Agenda packet — Dublin City Council, October 1, 2024 (part 2 of 4)

# Description
1Operations Superintendent
Reviews and Approves all work; provides input to Engineer 2Engineering Technician
Acts as technical liaison; assists Engineer with operation of equipment
3Lead Man
Guides and assists field technicians and signalmen
4Traffic Signal Technician – Field
Troubleshoots, maintains, repairs field equipment, and
programming controller with signal timing plan.
5Traffic Signal Technician – Lab
Troubleshoots, maintains, repairs equipment in lab, and programming controller with signal timing plan.
6Traffic Signal Person
Under direction of lead man, assists field
7Traffic Signal Person – Apprentice In-training; assists traffic signalman
8Traffic Signal Laborer
Assists signalman in field
# Description
1Personnel Vehicle $ 50.00
2Pickup Truck $ 50.00
3Service Truck $ 50.00
4Boom Truck $ 65.00
5Paint Rig Truck $ 100.00
6Bucket Truck (Hydraulic, Man-Lift) $ 40.00 7Air Compressor $ 100.00
8Water Truck $ 100.00
9Concrete Saw $ 100.00
# Co s t
1 $ 1,200.00
2 $ 350.00
# Cost
1 $ 750.00
2 $ 650.00
$ 145.00 $ 210.00 $ 145.00 $ 210.00 $ 155.00 $ 220.00 $ 145.00 $ 210.00

SCHEDULE A

LABOR SCHEDULE
Hourly Rate
Straight Time Overtime
$ 155.00 $ 220.00 $ 95.00 $ 125.00

SCHEDULE B

EQUIPMENT SCHEDULE
$ 145.00 $ 210.00 $ 135.00 $ 200.00 (Per Hour)
(Per Response)
(Per Response)
(Per Response)

SCHEDULE C

EQUIPMENT TESTING SCHEDULE
Cost per
Response Call/Per Hour
(Per Response)
(Per Response)
(Per Response)
(Per Hour)
(Per Response)

MODIFIED SCHEDULE D

SPECIFIC MATERIAL SUPPLY AND INSTALL SCHEDULE (STRAIGHT TIME) Description Unit
Des cri pti o n Uni t
New Controller Cabinet (TS – 2 Type 1 “P”) Each
New Signal Controller Each
1 to 4 Type E Loop Each
5 to 8 Type E Loop Each
197
Cost Proposal:

Page 2 of 6 ends

3 $ 750.00
4 $ 650.00
5 $ 4,370.00
6 $ 800.00
7 $ 640.00
8 $ 2,000.00
9 $ 4,720.00
10 $ 10,250.00
11 $ 7,000.00
12 $ 13,945.00
13 $ -
14 $ -
15 $ 2,840.00
16 $ 6,800.00
17 $ 2,150.00
18 $ 5,900.00
19 $ 2,800.00
20 $ 7,000.00
21 $ 29,800.00
22 $ 34,900.00
23 $ 50,500.00
24 $ 1,500.00
25 $ 1,500.00
26 $ 9,500.00
27 $ 3,500.00
28 $ 1,500.00
29 $ 540.00
30 $ 560.00
31 $ 625.00
32 $ 690.00
33 $ 1,450.00
34 $ 190.00
35 $ 230.00
36 $ 270.00
37 $ 270.00
38 $ 645.00
39 $ 140.00
40 $ 140.00
5 to 8 (Type D) inductive loops with Type E Loops Each
Furnish and replace Audible PPB (Polara). Polara 2 wire iNS25AN-G PPBEach Furnish and install ADA compliant PPB post (no foundation replacement)Each EachFurnish and install Audible PPB (Polara) Polara 2 Wire iNS25ANo-GPPB.

Include furnish and installation of CCU.
1 to 4 (Type D) inductive loops with Type E Loops Each
Furnish and install 12-ft Decorative pedestrian light pole(no foundation replacement) - Philips LUMEC pole:SM6N-18.5-IP-PW-BKTX-LMS46497K Each
Furnish and install 12-ft Decorative pedestrian light pole(with foundation replacement) - Philips LUMEC pole:SM6N-18.5-IP-PW-BKTX-LMS46497K Each
Deleted Each
Furnish and install ADA compliant PPB post (with foundation replacement)Each Furnish and install Caltrans Type 15 pole with new 8-ft luminaire mast arm (no foundation replacement)
Each
Furnish and install Caltrans Type 15 pole with new 8-ft luminaire mast arm (with foundation replacement)
Each
Caltrans Standard Type 1-A - 10’ (with foundation replacement) Each Caltrans Standard Type 1-B – 10’ (no foundation replacement) Each Caltrans Standard Type 1-B - 10’ (with foundation replacement) Each Deleted Each
Caltrans Standard Type 1-A – 10’ (no foundation replacement) Each Furnish and Install Type 19-4-100 with foundation with 30' mast arm Each Furnish and Install Type 17-3-100 with foundation with 30' mast arm Each Install City-furnished Video Detection Camera (new) along with cable runPer Camera
Caltrans Standard Type 1-D – 10’ (no foundation replacement) Each Caltrans Standard Type 1-D -10’ (with foundation replacement) Each Furnish and Install Type 18-4-100 with foundation with 30' mast arm Each Pull box # 3.5, install in sidewalk area, include sidewalk restoration cost.Each Pull box # 5 install in sidewalk area, include sidewalk restoration cost.Each Pull box # 6 install in sidewalk area, include sidewalk restoration cost.Each Replace existing camera with city-furnished Video Detection CameraPer Camera Install Caltrans Standard Type 15 pole with new 8’luminaire mast arm with LED light and install foundation, Luminaire: Leotek Green Cobra Streetlights include photocell, GCJ1-30J-MV-30K2R-GY-035-PCR7-CR-WL- RWG
Each
Remove existing type 15 Pole Each
Install Type 15 pole with new 8’luminaire mast arm with LED light Luminaire: Leotek Green Cobra Streetlights include photocell, GCJ1-30J- MV-30K2R-GY-035-PCR7-CR-WL-RWG
Each
Pull box lid for #6 concrete lid only allowed. Each
Each
Each
12” LED signal (Green – Ball) Each
Each
Each
Pull box lid for # 3.5, concrete lid only allowed. Each Pull box lid for #5, concrete lid only allowed. Each
12” LED signal (Yellow – Ball) Each
MODIFIED SCHEDULE D (continued)
Pull box #6E install in sidewalk area, include sidewalk restoration cost.

Pull box #N 48 install in sidewalk area, include sidewalk restoration cost.

Pull box lid #6E concrete lid only allowed.

Pull box lid #N 48 concrete lid only allowed.
198
Cost Proposal:

Page 3 of 6 ends

# Cost
41 $ 140.00
42 $ 140.00
43 $ 140.00
44 $ 140.00
45 $ 250.00
46 $ 315.00
47 $ 65.00
48 $ 175.00
49 $ 1,250.00 *Priced with TV-
1T Framework
50 $ 1,465.00 *Priced with TV-
1T Framework
51 $ 1,680.00 *Priced with TV-
1T Framework
52 $ 2,560.00
53 $ 1,280.00
54 $ 4,280.00
55 $ 4,450.00
56 $ 4,050.00
57 $ 4,300.00
58 $ 275.00
59 $ 130.00
60 $ 140.00
61 $ 550.00
62 $ 185.00
# Cost
1 $ 1,400.00
12” LED signal (Red – Ball) Each
12” LED signal (Green – Arrow) Each
12” LED signal (Yellow – Arrow) Each

SPECIFIC MATERIAL SUPPLY AND INSTALL SCHEDULE (STRAIGHT TIME) Description Unit
12” full circle visor Each
3 section 12” back plate (Louvered) Each
3 section signal head complete assembly installation, Complete assembly includes signal head, framework, LED modules, backplate and visorEach* 12” LED signal (Red – Arrow) Each
Install LED countdown pedestrian signal Each
Type “C” pedestrian signal housing Each
Furnish and Install GPSbased Optical Detector on mast arm, Includes cable installation
Each
Furnish and Install GPS based Discriminator Card – 2 Channel,Opticom 762 Phase selector
Each
Furnish and Install CCTV/PTZ camera system with switch, CODEC, and cabling AXIS P5655-E PTZ Network Camera
Each
4 section signal head complete assembly installation Each* 5 section signal head complete assembly installation Each* Sidewalk Replacement (5’ X 5’ X 4’) Per Flag
Trench and install 3” conduit with 12 SM Fiber Optics line to replace an existing damaged conduit. Include traffic control, potholing, and restoration
LF
Trench and install 3” conduit with 140 SM Fiber Optics line to replace an existing damaged conduit. Include traffic control, potholing, and restoration
LF
Test the fiber optic line, end to end, both direction (OTDR) LS Furnish and Install LED illuminated street name sign (6 feet) Temple Edge- Lit LED RAZOR SNS, or approved equal. Do not include conductor and cable installation.

Each
Furnish and Install LED illuminated street name sign (8 feet) Temple Edge- Lit LED RAZOR SNS, or approved equal. Do not include conductor and cable installation.

Each
Locate and mark existing traffic signal loop Per Loop
Description Unit
1 to 4 (6’x6’) inductive loops (Type A or D) Each
Trouble shoot fiber optics break Hour

SCHEDULE E

SPECIFIC MATERIAL SUPPLY AND INSTALL SCHEDULE (OVER TIME) 199
Cost Proposal:

Page 4 of 6 ends

2 $ 1,400.00
3 $ 1,300.00
4 $ 1,200.00
5 $ 1,300.00
6 $ 975.00
7 $ 1,500.00
8 $ 4,260.00
9 $ 8,750.00
10 $ 3,225.00
11 $ 8,450.00
12 $ 4,200.00
13 $ 8,750.00
14 $ 180.00
15 $ 200.00
16 $ 230.00
# Cost
17 $ 180.00
18 $ 200.00
19 $ 230.00
20 $ 560.00
21 $ 560.00
22 $ 560.00
23 $ 560.00
24 $ 560.00
25 $ 560.00
26 $ 555.00
27 $ 555.00
28 $ 555.00
29 $ 555.00
30 $ 555.00
31 $ 560.00
32 $ 645.00
33 $ 670.00
34 $ 745.00
35 $ 560.00
36 $ 535.00
37 $ 560.00
38 $ 585.00
39 $ 585.00
40 $ 1,295.00
41 $ 1,935.00
42 $ 2,575.00
43 $ 780.00
# Cost
1 $ 35.00
**price for single
installation;
additional units
installed during
same trip can be
billed on a time
and material
basis.
1 to 4 Type E Loop Each
PPB post (no foundation replacement) Each
PPB post (with foundation replacement) Each
Type 1-A – 10’ (no foundation replacement) Each
5 to 8 Type E Loop Each
5 to 8 (6’x6’) inductive loops (Type A or D) Each
9 or more (6’x6’) inductive loops (Type A or D) Each
Type 1-D – 10’ (no foundation replacement) Each
Type 1-D – 10’ (with foundation replacement) Each
Pull box # 3.5 Each
Type 1-A – 10’ (with foundation replacement) Each
Type 1-B – 10’ (no foundation replacement) Each
Type 1-B – 10’ (with foundation replacement) Each
Description Unit
Pull box lid for # 3.5 Each
Pull box lid for # 5 Each
Pull box # 5 Each
Pull box # 6 Each

SCHEDULE E

SPECIFIC MATERIAL SUPPLY AND INSTALL SCHEDULE (OVER TIME) 12” LED signal (Red – Ball) Each**
12” LED signal (Green – Arrow) Each**
12” LED signal (Yellow – Arrow) Each**
Pull box lid for # 6 Each
12” LED signal (Green – Ball) Each**
12” LED signal (Yellow – Ball) Each**
8” LED signal (Red – Ball) Each**
8” LED signal (Green – Arrow) Each**
8” LED signal (Yellow – Arrow) Each**
12” LED signal (Red – Arrow) Each**
8” LED signal (Green – Ball) Each**
8” LED signal (Yellow – Ball) Each**
Audible signal Each**
Type “C” pedestrian signal housing Each**
12” full circle visor Each**
8” LED signal (Red – Arrow) Each**
LED pedestrian signal Each**
LED countdown pedestrian signal Each**
3 section signal head complete assembly installation Each** 4 section signal head complete assembly installation Each** 5 section signal head complete assembly installation Each** 8” full circle visor Each**
3 section 8” back plate (Louvered) Each**
3 section 12” back plate (Louvered) Each**
Description Unit
RIGID PVC CONDUIT (SCHEDULE 40)
Trench 1.5” conduit LF
Remove and secure a knockdown streetlight Each**

SCHEDULE F

CONDUIT SUPPLY AND INSTALL SCHEDULE
200
Cost Proposal:

Page 5 of 6 ends

2 $ 36.00
3 $ 37.00
4 $ 38.00
5 $ 130.00
6 $ 130.00
7 $ 130.00
8 $ 130.00
1 $ 40.00
2 $ 41.00
3 $ 42.00
4 $ 43.00
5 $ 130.00
6 $ 130.00
7 $ 130.00
8 $ 130.00
# Cost
1 $ 50.00
2 $ 51.00
3 $ 52.00
4 $ 53.00
5 $ 140.00
6 $ 140.00
7 $ 140.00
8 $ 140.00
# Cost
1 $ 2,960.00
2 $ 2,960.00
3 $ 5,920.00
4 $ 185.00
5 $ 185.00
6 $ 370.00
7 $ 2,960.00
8 $ 5,920.00
9 $ 370.00
10 $ 1,480.00
11 $ 6,450.00
12 $ 5,920.00
Trench 2.0” conduit LF
Bore 2.0” conduit LF
Bore 2.5” conduit LF
Bore 3” conduit LF
Trench 2.5” conduit LF
Trench 3” conduit LF
Bore 1.5” conduit LF
Trench 3” conduit LF
Bore 1.5” conduit LF
Bore 2.0” conduit LF
RIGID PVC CONDUIT (SCHEDULE 80)
Trench 1.5” conduit LF
Trench 2.0” conduit LF
Trench 2.5” conduit LF
Description Unit

RIGID STEEL CONDUIT
Trench 1.5” conduit LF
Trench 2.0” conduit LF
Bore 2.5” conduit LF
Bore 3” conduit LF

SCHEDULE G

CONDUIT SUPPLY AND INSTALL SCHEDULE
Bore 2.0” conduit LF
Bore 2.5” conduit LF
Bore 3” conduit LF
Trench 2.5” conduit LF
Trench 3” conduit LF
Bore 1.5” conduit LF
City furnished Battery Backup system in an existing “P” cabinet Each City furnished Battery Backup system in a stand-alone cabinet Each City furnished Battery Backup system and foundation Each

SCHEDULE H

REPLACE/INSTALL SCHEDULE (MATERIALS WILL BE SUPPLIED BY THE CITY WHERE

SPECIFIED)
Description Unit
City furnished New Controller Cabinet (TS-2 Type 1 or Type 2) on existing foundation Each
City furnished New Controller Cabinet (TS-2 Type 1 or Type 2) on new foundation. Furnish and install new foundation Each City furnished Pedestrian signal housing replacement (Type C) Each City furnished LED signal (vehicle indication only) Each City furnished LED signal (Pedestrian indication only) Each Installation of Timing Plan in controller Each
Attach City furnished solar-powered radar sign to existing pole Each Install City furnished radar feedback sign or flashing beacon – Furnish and install foundation and pole in sidewalk Each Install City furnished radar feedback sign or flashing beacon – Furnish and install
foundation and pole in dirt
Each
201
Cost Proposal:

Page 6 of 6 ends

13 $ 5,920.00
14 $ 5,920.00
15 $ 740.00
# Cost
1 $ 277.50
2 $ 277.50
3 $ 277.50
4 $ 185.00
5 $ 370.00
6 $ 740.00
7 $ 277.50
# Cost
8 $ 277.50
9 $ 370.00
10 $ 277.50
# Cost
1 $277.50
2 $277.50
3 $277.50
4 $370.00
5 $185.00
6 $370.00
7 $370.00
8 $740.00
9 $277.50
Install City furnished RRFB. Furnish and install foundation with pole in dirt (complete system may be 2 or 3 RRFB) LS
Install City furnished RRFB. Furnish and install foundation with pole in
sidewalk (complete system may be 2 or 3 RRFB)
LS
Install City furnished GPS Opticom with receiver Each
Turned signal head Each
Turned pedestrian signal head Each
Loose back plate Each

SCHEDULE I

MINOR REPAIR SCHEDULE (STRAIGHT TIME)
Description Unit
Loose IISNS Each
SCHEDULE I (Continued)

MINOR REPAIR SCHEDULE (STRAIGHT TIME)
Description Unit
Loose or missing visor Each
Re-splice loop Each
Reseal Loop Each

SCHEDULE J

MINOR REPAIR SCHEDULE (OVERTIME)
Description Unit
Installation of traffic sign on mast arm Each
Signal on Flash and Reset the MMU Each
Clean PTZ and Video detection lens Each
Signal on Flash and Reset the MMU Each
Reseal Loop Each
Loose IISNS Each
Signal on Flash and Reset the MMU Each
Loose visor Each
Re-splice loop Each
Turned signal head Each
Turned pedestrian signal head Each
Loose back plate Each
202

Exceeding Industry Expectations

City of Dublin, California
On-Call Electrical, Traffic Signal, Traffic Signal Communication, Streetlight Support and Emergency Repair Services DC Electric Group, Inc.

City of Dublin

RFQ
On-Call Electrical, Traffic Signal,
Traffic Signal Communication,
Streetlight Support and Emergency Repair Services

Due Date: 8/9/24 by 4:00 PM
203

Exceeding Industry Expectations

City of Dublin, California
On-Call Electrical, Traffic Signal, Traffic Signal Communication, Streetlight Support and Emergency Repair Services DC Electric Group, Inc.

August 9, 2024

Sai Midididdi, T.E.

Associate Civil Engineer (Traffic)
City of Dublin
100 Civic Plaza, Dublin, CA 94568

RE: On-Call Electrical, Traffic Signal, Traffic Signal Communication, Streetlight Support and Emergency Repair Services

We are pleased to provide this Statement of Qualifications for On-Call Electrical, Traffic Signal, Traffic Signal Communication, Streetlight Support and Emergency Repair Services to the City of Dublin. DC Electric Group has been a long-standing partner in supporting the City’s traffic signal operations and is ideally qualified to continue that support and expand upon the services already offered through similar on-call contracts with the City of Dublin.

DC Electric Group, Inc. (“DC Electric”) is a Bay Area-based California corporation specializing in municipal electrical and lighting contracting with a core focus on traffic signal and streetlight maintenance and related services. We are licensed and bonded in the State of California (DIR# 1000003395 & CA License #949934), and hold Class A (General Engineering), Class B (General Building), C-10 (Electrical), C-31 (Traffic Control), C-61/D-31 (Pole Installation & Maintenance) contractor’s licenses. Our highly experienced office and field staff are locally recognized as experts in the traffic signal and streetlighting industry. Our Pacheco office, approximately 20 miles away from the City of Dublin, is ideally located to provide the City with ongoing installation and repair services as well as rapid response times in the event of an emergency. With our many years of local municipal experience, our dedication to customer satisfaction, and our firsthand knowledge of the construction, installation and operation of the City’s traffic signal and streetlighting systems we are confident we can provide exemplary service and quality craftsmanship to the City.

Please contact John Abraham with questions:

Contact: John Abraham, Regional Manager
Physical Address: 40 Berry Dr, Pacheco, CA 94553
Mailing Address: P.O. Box 7525, Cotati, CA 94931
Office Phone: (925) 293-9455
Office Fax: (925) 293-9454
Email Address: [email protected]

DC Electric has reviewed the RFQ documents including addendum #1, the requested scope of services, insurance requirements, prevailing wage requirements and City standard contracting agreement and affirms our ability to meet these requirements without exception. Thank you for considering DC Electric as the best partner for On-Call Electrical, Traffic Signal, Traffic Signal Communication, Streetlight Support and Emergency Repair Services

Respectfully,

John Abraham - Regional Manager
204

Exceeding Industry Expectations

City of Dublin, California
On-Call Electrical, Traffic Signal, Traffic Signal Communication, Streetlight Support and Emergency Repair Services DC Electric Group, Inc.

Table of Contents
A. Mission Statement
B. Qualifications & Experience
C. Client References
D. Key Personnel
E. Approach
F. Price Proposal Form
G. Attachments

1. Resumes

2. Conflict of Interest Statement

3. Public Contract Code Statement

205

City of Dublin, California
On-Call Electrical, Traffic Signal, Traffic Signal Communication, Streetlight Support and Emergency Repair Services DC Electric Group, Inc.

B. QUALIFICATIONS & EXPERIENCE
DC Electric’s core business is Traffic Signal and Streetlight maintenance services including the electrical infrastructure, backup power and networking equipment that supports these systems.

DC Electric has been in operation for over 12 years and currently performs Traffic Signal and/or Streetlight maintenance and on-call services similar to those being requested for over 30 agencies throughout the Bay Area, with responsibility for the ongoing maintenance of approximately five hundred fifty (550) signalized intersections. In addition, DC Electric is responsible for maintaining over twenty-two thousand (22,000) streetlights. The most important criteria that sets DC Electric apart is our primary focus on maintenance and operations.

Our traffic signal and streetlight maintenance services are not simply a division of a larger construction or manufacturing operation, they are our primary focus.

Overall Capabilities:

DC Electric has experience providing a wide variety of traffic signal, streetlight, and related electrical installation, maintenance, operation and repair services to municipal agencies in the following areas in addition to the services specifically requested in this RFQ:

Transportation
• Traffic signal cabinets, poles, signal heads and related infrastructure • Fiberoptic cabling, splicing, testing
• Network switch, router and radio configuration and troubleshooting • ATMS and SPM systems operation
• Hydrogen Fuel Cells
• Battery Back-up Systems (BBS)
• CCTV & Video Detection
• Emergency Vehicle Pre-emption
• Radar Speed Feedback Signs
• APS (Audible Pedestrian Signals)
• Microwave Vehicle Detection Station
• ADA pedestrian upgrades
• Underground utility installation & repair
• Lighted x-walk installation and repair

Street Lighting Services
• Street lighting poles, fixtures, wiring and related infrastructure • Parks lighting and ball field lighting
• Parking lot lighting
• Holiday and decorative lighting & banner installations

Other Services
• EV Chargers (Electric vehicle charging stations)
• ALPR (Automated License Plate Readers)
• USA Locating and Marking (811 Underground Service Alerts) • GIS surveys
• Building electrical – interior and exterior
• Fountain, pool & spa electrical
• Inspections
• Smart parking meters
206

City of Dublin, California
On-Call Electrical, Traffic Signal, Traffic Signal Communication, Streetlight Support and Emergency Repair Services DC Electric Group, Inc.

Licenses:

DC Electric holds the A-General Engineering and C-10 Electrical contractor’s licenses required by the City to provide the requested maintenance services. In addition to these licenses, DC Electric holds B-General Building, C31-Construction Zone Traffic Control, and C61/D31-Pole Installation and Maintenance specialty contractor’s licenses. Although these are not required to perform the scope of work, they are evidence of DC Electric’s focus and expertise in traffic signal and streetlight maintenance.

Experience of Field Staff

A successful traffic signal and streetlight on-call contract is dependent on the quality of the technical staff in the field. In addition to the key management team members, DC Electric has highly skilled field technicians. DC Electric is an IBEW signatory Union contractor. All of our field technicians have received extensive general electrical training, as well as years of on-the- job training in traffic signal and streetlight maintenance and operations. Our field technicians have International Municipal Signal Association (IMSA) Certifications in Work Zone Safety, Traffic Signal Level I, Traffic Signal Level II, and Traffic Signal Level III. It is this level of training and experience that enable DC Electric staff to quickly assess problems in the field, make necessary repairs with a minimum of time and cost, and make decisions independently in the field. Our technical staff know how to perform the work, can perform it safely, and understand their responsibility to public safety and to satisfying constituent and customer needs.

C. CLIENT REFERENCES
Customer Satisfaction & References:

In order to succeed as a traffic signal and streetlight maintenance company, not only do we have to be expert in these activities, we must also satisfy our customers. From our perspective, successfully completing large construction projects is easy relative to achieving total customer satisfaction year-after-year while performing thousands of routine maintenance and on-call tasks for dozens of agencies. It is our mission to provide exceptional service and 100% customer satisfaction. In the traffic signal and streetlight maintenance industry, there is no better way to judge the quality of a service provider than by asking their customers. For traffic signal maintenance, emergency response, and repairs where public safety is at issue and the reputation of a municipality is at stake, it is absolutely critical that the City be 100% satisfied with the quality, timeliness, expertise, and level of service provided by your traffic signal maintenance contractor.

DC Electric feels so strongly about customer satisfaction that we have provided reference information below for every agency we perform services for. It is easy for a contractor to hand pick 3 positive references. It is much more difficult to have the confidence that every agency we support can act as a positive reference. We encourage you to contact any of them for information about our technical expertise, customer service, and company qualifications.

207

City of Dublin, California
On-Call Electrical, Traffic Signal, Traffic Signal Communication, Streetlight Support and Emergency Repair Services DC Electric Group, Inc.

The three references listed below represent agencies that are similar in scope to the services requested by the City of Dublin followed by a complete listing of all our customers.

Reference Contact Current Services Provided
Billilee Saengchalern, P.E., T.E. * Monthly Traffic Signal Maintenance for 46 intersections City of Oakley * Quarterly Battery Backup Inspections and Maintenance Principal Engineer * Network Design, Installation and Troubleshooting 925-625-7154 * Fiberoptic Installation, Testing and Repair 3231 Main Street * ATMS System Remote Operation and Monitoring Oakley, CA 94561 * 24/7 On-Call Response for Traffic Signals and Streetlights

Ryan O’Connell, P.E. * Bi-Monthly Traffic Signal Maintenance for 35 intersections City of Emeryville * Bi-Monthly Battery Backup Inspection and Maintenance Senior Civil Engineer * Network Design, Installation and Troubleshooting 510 596 4346 * Fiberoptic Installation, Testing and Repair 1333 Park Ave * ATMS System Remote Operation and Monitoring Emeryville, CA 94608 * 24/7 On-Call Response for Traffic Signals and Streetlights

Virendra Patel * 24/7 On-Call Response for over 100 Traffic Signals City of Concord and 8000 Streetlights
Transportation Program Manager II * Installation of new Traffic Signal equipment including over 925-671-3129 40 intersections of video detection installed in the past 2 years 1950 Parkside Drive, 1B * Technical support and testing for traffic signal cabinets, Concord, CA 94519 controllers and networking equipment

208

City of Dublin, California
On-Call Electrical, Traffic Signal, Traffic Signal Communication, Streetlight Support and Emergency Repair Services DC Electric Group, Inc.

We are currently contracted with the following Agencies for Traffic Signal and Streetlight Maintenance and/or 24-hour Emergency On-Call Repair Services:

Complete Customer Reference List

209

City of Dublin, California
On-Call Electrical, Traffic Signal, Traffic Signal Communication, Streetlight Support and Emergency Repair Services DC Electric Group, Inc.

D. KEY PERSONNEL

Since traffic signal, streetlight and electrical maintenance and repairs are a service, a key qualification when contracting for these services is the quality and experience of the assigned personnel. The employees at DC Electric have successfully maintained hundreds of signalized intersections, and have managed, designed, and/or constructed many tens of millions of dollars’ worth of community-based traffic signal projects including the Hydrogen Fuel Cells currently installed in the City of Dublin. We have earned a strong reputation for consistent and creative problem solving through a solid technical base and exemplary work performance. We have demonstrated our capability in providing exceptional workmanship, flexibility in the field, and the ability to make decisions and act independently while providing field support services. We also focus on maintaining up to date training and knowledge of industry standards, specifications, applicable certifications and continued education in order to continue to serve our clients in the future. We are 100% customer focused and driven to provide the highest quality services to satisfy our customers’ needs.

John Abraham, Regional Manager of our Pacheco office, supervised traffic signal and streetlight operations for the County of Contra Costa for over 20 years. John supervises a team of highly qualified field technicians who are available to provide services to the City. John also served as the project manager and field superintendent for the Traffic Signal Resiliency Project that originally installed the Hydrogen Fuel Cell and Battery Backup Systems for the City of Dublin. As such, John is intimately familiar with the infrastructure, wiring, hardware and software involved in the ongoing operation of the City’s Backup Systems as well as the associated traffic signal systems. John’s first-hand experience in the electrical trade combined with his years of service in the public sector allow him to provide support and deliver solutions that take into account the unique challenges, responsibilities and requirements faced by public agencies in serving their residents.

Justin Calkins has over 20 years of traffic signal and streetlight maintenance and operations experience in both the public and private sectors. His experience working in all facets of the traffic signal industry including as a technician, vendor, technical support specialist, distributor and contractor allow him to see the complete picture when it comes to designing, installing and maintaining systems that will create the most benefit with the least number of challenges for our public agency customers. Justin has worked directly with the City of Dublin on various projects including APS installations, traffic signal cabinet replacements, video detection troubleshooting and installation, and fiberoptic network testing and repair. Justin’s first-hand experience working with the City’s equipment and infrastructure will allow for a seamless and effective partnership supporting the growing needs of the City of Dublin. Justin will be the assigned project manager and the primary point of contact for the City of Dublin.

All DC Electric field staff are IMSA certified traffic signal technicians with multiple years of experience in the traffic signal and streetlighting industry who take pride in providing professional services in a timely manner.

210

City of Dublin, California
On-Call Electrical, Traffic Signal, Traffic Signal Communication, Streetlight Support and Emergency Repair Services DC Electric Group, Inc.

Please see the org chart for a list of key DC Electric personnel along with Section G.

Attachments for detailed resumes.

E. APPROACH
Overview of Approach to Services

We approach all of our ongoing municipal contracts as partnerships between public and private industry working towards the same goal of ensuring the safe, effective and reliable operation of public infrastructure at a reasonable cost. We hope to continue building on an already established relationship of trust and cooperation between the City of Dublin and DC Electric by providing exceptional service in a fair and professional manner.

In addition to maintaining and repairing the City’s existing infrastructure DC Electric is also excited to support the City’s efforts to enhance and improve the various traffic signal, lighting, electrical and communication systems that make for a safe and vibrant community in the City of Dublin.

Dave D'Elicio
CEO
Jeff Asch
Chief Operating Officer
Tim Carter
Regional V.P.

John Abraham
Regional Manager
Chris Wilson
Foreman - Nort Bay
Matt Shipp
Foreman - East Bay
Len Swafford
TS & SL Technician
Dave Teicheira
TS & SL Technician
Josh Abraham
TS & SL Technician
Justin Calkins
ITS Project Manager
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City of Dublin, California
On-Call Electrical, Traffic Signal, Traffic Signal Communication, Streetlight Support and Emergency Repair Services DC Electric Group, Inc.

Requests for Non-Emergency On-Call Services

For typical non-emergency service requests DC Electric will work with City staff to determine an appropriate response time for issues that are not time-sensitive or safety related. Any authorized City staff member can contact DC Electric’s dispatchers via phone or email during normal business hours to initiate a service call. Our dispatchers will obtain all of the necessary details, create a work ticket in our database and assign the ticket to appropriate field staff. Within the agreed upon time limit a technician will respond to the request and make any necessary repairs or otherwise perform the service requested.

For larger projects or pre-scheduled activities, at the City’s request, DC Electric will provide a cost estimate for any on-call services needed, typically within 3-5 business days. These cost estimates may be either T&M estimates per the contract values or lump sum fixed price proposals depending on the needs of the City and the nature of the work requested. Once the work is approved by the City, DC Electric will procure any necessary materials and provide the City with a proposed schedule to perform the services.

For all services DC Electric staff will coordinate with the City’s representative to ensure all necessary parties are notified of any upcoming work including public works and public safety departments. For any work involving the City’s traffic signal systems, DC Electric will also coordinate with Alameda County signal maintenance staff to ensure they are aware of the work being performed and that our activities do not conflict with their maintenance responsibilities.

Once our work is complete, we will notify appropriate City staff to ensure the work is inspected and if there are any inconsistencies they will be remedied to the City’s satisfaction.

DC shall maintain readily available paper and electronic copies of all service logs specific to the infrastructure at each location. All installations and repairs shall be performed in accordance with applicable codes and standards including but not limited to MUTCD standards, Caltrans Standard Plans & Specifications including Maintenance Standards, the National Electric Code with California Amendments, and City Standards and Specifications (if applicable).

Emergency Response Services

As we realize that time is of the essence when issues of public safety arise, our emergency services are available 24 hours a day and 365 days a year. After a call is placed to our toll free, emergency dispatch line, a local DC Electric technician will be dispatched, arrive with the necessary inventory of required material, and investigate, diagnose, and repair malfunctions while onsite. When responding to an emergency, communication is critical. An open line of communication will be established between the responding technician and appropriate City/Emergency personnel. If repairs are unable to be made immediately, the area will be made safe and a follow up visit will be scheduled as soon as possible. If additional material, manpower and/or equipment are required to make final repairs, our technician will notify the emergency/safety personnel, Public Works Department, and internal project management team, and make accommodations for final repair.

212

City of Dublin, California
On-Call Electrical, Traffic Signal, Traffic Signal Communication, Streetlight Support and Emergency Repair Services DC Electric Group, Inc.

DC Electric technicians strive to respond on-site to all requests for emergency services within (1) hour, but in no instance longer than (2) hours during normal business hours and (3) hours during after-hours from the time of notification by City/Emergency personnel. All after hours emergency response work has a 2 hour minimum charge, and “Overtime” hourly rates apply.

Other Services/Miscellaneous Improvements

Providing innovative solutions and approaches in support of the City’s vision, budget, and schedule is an integral part of DC Electric’s partnerships with public agencies throughout the Bay Area. In addition to the physical installation and repair of these various systems, we are available to assist with infrastructure design, construction plan review, specification writing, long term budget planning or any other consultation services that may help the City maximize the effectiveness and minimize the cost of proposed projects or ongoing operations. DC Electric also has well established relationships with many of the major equipment vendors, engineering firms and other public agencies in the area to draw on a wide breadth of knowledge and experience in support of decision making and execution of the City’s goals.

Facilities & Inventory

Our East Bay Area Operations are conveniently located in Pacheco, California approximately 20 miles from the City of Dublin allowing for quick response to any emergency service requests.

Our facilities house the parts, wiring, pull-boxes, and other necessary materials to perform temporary and/or permanent repairs of the City’s traffic signals, streetlights and related infrastructure. This facility is also equipped to perform bench testing of traffic signal cabinets and related hardware in accordance with Caltrans and City specifications.

Equipment

DC Electric has access to all of the necessary equipment to properly maintain the traffic signal, streetlight, electrical and communications infrastructure for the City. In addition to the standard bucket trucks, DC Electric has all material handling, aerial crane, service body, and traffic control equipment at our disposal for any need that should arise. We also contract for 24/7/365 emergency crane services allowing us operational flexibility and access to a wide variety of crane assets at a moment’s notice.

Safety

DC Electric places a great deal of emphasis on safety as part of our mission of having long-term successful relationships with our employees. We are proud that, to date, our company has never had a lost time work related injury or OSHA reportable accident. DC Electric has received an “A” safety rating from ISNetworld, the 3rd party safety management company used by both Pacific Gas & Electric and Southern California Edison. Our Workers Compensation Insurance experience modification rating is a very low (.75).

In addition to demonstrating our emphasis on safety, and the care we have for our employees, this outstanding safety record is evidence of the level of expertise our field staff has in performing their traffic signal maintenance duties.
213

City of Dublin, California
On-Call Electrical, Traffic Signal, Traffic Signal Communication, Streetlight Support and Emergency Repair Services DC Electric Group, Inc.

Traffic Signal and Streetlight Database

The most basic function in providing on-call maintenance and repair services is responding to and tracking each service request. DC Electric’s years of maintenance experience have proven that an online work order management system is critical to the success of a maintenance program. DC Electric has developed a custom designed Traffic Signal and Streetlight Maintenance Database. Our database is a live web-based inventory and work order management system which can be customized and made accessible to designated City staff if requested. Our database system capabilities include electronic portal for online service request reporting, contract management, infrastructure management, maintenance scheduling, service request initiation and tracking, material tracking, historical data collection, and up-to-date reporting for agency informational requirements and billing purposes. All information related to service requests will be entered into the system, including type of service, means of call origination, time/date stamp for call origination, field staff arrival time, reporting of site/safety conditions, irregularities, photos (if necessary), investigational information, diagnoses, means of service, tasks performed, material used or installed, work complete, and departure time.

Each of our field staff are required to carry an internet enabled device for dispatch and completion of service requests. Pertinent information collected in the database is available to the technician while in the field. Location maintenance history, repair history and infrastructure information are valuable tools which can assist with investigations and diagnosis of malfunctions. Field technician mobile access to our database also allows for real time logging of all intersection data and task closures.

Other data collected through the database can be custom formatted to meet the City’s reporting needs and is accessible to City staff at its convenience. At the City’s request, existing historical data can be merged into the system to provide for more detailed and comprehensive reporting. A total monthly activity report by location will be provided for the City’s review in conjunction with the corresponding maintenance billing period. In addition, we will provide to the Public Works representative a detailed report of all pending or outstanding work. This report will be provided on a routine monthly basis or more regularly to meet your requirements and/or preferences.

Communication

Communication between the service provider and City staff is key to overall project success. DC Electric will establish communication protocols as part of our on-call services. These protocols will clearly identify what information needs to be communicated to which stake-holders and when. DC Electric will work with City staff to assemble the necessary contact information including project management staff, public works, police/sheriff, fire, dispatch, etc., as well as provide a complete set of contact information for DC Electric’s team.

As part of the communications program between DC Electric and the City, DC Electric will be available to meet City staff monthly and as needed upon request to review all ongoing activities including status of open work orders, completed repairs, estimates and proposals for additional 214

City of Dublin, California
On-Call Electrical, Traffic Signal, Traffic Signal Communication, Streetlight Support and Emergency Repair Services DC Electric Group, Inc.
work, and any quality control issues. DC Electric will also be available to provide technical advice and support to the City for any ongoing or upcoming plans or projects.

Reporting

DC Electric’s Traffic Signal Database produces complete activity reports by location showing all activities including service tickets that remain “open.” These reports can be customized as needed to meet any specific requirements. DC Electric’s standard is to provide monthly activity reporting of all operations (routine and emergency response). Reporting is based on the calendar month and is accompanied by corresponding invoice(s) for all work performed during the reporting period. Additionally, our Database system automatically segregates all service tickets (and associated costs) using a unique incident number when a 3rd party has potential responsibility. This allows DC Electric to provide all of the necessary supporting information and documentation for a jurisdiction to hold a responsible 3rd party accountable for system damage, and maximize the City’s ability for cost recovery. All reporting activities can be customized and segregated by location/type to meet the City’s requirements.

