance Division to develop a funding plan.
• In December and January, Executive Team members (department heads) review the 5-year forecast to establish funding priorities that help establish the Budget foundation. • In February, departments prepare and submit budget requests in support of their operational needs and anticipated service levels. The combined draft budget figures include estimated expenditures and forecast revenues.
• In March, the Executive Team reviews the proposed CIP. • In April, Executive Team members review budget allocations to ensure the 5-year Strategic Plan goals are funded, acknowledge resident input on service priorities, and balance the proposed budget.
• In May, the City Council provides direction and comments on the proposed budget and CIP at a public workshop.
• The City’s Planning Commission determines the consistency of the CIP with the General Plan. • The operating budget includes a summary of proposed expenditures and projections of financial resources. The CIP appropriations are included in the financial plan. • If needed, the City Council is presented with new fee schedules for adoption prior to the public budget hearing.
• The City Council approves the budget by adopting a resolution no later than June 30, which sets the appropriation levels for the periods covered by the budget.

In the second year of the two-year budget:
• In February, the Administrative Services Department issues the mid-year budget report to City Council.
• In February, departments prepare and submit budget requests for the second year to support operational needs and anticipated service levels. The draft budget update includes estimated expenditures and forecast revenues.
• In March, the Leadership Team meets to review the budget update. • In April, staff prepare an update of the two-year budget if necessary. • In May, the City Council examines budget changes at a public budget workshop.

In June, the City Council approves the budget modifications, if any, at a public meeting by adopting a resolution.

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INTRODUCTION
Budget
Budgets are plans for how organizations use projected resources (revenues) for payment to perform operations or provide services (expenditures) over a defined period. Budgets are prospective planning tools and must balance revenues and expenditures within the defined period.

Fiscal Years
The key time period for the City is the fiscal year (FY). The City’s fiscal year begins on July 1st and ends on June 30th of the following year. Fiscal years are generally expressed as follows: FY 2025-26 begins July 1, 2025, and ends June 30, 2026. Fiscal Years may also be divided into quarters or monthly periods for reporting purposes. It is important to note that some grants awarded to the City may or may not synchronize with the City’s fiscal year. These grants often follow a schedule based on the granting agency’s fiscal period or other predetermined period as determined by the grant agreement.

Funds
Funds are groups of revenue and expenditure accounts that must be balanced individually and separately. They function in the City's Budget like having separate bank accounts to track different personal finances. The City’s Budget contains approximately 100 funds, the largest of which is the General Fund. The General Fund is considered discretionary, because there are few restrictions on how these resources may be allocated. All the other funds normally have restrictions on the types of activities they support. These restrictions may be established by local ordinance, federal or state law, or grant agreements.

Department & Organizational Structures
The City is organized into various departments as defined in Section 2.09.010 of the Livermore Municipal Code. These departments are responsible for delivering the various external and internal services of the City. Several departments were established by the City Council and generally include the name “Office” in the title. These include the City Manager’s Office and the City Attorney’s Office.

Because departments are not funds, departmental revenue and expenditures may be recorded and budgeted in one or more funds. Similarly, one fund may contain one or more departments' revenue and expenditures.

The budget documents include three quasi-departments: The General Services (or Non-Departmental), Transfers, and Capital Improvement Program. These three groups are distinguished from traditional departments in that they do not have operational staff attributed to them. These groups are used to record various inter-departmental projects and citywide costs, such as debt service or major infrastructure projects.

Revenues
Revenues can be generally understood as the sources of income for the City and are divided into several categories or fund types. Tax revenues are largely unrestricted and are allocated to the General Fund. Grant revenues are restricted by the grant agreement and often require matching contributions from other sources. Special revenues include voter-approved measures and are restricted for a specific purpose. Revenues from fines and penalties are largely unrestricted and result from enforcement activities. Based on best practices, one-time revenues (e.g., land sales) should not be used to support ongoing expenditures. Fee and Service Charge revenues support many City functions. The rate charged for fees and service charges is regulated by state law. Generally, fees may not exceed the cost of providing a service. Fees are listed in the City’s Master Fee Schedule, which is approved ATTACHMENT 2
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INTRODUCTION
annually through a City Resolution, but can be modified at any time with City Council’s approval. The current Master Fee Schedule can be found on the City’s website.

Revenues are budgeted and recorded into specific accounts. These accounts are aggregated for reporting into categories such as property tax, license and permits, and charges for current services.

Operating Expenditures
Operating Expenditures reflect the costs associated with the provision of services and performance of operations by the City. There are two major categories of expenditures: personnel expenditures, and services and supplies expenditures. Personnel expenditures include the cost of paying City employees to perform various functions and provide services to the public. These costs include salaries, overtime, retirement, and healthcare costs. Services and Supplies expenditures include non-labor related costs and are processed through the City’s contracting and purchasing systems and include items such as contracts for services, supplies and materials, utilities, equipment purchases, and debt payments.

Expenditures are budgeted and recorded into many different accounts. These accounts are aggregated for reporting purposes into broader categories that include wages and benefits, services and supplies, or capital outlay.

