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Page 4 of 7 <br />Lead <br />Department <br />Prioritization <br />Category <br /> 1 - Must Do 2 - <br />Committed <br />Priority <br />3 - Strategic <br />Pipeline <br />4 - Deferred Total <br />Community <br />and <br />Economic <br />Development <br />Department <br />(CEDD) <br />5 5 9 6 25 <br />City <br />Manager's <br />Office (CMO) <br />3 4 8 3 18 <br />Finance <br />Department <br />(FIN) <br />2 2 1 1 6 <br />Human <br />Resources <br />(HR) <br />1 1 1 3 <br />Information <br />Technology <br />(IT) <br /> 1 1 2 <br />Livermore- <br />Pleasanton <br />Fire <br />Department <br />(LPFD) <br /> 2 1 1 4 <br />Library and <br />Recreation <br />Department <br />(LR) <br />2 1 3 <br />Police <br />Department <br />(PD) <br /> 0 <br />Public Works <br />Department <br />(PW) <br />10 7 2 2 21 <br />Grand Total 23 21 24 14 82 <br /> <br />The prioritization framework addresses the challenges described above by using clear criteria that <br />factor in available resources and the City's capacity to take on current projects. The workshop is <br />intended to realistically balance projects with core service delivery, ensuring project expectations <br />align with available resources and capacity for projects outside of core services. See Attachment 1 <br />for a complete list of all prioritized projects. <br /> <br />Department Core Services Overview <br /> <br />Page 5 of 29