Recycling and Hazardous Waste

DC Electric intends to segregate waste materials into recyclable materials such as paper packaging and metal and hazardous waste (lamps). DC Electric will ensure 100% recycling of disposed recyclable materials. DC Electric uses certified hazardous waste disposal companies to properly transport, dispose of, and document the disposal of all hazardous lamp material. DC Electric will recycle all materials, properly dispose of all hazardous waste and provide all required documentation to the City upon request.

Summary

As noted in the cover letter DC Electric Group, Inc has reviewed the RFQ documents including addendum #1, the requested scope of services, insurance requirements, prevailing wage requirements and City standard contracting agreement and affirms our ability to meet these requirements without exception.

After complete review of the information provided in this proposal, we hope that you consider DC Electric Group, Inc. the most experienced and qualified partner for On-Call Electrical, Traffic Signal, Traffic Signal Communication, Streetlight Support and Emergency Repair Services.

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City of Dublin, California
On-Call Electrical, Traffic Signal, Traffic Signal Communication, Streetlight Support and Emergency Repair Services DC Electric Group, Inc.

F. PRICE PROPOSAL FORM

DC Electric understands the importance of providing services in line with the City’s budgetary requirements and we have a strong history of completing projects on-time and on-budget. Due to the varied nature of field conditions, traffic control requirements, underground utility locations and constantly increasing material costs the items listed in Schedules D through I are assumed to be good faith estimates based on our typical costs but may vary per project.

216

City of Dublin, California
On-Call Electrical, Traffic Signal, Traffic Signal Communication, Streetlight Support and Emergency Repair Services DC Electric Group, Inc.

217

City of Dublin, California
On-Call Electrical, Traffic Signal, Traffic Signal Communication, Streetlight Support and Emergency Repair Services DC Electric Group, Inc.

218

City of Dublin, California
On-Call Electrical, Traffic Signal, Traffic Signal Communication, Streetlight Support and Emergency Repair Services DC Electric Group, Inc.

219

City of Dublin, California
On-Call Electrical, Traffic Signal, Traffic Signal Communication, Streetlight Support and Emergency Repair Services DC Electric Group, Inc.

220

City of Dublin, California
On-Call Electrical, Traffic Signal, Traffic Signal Communication, Streetlight Support and Emergency Repair Services DC Electric Group, Inc.

*Labor and equipment rates subject to CPI and/or Prevailing Wage increases to be assessed each July for the duration of the contract or as agreed upon by the City.

221

City of Dublin, California
On-Call Electrical, Traffic Signal, Traffic Signal Communication, Streetlight Support and Emergency Repair Services DC Electric Group, Inc.

G. ATTACHMENTS

1. Resumes

John Abraham
Regional Manager
• 35+ years of total local experience in the electrical industry • 30+ years of experience in the traffic signal and street light maintenance industry • Bachelor of the Arts Degree in Business Management
• IMSA Certified - Work Zone Safety, Traffic Signal Level I, Level II, Level III • Other Certifications – Fiber Optic Technician, Airport Lighting Technician, Crane Operation and Asbestos Abatement
Experience:
▪ Contra Costa County - Lead Electrician of the Traffic Signal Shop maintaining over 750 traffic signals and all street lights within County jurisdiction. ▪ Lead emergency, non-emergency, and preventative maintenance technician for the following local municipal clients for the past 21+ years: Antioch, Brentwood, Clayton, Concord, Danville, Hercules, Martinez, Moraga, Oakley, Orinda, Pinole, Pleasant Hill, and San Pablo.
▪ Extensive operational knowledge of various types of traffic signal equipment, controller assemblies, and associated electrical component functions: 332 & NEMA Cabs, 2070 controllers, 170 & NEMA TS1 and TS2 controllers. Installation, repair, programming and general maintenance of total controller assemblies including malfunction management systems, battery back-up systems, output circuit drivers, vehicle and pedestrian detectors including, magnetometer - based vehicle detection, wireless (Sensys Networks), inductive loop detection, Piezo loop detection, various video detection systems (Iteris, Econolite and Trafficon), emergency vehicle pre-emption systems (Opticom & Emtrac), vehicle and pedestrian indications, red light camera systems and all associated wiring, Installation and repair of traffic calming devices, lighted cross-walk systems, and radar feed-back signs. Expertise in investigation and repair of both stand- alone systems and coordinated intersections.
▪ Repair of electrical, electronic, and microprocessor based equipment to the component level in the Signal Shop.
▪ Fabrication of specialized equipment for testing existing equipment and troubleshooting performance of equipment in the field.
▪ Streetlight maintenance and lighting retrofit projects. ▪ Electrical maintenance of all County facilities including airport lighting, phone/data systems and HVAC/refrigeration maintenance.
▪ Primary contact person for all public agencies within the County. ▪ Specific knowledge of the geography and electrical infrastructure in the East Bay and surrounding areas, including traffic signal and street light maintenance history. ▪ Planning, layout, estimating, purchasing, cost control, scheduling, and personnel management.
▪ In depth understanding of industrial standards, codes, and safety practices.

222

City of Dublin, California
On-Call Electrical, Traffic Signal, Traffic Signal Communication, Streetlight Support and Emergency Repair Services DC Electric Group, Inc.

Justin Calkins
ITS Project Manager
• 20+ years in Traffic Signal & Streetlight Maintenance • IMSA Certified – Workzone Safety, Traffic Signal Field Technician Level I, II & III • Consortium for ITS Training and Education (C.I.T.E) – Traffic Engineering and Operations certification
• ITE - Northern California Section board member 2015-2017 • General knowledge of the geography, history, and technical requirements of the electrical infrastructure and ITS systems in the City of Dublin
•
Experience:
▪ Traffic Signal Technician for the City of Livermore, 9 years ▪ Engineering Technician – Aegis ITS, 4 Years
▪ Field Service Representative – Econolite Control Products Inc., 5 Years ▪ Fiberoptic cable splicing, termination, testing and repair ▪ Networking, switch configuration, troubleshooting network and ITS systems ▪ ATMS system operation
▪ Video detection systems installation, configuration and troubleshooting including Autoscope, Iteris, Gridsmart and Trafficon systems
▪ CCTV installation, configuration and operation
▪ Wireless communications equipment installation, configuration and troubleshooting ▪ Installation, modification and repair of NEMA TS-1, TS-2 and 332 cabinets ▪ Controller programming and troubleshooting including Naztec, Econolite, and D4 software platforms
▪ Central system and management and operation including Naztec’s Streetwise and Econolite’s Centracs platforms
▪ Evaluation and adjustment of signal timings and coordination plans ▪ Implementation, testing, and fine tuning of hardware, software and signal timings for Transit Priority systems

223

City of Dublin, California
On-Call Electrical, Traffic Signal, Traffic Signal Communication, Streetlight Support and Emergency Repair Services DC Electric Group, Inc.

Dave D’Elicio
CEO
• 20+ years local experience in the traffic signal, street lighting, and electrical industry. • 20 years Journeyman Electrician, IBEW Local #551
• D.I.R State Certified General Electrician
• California State License Holder – C-10
• IMSA Certified – Traffic Signal Field Technician Level III • Exceptional training and understanding of electrical theory and its relation to practical application

Experience:
▪ Served as the Field Operations Manager for DC Electric for the past 5 years and gained extensive experience managing resources and customer expectations to ensure delivery of high quality services
▪ Extensive knowledge of various types of traffic signal equipment, controller assemblies, and associated electrical component functions. Installation, repair, programming, and general maintenance of total controller assemblies including malfunction management systems, output circuit drivers, and vehicle and pedestrian detectors including inductive loop detection and video detection systems.
▪ Emergency, non-emergency, and preventative maintenance service for the following local municipal clients: City of Emeryville, City of San Rafael, City of Mill Valley, City of Petaluma, City of Rohnert Park, City of Novato, City of Sausalito, Town of San Anselmo, Town of Ross, Town of Corte Madera, and County of Marin.
▪ Industrial electrical design, installation, and repair with expertise in street light and traffic signal infrastructure installations and associated undergrounding. Extensive history in design, installation, programming, and maintenance of commercial energy management systems and smart systems.

224

City of Dublin, California
On-Call Electrical, Traffic Signal, Traffic Signal Communication, Streetlight Support and Emergency Repair Services DC Electric Group, Inc.

Jeff Asch
Chief Operating Officer
• 20+ years experience in streetlight and traffic signal maintenance, and 30+ years of total experience in the electrical industry
• California State License Holder –Class B (General Building); C-10 (Electrical) C-31 (Construction Zone Traffic Control); C-61/D-31 (Pole Installation & Maintenance) • Experienced executive with a proven track record of successfully operating and growing small businesses. Strengths include Operations, Project Development, Project Management, Accounting & Finance, Geographic Expansion, Information Technologies, Legal & Risk Management, and Contract Administration,
• Bachelor of Arts Degree in Government with High Honors, Wesleyan University, Middletown, CT Certificate in Energy Management & Design, Sonoma State University, Rohnert Park, CA

Employment:
• DC Electric, Inc. (2015 – Present)
Chief Operating Officer
• Cartelligent (2013 – 2015)
Chief Executive Officer
• Republic Intelligent Transportation Services, Inc. (2002 – 2011) Vice President & Chief Financial Officer (2002 – 2011)
• Northeast Energy Services Company (NORESCO)
Western Region Vice President (2000 – 2002)
Western Regional Manager (1997 – 2000)
Engineering & Project Management (1994 – 1997)

Experience:
▪ At Northeast Energy Services Company, oversaw western regional operations for the premier provider of energy efficiency services, including expansions to central and southern California, Hawaii, and the Pacific Northwest, growing the region from $1M in annual construction to over $30M. Key clients included Pacific Gas & Electric, Southern California Edison, Safeway, Rite-Aid, the County of Los Angeles, the California Army National Guard, as well as smaller cities throughout California. ▪ As the Vice President & Chief Financial Officer of Republic Intelligent Transportation Services, Inc., helped operate the nation’s leading traffic signal and streetlight maintenance services company with 10,000 intersections and over 170,000 streetlights under maintenance. Oversaw the expansion to New England, Southern California, Texas, and Arizona.
▪ As the Chief Operating Officer of DC Electric, Inc. has direct oversight for all operations.

Responsible for all project management, management, and administrative functions such as accounting, fleet management, insurance, risk management, legal, and IT, including the creation and ongoing support for our web-based custom written streetlight and traffic signal work order management system.

225

City of Dublin, California
On-Call Electrical, Traffic Signal, Traffic Signal Communication, Streetlight Support and Emergency Repair Services DC Electric Group, Inc.

Timothy Carter
Regional Vice President
• 21 years of local experience in traffic signal and street light maintenance industry. • Bachelor of Arts Degree in Environment al Studies and Planning, Energy Management and Design from Sonoma State University.
• IMSA Certified - Work Zone Safety, Traffic Signal Level I & Level II • 17 years of experience as a Project Manager for traffic signal and street light maintenance and construction management in the North Bay Area Region.

Employment:
• DC Electric Group, Inc. (2012 – Present)
Regional Vice President
• Republic Intelligent Transportation Services, Inc. (2003 – 2012) Project Manager & Service Operations Manager (2003 – 2012) Experience:
• Project Manager, Service Operations Manager, and primary contact person for all public agencies in Marin, Sonoma, Mendocino, Solano, Napa, Alameda, Contra Costa counties for all traffic signal maintenance, streetlight maintenance, and associated construction projects. • Currently responsible for the project management (maintenance, repair and after- hours emergency services) of signal and street light infrastructure for the following local agencies:

Cities of Novato, Petaluma, San Rafael, Mill Valley, Larkspur, Sausalito, Rohnert Park, Cotati, Sebastopol, Benicia, and Ukiah, Counties of Marin and Sonoma, Towns of Corte Madera, San Anselmo, Fairfax, Ross, and Windsor, as well as the Bel Marin Keys and Marinwood Community Services Districts.
• Specific knowledge of the geography and electrical infrastructure in the City of Novato and surrounding areas, including traffic signal and street light maintenance history. • Managed a wide-variety of traffic signal, streetlight, and pedestrian improvement projects with excellent customer service, satisfaction, and safety:
• Expert in the installation and maintenance of Signalized Intersections, Street Lighting, Sport Lighting, Facility Lighting, Vehicle Detection (Video, Loops, Sensys™, etc.), Adaptive Traffic Control Systems, Battery back-up systems, CCTV Cameras, Emergency Vehicle Pre-emption (EVP), Signal interconnect and GPS time-clock installations, RRFBs, Lighted Crosswalks, Flashing Beacons, Radar Feedback Signs, Service Pedestals, Pedestrian (ADA) Upgrades/Improvements, Undergrounding and overhead utility and infrastructure, and Energy Efficiency Upgrades. • Development and execution of traffic signal maintenance contracts and construction projects in the San Francisco Bay Area Region, with a concentration in the North Bay. • Project manage from initial development through project completion including Estimating and proposal writing, Bid preparation, Contract Review/Execution, Purchasing, Subcontracting, Scheduling, Traffic Control Plans, Obtaining Permits, Job tracking and reporting, and Billing review • Responsibility for Training and Safety as well as Fleet Management

226

City of Dublin, California
On-Call Electrical, Traffic Signal, Traffic Signal Communication, Streetlight Support and Emergency Repair Services DC Electric Group, Inc.

Matt Shipp
Foreman – East Bay
• 17 years of local municipal experience specific to the traffic signal and electrical industry • 23 years IBEW Local #180 Journeyman Electrician
• D.I.R State Certified General Electrician
• IMSA Certified
• Expert and in-depth knowledge of all aspects of the local electrical infrastructure • Exceptional training and understanding of electrical theory and its relation to practical application.

Experience:
▪ Served as Foreman for the installation of the City of Dublin’s Hydrogen Fuel Cell and Battery Backup Systems
▪ Expert in the construction and installation of electrical services, backup power systems, traffic signals and related equipment
▪ Extensive experience installing and maintaining various types of traffic signal equipment inlcuding controller assemblies, 332 & NEMA TS1 and TS2 cabinets, battery back-up systems, output circuit drivers, vehicle and pedestrian detection systems, wireless detection, inductive loop detection, and various video detection systems (Iteris, Econolite and Gridsmart). ▪ Extensive knowledge of street lighting and repair in both parallel and series circuits.

Dave Teicheira
Traffic Signal and Street Light Technician
• 7 years local electrical experience
• D.I.R State Certified General Electrician
• IMSA Certified
• Aerial Lift Certified
• Will serve as the lead technician for the ongoing maintenance of the City’s Hydrogen Fuel Cell backup systems

Experience:
▪ East Bay Traffic Signal Maintenance Lead – responsible for organizing and overseeing DC Electric’s Traffic Signal and Streetlight Maintenance programs throughout the East Bay ▪ Assisted with the installation and commissioning of the City of Dublin’s Hydrogen Fuel Cell and Battery Backup Systems
▪ Factory trained in the installation, maintenance and repair of Traffic Signal Backup Systems ▪ Skilled in the ongoing maintenance and repair of traffic signal cabinets, controllers, backup systems, detection systems and all associated components
▪ Expert in lighting and power systems for traffic signals, street lights, irrigation systems, facilities and other electrical equipment

227

City of Dublin, California
On-Call Electrical, Traffic Signal, Traffic Signal Communication, Streetlight Support and Emergency Repair Services DC Electric Group, Inc.

Joshua Abraham
Traffic Signal and Street Light Technician
• 6 years experience in the construction, installation and repair of traffic signals and streetlights • IMSA Certified
• CPR Certified
• Aerial Lift & Forklift Certified

Experience:
▪ Assisted with the construction and installation of the City’s Hydrogen Fuel Cell and Battery Backup Systems
▪ Worked with factory representatives in the programming and commissioning of the Hydrogen Fuel Cells
▪ Experienced in the installation and maintenance of traffic signals, battery backup systems, video detection systems, cabinets, controllers and all associated hardware

Len Swafford
Traffic Signal and Street Light Technician
• 27 years local electrical experience
• Certified Fiber Optic Splicer
• 12+ years IBEW Local #302 Journeyman Electrician
• D.I.R State Certified General Electrician
• IMSA Certified
• Certified Rigger/Signal Person
• Certified Transportation Worker
• Cal OSHA 30-Certified
• Aerial Lift Certified
• Forklift Certified

Experience:
▪ Contra Costa County – Traffic Signal Technician & General Electrician services including the cities of Oakley, Lafayette, Orinda, Emeryville, and the County of Contra Costa. ▪ Streetlight Maintenance, Repair, and Emergency Service including the Cities Emeryville, Lafayette, Orinda, Benicia, and the County of Contra Costa.
▪ Maintenance of various electrical systems within the County such as: Lighting, Data Cabling, Generators, Pump & Motor Controls, Cameras
▪ Maintenance of electrical systems within Chevron & Shell refineries

228

City of Dublin, California
On-Call Electrical, Traffic Signal, Traffic Signal Communication, Streetlight Support and Emergency Repair Services DC Electric Group, Inc.

Chris Wilson
Foreman – North Bay
• 20 years of local experience in the traffic signal, street lighting, and electrical industry • 15 years Journeyman Electrician, IBEW Local #551
• IBEW Local #551 Apprenticeship Program
• D.I.R State Certified General Electrician
• IMSA Certified
• Tower climbing, aerial safety, and rescue training and certification • Anritsu Site Master line sweep certification.
• Andrew Institute EZFIT and Positive Stop Series connectors certification • Specific knowledge of the geography and the electrical infrastructure for the North Bay Area

Experience:
▪ Traffic signal and street light maintenance, repair – Journeyman Electrician and Field Superintendent for DC Electric’s North Bay office
▪ Extensive knowledge of various types of traffic signal equipment, controller assemblies, and associated electrical component functions. Installation, repair, programming, and general maintenance of total controller assemblies including malfunction management systems, output circuit drivers, and vehicle and pedestrian detectors including inductive loop detection and video detection systems
▪ Expert underground utility location and repair
▪ Emergency, non-emergency, and preventative maintenance service for the following local municipal clients: Cities of Novato, San Rafael, Mill Valley, Larkspur, Sausalito, Rohnert Park, Cotati, Sebastopol, American Canyon, Benicia, Emeryville, Petaluma, and Ukiah. Counties of Marin and Sonoma. Towns of Corte Madera, San Anselmo, Fairfax, Ross and Windsor.

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2. Conflict of Interest Statement
230

3. Public Contract Code Statement
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232

STAFF REPORT

CITY COUNCIL

Page 1 of 2 ends

Agenda Item 5.4
DATE: October 1, 2024
TO: Honorable Mayor and City Councilmembers
FROM: Linda Smith, City Manager
SUBJECT: Purchase and Sale Agreement with East Bay Regional Park District for Right- of-Way, Tassajara Road Improvements – North Dublin Ranch Drive to Quarry Lane School Project, CIP No. ST0119
Prepared by: Laurie Sucgang, City Engineer
EXECUTIVE SUMMARY:

The City Council will consider approving a Purchase and Sale Agreement with East Bay Regional Park District for 1,575 square feet of right-of-way and 1,751 square feet of temporary construction easement for the Tassajara Road Improvements – North Dublin Ranch Drive to Quarry Lane School project, CIP No. ST0119.

STAFF RECOMMENDATION:

Adopt the Resolution Approving the Purchase and Sale Agreement and Joint Escrow Instructions With East Bay Regional Park District for the Tassajara Road Improvements – North Dublin Ranch Drive to Quarry Lane School Project, CIP No. ST0119.

FINANCIAL IMPACT:

The purchase price for the right-of-way is $3,686 and for the temporary construction easement is $410, for a total amount of $4,096. There are sufficient funds available in the approved 2024-2029 Capital Improvement Program (CIP) budget for the Tassajara Road Improvements – North Dublin Ranch Drive to Quarry Lane School project, CIP No. ST0119.

DESCRIPTION:

On April 21, 2020, the City Council approved Resolution No. 31-20 adopting an amendment to the General Plan and Eastern Dublin Specific Plan changing a segment of Tassajara Road from North Dublin Ranch Drive to the northern City limit with Contra Costa County to a four-lane arterial roadway. Soon thereafter, Staff and consultants proceeded with the design phase to improve Tassajara Road from North Dublin Ranch Drive to Quarry Lane School to a four-lane arterial 233

Page 2 of 2 ends

standard with bike lanes, sidewalks, landscaped median, stormwater treatment areas, street lighting, and other associated street improvements.

The construction of the project requires the acquisition of right-of-way along the west side of the roadway. A strip of land and a temporary construction easement over the property owned by East Bay Regional Park District, Assessor’s Parcel Number 986-0028-003, is required. The fee acquisition area is a strip of land along Tassajara Road, consisting of approximately 1,575 square feet. Additionally, the City will require a temporary construction easement, along the fee acquisition strip, consisting of approximately 1,751 square feet.

The Board of Directors of East Bay Regional Park District approved the conveyance and sale of the property and temporary construction easement, as proposed in the Purchase and Sale Agreement, at their July 16, 2024, meeting. Upon acquisition of all necessary rights-of-way and temporary construction easements from all properties along Tassajara Road within the project limits, the project design can be completed and advertised for construction, which is anticipated to begin in summer 2025.

Environmental Review
On March 3, 2020, the City Council approved a CEQA Addendum to the Initial Study/Mitigated Negative Declaration (Resolution No. 17-20), which was previously adopted in 2004. The Addendum addressed the programmatic change in the number of ultimate travel lanes from six lanes to four lanes for a portion of Tassajara Road, including the subject segment from North Dublin Ranch Drive to Quarry Lane School. The right-of-way necessary to construct this segment is also addressed in the approved Addendum.

STRATEGIC PLAN INITIATIVE:

Strategy 5: Long-Term Infrastructure and Sustainability Investments Objective B: Focus on major street improvements to assist in improving safety and traffic movement, including Village Parkway, Tassajara Road, and the Dublin Boulevard extension.

NOTICING REQUIREMENTS/PUBLIC OUTREACH:

The City Council Agenda was posted.

ATTACHMENTS:
1) Resolution Approving the Purchase and Sale Agreement and Joint Escrow Instructions With East Bay Regional Park District for the Tassajara Road Improvements – North Dublin Ranch Drive to Quarry Lane School Project, CIP No. ST0119
2) Exhibit A to Resolution – Purchase and Sale Agreement and Joint Escrow Instructions 3) CIP No. ST0119
234
Attachment 1
Reso. No. XX-24, Item X.X, Adopted 10/01/2024 Page 1 of 1 RESOLUTION NO. XX – 24

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF DUBLIN

APPROVING THE PURCHASE AND SALE AGREEMENT AND JOINT ESCROW

INSTRUCTIONS WITH EAST BAY REGIONAL PARK DISTRICT FOR THE TASSAJARA ROAD IMPROVEMENTS – NORTH DUBLIN RANCH DRIVE TO QUARRY LANE SCHOOL PROJECT, CIP NO. ST0119
WHEREAS, East Bay Regional Park District is the owner of real property on Tassajara Road, Assessor’s Parcel Number 986-0028-003; and
WHEREAS, in order to construct the Tassajara Road Improvements – North Dublin Ranch Drive to Quarry Lane School Project, CIP No. ST0119 (Project), the City of Dublin requires the acquisition of a portion of the East Bay Regional Park District property; and WHEREAS, the City and East Bay Regional Park District prepared a Purchase and Sale Agreement and Joint Escrow Instructions, attached hereto as Exhibit A; and WHEREAS, the Board of Directors of East Bay Regional Park District, at their July 16, 2024 Board Meeting, authorized the grant of fee title and temporary construction easement to the City.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Dublin hereby approves the Purchase and Sale Agreement and Joint Escrow Instructions with East Bay Regional Park District, attached hereto as Exhibit A.

BE IT FURTHER RESOLVED that the City Manager, or designee, is authorized to execute the agreement, attached hereto as Exhibit A, and make any necessary, non-substantive changes to carry out the intent of this Resolution, including any minor increases to closing costs, should that be necessary.

BE IT FURTHER RESOLVED that the City Manager, or designee, is authorized to execute instruments or documents, as may be necessary, to facilitate the land transfer and close of escrow as outlined in the agreement.

PASSED, APPROVED AND ADOPTEDthis 1st day of October 2024, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
______________________________
Mayor
ATTEST:
_________________________________
City Clerk
235

PURCHASE AND SALE AGREEMENT

AND JOINT ESCROW INSTRUCTIONS

THIS PURCHASE AND SALE AGREEMENT AND JOINT ESCROW
INSTRUCTIONS (this "Agreement") is entered into as of ________ , 2024 (the "Effective Date"), by and between the CITY OF DUBLIN, a California municipal corporation ("City"), and EAST BAY REGIONAL PARK DISTRICT, a California special district ("Grantor"). Grantor and City are individually referred to herein as a "Party," and collectively referred to herein as the "Parties."

RECITALS
A. Grantor is the owner of ce1tain real prope1ty located in the City of Dublin, California, designated as APN 986-0028-003 (the "Grantor's Parcel").

B. The Grantor's Parcel is approximately 3.83 actes in size. The site is a staging area for the Tassajara Creek Regional Trail. Grantor's Parcel is real property that has been real prope1ty actually dedicated and used for park purposes pursuant to California. Public Resources Code Section 5540. The Grantor's Parcel is more pa1ticularly described in Exhibit A attached hereto and incorporated herein by this reference.

C. The City is proposing to construct the Tassajara Road Improvements - No1th Dublin Ranch Drive to Quany Lane School Project ("Project"), which requires the acquisition of a pmtion of the Grantor's Parcel for park uses, including but not limited to pedestrian and bicycle facilities.

D. City desires to acquire portions of Grantor's Parcel for the constmction of the Project. City proposes to acquire 1,575 square feet in Fee Simple ("Fee Acquisition") in a manner consistent with California Public Resources Code Section 5540.6, as more particularly described in Exhibit B.

E. City also desires to acquire 1,751 square feet in Tempora1y Construction Easement ("TCE"), as more particularly described in Exhibit C attached hereto and incorporated herein by this reference.

NOW, THEREFORE, for and in consideration of the mutual covenants and agreements contained in this Agreement, and other good and valuable consideration, the receipt and adequacy of which is hereby acknowledged by the Pa1ties, Grantor and City hereby agree as follows:

1. INCORPORATION OF RECITALS AND EXHIBITS. The Recitals set fo1th above and the Exhibits attached to this Agreement are each incorporated into the body of this Agreement as if set fo1th in full.

Attachment 2
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Streets Five-Year Capital Improvemen
t Program 2024-2029 86
Number – ST0119

TASSAJARA ROAD IMPROVEMENTS - NORTH DUBLIN RANCH
DRIVE TO QUARRY LANE SCHOOL Program – STREETS

PROJECT DESCRIPTION
This project provides for design and construction to complete the street improvements on Tassajara Road, from North Dublin Ranch Drive to Quarry Lane School.

The scope of this project was previously included as part of CIP No. ST0116 - Tassajara Road Realignment & Widening, which included the design and construction of Tassajara Road from North Dublin Ranch Drive to Dublin's northern limit. In Fiscal Year 2018-19, the scope of ST0116 was revised to only include the segment of Tassajara Road north of Fallon Road.

The project will improve Tassajara Road to a four-lane arterial standard, with bike lanes, sidewalks, landscaped median, stormwater treatment areas, and other associated street improvements. Portions of the existing roadway have been improved by adjacent development projects and this project will complete the street improvements implementing the General Plan and the Complete Streets Policy. This roadway segment is a project within the Eastern Dublin Tran sportation Impact Fee program.

Preliminary engineering and environmental documentation were completed as part of ST0116.

PROJECT TIMELINE: The project is currently in design and right-of-way acquisition. Construction is anticipated to begin in 2025.

ANNUAL OPERATING IMPACT: $20,000
2024-2029 CAPITAL IMPROVEMENT PROGRAM

ESTIMATED COSTS
PRIOR
YEARS 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 FUTURE

YEARS TOTALS
9100 – Salaries & Benefits $136,040 $136,040
9200 – Contract Services $2,169,660 $2,169,660
9300 – Land/Right of Way $436,300 $436,300
9400 – Improvements $10,340,000 $1,500,000 $11,840,000 9500 – Miscellaneous $418,000 $418,000
TOTAL $13,500,000 $1,500,000 $15,000,000
*BUDGET UPDATE: This sheet reflects a July 16, 2
024, City Council approved budget change and $1,000,000 appropriation of Transportation for Clean Air and Measure
BB Grant funds.

Attachment 3
264

Streets Five-Year Capital Improvement Program 2024-2029 87

FUNDING SOURCE
PRIOR
YEARS 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 FUTURE

YEARS TOTALS
2201 – State Gas Tax $1,201,980 $1,201,980
4301 – Eastern Dublin Transportation
Impact Fee $3,848,020 $3,848,020
4305 – Traffic Impact Fee – Dougherty
Valley $1,500,000 $1,500,000
4306 – Tri-Valley Transportation
Development Fee $5,500,000 $5,500,000
2214 – Measure BB Sales Tax – Local
Streets Fund (ACTC) $500,000 $500,000
2207– TFCA/Transportation for Clean
Air $128,000 $128,000
2217 – Measure BB Grants $872,000 $872,000
2922 – Tri-Valley Transportation Council
Grants $1,450,000 $1,450,000
TOTAL $13,500,000 $1,500,000 $15,000,000

*BUDGET UPDATE: This sheet reflects a July 16, 2024, City Council approved budget change and $1,000,000 appropriation of Transportation for Clean Air and Measure BB Grant funds.
265

STAFF REPORT

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Page 1 of 2 ends

Agenda Item 5.5
DATE: October 1, 2024
TO: Honorable Mayor and City Councilmembers
FROM: Linda Smith, City Manager
SUBJECT: Notice of City Engineer’s Receipt of Final Map for Review for Tract 8452, The DC (Dublin Centre)
Prepared by: Gabrielle Abdon, Senior Civil Engineer
EXECUTIVE SUMMARY:

The City Council will receive notification of the City Engineer’s receipt of the Final Map for review for Tract 8452, PA-3 The DC (Dublin Centre).

STAFF RECOMMENDATION:

Receive the notification.

FINANCIAL IMPACT:

There is no impact to the General Fund.

DESCRIPTION:

In accordance with Chapter 9.24.080 of the City of Dublin Municipal Code, this is notice of the City Engineer’s receipt of the following Final Map for review:

Tract Location Developer Number of
Units/Lots
Type
8452 PA-3 The DC
(Dublin Centre)
Landsea Homes, Inc. 170 Units Single Family,
Condominium, ADU
The DC (Dublin Centre) development (formerly the SCS Property) is bounded by Tassajara Road, Gleason Drive, Brannigan Street, and Dublin Boulevard. The development is divided into four planning areas (PA-1, PA-2, PA-3, and PA-4). PA-3 (Tract 8452) is located between Central Parkway and Gleason Drive. The developer has submitted the final map for PA-3 (Tract 8452) for review by Staff.
266

Page 2 of 2 ends

STRATEGIC PLAN INITIATIVE:

None.

NOTICING REQUIREMENTS/PUBLIC OUTREACH:

The City Council Agenda was posted.

ATTACHMENTS:
1) Draft Tract 8452 Final Map
267
Attachment 1
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STAFF REPORT

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Page 1 of 3 ends

Agenda Item 5.6
DATE: October 1, 2024
TO: Honorable Mayor and City Councilmembers
FROM: Linda Smith, City Manager
SUBJECT: Hexcel Redevelopment (PLPA-2022-00038)
Prepared by: Gaspare Annibale, Associate Planner
EXECUTIVE SUMMARY:

On March 19, 2024 and September 17, 2024, the City Council held a public hearing to consider the Hexcel Redevelopment project, which includes the redevelopment of an 8.81-acre site located at 11711 Dublin Boulevard. The project would demolish the existing 62,175-square-foot former Hexcel research and development building and construct a new 125,532-square-foot light industrial building to appeal to advanced manufacturing and life science uses with 217 parking stalls and related site improvements. Requested approvals include certification of a Final Environmental Impact Report, a Planned Development Rezone with a Stage 1 and Stage 2 Development Plan, Site Development Review Permit, and Heritage Tree Removal Permit. The City Council certified the Final Environmental Impact Report, introduced the Planned Development Zoning Ordinance and adopted a Resolution approving the Site Development Review Permit and Heritage Tree Removal Permit. The City Council is now being asked to waive the second reading and adopt the Ordinance approving the Planned Development Rezone for the Hexcel Redevelopment project.

STAFF RECOMMENDATION:

Waive the reading and adopt the Ordinance Amending the Zoning Map and Approving a Planned Development Zoning District With a Stage 1 and Stage 2 Development Plan for the Hexcel Redevelopment project.

FINANCIAL IMPACT:

The cost associated with processing the project application is borne by the Applicant. 281

Page 2 of 3 ends

DESCRIPTION:

Background
Overton Moore Properties is proposing to demolish the existing 62,175-square-foot former Hexcel research and development building located 11711 Dublin Boulevard and construct a new 125,532-square-foot light industrial building to appeal to advanced manufacturing and life science uses. Requested approvals include a Planned Development Rezone with a Stage 1 and Stage 2 Development Plan, Site Development Review Permit, and Heritage Tree Removal Permit.

Figure 1. Project Location
The City Council held public hearings to consider the proposed project on March 19, 2024 and on September 17, 2024. Please refer to Attachments 2 and 3 for a complete discussion of the proposed project. On September 17, 2024, the City Council adopted Resolution No. 105-24 certifying the Final Environmental Impact Report, waived the first reading and introduced an Ordinance amending the zoning map and approving the Planned Development Zoning District with a Stage 1 and Stage 2 Development Plan, and adopted Resolution No. 106-24 approving a Site Development Review Permit and Heritage Tree Removal Permit.

The City Council is now being asked to waive the second reading and adopt the Ordinance (Attachment 1) amending the Zoning Map and approving a Planned Development Zoning District with a Stage 1 and Stage 2 Development Plan.

ENVIRONMENTAL DETERMINATION:

On May 15, 2023, the City issued a Notice of Preparation for an Environmental Impact Report (EIR) and held a public scoping meeting on May 25, 2023. The City received three letters regarding the scope of the EIR. Subsequently, a Draft EIR was prepared for the proposed project and circulated for a 45-day public review period from August 21, 2023, to October 5, 2023. The City received three comment letters during the public review period. In addition, a fourth letter was received after the public review period. Responses were prepared for each of the comments received by the City. The Draft EIR, comments and associated responses, and changes and clarifications to the Draft EIR constitute the Final EIR. On September 17, 2024, the City Council 282

Page 3 of 3 ends

adopted Resolution No. 105-24 certifying the Final Environmental Impact Report.

STRATEGIC PLAN INITIATIVE:

None.

NOTICING REQUIREMENTS/PUBLIC OUTREACH:

The City Council Agenda was posted.

ATTACHMENTS:
1) Ordinance Amending the Zoning Map and Approving a Planned Development Zoning District with Stage 1 and Stage 2 Development Plan for the Hexcel Redevelopment Project 2) City Council Staff Report dated March 19, 2024, without attachments 3) City Council Staff Report dated September 17, 2024, without attachments 283
Attachment 1
Ord. No. XX-24, Item X.X, Adopted XX/XX/2024 Page 1 of 8 ORDINANCE NO. XX – 24

AN ORDINANCE OF THE CITY COUNCIL

OF THE CITY OF DUBLIN

AMENDING THE ZONING MAP AND APPROVING A PLANNED DEVELOPMENT ZONING DISTRICT WITH A STAGE 1 AND STAGE 2 DEVELOPMENT PLAN FOR THE HEXCEL

REDEVELOPMENT PROJECT
PLPA 2022-00038
(APNS 941-1560-009-01 AND 941-1560-003-04)
The Dublin City Council does ordain as follows:

SECTION 1. RECITALS
A. The property owner, Overton Moore Properties, proposes to redevelop an 8.81-acre site located at 11711 Dublin Boulevard. The project would demolish the existing 62,175-square- foot Hexcel research and development building and construct a new 125,532-square-foot light industrial building to appeal to advanced manufacturing and life science uses with 217 parking stalls and related site improvements. Requested approvals include a Planned Development Rezone Stage 1 and Stage 2 Development Plan, Site Development Review Permit and Heritage Tree Removal Permit. These planning and implementing actions are collectively known as the “Hexcel Redevelopment Project” or the “Project.” B. The Project site includes two parcels totaling approximately 8.81 acres located north of the I- 580, south of Dublin Boulevard and residential and commercial uses, east of existing office buildings, and west of the U.S. Bank Branch, Dublin Heritage Park and Museums and Dublin Pioneer Cemetery.

C. The Project site has a General Plan and Dublin Village Historic Area Specific Plan land use designation of Business Park/Industrial.

D. The Project site is subject to zoning, where one half of the site is zoned Planned Development (Alameda County Ordinance No. 80-60) and the other half is zoned M-1 (Light Industrial).

E. The proposed Project is consistent with the Business Park/Industrial land use designation but requires a Planned Development Rezone to accommodate the Project.

F. The California Environmental Quality Act (CEQA), together with the CEQA Guidelines and City of Dublin CEQA Guidelines and Procedures require that certain projects be reviewed for environmental impacts and that environmental documents be prepared.

G. Pursuant to the requirements of CEQA, the CEQA Guidelines and City of Dublin CEQA Guidelines and Procedures, the City prepared a Draft Environmental Impact Report (EIR) dated August 2023, and a Final EIR dated November 2023, for the proposed Project, which reflects the City’s independent judgment and analysis of the potential environmental impacts of the Project.
284
Ord. No. XX-24, Item X.X, Adopted XX/XX/2024 Page 2 of 8 H. The Draft EIR identified potentially significant impacts to air quality, biological resources, cultural and tribal resources, energy, geology and soils, and hazards and hazardous materials, most of which can be substantially reduced through mitigation measures.

I. The Draft EIR was circulated for 45 days for public comment from August 21, 2023, to October 5, 2023. Comments received on the Draft EIR were responded to in the Final EIR dated November 2023. The Draft EIR, comments and associated responses, and changes and clarifications to the Draft EIR constitute the Final EIR.

J. Following a properly noticed public hearing on December 12, 2023, the Planning Commission adopted Resolution No. 23-11, recommending that the City Council certify the Final EIR and adopt required CEQA Findings, and approve a Planned Development Zoning District with a Stage 1 and Stage 2 Development Plan, Site Development Review Permit and Heritage Tree Removal Permit, which Resolution is incorporated herein by reference and available for review at City Hall during normal business hours.

K. On March 19, 2024, the City Council held a properly noticed public hearing on the Project, including the Planned Development Rezone Stage 1 and Stage 2 Development Plan, Site Development Review Permit and Heritage Tree Removal Permit at which time all interested parties had the opportunity to be heard, and continued the proposed project to a date uncertain.