Fund Transfers
In certain cases, monies may be transferred between City funds. For instance, General Fund revenues are required to pay for principal and interest payment on the City’s long-term debt. Therefore, General Fund transfers monies to Debt Service Funds. When a transfer occurs between funds, the “sending” fund (where the transfer comes from) records an expenditure and the “receiving” fund (where the transfer goes to) records revenue. This is to ensure that the overall budget remains balanced.

Budget Balancing
The term ‘balanced’ refers to when all projected revenues are equal to all projected expenditures in a budget or forecast. If projected revenues exceed projected expenditures, then the budget or forecast is said to have a projected surplus. If projected expenditures exceed projected revenues, then there is a projected shortfall. By policy, the City Council must adopt a balanced budget.

A structural imbalance occurs when there is a difference between ongoing revenues and expenditures where they do not match and balance. A budget that uses one-time revenues to pay for ongoing expenditures may be balanced over the fiscal period but suffers from a structural imbalance: in this case a structural shortfall. By contrast if ongoing revenues exceed ongoing expenditures, a budget may have a structural surplus.

Fund Balances & Reserves
At the end of each fiscal year, each fund’s revenue collections are compared against incurred expenditures. If expenditures exceed revenues, then that difference is reduced from the “fund balance.” A negative fund balance occurs when cumulative fund expenditures exceed cumulative fund revenues.

By contrast, a positive fund balance exists when cumulative revenues exceed cumulative fund expenditures. When revenues are more than expenditures, a surplus occurs, which is added to that fund’s fund balance.

If a positive fund balance is restricted or earmarked in its usage, it is called ‘restricted’ or ‘reserved.’ For example, the General Fund has a 30 percent reserve requirement for major emergencies and unanticipated events. Therefore, the General Fund budget includes contribution to reserves which is taken from the positive fund balance to fund the reserves. Other funds may have a positive fund ATTACHMENT 2
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KEY BUDGET CONCEPTS AND TERMS

INTRODUCTION
balance that must be reserved or restricted to support the purpose of that individual fund. This may include future anticipated expenditure needs such as low-income housing or future costs associated with capital projects.

Assets & Liabilities
Assets are tangible and intangible items that hold value and include City cash, investments, buildings, land, and equipment. Assets can be divided into two types: current and long-term/fixed assets. Current assets include cash, receivables, and short-term investments. Long-term and fixed assets include things such as long-term investments, and capital assets that have value, but cannot be quickly converted into cash. Capital “Assets” can generally be defined as items the City owns that will provide a benefit in the future, such as land, buildings, vehicles, and equipment.

Sometimes the City needs to borrow money (“issue debt”) to acquire and/or build new capital assets.

Liabilities are monetary amounts that the City is obligated to pay based upon prior events, transactions, or other financial commitments. For example, if the City owes money resulting from borrowing or issuing debt (e.g., bonds), those would be considered liabilities. Liabilities can also be divided into two types: current liabilities and long-term liabilities. Current liabilities are those that the City expects to pay within a one-year period. This includes wages paid to active employees for hours worked, or bills for utilities. Long-term liabilities are obligations that the City will pay out over a period greater than one year such as pensions, retiree medical obligations, and long-term debt service.

Unfunded Actuarial Accrued Liability (UAAL), or Unfunded Liability, is often mentioned in conjunction with government finances. UAAL is defined by the State Actuarial Standards Board as “the excess of the actuarial accrued liability over the actuarial value of assets”. Simply put, it is the amount that an entity is projected to owe that is not covered by projected future payments under a specific payment methodology, or by assets currently held by the entity. Unfunded Liabilities typically refer to the City’s future pension and retiree healthcare projected costs for which the City does not have sufficient funds to cover.

Financial Reports & Actuals
“Actuals” are recorded revenues and expenditures that have occurred over a defined period. While budgetary numbers are projected prior to the close of a fiscal period, actuals are recorded after the fact.

A financial report is a statement of actuals and accruals. Actuals can be divided into two categories:
unaudited and audited. Audited actuals mean that financial reported data has been audited by an independent financial auditor. The City has an independent financial audit conducted following the close of each fiscal year to provide an independent opinion as to whether the City’s financial statements are stated in accordance with General Accepted Accounting Principles (GAAP). The audited actuals are presented in the Annual Comprehensive Financial Report (ACFR). Unaudited actuals refer to the City’s financial data and reports which have not been audited by an independent financial auditor. “Actual” data reported in this budget document is audited data.

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ABOUT LIVERMORE
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ORGANIZATION CHART

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DIRECTORY OF CITY OFFICIALS

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MAP OF LIVERMORE AND CITY FACILITIES

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MAP OF LIVERMORE AND CITY FACILITIES

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MISSION STATEMENT AND VALUES

ABOUT LIVERMORE

MISSION STATEMENT
We work to enhance the quality of life for Livermore community members by providing safe, 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.

VALUES
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 as we make 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.

