Dublin City Council
July 21, 2026

DATE: July 21, 2026

TO: Honorable Mayor and City Councilmembers

FROM: Colleen Tribby, City Manager

SUBJECT:

Assembly Bill 562 (2013) Final Outcome Report on Economic Development Subsidy Provided to Pacific Catch Inc.

Prepared by: Rhonda Franklin, Management Analyst II

EXECUTIVE SUMMARY:

The City Council will hold a public hearing on the final outcome report for the economic development subsidy provided to Pacific Catch Inc. through the City’s Sewer Capacity Assistance Program.

STAFF RECOMMENDATION:

Conduct the public hearing, deliberate, and accept the report.

FINANCIAL IMPACT:

There is no financial impact associated with accepting this report. However, the fiscal benefit to the City as a result of the economic development subsidy provided to Pacific Catch Inc. has been net positive.

DESCRIPTION:

Background
The City of Dublin offers several economic development incentive programs to encourage business attraction, retention, and investment. As part of these efforts, the City established the Sewer Capacity Assistance Program (SCAP) with support from Dublin San Ramon Services District (DSRSD) in 2010. The program provides eligible businesses and property owners with credits for Dwelling Unit Equivalents (DUEs) toward DSRSD sewer connection fees, helping reduce development costs and encourage economic investment.

California Assembly Bill 562 (2013), codified as California Government Code Section 53083, requires cities and counties that provide economic development subsidies of $100,000 or more 430

to conduct public hearings and provide specified public disclosures. Required information includes the name of the subsidy recipient, the amount of the subsidy, the beginning and ending dates of the subsidy, projected tax revenues generated and forgone, and the estimated number of jobs to be created.

The law also requires an outcome report and public hearing within the first five years of the subsidy, documenting the amounts expended or forgone, jobs created, and net new tax revenues. For subsidies with a term of 10 years or longer, a final outcome report and public hearing are required upon conclusion of the subsidy period.

Subsidy Reporting for Pacific Catch Inc.

On September 16, 2014 the City Council adopted Resolution No. 160-14 approving an agreement with Regency Village at Dublin LLC and Pacific Catch Inc. permitting re-allocation of regional and local sewer capacity rights. Through the City’s SCAP, Pacific Catch received

8.44 DUEs, valued at $140,535 at the time of approval, to offset sewer connection fees associated with the restaurant’s development. Pacific Catch is located at 5251 Martinelli Way within the Persimmon Place shopping center owned by Regency Village at Dublin LLC.

The first required report at the five-year mark was presented to the City Council at a public hearing on May 21, 2019. The 2019 report projected annual tax revenue to the City between $35,000 and $55,000 and reported the creation of 15 full-time and 49 part-time jobs.

The subsidy, with a term of 10 years measured from the time of occupancy rather than from the 2014 approval of the agreement, has now concluded. In accordance with Government Code Section 53083, Staff has prepared the 2026 Final Outcome Report on Economic Development Subsidy Provided to Pacific Catch (Attachment 1). The report documents the final results of the subsidy, including the value of the assistance provided, jobs created, and the overall fiscal impact on the City. While specific sales tax revenue information remains confidential pursuant to the California Revenue and Taxation Code, the report concludes that Pacific Catch has continued to generate a positive net fiscal benefit to the City, consistent with the findings reported in the 2019 outcome report. Full-time employment increased from 15 to 26 positions and part-time employment declined from 49 to 25 positions since the 2019 report.

These figures reflect current employment at the time of this report.

The assistance provided to Pacific Catch Inc. achieved the intended objectives of the program.

The restaurant remains in operation more than a decade after opening, continues to generate ongoing sales tax revenue to the City, and supports local employment. The revenue generated over the life of the subsidy has exceeded the value of the original subsidy, and as a result, the City has realized a positive return on its investment while supporting the attraction and long- term success of a Dublin-based business.

STRATEGIC PLAN INITIATIVE:

None.

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NOTICING REQUIREMENTS/PUBLIC OUTREACH:

A Public Hearing Notice was published in the East Bay Times and posted at several locations throughout the City. A copy of this Staff Report was provided to the parties to the Agreement.

The outcome report was made available to the public via the City’s website at www.dublin.ca.gov/1552. The City Council Agenda was posted.

ATTACHMENTS:

1) 2026 Final Outcome Report on Economic Development Subsidy Provided to Pacific Catch Inc.