L. A Staff Report dated September 17, 2024, and incorporated herein by reference, described and analyzed the proposed Project, including the Planned Development Rezone Stage 1 and Stage 2 Development Plan, Site Development Review Permit, Heritage Tree Removal Permit and Final EIR, for the City Council.

M. On September 17, 2024, the City Council held a properly noticed public hearing on the Project, including the Planned Development Rezone Stage 1 and Stage 2 Development Plan, Site Development Review Permit and Heritage Tree Removal Permit at which time all interested parties had the opportunity to be heard.

N. The City Council considered the Final EIR prepared for the Project, and all above referenced reports, recommendations, and testimony prior to taking action on the Project.

O. On September 17, 2024, the City Council adopted Resolution No. 105-24 certifying the Final EIR and adopting CEQA Findings, a Statement of Overriding Considerations and a Mitigation Monitoring and Reporting Program for the Project.

P. The City Council did hear and use independent judgment and considered all said reports, recommendations, and testimony herein above set forth.

SECTION 2: FINDINGS
A. Pursuant to Section 8.32.070 of the Dublin Municipal Code (DMC), the City Council finds as follows.

1. The Hexcel Redevelopment Project (“the Project”) PD-Planned Development Zoning meets the purpose and intent of DMC Chapter 8.32, in that it provides a comprehensive development plan that will be consistent with the General Plan and Dublin Village Historic 285
Ord. No. XX-24, Item X.X, Adopted XX/XX/2024 Page 3 of 8 Area Specific Plan, and protects the integrity and character of the area by creating a desirable use of land that is sensitive to surrounding land uses by virtue of the layout and design of the site plan. The Project is planned comprehensively and will follow development standards tailored to the specific needs of the site. These standards will address issues such as building setbacks, architecture, landscaping and grading. The proposed building will blend with the natural features unique to the site through design and planning. The Applicant proposes an outdoor seating area and sufficient landscaping within new bi- retention areas and the new parking lot, along the site perimeter and the frontage of the building façade, which are consistent with the provisions and regulations for development set forth therein.

2. Development of the Project under the PD-Planned Development Zoning will be harmonious and compatible with existing and future development in the surrounding area, in that the proposed Project would redevelop an existing developed site with a light industrial building catering to advanced manufacturing and life science uses, which is consistent with the General Plan and Dublin Village Historic Area Specific Plan.

B. Pursuant to DMC Sections 8.120.050 A and B, the City Council finds as follows.

1. The PD-Planned Development Zoning for the Project will be harmonious and compatible with existing and potential development in the surrounding area, in that the proposed Project would redevelop an existing developed site with a light industrial building catering to advanced manufacturing and life science uses and has taken into account adjacent land uses.

2. The Project site is physically suitable for the type and intensity of the zoning district being proposed, in that the site is flat with existing access provided from Dublin Boulevard and is served by existing public utilities. The Project site conditions were documented in the EIR prepared for the Project, and the environmental impacts that have been identified will be mitigated to the greatest degree possible. There are no major physical or topographic constraints and, thus, the site is physically suitable for the type and intensity of uses proposed through the PD-Planned Development Zoning.

3. The PD-Planned Development Zoning will not adversely affect the health or safety of persons residing or working in the vicinity, or be detrimental to the public health, safety and welfare, in that the Project will comply with all applicable development regulations and standards and will implement all adopted mitigation measures. In order to ensure adequate emergency vehicle access to all portions of the site, access is provided to the site from Dublin Boulevard.

4. The PD-Planned Development Zoning is consistent with and in conformance with the Dublin General Plan and the Dublin Village Historic Area Specific Plan, in that the proposed light industrial building is consistent with the existing Business Park/Industrial land use designation for the site, which allows non-retail businesses such as research, limited manufacturing and distribution activities, and administrative offices. The Project complies with this designation as it will provide for an attractive facility that appeals to advanced manufacturing and life science uses that will not generate nuisances related to emissions, noise, odors, or glare.

C. Pursuant to CEQA, the City Council certified a Final EIR via Resolution No. xx-24 on September 17, 2024, prior to approving the Project.
286
Ord. No. XX-24, Item X.X, Adopted XX/XX/2024 Page 4 of 8 SECTION 3: ZONING MAP AMENDMENT
Pursuant to DMC Chapter 8.32, Title 8 of the City of Dublin Municipal Code, the City of Dublin Zoning Map is amended to rezone the property described below to a Planned Development Zoning District and supersedes the previously adopted Planned Development Zoning (Alameda County Ordinance No. 80-60) and M-1 Zoning (Light Industrial):

8.81 acres located north of the I -580, south of Dublin Boulevard, east of existing office buildings, and west of the U.S. Bank Branch, Dublin Heritage Park and Museums and Dublin Pioneer Cemetery, which includes the following Assessor’s Parcel Numbers:941- 1560-009-01 AND 941-1560-003-04 (“the Property”).

A map of the rezoning area is shown below:

SECTION 4. APPROVAL OF STAGE 1 AND 2 DEVELOPMENT PLAN
The regulations for the use, development, improvement, and maintenance of the Property are set forth in the following Stage 1 and Stage 2 Development Plan for the entire 8.81-acre Project area, which is hereby approved. Any amendments to the Stage 1/Stage 2 Development Plan shall be in accordance with DMC Section 8.32.080 or its successors.

Stage 1 and Stage 2 Development Plan
This is a Stage 1 and Stage 2 Development Plan pursuant to DMC Chapter 8.32. This Development Plan meets all the requirements for both a Stage 1 and Stage 2 Development Plan and is adopted as part of the PD -Planned Development rezoning for the Hexcel Redevelopment Project (PLPA-2022-00005).

The Planned Development zoning district and this Stage 1 and Stage 2 Development Plan provides flexibility to encourage innovative development while ensuring that the goals, policies, and action programs of the General Plan and provisions of DMC Chapter 8.32 are satisfied.

1. Statement of Uses
Parcel 1
Permitted Uses (as defined by the Zoning Ordinance):
287
Ord. No. XX-24, Item X.X, Adopted XX/XX/2024 Page 5 of 8 Industrial – Light (Warehouse and Distribution uses involving heavy truck traffic are not permitted)
Office – Professional/Administrative
Similar and related uses as determined by the Director of Community Development Conditional Uses:

None
Accessory Uses:

Uses which are necessarily and customarily associated with, and are appropriate, incidental, and subordinate to the principal uses as determined by the Director of Community Development
Parcel 2
No development or uses are permitted on Parcel 2.

2. Stage 1 and Stage 2 Site Plan
The Stage 1 and Stage 2 Site Plan is shown below.
288
Ord. No. XX-24, Item X.X, Adopted XX/XX/2024 Page 6 of 8

3. Development Regulations
The following Development Standards apply to Parcel 1 only. No development is permitted on Parcel 2.

Floor Area Ratio 0.33
Maximum Building
Height:
40 feet
Maximum lot coverage 31%
Parking Spaces Office: Up to 7,500 square feet - 1 per 250 square feet
7,501 to 40,000 square feet - 1 per 300 square
feet
40,001+ square feet - 1 per 350 square feet
Industrial – Light: 1 per 400 square feet of
general purpose area, plus 1 per 1,000 square
feet of warehouse or distribution area
Parking Stall Dimensions
Standards
Per Dublin Municipal Code Chapter 8.76 (Off-
Street Parking and Loading Regulations)
Minimum Setbacks 10’ front (along Dublin Boulevard)
10’ side (along west and east property lines)
20’ rear (along south property line)
Signage Per Dublin Municipal Code Chapter 8.84 (Sign
Regulations)

4. Phasing Plan. The Project will be built in one phase, first beginning with demolition, and followed by site preparation/grading, trench and foundation, exterior building construction, interior building construction and paving/landscaping.

5. General Plan and Specific Plan Consistency. The Project is consistent with the General Plan and Dublin Village Historic Area Specific Plan land use designation of Business Park/Industrial, which allows non-retail businesses such as research, limited manufacturing and distribution activities, and administrative offices. In addition, the proposed Project design will provide for an attractive building that appeals to advanced manufacturing and life science uses that will not generate heavy truck traffic and nuisances related to emissions, noise, odors, or glare and is consistent with the floor area ratio of 0.30 to 0.40 allowed in the Business Park/Industrial land use designation.

6. Inclusionary Zoning Regulations. The proposed Project is an industrial use type and is not subject to the Inclusionary Zoning Regulations (DMC Chapter 8.68) for the provision of affordable housing because the regulations apply only to residential development projects of 20 units or more.

7. Architectural Standards. The Project’s architectural style utilizes a historic industrial adaptive reuse design approach that is industrial in nature and is unique to light industrial, advanced manufacturing and life science uses.
289
Ord. No. XX-24, Item X.X, Adopted XX/XX/2024 Page 7 of 8 The architectural design of the Project shall reflect the following standards:
 Incorporate features such as channel canopies and different wall planes and horizontal and vertical reveals to break down the building form into more human scale volumes.  Use varying colors, brick veneer, heights, low slope/flat roof construction, light fixtures, and landscaping to enhance the building detail at the pedestrian level.  Colors shall be neutral in nature, while bright/harsh primary colors shall be avoided.  Lighter building color applications for portions of the façade shall be used to provide interest.
 Provide outdoor space for tenants, which allows for gathering and socializing, with landscaping, outdoor seating, enhanced paving treatment, and other features to provide an appropriate urban scale for the development.

8. Preliminary Landscaping Plan. The conceptual landscape design of the Project shall reflect the following standards:
 Provide plentiful green space and natural habitat that utilizes a native and climate - adaptive planting palette to Dublin’s Historic Area and is considered moderate or low water use.
 Provide a generous landscape buffer along the perimeter of the project site to soften the main street frontage , rear and sides of the building, and reduce the mass of the building onto adjacent properties.
 As shown on the Preliminary Landscape Plan, p reserve existing trees where possible along the site perimeter to further enhance the landscape buffer and better integrate the new development into the surrounding community.
 Utilize plants that provide a year -round vegetated landscape with seasonality, color, and interest for an attractive visual environment.

9. Aerial Photo.

10. Applicable Requirements of Dublin Zoning Ordinance. Except as specifically provided in this Stage 1 and Stage 2 Development Plan, the use, development, improvement, and maintenance of the property shall be subject to the regulations of the closest comparable 290
Ord. No. XX-24, Item X.X, Adopted XX/XX/2024 Page 8 of 8 zoning district as determined by the Community Development Director and the Dublin Zoning Ordinance. No development shall occur on this property until a Site Development Review Permit has been approved.

SECTION 5. SEVERABILITY
The provisions of this Ordinance are severable and if any provision, clause, sentence, word or part thereof is held illegal, invalid, unconstitutional, or inapplicable to any person or circumstances, such illegality, invalidity, unconstitutionality, or inapplicability shall not affect or impair any of the remaining provisions, clauses, sentences, sections, words or parts thereof of the ordinance or their applicability to other persons or circumstances.

SECTION 6. EFFECTIVE DATE
This Ordinance shall take effect thirty (30) days following its adoption.

SECTION 7. POSTING OF ORDINANCE
The City Clerk of the City of Dublin shall cause this Ordinance to be posted in at least three (3) public spaces in the City of Dublin in accordance with Section 36933 of the Government Code of the State of California.

PASSED, APPROVED AND ADOPTEDthis 1st day of October 2024, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
______________________________
Mayor
ATTEST:
_________________________________
City Clerk
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Page 1 of 16 ends

Agenda Item 6.1
DATE: March 19, 2024
TO: Honorable Mayor and City Councilmembers
FROM: Linda Smith, City Manager
SUBJECT: Hexcel Redevelopment (PLPA-2022-00038)
Prepared by: Gaspare Annibale, Associate Planner
EXECUTIVE SUMMARY:

The City Council will consider the Hexcel Redevelopment project, which includes the redevelopment of an 8.81-acre site located at 11711 Dublin Boulevard. The project would demolish the existing 62,175-square-foot Hexcel research and development building and construct a new 125,304-square-foot light industrial building to appeal to advanced manufacturing and life science
uses with 217 parking stalls and related site improvements.

Requested approvals include a Planned Development Rezone with a related Stage 1 and Stage 2 Development Plan, Site Development Review Permit, and Heritage Tree Removal Permit. The City Council will also consider certification of the Final Environmental Impact Report.

STAFF RECOMMENDATION:

Conduct a public hearing, deliberate, and take the following actions: 1) adopt the Resolution Certifying an Environmental Impact Report and Adopting Environmental Impact Findings, Findings Regarding Alternatives, a Statement of Overriding Considerations and a Mitigation Monitoring and Reporting Program for the Hexcel Redevelopment Project; 2) waive the reading and INTRODUCE the Ordinance Amending the Zoning Map and Approving a Planned Development Zoning District with Stage 1 and Stage 2 Development Plan for the Hexcel Redevelopment Project; and 3) adopt the Resolution Approving a Site Development Review Permit and Heritage Tree Removal Permit for the Hexcel Redevelopment Project.

FINANCIAL IMPACT:

The cost associated with processing the project application is borne by the Applicant.

Attachment 2
292

Page 2 of 16 ends

DESCRIPTION:

Background
Overton Moore Properties is proposing to demolish the existing 62,175-square-foot Hexcel research and development building located 11711 Dublin Boulevard and construct a new 125,304-square-foot light industrial building to appeal to advanced manufacturing and life science uses. The project site includes two parcels totaling 8.81 acres and is located in the Dublin Village Historic Area Specific Plan (Figure 1). Please refer to Table 1 below for surrounding uses. The project site has a General Plan land use designation of Business Park/Industrial and one half of the site is zoned Planned Development (Alameda County Ordinance No. 80-60) and the other half is zoned M-1 (Light Industrial).

Figure 1. Project Location
Table 1. Surrounding Land Uses
Location Zoning General Plan Land Use Current Use of the Property
North Single Family
Residential (R-1) &
Commercial Office (C-
O)
Single Family
Residential &
Retail/Office
Single
Family/Briarhill
Cabana Club & Dublin
Office Building
South I-580 I-580 I-580
East Retail Commercial (C-
1) & Agriculture (A)
Parks/Public
Recreation
U.S. Bank Branch,
Dublin Heritage Park
and Museums, and
Dublin Pioneer
Cemetery
West Planned Development
(PD)
Retail/Office DeSilva Gates Office
Buildings
On July 10, 1980, the Alameda County Board of Supervisors adopted Ordinance No. 80-60, which rezoned the western half of the project site and the two commercial properties west of the project site Light Industrial to Planned Development (PD). The PD zoning allows for Commercial Office 293

Page 3 of 16 ends

(C-O) with some uses requiring a conditional use permit, such as a research and development laboratory. But the PD zoning does not permit the light industrial/warehousing uses being proposed.

On August 1, 2006, the City Council adopted the Dublin Village Historic Area Specific Plan (Resolution No. 149-06). The Specific Plan provides guidelines for future development within the area to be sensitive to its historic past and to preserve and enhance the area's historical, cultural, and archaeological resources.

Proposed Project
The proposed project would redevelop Parcel 1 of the project site by demolishing the existing 62,175-square-foot Hexcel research and development building and constructing a new 125,304- square-foot, light industrial, concrete tilt-up building designed to appeal to advanced manufacturing and life science uses. Parcel 2, which is undeveloped and contains dense riparian vegetation, mature trees, and a portion of Dublin Creek, is not proposed for development.

The proposed building would include 18,000 square feet of office, 30,000 square feet of light industrial, and 77,304 square feet of warehouse (accessory to the light industrial). There would be 119,304 square feet on the ground floor and 6,000 square feet of mezzanine office space on the second floor. The proposed building could accommodate up to four tenants, with each unit providing office space and loading docks. The project would construct new site improvements including a new trash enclosure, 217 on-site parking spaces, and associated site, frontage, and landscape improvements. There are 89 existing trees on Parcel 1, of which 65 trees would be removed, including one of four Heritage trees. Refer to Figure 2 for the proposed site plan and Attachment 9 for the Project Plans. Requested approvals include a PD Rezone Stage 1 and Stage 2 Development Plan, Site Development Review Permit and Heritage Tree Removal Permit. 294

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Figure 2. Proposed Site Plan
Analysis
Planned Development Rezone
To accommodate the proposed project, the applicant has requested a PD Rezone with a related Stage 1 and Stage 2 Development Plan. Dublin Municipal Code (DMC) Chapter 8.32 establishes the intent, purpose and requirements of PD zoning districts. The proposed PD would establish a detailed Development Plan for the site, including permitted and conditionally permitted uses, the overall development density and intensity (e.g., floor area ratio, building height, setbacks, etc.), parking requirements, and design guidelines. “Industrial-Light” and “Office – Professional/Administrative” uses as defined by the Dublin Zoning Ordinance would be the only uses allowed by the PD on Parcel 1. Warehouse and Distribution uses involving heavy truck traffic are not permitted. No development would be allowed on Parcel 2. Table 2 provides an overview of the proposed development standards for the project. The Ordinance providing the details of the proposed PD zoning district is included as Attachment 7. 295

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Table 2. Development Standards
Floor Area Ratio 0.33
Maximum Building Height 40 feet
Maximum Lot Coverage 31%
Parking Spaces Office: Up to 7,500 square feet, 1 per 250 square feet; 7,501 to 40,000 square feet, 1 per
300 square feet
Industrial – Light: 1 per 400 square feet of
general purpose area, plus 1 per 1,000 square
feet of warehouse or distribution area
Parking Stall Dimension Standards Per Dublin Municipal Code Chapter 8.76 (Off- Street Parking and Loading Regulations)
Minimum Setbacks 10’ front (along Dublin Boulevard)
10’ side (along west and east property lines)
20’ rear(along south property line)
Signs Per to Dublin Municipal Code Chapter 8.84
(Sign Regulations)
Site Development Review Permit
The following is a summary of key components of the project associated with the Site Development Review Permit.

Site Design and Access: The project site would be accessed from two existing driveways on Dublin Boulevard. The main driveway is located at the intersection of Dublin Boulevard and Hansen Drive and the secondary driveway is located at the northeastern corner of the project site (east of Hansen Drive adjacent to the U.S. Bank Branch entrance). Both driveways would provide access to all parking areas on-site and to the loading docks at the rear of the building. The loading docks would be screened from public view on Dublin Boulevard by the building and from the I-580 by new and existing landscaping on the south side of the project site. The project site also provides access to the adjacent office buildings to the west.

The existing sidewalk along the property frontage would be extended into the project site and provide direct access to an outdoor seating area at the main building entrance. This would create a strong relationship between the street and the building and enhance the project’s connectivity to the surrounding area.

Architecture: The project’s architectural style utilizes a contemporary design approach with muted taupe and earth tones to soften the building and allow it to blend more naturally with the landscape and color schemes commonly used in the vernacular of the late 19th century buildings in the Dublin Village Historic Area Specific Plan. The exterior employs simple details with clean lines in keeping with the simple shapes used on the historic buildings and mimicking the historic wood siding used on adjacent projects. The massing of the building is broken up using reveals, paint color changes and articulation, allowing the scale to visually appear pedestrian-oriented.

This is further enhanced with pronounced trellis awnings along the windows and contrast color 296

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blocking at the roofline.

At the tenant locations and in the mezzanine areas, windows and glazing reflect a stronger vertical orientation with simple frames. The building would have two-story glazing at the proposed office spaces on the north, east and northwestern elevations, primarily along Dublin Boulevard, maximizing natural light into the office and mezzanine spaces and providing distinct office entrances for multiple tenants. Additionally, the stone monument and lighting standards reflect a similar design employed in other areas of the Historic Area. Refer to Figure 3 for the proposed building perspective.

Figure 3. Proposed Building Perspective
Landscaping: The project site would provide approximately 99,106 square feet of new landscape area, including a new parking lot, site perimeter, building façade, and bio-retention landscaping.

Approximately 14,350 square feet of landscaping would be provided within the parking lot, 15,390 square feet would be provided along the perimeter of the project site, 6,680 square feet would be incorporated into the walkways and outdoor seating area, and 13,936 square feet provided within the bio-retention areas at the north, southeastern and western portions of the project site. The remaining landscape square footage includes existing landscaping that is to remain. Existing landscaping west of the main driveway and new landscaping east of the main driveway would provide a landscape buffer along Dublin Boulevard to help soften the project frontage. Furthermore, along the southern boundary of the project site, all existing landscaping would remain within Parcel 2, which provides a buffer from the I-580 and helps soften the project design at the rear of the building.

The landscape plan features a low water usage plant palette, including a variety of drought tolerant trees, shrubs and ground cover to provide visual interest in texture and color while conserving natural resources. Native plants are utilized to encourage biodiversity in conjunction with the existing riparian vegetation and Dublin Creek on Parcel 2. New plant screening that matches the plant pallet found in the Historic Area is provided in the setback along Dublin 297

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Boulevard to minimize any undesirable visual impacts. Refer to Figure 4 for the proposed plant pallet.

Figure 4. Proposed Plant Pallet
The landscape edge along the eastern property line provides for new shrubbery and trees to screen the project from the adjacent properties. The existing landscaping on the adjacent property to the east would provide a visual separation between the project site and the U.S. Bank Branch, Dublin Heritage Park and Museums and Pioneer Cemetery. Refer to Figure 5 for the proposed building perspective view from the Dublin Pioneer Cemetery. A condition of approval has been provided to ensure this landscaping is protected during grading/ construction activities. Large shade trees would be provided within the parking lot to provide a cooler environment, and reduce urban heat island effect. The landscape design preserves the existing Heritage trees on-site and incorporates them into the site design.
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Figure 5. Proposed Building Perspective View from Dublin Pioneer Cemetery There are 89 existing trees on Parcel 1, of which 65 trees are proposed to be removed, including one of the four Heritage Trees as further discussed below. A total of 85 trees would be planted on Parcel 1. On Parcel 2, there are 108 trees, including 19 Heritage Trees, all of which would be preserved.

Heritage Tree Removal Permit
A Heritage Tree Removal Permit is required for any oak, bay, cypress, maple, redwood, buckeye and sycamore tree with a trunk or main stem 24 inches or greater in diameter measured four feet six inches above natural grade. There are four Heritage Trees on Parcel 1 and 19 on parcel 2 for a total of 23 heritage trees. One of the four Heritage Trees on Parcel 1 is proposed to be removed.

That tree is a sycamore tree measuring 28.2 inches in diameter, which conflicts with the location of the proposed building. The Arborist Report is included as Attachment 10.

CONSISTENCY WITH THE GENERAL PLAN, SPECIFIC PLAN AND ZONING ORDINANCE:

The proposed project is consistent with the General Plan and Dublin Village Historic Area Specific Plan. The proposed project would provide space for light industrial uses that would cater to advanced manufacturing and life science tenants consistent with the Business/Industrial land use designation. Warehouse and distribution uses that would involve heavy truck traffic are not permitted. The proposed floor-area ratio (FAR) of 0.33 is within the FAR of 0.30 to 0.40 allowed in the Business Park/Industrial land use designation.
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The Dublin Village Specific Plan provides discretion in applying various provisions in the design guidelines to specific projects. It is not anticipated that each guideline will apply equally to every project. In some cases, one or more of the guidelines may be relaxed to facilitate compliance with a more important or appropriate guideline for that project. In reviewing the proposed project, staff believes the intent and spirit of the design guidelines have been followed and the project respects its surroundings and honors the heritage and desired character of the area while balancing the economic development benefits this project would bring to Dublin.

ENVIRONMENTAL DETERMINATION:

Pursuant to the requirements of the California Environmental Quality Act (CEQA), the City prepared an Environmental Impact Report (EIR) for the proposed project. On May 15, 2023, the City issued a Notice of Preparation for an EIR and held a public scoping meeting on May 25, 2023.

The City received three letters regarding the scope of the EIR. Subsequently, a Draft EIR was prepared for the proposed project and circulated for a 45-day public review period from August 21, 2023, to October 5, 2023. The City received three comment letters during the public review period. In addition, a fourth letter was received after the public review period. Responses have been prepared for each of the comments received by the City. The Draft EIR, comments and associated responses, and changes and clarifications to the Draft EIR constitute the Final EIR (Attachment 2).

The environmental document prepared for the project is a Focused EIR that evaluates potential impacts of a limited number of environmental issue areas that the City determined to be significant (CEQA Guidelines Section 15063(c)(3)). After preparation of an Initial Study (Appendix A of Draft EIR, Attachment 6), the City determined that the proposed project would have significant or potentially significant impacts in the following topic areas that require further analysis and are, therefore, discussed in the Draft EIR:
 Air Quality
 Biological Resources
 Cultural Resources*
 Energy
 Geology and Soils
 Hazards and Hazardous Materials
 Tribal Cultural Resources
The Draft EIR concludes that the proposed project would have a significant and unavoidable impact on Cultural Resources (noted above with *). The remaining topic areas have mitigation measures that have been prepared to reduce impacts in these areas to a level that is less than significant.

The information and analysis presented in the Initial Study provides substantial evidence for the conclusion, for all the topic areas listed below, that: 1) CEQA standards triggering preparation of further environmental review do not exist for those topics; and 2) impacts under these topics would result in no impact or be less than significant.
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 Aesthetics
 Agricultural and Forestry Resources
 Greenhouse Gas Emissions
 Hydrology and Water Quality
 Land Use and Planning
 Mineral Resources
 Noise
 Population and Housing
 Public Services
 Recreation
 Transportation
 Utilities and Service Systems
 Wildfire
There were no impacts identified for the topic area listed above and, therefore, no mitigation is required. An overview of all topic areas is provided below.

Aesthetics
There were no potentially significant impacts identified for aesthetics and, therefore, no mitigation is required.

Agricultural and Forestry Resources
There were no potentially significant impacts identified for agricultural and forestry resources and, therefore, no mitigation is required.

Air Quality
Demolition activities and construction of the proposed project would involve the use of offroad equipment, haul trucks, and worker commute trips that would generate short-term criteria air pollutant emissions. Operation of the proposed project would generate long-term emissions associated with daily employee vehicle trips, building energy consumption, reapplication of architectural coatings, use of consumer products, and maintenance/testing of the fire pump. However, construction-related emissions of the proposed project would not exceed the thresholds of significance recommended by the Bay Area Air Quality Management District (BAAQMD). The proposed project would implement BAAQMD’s Basic Construction Mitigation Measures as noted in Mitigation Measure AQ-1 and be subject to BAAQMD Rules and Regulations for controlling fugitive dust emissions, which would reduce fugitive dust emissions during demolition and construction. Further, the proposed project would result in a net reduction of emissions compared to existing conditions and would not exceed BAAQMD thresholds of significance. The proposed project would not conflict with or obstruct implementation of the applicable air quality plan, and construction and operation of the proposed project would not result in a cumulatively considerable net increase of any criteria pollutant for which the region is non-attainment under an applicable federal or state ambient air quality standard. Therefore, this impact would be less than significant with mitigation.
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Biological Resources
The project would involve the removal of approximately 65 trees which could be used by birds during the nesting season. If a tree containing an active nest were to be removed during construction, such removal would result in nest destruction and failure. Due to this potential for loss of nests and due to potential disturbance of nesting birds from noise and vibration during project construction, the impact to nesting birds would be potentially significant. However, nesting bird avoidance measures would be implemented as a mitigation measure to protect nesting birds; therefore, impacts to candidate, sensitive, or special status species would be reduced to less than significant with mitigation.

Further, the riparian corridor associated with Dublin Creek on Parcel 2 could be used as foraging habitat for common bats. As such, trees that would be removed as part of the project outside of riparian areas may provide suitable day or night roosting habitat for bat species. Given the availability of alternative natural habitat for hibernaculum in the vicinity of the project and based on planned tree replacement, impacts on the habitat for bats are not expected to be significant.

However, if construction were to remove trees containing bats during the maternity or winter season, bat mortality could occur, and the impact on common bat species would be potentially significant. Implementation of roosting bat surveys and avoidance as a mitigation measure would ensure that impacts to wildlife movement, migration, or nursery sites would be reduced to less than significant with mitigation.

Cultural Resources
A historical resource evaluation was prepared for the existing Hexcel research and development building to assess its eligibility for listing in the California Register of Historical Resources (CRHR).

The building was determined to be eligible for listing in the CRHR under Criterion 1 because it is significant at the national level for its associations within the Man in Space historic context published by the National Park Service and is, therefore, considered a historical resource for the purposes of CEQA.

The significance of a historical resource is considered to be “materially impaired” when a project demolishes or materially alters the physical characteristics that justify the determination of a historical resources’ significance. Because the proposed project would result in the demolition of the existing Hexcel building, the impact would be significant and unavoidable.

CEQA requires that all feasible mitigation must be completed even if it does not mitigate project impacts below a level of significance. Therefore, the following mitigation measures would still be implemented as part of the project, even though they would not fully offset the loss of the resource, and the impact would remain significant and unavoidable:
 Historic American Buildings Survey (HABS) Recordation: applicant shall document the Hexcel Corporation R&D facility prior to demolition consisting of a historical report and photographs.
 Interpretive Displays: applicant shall install permanent interpretive displays or signage as prepared by an architectural historian for public exhibition detailing the history and 302

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significance of the Hexcel Corporation R&D facility.

Further, based on the existence of archeological resources within and adjacent to the project area, there is a high probability of encountering historic-period archeological resources during ground disturbance at the project site, particularly within those portions of the property closest to St.

Raymond's Church and Pioneer Cemetery, and a high probability of identifying Native American archeological resources, particularly within a 150-meter (493 foot) corridor centered on Dublin Creek. The possibility of encountering buried archaeological resources in the project area outside of the High Archeological Probability Area remains a concern as well, and per the mitigation measures in the Dublin Village Historic Area Specific Plan and associated Initial Study/Mitigated Negative Declaration, requires mitigation to avoid adverse impact. Therefore, the project would be required to implement archaeological and tribal monitoring and produce an archaeological testing plan and treatment and monitoring plan prior to the start of construction. Inadvertent discovery protocols would also be implemented should precontact or historic-age resources be discovered.

Together these mitigation measures would reduce the potential impact on archeological and buried resources to less than significant with mitigation.

Energy
The proposed construction activities would increase energy consumption for the duration of project construction in the form of fossil fuels (e.g., gasoline, diesel fuel). However, the operation of the proposed project would result in a net reduction in energy consumption, primarily related to improved building energy standards and eliminating natural gas infrastructure. Energy consumption associated with the construction and operation of the proposed project would not be inefficient, wasteful, or unnecessary with the implementation of basic construction emission control practices per the air quality mitigation measures. Therefore, this impact would be less than significant with mitigation.

Geology and Soils
The project site is composed of artificial fill to depths ranging from 1.5 - 5 feet, with native Contra Costa Group sediments below the fill. Most grading and earthmoving activities at the project site would extend to a maximum depth of two to three feet below the ground surface and, therefore, would generally be confined to the artificial fill material, which is not paleontologically sensitive.

However, in areas where the artificial fill only extends to 1.5 feet, excavation and grading would encounter the native Contra Costa Group materials, which are of high paleontological sensitivity.

Furthermore, excavation to a maximum depth of approximately twelve feet would occur at the proposed on-site stormwater drainage pumps, which would also encounter the paleontologically sensitive Contra Costa Group materials. Therefore, project-related earthmoving activities could result in accidental damage to or destruction of unique paleontological resources, and this impact would be potentially significant. To minimize the potential for destruction of or damage to previously unknown unique, scientifically important paleontological resources during earthmoving activities at the project site, the applicant would be required to retain a qualified archaeologist or paleontologist to provide the necessary information to all construction personnel regarding the procedure for encountering fossil fuels. Construction work would immediately cease within 150 feet of the find and a recovery plan would be developed to record and undergo appropriate curation. Therefore, with the implementation of these mitigation measures construction-related impacts to unique paleontological resources would be less than significant 303

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with mitigation.

Greenhouse Gas Emissions
There were no potentially significant impacts identified for greenhouse gas emissions and, therefore, no mitigation is required.

Hazards and Hazardous Materials
It has been recommended that a subsurface investigation be completed in the vicinity of the on- site areas for chemical use, storage, and handling to assess whether a release occurred in the past.

If soil or groundwater has been previously contaminated at levels that exceed regulatory thresholds, this would represent a significant human health and environmental hazard because excavation work would be required during construction that could release these hazardous materials. Furthermore, demolition of the existing building could expose workers and the environment to hazardous materials such as lead paint and/or asbestos.

Therefore, these construction-related impacts are considered potentially significant and require mitigation. Prior to earthmoving activities, a Phase II Environmental Site Assessment must be completed and the building must be sampled for lead paint and/or asbestos. With the implementation of these mitigation measures, potential construction-related impacts from accidental exposure to hazardous materials would be less than significant with mitigation.

Hydrology and Water Quality
There were no potentially significant impacts identified for hydrology and water quality and, therefore, no mitigation is required.

Land Use Planning
There were no potentially significant impacts identified for land use planning and, therefore, no mitigation is required.

Mineral Resources
There were no potentially significant impacts identified for mineral resources and, therefore, no mitigation is required.

Noise
There were no potentially significant impacts identified for noise and, therefore, no mitigation is required.

Population and Housing
There were no potentially significant impacts identified for population and housing and, therefore, no mitigation is required.

Public Services
There were no potentially significant impacts identified for public services and, therefore, no mitigation is required.

Recreation
There were no potentially significant impacts identified for recreation and, therefore, no 304

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mitigation is required.

Transportation
There were no potentially significant impacts identified for transportation and, therefore, no mitigation is required.

Tribal Cultural Resources
The proposed project would include excavation of the parking lot to the south of the existing Hexcel building, which is adjacent to the marked boundary of the Pioneer Cemetery. Marked grave sites in the cemetery are within five feet of the property line shared with the project site. Historic documents suggest that the cemetery was larger than the currently marked boundary.

Additionally, there is anecdotal evidence that the cemetery location was first used by the Ohlone and may also include burials of Native American and Mexican farm laborers who worked for Jose Maria Amador, interred prior to formal consecration of the cemetery in 1859. It is likely that the cemetery extends beneath the Hexcel parking lot, and possible that the cemetery includes Native American human remains. If so, the impact on tribal cultural resources would be potentially significant during earthmoving and excavation activities. Inadvertent/unanticipated discovery protocols would be implemented, ensuring tribal cultural resources encountered during construction would be treated in a culturally appropriate manner in consultation with Tribal Representatives and, therefore, the impact on tribal cultural resources would be less than significant with mitigation.

Utilities and Service Systems
There were no potentially significant impacts identified for utilities and service systems and, therefore, no mitigation is required.

Wildfire
There were no potentially significant impacts identified for wildfire and, therefore, no mitigation is required.

The City Council resolution certifying the Final Environmental Impact Report is included as Attachment 1. To approve the project, the City Council must make findings regarding significant impacts and mitigation measures (Attachment 3), findings concerning infeasibility of alternatives and potential additional mitigation measures (Attachment 4), and will need to adopt a Statement of Overriding Considerations (SOC) (Attachment 5) that identifies all environmental impacts that cannot be mitigated and explains why the benefits of the project outweigh its unavoidable environmental impacts. The Mitigation Monitoring and Reporting Program is included as Attachment 6. The SOC is required in order to approve the project, if desired by a majority of the City Council.

PLANNING COMMISSION REVIEW:

On December 12, 2023, the Planning Commission held a public hearing to consider the proposed project. Two members of the public addressed the Commission regarding the project. After closing the public hearing and deliberating, the Planning Commission voted 3-2 to recommend approval of the Hexcel Redevelopment Project and adopted Resolution No. 23-11 (Attachment 11). In their 305

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motion, the Planning Commission recommended that the Applicant consider incorporating more design elements found in the Dublin Village Historic Area Specific Plan area.

Since the Planning Commission meeting, the Applicant has made the following changes to the project plans to address the Commission’s comments:
 Revised building colors to include muted earth tones to soften the building allowing it to blend more naturally with the landscape and the color schemes used on buildings in the Historic Area.
 Modified the windows and glazing to reflect a stronger vertical orientation with simple frames in keeping with the Historic Area.
 Provided more pronounced trellis awnings along windows.  Added a contrast color at the top of the building to reduce the massing.  Integrated stone monumentation within the landscape area near the front of the building, which is similar to what can be found in the Historic Area.  Incorporated light standards that reflect a similar design employed in other areas of the Historic Area.
 Matched the plant pallet found in the Historic Area along the project frontage.

STRATEGIC PLAN INITIATIVE:

None.

NOTICING REQUIREMENTS/PUBLIC OUTREACH:

Two City-led Community Meetings were held on October 25 and 26, 2023, to provide Dublin residents with information about the proposed Hexcel Redevelopment project. Staff provided a presentation that included an overview of the City’s development review process and the proposed project. Questions were asked about the project’s impact on infrastructure capacity and the general contractor that would be used for the project. Comments were also provided regarding the EIR and project design.

In accordance with State law, a public notice was mailed to all property owners and occupants within 300 feet of the proposed project to advertise the project and upcoming public hearing. A public notice was also published in the East Bay Times and posted at several locations throughout the City. A Planning Application sign was posted on the project site and the project was also included on the City’s Development Projects webpage. A copy of this Staff Report has been provided to the applicant.

ATTACHMENTS:
1) Attachment 1 – Resolution Certifying an Environmental Impact Report and Adopting Environmental Impact Findings, Findings Regarding Alternatives, a Statement of Overriding Considerations and a Mitigation Monitoring and Reporting Program for the Hexcel Redevelopment Project
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2) Attachment 2 – Exhibit A to the Resolution – Final Environmental Impact Report 3) Attachment 3 – Exhibit B to the Resolution – Findings Concerning Significant Impacts and Mitigation Measures
4) Attachment 4 – Exhibit C to the Resolution – Findings Concerning Infeasibility of Alternatives and Potential Additional Mitigation Measures
5) Attachment 5 – Exhibit D to the Resolution – Statement of Overriding Considerations 6) Attachment 6 – Exhibit E to the Resolution – Mitigation Monitoring and Reporting Program 7) Attachment 7 – Ordinance Amending the Zoning Map and Approving a Planned Development Zoning District with Stage 1 and Stage 2 Development Plan for the Hexcel Redevelopment Project
8) Attachment 8 – Resolution Approving a Site Development Review Permit and Heritage Tree Removal Permit for the Hexcel Redevelopment Project
9) Attachment 9 – Exhibit A to the Resolution – Hexcel Redevelopment Project Plans 10) Attachment 10 – Arborist Report
11) Attachment 11 – Planning Commission Resolution No. 23-11 307

STAFF REPORT

CITY COUNCIL

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Agenda Item 6.1
DATE: September 17, 2024
TO: Honorable Mayor and City Councilmembers
FROM: Linda Smith, City Manager
SUBJECT: Hexcel Redevelopment (PLPA-2022-00038)
Prepared by: Gaspare Annibale, Associate Planner
EXECUTIVE SUMMARY:

The City Council will consider the Hexcel Redevelopment Project, which redevelops an 8.81-acre site located at 11711 Dublin Boulevard. The project would demolish the existing 62,175-square- foot former Hexcel research and development building and construct a new 125,532-square-foot light industrial building with 217 parking stalls and related site improvements. The project was first presented to the City Council on March 19, 2024, and the City Council continued the project to a date uncertain so the Applicant could address City Council comments related to the overall project design, compatibility with the Dublin Village Historic Area Specific Plan, and landscape buffer to adjacent properties. The Applicant has since revised the project design and landscaping in response to comments. Requested approvals include a Planned Development Rezone with a related Stage 1 and Stage 2 Development Plan, Site Development Review Permit, and Heritage Tree Removal Permit. The City Council will also consider certification of the Final Environmental Impact Report.