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COMMUNITY OVERVIEW

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HISTORICAL OVERVIEW
In 1869, William Mendenhall developed a new town when the first train went through the Livermore Valley. The only direct route from San Francisco to the gold fields and Sacramento was through this area. Mendenhall named Livermore in memory of his good friend, Robert Livermore, who once owned a 20,000-acre land grant called Rancho Las Positas in the area.

In the 1870s, Livermore experienced a population surge due to the arrival of several different immigrant groups. When the City was incorporated on April 1, 1876, it resembled a traditional western town with wooden sidewalks and horse-drawn buggies. By the 1880s, cattle, sheep, and horses grazed the hillsides, and Livermore’s high valued hay and grain found eager buyers, even in Europe. More importantly, the planting of grape cuttings in the region’s sandy and gravel-filled soil would be the beginning of the valley’s successful wine industry.

As Livermore flourished, so did education in the valley. Livermore College, a private high school, was established, followed by Livermore Union High School, California’s first Joint Union High School. In 1902, Livermore became the first town in California to establish a free municipal public library. The Carnegie Library, designed by William H. Weeks, opened in 1911.

After the turn of the century, Alameda County founded a hospital for treating tuberculosis, and the United States government established a Veterans Hospital. Additionally, the Livermore Rodeo was established, which benefitted the American Red Cross during World War I. The Livermore Stockmen’s Association continues to hold an annual rodeo on the second weekend of June.

In the 1950s, the University of California established a Radiation Laboratory at the previous World War II Naval Training Station site at East Avenue and Greenville Road. The Radiation Laboratory expanded into the world-renowned Lawrence Livermore National Laboratory (LLNL). A few years later, Sandia National Laboratories’ California site opened to provide engineering expertise for the original Radiation Laboratory and continues to collaborate with LLNL.

Today, Livermore’s agricultural, science and technology, cultural arts, and vibrant wine heritage provide a unique blend of small-town ambiance with urban amenities. As a result, Livermore consistently receives high resident survey ratings. For over 150 years, the City of Livermore has remained a desirable place to live, work, and visit.

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ABOUT LIVERMORE
Livermore is a general law city with a council-manager form of government and an estimated population of approximately 86,000 residents. Award-winning wineries, farmlands, and ranches that mirror the valley’s history surround Livermore. The City of Livermore encompasses 26 square miles and is the easternmost city in the San Francisco Bay Area. Protected by the coastal mountain range, Livermore Valley enjoys a mild, Mediterranean climate that promotes the pursuit of a healthy, relaxed lifestyle. In 2017, the Livermore City Council approved the Livermore Tarplant (Deinandra bacigalupii) as the City’s official flower. The Tarplant, an endangered species, grows only in the dry, alkaline meadows and grasslands of northern Livermore and produces small yellow flowers from June to October.

SCIENCE & TECHNOLOGY
Livermore is the only city in the United States with two national laboratories: Lawrence Livermore National Laboratory and Sandia National Laboratories-CA. The laboratories’ missions span several national programs, including homeland security, combustion and renewable energy, water resources, and biosciences. Research efforts include developing the pursuit of fusion energy, vehicles of the future, decoding the human genome, and studying climate change. One such successful effort recently occurred when on December 5, 2022, a team at Lawrence Livermore National Laboratory’s National Ignition Facility achieved fusion ignition, the first controlled fusion experiment in history to reach this milestone.

Many exciting partnerships between the laboratories and the community developed over the years. The Livermore Valley Open Campus allows science, business, and academic collaborations on advanced manufacturing, cyber-security, and high-performance computing. The i-GATE Innovation Hub provides R&D facilities for life sciences and deep tech startups through the Daybreak Labs incubator and a supportive ecosystem of services and partners through the Startup Tri-Valley initiative. The City celebrates Livermorium Day every May to commemorate Element 116 on the periodic table of elements.

THE ARTS
The Livermore community supports a well-established, extensive, diverse collection of cultural arts organizations. Music lovers enjoy the local symphony orchestra, opera company, or chamber ensembles at the downtown Bankhead Theater, a 500-seat performing arts venue. Residents also delight in ballet, modern, and other styles of dances, as well as comedic and dramatic plays or musicals. The City appoints a Poet Laureate to express its commitment to the literary arts. The Livermore Public Library hosts rotating exhibits of paintings and photographs. Colorful quilts hang from trees during the well-renowned summer quilt festival at a local garden nursery, and tree sweaters adorn downtown trunks in the fall.

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VITICULTURE
Livermore Valley Wine Country is the oldest wine region in California. Less than an hour east of San Francisco, Livermore Valley Wine Country’s picturesque canyons and ridges welcome locals and visitors to the valley’s vineyards and tasting rooms, which are an integral part of Livermore’s quality of life. The Livermore Valley area boasts over 50 wineries. In the 2023 San Francisco Chronicle Wine Competition, the largest wine competition in North America, 174 medals were awarded to Livermore wineries, with eight awarded Best of Class and another 20 winning Double Gold. Popular wine bars, tasting rooms, and lovely wine stores also thrive in downtown Livermore.

