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FY 2025/26 and 2026/27 Project Prioritization List Attachment 1 <br />No.Prioritization <br />Category Project Name Project Description Lead <br />Dept <br />Resources <br />(Low/High) <br />51 <br />3 - Strategic <br />Pipeline Downtown Specific Plan Updates <br />Identify strategic updates to the Downtown Specific Plan to reduce permitting barriers and encourage new investment with <br />focused amendments and permit steamlining. CEDD High <br />52 <br />3 - Strategic <br />Pipeline <br />Land Use Planning and Amendments <br />for Stoneridge Mall Periphery <br />Expand planning for Stoneridge Mall core to encompass all properties in mall periphery, including consideration of new locations <br />for Fire Station 2. CEDD High <br />53 <br />3 - Strategic <br />Pipeline <br />Urban Growth Boundary Amendments - <br />East Pleasanton <br />Initiate City Council or Voter-Approved Amendments to the Urban Growth Boundary (UGB) if determined appropriate based on <br />East Pleasanton Policy Framework process.CEDD Low <br />54 <br />3 - Strategic <br />Pipeline <br />Bernal Community Park - Specific Plan <br />Amendment <br />Study alternative land uses for Bernal Community Park, and initiate Specific Plan Amendment, including voter approval of <br />alternatives if needed. CEDD High <br />55 <br />3 - Strategic <br />Pipeline <br />Enhance Internal Coordination on <br />Communications (#YourCityAtWork) <br />Build stronger internal awareness around what makes a good story and how to share it. Work with departments to identify and <br />elevate stories that demonstrate the value of City services and the positive impact of staff efforts. CMO Low <br />56 <br />3 - Strategic <br />Pipeline <br />Develop Organizational Key <br />Performance Indicators (KPIs) <br />Develop and implement a comprehensive performance management system to track KPIs citywide. Provide ongoing <br />performance monitoring that drives organizational effectiveness.CMO High <br />57 <br />3 - Strategic <br />Pipeline <br />Cellular Lease Revenue Program <br />Development <br />Develop a framework to generate revenue from cellular installations on city-owned properties, reversing the previous policy of <br />declining all carrier requests. Initial focus at water facilities and city properties, with potential to generate $200,000-$500,000 <br />annually within 2-3 years.CMO High <br />58 <br />3 - Strategic <br />Pipeline <br />Develop Communications Strategic <br />Plan <br />Develop a Strategic Communication Plan to enhance community engagement and build public trust. Provide a unified <br />framework to ensure delivery of consistent, transparent, and effective communication with residents, businesses, and <br />stakeholders.CMO Low <br />59 <br />3 - Strategic <br />Pipeline <br />Human Services Program <br />Reorganization and Unhoused Services <br />Framework Development <br />Conduct an assessment of human services and unhoused services programs to determine optimal organizational structure and <br />staffing needs. Develop a unhoused services framework. CMO High <br />60 <br />3 - Strategic <br />Pipeline <br />Strategic Initiatives & Innovation Pilot <br />Program <br />Establish a strategic initiatives function within the City Manager's Office to identify and implement cost-saving innovations, <br />revenue enhancements, and service improvements like cross-departmental innovation projects, pursue grant opportunities, and <br />pilot data-driven solutions. CMO High <br />61 <br />3 - Strategic <br />Pipeline <br />Grant Strategy & Pursuit Program <br />Development <br />Develop and implement a comprehensive grant strategy including establishing on-call grant writing services through RFQ <br />process. Create internal grant coordination structure, tracking systems, and match funding protocols.CMO High <br />62 <br />3 - Strategic <br />Pipeline Finance Policy Update - Fee Policy Update the fee policy to ensure that fees are fair and equitable and meet the City's cost recovery goals.FIN Low <br />63 <br />3 - Strategic <br />Pipeline <br />Organizational Training & <br />Development <br />Develop training programs to support staff development, deliver on-going training on topics such as supervisory skills, <br />leadership development, communications, etc. HR Low <br />64 <br />3 - Strategic <br />Pipeline Technology Strategic Plan <br />Draft a three to five year IT plan to set guiding principles, governance structures, funding strategies, and measurable KPIs for <br />cybersecurity, digital services, data analytics, and infrastructure modernization, and staff resources evaluation.IT High <br />65 <br />3 - Strategic <br />Pipeline LPFD JPA Shared Services Transfer <br />Transition finance and payroll services to Pleasanton. Currently, Livermore provides payroll and finance services. Pleasanton <br />would be providing all services to LPFD with these transfers. LPFD Low <br />66 <br />3 - Strategic <br />Pipeline <br />Funding for Dolores Bengtson Aquatic <br />Center (DBAC) Begin funding discussions for the 50 meter pool at Dolores Bengston Aquatic Center. LR Low <br />4 <br />Page 12 of 29