STAFF RECOMMENDATION:

Conduct a public hearing, deliberate, and take the following actions: 1) adopt the Resolution Certifying an Environmental Impact Report and Adopting Environmental Impact Findings, Findings Regarding Alternatives, a Statement of Overriding Considerations, and a Mitigation Monitoring and Reporting Program for the Hexcel Redevelopment Project; 2) waive the reading and INTRODUCE the Ordinance Amending the Zoning Map and Approving a Planned Development Zoning District with Related Stage 1 and Stage 2 Development Plans for the Hexcel Redevelopment Project; and 3) adopt the Resolution Approving a Site Development Review Permit and Heritage Tree Removal Permit for the Hexcel Redevelopment Project.

FINANCIAL IMPACT:

The cost associated with processing the project application is borne by the Applicant.

Attachment 3
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DESCRIPTION:

Figure 1. Project Location
On March 19, 2024, the City Council held a public hearing to consider the Hexcel Redevelopment Project. At the meeting, the City Council raised concerns with the project design and compatibility with the Dublin Village Historic Area Specific Plan, and landscape screening to buffer uses to the north and east of the project site. At the conclusion of the discussion, the City Council continued the project to a date uncertain in order to provide time for the applicant to address these concerns.

Revisions to the Project
Since the March City Council meeting, the Applicant has made the following changes to the project to address the City Council’s comments and concerns, and these changes have been incorporated into the Site Development Review Permit:
 Revised the project design with the use of brick veneer and muted taupe and earth ton es to
complement the brick and soften the building. The massing of the building is broken up using reveals, paint color, material changes, and articulation, allowing the scale to reflect a pedestrian orientation. The exterior employs channel canopie s with hanging rod details
above the entrances inspired by historical industrial buildings, black channel trim around the storefront system featuring gray glazing carrying the theme of the canopy, brick wainscot flanking the main entrances and storefront glazing, accent paint to match the brick color and provide continuity across building facades, and recessed arch details inspired by historical brick arched windows. At the tenant locations and in the mezzanine areas, windows and glazing reflect a stronger vertical orientation with simple frames. The 309

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building would have two-story glazing at the proposed office spaces on the north, east and northwestern elevations, primarily along Dublin Boulevard, maximizing natural light into the office and mezzanine spaces and providing distinct office entrances for multiple tenants.
 Added a wood fencing element at the entrance to tie with Heritage P ark, including a wood
arbor, fences flanking the main entrance, and stone bases.  Refined the landscape plan to better match the existing landscape around Heritage Park.  Added more trees and shrubbery and modified the shrubbery to a fast-growing species to provide additional screening from Dublin Boulevard at the north and from Heritage Park to the east.
 Included a stone monument commemorative plaque and located it at the northeast corner of site to provide high visibility.

With this revised design the applicant proposes a slightly larger and taller building, 228 square feet larger and six inches taller. The planned development zoning limits the floor area ratio (FAR) to 0.33 and the maximum building height to 40 feet. Even with the minimal increase in the building area, the project would still meet the allowable FAR of 0.33. The new building height (40’6”) is inclusive of the parapet, which is an architectural feature. Per the Dublin Municipal Code (DMC), architectural features may be a maximum of 15 percent higher than the height limit of the applicable zone, therefore, the new building design complies with the allowable height limit.

Figure 3. Proposed Building Perspective
Existing landscaping west of the main driveway and new landscaping east of the main driveway would provide a landscape buffer along Dublin Boulevard to help soften the project frontage.

Furthermore, along the southern boundary of the project site, all existing landscaping would remain within Parcel 2, which provides a buffer from Interstate-580 and the rear of the building.

Large shade trees in the parking lot area would provide shade and reduce the urban heat island effect. The landscape design preserves the existing heritage trees on site and incorporates them into the site design. New landscape screening which includes 48 trees and matches the plant pallet 310

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found in the Historic Area is provided along Dublin Boulevard to screen and soften the building from public view. This includes preserving the existing trees and planting 38 new trees ranging from 15 feet to 70 feet tall at maturity and new fast-growing shrubbery. Figures 4 and 5 below are renderings of the landscaping.

Figure 4. Proposed Dublin Boulevard Frontage Landscaping Figu
re 5. Proposed Parking Lot Landscaping
The landscaping along the eastern property line provides new shrubbery and trees to screen the project from the adjacent properties. A total of 18 trees would be provided east of the proposed building, which includes one
existing Chinese elm tree to remain and 17 new trees ranging in height from 30 feet to 50 feet at maturity. Shrubbery eight feet in height at maturity would also be planted to further buffer the site in addition to the existing landscaping on the adjacent property to the east between the project site and the Dublin Heritage Park and Museums and Pioneer Cemetery. A condition of approval has been provided to ensure this landscaping is protected during grading/construction activities.

Specifically, the new landscaping southeast of the proposed building would provide screening 311

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from the Dublin Pioneer Cemetery and the dense tree canopy on the cemetery property. In addition to the shrubbery noted above, 14 new trees would be planted in this area to screen the building from view of the cemetery. Figure 6 shows the proposed building perspective view from the Dublin Pioneer Cemetery.

Figure 6. Proposed Project Site View from Dublin Pioneer Cemetery The draft Ordinance amending the Zoning Map and approving Planned Development Zoning with related Stage 1 and 2 Development Plans is included as Attachment 7. The Resolution app roving
the Site Development Review Permit and Heritage Tree Removal Permit is included as Attachment 8, with the Project Plans (Attachment 9) and the Arborist Report (Attachment 10). A complete discussion of the project is provided in the Staff Report of March 19, 2024 (Attachment 12).

ENVIRONMENTAL DETERMINATION:

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period. In addition, a fourth letter was received after the public review period. Responses have been prepared for each of the comments received by the City. The Draft EIR, comments and associated responses, and changes and clarifications to the Draft EIR constitute the Final EIR (Attachment 2).

The environmental document prepared for the project is a Focused EIR that evaluates potential impacts of a limited number of environmental issue areas that the City determined to be significant (CEQA Guidelines Section 15063(c)(3)). After preparation of an Initial Study , the City determined that the proposed project would have significant or potentially significant impacts in the following topic areas that require further analysis and are therefore discussed in the Draft EIR:
 Air Quality
 Biological Resources
 Cultural Resources*
 Energy
 Geology and Soils
 Hazards and Hazardous Materials
 Tribal Cultural Resources
The Draft EIR concludes that the
proposed project would have a significant and unavoidable impact on Cultural Resources (noted above with *). The remaining topic areas have mitigation measures that have been prepared to reduce impacts in these areas to a level that is less than significant. Attachment 12 provides an overview of all topic areas.

After the EIR was prepared for the project, the applicant revised the architecture and landscape plan and increased the size of the building by 228 square feet and increased the height by six inches in response to City Council concerns, as discussed above. These changes would not affect any of the conclusions in the Initial Study and EIR because they are related to visual changes that would result in making the proposed building blend in better with the surrounding Historic Area.

The minimal increase in the footprint and height would not substantially change the visual appearance or bulk/scale of the building such that the initial study conclusions regarding aesthetics would be affected. The minimal increase to the size of the building would not substantially change the required excavation and grading. The proposed changes would not result in any additional or more severe impacts from what was already analyzed, and no new mitigation measures are required.

The City Council resolution certifying the Final Environmental Impact Report is included as Attachment 1. To approve the project, the City Council must make findings regarding significant impacts and mitigation measures (Attachment 3), make findings concerning infeasibility of alternatives and potential additional mitigation measures (Attachment 4), and adopt a Statement of Overriding Considerations (SOC) (Attachment 5) that identifies all environmental impacts that cannot be mitigated and explains why the benefits of the project outweigh its unavoidable environmental impacts. The Mitigation Monitoring and Reporting Program is included as Attachment 6.
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STRATEGIC PLAN INITIATIVE:

None.

NOTICING REQUIREMENTS/PUBLIC OUTREACH:

Two City-led Community Meetings were held on October 25 and 26, 2023, to provide Dublin residents with information about the proposed Hexcel Redevelopment project. Staff provided a
presentation that included an overview of the City’s development review process and the proposed project. Questions were asked about the project’s impact on infrastructure capacity and the general contractor that would be used for the project. Comments were also provided regarding the EIR and project design.

In accordance with State law, a public notice was mailed to all property owners and occupants within 300 feet of the proposed project to advertise the project and upcoming public hearing. A public notice was also published in the
East Bay Times and posted at several locations throughout the City. A Planning Application sign was posted on the project site and the project was also included on the City’s Development Projects webpage. A copy of this Staff Report has been provided to the applicant.

ATTACHMENTS:
1) Resolution Certifying an Environmental Impact Report and Adopting Environmental Impact Findings, Findings Regarding Alternatives, a Statement of Overriding Considerations, and a Mitigation Monitoring and Reporting Program for the Hexcel Redevelopment Project 2) Exhibit
A to the Resolution – Final Environmental Impact Report 3) Exhibit B to the Resolution – Findings Concerning Significant Impacts and Mitigation Measures
4) Exhibit C to the Resolution – Findings Concerning Infeasibility of Alternatives and Potential Additional Mitigation Measures
5) Exhibit D to the Resolution – Statement of Overriding Considerations 6) Exhibit E to the Resolution – Mitigation Monitoring and Reporting Program 7) Ordinance Amending the Zoning Map and Approving a Planned Development Zoning District with Stage 1 and Stage 2 Development Plan for the Hexcel Redevelopment Project 8) Resolution Approving a Site Development Review Permit and Heritage Tree Removal Permit for the Hexcel Redevelopment Project
9) Exhibit A to the Resolution – Hexcel Redevelopment Project Plans 10) Arborist Report
11) Planning Commission Resolution No. 23-11
12) March 19, 2024 Staff Report (without attachments)
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Agenda Item 5.7
DATE: October 1, 2024
TO: Honorable Mayor and City Councilmembers
FROM: Linda Smith, City Manager
SUBJECT: Ordinance Amending Chapter 2.24.020 of the Dublin Municipal Code Pertaining to the City’s Conflict of Interest Code
Prepared by: Camilla Getz, Assistant City Attorney
EXECUTIVE SUMMARY:

At the June 4, 2024, City Council meeting, the City Council directed Staff to review the City’s Conflict of Interest Code and determine if it needs to be updated. Staff conducted a review of the Code and determined that several positions should be added or deleted. The City Council will consider adopting an ordinance to update the list of designated positions that must file a Statement of Economic Interests (Form 700). The ordinance was introduced at the September 17, 2024 regular meeting and is now ready for adoption.

STAFF RECOMMENDATION:

Waive the second reading and adopt the Ordinance Amending Chapter 2.24.020 of the Dublin Municipal Code Relating to the City’s Conflict of Interest Code.

FINANCIAL IMPACT:

None.

DESCRIPTION:

The Political Reform Act prohibits a public official from using their official position to influence a governmental decision in which they have a financial interest. The City must maintain a Conflict of Interest Code that identifies all officials and employees who make governmental decisions based on the positions they hold. The individuals identified in the Conflict of Interest Code must publicly disclose their designated financial interests by filing a Statement of Economic Interests (Form 700).

The City’s Conflict of Interest Code, Chapter 2.24 of the Dublin Municipal Code, identifies all positions within the City that participate in the making of governmental decisions. These 315

Page 2 of 3 ends

designated positions are required to disclose certain financial interests under state law. A local agency’s conflict of interest code is not applicable to mayors, city councilmembers, planning commission members, city managers, or city attorneys, as Government Code Section 87200 requires full Form 700 disclosure for individuals holding these positions.

The Political Reform Act requires the City to biennially review and determine whether amendments to the Code are required. (Gov. Code § 87306.5.) The last biennial revision to the City’s Code was approved on November 1, 2022.

The City Council is the code reviewing body for City agencies. Pursuant to Government Code Section 87306.5, City departments must determine whether amendments to the Code are necessary and notify the City Council if such amendments are required. (Gov. Code §§ 82011(c), 87306.5.)
According to previous direction from the City Council and the requirements of the Political Reform Act, Staff completed a thorough review of the Conflict of Interest Code, the job specifications for all City employment positions, as well as the FPPC regulations governing the update process. Based on this review Staff recommends the following changes to Chapter 2.24.020:

1. Amend Section 2.24.020 of the Conflict of Interest Code entitled, “Designated Positions,” to add four City positions determined by Staff to “make or participate in the making of governmental decisions.” These positions (and accompanying disclosure categories) are:
a. Accounting Manager (disclosure category 3)
b. Principal Engineer (disclosure category 1)
c. Deputy City Manager (disclosure category 3)
d. Economic Development Manager (disclosure category 1)

2. Amend Section 2.24.020 of the Conflict of Interest Code entitled, “Designated Positions,” to delete two City positions that have been eliminated. These positions are:
a. City Clerk/Records Manager (deleted via Resolution No. 14-23) b. Heritage and Cultural Arts Manager (deleted via Resolution No. 72-23)

3. Amend Section 2.24.020 of the Conflict of Interest Code titled “Designated Positions” to revise the title of three City positions already designated in the Code. Those positions, and accompanying disclosure category and revisions, are:
a. Administrative Services Director (disclosure category 3). Revised to Finance Director (disclosure category 3).
b. Assistant Director of Administrative Services (disclosure category 3). Revised to Assistant Finance Director (disclosure category 3).
c. Recreation Manager (disclosure category 3). Revised to Parks and Community Services Manager (disclosure category 3).

4. Amend Section 2.24.020 of the Conflict of Interest Code titled “Designated Positions” to 316

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revise the disclosure category of the designated position Assistant Director of Parks and Community Services from disclosure categories “2, 3” to “1” to align with other similar designated positions in the Code.

The City’s amended Code will not be effective until it has been adopted by the City Council. (Gov.

Code § 87303.)
The City Council introduced the ordinance at the September 17, 2024 regular meeting. Staff now recommends that the City Council waive the second reading and adopt the Ordinance amending the Conflict of Interest Code consistent with the changes described above.

STRATEGIC PLAN INITIATIVE:

None.

NOTICING REQUIREMENTS/PUBLIC OUTREACH:

The City Council Agenda was posted.

ATTACHMENTS:
1) Ordinance Amending Chapter 2.24.020 of the Dublin Municipal Code Relating to the City’s Conflict of Interest Code
317
Attachment 1
Ord. No. XX-24, Item X.X, Adopted XX/XX/24 Page 1 of 4 ORDINANCE NO. XX – 24

AN ORDINANCE OF THE CITY COUNCIL

OF THE CITY OF DUBLIN
AMENDING CHAPTER 2.24.020 OF THE DUBLIN MUNICIPAL CODE RELATING TO THE CITY’S CONFLICT OF INTEREST CODE
WHEREAS, the Political Reform Act codified at Government Code Section 81000 et seq., requires every local government agency to review its Conflict of Interest Code biennially to determine whether amendments to the Code are required; and WHEREAS, following review of the Conflict of Interest Code, it was determined that the amendments contained in this Ordinance were appropriate.

NOW, THEREFORE, The City Council of the City of Dublin does ordain as follows:

Section 1. Chapter 2.24.020 is amended to read as follows (additions shown in italics and deletions shown in strikethrough):

For local officials specified in Government Code Section 87200 (including the Mayor, City Councilmembers, Planning Commissioners, City Manager, and City Attorney), no disclosure is required by this Conflict of Interest Code as full disclosure is required by Government Code Section 87200 et seq.

The positions listed in this section are designated positions, and this section is hereby deemed the Appendix referenced in the provisions incorporated by Section 2.24.015. Officers and employees holding those positions are designated public officials, and are deemed to make, or participate in the making of, decisions which may foreseeably have a material financial effect on a financial interest of the designated public official. Each designated public official shall file an annual statement disclosing that public official’s interests as required by the disclosure category applicable to that public official.

Designated Position Disclosure Category
Administrative Services Director 3
Accounting Manager 3
Assistant City Attorney 1
Assistant City Manager 1
Assistant to the City Manager 1
Assistant Director of Administrative Services 3
Assistant Director of Community Development 1
Assistant Finance Director 3
Assistant Director of Parks and Community
Services
1 318
Attachment 1
Ord. No. XX-24, Item X.X, Adopted XX/XX/24 Page 2 of 4 Designated Position Disclosure Category
Assistant Public Works Director/City Engineer 1
Associate Civil Engineer 1
Capital Improvement Program (CIP) Manager 1
Chief Building Official 1
Chief Information Security Officer 1
City Clerk 3
City Clerk/Records Manager 3
Code Enforcement Officer 1
Communications Manager 1
Community Development Director 1
“Consultant”* as defined in FPPC Reg. sect.
18700.3
1 Deputy City Clerk 3
Deputy City Manager 3
Economic Development Director 1
Economic Development Manager 1
Environmental Coordinator 1
Environmental Sustainability Manager 1
Finance Director 3
Finance Analyst 1
Heritage and Cultural Arts Manager 1
Housing Specialist 1
Human Resources Director 3
Human Resources Manager 3
Information Services Manager 3
Management Analyst II 3
Parks and Community Services Director 1
Parks and Community Services Manager 3
Plan Check Engineer 1
Planning Manager 1
Principal Engineer 1
Principal Planner 1
319
Attachment 1
Ord. No. XX-24, Item X.X, Adopted XX/XX/24 Page 3 of 4 Designated Position Disclosure Category
Public Works Director/Assistant City Engineer 1
Public Works Manager 1
Public Works Transportation and Operations
Manager
1 Recreation Manager 3
Recreation Supervisor 2, 3
Senior Civil Engineer 1
Senior Code Enforcement Officer 1
Senior Management Analyst 3
Senior Planner 1
Special Projects Manager 1
Senior Public Works Inspector 1
Designated Boards and Commissions Disclosure Category
Human Services Commission 1
Heritage and Cultural Arts Commission 1
Parks and Community Services Commission 1
* Consultants/new positions shall be included in the list of designated employees and shall disclose pursuant to the terms of the Disclosure Category 1, subject to the following limitation:

The City Manager may determine in writing that a particular consultant or new position, although a “designated position,” is hired to perform a range of duties that is limited in scope and thus is not required to fully comply with the disclosure requirements in this chapter. Such a written determination shall include a description of the consultant’s or new position’s duties and, based upon that description, a statement of the extent of the disclosure requirements. The City Manager’s determination is a public record and shall be retained for public inspection in the same manner and location as this conflict of interest code. (Gov. Code Section 81008.) Section 2. Effective Date. This Ordinance shall take effect and be enforced thirty (30) days following its final adoption.

Section 3. Posting. The City Clerk of the City of Dublin shall cause this Ordinance to be posted in at least three public places in the City of Dublin in accordance with Section 36933 of the Government Code of the State of California.
320
Attachment 1
Ord. No. XX-24, Item X.X, Adopted XX/XX/24 Page 4 of 4 PASSED, APPROVED AND ADOPTEDthis 1st day of October 2024, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
______________________________
Mayor
ATTEST:
_________________________________
City Clerk
321

STAFF REPORT

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Agenda Item 5.8
DATE: October 1, 2024
TO: Honorable Mayor and City Councilmembers
FROM: Linda Smith, City Manager
SUBJECT: Economic Development Strategy
Prepared by: Rhonda Franklin, Management Analyst II
EXECUTIVE SUMMARY:

The City Council will consider approval of the Economic Development Strategy, which establishes seven goals that will prioritize and guide the City of Dublin’s economic development efforts over the next five to seven years.

STAFF RECOMMENDATION:

Adopt the Resolution Approving the Economic Development Strategy.

FINANCIAL IMPACT:

None.

DESCRIPTION:

On September 5, 2023, The City Council approved an agreement with Strategic Economics, Inc. (the Consultant), to update the Economic Development Strategy and General Plan Economic Development Element which was originally developed and approved by the City Council in 2012.

On September 17, 2024, the City Council reviewed and provided feedback on the Draft Strategy.

The feedback included reevaluating the metrics presented in the draft to be focused on measurements of success. In addition, the City Council shared general comments regarding the length of processing building permits, and broadening industry and business stakeholder engagement outside of the City and the region and looking at additional outreach methods. This feedback has been incorporated into the Strategy.

To recap, the Strategy proposes the following seven goals.  Goal 1 – Innovation Growth
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Grow businesses and employment in innovation-oriented and professional services industries matching Dublin’s strengths and opportunities—especially computer technology, professional services, biomedical devices, and other R&D/advanced manufacturing—through business attraction and marketing programs.  Goal 2 – Promote Infill Investment
Promote infill development and reinvestment in older retail, office, and industrial areas— including establishing Downtown Dublin as a vibrant community gathering space with a mix of modern employment, housing, retail, dining, and entertainment uses serving residents and workers.
 Goal 3 – Greenfield Development
Ensure development of major greenfield opportunity sites with modern commercial and light industrial employment uses by supporting infrastructure needs and reducing cost barriers.
 Goal 4 – Retail Vitality
Sustain and strengthen the health of Dublin’s shopping, dining, and entertainment businesses through strategic planning and promotional efforts.  Goal 5 – Hospitality Expansion
Work with regional agencies to expand and highlight Dublin’s potential as a regional hotel and hospitality destination through hotel attraction efforts and advocacy for attracting a multiuse venue to Dublin.
 Goal 6 – Small Business Support
Strengthen startup and growth opportunities for small businesses by pursuing improvements to City processes and maintaining and marketing supportive services and programs.
 Goal 7 – Workforce Opportunities
Enhance Dublin’s workforce support and development systems to create opportunities for all members of the workforce through collaboration with regional organizations.

Following the adoption of the Strategy, Staff will work with the Consultant to prepare the City’s draft Economic Development Element, which is part of Dublin’s General Plan. The Element will codify aspects of the recommendations from the Strategy to ensure that economic development remains a key focus for the City over the long term.

STRATEGIC PLAN INITIATIVE:

None.
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Page 3 of 3 ends

NOTICING REQUIREMENTS/PUBLIC OUTREACH:

The City Council Agenda was posted.

ATTACHMENTS:
1) Resolution Approving the Economic Development Strategy 2) Exhibit A to the Resolution – Economic Development Strategy 324
Attachment 1
Reso. No. XX-24, Item X.X, Adopted XX/XX/2024 Page 1 of 1 RESOLUTION NO. XX – 24

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF DUBLIN

APPROVING THE ECONOMIC DEVELOPMENT STRATEGY
WHEREAS, on November 6, 2012, the City of Dublin adopted the City’s first Economic Development Strategy; and
WHEREAS, on September 5, 2023, the City Council approved an agreement with Strategic Economics, Inc. to prepare an update to the Economic Development Strategy; and WHEREAS, Strategic Economics, Inc. and Staff organized and conducted focus group meetings with Stakeholders, conducted online surveys with the business community and community-at-large, gathered relevant data, and analyzed information gathered from the forementioned efforts to determine Dublin’s strengths, weaknesses, opportunities, and threats; and
WHEREAS, on March 21, 2024, the Economic Development Strategy Framework, which served to provide an initial review and discussion on the overarching recommendations, goals, objectives, strategies, and priorities, was presented to the City Council for feedback; and WHEREAS, on September 17, 2024, the draft Economic Development Strategy was presented to the City Council to provide direction; and WHEREAS, the Strategy focuses on seven key goals: 1) Innovation Growth, 2) Promote Infill Investment, 3) Greenfield Development, 4) Retail Vitality, 5) Hospitality Expansion, 6) Small Business Support, and 7) Workforce Opportunities.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Dublin does hereby approve the Economic Development Strategy for the City of Dublin as prepared by Strategic Economics, Inc., attached hereto as Exhibit A to this Resolution.

PASSED, APPROVED AND ADOPTEDthis 1st day of October 2024, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
______________________________
Mayor
ATTEST:
_________________________________
City Clerk
325

CITY OF DUBLIN ECONOMIC

DEVELOPMENT STRATEGY AND

IMPLEMENTATION ACTIONS
FINAL
Prepared for:

City of Dublin
October 1, 2024
Attachment 2
Exhibit A to the Resolution
326

TABLE OF CONTENTS
ACKNOWLEDGMENTS ................................ ................................ ................................ ............................ 2 EXECUTIVE SUMMARY ................................ ................................ ................................ .................... 3 INTRODUCTION ................................ ................................ ................................ ............................... 7 SUMMARY OF “SWOT” CONCLUSIONS ................................ ................................ ....................... 9 COMMUNITY AND BUSINESS SURVEY FINDINGS ................................ ................................ .... 16 CHANGES AND PROGRESS SINCE THE 2012 ECONOMIC DEVELOPMENT STRATEGY ............... 17 GOALS, STRATEGIES, AND IMPLEMENTATION ACTIONS................................ .......................... 19 Goal 1: Innovation Growth ......................................................................................................... 20 Goal 2: Promote Infill Investment ............................................................................................. 23 Goal 3: Greenfield Development ............................................................................................... 26 Goal 4: Retail Vitality .................................................................................................................. 29 Goal 5: Hospitality Expansion .................................................................................................... 31 Goal 6: Small Business Support................................................................................................ 33 Goal 7: Workforce Opportunities ............................................................................................... 37 ECONOMIC PERFORMANCE INDICATORS ................................ ................................ ................ 39 APPENDICES ................................ ................................ ................................ ............................ 40

327

City of Dublin Economic Development Strategy and Implementation Actions 1 Table of Figures
Figure 1: Jobs By Industry Sector in Dublin, 2023 .................................................................................... 9 Figure 2: Total Population of Tri-Valley Cities, 2000 to 2022 ................................................................ 10 Figure 3: Job Growth by Industry Sector in Dublin and the Tri-Valley, 2016 to 2023 .......................... 11 Figure 4: Office and Industrial Inventory in Dublin and Other Tri-Valley Communities, Square Feet, 2023 ................................................................................................................................................................... 12 Figure 5: Dublin Educational Attainment for the Population 25 Years and Over, 2010 and 2021 .... 13 Figure 6: Dublin Shopping Centers .......................................................................................................... 14 Figure 7: Race in Dublin, 2000 to 2021 ................................................................................................. 15 Figure 8: Online Survey Major Findings ................................................................................................... 16 Figure 9: Review of the 2012 City of Dublin Economic Development Strategy: Priorities, Goals, and Implementation Status ............................................................................................................................. 17 Figure 10: GOAL 1 - Innovation Growth Implementation Matrix ............................................................ 22 Figure 11: GOAL 2 - Infill Investment Implementation Matrix ................................................................ 25 Figure 12: GOAL 3 - Greenfield Development Implementation Matrix .................................................. 28 Figure 13: GOAL 4 - Retail Vitality Implementation Matrix ..................................................................... 31 Figure 14: GOAL 5 - Hospitality Expansion Implementation Matrix ....................................................... 32 Figure 15: GOAL 6 - Small Business Support Implementation Matrix ................................................... 35 Figure 16: GOAL 7 - Workforce Opportunities Implementation Matrix .................................................. 38

328

City of Dublin Economic Development Strategy and Implementation Actions 2

ACKNOWLEDGMENTS
City Council
Michael McCorriston Councilmember, Mayor
Sherry Hu Councilmember, Vice Mayor
Jean Josey Councilmember
Kashef Qaadri
Janine Thalblum
Councilmember
Councilmember
Melissa Hernandez Former Mayor

Focus Group Participants
Lesleigh Alderman Jeanette Lema, Hively
Stephen Baiter, EBEDA Nancy Mangold, East Bay SBDC
Cindy Bannister, Orchard Commercial Katie Marcel, Innovation Tri-Valley Jeff Birnbaum, CBRE Charles Martinez, Vestar
Kelly Bowers, Three Valley’s Community Foundation Lydia Moore, Fresh Millions Michael Carrigg, Colliers Karen Nguyen, Karen Nguyen - Skincare and Lashes Joe Castorena, Dogtopia Jaimie Orfanos, Alameda County Julia Duncan, Tri-Valley ROP Larry Plisskin, Pharmor Realty Cindy Eszlinger, James Allyn Printing Co. Wil Ridder, Valley Link Tracy Farhad, Visit Tri-Valley Tim Sbranti, Innovation Tri-Valley Matt Garrett, Lawrence Livermore National Lab Angela Season, KeyPoint Credit Union Diane Halden, Colliers John Sechser, TRI Commercial
Frank Hanna, Twisted Pair Inc. Kelly Shiffer, DWS Group Shawn Hardy, Hines Mike Smith, Lee and Associates
Taz Harvey, Dublin Honda and Mazda Stephanie and Wendy, Three Sheets Craft Beer Bar Rick Hearn, Vestar Carol Therien, Retail Pacific
Yu Ji, Avant Anti-Aging Sandra Weck, Colliers
Steve Kau, CPA Sawsan Wolski, Dublin Arts Collective
Veena Kaul, Kensington Laboratories

Online Survey Participants
Many thanks to the numerous Dublin community members and businesses who shared their experiences and perspectives on this project through the online survey.

City Staff
Linda Smith, City Manager
Colleen Tribby, Assistant City Manager
Hazel Wetherford, Deputy City Manager
William McDonald, Fire Chief
Nate Schmidt, Police Chief
Andrew Russell, Public Works Director
Jeff Baker, Community Development Director
Neda Zayer, Assistant Community Development Director
Felicia Escover, Economic Development Manager
Crystal De Castro, Senior Planner
Rhonda Franklin, Management Analyst II
329

City of Dublin Economic Development Strategy and Implementation Actions 3

EXECUTIVE SUMMARY
The Dublin Economic Development Strategy is an implementation -focused plan that prioritize s and guides the City of Dublin’s economic development activities for the next five to seven years. The Strategy primarily focuses on goals and strategies that the Office of Economic Development will implement with assistance from other City departments and outside partners or organizations.

The Economic Development Strategy incorporates technical analysis findings, results of stakeholder engagement, and input from City decisionmakers and staff. The conclusions of these efforts identified Dublin’s competitive advantages and opportunities and led to the creation of strategies and actions that best support Dublin’s long term economic development.

The Economic Development strategies and implementation actions are grouped into seven goals that support Dublin’s overall economic vitality . The seven goals are identified below, along with the strategies that the City of Dublin will implement to achieve the goals. The Economic Development Strategy also identifies “Success Indicators” to measure progress in achieving each goal.

Goal 1: Innovation Growth. Grow businesses and employment in innovation-oriented and professional services industries matching Dublin’s strengths and opportunities—especially computer technology, professional services, biomedical devices, and other R&D/advanced manufacturing— through business attraction and marketing programs.

Historically, Dublin’s economy focused more heavily on household-serving uses, government jobs, and a few larger headquarters, regional offices, and manufacturing/R&D facilities. The City is now poised to pivot toward more aggressive business and job growth in innovation-oriented industries.

Attraction of these industries is made possible by Dublin’s larger and highly educated population, mix of infill development opportunities at land with existing uses or buildings , greenfield development opportunities on vacant land, and longstanding assets such as accessibility via BART and I-680/I-580 and location within the dynamic Tri-Valley market area.

The proposed strategies include:
• Adjusting outreach and engagement to focus on high-priority industry opportunities, and • Establishing a business-friendly brand unique to Dublin’s economic development efforts targeted to the noted industries and activities.

Goal 2: Promote Infill Investment. Promote infill development and reinvestment in older retail, office, and industrial areas—including establishing Downtown Dublin as a vibrant community gathering space with a mix of modern employment, housing, retail, dining, and entertainment uses serving residents and workers.

Dublin includes commercial and industrial developments that are now several decades old and positioned to benefit from reinvestment, modernization, or transformational change. These changes will enable Dublin to better compete for innovation-oriented businesses in the industries specified in Goal 1, create a community gathering space in Downtown Dublin, and attract modern retail, dining, recreation, and entertainment amenities.

The strategies focus on supporting four locations with significant potential:
330

City of Dublin Economic Development Strategy and Implementation Actions 4 • Investing in Downtown Dublin as an innovation district and a vibrant mixed-use community,
• Exploring opportunities with the Hacienda Crossings shopping center ownership to support reinvestment, tenant attraction, reducing barriers to diversifying uses, and re- visioning of the center, and
• Determining the functionality and relevance of existing industrial buildings for manufacturing, R&D, and construction businesses—especially at the Sierra Trinity Business Park.

Goal 3: Greenfield Development. Ensure development of major greenfield opportunity sites with modern commercial and light industrial employment uses by supporting infrastructure needs and reducing cost barriers.

Dublin’s undeveloped “greenfield” sites represent major opportunities for attracting commercial and light industrial development. The Fallon East Economic Development Zone—located east of Fallon Road and north of I-580—is an opportunity to attract development of modern facilities that meet the needs of tenants in innovation-oriented industries. The Dublin Centre project could potentially provide a second downtown-like community gathering space southeast of Tassajara Road and Dublin Boulevard. Undeveloped properties owned by Alameda County east of the Dublin/Pleasanton BART station could accommodate transit-oriented development, including “Campus Office” employment uses specified for these properties in the Eastern Dublin Specific Plan. An adjacent property between Arnold Road and Hacienda Drive, currently owned by IKEA, could potentially accommodate a variety of commercial uses.

The following strategies focus on prioritizing greenfield sites to ensure future growth supports the economic development needs of Dublin:

• Prioritizing the Fallon East Economic Development Zone as a key district for attracting R&D, biomedical, office, manufacturing and other light industrial uses, • Supporting the Dublin Centre Project ’s commercial component as a modern mixed -use space, and
• Collaborating with Alameda County and the adjacent property owner to attract desired development to parcels near the Dublin/Pleasanton BART station.

Goal 4: Retail Vitality. Sustain and strengthen the health of Dublin’s shopping, dining, and entertainment businesses through strategic planning and promotional efforts.

Dublin’s retail, dining, and entertainment opportunities continue to evolve in response to growing e-commerce sales and a growing preference for vibrant public places, including retail destinations. As more sales shift online—particularly for undifferentiated “commodity” goods—the tenant mix within physical storefront spaces will continue to shift toward a greater emphasis on dining, entertainment, personal and medical services, food/grocery, and unique “boutique” retail. Retail formats will also increasingly favor mixed-use, pedestrian-friendly environments providing a vibrant “third space” separate from places of home and work for the community to gather.

The following strategies seek to support Dublin’s retail opportunities in light of these trends:

331

City of Dublin Economic Development Strategy and Implementation Actions 5 • Investigating other incentives, and changes to zoning and land use regulation to reduce barriers for retail conversion,
• Continuing and expanding the monitoring of performance of existing shopping centers and commercial areas in Dublin—especially those consisting of businesses threatened by e-commerce trends—by comparing sales tax performance of tenants to “comparable” retailers to provide notice of tenants at risk of closure, and • Supporting the health of Dublin’s automobile dealerships and other large sales tax revenue generators through continuation of one-on-one engagement.

Goal 5: Hospitality Expansion. Work with regional agencies to expand and highlight Dublin’s potential as a regional hotel and hospitality destination through hotel attraction efforts and advocacy for attracting a multiuse venue to Dublin.

Dublin’s opportunities to attract additional hotels are linked to employment and business growth within the city and Tri-Valley, as well as growth of new visitor attractions. The strategies focus on positioning Dublin to benefit from ongoing efforts to attract additional hotel stays and visitation:

• Positioning Dublin to attract or leverage hotel development opportunities related to the potential multiuse sports, entertainment, and conference venue that Visit Tri-Valley is seeking to bring to the region, and
• Working with relevant regional stakeholders to market Dublin as an ideal location for visitors seeking access to employment destinations and events in the Tri-Valley and beyond.

Goal 6: Small Business Support. Strengthen startup and growth opportunities for small businesses by pursuing improvements to City processes and maintaining and marketing supportive services and programs.

Dublin offers a variety of services to support small businesses. Opportunities exist to ensure that these services are widely known, proven to be effective, and successfully targeted to Dublin’s increasingly diverse community of business owners. The following strategies target improvements in the support offered by the City of Dublin for local small businesses:

• Enhancing efficiency and transparency with business applicants during City processes, • Enhancing marketing of City-offered incentives, services, and programs to existing small businesses,
• Enhancing engagement between the City of Dublin and the full diversity of local small businesses—especially those related to the city’s large and rapidly growing Asian populations, and
• Expanding small business technical training resources as necessary.

Goal 7: Workforce Opportunities. Enhance Dublin’s workforce support and development systems to create opportunities for all members of the workforce through collaboration with regional organizations.

Dublin’s population is relatively well educated overall, but 15 percent of residents hold a high school diploma or did not finish high school. Dublin also includes a concentration of jobs in industry sectors that typically offer relatively low pay and limited benefits—such as retail, food 332

City of Dublin Economic Development Strategy and Implementation Actions 6 services, and personal services. Although the City does not directly provide education, training, and workforce development services, the City of Dublin has an opportunity to ensure these services are readily accessible for Dublin residents and workers. Dublin can also potentially enhance regional commute access for Dublin workers and residents.

Workforce strategies include:
• Leveraging regional workforce and economic development organizations and initiatives to ensure education and training services are accessible and appropriate for Dublin residents and workers, and
• Leveraging initiatives to expand and invest in transportation infrastructure that supports worker access to jobs, including the Valley Link Project.

333

City of Dublin Economic Development Strategy and Implementation Actions 7

INTRODUCTION
The Dublin Economic Development Strategy is an implementation-focused action plan that serves to prioritize and guide the City of Dublin’s economic development activities for the next five to seven years. The Strategy primarily focuses on strategies and actions that the Office of Economic Development will implement with assistance from other City departments and outside partners or organizations. After adoption of the Strategy, t he City of Dublin also intends to adopt an update d Economic Development Element of the City’s General Plan. The Element serves as a citywide vision and policy plan, while the Strategy functions as a shorter-term implementation tool.

This new Economic Development Strategy identifies and leverages the mix of longstanding and new opportunities for the City of Dublin to expand business and workforce opportunities in the community.

Dublin’s previous Economic Development Strategy dates to 2012. In the 12 years since then, Dublin’s population rapidly grew, the COVID -19 pandemic transformed where and how people work, retail opportunities have continued to evolve as e -commerce has grown, and regional and local economic conditions have continued to change.