DOWNTOWN
Livermore community members and visitors love the vibrant, family-friendly downtown for its numerous restaurants, boutiques, cinemas, bars, The Bankhead Theater, and a variety of parks and open spaces, including the beloved Lizzie Fountain, Stockmen’s Park, and Livermorium Plaza, which commemorates the creation of the livermorium element by a team of scientists from Lawrence Livermore National Laboratory. Improvements continue in the heart of downtown with a new parking garage, restaurant and retail spaces, and other desired community amenities.

SPORTS AND RECREATION
The collaboration between the City of Livermore and the Livermore Area Recreation and Park District (LARPD) has resulted in more than 40 park venues encompassing nearly 2,000 acres, including community parks, dog parks, trails, sports fields, and open space parks. LARPD offers preschool classes, before-and-after-school programs, youth and adult sports, aquatics, senior services, recreation classes, facility rentals, and special events. The 71,000-square-foot Robert Livermore Community Center includes meeting and activity rooms, a full-size double gymnasium, a 400-seat banquet hall, and two outdoor pools.

COMMUNITY EVENTS
The Livermore Rodeo and Parade and Downtown Street Fest are two long-running annual special events. Residents enjoy the annual Downtown Halloween Carnival, Holiday Parade and Tree Lighting, Fourth of July Celebration at the Livermore Municipal Airport, and weekly farmers markets. Livermore also attracts popular events with regional, national, and international fans, including the Little League Intermediate World Series and Livermore Valley Half Marathon.

TRANSPORTATION
Livermore is conveniently located near two major freeways, I-580 and I-680, and is close to the metropolitan areas of San Francisco, Oakland, and San Jose. In addition to its proximity to the San Francisco, Oakland, and San Jose International Airports, the City of Livermore owns and operates the Livermore Municipal Airport, which has operated for over 60 years as a vital general aviation reliever airport, handling more than 180,000 operations annually. It supports jobs, reinvestment, and emergency response while hosting over 400 tenants, businesses, and government agencies. With six flight schools, it plays a key role in pilot training and strengthens the region’s aviation and business sectors.

Livermore also contains two stops on the Altamont Commuter Express (ACE) rail system.

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EDUCATION
Livermore Valley Joint Unified School District (LVJUSD) is an award-winning district that serves more than 13,300 transitional kindergarten through 12th-grade students at nine elementary campuses, two K- 8 schools, three middle schools, two comprehensive high schools, and two alternative schools. The LVJUSD features International Baccalaureate Programmes, a Dual Immersion Program, and a STEM pathway, TK-12. The mission of the LVJUSD is to ensure that each student will graduate with the skills needed to contribute and thrive in a changing world.

Las Positas College has 8,500 daily enrolled students and offers a curriculum for students seeking transfer to a four-year college or university, career preparation, or basic skills education. The College is nationally recognized for its Veterans First Program. It has been named the #1 Community College in California by Intelligent.com and the #6 Community College in America by Niche.com.

The Livermore Public Library offers educational opportunities for all ages. Resources include a homework help center, early learning classes, STEM workshops, adult literacy tutoring, a Career Online High School program, a Digital Library with online courses and research materials, and much more.

BUSINESS
Livermore has a diverse and innovative business community and one of the most talented workforces in the world, anchored by the presence of two world-renowned research laboratories, Lawrence Livermore National Laboratory and Sandia National Laboratories. Innovative companies like Lam Research, Topcon Positioning Systems, Wiley X, and FormFactor call Livermore home, capitalizing on Livermore’s strong industrial real estate base and access to talent. Oaks Business Park on Isabel Avenue has attracted large employers like Gillig, Dräxlmaier, and Tesla. Alongside Livermore’s robust innovation economy, microbreweries and wineries flourish while the San Francisco Premium Outlets and small boutique retail shops continue to provide residents and international visitors with a unique shopping experience.

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HOUSEHOLD INFORMATION

Total Housing Units 32,026
(source: HdL Coren and Cone 2024-25 Property Data)

Median Household Income (2023) $153,602
(source: United States Census Bureau 2019-2023)

Median Home Value (December 2024) $1,225,000 (source: HdL Coren and Cone – Alameda County Sales History)

Property Tax Rate (2024-25) 1.1348%
(source: Alameda County Auditor-Controller)

Population (January 2025) 85,189
(source: California State Department of Finance)

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ABOUT LIVERMORE

CONSTITUTIONAL SPENDING LIMITS
This report is released in early May and staff is calculating limit. Will be updated in Final report.

CONSTITUTIONAL SPENDING LIMITS
Article XIII B of the California State Constitution, adopted by California voters in 1980, places limits on the amount of proceeds of taxes state and local government agencies can receive and appropriate each year pursuant to a formula based on certain FY 1978-1979 data. Effective in FY 1990-1991, Proposition 111 and SB 88 (Chapter 60/90) modified the manner in which the appropriations limit was calculated and requires the annual election of an inflation adjustment factor and a population factor.

The California State Department of Finance releases inflation adjustment factors as well as population estimates to local agencies in May of each year as of January 1.