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Attachment 1

CITY OF DUBLIN
2026 FINAL OUTCOME REPORT ON ECONOMIC DEVELOPMENT SUBSIDY PROVIDED TO PACIFIC CATCH INC.

The purpose of this report is to provide the information required by California Government Code Section 53083 in regard to an economic development subsidy provided by the City pursuant to an Agreement by and between the City of Dublin, Pacific Catch Inc., and Regency Village at Dublin LLC (Regency Centers).

California Government Code Section 53083 requires that, within the first five years of an economic development subsidy, the City provide a public report containing specified information, make the report available on the City's website, and hold a public hearing to receive written and oral comments. The report was required to remain publicly available through the end of the subsidy term, which concluded on June 21, 2026. Upon expiration of the subsidy, the City is also required to prepare a final report and conduct a public hearing. This report fulfills that final reporting requirement.

The public hearing to consider any comments on the information contained in this report will be held at the following time and place:

Dublin City Council Meeting
Tuesday, July 21, 2026 at 7:00 p.m.

Peter W. Snyder Council Chamber, 100 Civic Plaza, Dublin, CA 94568

2026 FINAL OUTCOME REPORT ON ECONOMIC DEVELOPMENT SUBSIDY PROVIDED TO PACIFIC CATCH INC.

Statement of the public purposes for the economic development subsidy:

The public purposes for the economic development subsidy are to:
 continue to expand and enhance economic opportunities for businesses in the City  continue to expand the City’s employment base, and
 continue to generate Sales Tax that the City can utilize to fund general governmental services such as police, fire, street maintenance, and parks and recreation programs.

1. The name and address of all corporations or any other business entities, except for sole proprietorships, that are a beneficiary of the economic development subsidy:

The City provided financial assistance in the form of an economic development subsidy to Regency Village at Dublin LLC (Regency Centers), the property owner, and Pacific Catch Inc., the Applicant, and as described in the Agreement Permitting Re-Allocation of Regional and Local Sewer Capacity (“Agreement”).

Pacific Catch Inc.

Doing business at
5251 Martinelli Way
Dublin, CA 94568

Regency Village at Dublin LLC (Regency Centers)
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1777 Botelho Drive, Suite 200
Walnut Creek, CA 94596

2. The start and end dates (term) for the economic subsidy:

The start and end of the economic development subsidy are as follows:

Agreement approved September 16, 2014; subsidy term ran 10 years from occupancy, concluding June 21, 2026.

3. A description of the economic development subsidy, including the estimated total amount of the expenditure of public funds by, or of revenue lost to, the local agency as a result of the economic development subsidy:

Through the City’s Sewer Capacity Assistance Program, the City assisted Pacific Catch Inc. with 8.44 Dwelling Unit Equivalents (DUEs), which had an approximate value of $140,535.

There was no cost to transfer the City’s unused wastewater capacity rights to Pacific Catch, Inc.

4. The net tax revenue accruing to the local agency as a result of the economic development subsidy:

The City has received the projected annual tax revenue of between $35,000 and $55,000 as estimated in the Agreement.

Note: Revenue and Taxation Code Section 7056 requires that sales tax data be kept confidential since that information would reveal the business affairs or operations of a business. Thus, it is unlawful for the City to disclose specific amounts of tax revenue received from a single business or property.

5. The net number of jobs created by the economic development subsidy, broken down by full-time, part-time, and temporary positions:

Full-time positions: 26
Part-time positions: 25
Temporary positions: 0
Total: 51
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Assembly Bill 562 (2013)
Final Outcome Report on
Economic Development Subsidy
(Sewer Capacity Assistance
Program) for Pacific Catch Inc.