Process for Developing the Strategy
The Economic Development Strategy incorporates technical analysis findings, results of stakeholder engagement, and input from City decisionmakers and staff. The conclusions of these efforts identified Dublin’s competitive advantages and opportunities, and led to the creation of strategies and actions that best support Dublin’s long term economic development. Steps taken to develop the Economic Development Strategy are detailed below:
• Technical Analyses: The consultant team —consisting of Strategic Economics, Greensfelder Real Estate Strategy, and Tawni Sullivan (a life science real estate industry expert)—completed detailed economic, market, workforce, and retail and trend analysis to identify Dublin’s assets and opportunities. The analyses assessed demographic, employment, real estate, retail, and hotel/tourism conditions and trends. The conclusions of the technical analyses are incorporated in the Strategy, and the full technical analysis report is included as an appendix. • Business and Community Surveys: Strategic Economics conducted two online community surveys targeted to Dublin residents and businesses, respectively. The surveys gauged respondents’ opinions regarding the business environment in Dublin , priorities for economic development efforts, and the City’s performance in creating a positive business environment.

The results of the surveys were summarized in a Community Engagement Report that is included in the community engagement appendix of the Economic Development Strategy. • Stakeholder Interviews: The consultant team and City staff completed seven focus group meetings with local and Tri -Valley stakeholders to gain insights into concerns and priorities relating to economic development for the City of Dublin. The focus groups consisted of commercial brokers and developers, local businesses, local and regional community and non- profit organizations, interested property managers and property owners, regional agencies, and City staff. Strategic Economics also conducted separate interviews with members of the Dublin City Council.
334

City of Dublin Economic Development Strategy and Implementation Actions 8 Report Contents
The remainder of the Economic Development Strategy consists of the following content:

1. Summary of “SWOT” Conclusions: Describes Dublin’s strengths, weaknesses, opportunities, and threats that informed the Strategy.

2. Summary of Community and Business Survey Findings: Describes key takeaways from the community and business surveys conducted for the Strategy.

3. Changes and Progress Since the 2012 Strategy: Provides an overview of the City’s progress in implementing the 2012 Economic Development Strategy, including ongoing City efforts and notes on how Dublin’s economic opportunities have evolved over time.

4. Goals, Strategies, and Implementation Actions: Describes s trategies and implementation actions to achieve s even goals t hat will guide the City of Dublin’s economic development efforts over the next five to seven years . For each goal, an implementation action summary table notes the time frame, responsible party, potential partners, and tasks for implementation. Each goal also includes “ Success Indicators,” which consist of quantitative and qualitative criteria to measure progress toward achieving each goal.

5. Economic Performance Indicators: This section lists specific performance indicators that Dublin can use to measure the impact and progress of the Economic Development Strategy based on general economic conditions in Dublin.

6. Technical Appendices: The appendices include a technical report describing the findings and conclusions of the analyses and stakeholder input and a summary of the business and community survey results.

335

City of Dublin Economic Development Strategy and Implementation Actions 9 SUMMARY OF “SWOT” CONCLUSIONS
The in-depth analyses and community engagement efforts completed for the Economic Development Strategy identified several significant strengths, weaknesses, opportunities, and threats (SWOT) applicable to Dublin’s economic development efforts. The conclusions of this analysis are summarized below, with detailed analysis provided in an appendix to the Economic Development Strategy.

Key Industries
Dublin’s economy has historically focused heavily on household -serving uses and government jobs.

Illustrated in Figure 1, more than 22 percent of Dublin’s total jobs in 2023 were in the “Government” sector (government programs/facilities of all types ) and another 30 percent of total jobs were in household-serving industries such as retail, service s, and health care. These household- serving jobs corresponded to the city’s rapid growth as a residential community.

Dublin also includes a longstanding presence of several corporate headquarters or major offices for companies representing a variety of industries. Multiple retail, medical device, financial services, and business services companies have headquarters or major regional offices in Dublin. Examples of companies located in Dublin include Ross Stores Inc., Patelco Credit Union, TriNet, and Zeiss Meditec.

FIGURE 1: JOBS BY INDUSTRY SECTOR IN DUBLIN, 2023

Source: Lightcast Employment Q3 2023 Data; Strategic Economics, 2023.

Other Industries
Arts, Entertainment, and Recreation
Transportation and Warehousing
Wholesale Trade
Real Estate and Rental and Leasing
Educational Services
Finance and Insurance
Information
Manufacturing
Administrative & Support, Waste Management and…
Management of Companies and Enterprises
Professional, Scientific, and Technical Services
Construction
Other Services (Excluding Public Administration)
Retail Trade
Accommodation and Food
Health Care and Social Assistance
Government
0 2,000 4,000 6,000 8,000 10,000

MAJOR INDUSTRY SECTORS

TOTAL JOBS
GREEN = HIGHLY CONCENTRATED IN DUBLIN RELATIVE TO TRI-VALLEY 336

City of Dublin Economic Development Strategy and Implementation Actions 10 Dublin is positioned to build on its larger and highly educated residential base to pivot toward more aggressive business and job growth in professional services and innovation-oriented industries. As shown in Figure 2, Dublin’s population grew more than 136 percent from 2000 to 2022—the fastest rate among Tri-Valley cities and now approaching the size of Pleasanton, San Ramon, and Danville.

Dublin’s residents are also highly educated, with nearly 70 percent of Dublin’s population age 25 or older holding a bachelor’s degree or higher. Dublin’s larger and highly educated population base will allow the city to better compete for jobs in professional services and innovation-oriented industries. As illustrated in Figure 3, Dublin’s job growth in the Information industry sector (which includes software and media) and Finance and Insurance sector exceeded the Tri-Valley as a whole from 2016 to 2023.

Dublin also attracted more than $300 million in venture capital investments in software and electronic hardware technology related businesses from 2018 to 2023. Given these strengths and broader regional economic trends, Dublin is positioned to attract long term growth in computer technology, professional services, biomedical industries, and other R&D and advanced manufacturing businesses.

FIGURE 2: TOTAL POPULATION OF TRI-VALLEY CITIES, 2000 TO 2022

Source: U.S. Census Bureau, 2000,2010, ACS 2018-2022; Strategic Economics, 2024 -
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
90,000
100,000
2000 2010 2022
Dublin Livermore Pleasanton San Ramon Danville
337

City of Dublin Economic Development Strategy and Implementation Actions 11 FIGURE 3: JOB GROWTH BY INDUSTRY SECTOR IN DUBLIN AND THE TRI-VALLEY, 2016 TO 2023

Source: Lightcast Employment Q3 2023 Data; Strategic Economics, 2023 The Tri-Valley’s robust regional institutional assets and industry organizations create opportunities to enhance Dublin’s economic development eff orts. Nearby institutions and organizations such as Sandia National Laboratory, Las Positas College, Lawrence Livermore National Laboratory, and i-Gate attract talent to the Tri -Valley, drive innovation, and create ongoing potential for Dublin to capture spinoff business growth.

Infrastructure, Built Environment, and Real Estate
Dublin’s office and light industrial building inventory is relatively small and becoming dated as little new development activity occurs —creating a need to support further build -to-suit and speculative development through business attraction and development support efforts. Demand for Dublin’s inventory of office and light industrial spaces is reasonably strong, although the city has a much smaller share of new space suitable for office, R&D, and manufacturing uses than other Tri -Valley cities, as illustrated in Figure 4. Recent new office, light industrial, and R&D development activity has been limited, resulting in an aging building stock . Stakeholders interviewed for the Economic Development Strategy noted the need for modernized office, light industrial/flex, and R&D space that offers the chance for businesses to locate and expand in Dublin. This space is more likely to be built when demand rises to a level such that a large business seeks a new build- to-suit space, or when achievable rents and other development conditions improve in Dublin and across the Bay Area. -100% -50% 0% 50% 100% 150%
Other Industries
Wholesale Trade
Retail Trade
Real Estate and Rental and Leasing
Professional, Scientific, and Technical Services
Government
Other Services (Excluding Public Administration)
Construction
Accommodation and Food
All Jobs
Manufacturing
Finance and Insurance
Educational Services
Transportation and Warehousing
Management of Companies and Enterprises
Administrative & Support, Waste Management…
Arts, Entertainment, and Recreation
Health Care and Social Assistance
Information
Job Growth, 2016-2023
Dublin
Tri-Valley
338

City of Dublin Economic Development Strategy and Implementation Actions 12 Speculative office and life science development is currently constrained throughout the Bay Area due to recent increases in labor and materials costs, increased financing costs, and limited access to capital. Fortunately, Dublin’s economic development efforts have contributed to the construction of the Zeiss Innovation Center, the proposed Dublin Commons project, and proposed redevelopment of the former Hexcel property.

FIGURE 4: OFFICE AND INDUSTRIAL INVENTORY IN DUBLIN AND OTHER TRI-VALLEY COMMUNITIES, SQUARE FEET, 2023

Source: CoStar, 2023; Strategic Economics, 2023
Dublin’s remaining greenfield development sites are major opportunities to attract large-scale, modern office, R&D, and manufacturing uses, but each site requires unique infrastructure or other development support. Dublin’s “greenfield” commercial and light industrial opportunity sites consist of previously undeveloped properties at the Fallon East Economic Development Zone, Dublin Centre Project, and near the Dublin /Pleasanton BART station. This collection of greenfield sites is an asset that Dublin can use to attract new innovation -oriented businesses and, in the case of Dublin Centre, create a modern mixed -use community gathering space. The City is already working to address the major infrastructure needs at the Fallon East Economic Development Zone, and proactively engaging developers at the other major greenfield sites.

Several of Dublin’s older existing commercial areas, like Downtown Dublin and Hacienda Crossings , require reinvestment and modernization —creating a need for the City to balance efforts to develop greenfield sites while also supporting the health of older commercial properties. Various o lder commercial areas in Dublin have outdated space that does not meet the needs of modern tenants. In addition, many of these areas suffer from a lack of amenities and welcoming public gathering spaces.

These environments are made even less welcoming by limited pedestrian access to and within the shopping centers. The Downtown Dublin Specific Plan intends to resolve these issues by creating a modern mixed-use environment with bike and pedestrian connections, but similar efforts should be targeted for other commercial areas like Hacienda Crossings . Overall attempts to modernize and reinvest in Dublin’s ex isting buildings, spaces, and districts will help balance citywide economic development by promoting infill development in conjunction with ongoing greenfield development.

0 2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
16,000,000
18,000,000
20,000,000
Dublin Pleasanton Livermore San Ramon Danville
Square Feet
Building Type
Industrial Office Flex
339

City of Dublin Economic Development Strategy and Implementation Actions 13 Dublin has strong demand for its limited existing industrial space, but competition from recreation and other household-serving uses creates a need to consider potential preservation of these spaces for industrial uses. According to CoStar real estate data, the vacancy rate in Dublin’s small inventory of industrial spaces has been below one percent for much of the past five years. Although Dublin includes a few larger industrial buildings, the variety of smaller buildings and spaces within the Sierra Trinity Business Park represent more than 78 percent and 60 percent of Dublin’s industrial and flex space, respectively. This important reservoir of industrial space for construction, manufacturing, repair and maintenance uses in Dublin is also experiencing strong demand from recreation and fitness tenants— creating a need to examine the appropriate balance of uses to ensure production, distribution, and repair services and businesses are still accommodated in Dublin. However, i f these spaces are preserved for innovation-oriented industrial uses, then it will also be important to ensure recreational and fitness businesses are accommodated elsewhere in Dublin.

Workforce and Job Access
Growth of local jobs aligned with Dublin’s highly educated population will create an opportunity for more residents to work locally and help reduce current long commutes . Dublin’s residents enjoy excellent access to jobs throughout the region via I-580, I-680, and two BART stations. However, local growth of jobs aligned with Dublin’s highly skilled and educated workforce, as shown in Figure 5, will create an opportunity for more residents to work locally and potentially reduce the 35 percent share of Dublin workers commuting more than 40 minutes to work (according to U.S. Census ACS 2017 - 2021 estimates).

FIGURE 5: DUBLIN EDUCATIONAL ATTAINMENT FOR THE POPULATION 25 YEARS AND OVER, 2010 AND 2021

Source: U.S. Census Bureau ACS 2010-2014, 2017-2021 5 Year Estimates; Strategic Economics, 2023.

Collaborations with Tri -Valley workforce development organizations can enhance the trained and skilled workforce available for Dublin employers and support career opportunities for workers in Dublin. Collaborations with education and workforce development partners can support the availability of trained workers for Dublin employers across all categories of skills and occupations. Workforce and education service providers can also create new career opportunities for workers in Dublin’s large share of jobs in industries that typically pay relatively lower wages and have less job stability, such as retail, food service, and personal services. Examples of regional workforce development organizations -
10,000
20,000
30,000
40,000
50,000
60,000
2010 2021
Population
Doctorate Degree
Professional School Degree
Master's Degree
Bachelor's Degree
Some College
High School Graduate (Includes
Equivalency)
Less than High School
340

City of Dublin Economic Development Strategy and Implementation Actions 14 include Tri-Valley Career Center, Las Positas College, and the Tri -Valley Regional Occupational Program.

Retail and Hotels
Dublin’s retail inventory is large and desirable for a wide range of tenants. Dublin has approximately four million square feet of retail space, including a variety of regional and local shopping centers—as shown in Figure 6—and large automobile dealerships. Automobile dealerships and automobile-related businesses generated over 40 percent of Dublin’s sales tax revenue in 2022— the City’s largest category of sales tax revenue—followed by general consumer goods, business to business sales, and restaurants and hotels. Dublin’s overall retail sales have recovered overall since the onset of the COVID-19 pandemic in 2020, although performance varied by category of retail.

FIGURE 6: DUBLIN SHOPPING CENTERS

Source: CoStar, 2023; Esri, 2023; Strategic Economics, 2023 Dublin’s retail, dining, and entertainment opportunities will need to continually evolve in response to growing e-commerce sales and the evolution of bricks -and-mortar retail. As more sales shift online — particularly for undifferentiated “commodity” goods —Dublin should anticipate that the tenant mix within physical storefront spaces will continue to shift toward a greater emphasis on dining, entertainment, personal and medical se rvices, food/grocery, and unique “boutique” retail. These trends are apparent in Dublin’s sales tax data for 2022 to 2023, which indicates increasing sales in the Downtown Dublin Specific Plan area but declines among “big box” power centers that typically sell many goods readily available online. These trends especially create challenges for large-scale 341

City of Dublin Economic Development Strategy and Implementation Actions 15 shopping centers like Hacienda Crossings. Demand for different types of spaces continues to evolve, and there is currently relatively lower demand for big-box retail spaces than in the past. Broader retail trends make it increasingly difficult to fill large vacant retail space, and it is often expensive or impractical to split these spaces for use by more than one retailer.

Dublin’s retail spaces primarily consist of traditional automobile-oriented shopping centers and commercial corridors ; the city lacks amenity -rich community gathering destinations, although opportunities exist in Downtown Dublin and Dublin Centre. Despite Dublin’s strong quality of life and desirable climate, safety, and location, residents and businesses continue to note its lack of a vibrant community gathering space with pedestrian accessibility. Current public-private efforts are underway to develop such a place in Downtown Dublin with the Dublin Commons project, and the Dublin Centre project is also planning to create a similar activity node.

Dublin’s rapidly diversifying population opens new opportunities to attract businesses reflecting a wide variety of cultural influences. Since 2000, U.S. Census data shows that Dublin’s population growth overwhelmingly consisted of residents identifying as Asian , as shown in Figure 7. The U.S. Census American Community Survey estimates that, as of 2021, 48 percent of Dublin’s Asian residents were of Indian origin, 26 percent of Chinese origin, and nine percent of Filipino origin. Half of Dublin’s residents report speaking a language other than English at home. The rich diversity of Dublin’s population creates opportunities to further support the diverse mix of retail, grocery, dining, and personal services businesses in the city.

FIGURE 7: RACE IN DUBLIN, 2000 TO 2021

Source: U.S. Census Bureau, 2000, 2010, ACS 2017-2021; Strategic Economics, 2023.

Regional initiatives to attract hotel stays and a multiuse venue can support local hotels in Dublin.

Dublin’s hotels primarily attract business travelers based on the city’s convenient access to major employers throughout the Tri-Valley and beyond. As hotel occupancy and revenues continue to recover over time since the COVID-19 pandemic, Dublin can position itself to leverage Visit Tri-Valley’s efforts to expand visitation. Visit Tri-Valley is pursuing development of a multiuse sports, entertainment, and conference venue, which Dublin could either seek to attract to the city itself or seek to leverage for further hotel stays.
-
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
2000 2010 2020
Total Population
White Hispanic or Latino African American or Black Asian Other 342

City of Dublin Economic Development Strategy and Implementation Actions 16

COMMUNITY AND BUSINESS SURVEY FINDINGS
As part of the Economic Development Strategy process, Strategic Economics administered two online surveys to Dublin residents and businesses, respectively. Both surveys were used to inform the selection of both strategies and implementation actions for the City of Dublin. The surveys’ major findings are summarized below and grouped by general positive opinions and concerns about Dublin.

The detailed survey findings are shown in an appendix to the Economic Development Strategy.

FIGURE 8: ONLINE SURVEY MAJOR FINDINGS

Community
Survey
Positive Opinions
about Dublin
A wide variety of dining,
beverage, and entertainment
destinations
Large amount of welcoming
public parks
Large quantity of different
shopping and retail stores
Concerns about Dublin
Lack of high-quality job
opportunities compatible with
residents
Housing affordability
Limited downtown or large
community gathering space
Over-emphasis on residential
development by the City
Business
Survey
Positive Opinions
about Dublin
Proximity to potential customers
Safe and welcoming community
Desirable demographic
composition and trends
City Staff responsiveness and
communication
Concerns about Dublin
Lack of affordable office, retail, or
industrial space
High water and utility costs and
fees
Limited awareness of City funding
and incentives among existing local
businesses
343

City of Dublin Economic Development Strategy and Implementation Actions 17 CHANGES AND PROGRESS SINCE THE 2012

ECONOMIC DEVELOPMENT STRATEGY
The City of Dublin’s previous Economic Development Strategy established four priorities based on conditions and opportunities identified in 2012. The City of Dublin has made—and continues to make— substantial progress on implementing th at strategy’s implementation actions . Although the new Economic Development Strategy re-prioritizes and adjusts the City’s efforts, the Strategy also seeks to build upon and enhance past successes and ongoing actions by the City of Dublin’s economic development team. The previous priorities and related ongoing current City actions are described in Figure 9 below.

FIGURE 9: REVIEW OF THE 2012 CITY OF DUBLIN ECONOMIC DEVELOPMENT STRATEGY: PRIORITIES, GOALS, AND

IMPLEMENTATION STATUS
2012 Priority
2012 Goal
2012 Strategy Actions Ongoing City Efforts
Economic Vibrancy
Continued development
and job growth

Maintain and enhance ED activities,
including marketing and branding
Business visits and roundtables

Business incentive and recognition programs

Engaging with regional economic development
efforts and organizations

Maintaining responsive communications,
including ongoing interactions with brokers and
property owners

Small Business
Facilitate business
expansion projects
Enhance development services,
with streamlined permitting for
routine growth-supporting real
estate improvement projects
Management of small business navigator and
business concierge programs

Promotional campaigns, including a holiday gift
guide, small business spotlight series, and bi-
monthly newsletters

Small business support via grants, a mobile text
program, business visitation program, and special
events like a small business night at the farmers’
market

Eastern Transit Center
Encourage new
development, particularly
commercial office and
retail spaces

Increase partnerships with real
estate developers and landowners
to entitle and market sites
As-needed development support

Coordination with Alameda County Surplus
Property Authority

Downtown Dublin
Expedite progress toward
the Downtown Vision
Explore options to facilitate
development, including financing
mechanisms, funding sources, and
revitalization tools
Significant ongoing Downtown Dublin
development support

The City of Dublin has made especially significant progress in implementing the Downtown Dublin and Eastern Transit Center goals. Efforts at Downtown Dublin include completion of an Urban Land Institute Technical Assistance Panel, approval of the Downtown Preferred Vision, adoption of specific plan amendments, adoption of public -private agreements, and a variety of other ongoing development 344

City of Dublin Economic Development Strategy and Implementation Actions 18 support efforts. Progress at the Eastern Transit Center includes construction of a parking garage, construction of additional housing, tenanting of storefront spaces, and ongoing support for potential development projects. In addition, Dublin has continued to balance competing priorities as R&D and entertainment uses compete for limited affordable space.

The City of Dublin also proactively continued to identify and pursue new opportunities since the 2012 Economic Development Strategy was adopted, as demonstrated by ongoing progress in pursuing development and business attraction to the Fallon East Economic Development Zone. This area consists of approximately 285 acres of largely undeveloped land northeast of Fallon Road and I-580.

In the years since 2012, the City of Dublin recognized this area as a major commercial and industrial development opportunity and has thus far approved General Plan land use amendments in 2022, established an incentives package for targeted types of businesses, and is working with property owners and the City of Livermore to fund and construct the Dublin Boulevard extension to support future development.

345

City of Dublin Economic Development Strategy and Implementation Actions 19

GOALS, STRATEGIES, AND IMPLEMENTATION

ACTIONS
The following strategies and implementation actions are organized within seven goal s that reflect challenges and opportunities identified through the technical analys es and community outreach activities completed for the Economic Development Strategy.

The description of each goal includes a list of “Success Indicators.” These quantitative and qualitative criteria provide measurements of progress toward achieving each goal. City staff will track t he indicators and provide an annual “Economic Development Strategy Progress Report” to the Dublin City Council.

An “implementation matrix” follows each set of strategies and actions. The matrices provide detailed strategy implementation guidance by specifying the following information:
• Time frame: Details the timing of action implementation. Actions that must be continuously implemented over time are marked as “ongoing.”
• Subarea: Indicates whether the action item primarily applies citywide or to specific locations. • Supporting organization/department: Lists City departments or outside partners necessary for successful action implementation (in partnership with Dublin’s Economic Development staff). • Tasks for Implementation : Identifies tasks to be completed as part of implementing a given strategy or action.

Goals
The strategies and actions focus on achieving the following seven primary goals to support Dublin’s economic vibrancy, workforce opportunities, and overall quality of life. These goals are rooted in the opportunities and challenges noted in this report’s “Summary of SWOT Conclusions.” Goal 1: Innovation Growth
Grow businesses and employment in innovation-oriented and professional services industries matching Dublin’s strengths and opportunities—especially computer technology, professional services, biomedical devices, and other R&D/advanced manufacturing —through business attraction and marketing programs.

Goal 2: Promote Infill Investment
Promote infill development and reinvestment in older retail, office, and industrial areas — including establishing Downtown Dublin as a vibrant community gathering space with a mix of modern employment, retail, dining, and entertainment uses serving residents and workers.

Goal 3: Greenfield Development
Ensure development of major greenfield opportunity sites with modern commercial and light industrial employment uses by supporting infrastructure needs and reducing cost barriers.

Goal 4: Retail Vitality
Sustain and strengthen the health of Dublin’s shopping, dining, and entertainment businesses through strategic planning and promotional efforts.
346

City of Dublin Economic Development Strategy and Implementation Actions 20

Goal 5: Hospitality Expansion
Work with regional agencies to expand and highlight Dublin’s potential as a regional hotel and hospitality destination through hotel attraction efforts and advocacy for attracting a multiuse venue to Dublin.

Goal 6: Small Business Support
Strengthen startup and growth opportunities for small businesses by pursuing improvements to City processes and maintaining and marketing supportive services and programs.

Goal 7: Workforce Opportunities
Enhance Dublin’s workforce support and development systems to create opportunities for all members of the workforce through collaboration with regional organizations.

Goal 1: Innovation Growth
Historically, Dublin’s economy focused more heavily on household-serving uses, government jobs, and a few larger headquarters, regional offices, and manufacturing/R&D facilities. The City is now poised to pivot toward more aggressive business and job growth in innovation -oriented industries , as indicated by recent venture capital investments and attraction of facilities such as the Zeiss Innovation Center. Attraction of these industries is made possible by Dublin’s larger and highly educated population, mix of infill development and greenfield development opportunities, and longstanding assets such as accessibility via BART and I -680/I-580 and location within the dynamic Tri-Valley market area. Based on this mix of assets and current economic trend s, high-priority industr y opportunities include:
• Information Technology, Software, and Artificial Intelligence • Professional Services
• Biomedical – Including medical equipment/device R&D and manufacturing The strategies seek to support Dublin in attracting and retaining businesses in these growing industry opportunities.

The following Success Indicators will be used to track progress toward the “Innovation Growth” goal:
• Names or numbers of relevant businesses started, attracted, or retained in Dublin.

Strategy 1.1 Adjust, enhance, formalize, and implement outreach and engagement with businesses, brokers, industry associations, and Tri-Valley institutions to focus on high-priority industry opportunities , including information technology, professional services, and biomedical uses such as medical equipment/device R&D and manufacturing.

Action 1.1.1 Establish standing industry stakeholder groups for information technology, professional and financial services, and biomedical businesses.

Convene meetings with each stakeholder group twice per year to 347

City of Dublin Economic Development Strategy and Implementation Actions 21 communicate City news and learn about these employers’ needs and concerns.

Action 1.1.2 Convene meeting s with brokers, developers, and major property owners twice per year to provide updates regarding City efforts, resources, and major development projects , and to receive input regarding conditions and needs.

Action 1.1.3 Focus existing business visitation program towards high -priority industries to identify specific business needs while connecting them with available resources and services.

Action 1.1.4 Continue City practices of offering business seminars and hosting roundtable programs in collaboration with relevant regional stakeholders such as the Dublin Chamber of Commerce and the East Bay Economic Development Alliance. Within these events, target hi gh-priority industries to maintain relationships with these businesses and better understand challenges and opportunities for City staff to provide support.

Action 1.1.5 Continue partnership with local and regional entities such as the Dublin Chamber of Commerce, Innovation Tri -Valley, i -Gate, Lawrence Livermore National Laboratory, Sandia National Laboratory, East Bay Small Business Development Center, and East Bay Economic Development Alliance to participate in business events and other relevant trade shows or industry groups.

Strategy 1.2 Establish a business -friendly brand unique to Dublin’s economic development efforts targeted to the noted industries and activities, with a focus on Dublin’s competitive assets such as its geographic location near I -580 and I -680, BART access, high educational attainment, and major infill and greenfield development opportunity sites.

Action 1.2.1 Conduct annual City staff trainings to establish a shared understanding of Dublin’s assets and messaging for economic development and emphasize the benefits of ensuring the City maintains a business-friendly environment.

Action 1.2.2 Undertake and implement an economic development -tailored marketing and branding strategy that focuses on Dublin’s competitive assets and transformational development projects/areas identified through the Economic Development Strategy effort , as well as existing business and development incentives . As part of this new branding identity, create a cohesive marketing plan that includes an updated webpage unique to th e economic development branding strategy , creation of new materials for handout at industry meetings, and refreshed press and media engagement.

348

City of Dublin Economic Development Strategy and Implementation Actions 22 FIGURE 10: GOAL 1 - INNOVATION GROWTH IMPLEMENTATION MATRIX Action Item Time Frame Subarea
Supporting
Organization /
Department
Tasks for
Implementation

1.1.1. Establish standing industry
stakeholder groups for information
technology, professional and financial
services, and biomedical businesses.

Convene meetings with each stakeholder
group twice per year to communicate City
news and learn about these employers’
needs and concerns.

Ongoing Citywide
Dublin Chamber of
Commerce,
Biomedical
Manufacturing
Network, Daybreak
Labs, i-Gate
Conduct semi-
annual meetings

1.1.2. Convene meetings with brokers,
developers, and major property owners
twice per year to provide updates regarding
City efforts, resources, and major
development projects, and to receive input
regarding conditions and needs.

Ongoing Citywide Conduct semi-
annual meetings

1.1.3. Focus existing business visitation
program towards high-priority industries to
identify specific business needs while
connecting them with available resources
and services.

Ongoing Citywide
Identify
businesses for
monthly
visitations

1.1.4. Continue City practices of offering
business seminars and hosting roundtable
programs in collaboration with relevant
regional stakeholders such as the Dublin
Chamber of Commerce and the East Bay
Economic Development Alliance. Within
these events, target high-priority industries
to maintain relationships with these
businesses and better understand
challenges and opportunities for City staff
to provide support.

Ongoing Citywide
Dublin Chamber of
Commerce, East
Bay Economic
Development
Alliance, technical
service providers,
topic area experts
Organize
seminars and
roundtables

1.1.5. Continue partnership with local and
regional entities such as the Dublin
Chamber of Commerce, Innovation Tri-
Valley, i-Gate, Lawrence Livermore
National Laboratory, Sandia National
Laboratory, East Bay Small Business
Development Center, and East Bay
Economic Development Alliance to
participate in business events and other
relevant trade shows or industry groups.

Ongoing Citywide
Dublin Chamber of
Commerce,
Innovation Tri-
Valley, i-GATE,
Lawrence
Livermore National
Laboratory, Sandia
National
Laboratory, East
Bay Small
Business
Development
Center, and East
Bay Economic
Development
Alliance
Attend events
and partner with
organizations
349

City of Dublin Economic Development Strategy and Implementation Actions 23 Action Item Time Frame Subarea
Supporting
Organization /
Department
Tasks for
Implementation

1.2.1. Conduct annual City staff trainings to
establish a shared understanding of
Dublin’s assets and messaging for
economic development and emphasize the
benefits of ensuring the City maintains a
business-friendly environment.
1-2 years
and then
Ongoing
Citywide
Community
Development
Department, Public
Works Department,
Fire, City
Manager’s Office
Organize annual
staff trainings

1.2.2. Undertake and implement an
economic development-tailored marketing
and branding strategy that focuses on
Dublin’s competitive assets and
transformational development
projects/areas identified through the
Economic Development Strategy effort, as
well as existing business and development
incentives. As part of this new branding
identity, create a cohesive marketing plan
that includes an updated webpage unique
to the economic development branding
strategy, creation of new materials for
handout at industry meetings, and
refreshed press and media engagement.
1-2 years Citywide
City Manager’s
Office, Community
Development
Department,
Communications
Division,
Information
Systems Division
Complete a
marketing and
branding strategy

Goal 2: Promote Infill Investment
Dublin includes commercial and industrial developments that are now several decades old and positioned to benefit from reinvestment, modernization, or transformational change. These changes will enable Dublin to better compete for innovation-oriented businesses in the industries specified in Goal 1, create a community gathering space in Downtown Dublin, and attract modern retail, housing, dining, recreation, and entertainment amenities.

The strategies focus on supporting three locations with significant potential. First, substantial public and private efforts are already underway to construct the “Dublin Commons” project within the Downtown Dublin Preferred Plan area. The new project envisions the creation of a new community gathering hub with a mix of retail, life science, and residential uses. Second, the large Hacienda Crossings shopping center represents a variety of potential future opportunities to attract new entertainment and dining tenants, and potentially re -envision the center’s design and uses. Finally, the future of Dublin’s older industrial building stock—especially within the Sierra Trinity Business Park— must be carefully considered to examine the proper balance between retaining industrial uses versus allowing other uses to repurpose these spaces.

The following Success Indicators will be used to track progress toward the “In fill Investment” goal:
• Milestones achieved for completing the Dublin Commons project , including related infrastructure.
• Milestones achieved for accelerating other investment and development that supports implementation of the Downtown Dublin Specific Plan.
• Milestones achieved for potentially creating a business and innovation incubator. 350

City of Dublin Economic Development Strategy and Implementation Actions 24 • Tenants attracted to or retained at Hacienda Crossings. • Investments at Hacienda Crossings.
• Regulatory adjustments to maintain intended uses at properties zoned for industrial use.

Strategy 2.1 Identify and implement investments, partnerships, and regulatory changes that accelerate the emergence of Downtown Dublin as an innovation district and a vibrant mixed -use community and regional gathering destination —including improved integration of the Downtown Core area with other subareas.

Action 2.1.1 Continue providing supportive services, regulatory amendments, and participating in development negotiations as part of the public -private partnership to accelerate buildout and tenanting of the Dublin Commons project.

Action 2.1.2 Explore adoption of funding and financing tools —including enhanced infrastructure financing districts and community facilities districts —to accelerate construction of public infrastructure that supports buildout of the Dublin Commons project and improves multimodal transportation connections within and between subareas of Downtown Dublin.

Action 2.1.3 Continue to build partnerships with interested property owners and developers to identify and implement opportunities to accelerate the development of the Downtown Dublin Specific Plan area.

Action 2.1.4 Explore the potential creation of a business and innovation incubator space in the Downtown Dublin area.

Strategy 2.2 Explore opportunities with the Hacienda Crossings shopping center owner to support tenant attraction (including non -traditional anchors that attract foot traffic, such as medical office uses), expansion of entertainment and dining, reducing barriers to diversifying uses, and incentivizing reinvestment and new development.

Action 2.2.1 Maintain proactive regular contact with Hacienda Crossings management and ownership to identify and address barriers and opportunities for attracting tenants and reinvestment at the shopping center—especially for the specified tenant types and potential addition of different commercial and residential uses. Promote existing tenant attraction incentives such as the sales tax reimbursement program.

Action 2.2.2 If the Hacienda Crossings ownership chooses to pursue a significant master planning or re-visioning process for the center, collaboratively identify ways to support and accelerate this process.

Strategy 2.3 Undertake a process to determine the functionality and relevance of existing industrial buildings for manufacturing, R&D, and construction businesses; 351

City of Dublin Economic Development Strategy and Implementation Actions 25 implement land use restrictions as needed to preserve the diversity of spaces available for businesses.

Action 2.3.1 Conduct ongoing actions to study the functionality, relevance, challenges, and opportunities of industrial spaces, especially within the Sierra Trinity Business Park. This study includes establishing areas of focus, conducting outreach to businesses with new or existing business licenses in those areas, and seeking targeted feedback from real estate brokers and property owners.

Action 2.3.2 Based on the findings of the preceding action, investigate the need for land use restrictions that limit or expand the types of uses permitted in specific industrial areas in Dublin, particularly in the Sierra Trinity Business Park.

FIGURE 11: GOAL 2 - INFILL INVESTMENT IMPLEMENTATION MATRIX Action Item Time Frame Subarea
Supporting
Organization /
Department
Tasks for
Implementation

2.1.1. Continue providing supportive
services, regulatory amendments, and
participating in development negotiations
as part of the public-private partnership to
accelerate buildout and tenanting of the
Dublin Commons project.

Ongoing
Downtown
Dublin Retail
District
City Manager’s
Office; Dublin
Commons
development
partner
Support Dublin
Commons
buildout and
tenanting

2.1.2. Explore adoption of funding and
financing tools—including enhanced
infrastructure financing districts and
community facilities districts—to accelerate
construction of public infrastructure that
supports buildout of the Dublin Commons
project and improves multimodal
transportation connections within and
between subareas of Downtown Dublin.
1-2 years
Downtown
Dublin Retail
District
Dublin Commons
development
partner
Identify potential
funding tools 2.1.3. Continue to build partnerships with interested property owners and developers
to identify and implement opportunities to
accelerate the development of the
Downtown Dublin Specific Plan area.

Ongoing
Downtown
Dublin Retail
District,
Downtown
Dublin
Village
Parkway,
Downtown
Dublin TOD
Interested property
owners and
developers in
Downtown Dublin
Strengthen
relationships with
property owners
and developers 352

City of Dublin Economic Development Strategy and Implementation Actions 26 Action Item Time Frame Subarea
Supporting
Organization /
Department
Tasks for
Implementation

2.1.4. Explore the potential creation of a
business and innovation incubator space in
the Downtown Dublin area.
1-2 years
Downtown
Dublin Retail
District,
Downtown
Dublin
Village
Parkway,
Downtown
Dublin TOD
East Bay Economic
Development
Alliance, Innovation
Tri-Valley, i-Gate,
Daybreak Labs,
Lawrence
Livermore National
Laboratory, Sandia
National
Laboratory, Las
Positas College
Explore the
creation of an
innovation
incubator space
in Downtown
Dublin

2.2.1. Maintain proactive regular contact
with Hacienda Crossings management and
ownership to identify and address barriers
and opportunities for attracting tenants and
reinvestment at the shopping center—
especially for the specified tenant types
and potential addition of different
commercial and residential uses. Promote
existing tenant attraction incentives such
as the sales tax reimbursement program.

Ongoing Hacienda
Crossings
Hacienda
Crossings
management,
ownership, and
businesses
Strengthen
relationship with
asset manager

2.2.2. If the Hacienda Crossings ownership
chooses to pursue a significant master
planning or re-visioning process for the
center, collaboratively identify ways to
support and accelerate this process.
3-5 years Hacienda
Crossings
Hacienda
Crossings
Ownership
Collaborate with
Hacienda
Crossings on a
potential re-
visioning process

2.3.1. Conduct ongoing actions to study the
functionality, relevance, challenges, and
opportunities of industrial spaces,
especially within the Sierra Trinity Business
Park. This study includes establishing
areas of focus, conducting outreach to
businesses with new or existing business
licenses in those areas, and seeking
targeted feedback from real estate brokers
and property owners.
2-3 years
Citywide,
Sierra Trinity
Business
Park
Community
Development
Department
Conduct study
and work with
brokers on a
business
attraction
strategy

2.3.2. Based on the findings of the
preceding action, investigate the need for
land use restrictions that limit or expand
the types of uses permitted in specific
industrial areas in Dublin, particularly in the
Sierra Trinity Business Park.

3-5 years
Citywide,
Sierra Trinity
Business
Park
Community
Development
Department
If needed, amend
land uses
Goal 3: Greenfield Development
Dublin’s undeveloped “greenfield” sites represent major opportunities for attracting commercial and light industrial development. The Fallon East Economic Development Zone —located east of Fallon Road and north of I-580—is a longstanding City focus area, with the opportunity to attract development 353

City of Dublin Economic Development Strategy and Implementation Actions 27 of modern facilities that meet the needs of tenants in innovation-oriented industries. The Dublin Centre project could potentially provide a second downtown -like community gathering space southeast of Tassajara Road and Dublin Boulevard, while also effectively providing daily needs retail for the large number of new housing units to be built in the area. Undeveloped properties owned by Alameda County east of the Dublin/Pleasanton BART station could accommodate transit -oriented development, including “Campus Office” employment uses specified for these properties in the Eastern Dublin Specific Plan. An adjacent property between Arnold Road and Hacienda Drive, currently owned by IKEA, could potentially accommodate a variety of commercial uses.

The following strategies focus on meeting the unique needs of each major greenfield development site by undertaking actions to accelerate development and ensure future growth supports the economic development needs of the Dublin community.