65,000
70,000
75,000
80,000
85,000
90,000
95,000
1,350,000
1,400,000
1,450,000
1,500,000
1,550,000
1,600,000
1,650,000
1,700,000
City vs. County Population
Alameda County Population
City Population
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ABOUT LIVERMORE

CONSTITUTIONAL SPENDING LIMITS
This report is released in early May and staff is calculating limit. Will be updated in Final report.

The population factors may be either the change in City population or the change in County population.

The cost-of-living factors may be either the change in California per capita income or the change in the City of Livermore’s non-residential new construction valuation. Typically, an agency selects the factors which provide for the largest growth to the limit. For FY 2023-24, the population factor chosen is growth within the County, as it was larger than the growth within the City. The cost-of-living factor selected by Livermore is the percentage change in California’s per capita income because it exceeded the assessed value in the preceding year due to new non-residential construction. Based on the above calculation factors, the Limit of Appropriations for FY 2023-24 is $457,826,732. Appropriations subject to this limit are $108,965,618. The City Council adopts the appropriation limit for the ensuing fiscal year in June. A summary of the last twenty years of the City’s appropriation limit and appropriations subject to limit is shown in the following chart.

$0
$50
$100
$150
$200
$250
$300
$350
$400
$450
$500Millions
Proposition 111 Appropriations Limit
Computed Limitation
Appropriations Subject to Limit
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STRATEGIC PLAN

ABOUT LIVERMORE

STRATEGIC PLAN OVERVIEW

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 and remarkable at focusing 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 the City’s 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.

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HIGHLIGHTS AND ACCOMPLISHMENTS
Some of the City’s recent significant accomplishments include:

• Pillar – A Safe Community That Thrives
o Established the Tri-Valley Emergency Management Consortium to address the regional impacts to Tri-Valley communities following a large or catastrophic incident and to foster regional cooperation in mitigating against, preparing for, responding to, and recovering from all hazard incidents.
o Created and implemented the Mobile Evaluation Team (MET), a co-responder unit that pairs a police officer with a full-time clinician to provide crisis, de-escalation, and stabilization services to the community.
o Completed a Community Risk Assessment through the Livermore-Pleasanton Fire Department.
o Supported the grand opening and first year of providing services at the Vineyard Resource Center. Provided 110,000 meals and 6,775 shelter stays for 172 unhoused individuals, in addition to permanently housing 24 formerly homeless residents. • Pillar – Economy That Prospers
o Formed and implemented the Livermore Valley Wine Heritage District with the purpose of funding marketing and sales promotions and protection efforts for the Livermore Valley wine industry.
o Administered the City’s Economic Incentive Program, assisting three businesses that collectively brought more than $8.4 million in sales tax revenue in FY 2023-24 and provided more than 2,600 jobs in Livermore.

• Pillar – Environmental Stewardship
o Secured funding to install electric vehicle chargers at City facilities and added 10 electric and hybrid vehicles to the City fleet.
o Launched a pilot program installing AI-enabled contamination monitoring cameras on two Livermore Sanitation organics collection trucks to improve waste sorting efficiency. • Pillar – Inclusive & Inviting Spaces & Places
o Offered 1,296 library programs, both online and in person, with over 50,000 attendees. o Hosted more than 320,000 visitors to Livermore libraries and fulfilled over 30,000 information requests.

• Pillar – A City That Works
o Completed the Airport Land Use and Development Study, identifying available and advisable development opportunities on Airport land.
o Maintained over 350 acres of public landscape areas, 10,000 streetlights, 114 traffic signals, 730 lane miles of asphalt street surfaces, 27 City facilities and over 400 vehicles and City-owned equipment.
o Implemented the Human Resources, Payroll, General Ledger, Budget, Accounts Receivable, Accounts Payable, Purchase Card, Projects and Grants, Contracts, and Purchase Order modules in the new Enterprise Resource Planning system LEAP. o Reviewed, revised, and approved as to form up to 15 ordinances, 250 resolutions, and over 750 agreements.

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GOALS AND PRIORITIES

1. 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.

2. Economy That Prospers:  Encourage a thriving business environment that results in a strong, diverse, resilient economy and supports community prosperity.

3. Environmental Stewardship: 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.

4. Inclusive & Inviting Spaces & 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.

5. 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.

Please refer to the Five-Year Strategic Plan on the City of Livermore website at:

Five-Year Strategic Plan

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PERFORMANCE MEASURES

ABOUT LIVERMORE

PERFORMANCE MEASURES

Since 2004, the City of Livermore has partnered with the National Research Center to administer the National Community Survey™ (NCS). Livermore residents have steadily ranked the Livermore community as providing an excellent/good quality of life via the NCS, which captures resident opinions considering 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 2025 survey results were once again positive and reflected the community’s view that Livermore is a great place to live with a high quality of life.

According to the most recent 2025, residents continue to express strong satisfaction with their community, with 95% rating the City as an excellent or good place to live and recommending it to others —well above national benchmarks. Ratings for the local economy, business variety, and Livermore as a place to visit all saw significant improvement from 2022 and now surpass national and custom comparisons. Residents gave especially high marks to the city’s natural environment, trails, and fitness opportunities, with many of these areas also trending upward. Widespread appreciation for walking, biking, and recreation amenities reflects Livermore’s investment in outdoor quality of life.

