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FY 2025/26 and 2026/27 Project Prioritization List <br />No. Prioritization <br />Category Project Name Lead Resources Project Description (Low/High) Dept <br />3 -Strategic Identify strategic updates to the Downtown Specific Plan to reduce permitting barriers and encourage new investment with <br />51 Pipeline Downtown Specific Plan Updates focused amendments and permit steamlining. CEDD High <br />3 -Strategic Land Use Planning and Amendments Expand planning for Stoneridge Mall core to encompass all properties in mall periphery, including consideration of new locations <br />52 Pipeline for Stoneridge Mall Periphery for Fire Station 2. CEDD High <br />3 -Strategic Urban Growth Boundary Amendments Initiate City Council or Voter-Approved Amendments to the Urban Growth Boundary (UGB) if determined appropriate based on <br />53 Pipeline East Pleasanton East Pleasanton Policy Framework process. CEDD Low <br />3 -Strategic Bernal Community Park -Specific Plan Study alternative land uses for Bernal Community Park, and initiate Specific Plan Amendment, including voter approval of <br />54 Pipeline Amendment alternatives if needed. CEDD High <br />3 -Strategic Enhance Internal Coordination on Build stronger internal awareness around what makes a good story and how to share it. Work with departments to identify and <br />55 Pipeline Communications (#YourCityAtWork) elevate stories that demonstrate the value of City services and the positive impact of staff efforts. CMO Low <br />3 -Strategic Develop Organizational Key Develop and implement a comprehensive performance management system to track KPls citywide. Provide ongoing <br />56 Pipeline Performance Indicators (KPls) performance monitoring that drives organizational effectiveness. CMO High <br />Develop a framework to generate revenue from cellular installations on city-owned properties, reversing the previous policy of <br />3 -Strategic Cellular Lease Revenue Program declining all carrier requests. Initial focus at water facilities and city properties, with potential to generate $200,000-$500,000 <br />57 Pipeline Development annually within 2-3 years. CMO High <br />Develop a Strategic Communication Plan to enhance community engagement and build public trust. Provide a unified <br />3 -Strategic Develop Communications Strategic framework to ensure delivery of consistent, transparent, and effective communication with residents, businesses, and <br />58 Pipeline Plan stakeholders. CMO Low <br />Human Services Program <br />3 -Strategic Reorganization and Unhoused Services Conduct an assessment of human services and unhoused services programs to determine optimal organizational structure and <br />59 Pipeline Framework Development staffing needs. Develop a unhoused services framework. CMO High <br />Establish a strategic initiatives function within the City Manager's Office to identify and implement cost-saving innovations, <br />3 -Strategic Strategic Initiatives & Innovation Pilot revenue enhancements, and service improvements like cross-departmental innovation projects, pursue grant opportunities, and <br />60 Pipeline Program pilot data-driven solutions. CMO High <br />3 -Strategic Grant Strategy & Pursuit Program Develop and implement a comprehensive grant strategy including establishing on-call grant writing services through RFQ <br />61 Pipeline Development process. Create internal grant coordination structure, tracking systems, and match funding protocols. CMO High <br />3 -Strategic <br />62 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 />3 -Strategic Organizational Training & Develop training programs to support staff development, deliver on-going training on topics such as supervisory skills, <br />63 Pipeline Development leadership development, communications, etc. HR Low <br />3 -Strategic Draft a three to five year IT plan to set guiding principles, governance structures, funding strategies, and measurable KPls for <br />64 Pipeline Technology Strategic Plan cybersecurity, digital services, data analytics, and infrastructure modernization, and staff resources evaluation. IT High <br />3 -Strategic Transition finance and payroll services to Pleasanton. Currently, Livermore provides payroll and finance services. Pleasanton <br />65 Pipeline LPFD JPA Shared Services Transfer would be providing all services to LPFD with these transfers. LPFD Low <br />3 -Strategic Funding for Dolores Bengtson Aquatic <br />66 Pipeline Center (DBAC) Begin funding discussions for the 50 meter pool at Dolores Bengston Aquatic Center. LR Low <br />4 <br />Page 19 of 32