July 21, 2026
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Sewer Capacity Assistance Program Overview
• Established in 2010 through a partnership between the City of Dublin and the Dublin San Ramon Services District
(DSRSD).
• Provides Dwelling Unit Equivalent (DUE) credits to eligible businesses and property owners to offset DSRSD sewer
connection fees.
• Designed to reduce development costs, encourage business investment, and support economic development.
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Assembly Bill 562 (2013) Background
• AB 562 (2013) requires cities and counties granting
economic development subsidies of $100,000 or
more to provide public hearing reports on:
• The initial consideration of the subsidy.
• Five-year outcome of the subsidy.
• Outcome at the conclusion of the subsidy.
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Subsidy Background
• In 2014, the City received a request from Pacific Catch Inc. to participate in the Sewer Capacity Assistance
Program to support the opening of a new restaurant at
the Persimmon Place retail shopping center.
• On September 16, 2014, the City Council approved an
Agreement with Pacific Catch Inc. and Regency Village
at Dublin, LLC (Regency Centers).
• Pacific Catch is one of the popular destinations at
Persimmon Place, which is home to more than 20
successful retail and restaurant establishments.
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Subsidy Background, 2
• The Agreement assisted Pacific Catch Inc.
with 8.44 Dwelling Unit Equivalents (DUEs)
valued at $140,535.
• Subsidy Timeline and Reporting
• September 16, 2014 – Initial consideration
of the subsidy.
• May 21, 2019 – Five-year outcome report.
• June 21, 2026 – End of subsidy agreement
term.
• July 21, 2026 – Final outcome report.
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Final Outcome Report
• Pacific Catch Inc. has generated
between $35,000 - $55,000
annually in net tax revenue to the
City.
• An estimated 51 full- and part-time
jobs have been retained.
• The subsidy has resulted in a net
positive benefit to the City.
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Recommendation
• Conduct the public hearing, deliberate, and
accept the report.
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Agenda Item 7.1

STAFF REPORT

CITY COUNCIL

DATE: July 21, 2026

TO: Honorable Mayor and City Councilmembers

FROM: Colleen Tribby, City Manager

SUBJECT:

Ballot Measure to Amend Dublin Municipal Code Chapter 3.16 to Increase the Rate of the Transient Occupancy Tax
Prepared by: Felicia Escover, Economic Development Manager

EXECUTIVE SUMMARY:

The City Council will consider placing a measure on the November 2026 ballot to increase the City’s existing eight percent Transient Occupancy Tax (TOT) rate. The proposed ballot measure would increase the Transient Occupancy Tax by four percentage points through a phased implementation, increasing the rate from 8 percent to 10 percent effective July 1, 2027 and to 12 percent effective July 1, 2028, and would include an exemption for military families.

The proposed measure has been structured as a general tax. Revenues generated through the measure would continue to be deposited into the General Fund and used for general governmental purposes as determined through the annual budget process. As a general tax measure, the proposed Resolution requires approval by at least four affirmative votes of the City Council for placement on the November 3, 2026 ballot. The measure would require approval by a simple majority (50 percent plus one) of Dublin voters at the November 3, 2026 General Municipal Election.

STAFF RECOMMENDATION:

Adopt the Resolution Ordering the Submission to the Qualified Electors of the City of Dublin an Ordinance Amending Chapter 3.16 of the Dublin Municipal Code to Increase the Rate of the Transient Occupancy Tax and Establish a Military Family Exemption; Calling for an Election to be Consolidated With the Statewide General Election to be Held on November 3, 2026; Fixing the Date and Manner of the Election and the Procedure for Voting Therein; And Providing for Notice Thereof.

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FINANCIAL IMPACT:

A 1% increase to the Transient Occupancy Tax is estimated to generate annual revenue of approximately $175,000. A phased increase in the Transient Occupancy Tax from 8 percent to 10 percent and then from 10 percent to 12 percent is estimated to generate approximately $350,000 annually from the initial increase and approximately $700,000 annually in additional General Fund revenue once fully implemented. These numbers assume stable hotel performance and market conditions. The military exemption could reduce anticipated annual revenues up to an estimated $30,000.

Staff estimates the cost to the City at $33,630 related to the placement of the measure on the November 3, 2026 General Municipal Election ballot.

DESCRIPTION:

Background
Transient Occupancy Tax (TOT), often referred to as a “bed tax” or “hotel tax,” is authorized under California Revenue and Taxation Code Section 7280. The tax is imposed on the privilege of occupying a room or other living space in a hotel, inn, tourist home, motel, or similar lodging for a period of 30 days or less. The tax is collected by hotel operators and remitted to the City. Certain exemptions apply, including official state and federal government travel.

On September 10, 1984, the City Council adopted Ordinance 16-84 establishing the City’s TOT at 8 percent. The rate has remained unchanged since that time.