The performance measures reflected here help track the efforts or outputs related to basic public services. Since its incorporation in April 1876, the City carries on its quest for continuous improvement and uses these performance measures, surveys, and other methods to gauge its progress now and for years to come.

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LIVERMORE POLICE DEPARTMENT – PERFORMANCE MEASURES

The Livermore Police Department takes great pride in providing public safety, accountability, resident engagement, and great customer service to the community. The area policing model, established in early 2015, has continued to allow greater interaction between the community and police officers through Neighborhood Watch meetings, Area Community meetings, and special events. Residents have direct access to neighborhood Police Lieutenants which facilitates a faster response to issues and builds lasting relationships in the community.

Effective March 2023, the Police Department is no longer a Uniform Crime Report (UCR) agency (no longer reports under the Part 1 Crime Category). The Department now reports under the California Incident Based Reporting System (CIBRS). The primary difference between the Uniform Crime Reporting (UCR) Program and the National Incident-Based Reporting System (NIBRS) lies in the level of detail collected and the reporting method. UCR traditionally collected summary data on a monthly basis, focusing on a limited number of index crimes, while NIBRS captures detailed incident-level data, including victim and offender characteristics, and incident circumstances.

Year 911 Calls Total Incidents Violent Crimes Property Crimes FY 2023-24 23,621 55,910 620 (NIBRS) 1,830
FY 2022-23 23,976 56,307 212 1,787
FY 2021-22 23,713 56,880 190 1,661
FY 2020-21 23,309 54,880 165 1,438
FY 2019-20 14,566 62,996 176 1,426
FY 2018-19 22,653 65,337 215 1,666

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LIVERMORE-PLEASANTON FIRE DEPARTMENT – PERFORMANCE MEASURES

The Livermore-Pleasanton Fire Department (LPFD) operates five fire stations in Livermore. The mission of LPFD is to provide exceptional public safety services that enhance the quality-of-life in the community by protecting life, property, and the environment. Duty, Integrity, Professionalism, Courage and Honor are the LPFD’s core values. Demand for emergency response continues to grow, including response to California wildfires.

Performance Measure 2023-24
Actual
2024-25
Actual
2025-26
Target

FIRE OPERATIONS
Number of emergency responses 9,466 9,750 10,043
Number of Responses to Fire Incidents 277 285 294
Average Emergency Response Time
Fire Standard = 6:00 minutes 4:51 5:15 5:40
Average Emergency Response Time
EMS Standard = 6:00 minutes 5:38 5:20 5:30

FIRE PREVENTION
Construction Inspections Conducted 735 750 775
Annual Fire Inspection Program 559 560 560

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LIBRARY SERVICES – PERFORMANCE MEASURES

Livermore residents love their libraries. Library services generated a 92% “excellent” or “good” rating on the 2025 National Community Survey. Livermore Public Library is a family gathering place and an education resource for all ages. The Library’s public computers continue to receive regular use, although more use has shifted to the Library’s wireless internet access as more residents use their own laptops and mobile devices. During the 2023-24 fiscal year, the Library’s total collections use exceeded the previous highest by 5%, showing great improvement from the COVID-19 disruption only a couple of years ago. Attendance at library-sponsored programs continues to be strong, illustrating just how much the Livermore community values its Library. In 2024, the Library hosted its third annual Winter Reading program, which has been a very popular addition to Livermore Public Library’s line-up with growing participation each year. Thanks to a partnership with Open Heart Kitchen to ease food insecurity for Livermore families, Livermore Public Library helped provide 1,325 lunches to children and teens over the summer of 2024 at its Rincon Branch Library.

Fiscal Year
Total
Registered
Borrowers
Total
collection
use
Attendees at
library-
sponsored
programs
Total
Library
Visits
Number of
public
computers
Patrons
using public
computers
Patrons using
one-on-one
educational
services
FY 2023/24 63,220 947,630 51,354 323,901 80 53,927 1,903 FY 2022/23 65,993 873,274 45,209 254,786 80 51,135 1,779 FY 2021/22* 57,004 790,785 19,891 170,083 80 19,102 862 FY 2020/21* 62,475 443,501 6,371 56,253 80 1,513 751 FY 2019/20 78,284 695,995 30,909 295,259 80 54,491 3,294 FY 2018/19 69,980 903,720 47,099 384,369 80 84,525 2,379 FY 2017/18 65,065 855,756 46,805 394,442 80 88,420 2,922 FY 2016/17 61,735 829,576 41,676 382,234 80 103,561 3,073 * Numbers impacted by COVID-19 closure

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INNOVATION AND ECONOMIC DEVELOPMENT – PERFORMANCE MEASURES

The Innovation and Economic Development Department (IEDD) aims to make Livermore the best possible place to start and grow a business. The department serves as a resource for the entire business community in Livermore. IEDD serves small to large businesses, as well as tech start-ups to downtown merchants. IEDD works with resource partners and other departments to make sure the City is thoughtfully planning the growth needed to maintain a healthy economy while preserving a high quality of life. The tables below display data related to Livermore’s business environment.