The following Success Indicators will be used to track progress toward the “ Greenfield Development” goal:
• Milestones achieved for completing infrastructure and development in the Fallon East Economic Development Zone.
• Number or names of businesses attracted to the Fallon East Economic Development Zone. • Milestones achieved for completing development of a mixed -use community destination as part of the Dublin Centre project.
• Milestones achieved to accelerate and complete desired development at properties owned by Alameda County near the Dublin/Pleasanton BART station. • Milestones achieved to accelerate and complete desired development at the property currently owned by IKEA.

Strategy 3.1 Continue prioritizing the Fallon East Economic Development Zone as a key district for attracting R&D, biomedical, office, manufacturing and other light industrial uses, with efforts including infrastructure funding and financing, and proactive consideration of incentives adjustments in response to business/developer feedback.

Action 3.1.1 Continue working with property owners, developers, and the City of Livermore to coordinate, fund, and build out the Dublin Boulevard extension and other required infrastructure.

Action 3.1.2 As part of ongoing outreach and engagement with relevant businesses, developers, and property owners, solicit feedback on the effectiveness of existing development incentives in the Fallon East EDZ; adjust incentives as needed.

Action 3.1.3 Promote greenfield development opportunities at the Fallon East EDZ as part of Dublin’s broader marketing and branding efforts, especially when undertaking business attraction efforts focused on R&D, biomedical, office, manufacturing and other light industrial uses.

Strategy 3.2 Work with the developer of the Dublin Centre project to ensure the creation of a second modern mixed -use community gathering, shopping, dining, and entertainment destination at the project.
354

City of Dublin Economic Development Strategy and Implementation Actions 28

Action 3.2.1 Continue ongoing engagement with the Dublin Centre project development team to identify and resolve any potential regulatory barriers to build out the commercial area, support business attraction efforts, and emphasize the importance of fulfilling the community’s desire for creation of a vibrant community gathering space that also offers daily needs retail.

Strategy 3.3 Continue proactive engagement with Alameda County to determine a shared vision and work plan for activating and developing County -owned parcels near the Dublin/Pleasanton BART station with a potential mix of employment and housing uses.

Action 3.3.1 Continue ongoing co mmunication with the Alameda County Surplus Property Authority to maintain a shared understanding of the potential preferred uses of the remaining development opportunity sites, explore ways in which the City can support development and business attraction, and coordinate regarding County-led efforts to develop the sites.

Strategy 3.4 Continue to monitor opportunities to support desired commercial development at the vacant property currently owned by IKEA ( bounded by Arnold Road, Martinelli Way, Hacienda Drive, and I-580).

Action 3.4.1 Continue regular engagement with property owners of the “IKEA” site to encourage consideration of development desired by the City and to identify ways to support efforts to pursue new projects at the site via existing City services.

FIGURE 12: GOAL 3 - GREENFIELD DEVELOPMENT IMPLEMENTATION MATRIX Action Item Time
Frame Subarea
Supporting
Organization /
Department
Tasks for
Implementation

3.1.1. Continue working with property
owners, developers, and the City of
Livermore to coordinate, fund, and build
out the Dublin Boulevard extension and
other required infrastructure.

Ongoing
Fallon East
Economic
Development
Zone
City of Livermore,
Public Works
Department,
Relevant property
owners and
developers along
Dublin Blvd. and
in the Fallon East
EDZ
Support the Dublin
Boulevard
extension and
other required
infrastructure

3.1.2. As part of ongoing outreach and
engagement with relevant businesses,
developers, and property owners, solicit
feedback on the effectiveness of existing
development incentives in the Fallon East
EDZ; adjust incentives as needed.

Ongoing
Fallon East
Economic
Development
Zone
Relevant property
owners,
businesses, and
developers in or
near the Fallon
East EDZ
Work with industry
leaders and
brokers and adjust
incentives as
needed
355

City of Dublin Economic Development Strategy and Implementation Actions 29 Action Item Time
Frame Subarea
Supporting
Organization /
Department
Tasks for
Implementation

3.1.3. Promote greenfield development
opportunities at the Fallon East EDZ as
part of Dublin’s broader marketing and
branding efforts, especially when
undertaking business attraction efforts
focused on R&D, biomedical, office,
manufacturing, and other light industrial
uses.
2-3 years
Fallon East
Economic
Development
Zone
City Manager’s
Office, Community
Development
Department,
Public Works
Department,
Communications
Division
Include greenfield
development
opportunities in
updated marketing
and branding
efforts

3.2.1. Continue ongoing engagement with
the Dublin Centre project development
team to identify and resolve any potential
regulatory barriers to build out the
commercial area, support business
attraction efforts, and emphasize the
importance of fulfilling the community’s
desire for creation of a vibrant community
gathering space that also offers daily
needs retail.

Ongoing 580 Corridor
Dublin Centre
project
development team
Continue
engagement with
the Dublin Centre
team

3.3.1. Continue ongoing communication
with the Alameda County Surplus Property
Authority to maintain a shared
understanding of the potential preferred
uses of the remaining development
opportunity sites, explore ways in which the
City can support development and
business attraction, and coordinate
regarding County-led efforts to develop the
sites.

Ongoing Tassajara
Road
Alameda County
Surplus Property
Authority
Collaborate with
Alameda County
on the future
development of
the remaining
sites

3.4.1 Continue regular engagement with
property owners of the “IKEA” site to
encourage consideration of development
desired by the City and to identify ways to
support efforts to pursue new projects at
the site via existing City services.

Ongoing Hacienda
Drive
Relevant property
owner(s)
Support property
owner with
permitting/
construction

Goal 4: Retail Vitality
Dublin’s retail, dining, and entertainment opportunities continue to evolve in response to growing e- commerce sales, a growing preference for vibrant public places, and the continuing evolution of brick- and-mortar requirements. As more sales shift online —particularly for undifferentiated “commodity” goods—the tenant mix within physical storefront spaces will continue to shift toward a greater emphasis on dining, entertainment, personal and medical services, food/grocery, and unique “boutique” retail. The following strategies seek to support Dublin’s retail opportunities in light of these trends, by reducing cost barriers for new tenants and by supporting the health of existing retail tenants.

The following Success Indicators will be used to track progress toward the “Retail Vitality” goal:
• Numbers or names of relevant businesses attracted or retained in Dublin, such as stores, restaurants, personal services, automobile dealerships, medical services, professional services, and theaters.
• Retail sales tax revenue growth that exceeds other Tri-Valley communities. 356

City of Dublin Economic Development Strategy and Implementation Actions 30 • Retention of top ten sales tax generators.

Strategy 4.1 Study other potential incentives and changes to zoning and land use regulation that will reduce barriers to splitting large vacant retail spaces, and to converting retail uses to in-demand uses such as entertainment, dining, personal service, and flexible retail uses.

Action 4.1.1 Collect information regarding specific regulatory barriers to changes of use in retail spaces through ongoing contacts with brokers and retail, dining, and entertainment businesses. Work with the Community Development Department to support review and modification of any barriers as needed.

Strategy 4.2 Continue and expand monitoring of the performance of existing shopping centers and commercial areas, especially those consisting of businesses threatened by e-commerce trends, and continue to provide proactive targeted support to underperforming locations.

Action 4.2.1 Continue working with the City of Dublin’s sales tax data provider to establish data reporting geographies for each shopping center and retail district in Dublin.

Action 4.2.2 Continue monitoring sales tax performance on a quarterly basis for all reporting geographies and for any businesses showing a declining sales trend in year-over-year sales compared to a “comparable store,” even if the retailer is not showing a major decline in sales. Conduct outreach and market existing City-offered services to owners of shopping centers and businesses experiencing significant declines in sales. Consider retaining a retailer “coach” to work with these businesses.

Action 4.2.3 Continue ongoing engagement with brokers and property owners to identify opportunities, challenges, tenant changes, and trends.

Strategy 4.3 Continue to communicate with and support the health of Dublin’s automobile dealerships and other large sales tax revenue generators.

Action 4.3.1 Continue annual outreach to automobile dealership owners and the other top 10 sales tax revenue generators in Dublin to offer City services and identify and resolve any relevant issues and concerns.

357

City of Dublin Economic Development Strategy and Implementation Actions 31 FIGURE 13: GOAL 4 - RETAIL VITALITY IMPLEMENTATION MATRIX Action Item Time Frame Subarea
Supporting
Organization /
Department
Tasks for
Implementation

4.1.1. Collect information regarding specific
regulatory barriers to changes of use in
retail spaces through ongoing contacts with
brokers and retail, dining, and
entertainment businesses. Work with the
Community Development Department to
support review and modification of any
barriers as needed.
1-2 years Citywide
Community
Development
Department, Local
businesses and
stakeholders
Identify and
resolve barriers
to changes of
use in Dublin
retail spaces

4.2.1. Continue working with the City of
Dublin’s sales tax data provider to establish
data reporting geographies for each
shopping center and retail district in Dublin.

Ongoing Citywide HdL Update reporting
geographies

4.2.2. Continue monitoring sales tax
performance on a quarterly basis for all
reporting geographies and for any
businesses showing major declines in
sales. Conduct outreach and offer services
to owners of shopping centers and
businesses experiencing significant
declines in sales.

Ongoing Citywide
HdL, Shopping
Center property
owners and
management staff
Comple quarterly
sales tax
performance
analysis;
outreach as
appropriate

4.2.3. Continue ongoing engagement with
brokers and property owners to identify
opportunities, challenges, and tenant
changes.

Ongoing Citywide Local brokers and
property owners
Collaborate with
brokers and
stakeholders

4.3.1. Continue annual outreach to
automobile dealership owners and the
other top 10 sales tax revenue generators
in Dublin to offer City services and identify
and resolve any relevant issues and
concerns.

Ongoing Citywide
HdL, automobile
dealership owners,
top sales tax
revenue generators
Conduct annual
outreach

Goal 5: Hospitality Expansion
Dublin’s opportunities to attract additional hotels are linked to employment and business growth within the c ity and Tri -Valley, as well as growth of new visitor attractions. The strategies focus on positioning Dublin to benefit from ongoing efforts to attract a new multiuse sports, entertainment, and meeting venue to the Tri -Valley—including attraction of new hotels —and continuing to promote the accessibility of Dublin’s hotels to businesses and Tri-Valley destinations.

The following Success Indicators will be used to track progress toward the “ Hospitality Expansion” goal:
• Milestones achieved in completion of a multiuse venue in Dublin, unless no longer applicable. • Milestones achieved in completion of new hotels.
358

City of Dublin Economic Development Strategy and Implementation Actions 32 • Hotel occupancy rates that exceed those of the Tri-Valley overall.

Strategy 5.1 Position Dublin to attract a potential multiuse venue and new hotels that would capture visitation and commercial activity associated with events at the multiuse venue.

Action 5.1.1 Through ongoing collaboration with Visit Tri-Valley, determine potential opportunities for Dublin to better position local opportunity sites for attraction of a multiuse venue.

Action 5.1.2 If a site outside Dublin is prioritized for attraction of a multiuse venue, determine potential ways the City can support the venue’s construction and attract new hotels and hotel stays based on the venue’s operations.

Strategy 5.2 Work with Visit Tri-Valley and local hotel operators to market Dublin as an ideal location for visitors seeking access to employment destinations and events throughout the Tri-Valley.

Action 5.2.1 Work with Visit Tri-Valley to convene an annual meeting of hotel owners and managers in Dublin to offer services, identify and address concerns, and learn about opportunities to promote the City’s hotels.

Action 5.2.2 Continue collaboration with Visit Tri-Valley and advocate for promotion of Dublin’s hotels and new hotel development.

FIGURE 14: GOAL 5 - HOSPITALITY EXPANSION IMPLEMENTATION MATRIX Action Item Time Frame Subarea
Supporting
Organization /
Department
Tasks for
Implementation

5.1.1. Through ongoing collaboration with
Visit Tri-Valley, determine potential
opportunities for Dublin to better position
local opportunity sites for attraction of a
multiuse venue.

Ongoing Citywide Visit Tri-Valley
Identify potential
venue
opportunities

5.1.2. If a site outside Dublin is prioritized
for attraction of a multiuse venue,
determine potential ways the City can
support the venue’s construction and
attract new hotels and hotel stays based on
the venue’s operations.
3-5 years Citywide
Visit Tri-Valley, City
that is prioritized for
multiuse venue
Develop a plan /
policy to attract
hotel development
and hotel stays
based on the
venue’s
operations

5.2.1. Work with Visit Tri-Valley to convene
an annual meeting of hotel owners and
managers in Dublin to offer services,
identify and address concerns, and learn
about opportunities to promote the City’s
hotels.
1-2 years,
then
Ongoing
Citywide Dublin hotel owners
and managers
Conduct an
annual meeting
359

City of Dublin Economic Development Strategy and Implementation Actions 33 Action Item Time Frame Subarea
Supporting
Organization /
Department
Tasks for
Implementation

5.2.2. Continue collaboration with Visit Tri-
Valley and advocate for promotion of
Dublin’s hotels and new hotel
development.

Ongoing Citywide Visit Tri-Valley
Support
promotional
collaborations for
Dublin hotels
Goal 6: Small Business Support
Dublin offers a variety of services to support small businesses. Opportunities exist to ensure that these services are widely known, proven to be effective, and successfully targeted to Dublin’s increasingly diverse community of business owners. The following strategies target improvements in the efficiency, marketing, and accessibility of support offered by the City of Dublin for local small businesses.

The following Success Indicators will be used to track progress toward the “ Small Business Support” goal:
• Businesses assisted by the business concierge or similar support programs, including services provided.
• City process i mprovements implemented in response to feedback received via follow -up surveys with businesses that interacted with the City of Dublin. • Number of inquiries received from existing businesses regarding available business support services and incentives.
• Changes to small business promotional events and initiatives to improve these efforts’ effectiveness.
• Expansion and usage of small business technical training resources.

Strategy 6.1 Improve efficiency and transparency with small business applicants during the City’s permitting process.

Action 6.1.1 Continue maintaining a “concierge” function to support businesses in navigating processes to obtain business li censes and to serve as an advocate and navigator for obtaining building and planning approvals.

Action 6.1.2 Prepare and c onduct ongoing follow-up surveys with businesses that interact with the City of Dublin to obtain licenses, permits, and entitlements.

Complete an annual review to identify recurring issues that can enhance clarity and efficiency of these processes.

Strategy 6.2 Improve marketing of City-offered incentives, services, and programs to existing small businesses in addition to maintaining current success in engaging new businesses.

360

City of Dublin Economic Development Strategy and Implementation Actions 34 Action 6.2.1 In addition to continuing to promote available City services to new businesses obtaining business licenses, e stablish and maintain a process and regular timeline for preparing and sending email blasts, social media promotions, and mailing of printed materials to all local business license holders. Through these contacts, promote City business support services, incentives, and relevant news.

Action 6.2.2 Continue conducting reviews of small business promotional events and campaigns to assess their impact and relevance to the businesses; consider modifying, ending, or beginning new initiatives based on the findings.

Strategy 6.3 Enhance ongoing engagement between the City of Dublin and the full diversity of local small businesses —including businesses specifically targeted to Dublin’s fast-growing communities of Indian and Chinese descent —to understand opportunities to support busi nesses and to share available programs and marketing opportunities.

Action 6.3.1 Conduct targeted outreach to businesses and business organizations focused on serving Dublin’s Indian American and Chinese American communities to gather information about specific needs, concerns, and potential modifications to City services and explanatory materials.

Implement updates to programs, processes, and written and online materials as needed.

Strategy 6.4 As opportunities and funding arise, expand small business technical training resources.

Action 6.4.1 Continue to provide and, if possible, expand the Small Business Navigator program, and other technical support programs.

Action 6.4.2 Continue using the City’s website to help connect local small businesses to Federal, State, and nonprofit programs and organizations that provide technical assistance.

Action 6.4.3 Continue providing responsive small business assistance through activities such as direction to resources, local grant funding and low -cost loan opportunities, landlord outreach, and connections with real estate brokers and other regional partners.

361

City of Dublin Economic Development Strategy and Implementation Actions 35 FIGURE 15: GOAL 6 - SMALL BUSINESS SUPPORT IMPLEMENTATION MATRIX Action Item Time Frame Subarea
Supporting
Organization /
Department
Tasks for
Implementation

6.1.1. Continue maintaining a “concierge”
function to support businesses in
navigating processes to obtain business
licenses and to serve as an advocate and
navigator for obtaining building and
planning approvals.

Ongoing Citywide
Community
Development
Department, Public
Works Department
Continue
providing business
support

6.1.2. Prepare and conduct ongoing follow-
up surveys with businesses that interact
with the City of Dublin to obtain licenses,
permits, and entitlements. Complete an
annual review to identify recurring issues
that can enhance clarity and efficiency of
these processes.
1-2 years,
then
Ongoing
Citywide
Community
Development
Department, Public
Works Department
Conduct surveys,
analyze data, and
hold an annual
review with staff

6.2.1. In addition to continuing to promote
available City services to new businesses
obtaining business licenses, establish and
maintain a process and regular timeline for
preparing and sending email blasts, social
media promotions, and mailing of printed
materials to all local business license
holders. Through these contacts, promote
City business support services, incentives,
and relevant news.

Ongoing Citywide
Community
Development
Department,
Communications
Division
Establish a press
calendar for media
and marketing
materials to local
businesses

6.2.2. Continue conducting reviews of
small business promotional events and
campaigns to assess their impact and
relevance to the businesses; consider
modifying, ending, or beginning new
initiatives based on the findings.

Ongoing Citywide Public Information
Department
Develop review
criteria; complete
annual review of
small business
promotional
events

6.3.1. Conduct targeted outreach to
businesses and business organizations
focused on serving Dublin’s Indian
American and Chinese American
communities to gather information about
specific needs, concerns, and potential
modifications to City services and
explanatory materials. Implement updates
to programs, processes, and written and
online materials as needed.
2-3 years,
then
Ongoing
Citywide Public Information
Department
Direct outreach to
businesses;
update programs,
processes,
materials, as
needed

6.4.1. Continue to provide and, if possible,
expand the Small Business Navigator
program, and other technical support
programs.

Ongoing Citywide
Communications
Division,
Information
Systems Division
Direct outreach to
businesses on
program
availability
362

City of Dublin Economic Development Strategy and Implementation Actions 36 Action Item Time Frame Subarea
Supporting
Organization /
Department
Tasks for
Implementation

6.4.2. Continue using the City’s website to
help connect local small businesses to
Federal, State, and nonprofit programs and
organizations that provide technical
assistance.

Ongoing Citywide Communications
Division
Keep data and
resources current
on webpage; bring
awareness to
resources, and
increase online
traffic

6.4.3. Continue providing responsive small
business assistance through activities such
as direction to resources, local grant
funding and low-cost loan opportunities,
landlord outreach, and connections with
real estate brokers and other regional
partners.

Ongoing Citywide
Local property
owners and real
estate brokers
Direct outreach to
small businesses
to provide
assistance or
direction

363

City of Dublin Economic Development Strategy and Implementation Actions 37 Goal 7: Workforce Opportunities
Dublin’s population is well educated overall, but 15 percent of residents hold a high school diploma or did not finish high school . Dublin also includes a concentration of jobs in industry sectors that typically offer relatively low pay and limited benefits—such as retail , food services, and personal services.

Although the City of Dublin does not directly provide education, training, and workforce development services, the City has an opportunity to ensure these services are readily accessible for Dublin residents and workers . Dublin can also potentially enhance regional commute access for Dublin workers and residents by planning for ways to leverage improved accessibility created by the planned Valley Link Project rail service to the San Joquin Valley.

The following Success Indicators will be used to track progress toward the “ Workforce Opportunities” goal:
• Milestones for implementation of existing and new workforce development partnerships. • Milestones for completion of the Valley Link project and related local commute access improvements.

Strategy 7.1 Influence and leverage regional workforce and economic development organizations and initiatives to ensure workforce development, education, and vocational training services are available to Dublin residents and workers.

Action 7.1.1 Maintain regular contact with and seek opportunities to connect and encourage collaboration between major employers, the Dublin Unified School District, Las Positas College, and Tri-Valley workforce development organizations. Use this process to enhance awareness of available training services and their graduates, encourage creation of internship and on -the- job training opportunities, and clarify the workforce training needs of Dublin’s employers.

Strategy 7.2 Leverage initiatives to expand and invest in transportation infrastructure that supports Dublin worker access.

Action 7.2.1 Consider and incorporate new worker commute access opportunities in City planning and business attraction efforts, based on the Valley Link Project. Ensure new public projects and, when possible, private development projects support robust “last -mile” job access connections from the Dublin/Pleasanton BART station.

364

City of Dublin Economic Development Strategy and Implementation Actions 38 FIGURE 16: GOAL 7 - WORKFORCE OPPORTUNITIES IMPLEMENTATION MATRIX Action Item Time Frame Subarea
Supporting
Organization /
Department
Tasks for
Implementation

7.1.1. Maintain regular contact with and
seek opportunities to connect and
encourage collaboration between major
employers, the Dublin Unified School
District, Las Positas College, and Tri-Valley
workforce development organizations. Use
this process to enhance awareness of
available training services and their
graduates, encourage creation of
internship and on-the-job training
opportunities, and clarify the workforce
training needs of Dublin’s employers.

Ongoing Citywide
Dublin Unified
School District, Las
Positas College,
Tri-Valley
workforce
development
organizations
Conduct meetings
with relevant
workforce
development
organizations

7.2.1. Consider and incorporate new
worker commute access opportunities in
City planning and business attraction
efforts, based on the Valley Link Project.

Ensure new public projects and, when
possible, private development projects
support robust “last-mile” job access
connections from the Dublin/Pleasanton
BART station.
3-5 years Citywide
Valley Link, Contra
Costa
Transportation
Authority, Tri-Valley
Transit, Tri-Valley
Transportation
Council,
Transportation,
Community
Development
Department, Public
Works Department
Support the
development of
new worker access
projects and
opportunities

365

City of Dublin Economic Development Strategy and Implementation Actions 39

ECONOMIC PERFORMANCE INDICATORS
The following economic performance indicators are recommended for use by the Office of Economic Development to track and market economic conditions in the City of Dublin. The se indicators gauge the health of the Dublin economy, but may be influenced by regional, national, or international conditions and therefore outside of the control of the City of Dublin. In contrast, the “Success Indicators” listed for each goal will be used to track progress toward achieving each goal.

1. New and Discontinued Business Licenses: Number of business licenses issued and discontinued annually for businesses located in Dublin, by location within the city.

2. Transient Occupancy Tax Revenue: Amount of annual transient occupancy tax revenue collected annually.

3. Building Permits: Number and value of commercial and industrial building permits issue d by the City annually.

4. Sales Tax Revenue: Amount of citywide sales tax revenue collected annually. If this data can be reviewed on a business-by-business basis for retailers, sales trends can point to businesses that may be struggling, but that are not yet at risk of closure. Early intervention with coaching or other expertise may help the City retain these businesses.

5. Resident Employment and Unemployment Rate: Labor force, employment, and unemployment rate for Dublin’s residents, updated monthly and annually based on California Employment Development Department data.

6. Jobs Count: Annual number of jobs located in Dublin and the Tri-Valley based on a consistent set of data sources such as Lightcast via the East Bay Economic Development Alliance, U.S.

Census Longitudinal Employer -Household Dynamics data , or, as available through custom request, Quarterly Census of Employment and Wages data via the California Employment Development Department.

7. Overall Real Estate Market Data: Summary of asking rents, vacancy rates, and absorption rates collected quarterly for Dublin’s industrial and commercial buildings.

366

City of Dublin Economic Development Strategy and Implementation Actions 40

APPENDICES
Appendix A. Technical Analysis Report
Appendix B. Community Engagement Summary

367

Dublin Economic Development Strategy Technical Report 1 APPENDIX A: TECHNICAL ANALYSIS REPORT
This appendix to the City of Dublin Economic Development Strategy and Implementation Actions report (“Economic Development Strategy”) summarizes the existing conditions and dynamics of Dublin’s economy to identify the City’s strengths, weaknesses, opportunities and threats f or sustaining future economic growth and prosperity. Strategic Economics completed technical analys es and community outreach to develop the findings of this appendix. The “Summary of SWOT Conclusions” section of the Economic Development Strategy summarized the key conclusions of the se analyses. Those conclusions and the detailed findings described in this appendix informed development of the economic development strategies and implementation actions.

Approach and Contents
Strategic Economics completed a variety of data analyses to identify Dublin’s competitive positioning, opportunities, and challenges. Strategic Economics and the City of Dublin also conducted outreach to local stakeholders to inform and complement the findings of th e data analyses . Stakeholder engagement activities included online business and community surveys , seven focus groups , and interviews with members of the Dublin City Council. These engagement activities were described in detail in the Economic Development Strategy.

This report is organized into the following sections:

1. Population and Workforce (page 3)

2. Key Industry Sectors and Jobs (page 11)

3. Office, Flex, and Light Industrial Real Estate Market Conditions (page 20)

4. Retail Performance (page 25)

5. Hotels and Tourism (page 30)
The Technical Analysis Report references smaller geographies, or “subareas,” within Dublin as shown in Figure 1. These subareas were created in consultation with City of Dublin staff to capture concentrations of business and jobs within Dublin and to better analyze and recommend actions for specific areas of the city.

The analyses also often compared Dublin with other major Tri-Valley communities (Danville, Livermore, Pleasanton, and San Ramon), the Tri-Valley as a whole, and the East Bay (Contra Costa and Alameda Counties). Regional comparisons provide context for understanding Dublin’s competitive positioning and assets, and to identify broader regional trends in the types of jobs and businesses that are growing or declining.

368

Dublin Economic Development Strategy Technical Report 2 FIGURE 1: REFERENCE MAP OF DUBLIN ECONOMIC DEVELOPMENT STRATEGY SUBAREAS

369

Dublin Economic Development Strategy Technical Report 3

1. Population and Workforce
Dublin’s population and workforce characteristics impact the community’s economic opportunities in a variety of ways. The size and composition of the residential customer base impacts Dublin’s ability to support different kinds of retail . The resident workforce affects Dublin’s ability to grow jobs and economic activity through entrepreneurship and employer growth, retention, and attraction. Commute patterns clarify existing workforce transportation assets and potential gaps in matches between local jobs and resident skills.

The Population and Workforce findings open with a discussion of key demographic and household trends that impact Dublin’s competitive positioning for jobs and retail. These findings are followed by a comparison of Dublin’s resident workforce versus local jobs and an assessment of resident and worker commute patterns.

DEMOGRAPHIC TRENDS
The following findings describe the existing demographics of Dublin’s population and households in terms of population, income, race and ethnicity. The findings are based on analysis of 2000, 2010, and 2020 data obtained from the U.S. Census Bureau Decennial Census, and 2021 data obtained from the Census’s American Community Survey (ACS) 5-year estimates.

Dublin is the fastest growing city in the Tri-Valley region and is now comparable in size to other major Tri-Valley communities. As shown in Figure 2, Dublin’s population grew 136 percent from 2000 to 2021, with growth accele rating since 2010 and greatly exceeding all other Tri -Valley communities.

Dublin’s population of nearly 70,000 residents is now approaching the size of Livermore, San Ramon, and Pleasanton’s populations—which ranged from 79,558 to 88,403 as of 2021.

FIGURE 2: TOTAL POPULATION, 2000 TO 2021

Sources: U.S. Census Bureau, 2000, 2010, ACS 2017-2021; Strategic Economics, 2023.

Dublin has a diverse population compared to other major Tri-Valley communities, with a rapidly growing Asian population. Figure 3 illustrates Dublin’s growing Asian population, which grew by over 1,000 percent from 2000 to 2021 according to data from the U.S. Census Bureau’s Decennial Census and American Community Survey. As seen in Figure 4, Dublin’s racial composition includes a higher share of People of Color than other major Tri -Valley communities, with Asian residents constituting 52 percent of the population, Hispanic or Latino residents constituting 10 percent, and Black residents constituting four percent (the highest share of Black residents of any Tri-Valley community). The retail 30,066
69,818
-
20,000
40,000
60,000
80,000
100,000
2000 2010 2021
Total Population
Dublin Livermore Pleasanton San Ramon Danville
370

Dublin Economic Development Strategy Technical Report 4 section of this report discusses potential opportunities associated with th is expanding racial and ethnic diversity in Dublin.

FIGURE 3: RACE IN DUBLIN, 2000, 2010, AND 2021

Source: U.S. Census Bureau, 2000, 2010, ACS 2017-2021; Strategic Economics, 2023.

FIGURE 4: RACIAL COMPOSITION OF TRI-VALLEY COMMUNITIES, 2021

Source: U.S. Census Bureau, ACS 2017-2021; Strategic Economics, 2023.

Dublin’s Asian population is itself diverse, consisting primarily of people of Indian, Chinese, and Filipino origin. The U.S. Census American Community Survey estimates that, as of 2021, 48 percent of Dublin’s Asian residents were of Indian origin, 26 percent of Chinese origin, and nine percent of Filipino origin.

In addition, as of 2021, nearly half of Dublin’s residents report speaking a language other than English at home.

-
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
2000 2010 2021
Total Population
White Hispanic or Latino African American or Black Asian Other 29%
55%
43% 36%
73%10%
23%
11%
8%
7%
4%
2%
2%
3%
1%
52%
15%
39% 48%
15%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Dublin Livermore Pleasanton San Ramon Danville
Other
Asian
African American or Black
Hispanic or Latino
White
371

Dublin Economic Development Strategy Technical Report 5 FIGURE 5: ASIAN POPULATION BY ORIGIN IN DUBLIN, 2021

Source: U.S. Census Bureau, ACS 2017-2021; Strategic Economics, 2023.

Dublin has a relatively high-income population, and Dublin’s household income levels grew rapidly since 2010. Dublin’s median household income of just over $185,000 as of 2021 was more than $65,000 higher than the East Bay as a whole . Dublin’s median income is comparable to other Tri - Valley communities such as Pleasanton and San Ramon. In addition, Dublin’s median income growth has outpaced all other major Tri -Valley communities. As seen in Figure 6, Dublin’s inflation-adjusted median household income rose by 30 percent between 2010 and 2021, highest among all Tri-Valley communities during that time.

FIGURE 6: MEDIAN INCOME OF TRI-VALLEY COMMUNITIES (CONSTANT 2022 DOLLARS), 2010 TO 2021

Source: U.S. Census Bureau, 2010, ACS 2017-2021; Strategic Economics, 2023.

Dublin’s population is highly skilled and educated , comparable to Pleasanton and San Ramon . As shown in Figure 7, 68 percent of Dublin’s population age 25 years or older has a bachelor’s degree or higher level of education, up from 52 percent in 2010. The share of Dublin’s population with a bachelor’s degree or higher is comparable to Pleasanton and San Ramon , at 66 percent and 70 percent, respectively.

Asian Indian,
48%
Chinese,
Except
Taiwanese,
26%
Filipino, 9%
Korean, 5%
Vietnamese,
3%
Two or More
Origins, 2%
Other Origin
Specified
Japanese,
1% Pakistani,
1% Taiwanese,
1%
$142,098
$123,495
$153,135 $159,892 $160,469
$185,110
$151,300
$181,611 $187,653 $196,151
$0
$50,000
$100,000
$150,000
$200,000
Dublin Livermore Pleasanton San Ramon Danville
Median Income
2010 2021
372

Dublin Economic Development Strategy Technical Report 6 FIGURE 7: DUBLIN EDUCATIONAL ATTAINMENT FOR POPULATION 25 YEARS AND OVER, 2010 TO 2021

Source: U.S. Census Bureau ACS 2006-2010, 2017-2021; Strategic Economics, 2023.

WORKFORCE
The following findings describe characteristics of Dublin’s workforce in terms of occupatio n and commuting patterns. In addition, Dublin’s residents were compared to workers at jobs in Dublin to examine the match between the resident workforce versus the number and types of jobs located in the city.

Occupational characteristics used for these analyses were based on 2021 data obtained through U.S.

Census Bureau Longitudinal Employer -Households Dynamics (LEHD) data . Education al attainment findings and commute patterns we re based on 2000, 2010, and 2020 data obtained from the U.S.

Census Bureau, 2021 data obtained from the American Community Survey (ACS) , and 2021 LEHD data.

It is important to note that the U.S. Census LEHD data differs from th e Lightcast data used in the detailed economic analysis in the next section of this report. LEHD data provides a consistent data set for comparing the characteristics of workers at jobs versus residents who hold jobs, and for examining commute patterns. However, LEHD data only describes relatively broad industry sectors and is not available for recent years; the data therefore cannot be used for detailed and timely economic analysis.

The highest shares of workers at jobs in Dublin are employed in household-serving industries such as the Retail, Accommodation and Food Service, and Healthcare and Social Assistance industry sectors.

As of 2021, 42 percent of Dublin’s total workers at jobs in the city worked within these three industry sectors, as shown in Figure 8.

The mix of jobs by industry in Dublin is significantly different from the types of jobs held by Dublin’s residents, with a higher share of workers at jobs in Dublin concentrated in industries that tend to pay lower wages. Compared to the industries in which Dublin’s residents work, the city includes a high share of retail and service jobs focused on serving the consumer needs of Dublin’s large and fast - growing residential population. In 2021, LEHD data indicated that only seven percent of Dublin’s employed residents worked in the Retail Trade industry, yet 18 percent of workers at jobs in the city were employed in Retail Trade. In addition, nearly 10 percent of workers at jobs in Dublin worked in the Accommodation and Food Services industry , compared to less than five percent of Dublin’s employed residents. Jobs in the Retail Trade and Accommodation and Social Assistance industries -
10,000
20,000
30,000
40,000
50,000
60,000
2010 2021
Population
Doctorate Degree
Professional School Degree
Master's Degree
Bachelor's Degree
Some College
High School Graduate (Includes
Equivalency)
373

Dublin Economic Development Strategy Technical Report 7 tend to include a relatively high share of lower wage jobs, increasing the likelihood that these workers will commute from relatively lower cost communities outside Dublin.

A much higher share of Dublin’s residents work in the Information and Professional, Scientific, and Technical Services (PSTS) industry sectors compared to workers at jobs in the city. As of 2021, nearly 29 percent of Dublin’s employed residents worked in the PSTS and Information industry sectors, yet only eight percent of workers at jobs in Dublin were employed in those industry sectors. The PSTS and Information industry sectors include professional services, research and development, and technology businesses that tend to pay high salaries and have high educational attainment requirements — corresponding to Dublin’s population and household characteristics. The limited share of such jobs in Dublin relative to the resident workforce suggests that a significant share of Dublin’s residents commute to concentrations of these jobs outside Dublin itself —and that an opportunity may exist to grow industries that benefit from proximity to this highly skilled workforce.

FIGURE 8: SHARE OF DUBLIN'S WORKERS AT JOBS IN THE CITY VERSUS WORKING RESIDENTS, BY INDUSTRY SECTOR, 2021

Note: LEHD data assigns government jobs to various industry sectors, whereas the Lightcast data described in the next section of this report groups “Government” jobs into a single category. Therefore, the “Public Administration” item in the chart above does not correspond to the Government jobs shown in the Lightcast data analyses.

Source: U.S. Census Longitudinal Employer-Household Dynamics, 2021; Strategic Economics, 2024.

Employed residents of Dublin have higher education al attainment than workers at jobs in Dublin. As seen in Figure 9, the percent of employed residents in Dublin that hold a bachelor’s degree or higher is 42 percent, compared to 28 percent of workers at jobs in Dublin. Note that the data does not track the share of workers with more advanced degrees, such as a master’s or doctorate degree, as a separate category.

0.00% 5.00% 10.00% 15.00% 20.00%
Retail Trade
Health Care and Social Assistance
Accommodation and Food Services
Construction
Educational Services
Management of Companies and Enterprises
Manufacturing
Professional, Scientific, and Technical Services
Administration & Support, Waste…
Other Services (excluding Public Administration)
Wholesale Trade
Information
Finance and Insurance
Real Estate and Rental and Leasing
Transportation and Warehousing
Public Administration
Arts, Entertainment, and Recreation
Utilities
Agriculture, Forestry, Fishing and Hunting
Mining, Quarrying, and Oil and Gas Extraction
Workers Residents
374

Dublin Economic Development Strategy Technical Report 8 FIGURE 9: EDUCATION ATTAINMENT OF DUBLIN'S WORKFORCE AND RESIDENTS, 2021

Source: U.S. Census Longitudinal Employer—Household Dynamics, 2021; Strategic Economics, 2024.

Dublin’s mismatch between local jobs versus the types of jobs held by residents represents an ongoing evolution of Dublin from a relatively small and primarily residential Tri-Valley community to a now larger community with a substantial base of skilled resident workers . Dublin’s concentration of household- serving job s corresponds to the community’s recent history as a fast -growing residential city with convenient access to other Tri -Valley and Bay Area employment destinations. As Dublin’s population has gr own, including a large share of highly educated professional workers, a new opportunity is emerging to enhance growth of businesses and jobs in the city that benefit from proximity to this residential workforce.

Collaborations with Tri -Valley workforce development organizations can enhance the trained and skilled workforce available for Dublin employers and support career opportunities for workers in Dublin. Collaborations with education and workforce development partners can support the availability of trained workers for Dublin employers across all categories of skills and occupations. Workforce and education service providers can also create new career opportunities for workers in Dublin’s large share of jobs in industries that typically pay relatively lower wages and have less job stability, such as retail, food service, and personal services. Examples of regional workforce development organizations include Tri -Valley Career Center, Las Positas College, and the Tri-Valley Regional Occupational Program.

COMMUTE PATTERNS
Dublin residents have long average commute times compared to the East Bay region overall. As seen in Figure 10, 25 percent of Dublin’s resident workers age d 16 and o lder commute more than 60 minutes for work; 15 percent of workers in the East Bay commute for 60 minutes or longer. Figure 11 illustrates that nearly a quarter of Dublin residents commute to the region’s largest concentrations of jobs in places like San Francisco, San Jose, and Oakland —roughly the same share as workers who commute to Tri-Valley locations.

Although the rate at which workers work from home is still evolving, data shows that a relatively high share of Dublin’s residents were working from home in 2021 compared to the East Bay overall. In 2021, 22 percent of Dublin’s employed residents worked from home versus 16 percent for workers in the East Bay overall. From 2014 to 2021, the share of Dublin’s workers aged 16 and over who worked

22.70% 13.80%

10.90%

9.10%

15.10%

13.40%

23.10%

21.20%

28.20%

42.50%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Workers Employed in Dublin Working Residents of Dublin
Bachelor’s degree or advanced
degree
Some college or Associate degree
High school or equivalent, no college
Less than high school
Not Available
375

Dublin Economic Development Strategy Technical Report 9 from home nearly quadrupled due to the COVID-19 pandemic, while the share for workers in the East Bay overall grew by 2.5 times . The higher rate of working from home in Dublin is partly explained by the City’s high share of res idents in professional industries with occupations allowing work to be performed remotely.