As part of the City's fiscal sustainability strategy, the City Council has discussed increasing the TOT. During the April 15, 2025 and June 3, 2025 City Council meetings, the City Council expressed interest in evaluating a potential TOT increase as one component of its budget- balancing strategies. On February 17, 2026, the City Council directed Staff to prepare ballot measure language utilizing a phased implementation approach to increase the City's TOT from 8 percent to 10 percent effective July 1, 2027, and 12 percent effective July 1, 2028.

At the June 2, 2026 City Council meeting, Staff presented the proposed ballot measure language and implementing resolution. The City Council requested additional information regarding potential impacts on the hospitality industry and the feasibility of exempting qualifying military family members from the tax. This Staff Report provides the requested information, along with relevant statewide data on TOT measures in the 2024 election.

TOT Rate Comparison and Hospitality Trends
The City of Dublin currently has six hotels within the city limits with 742 guest rooms. The hotels include:
 Aloft (4075 Grafton St.)
 Extended Stay America (4500 Dublin Blvd.)
 Holiday Inn (6680 Regional St.)
 Hyatt Place (4950 Hacienda Dr.)
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 La Quinta Inn & Suites (6275 Dublin Blvd.)
 IHG Army Hotel (operated at Camp Parks)

Regional Context
The Tri-Valley region currently has some of the lowest TOT rates in Alameda County and the East Bay, with Tri-Valley jurisdictions maintaining rates between 6.5 percent and 8 percent, as shown in Table 1. By comparison, the median TOT rate across Alameda County is 12 percent, with rates ranging from 8 percent to 14 percent. Table 1 compares Tri-Valley TOT rates, while Table 2 summarizes rates in other Alameda County cities.

Table 1. Tri-Valley Transient Occupancy Rates
County City Tax Rate (%) Effective
Date
Contra Costa Danville 6.5 07/08/1982
Alameda Dublin 8 09/10/1984
Alameda Livermore 8 10/01/1983
Alameda Pleasanton 8 09/01/1983
Contra Costa San Ramon 7.25 04/01/1993
Alameda (County) 10 01/01/2003
Contra Costa (County) 10 10/30/1990

Table 2. Transient Occupancy Rates in Other Alameda County Cities City Tax Rate (%)
Alameda 14
Albany 10
Berkeley 12
Emeryville 12
Fremont 10
Hayward 14
Newark 14
Oakland 14
San Leandro 14
Union City 13.86

In addition to reviewing regional TOT rates, Staff evaluated current hospitality market conditions to better understand the potential impacts of a TOT increase.

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Hospitality Trends in Dublin and the Tri-Valley
The Tri-Valley hospitality industry has continued its recovery from the COVID-19 pandemic, although market performance remains below pre-pandemic levels. Prior to the pandemic, occupancy rates in the Tri-Valley averaged between 74 and 76 percent. Occupancy dropped to 45 percent in 2020 and has gradually improved over the last several years. Through May 2026, average occupancy in the Tri-Valley reached 64.9 percent. Dublin hotels continue to outperform the broader Tri-Valley market, achieving approximately 70 percent occupancy in 2025.

Despite strong occupancy levels, the hospitality industry continues to face challenges. Hotels throughout the region are experiencing increasing operating costs, including labor, insurance, utilities, and maintenance expenses. Dublin's average daily rates have remained relatively flat and have decreased in some cases, limiting revenue growth and placing additional pressure on hotel operating margins. Table 3 summarizes market performance in 2025.

Table 3. 2025 Market Performance

Metric

Dublin

Tri-Valley
Occupancy 70% 62.9%
Average Daily Room Rate $114.77 $135.89
Revenue per Available
Room $80.33 $85.51

Although Dublin's occupancy rate exceeds the regional average, Dublin hotels generally command lower room rates than the Tri-Valley overall. One contributing factor is that Dublin has an older hotel inventory compared to neighboring communities. Much of Dublin's hotel stock was developed during the late 1990s and early 2000s, whereas other Tri-Valley cities have seen the addition of newer lodging products and renovations that allow them to achieve higher average daily rates. As a result, Dublin hotels tend to compete more aggressively on price while maintaining strong occupancy levels.

Overall, the data indicate that both Dublin and the broader Tri-Valley market have recovered substantially since 2020. While occupancy levels have not yet returned to historic highs, Dublin's strong performance relative to the region underscores the importance of the hospitality industry to the City's economy and highlights its ability to maintain demand despite an aging hotel inventory.

Potential Impacts of a TOT Increase
To better understand the potential impacts of increasing the City's TOT, Staff reviewed recent academic research examining lodging tax increases, along with research done by other Bay Area cities when contemplating their own TOT rate increases.