FY 2021-22 FY 2022-23 FY 2023-24
# of Business Licenses 7,553 8,101 7,622
Transient Occupancy Tax $3.2 M $3.8 M $3.6M
Sources: HDL and City of Livermore Finance Division

Vacancy Rates Over Past 12
Months Inventory Vacancy Rate
Industrial 21.4 M square feet 5.5%
(compared to 8.4% for East Bay Market)
Retail 5.3 M square feet 2.8%
(compared to 5.4% for East Bay Market)
Office 2.1 M square feet 16.8%
(compared to 14.9% for East Bay Market)
Source: Co-Star

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COMMUNITY DEVELOPMENT NEIGHBORHOOD PRESERVATION – PERFORMANCE MEASURES

The image and appearance of a City greatly influences resident and business owner perceptions of the overall health of a community. This chart reflects neighborhood preservation cases and the percentage resolved within thirty days. Numbers may be trending up due to an increase in citywide housing units and a stabilization in Neighborhood Preservation staffing. Cases are typically resolved within thirty days 90% of the time. Another measure illustrates further satisfaction with City efforts, and that is that 83% of respondents to the City’s 2025 National Community Survey rated the City’s overall appearance as “excellent” or “good.”

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PERFORMANCE MEASURES

ABOUT LIVERMORE
PUBLIC WORKS SOLID WASTE DIVERSION – PERFORMANCE MEASURES

In 2007, the Livermore City Council established a solid waste diversion rate goal of 75% by 2015.

Livermore made significant strides toward this goal through innovative programs in solid waste, recycling, and compostables collection. The City is also actively implementing Senate Bill (SB) 1383, California’s statewide effort to reduce organic waste disposal and recover edible food. Livermore’s diversion rate at the end of 2023 was 69%. Based on 2025 National Community Survey results, 79% of residents rated garbage collection services as “excellent” or “good,” recycling services at 77%, and residents rated organics pick-up at 81%.

ATTACHMENT 2
DRAFT BUDGET FY 2025-27

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SIGNIFICANT ACCOUNTING AND BUDGET POLICIES

ABOUT LIVERMORE

SIGNIFICANT ACCOUNTING POLICIES
The financial statements for the City conform with Generally Accepted Accounting Principles (GAAP) as applicable to governments. The most significant of the City’s accounting policies are described below.

A. Reporting Entity
The City of Livermore was incorporated on April 1, 1876. The City operates under the Council-Manager form of government and pr ovides the following services: public safety (police and fire), highways and streets, sewer, water, public improvements, planning and zoning, general administration services , and housing services.

B. Fund Accounting
The City uses funds to report on its financial position and the results of its operations. Fund accounting is designed to demonstrate legal co mpliance and to aid financial management by segregating transactions related to certain City functions or activities. A fund is an accounting entity with a self- balancing set of accounts established to record a specific activity’s financial position and results of operations.

Financial activities for local government fall into three broad categories, governmental, proprietary, and fiduciary fund categories. Governmental funds are used to account for activities primarily supported by taxes, grants, and similar revenue sources. Proprietary funds are used to account for activities that receive significant support from fees and charges and operate mor e like a business (utilities). Fiduciary funds are used to account for resources that a government holds as a trustee or agent on behalf of an outside party and that cannot be used to support the government’s own programs. Within each of the three broad categories of funds, individual funds are further categorized by fund type as described below:

1. Governmental Funds
a. General Fund is the government’s primary operating fund. It accounts for all financial resources of the general government except those req uired to be accounted for in another fund.
b. Special Revenue Funds account for the proceeds of specific revenue sources (other than expendable trusts or capital projects) restricted by law or administrative action to expenditures for specified purposes.
c. Debt Service Funds account for the accumulation of resources for, and the payment of, long- term debt principal, interest, and related costs.
d. Capital Project Funds account for acquiring and constructing major capital facilities not financed by Proprietary Funds.
e. Permanent Fund is used to report resources that are legally restricted to the extent that only earnings, not principal, may be used for purposes that support the government’s programs.

2. Proprietary Funds
• Enterprise Funds account for operations in a manner like private business enterprises where the intent is for the costs (expenses, including depreciation) of providing goods or services to the public on a continuing basis to be financed or recovered primarily through user charges.

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DRAFT BUDGET FY 2025-27

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SIGNIFICANT ACCOUNTING AND BUDGET POLICIES

ABOUT LIVERMORE
• Internal Service Funds account for financing goods or services provided by one department or agency to other departments or agencies of the City or other governmental units on a cost- reimbursement basis.

3. Fiduciary Funds
• Successor Agency to the Redevelopment Agency Priva te Purpose Trust Fund: This fund is governed by the Oversight Board of the Livermore Successor Agency (not City Council). It accounts for the activities of the Livermore Successor Agency acting on behalf of the former redevelopment agency
• Agency Funds (Custodial Funds) are established to account for assets held by the City as an agent for special assessment districts, Livermore Pleasanton Fire Department, and pass - through fees to other organizations.