FIGURE 10: AVERAGE COMMUTE TIME FOR DUBLIN RESIDENTS 16 YEARS AND OLDER, 2014 TO 2021

Source: U.S. Census Bureau ACS 2010-2014, 2017-2021 5 Year Estimates; Strategic Economics, 2023.

FIGURE 11: TOP 15 EMPLOYMENT DESTINATIONS OF EMPLOYED RESIDENTS OF DUBLIN, 2021 Employment Destination (City)
Employed
Residents of
Dublin
Share of
Total
San Francisco 2,977 9.8%
Pleasanton 2,623 8.7%
San Jose 2,289 7.6%
Dublin 1,751 5.8%
Oakland 1,360 4.5%
Fremont 1,326 4.4%
Livermore 1,236 4.1%
San Ramon 1,203 4.0%
Sunnyvale 851 2.8%
Santa Clara 822 2.7%
Hayward 726 2.4%
Mountain View 712 2.3%
Palo Alto 669 2.2%
San Leandro 585 1.9%
Walnut Creek 573 1.9%
Source: U.S. Census Longitudinal Employer—Household Dynamics, 2021; Strategic Economics, 2023.

About 5.8 percent of Dublin’s working residents both live and work in Dublin, which is lower than other major Tri-Valley communities. According to U.S. Census Bureau LEHD data, in 2021, a relatively lower share of people both lived and worked at their primary job in Dublin than in all other major Tri-Valley 0 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000
Less than 10 Minutes
10 to 19 Minutes
20 to 29 Minutes
30 to 39 Minutes
40 to 59 Minutes
60 to 89 Minutes
90 or More Minutes
Worked At Home
Number of Workers
Travel Time
2021
2014
376

Dublin Economic Development Strategy Technical Report 10 communities. Dublin’s share of the employed population who work ed in the same community was much lower than communities like Livermore and Pleasanton , in which shares of 21.2 and 14.2 percent of employed residents also work at their primary jobs in those cities, respectively.

With a net “export” of workers commuting in and out of Dublin, Dublin is a resident-rich city with more employed residents than jobs. As shown in Figure 12, Dublin’s 0.79 ratio of jobs to employed residents is lower than all major Tri-Valley communities except Danville. This means that more Dublin residents are commuting elsewhere to work than there are outside workers commuting to Dublin. The ratio reflects Dublin’s history as a fast-growing residential community that is now positioned to accelerate growth of businesses and jobs.

FIGURE 12: RATIO OF JOBS TO EMPLOYED RESIDENTS BY TRI-VALLEY COMMUNITY, 2021

Note: Data reflects all jobs located in each community versus a count of the “primary job” associated with each employed resident—i.e., the latter is a count of employed residents rather than a count of all the jobs those residents may hold. The data comes from U.S. Census LEHD and is therefore internally consistent, but the actual job counts will differ from data based on any other source—such as the Lightcast data used in the detailed industry sector analysis of this report.

Source: U.S. Census Longitudinal Employer-Household Dynamics, 2021; Strategic Economics, 2023.

Dublin’s ratio of jobs to households is slightly lower than the Tri-Valley area overall, but significantly higher than the East Bay. As shown in Figure 13, Dublin’s ratio of jobs to households of 1.7 is slightly lower than the Tri-Valley’s 1.8 ratio but significantly higher than the East Bay as a whole. Like the ratio of jobs to employed residents, the ratio of jobs to households provides context for understanding Dublin’s relative balance of jobs and population. Both metrics can be used to broadly track progress over time in expanding jobs relative to Dublin’s households and working residents. However, the ratio alone does not capture nuances of commute patterns or alignment of jobs with resident skills. For example, a commonly used criterion is that a healthy ratio of jobs to households is approximately 1.5, but this ratio does not capture comparative local context and nuance on its own.

FIGURE 13: RATIO OF JOBS TO HOUSEHOLDS BY DUBLIN, TRI-VALLEY, AND EAST BAY, 2021 Total Jobs Total Households Ratio of Jobs to
Households
Dublin 38,960 22,946 1.70
Tri-Valley 228,144 127,097 1.80
East Bay 1,260,812 986,789 1.28
Note: Tri-Valley total household data reflects the sum of total households in the U.S. Census Bureau’s 2021 ACS data for Dublin, Pleasanton, Livermore, San Ramon, and Danville. The Lightcast employment count for Dublin covers ZIP code 94568. The job counts shown in this figure are based on Lightcast data, which differs from the LEHD data used to calculate the ratio of jobs to employed residents.

Source: Lightcast Q3 2023 Data Set; U.S. Census Bureau 2017-2021; Strategic Economics, 2024.

0.79 1.69

1.22 1.02

0.61 Dublin Pleasanton Livermore San Ramon Danville
Jobs to Employed
Residents Ratio
377

Dublin Economic Development Strategy Technical Report 11

2. Key Industry Sectors and Jobs
The “Key Industry Sectors and Jobs” findings describe the composition and performance of Dublin’s economy—along with other relevant challenges and assets for growing jobs and businesses—to identify competitive strengths and opportunities. The findings are based on analyses of jobs by industry sector, venture capital investment patterns, and qualitative input from local Dublin business and industry stakeholders.

The industry and sub -industry sectors described throughout this chapter conform to the North American Industry Classification System, commonly referred to as “NAICS.” NAICS is a standardized set of industry and sub-industry classifications, each of which is assigned a NAICS code ranging from high-level 2-digit industry codes to more detailed 6-digit industry codes.

The analysis of jobs by industry sector was based on 2023 data obtained from Lightcast for the 2-digit and 6 -digit NAICS code levels. Venture capital investment data for 2023 was obtained through Pitchbook via the City of Dublin.

As part of the process t o identify industries that are concentrated in Dublin, Strategic Economics employed a metric known as the “location quotient.” This metric calculated the relative concentration of jobs in a given industry in Dublin compared to the Tri -Valley regio n. Strategic Economics also performed a detailed evaluation of opportunities for expanding life science and innovation -oriented industries in Dublin, as requested by the City of Dublin.

INDUSTRY COMPOSITION AND TRENDS, BY NUMBER OF JOBS
The following findings provide a foundation for understanding which industry sectors support large shares of Dublin’s jobs and create opportunities to sustain their presence, and which industry sectors are positioned for growth regardless of their current size. The findings describe the composition and evolution of Dublin’s economy based on analyses of jobs by industry sector and job growth by sector WHAT IS A LOCATION QUOTIENT?
A location quotient (LQ) is a metric used to understand the relative concentration of an industry in a study area (in this case, Dublin), compared to a reference geography (in this case, the Tri -Valley). LQs are used to assess an area’s specialization, weaknesses, and opportunities for growth within a broader region. The LQ of a given industry A in Dublin, compared to the Tri-Valley, is calculated using the following formula:

𝐿𝐿𝐿𝐿 𝑓𝑓𝑓𝑓𝑓𝑓 𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝑓𝑓𝐼𝐼 𝐴𝐴 = (𝐽𝐽𝑓𝑓𝐽𝐽𝐼𝐼 𝑖𝑖𝐼𝐼 𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝑓𝑓𝐼𝐼 𝐴𝐴 𝑖𝑖𝐼𝐼 𝐷𝐷𝐼𝐼𝐽𝐽𝐷𝐷𝑖𝑖𝐼𝐼) (𝑇𝑇𝑓𝑓𝐼𝐼𝑇𝑇𝐷𝐷 𝐽𝐽𝑓𝑓𝐽𝐽𝐼𝐼 𝑖𝑖𝐼𝐼 𝐷𝐷𝐼𝐼𝐽𝐽𝐷𝐷𝑖𝑖𝐼𝐼)⁄ (𝐽𝐽𝑓𝑓𝐽𝐽𝐼𝐼 𝑖𝑖𝐼𝐼 𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝑓𝑓𝐼𝐼 𝐴𝐴 𝑖𝑖𝐼𝐼 𝐼𝐼ℎ𝑒𝑒 𝑇𝑇𝑓𝑓𝑖𝑖𝑇𝑇𝑇𝑇𝐷𝐷𝐷𝐷𝑒𝑒𝐼𝐼 (𝑇𝑇𝑓𝑓𝐼𝐼𝑇𝑇𝐷𝐷 𝐽𝐽𝑓𝑓𝐽𝐽𝐼𝐼 𝑖𝑖𝐼𝐼 𝑇𝑇𝑓𝑓𝑖𝑖𝑇𝑇𝑇𝑇𝐷𝐷𝐷𝐷𝑒𝑒𝐼𝐼)⁄ LQs were interpreted using the rules of thumb below. Note that these vary based on the aggregation level of the industry and the size of the study area and reference geography. • LQ > 1.15 indicates a generally high concentration relative to the reference geography; • LQ between 0. 85 and 1. 15 indicates a normal or average distribution of that industry compared to the reference geography;
• LQ < 0.85 indicates a relatively low concentration relative to the reference geography. 378

Dublin Economic Development Strategy Technical Report 12 between 2016 and 2023. A more detailed analysis of industry opportunities follows in the next section of this report, based on consideration of broader economic trends and Dublin’s competitive assets for businesses.

As of the third quarter of 2023, Dublin had an estimated 40,820 jobs, with job growth similar to that of the Tri-Valley in the period since 2016. Jobs grew by 6.4 percent in Dublin since 2016, from 38,377 in 2016 to 40,821 jobs in 2023, as shown in Figure 14. This slightly outpaces the 5.8 percent job growth in t he Tri-Valley overall during that period. These similar growth rates indicate that Dublin is keeping pace with job growth in the Tri-Valley area over the long term.

FIGURE 14: DUBLIN AND TRI -VALLEY TOTAL JOBS, 2016 TO 2023

Source: Lightcast Employment Q3 2016, 2019, and 2023 Data Set; Strategic Economics, 2023.

Dublin’s largest industry sectors primarily consist of Government jobs and household -serving industries, though the city’s economy does include a variety of professional services , research and development, manufacturing, and technology industries and businesses. Figure 15 shows Dublin’s industries by number of jobs, while Figure 16 compares industry composition to the Tri-Valley and East Bay. Growth trends from 2016 to 2023 are summarized in Figure 17. Major industry sectors or groupings of industry sectors are profiled below.

Government. Government jobs constitute Dublin’s largest share of employment , accounting for over 22 percent of total jobs as of 2023. This large share of jobs in the city is attributable to local government jobs (including the local school district) and the presence of facilities in Dublin such as Santa Rita Jail, Alameda County Superior Court, Parks Reserve Forces Training Area (“Camp Parks”), and other county and federal facilities. The number and share of Government jobs slightly decreased in Dublin between 2016 and 2023. During the same period, the share of Government jobs grew at a rate of over 20 percent in the Tri -Valley region. These Government jobs provide employment opportunities for residents and attract workers and visitors to Dublin that support consumer spending.

Healthcare and Social Assistance. This primarily household -serving industry sector is Dublin’s second largest, accounting for 12 percent of total jobs as of 2023. Since 2016, the total share of Healthcare and Social Assistance jobs grew by 103 percent , greatly exceeding the Tri-Valley’s 27 percent increase in these jobs during the same period. Examples of these jobs include hospitals, medical offices, home health aides, medical diagnostic labs, assisted living facilities, and individual and family service and relief organizations. 38,377 41,259 40,821
0 10,000
20,000
30,000
40,000
50,000
2016 2019 2023
Number of Jobs
Dublin
229,563 241,183 242,919
0 50,000
100,000
150,000
200,000
250,000
300,000
2016 2019 2023
Tri-Valley
379

Dublin Economic Development Strategy Technical Report 13 Accommodation and Food Services, Retail Trade. These two primarily household-serving industry sectors—which include restaurants, retail stores, and hotels —combined to constitute 20 percent of Dublin’s total jobs in 2023. J obs in these sectors declined or grew slowly between 2016 and 2023—particularly for retail jobs. Dublin’s jobs in Retail Trade declined by 21 percent, compared to a 14 percent decline in the Tri-Valley. Dublin’s Accommodation and Food Services jobs grew by five percent, altho ugh this growth outpaced flat growth in the Tri -Valley overall. Food Services employment is likely to continue outpacing growth in Retail Trade, since restaurants are an “experiential” activity that cannot be replicated through online sales.

Other Services. The Other Services industry sector is another primarily household-serving industry sector that i ncludes many types of businesses that are also located in commercial and light industrial areas , including a variety of personal services such as salons, dry cleaners, and automobile repair. The industry sector also includes some categories of nonprofit organizations and domestic workers. Other Services was Dublin’s fifth largest industry sector in 2023, constituting eight percent of jobs. The sector grew slowly between 2016 and 2023 , with one percent growth in Dublin and five percent growth in the Tri-Valley. However, this growth may have been constrained by the COVID -19 pandemic. As with Food Service s, jobs at personal services businesses are generally positioned for ongoing growth relative to Retail Trade.

Besides Government jobs and jobs in primarily household -serving industries, Dublin’s economy includes a mix of jobs in a variety of individually smaller industry sectors representing professional services, corporate headquarters, technology, and innovation-oriented industry sectors. The PSTS, Information, Finance and Insurance, and Real Estate industry sectors collectively constituted 11 percent of jobs in Dublin in 2023, versus 25 percent of jobs in the Tri-Valley. These industry sectors include businesses such as professional services (attorneys, real estate brokers), software companies, and scientific research and development. Jobs in the Management of Companies and Enterprises sector constituted another five percent of employment in Dublin, with the Ross Stores corporate headquarters likely accounting for most of these jobs.

Dublin’s Information and Management of Companies and Enterprises jobs grew at a much faster pace than the Tri-Valley from 2016 to 2023, and Finance and Insurance jobs also grew in Dublin while declining in the Tri-Valley (see Figure 17). However, PSTS jobs and Real Estate jobs declined in Dublin despite growth in the Tri-Valley.

Manufacturing, Transportation and Warehousing, and Wholesale Trade jobs —which are largely associated with industrial land uses—constitute a relatively small share of Dublin’s jobs. Jobs in these industry sectors constituted six percent of Dublin’s jobs in 2023, versus 11 percent in the Tri-Valley.1 Transportation and Warehousing and Manufacturing jobs grew in Dublin from 2016 to 2023, though growth rates slightly lagged these industries in the Tri-Valley overall. Dublin has long included a presence of advanced manufacturing jobs, such as at the former Hexcel facility , the current Zeiss Innovation Center, and smaller employers such as Kensington Laboratories (a wafer robotics manufacturer). These jobs serve to diversify the Dublin economy , despite their small overall share of Dublin’s economy.

1 Construction industry sector jobs are also associated with industrial uses. Lightcast data shows that these jobs constituted Dublin’s sixth largest industry sector in 2023. However, such jobs are often not actually located in the area indicated by data either because workers are at job site elsewhere or located temporarily in a given community for specific projects. This mismatch and ambiguity also occ ur with many jobs in the Administrative and Support and Waste Management and Remediation industry sector, which includes many temp agency jobs. 380

Dublin Economic Development Strategy Technical Report 14 FIGURE 15: DUBLIN TOTAL JOBS BY SECTOR, 2023

Source: Lightcast Employment Q3 2023; Strategic Economics, 2023.

FIGURE 16: SHARE OF JOBS BY INDUSTRY SECTOR AND LOCATION, 2023

Source: Lightcast Employment Q3 2023; Strategic Economics, 2023.

TOTAL JOBS
0% 5% 10% 15% 20% 25%
Other Industries
Arts, Entertainment, and Recreation
Transportation and Warehousing
Wholesale Trade
Real Estate and Rental and Leasing
Educational Services
Finance and Insurance
Information
Manufacturing
Administrative & Support, Waste Management and…
Management of Companies and Enterprises
Professional, Scientific, and Technical Services
Construction
Other Services (Excluding Public Administration)
Retail Trade
Accommodation and Food
Health Care and Social Assistance
Government
Share of Jobs by Location
Dublin
Tri-Valley
East Bay
381

Dublin Economic Development Strategy Technical Report 15 FIGURE 17: INDUSTRY GROWTH IN DUBLIN AND THE TRI-VALLEY, 2016 TO 2023

Source: Lightcast Employment Q3 2016 and 2023; Strategic Economics, 2023.

ECONOMIC ASSETS AND INDUSTRY OPPORTUNITIES
The following findings identify Dublin’s major opportunities for future industry growt h. These opportunities informed the preparation of economic development strategies that support these industries while also ensuring a generally attractive business environment for all potential businesses.

The findings describe factors used to identify different industry opportunities. Examples include industry size, concentration, trends favoring future growth of the industry, venture capital investment patterns, compatibility with Dublin and the Tri-Valley’s workforces, links to existing large employers in Dublin or the Tri-Valley, and potential opportunities associated with Tri-Valley institutions.

Dublin is likely to maintain its large and concentrated presence of household-serving industry sectors, given the larger local population, ongoing local population growth, and the city’s accessible location along I -580 for regional consumer access. Household-serving industr y sectors are heavily concentrated in Dublin . As shown in Figure 18, Other Services, Accommodation and Food Services, Retail Trade, and Health Care and Social Assistance are all more heavily concentrated in Dublin than the Tri -Valley or East Bay. Potential job growth in these sectors will be linked to household consumption, population growth, and trends favoring services and dining as retail sales increasingly shift to online shopping. The California Employment Development Department (EDD) also projects that Accommodation and Food Service jobs will grow by 47 percent in the East Bay from 2020 to 2030, as shown in Figure 19.
-100% -50% 0% 50% 100% 150%
Other Industries
Wholesale Trade
Retail Trade
Real Estate and Rental and Leasing
Professional, Scientific, and Technical Services
Government
Other Services (Excluding Public Administration)
Construction
Accommodation and Food
All Jobs
Manufacturing
Finance and Insurance
Educational Services
Transportation and Warehousing
Management of Companies and Enterprises
Administrative & Support, Waste Management…
Arts, Entertainment, and Recreation
Health Care and Social Assistance
Information
Job Growth, 2016-2023
Dublin
Tri-Valley
382

Dublin Economic Development Strategy Technical Report 16 Dublin’s concentration of professional services, technology, advanced manufacturing, and research and development jobs is relatively limited today, but the city does include a significant existing base of these jobs. As shown in Figure 18, Dublin includes a relatively low concentration of jobs in the Manufacturing, Finance and Insurance, Real Estate, Information, and PSTS industry sectors compared to the Tri-Valley and, for most sectors, the East Bay. However, the city already includes a base of jobs in these sectors (as described earlier) and several major employers representing these sectors or activities such as Patelco Credit Union, TriNet, and Zeiss Meditec.

PSTS jobs are projected to grow significantly by 2030 in the East Bay, along with lower but significant growth for Manufacturing and Information jobs. As shown in Figure 19, as of May 2023 the California EDD projected that PSTS jobs will constitute the fourth fastest growing industry sector in the East Bay between 2020 and 2030. Projected growth rates are lower for Manufacturing and Information jobs, but positive growth is anticipated for both industry sectors.

Dublin is well positioned to expand its base of professional services (such as attorneys, accountants, and finance) , technology, advanced manufacturing, life sciences, and other innovation -oriented businesses given the City’s existing business, population, location, and infrastructure assets within the Tri -Valley. Based on the economic assessment and input from local and regional business stakeholders, these assets include:
• The highly educated workforce in Dublin and the Tri -Valley (as described earlier), along with local workforce training and education assets such as Las Positas College.

• Regional access to a diverse workforce, including diverse occupations and skills from within the Tri-Valley and surrounding areas.

• Transportation infrastructure assets, including BART for commuters, I-580 for commuters and goods movement needs, and future connections via the Valley Link Project that will create a passenger rail connection to Northern San Joaquin Valley.

• Regional research and development institutional anchors such as the Lawrence Livermore and Sandia National Laboratories.

• Regional startup and business support initiatives such as i-Gate’s support for startups.

• A large and competitive existing base of these jobs in the Tri -Valley: Figure 16 indicates that the Tri -Valley’s economy includes a relatively high share of jobs in the PSTS, Information, Finance and Insurance, and Real Estate industry sectors compared to the East Bay as a whole.

These industry sectors also grew recently in the Tri-Valley, as shown in Figure 17.

Venture capital investments in Dublin -based companies indicate the city’s potential to grow businesses and jobs related to AI and software. Dublin is especially well positioned to expand jobs in the computer technology and software industry, leveraging growth of artificial intelligence (AI). In addition to Dublin’s rapid growth of Information jobs from 2016 to 2023, these jobs are also highly concentrated in the city compared to the East Bay (Figure 18). Dublin has seen considerable venture capital investment in computer-related technology startups based in Dublin since 2018. Figure 20 and Figure 21 illustrate venture capital deals by industry sector and deal size for startups based in Dublin.

Over 72 percent of venture capital deals in Dublin were for startups based in the i nformation technology industry.
383

Dublin Economic Development Strategy Technical Report 17 FIGURE 18: RELATIVE CONCENTRATION OF INDUSTRY SECTORS FOR DUBLIN VERSUS THE TRI-VALLEY AND EAST BAY, 2023 (EXPRESSED AS A LOCATION QUOTIENT)

Note: As described earlier in this report, a location quotient of 1.0 indicates equal concentration of an industry sector in Dublin versus the comparison geography. Location quotients above 1.0 indicate the extent to which an industry sector is more heavily concentrated in Dublin versus the comparison geography.

Source: Lightcast Employment Q3 2023; Strategic Economics, 2023.

FIGURE 19: PROJECTED JOB GROWTH BY MAJOR INDUSTRY SECTOR, EAST BAY, 2020 TO 2030

Source: California Employment Development Department, 2020 -2030 Industry Employment Projections, Oakland -Hayward-Berkeley MD, May 2023; Strategic Economics, 2024.

0.00 1.00 2.00 3.00
Professional, Scientific, and Technical Services
Arts, Entertainment, and Recreation
Wholesale Trade
Information
Transportation and Warehousing
Real Estate and Rental and Leasing
Finance and Insurance
Manufacturing
Administrative & Support, Waste Management and…
Other Industries
Educational Services
Construction
Health Care and Social Assistance
Retail Trade
Accommodation and Food Services
Other Services (Excluding Public Administration)
Management of Companies and Enterprises
Government
Location Quotient
(Equal Concentration of Industry Sector at 1.0)
Dublin vs.

Tri-Valley
Dublin vs.

East Bay
0% 10% 20% 30% 40% 50% 60% 70%
All Jobs
Other Services
Government
Finance and Insurance
Management of Companies and Enterprises
Information
Retail Trade
Manufacturing
Wholesale Trade
Construction
Real Estate and Rental and Leasing
Administrative and Support and Waste Management…
Health Care and Social Assistance
Educational Services (Private)
Professional, Scientific, and Technical Services
Transportation and Warehousing
Accommodation and Food Services
Arts, Entertainment, and Recreation
Percent Change in East Bay Jobs, 2020 to 2030
384

Dublin Economic Development Strategy Technical Report 18 FIGURE 20: DUBLIN VENTURE CAPITAL DEALS BY CATEGORY, 2018 TO 2023 Industry Sector Venture Capital Deals
Information Technology 33
Consumer Products and Services (B2C) 5
Financial Services 2
Healthcare 4
Energy 1
Total 45
Source: Pitchbook, 2023; Strategic Economics, 2023.

FIGURE 21: DUBLIN VENTURE CAPITAL DEAL SIZE, 2018 TO 2023 Category Venture Capital Invested
(Millions of Dollars)
Commercial Services 0
Communications and Networking 3
Computer Hardware 306.2
Consumer Durables 0
Consumer Non-Durables 0.25
Energy Equipment 0.08
Healthcare Technology Systems 45
IT Services 2.41
Other Financial Services 51.2
Retail 38.36
Semiconductors 20.09
Services (Non-Financial) 0.01
Software 27
Total 493.6
Source: Pitchbook, 2023; Strategic Economics, 2023.

The biomedical industry’s presence is relatively limited in Dublin today , but a cluster of these businesses exist within the Tri-Valley area. The City of Dublin requested targeted analysis of life science industry opportunities. As defined by the East Bay Economic Development Alliance (EDA), the broader biomedical industry includes biotechnology, pharmaceuticals, medical devices, medical equipment, genomics, and digital healthcare. 2 Zeiss Meditec, a maker of optical medical equipment , is Dublin’s largest biomedical industry employer. A few smaller biomedical businesses also exist in the City, such as the medical equipment company Azure Biosystems. However, recent mapping by the East Bay EDA shows that Dublin can build upon its location within an already thriving biomedical business cluster, with Pleasanton already home to a large number of biomedical businesses.3

2 https://www.resilienteastbay.org/industry-biomedical/ 3 https://www.resilienteastbay.org/map/
385

Dublin Economic Development Strategy Technical Report 19 Dublin is positioned to expand its presence of businesses in the biomedical industry —and especially medical devices and equipment —based on the industry’s long term regional growth potential and Dublin’s competitive assets. Dublin is positioned to grow biomedical businesses and jobs based on the skilled and diverse workforce of the Tri-Valley, existing base of biomedical industry businesses in the Tri-Valley, and opportunities for development of new facilities in Dublin such as the Downtown Commons project a nd at the Fallon East Economic Development Zone. However, the Tri -Valley is relatively distant from the Bay Area’s largest concentrations of pharmaceutical and biotechnology research in South San Francisco and Emeryville. As a result, Dublin is likely best positioned to compete for other aspects of the biomedical industry such as medical equipment/devices, genomics, and digital healthcare.

386

Dublin Economic Development Strategy Technical Report 20

3. Office, Flex, and Light Industrial Real Estate Market Conditions
The performance of commercial real estate in the City of Dublin reflects the community’s ability to retain and expand different kinds of businesses. Rental rates, vacancy rates, and development activity are indicators of market demand and growth in the city.

This report section provides a market assessment of office, flex/R&D, and light industrial land uses in the City of Dublin. The findings are based on real estate market data obtained from real estate data service CoStar Group (CoStar), interviews with local brokers and developers, and focus group meetings and interviews with industry stakeholders.

OFFICE, FLEX, AND LIGHT INDUSTRIAL
Dublin includes a relatively small share of the Tri-Valley’s non-residential building inventory. As shown, in Figure 22, Dublin has fewer square feet of non-residential building inventory compared to other Tri- Valley cities. Dublin constitutes 13 percent of the total square feet of industrial, office, and flex space within Dublin, Pleasanton, Livermore, and San Ramon combined.

FIGURE 22: TRI-VALLEY CURRENT INVENTORY BY SQUARE FEET, 2023

Source: Costar, 2023; Strategic Economics, 2023.

Dublin’s nonresidential building inventory primarily consists of retail and office uses . As shown in Figure 23, retail uses constitute 44 percent of Dublin’s nonresidential building inventory, in square feet. Office uses constitute 29 percent of space, while flex and industrial uses constitute 15 and 12 percent of space, respectively.

FIGURE 23: DUBLIN EXISTING INVENTORY BY BUILDING TYPE, 2023 (SQUARE FEET)

Sources: CoStar, 2023; Strategic Economics, 2024.
0 5,000,000
10,000,000
15,000,000
20,000,000
Dublin Pleasanton Livermore San Ramon Danville
Square Feet
Industrial Office Flex
Retail
44%
Industrial
12%
Office
29%
Flex
15%
387

Dublin Economic Development Strategy Technical Report 21 The “Sierra Trinity Business Park/Dougherty Road” subarea includes most of Dublin’s light industrial and flex spaces. Figure 24 shows that the Dougherty Road subarea accounts for 59 percent of Dublin’s flex space inventory and 78 percent of Dublin’s light industrial inventory.

FIGURE 24: DUBLIN INVENTORY SHARE BY SUBAREA, 2023

Source: CoStar, 2023; Strategic Economics, 2023.

Dublin’s office rents lag those of many other Tri -Valley communities, while industrial rents are comparable to other communities . As shown in Figure 24, Dublin’s office rents slightly lag those of San Ramon, Pleasanton, and Danville. As shown in Figure 25, however, Dublin’s industrial rents match those of Pleasanton and San Ramon.

Historically, Dublin was a relatively low -cost office location within the Tri -Valley, but rents are now approaching those of other Tri-Valley communities. As shown in Figure 25, Dublin commanded lower average office rents since 2019 compared to San Ramon, Pleasanton, and Danville. Dublin’s rents have recovered in recent years, however.

FIGURE 25: DUBLIN AVERAGE OFFICE RENT PER SQUARE FOOT, 2012 TO 2023

Note: Rents shown on a full service gross basis.

Source: CoStar, 2023; Strategic Economics, 2023.
8%
31%26%
17%
35%
4%
59% 78%
4%
13%
30%
2%
3%
9%
10%
8%
10%
10%
4% 3%
11%
21%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Flex Industrial Office Retail
Dublin Corporate Center
Dublin Village Historic Area
Downtown Village Parkway District
Downtown Transit-Oriented District
Downtown Retail District
Sierra Trinity Business Park/Dougherty
Road
Central Parkway
Camp Parks and Governmental
Facilities
580 Corridor
$10.00
$15.00
$20.00
$25.00
$30.00
$35.00
$40.00
$45.00
202320222021202020192018201720162015201420132012
Annual Rent Per Sq. Ft.

San Ramon
Pleasanton
Danville
Dublin
Livermore
388

Dublin Economic Development Strategy Technical Report 22 FIGURE 26: DUBLIN AVERAGE INDUSTRIAL RENT PER SQUARE FOOT, 2012 TO 2023

Note: Rents include all service types.

Note: CoStar provides no industrial building data for Danville.

Source: CoStar, 2023; Strategic Economics, 2023.

Dublin’s office vacancy rates have remained competitive with San Ramon and Pleasanton during and since the COVID -19 pandemic, with Dublin benefitting from a stable mix of business headquarters, major regional offices, and health care services. As shown in Figure 27, Dublin’s 14.6 percent vacancy rate in late 2023 slightly exceeded Pleasanton and was lower than San Ramon. Although Dublin’s office vacancy rate was historically higher than San Ramon and Pleasanton, the COVID -19 pandemic and adoption of widespread work from home policies has not created an outsized impact on vacancies within Dublin’s small inventory of office space.

Strong demand exists for Dublin’s existing industrial spaces. Despite limited overall inventory, Dublin’s industrial space is in high demand for service, distribution, and recreation tenants . Based on CoStar real estate data, the city’s industrial vacancy rate was below one percent between 2018 and 2022.

Dublin’s industrial vacancy rate has remained lower than other Tri-Valley communities for much of the last decade. Dublin’s vacancy rate did significantly increase in 2023 due to the closure of the Hexcel facility, which the new property owner plans to redevelop.

FIGURE 27: OFFICE VACANCY RATES FOR TRI-VALLEY COMMUNITIES, 2012 TO 2023

Source: CoStar, 2023; Strategic Economics, 2023.
$0.00
$10.00
$20.00
$30.00
$40.00
$50.00
202320222021202020192018201720162015201420132012
Annual Rent Per Sq. Ft.

Dublin
Pleasanton
Livermore
San Ramon

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%
202320222021202020192018201720162015201420132012
San Ramon
Dublin
Livermore
Pleasanton
Danville
389

Dublin Economic Development Strategy Technical Report 23 FIGURE 28: INDUSTRIAL VACANCY RATES FOR TRI-VALLEY COMMUNITIES, 2012 TO 2023

Note: Increased vacancy in 2023 was driven by closure of the Hexcel facility.

Note: CoStar provides no industrial building data for Danville.

Source: CoStar, 2023; Strategic Economics, 2023.

Little new office, flex, and industrial development occurred in Dublin during the past decade. As shown in Figure 29, Dublin’s inventory of office, industrial, and flex spaces was nearly flat in the past decade and beyond , while retail inventory grew over time to serve the city’s growing population. The only significant additions to Dublin’s office and industrial inventory included a Kaiser medical office building in 2019 and the Zeiss Innovation Center (classified as a flex/R&D building) in 2021.

FIGURE 29: DUBLIN BUILDING INVENTORY IN SQUARE FEET, 2006 TO 2023

Source: CoStar, 2023; Strategic Economics, 2023.

Dublin’s office, flex, and light industrial building inventory is relatively small and becoming dated as little new development activity occurs. Limited development activity in Dublin has resulted in an aging building stock. Local stakeholders interviewed for the Economic Development Strategy noted the need for modernized office, light industrial/flex, and R&D space that offers the chance for businesses to locate and expand in Dublin.

The relatively slow pace of office development activity is partly due to the relatively low achievable rents in Dublin and other Tri -Valley communities compared to some other Bay Area locations . Tri- Valley communities command relatively lower rents for office space compared to other regional locations; for example, as of September 2024, CoStar reported that Dublin’s asking rent per square foot for office space was 29 percent lower than Downtown Oakland.

Commercial, flex, and light industrial development is currently constrained throughout much of the Bay Area due to broader construction cost challenges and lower achievable rents within the Tri-Valley area. New office, flex, and light industrial space is more likely to be built in Dublin when demand rises

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%
202320222021202020192018201720162015201420132012
Dublin
San Ramon
Livermore
Pleasanton
0 500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
3,500,000
4,000,000
4,500,000Square Feet
Retail
Office
Industrial
Flex
390

Dublin Economic Development Strategy Technical Report 24 to a level such that a large business seeks a new build -to-suit space, or when achievable rents and other development conditions improve in Dublin and across the Bay Area. Speculative office and life science development is currently constrained throughout the Bay Area due to recent increases in labor and materials costs, increased financing costs, and limited access to capital.

These broader development challenges create a need and opportunity to support further build-to-suit and speculative development in Dublin through City efforts to expand and enhance business growth.

Dublin’s economic development efforts have contributed in recent years to the construction of the Zeiss Innovation Center and proposed development of the Dublin Commons project.

Despite strong demand for Dublin’s limited existing flex and light industrial space, competition from recreation and other household -serving uses creates a need to consider potential preservation of these spaces for industrial uses and to pursue new development. The important reservoir of flex and light industrial space for construction, manufacturing, repair and maintenance uses in the Sierra Trinity Business Park / Dougherty Road area of Dublin is also experiencing strong demand from recreation and fitness tenants. This competition for space creates a need to examine the appropriate balance of uses to ensure production, distribution, and repair services and businesses are still accommodated in Dublin. This may occur through protecting existing flex and light industrial space and/or supporting development of new space. If existing spaces are preserved for traditional industrial uses, then it will also be important to ensure recreational and fitness businesses are accommodated elsewhere in Dublin.

Dublin’s remaining greenfield development sites are major opportunities to attract large-scale, modern office, R&D, and manufacturing uses, but each site requires unique infrastructure or other development support. Dublin’s “greenfield” commercial and light industrial opportunity sites consist of previously undeveloped properties at the Fallon East Economic Development Zone, Dublin Centre Project, and near the Dublin/Pleasanton BART station. This collection of greenfield sites is an asset that Dublin can use to attract new innovation-oriented businesses and, in the case of Dublin Centre, create a modern mixed -use community gathering space. The City is already working to address the major infrastructure needs at the Fallon East Economic Development Zone, and proactively engaging developers at the other major greenfield sites.

391

Dublin Economic Development Strategy Technical Report 25

4. Retail Performance
The following findings describe Dublin’s retail real estate inventory, retail sales performance , and interviews with local retail brokers, businesses, and property owners.

Sales tax revenue data was obtained from HdL and the City of Dublin for 2017 to 2022. Sales tax revenue was analyzed at both the city and subarea level. Taxable sales data— which allowed for comparison between cities —was obtained from the California Department of Tax and Fee Administration (CDFTA) for 2018 to 2022 for the Tri-Valley region. Worker flow data was obtained from U.S. Census Bureau’s Longitudinal Employer-Household Dynamics (LEHD) tool for 2021.

RETAIL REAL ESTATE CONDITIONS AND TRENDS
Dublin’s retail inventory is large , diverse, and desirable for a wide range of tenants. Dublin has approximately four million square feet of retail space, including a variety of regional and local shopping centers—as shown in
Figure 30—and large automobile dealerships along I-580. The inventory includes large regional destinations like Hacienda Crossings , and other centers and “big box” power centers that draw customers from larger trade areas such as the collection of Downtown Dublin’s retail or Fallon Gateway. Dublin also includes a variety of smaller grocery -anchored centers that serve local residential trade areas such as Shops at Waterford and Persimmon Place.

FIGURE 30: DUBLIN SHOPPING CENTERS

Source: CoStar, 2023; Esri, 2023; Strategic Economics, 2023.

392

Dublin Economic Development Strategy Technical Report 26 Dublin’s shopping centers benefit from access and visibility via I -580 and I -680 and, for centers serving a local trade area, via Dublin Boulevard. Figure 30 shows that Dublin’s shopping centers are arranged along these major transportation corridors.

Retail development and growth has occurred in conjunction with Dublin’s population growth. As noted earlier and shown in Figure 29, retail development has continuously occurred as Dublin’s population grew. This includes more recent development activity in the eastern portion of Dublin as housing was added to those areas of the city.

Dublin’s low retail vacancy rates and competitive rents indicate continued strong demand for retail space. As shown in Figure 31, in 2023 Dublin’s approximately four percent vacancy rate was lower than any time since 2018. In recent years, Dublin’s retail vacancy rate has fallen below other Tri-Valley communities, emphasizing the high demand for retail space in Dublin. As seen in Figure 32, Dublin’s retail areas achieve relatively high rents compared to other Tri-Valley communities.

FIGURE 31: TRI-VALLEY COMMUNITIES RETAIL VACANCY RATE, 2012 TO 2023

Source: Costar, 2023; Strategic Economics, 2024.

FIGURE 32: TRI-VALLEY COMMUNITIES RETAIL RENT PER SQUARE FOOT (NNN), 2012 TO 2023

Source: Costar, 2023; Strategic Economics, 2024.

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%
202320222021202020192018201720162015201420132012
Pleasanton
Danville
San Ramon
Dublin
Livermore
$10.00
$15.00
$20.00
$25.00
$30.00
$35.00
$40.00
$45.00
$50.00
202320222021202020192018201720162015201420132012
Average Annual Rent Per Sq. Ft.

Danville
Dublin
Pleasanton
Livermore
San Ramon
393

Dublin Economic Development Strategy Technical Report 27

RETAIL PERFORMANCE AND OPPORTUNITIES
Dublin is a major regional and local retail destination—especially for automobile dealerships , and restaurants. Comparison of taxable sales per capita (i.e., sales relative to the local resident population) between Tri -Valley communities demonstrates the extent to which a given community may be attracting customers and sales beyond spending by local residents . As shown in Figure 33, Dublin’s 2022 taxable sales per capita exceeded all other Tri -Valley communities for Motor Vehicle and Parts Dealers and only slightly lagged Pleasanton for Food Services and Drinking Places.