A 2021 study published in Tourism Economics examined lodging tax increases in eight U.S. destinations and found that, in most cases, higher lodging taxes did not result in significant declines in hotel occupancy, average daily room rates, or revenue. The study concluded that 445

lodging tax increases generally had little measurable impact on hotel performance, even in destinations with tax rates higher than nearby competitors (Hudson et al., 2021).

Similarly, a 2022 study published in Economic Development Quarterly concluded that hotel occupancy taxes had no statistically significant impact on hotel revenues or employment levels. The study found that hotel occupancy taxes generally have negligible impacts on hotel sales and employment and that visitors typically absorb much of the tax burden (Swenson, 2022).

Other cities have done similar research in preparation for their own TOT ballot measures. In 2018, the City of Milpitas referenced a study done by the University of Hawaii Economics Department that analyzed a 1986 increase to Hawaii’s TOT rate from 4% to 9%, and which showed “no significant impacts to demand and hotel and motel revenue” resulting from the increase (Bonham, Fujii, Im, and Mak). While the Hawaii study is 30 years old, it is notable in that it analyzed data from hotels in the State of Hawaii over a 10-year period. The City of Milpitas ultimately passed an increase to TOT from 10% to 14% in 2018 (68% voted yes). In the year after the increase, Milpitas’ TOT revenue grew from $12.1 million to $14.5 million (19.6%).

Also in 2018, Marin County passed a TOT increase from 10% to 14%. Structured as a special tax, the measure passed with 74% approval. In advance of the County placing the measure on the ballot, the Marin Economic Forum released a study that looked at data for all 58 counties in California and concluded that raising the tax rate on overnight visitors was unlikely to reduce hotel and lodging demand significantly.

Overall, the available research suggests that moderate increases in TOT are unlikely to significantly impact hotel demand or performance. Occupancy rates are dependent on a number of factors, including proximity to business or leisure amenities, quality of hotel rooms and services, base price in addition to all other fees, and the overall economy. While some studies note that highly price-sensitive travelers, tour groups, and certain market segments may be more responsive to lodging tax increases, the broader findings indicate that lodging tax increases generally do not result in substantial declines in hotel activity (Hudson et al., 2021).

Statewide Context: 2024 Ballot Activity
As part of the research for this Staff Report, Staff conducted a review of the 27 California cities and counties that had TOT measures on the November 2024 general election ballot (22 passed, five were defeated). The goal was to understand the full landscape of why agencies undertake these measures, and how they generally fare under certain circumstances.

Staff examined each jurisdiction's fiscal condition at the time of the measure, the rationale stated in ballot language and council staff reports, the size of the rate increase proposed, the number of years the rate had gone unchanged before the proposed increase, the outcome of the vote, and the percentage of yes votes received. Staff found that the reasons cities pursue TOT ballot measures can be grouped into three distinct categories: 1) they are experiencing a fiscal crisis; 2) they are engaging in prevention of a deficit that is either imminent or can be foreseen in the near future; or 3) they are taking a proactive approach – that is, they are not 446

fiscally stressed but are actively seeking out long-term structural revenues, and are acutely aware of the fact that their TOT rates have not kept pace with other increased costs over a long period of time.

The following is a brief discussion of TOT measures in each category. Attachment 3 provides the full data. (Note that Staff removed Coachella, Del Mar, and Del Rey Oaks from the data. All three passed TOT measures in 2024 related to short-term rentals only, not hotels).

1. Fiscal Crisis (four measures, 100% pass rate). The most direct driver of California TOT measures in 2024 was a declared general fund deficit. The four cities (Fairfield, Menlo Park, Pacifica, and Santa Rosa) named their budget shortfall explicitly in placing the measure on the ballot. Fairfield faced a $20 million deficit driven in part by programs created with one- time COVID relief funding that had since become ongoing obligations. Menlo Park projected an $800,000 deficit driven by state funding uncertainty and rising pension costs. Pacifica described a $3.2 million structural imbalance between its revenues and the cost of maintaining city services and characterized its fiscal position as a “tipping point.” Santa Rosa was contending with a $13.3 million general fund gap caused by chronically underperforming sales tax revenues.