C. Basis of Accounting
The proprietary and fiduciary funds are reported using the economic resources measurement focus and the full accrual basis. Revenues are recorded when earned, and expenses are recorded when liabilities are incurred, regardless of when the related cash flows occur.

Governmental funds are reported using the current financial resources measurement focus and the modified accrual basis of accounting. Under this method, revenues are recognized when measurable and available. Measurable means the amount of the transaction can be determined, and available means the amount is collectible within the current period or soon enough after that (60 days in the City's case) to be used to pay liabilities of the current period. Those revenues susceptible to accrual are property taxes, sales taxes, int erest revenue and charges for services. Fines, license, and permit revenues are not susceptible to accrual because generally, they are not measurable until received in cash.

Expenditures are generally recognized under the modified accrual basis of account ing when the related fund liability has matured. An exception to this general rule is principal and interest on governmental funds' long-term debt, which is recognized when due. Financial resources are usually appropriated in other funds for transfer to a debt service fund when maturing debt principal and interest must be paid.

Such amounts are thus not current liabilities of the debt service fund, as their settlement will not require the expenditure of existing fund assets.

D. OPERATING BUDGET POLICY AND BUDGETARY BASIS
The City Council adopts a balanced biennial operating budget by resolution on or before June 30 th for each of the ensuing two fiscal years for all funds except for the Fiduciary Funds. The City’s fiscal year begins on July 1 and ends on June 30 of the following year.

A mid-period review is conducted in the cycle’s second year, and appropriations are adjusted accordingly.

The legal level of budgetary control is at the fund level. However, t he operating budget is prepared on a program basis. Organizational priorities , which the City Council and staff have developed, are implemented at the program level. The operating budget is subject to supplemental appropriations throughout its term to provide flexibility to meet changing needs and conditions. A resolution approving a supplemental appropriation is necessary when expenses exceed that fund’s originally approved total appropriations. The Department Head may approve budget adjustments within the same fund between department programs.

ATTACHMENT 2
DRAFT BUDGET FY 2025-27

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SIGNIFICANT ACCOUNTING AND BUDGET POLICIES

ABOUT LIVERMORE
The City’s basis of budgeting is the same as the basis of accounting used in the City’s audited financial statements, the Annual Comprehensive Financial Report.

For governmental funds, the budget is prepared on a modified accrual basis consistent with GAA P.

Enterprise and Internal Service Funds are budgeted on the accrual basis of accounting, except for capital assets and long-term debt, which are budgeted on the modified accrual basis of accounting. Exceptions to the modified accrual basis when budgets are prepared are: (a) Land held for investment is treated as an expenditure when purchased , and proceeds from the disposition of this land are treated as revenue when measurable and available; (b) Estimated changes to compensated absences and claim liabilities are not budgeted (c) Transfers to (or from) fund balance designations, inter -fund loans and proprietary debt activities are treated as budgetary resources (uses).

E. CAPITAL IMPROVEMENT PLAN (CIP) BUDGET POLICY
The CIP budget is prepared every two yea rs on the same cycle as the two -year operating budget. The CIP budget is prepared as a separate stand -alone document detailing the capital improvement funds’ revenues, expenditures, and fund balances.

The first two years of the CIP are funded to coincide with the two-year operating budget. The CIP budget is subject to supplemental appropriations throughout its term to provide flexibility to meet changing needs and conditions. The fiscal impact of any fi nanced capital improvements is shown as a debt service commitment in the operating budget for the related enterprise or governmental fund.

The CIP is presented with a planning horizon of up to five years. Detailed data is used in the near term, with more general data appearing in later years of the multi -year fiscal plan. The fiscal plan is used to project the effect of capital outlays and debt service on the operating budget.

To help assure that the CIP is consistent with the long -term goals and object ives of the city, the CIP is adopted to be consistent with the General Plan. As required by Government Code §65401, the Planning Commission provides the determination as to consistency for major public works projects prior to the adoption of the CIP by the City Council.

F. OPERATING RESERVE POLICY
General Fund. The City of Livermore is committed to the establishment of a minimum fund balance/net position, which will help maintain the City’s creditworthiness, and provide funds for catastrophic events, economic uncertainties, contingencies and cash flow requirements. It is the goal of the City to achieve and maintain a combined minimum unrestricted (committed, assigned and unassigned) fund balance in its General Fund equal to 30% of the current year’s budge ted operating expenditures and outgoing transfers for debt service as listed below:
• The City’s General Fund balance committed for Operating Reserve Stabilization is established at a minimum of 15% of the General Fund’s budgeted operating expenditures plus debt service transfers to be used in a catastrophic event , in a major emergency , or during periods of severe fiscal crisis as described in the Comprehensive Fund Balance Policy. • The City’s General Fund Assigned for Economic Uncertainty Reserve is established at a minimum of 13.5% of the General Fund’s budgeted operating expenditures plus debt service transfers, to be used during times of severe economic distress such as protracted recessionary periods, State raids on local resources, or other impactful unforeseen events which greatly diminish the financial ATTACHMENT 2
DRAFT BUDGET FY 2025-27

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Livermore City CouncilMay 19, 2025

Livermore City Council
May 19, 2025