FIGURE 33: TAXABLE SALES PER CAPITA BY BUSINESS TYPE, 2022

Source: California Department of Tax and Fee Administration, 2018-2022; Strategic Economics, 2023.

Automobile dealerships and automobile -related businesses generated over 40 percent of Dublin’s sales tax revenue in 2022—the City’s largest category of sales tax revenue . As shown in Figure 34, Dublin’s next largest categories of sales tax revenue are general consumer goods, business to business sales, and restaurants and hotels.

Dublin’s sales tax revenues recovered from the COVID-19 pandemic, with growth driven by automobile- related sales and, to a lesser extent, a variety of other industry categories. As shown in Figure 34, sales tax revenues across most “Major Industry Groups” have recovered since 2020. Sales growth was primarily driven by the “Autos and Transportation” category. Retail sales tax revenue in Dublin is driven by large shopping centers along the I -580 corridor and in Downtown Dublin, as well as automobile dealerships.

$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
$9,000
Dublin
Livermore
Pleasanton
San Ramon
Dublin
Livermore
Pleasanton
San Ramon
Dublin
Livermore
Pleasanton
San Ramon
Dublin
Livermore
Pleasanton
San Ramon
Dublin
Livermore
Pleasanton
San Ramon
Clothing and Clothing
Accessories Stores
Food Services and
Drinking Places
Gasoline Stations General Merchandise
Stores
Motor Vehicle and
Parts Dealers
394

Dublin Economic Development Strategy Technical Report 28 FIGURE 34: DUBLIN SALES TAX REVENUE BY MAJOR INDUSTRY GROUPS, 2017 TO 2022 (NOMINAL DOLLARS)

Note: Sales tax revenue from the “county pool” is not shown. That revenue category reflects e-commerce related sales tax collections.

Note: The “Business and Industry” category primarily consists of business to business sales, and is therefore not attributabl e to retail businesses.

Source: HdL, 2022; City of Dublin, 2022; Strategic Economics, 2024.

Dublin’s retail, dining, and entertainment opportunities will continually evolve in response to growing e-commerce sales and the evolution of bricks-and-mortar retail. As more sales shift online—particularly for undifferentiated “commodity” goods—Dublin should anticipate that the tenant mix within physical storefront spaces will continue to shift toward a greater emphasis on dining, entertainment, personal and medical se rvices, food/grocery, and unique “boutique” retail. Based on subarea sales tax data provided by the City of Dublin, these trends are apparent in Dublin’s sales tax data for 2022 to 2023.

This data indicates increasing sales in the Downtown Dublin Specific Plan area but declines among “big box” power centers that typically sell many goods readily available online.

The shift away from commodity goods retail toward boutique retail and services creates challenges for Dublin’s larger “big box” shopping centers and spaces. These trends especially create challenges for large-scale shopping centers like Hacienda Crossings. Demand for different types of spaces continues to evolve, and there is currently relatively lower demand for big -box retail spaces than in the past.

Broader retail trends make it increasingly difficult to fill large vacant retail space, and it is often expensive or impractical to split these spaces for use by more than one retailer.

Dublin’s retail spaces primarily consist of traditional automobile -oriented shopping centers and commercial corridors; the city lacks amenity -rich community gathering destinations, although opportunities exist in Downtown Dublin and Dublin Centre. Despite Dublin’s strong quality of life and desirable climate, safety, and location, residents and businesses continue to note the city’s lack of a vibrant community gathering space with pedestrian accessibility. Current public -private efforts are underway to deve lop such a place in Downtown Dublin with the Dublin Commons project, and the Dublin Centre project is also planning to create a similar yet smaller activity node.

Dublin’s rapidly diversifying population opens new opportunities to attract businesses reflecting a wide variety of cultural influences. Since 2000, U.S. Census data shows that Dublin’s population growth overwhelmingly consisted of residents identifying as Asian, as described earlier in this report and shown in Figure 4. The rich diversity of Dublin’s population creates opportunities to further support the diverse mix of retail, grocery, dining, and personal services businesses in the city. $0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
2017 2018 2019 2020 2021 2022
Autos & Transportation General Consumer Goods Business & Industry Restaurants & Hotels Building & Construction Fuel & Service Stations Food & Drugs
395

Dublin Economic Development Strategy Technical Report 29 Through an online business survey and stakeholder interviews, retail business and property owners noted several advantages and challenges for their operations in Dublin:

Positive feedback included:
• A main positive for Dublin businesses is the City’s central location and its proximity to potential customers.

• Dublin was described as a safe and welcoming community.

• Dublin has a desirable demographic composition and trends that support strong business performance.

• The City of Dublin’s staff are responsive and clear in their communication with businesses.

Several challenges were also raised:
• Challenges finding relatively affordable office, retail, or industrial space in Dublin.

• Local businesses would benefit from enhancing the marketing of City -offered incentives, services, and programs to existing small businesses , in addition to current promotion of services to new businesses.

• Numerous businesses raised concerns about high sewer and water capacity fees charged by the Dublin San Ramon Services District (which is separate from the City of Dublin).

396

Dublin Economic Development Strategy Technical Report 30

5. Hotels and Tourism
The following findings describe recent conditions and trends in both Dublin’s and the Tri-Valley’s hotel markets, including analysis of hotel occupancy, revenue, and transient occupancy tax revenue. The findings also summarize issues and opportunities identified through interviews with Visit Tri -Valley representatives and review of the organization’s 2023 Strategic Plan.

Hotel occupancy, revenue, and inventory data was obtained from CoStar for Dublin and the Tri-Valley region for 2012 to 2024. Dublin hotel performance data was obtained from the City of Dublin for 2019 to 2024.

Dublin’s inventory of 689 hotel rooms constitutes 1 2 percent of the Tri-Valley’s total inventory. As of 2024, CoStar notes five hotels in Dublin that include a mix of economy, midscale, and upper midscale hotels. As shown in Figure 35, Dublin has a relatively small share of the hotel inventory in the Tri-Valley, with just 12 percent of the hotel rooms in Tri-Valley communities located in Dublin.

Dublin’s hotel inventory has grown slowly over time . The most recent addition to Dublin’s hotel inventory is an “ Aloft” branded property that opened in 2018. According to available data, that was the first new hotel to open in Dublin since the early 2000s.

FIGURE 35: TRI-VALLEY COMMUNITIES HOTEL INVENTORY, 2024 City Number of Hotel
Properties
Percentage of Total
Hotel Properties in the
Tri-Valley Region
Number of Hotel Rooms Percentage of Total Hotel
Rooms in the Tri-Valley Region
Danville 1 2% 62 1%
Dublin 5 10% 689 12%
Livermore 21 43% 1,612 29%
Pleasanton 15 31% 2,050 37%
San Ramon 7 14% 1,147 21%
Tri-Valley Region Total 49 100% 5,560 100%
Sources: Costar, 2024; Strategic Economics, 2024.

The Dublin and Tri-Valley hotel markets are recovering slowly from the COVID-19 pandemic, which will likely constrain hotel development opportunities in the near term. As shown in Figure 36 and Figure 37, Dublin’s average revenue per room recovery rate and occupancy rate, along with other Tri -Valley Cities, are slowly recovering since 2020. Transient occupancy tax receipts also reflect these conditions, with nearly all hotel properties in Dublin generating lower revenue in 2023 than in 2019.

Hotel demand in Dublin is primarily driven by business travelers. Based on input from Visit Tri -Valley and review of Dublin’s mix of hotel properties, D ublin’s hotels primarily serve business travelers seeking convenient access to major employers throughout the Tri -Valley and beyond. Dublin’s hotels also provide relatively low cost accommodation compared to many other parts of the Bay Area while also providing convenient access to destinations via BART and freeways.

Demand for hotel stays in Dublin could potentially be expanded through local employment growth and diversification of visitors to the city and Tri-Valley. Given that business travelers constitute much of the demand for hotel stays in Dublin, business and job growth in Dublin and the Tri -Valley can provide additional demand for hotel stays over time. Visit Tri-Valley is also exploring opportunities to diversify hotel demand through attraction or development of other destination and meeting amenities. 397

Dublin Economic Development Strategy Technical Report 31 FIGURE 36: AVERAGE REVENUE PER AVAILABLE ROOM BY YEAR IN THE TRI-VALLEY REGION, 2012 TO 2024

Note: 2024 data reflects data through July.

Source: CoStar, 2024; Strategic Economics, 2024.

FIGURE 37: TRI-VALLEY COMMUNITIES AVERAGE HOTEL OCCUPANCY RATE, 2012 TO 2024

Note: 2024 data reflects data through July.

Source: CoStar, 2024; Strategic Economics, 2024.

Local stakeholders noted a lack of hotels with larger conference centers or meeting spaces in the Tri- Valley. Stakeholders interviewed for this study noted that no hotels exist in Dublin, Pleasanton, or Livermore that can host large conferences or meetings, due to a limited number of large hotels and a lack of hotels with adequate meeting spaces. The San Ramon Valley Conference Center was noted as the closest facility that can host larger events , though the property only includes 119 on -site guest rooms.

Regional initiatives to attract hotel stays and a multiuse venue can support local hotels in Dublin. As hotel occupancy and revenues continue to recover over time since the COVID -19 pandemic, Dublin can position itself to leverage Visit Tri -Valley’s efforts to expand visitation. Visit Tri -Valley is pursuing development of a multiuse sports, entertainment, and conference venue to diversify hotel demand and expand visitor spending. Dublin could either seek to attract this facility to the city itself or seek to leverage the future facility to attract additional hotel stays. $-
$50.00
$100.00
$150.00
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 YTD
Average Revenue Per
Available Room
Year
Danville Dublin Livermore Pleasanton San Ramon Tri-Valley Region 0%
20%
40%
60%
80%
100%
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 YTD
Average 12-Month Hotel
Occupancy
Year
Danville Dublin Livermore Pleasanton San Ramon
398
Community Engagement
Summary
City of Dublin Economic Development Strategy and
Economic Development Element Update
April 24, 2024
399
2 Table of Contents

1. Survey Introduction and Purpose

2. Local Business Survey Results Summary
• Who responded (background questions)
• Survey Results

3. General Community Survey Results
Summary
• Who responded (background questions)
• Survey Results
400
Introduction and Purpose
Survey Introduction and Purpose
• The City of Dublin is in the process of updating its Economic Development Strategy and Economic Development Element. Both documents will guide the City’s economic development policies and actions in both the short and long term.
• To assist in this project, both a General Community Survey and Local Business Survey were prepared and distributed to Dublin’s residents and businesses, respectively. These surveys were marketed by the City of Dublin and left open for responses during December 2023 and January 2024.
• The purpose of the surveys was to provide an opportunity for Dublin’s residents and businesses to comment on their current economic development priorities and concerns.
• The survey results, alongside analyses and other stakeholder engagement activities, will be used to inform prioritization of the economic development strategies included in the Economic Development Strategy and Economic Development Element.
3 401
Local Business Survey
4 Local Business Survey Results Summary
Individual Responses: 70
402
Local Business Survey
5 Who Responded (Background Questions)
Local Business Survey Results Summary
403
Local Business Survey
Question 14 - Which of the following best describes your business? 6 0% 5% 10% 15% 20% 25%
Grocery/convenience/food store
Hotel and hospitality
Construction
Information technology
Child care and after school programs
Education
Manufacturing
Personal services (nail salons, hair salons, pet grooming, etc.) Retail (non-food/grocery)
Scientific research and development
Warehouse and distribution
Equipment or vehicle service and repair
Arts, entertainment, and recreation
Real Estate
Health and wellness
Professional services (attorneys, accountants, therapists, etc.) Restaurant/café/bar
Other (please specify)
• “Other” responses include:
• Banking/Financial Institution
• Consulting
• Other Personal Services
404
Local Business Survey
Question 15 - Where is your
businesses based out of?
0%
10%
20%
30%
40%
50%
60%
70%
80%
A commercial or
industrial
building/space (office,
storefront, industrial
building, etc.)
A residential home Virtual office address Other
7 Summary of Survey Respondents
• Nearly 70 percent of
respondents were based out of
commercial or industrial space
in Dublin
• Around 25 percent of
respondents represented
businesses based out of a
residential home
405
Local Business Survey
Question 16 - How many
employees does your business
employ, including yourself?
0%
10%
20%
30%
40%
50%
60%
1 (self-employed
with no other
employees)
2-9 employees 10-19 employees 20-50 employees More than 50 employees
8 Summary of Survey Respondents
• Most survey respondents
employ between 2 and 9 people
• Just over 25 percent of
respondents were self-employed
• Less than 10 percent of
respondents represented
companies that employ more
than 50 people
406
Local Business Survey
Question 17 - Where do you
live?
9 Summary of Survey Respondents
• Over 40 percent of survey
respondents live in Dublin
• 10 percent of survey
respondents live in San Ramon
and Danville, respectively
• Remaining respondents are
spread across the Bay Area, but
primarily in the East Bay
• “Other” responses include:
• Oakland
• San Francisco
• Hayward
• Fairfield
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Dublin Other San Ramon Danville Pleasanton Livermore
407
Local Business Survey
Question 18 - What is your age?
0%
5%
10%
15%
20%
25%
30%
18-24
years
25-34
years
35-44
years
45-54
years
55-64
years
65-74
years
75 years
and older
Prefer not
to say
10 Summary of Survey Respondents
• Most survey respondents were
between the ages of 45 and 64
• Dublin’s actual age distribution
illustrated below for reference
0% 5% 10% 15% 20% 25% 30% 35% 40%
Under 18
18-34
35-54
55-74
75 and over
% of Population
Age in Years
Condensed Age Distribution in Dublin, 2021
2021
408
Local Business Survey
Question 19 - What is the
combined annual income of
everyone in your household?
0%
5%
10%
15%
20%
25%
30%
35%
Less than
$25,000
$25,000 -
$50,000
$50,000 -
$75,000
$75,000 -
$100,000
$100,000
-
$150,000
$150,000
-
$200,000
$200,000
or More
Prefer not
to say
11 Summary of Survey Respondents
• Nearly a quarter of survey respondents
reported a combined annual household
income of greater than $200,000
• Around 15 percent of survey respondents
reported an income of less than $100,000
• Dublin’s actual income distribution shown
below as reference
0% 10% 20% 30% 40% 50%
Less than $24,999
$25,000 to $74,999
$75,000 to $124,999
$125,000 to $199,999
$200,000 or More
Households
Condensed Annual Household Income Levels
Household Income Distribution in Dublin, 2021 (Constant 2022 Dollars)
2021
409
Local Business Survey
Question 20 - Which category
best describes you?
12 Summary of Survey Respondents
• 35 percent of survey respondents
identified as White/Caucasian
• Around 25 percent of survey
respondents identified as Asian
• Dublin’s actual demographics
shown below for reference
35%
21%
10%
8% 8%
6%
5%
3% 3%
0%
5%
10%
15%
20%
25%
30%
35%
40%
29%
10%
4%
52%
6%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Dublin
Dublin Total Population Racial Composition, 2021
White Hispanic or Latino African American or Black Asian Other Sources: U.S. Census Bureau, ACS 2017-2021; Strategic Economics, 2023. 410
Local Business Survey
13 Survey Results
Local Business Survey Results Summary
411
Local Business Survey
Question 1 - What factors drew your business to its location and to Dublin generally??
14 Proximity to suppliers
Dublin’s public transportation options (BART, bus)
City of Dublin’s business incentive programs
Access to employees
City of Dublin’s permitting and approval processes
Dublin’s reputation/brand as a place to do
business
Office, retail, or industrial space that met the
business’s physical requirements (size, ceiling …
Affordable office, retail, or industrial space
Proximity to home
Access to freeways
Proximity to customers
Safe community
0 1 2 3 4 5
5=Very Important, 1=Not Important
Weighted Average Score (1 to 5, with 5 Indicating “Very Important”) 0% 10% 20% 30% 40% 50% 60% 70% 80%
Proximity to suppliers
Dublin’s public transportation options (BART, bus)
City of Dublin’s business incentive programs
Access to employees
City of Dublin’s permitting and approval processes
Dublin’s reputation/brand as a place to do
business
Office, retail, or industrial space that met the
business’s physical requirements (size, ceiling …
Affordable office, retail, or industrial space
Proximity to home
Access to freeways
Proximity to customers
Safe community
Responses by Level of Importance of Each Item
Very Important Important Moderately Important Slightly Important Not Important N/A 412
Local Business Survey
Question 1 Gathered Opinions on
Important Factors That Drew
Businesses to Dublin:

Summary of Important Factors for
Businesses
Some of the most important factors
that drew businesses to Dublin:
• Safe community
• Proximity to customers
• Office, retail, or industrial
space that met the business’s
physical requirements (size,
ceiling heights, power, loading,
etc.)
15 Some of the least important
factors that drew businesses to
Dublin:
• Proximity to suppliers
• Dublin’s public
transportation options
(BART, bus)
• Factors with a relatively split
opinion on importance:
• City of Dublin’s business
incentive programs
413
Local Business Survey
Question 2 - Where else did you
consider opening, expanding, or
relocating your business?
16 Summary of Places Businesses
Considered for Expansion,
Relocation, or Opening
• Pleasanton and San Ramon
represent the most cited
alternative location options for
responding business
representatives
• Nearly a third of respondents
noted that they never
considered a location outside of
Dublin
• Areas outside of the East Bay
were not typically considered for
locating or expanding
businesses that are currently
located in Dublin
0% 10% 20% 30% 40% 50%
Pleasanton
San Ramon
I never considered a location outside Dublin
Livermore
Walnut Creek
Other Alameda County
Bay Area locations not listed above
Outside California
Other Contra Costa County
Other California locations not listed above
San Joaquin County
414
Local Business Survey
Question 3 - What kind of concerns does your business face in Dublin? 17 Inadequate internet service speeds in residential
areas
Lack of available space in Dublin for business
relocation or expansion
Inadequate internet service speeds in commercial
or industrial districts
Challenges recruiting employees to work on-site
Long employee commute times
Local government regulation and restrictions
related to development
Ability to meet electricity needs in Dublin
Automobile traffic congestion along major Dublin
corridors
Increasing cost of commercial or industrial building
rents or land in Dublin
High or increasing housing costs for myself or
employees
Crime
High or increasing local taxes and fees
0 1 2 3
3-Very Concerned, 1=Not at All Concerned
Weighted Average Score
(1 to 3, with 1 indicating “Not at All Concerned”)
0% 10% 20% 30% 40% 50% 60%
Inadequate internet service speeds in residential
areas
Lack of available space in Dublin for business
relocation or expansion
Inadequate internet service speeds in commercial
or industrial districts
Challenges recruiting employees to work on-site
Long employee commute times
Local government regulation and restrictions
related to development
Ability to meet electricity needs in Dublin
Automobile traffic congestion along major Dublin
corridors
Increasing cost of commercial or industrial
building rents or land in Dublin
High or increasing housing costs for myself or
employees
Crime
High or increasing local taxes and fees
Responses by Option
Very Concerned Somewhat Concerned Not at All Concerned Don't Know 415
Local Business Survey
Question 3 Gathered Opinions on
What Kinds of Concerns Local
Businesses Face in Dublin:

Summary of Local Business Concerns
The following are higher concerns for
businesses in Dublin:
• Crime
• High or increasing local taxes
and fees
• High or increasing housing costs
for myself or employees
18 The following are lesser concerns for
businesses in Dublin:
• Lack of available space in Dublin
for business relocation or
expansion
• Challenges recruiting employees
to work on-site
• Inadequate internet service
speeds in commercial or
industrial districts
Other concerns noted by businesses:
• High cost of utilities which is
restrictive for local small
businesses
• An overall lack of industrial
space for sale in Dublin
416
Local Business Survey
Question 4 - Please note other
concerns for your business in
Dublin
Key Takeaways/Themes from free
responses
• Rising and prohibitive cost of rent
and land
• High water and other utility costs
• Perceived lack of City efforts to
support and communicate with
local small businesses
• The citywide emphasis on housing
production limits industrial and
retail space
• Rising crimes that effect both
businesses and employees, and the
desire for increased police
response
19 Free Response Answer Examples
“It's expensive to start a business and
rent is very expensive…”
“Permitting processes through the city
are long and tedious. It feels like we
have to jump through a lot of hoops
and as a small business it sometimes
creates a barrier to start up.”
“Sewer, water and utility add on fees
and tiered pricing for businesses…”
417
Local Business Survey
Question 5 - What is the outlook
for your business in Dublin?
20 Summary of Local Business
Outlook:
• Over 75 of respondents were
positive about the outlook of
their business in Dublin
• Less than five percent of
survey respondents were
negative about the outlook of
their business in Dublin
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
Very Negative
Somewhat Negative
Unclear
Somewhat Positive
Very Positive
418
Local Business Survey
Question 6 - What factors influenced
your response to the previous
question? (On Local Business
Outlook)
Key Takeaways/Themes from Free Responses
Factors that are creating a positive outlook
for local businesses:
• Strong and consistent local customer
base
• Sustained access to employees
• Continued demographic trends make
Dublin a desirable place to locate a
business
Factors that are creating a negative outlook
for local businesses:
• Current broader economic trends are
negatively affecting local business
sales
• Rising rents can push out local small
businesses
21 Free Response Answer Examples
“Been in business for over 30 years in
Dublin. We have a very strong base of
regular customers”
“Location, growing population,
development of downtown coming, etc.”
“Ability to expand and convert usable
space”
“As rent keeps going up small businesses
can not afford to stay”
“Continued growth in Dublin”
419
Local Business Survey
Question 7 - How would you
define your interactions with the
City of Dublin in relation to your
business?
22 Summary of Interactions with
the City of Dublin
• Over 80 percent of
respondents noted positive
interactions with the City of
Dublin
0% 10% 20% 30% 40% 50% 60%
Somewhat Negative
Very Negative
Unclear
Somewhat Positive
Very Positive
420
Local Business Survey
Question 8 - What factors influenced
your response to the previous
question? (On Interactions with the
City of Dublin)
Key Takeaways/Themes from Free Responses
Positive interactions:
• Quick turnaround and assistance
for permitting and other small
business needs
• Knowledgeable, responsive, and
friendly City staff
• City marketing and newsletters
keep businesses informed
Less positive interactions:
• Lack of connection to local
businesses outside of those
pursuing specific City resources
23 Free Response Answer Examples
“City news email keep me informed and
respond accordingly.”
“The staff at the City of Dublin has always
been courteous, nice, and helpful. It’s just a
lot of hoops and barriers to get business
running and costly for small businesses…”
“Long timeframes, permitting costs…often
inhibit or negatively impact our business”
“Everyone at the city office is friendly and it's
easy to do the license renewals.”
“Quick feedback on permit issues”
421
Local Business Survey
Question 9 - Do you utilize any
programs or incentives offered to
businesses by the City of Dublin?
No, 76%
Yes, 24%
24 Summary of Incentive or
Program Utilization
• Less than 25 percent of
respondents report utilizing
any programs or incentives
offered by the City of Dublin
• Those that responded yes
primarily noted relief granted
by the City of Dublin during the
Covid pandemic
422
Local Business Survey
Question 10 - If you answered no
to the previous question, what
factors influenced this
response? (On Program or
Incentive Utilization)
25 Summary of Responses
• Of respondents that said they
do not utilize city-offered
incentives, nearly 50 percent
noted that they are not aware
of City programs or incentives
• Nearly 40 percent of
respondents said that City
programs or incentives would
not help, or do not apply, to
their business
• “Other” responses mostly
consisted of respondents who
answered “yes” to the previous
question (question #9)
I am not aware of
City programs or
incentives, 47%
Other, 21%
City programs or
incentives do not
apply to my
business, 17%
City programs or
incentives would
not help my
business, 9%
Applying for City
programs or
incentives is too
difficult, 6%
423
Local Business Survey
Question 11 - Do you receive
business-related email
communications from the
City of Dublin?
26 Summary of Responses
• Over 80 percent of
respondents receive business-
related email communications
from the City of Dublin
Yes, 81.43%
No, 18.57%
424
Local Business Survey
Question 12 - What changes in Dublin would help your business and industry prosper?
27 0 1 2 3 4 5
Improving public transportation service (BART, bus service) Growing the inventory of office, retail, or industrial
buildings/spaces
Growing the number of businesses in Dublin
Diversifying the types of businesses in Dublin
Growing the number of residents/customers in Dublin
Expanding education and training resources for business owners
Diversifying the sizes, types, and locations of office, retail, and industrial buildings/spaces
Expanding workforce development resources and programs
Reducing automobile traffic congestion
Marketing Dublin as a location for businesses to locate Growth of housing opportunities affordable to me and my employees
Increased opportunities for business owners to meet and interact
Expanding City of Dublin business incentive, grant, and programs
Simplifying and streamlining City of Dublin permitting and approval processes
New events and promotions to draw customers to local
businesses
Affordable office, retail, or industrial space
Reducing crime
5=Very Important, 1=Not Important
Weighted Average Score
(1 to 5, with 5 indicating “Very Important”)
0% 10% 20% 30% 40% 50% 60% 70%
Improving public transportation service (BART, bus
service)
Growing the inventory of office, retail, or industrial
buildings/spaces
Growing the number of businesses in Dublin
Diversifying the types of businesses in Dublin
Growing the number of residents/customers in Dublin
Expanding education and training resources for business owners
Diversifying the sizes, types, and locations of office, retail, and industrial buildings/spaces
Expanding workforce development resources and
programs
Reducing automobile traffic congestion
Marketing Dublin as a location for businesses to locate Growth of housing opportunities affordable to me and my employees
Increased opportunities for business owners to meet and interact
Expanding City of Dublin business incentive, grant, and programs
Simplifying and streamlining City of Dublin permitting
and approval processes
New events and promotions to draw customers to local
businesses
Affordable office, retail, or industrial space
Reducing crime
Responses by Option
Very Important Important Moderately Important Slightly Important Not Important 425
Local Business Survey
Question 12 Gathered
Opinions on What Changes Are
Needed for Local Businesses
to Prosper
Summary of Responses on Changes that
Would Help Businesses Prosper
Changes that were noted as most
important to helping local businesses
prosper:
• Reducing crime
• Affordable office, retail, or industrial
space
• New events and promotions to draw
customers to local businesses
28 Changes that were noted as less important
to helping local businesses prosper:
• Improving public transportation
service (BART, bus service)
• Growing the inventory of office,
retail, or industrial buildings/spaces
• Growing the number of businesses
in Dublin
Changes that had divergent responses as
to their ability to help businesses prosper:
• Marketing Dublin as a location for
businesses to locate
• Diversifying the types of businesses
in Dublin
426
Local Business Survey
Question 13 - What other issues,
opportunities, and priorities should
be addressed in the Dublin Economic
Development Strategy?
Key Takeaways/Themes from Free
Responses
• Continue to provide a business-
friendly environment in Dublin
• Support the marketing and
visibility of local small businesses
• Look for ways to streamline the
permitting process
• Partnership with regional groups
to support public transportation
and reduce local traffic congestion
29 Free Response Answer Examples
“Continue to provide businesses with
the type of business-friendly
environment that attracts more
businesses to Dublin.”
“Continued partnership with Tri-Valley
cities to address public transportation
and area traffic issues.”
“Opportunities for business to meet
residents as a meet and greet.”
“Making it easier for ads to be
displayed.”
427
General Community Survey
General Community Survey Results Summary
Individual Responses: 406
30 428
General Community Survey
Who Responded (Background Questions)
General Community Survey Results Summary
31 429
General Community Survey
Question 1 - First, please tell us
which of the following
describes you: (check all that
apply)
32 Summary of Survey
Respondents
• Nearly all respondents live in
Dublin
• Only 21% of respondents work
in Dublin
• Those who responded “other”
primarily had children who go
to school in Dublin
General Community Survey
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
I live in Dublin I shop in
Dublin
I work in
Dublin
I go to school
in Dublin
I am a
business
owner in
Dublin
Other
430
General Community Survey
Question 7 - Where do you live?
33 Summary of Survey
Respondents
• Nearly all respondents report
living in Dublin
99%
1% 0% 0% 0%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Dublin Livermore Pleasanton San Ramon Other (please
specify)
431
General Community Survey
Question 8 - What is your age?
34 Summary of Survey Respondents
• The largest share of respondents were between
the ages of 35 and 44
• Over 75 percent of total respondents were
between the ages of 25 and 54
• Only about 10 percent of total respondents were
less than 25 or more than 65 years of age
• Dublin’s actual age distribution shown below for
reference
0%
5%
10%
15%
20%
25%
30%
35%
40%
0-17
years
18-24
years
25-34
years
35-44
years
45-54
years
55-64
years
65-74
years
75 years
and older
Prefer not
to say
0% 5% 10% 15% 20% 25% 30% 35% 40%
Under 18
18-34
35-54
55-74
75 and over
% of Population
Age in Years
Condensed Age Distribution in Dublin, 2021
2021
432
General Community Survey
Question 9 - What is the
combined annual income of
everyone in your household?
35 Summary of Survey Respondents
• Nearly 50 percent of all respondents noted
their annual household income as greater
than $200,000
• Only seven percent of respondents noted their
annual household income as less than
$100,000
• Dublin’s actual income distribution shown
below as reference
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Less than
$25,000
$25,000 -
$50,000
$50,000 -
$75,000
$75,000 -
$100,000
$100,000
-
$150,000
$150,000
-
$200,000
$200,000
or More
Prefer not
to say
0% 10% 20% 30% 40% 50%
Less than $24,999
$25,000 to $74,999
$75,000 to $124,999
$125,000 to $199,999
$200,000 or More
Households
Condensed Annual Household Income Levels
Household Income Distribution in Dublin, 2021 (Constant 2022 Dollars)
2021
433
General Community Survey
Question 10 - Which category
best describes you?
36 Summary of Survey
Respondents
• Over 40 percent of respondents identified
themselves as falling within one or more of the
Asian ethnic categories
• 30 percent of respondents identified
themselves as White/Caucasian
• Dublin’s actual demographics shown below for
reference
0%
5%
10%
15%
20%
25%
30%
35%
29%
10%
4%
52%
6%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Dublin
Dublin Total Population Racial Composition, 2021
White Hispanic or Latino African American or Black Asian Other 434
General Community Survey
Question 11 - What is your
current employment status?
37 Summary of Survey
Respondents
• Over 70 percent of
respondents were currently
employed
• Around 10 percent of
respondents were currently
retired or semi-retired
0%
10%
20%
30%
40%
50%
60%
70%
80%
435
General Community Survey
Question 12 - What is your
current occupation category?
38 Summary of Survey Respondents
• Occupations with the highest
share of respondents:
• Computer or Mathematical
• Business or Financial
Operations
• Architecture or Engineering
• Not Employed
• “Other” responses include:
• Technology
• Marketing
• Management
• “Not Employed” responses likely
include many retirees
0% 5% 10% 15% 20% 25%
Building and Grounds Cleaning or Maintenance
Installation, Maintenance, or Repair (service technicians,… Personal Care or Service (hair salons, nail salons,…
Farming, Fishing, or Forestry
Transportation or Material Moving / Warehouse
Military
Food Preparation or Serving (restaurants, catering, etc.) Production / Manufacturing
Protective Service (police, security, etc.)
Community or Social Service
Construction
Real Estate (realtors, brokers, property managers,…
Life, Physical, or Social Sciences
Arts, Design, Entertainment, Sports, or Media
Sales
Student
Legal
Office and Administrative Support
Educational Instruction or Library
Healthcare
Management
Architecture or Engineering
Not employed
Other (please specify)
Business or Financial Operations
Computer or Mathematical
436
General Community Survey
Survey Results
General Community Survey Results Summary
39 437
General Community Survey
Question 2 - Please indicate your level of agreement with each statement below:
40 0% 10% 20% 30% 40% 50% 60%
Dublin offers adequate support and services for
entrepreneurs to start businesses.

Childcare is accessible.

Housing in Dublin is affordable for people and
families with a range of different incomes.

Dublin offers high quality job opportunities in my
occupation/profession.

I have access to great education and job training
opportunities in or near Dublin.

Dublin is a great environment for small independent
businesses.

Dublin has a community gathering place where I can
easily walk to restaurants, stores, and entertainment.

Existing transportation options in Dublin make it easy
for me to get to work.

I regularly use, and benefit from, the BART service at
either of Dublin’s stations.

Dublin has many great eating, drinking, and
entertainment places.

Dublin has stores that meet my needs.

Responses by Level of Agreement with Statement
Strongly Agree Agree Neutral Disagree Strongly Disagree Don't Know Dublin offers adequate support and services for
entrepreneurs to start businesses.

Childcare is accessible.

Housing in Dublin is affordable for people and
families with a range of different incomes.

Dublin offers high quality job opportunities in my
occupation/profession.

I have access to great education and job training
opportunities in or near Dublin.

Dublin is a great environment for small
independent businesses.

Dublin has a community gathering place where I
can easily walk to restaurants, stores, and…
Existing transportation options in Dublin make it
easy for me to get to work.

I regularly use, and benefit from, the BART service
at either of Dublin’s stations.

Dublin has many great eating, drinking, and
entertainment places.

Dublin has stores that meet my needs.

0.00 1.00 2.00 3.00 4.00 5.00
5=Strongly Agree, 1=Strongly Disagree
Weighted Average Score (1 to 5, with 5 Indicating Strong Agreement) 438
General Community Survey
Question 2 Gathered Opinions
on How Dublin Meets the
Community’s Needs:
41 The statements with the lowest weighted
average negative response—meaning the most
disagree or strongly disagree responses—were
the following:
• Dublin offers high quality job
opportunities in my
occupation/profession
• Housing in Dublin is affordable for people
and families with a range of different
incomes
• Dublin has a community gathering place
where I can easily walk to restaurants,
stores, and entertainment
Statements with a large range of responses,
indicating diverging opinions:
• I regularly use, and benefit from, the BART
service at either of Dublin’s stations
• Dublin has many great eating, drinking,
and entertainment places
Summary of Feedback on Dublin’s
Performance
The statements with the highest weighted
average positive response—meaning the
most strongly agree/agree responses—
were the following:
• Dublin has stores that meet my
needs
• I regularly use, and benefit from, the
BART service at either of Dublin’s
stations
• Dublin has many great eating,
drinking, and entertainment places
439
General Community Survey
Question 3 - What are Dublin’s
other important strengths and
weaknesses related to the
economy and workforce?
42 Free Response Answer Examples
“Dublin is a comfortable place to live…living
in Dublin allows me to live close to work.”
“Dublin lacks a true downtown that is
walkable and attracts residents to help form
a community.”
“Missing some place families can go for
entertainment”
“Strengths - good schools, safe community,
central location near major cities/attractions,
variety of dining/grocery options.”
Key Takeaways/Themes from Free Responses
• Dublin has a large amount of green
space and public areas that are
welcoming and accessible
• Dublin has a large variety of retail
businesses and fantastic schools
• Dublin does not have a downtown or
“unique” regional entertainment
destination that can attract residents
and visitors
• Dublin has a lack of local jobs,
requiring residents to endure lengthy
commutes
• There is concern regarding new higher-
density residential development
440
General Community Survey
Question 4 - Please select how important each action is for you:
43 0% 10% 20% 30% 40% 50% 60%
Make it easier to find high quality job
opportunities in my occupation/profession in
Dublin.

Increase education and job training
opportunities in Dublin.

Offer more services for entrepreneurs seeking to
start businesses.

Increase the number and types of stores in
Dublin.

Improve opportunities for small independent
businesses to succeed in Dublin.

Increase the number of community gathering
places where I can easily walk to restaurants,
stores, and entertainment.

Increase the number of great eating, drinking,
and entertainment places in Dublin.

Responses by Level of Importance of Each Item
Very Important Important Moderately Important Slightly Important Not Important Make it easier to find high quality job
opportunities in my occupation/profession in
Dublin.

Increase education and job training opportunities
in Dublin.

Offer more services for entrepreneurs seeking to
start businesses.

Increase the number and types of stores in
Dublin.

Improve opportunities for small independent
businesses to succeed in Dublin.

Increase the number of community gathering
places where I can easily walk to restaurants,
stores, and entertainment.

Increase the number of great eating, drinking,
and entertainment places in Dublin.

0.00 1.00 2.00 3.00 4.00 5.00
5=Very Important, 1=Not Important
Weighted Average Score (1 to 5, with 5 Indicating “Very Important”) 441
General Community Survey
Question 4 Gathered Opinions
on Which Priorities are
Important to Dublin Residents:
44 Actions somewhat less important to Dublin
residents:
• Make it easier to find high quality job
opportunities in my
occupation/profession in Dublin
• Offer more services for
entrepreneurs seeking to start
businesses
• Increase education and job training
opportunities in Dublin
Summary of Resident Priorities
Actions very important to Dublin residents:
• Increase the number of great eating,
drinking, and entertainment places
in Dublin
• Increase the number of community
gathering places where one can
easily walk to restaurants, stores,
and entertainment
• Improve opportunities for small
independent businesses to succeed
in Dublin
442
General Community Survey
Question 5 - What are other
priorities that should be
addressed in the Economic
Development Strategy?
45 Free Response Answer Examples
“Would like to see…stronger walkable,
bikeable, and alternative transportation
opportunities”
“More affordable housing for young
couples and families.”
“Please make sure our new downtown is
fun with entertainment and good
restaurants”
“We should also address the Infrastructure
uplift needed to support the economic
growth and all the new housing.”
Key Takeaways/Themes from Free Responses
• Focus on existing residents' quality of life
instead of continued housing
development
• This includes combating the housing
costs and traffic congestion that may
come with development
• Increase job opportunities for residents to
reduce their required commute
• Emphasize affordable housing production
• Increase commercial establishment
diversity
• This includes a desire for “upscale”
shopping and dining destinations
443
General Community Survey
Question 6 - What other issues,
opportunities, and priorities should be
addressed in the Dublin Economic
Development Strategy?
46 Free Response Answer Examples
“Create a core Downtown.”
“Making sure Dublin stays safe.”
“Something about Dublin should be drawing
people from other areas to want to come
here.”
“More bike/walking paths and the ability to
connect existing trails.”
“Places for people to gather from both in
town and out of town and resources to
encourage people to start, or engage with,
businesses…”
Key Takeaways/Themes from Free Responses
• The need for more affordable housing in
Dublin
• Concern about increasing Dublin’s
residential density (relating to crime,
congestion, infrastructure)
• The importance of redeveloping Downtown
Dublin into a place that attracts visitors
from across the region
• Overall lack of regional appeal or “brand”
for Dublin
• Traffic and congestion concerns
• The need to improve bike and pedestrian
connections and safety citywide
444

STAFF REPORT

CITY COUNCIL

Page 1 of 5 ends

Dublin City CouncilOctober 1, 2024

Dublin City Council
October 1, 2024