All four of these measures passed. It is worth noting, however, that the additional TOT revenue generated - ranging from roughly $600,000 to $3.6 million annually - addressed only a fraction of the deficits in question. In each case, the TOT increase was one element of a broader strategy that also included expenditure reductions, draws on reserves, and additional revenue measures.

2. Deficit Prevention (four measures, 100% pass rate). A second group of jurisdictions was not in active deficit but faced fiscal stress that was expected to worsen without intervention. Fort Bragg technically balanced its Fiscal Year 2024-25 budget, but only by $47,000 and by drawing on reserves. It projected an annual deficit of up to $1 million in coming years driven by pension costs, and the TOT measure was framed explicitly as deficit prevention. Newark cited inflationary cost pressures outpacing post-pandemic revenue recovery and used the measure to fund a new reserve for aging city infrastructure. Santa Barbara County, which had an $11.9 million surplus in Fiscal Year 2024-25, placed a measure on the ballot because its multi-year forecast showed a $2.6 million deficit arriving in the future that was projected to grow.

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3. Proactive Approach (16 measures, 69% pass rate). The largest category of TOT measures in 2024 involved agencies that were in sound fiscal health at the time but cited long- term stability - essentially, the ability to continue to provide essential services over time - as the reason for the measure. Most had also not updated their hotel tax rate in many years, leaving it out of step with neighboring jurisdictions and with the rising cost of services that tourism imposes on city infrastructure. Rancho Cucamonga's rate had been unchanged since 1983 (41 years), Hollister's since 1986 (38 years), and Auburn's since 1991 (33 years). The argument in these cases was not fiscal emergency but fairness: visitors using city roads, parks, and public safety services should contribute more equitably to the cost of providing them, and cities should not be leaving an ongoing revenue source on the table that neighboring jurisdictions are already collecting.

Several jurisdictions used the TOT as a vehicle for funding a particular program rather than for general fiscal purposes. The Town of Mammoth Lakes, which was in strong financial shape with fund balances growing 9% year over year, passed a 2-percentage-point increase and immediately dedicated 100% of the new revenue to its workforce housing program. Mono County's unincorporated areas similarly tied their increase to affordable housing, childcare, and public safety investments. Dunsmuir used its measure to fund the replacement of a public works facility.

Of the five measures that failed in this category, notable examples include Avenal’s, which bundled three different taxes into one measure, and Mission Viejo’s, which was structured as a special tax requiring a 2/3 supermajority vote.

Military Family Exemption
At the June 2, 2026 City Council meeting, the City Council requested that Staff evaluate an exemption for qualifying military family members. Staff estimates that including a military family exemption would have a limited fiscal impact (less than $30,000) due to the relatively small number of qualifying stays, although the precise revenue reduction would depend on utilization.

Summary
Consistent with the City Council’s direction in February, Staff has prepared ballot measure language that increases Dublin’s Transient Occupancy Tax by four percentage points through a phased implementation, is structured as a general tax, and includes an exemption for military families. Revenues generated through the measure would continue to be deposited into the General Fund and used for general governmental purposes as determined through the annual budget process.

As a general tax measure, the proposed Resolution requires approval by at least four affirmative votes of the City Council for placement on the November 3, 2026 ballot. The measure would require approval by a simple majority (50 percent plus one) of Dublin voters at the November 3, 2026 General Municipal Election.

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STRATEGIC PLAN INITIATIVE:

Strategy 2: Fiscal Sustainability
Objective B: Identify and pursue new ongoing revenue sources to support long-term fiscal stability.

NOTICING REQUIREMENTS/PUBLIC OUTREACH:

Prior to the February 17, 2026 City Council meeting, Staff conducted preliminary outreach and discussions with local hotel operators regarding market conditions, business trends, and the potential for a Transient Occupancy Tax increase as part of the City’s ongoing Hospitality Expansion initiative identified in the adopted Economic Development Strategy.

Since that meeting, Staff has continued to provide updates to local hoteliers regarding the proposed ballot measure and has extended invitations for additional meetings and discussions.

In addition to these conversations, Staff has continued ongoing efforts to support local hotels and hospitality businesses. These efforts have included creating a $250,000 Economic Development Support Reserve, developing promotional materials, and incorporating hospitality considerations into the City's marketing and branding strategy. Based on discussions to date, local hotel operators generally do not support increasing the TOT.

Staff has not conducted formal public polling specific to the proposed measure. However, responses from the City's 2025 Community Survey indicate majority support for increasing the TOT paid by hotel guests as shown in Table 4.

Table 4. Polling Results for the Statement:
“Increasing the Transient Occupancy Tax Paid by Hotel and Motel Guests” Strongly
Support
Somewhat
Support
Somewhat
Oppose
Strongly
Oppose
Don’t
Know
Total
Support
Total
Oppose
21% 31% 18% 17% 13% 52% 35%

The City Council Agenda was posted. The Staff Report has also been shared with local hoteliers.

ATTACHMENTS:

1) Resolution Ordering the Submission to the Qualified Electors of the City of Dublin an Ordinance Amending Chapter 3.16 of the Dublin Municipal Code to Increase the Rate of the Transient Occupancy Tax and Establish a Military Family Exemption; Calling for an Election to be Consolidated with the Statewide General Election to be Held on November 3, 2026; Fixing the Date and Manner of the Election and the Procedure for Voting Therein; And Providing for Notice Thereof
2) Exhibit A to the Resolution – Ordinance Amending Section 3.16.030 of the Dublin Municipal Code to Increase the Rate of the Transient Occupancy Tax and Establish a Military Family Exemption
3) Summary of 2024 California TOT Ballot Measures
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Reso. No. XX-26, Item X.X, Adopted 07/21/2026 Page 1 of 4 RESOLUTION NO. XX – 26

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF DUBLIN

ORDERING THE SUBMISSION TO THE QUALIFIED ELECTORS OF THE CITY OF DUBLIN AN ORDINANCE AMENDING CHAPTER 3.16 OF THE DUBLIN MUNICIPAL CODE TO INCREASE

THE RATE OF THE TRANSIENT OCCUPANCY TAX AND ESTABLISH A MILITARY FAMILY EXEMPTION; CALLING FOR AN ELECTION TO BE CONSOLIDATED WITH THE STATEWIDE GENERAL ELECTION TO BE HELD ON NOVEMBER 3, 2026; FIXING THE DATE AND MANNER OF THE ELECTION AND THE PROCEDURE FOR VOTING THEREIN; AND PROVIDING FOR

NOTICE THEREOF

WHEREAS, the City of Dublin currently imposes a Transient Occupancy Tax (“TOT”) pursuant to Chapter 3.16 of the Dublin Municipal Code; and

WHEREAS, the City Council adopted Ordinance No. 16-84 on September 10, 1984 establishing the City’s current TOT rate of eight percent; and

WHEREAS, the TOT is imposed on the privilege of occupying a room or other lodging in a hotel, motel, inn, or similar facility within the City for a period of thirty (30) consecutive calendar days or less; and

WHEREAS, the TOT is paid by visitors staying in hotels and lodging establishments within the City and is an important source of General Fund revenue supporting municipal services and operations; and

WHEREAS, the City Council has identified the importance of maint aining long -term fiscal sustainability and identifying additional ongoing revenue sources to support municipal services, infrastructure, public safety, and quality of life initiatives; and

WHEREAS, on February 17, 2026 the City Council received a report regarding the City’s Transient Occupancy Tax and directed Staff to prepare a ballot measure to increase the TOT utilizing a phased implementation approach; and

WHEREAS, the proposed ballot measure would increase the TOT from 8% to 10% effective July 1, 2027, and from 10% to 12% effective July 1, 2028; and

WHEREAS, the proposed measure is structured as a general tax measure, with revenues deposited into the City’s General Fund and available for general governmental purposes as determined through the annual budget process; and

WHEREAS, pursuant to Article XIII C of the California Constitution and applicable provisions of the California Elections Code, a general tax proposed by a local government must be submitted to the voters at a re gularly scheduled general municipal election and approved by a majority vote of the electorate.

NOW, THEREFORE, BE IT RESOLVED THAT THE CITY COUNCIL OF THE CITY OF DUBLIN DOES HEREBY RESOLVE AND ORDER AS FOLLOWS:

Section 1. That pursuant to the requirements of the Elections Code of the State of California and other applicable law, there is called and ordered to be held in the City of Dublin, California, on November 450
Reso. No. XX-26, Item X.X, Adopted 07/21/2026 Page 2 of 4 3, 2026 an election at which there shall be submitted to the qualified voters of the City a measure to amend Chapter 3.16 of the Dublin Municipal Code to increase the Transient Occupancy Tax.

Section 2. The ballot question for the proposed ordinance shall be as follows:

“Shall the measure to protect essential City of Dublin general services, such as police, fire, emergency medical, street maintenance, and parks and recreation, by increasing the City's transient occupancy tax, which is paid by hotel and lodging guests excepting families visiting servicemembers stationed at Camp Parks, from 8% to 10% on July 1, 2027 and to 12% on July 1, 2028, and generating approximately $7,000,000 over a ten year period that cannot be taken by the State, be adopted?”

Section 3. The Ordinance to be considered by the voters pursuant to Section 2 of this Resolution is as set forth in Exhibit A.

Section 4. (a) An election on the measure set forth in Section 2 shall be held in consolidation with the statewide general election to be held on November 3, 2026, and shall be held and conducted in the manner prescribed in Section 10418 of the Elections Code of the State of California.

(b) The election on the measure set forth in Section 2 shall be held and conducted, the votes canvassed and the returns made, and the results ascertained and determined as provided by law.

(c) The election for the measure set forth in Section 2 shall be held as required by law, and the Alameda County Registrar of Voters is authorized to canvass the returns of that election with respect to the votes cast in the City of Dublin.

(d) At the next regular meeting of the City Council of the City of Dublin occurring after the returns of the election for the measure set forth in Section 2 have been canvassed and the certification of the results provided to the City Council, the City Council shall cause to be entered in its minutes a statement of the results of the election.

Section 5. (a) In accordance with Elections Code sections 9282 and 9283, arguments submitted for or against the measure shall not exceed 300 words in length and shall be printed upon the same sheet of paper and mailed to each voter with the sample ballot for the election and may be signed by not more than five persons.

(b) In accordance with Ele ctions Code section 9282, the following headings, as appropriate, shall precede the arguments’ wording, but shall not be counted in the 300-word maximum: “Argument Against Measure __” or “Argument In Favor of Measure __” (the blank spaces being filled only with the letter or number, if any, designating the measure).

(c) In accordance with Elections Code section 9283, printed arguments submitted to voters in accordance with section 9282 of the Elections Code shall be filed with the City Clerk, accompanied by the printed name(s) and signature(s) of the author(s) submitting it or, if submitted on behalf of an organization, the name of the organization and the printed name and signature of at least one of its principal officers. Arguments are due in the office of the City Clerk prior to 4:00 p.m., on August 3, 2026.

Section 6. (a) Pursuant to Elections Code section 9285, when the City Clerk has selected the arguments for and against the measure, that will be printed and distributed to the voters, the City Clerk shall send copies of the argument in favor of the measure to the authors of the argument against, and copies of the argument against to the authors of the argument in favor. Rebuttal arguments shall be 451
Reso. No. XX-26, Item X.X, Adopted 07/21/2026 Page 3 of 4 printed in the same manner as the direct arguments. Each rebuttal argument shall immediately follow the direct argument that it seeks to rebut.

(b) Rebuttal arguments shall not exceed 250 words and shall not be signed by more than five persons. The persons that sign the rebuttal arguments may be different persons than the persons that signed the direct arguments.

(c) The last day for submission of rebuttal arguments for or against the measure shall be by 4:00 p.m. on August 13, 2026.

Section 7. In accordance with Elections Code section 9280, the City Attorney is directed to file with the City Clerk an impartial analysis of the measure, not to exceed 500 words, showing the effect of the measure on the existing law and the operation of the measure.

Section 8. The City of Dublin recognizes that additional costs may be incurred by the County by reason of the measure and agrees to reimburse the County for such costs. The City Manager is hereby authorized and directed to appropriate the necessary funds to pay for the City's cost of placing the measure on the election ballot.

Section 9. (a) The City Clerk is directed to file a certified copy of this resolution with the Board of Supervisors of Alameda County and the Alameda County Elections Department. The City Clerk is hereby authorized and directed to ta ke all steps necessary to place the measure on the ballot and to cause a synopsis of the measure to be published once in a newspaper of general circulation in accordance with California Elections Code 12111. A copy of the measure shall be made available to any voter upon request. The City Clerk is authorized and directed to give further additional notice of the measure in the time, form, and manner required by law.

(b) In all particulars not recited in this Resolution, the election shall be held and conducted as provided by law for holding municipal elections.

Section 10. This Resolution and the measure are not a project under the California Environmental Quality Act (CEQA).

{Signatures on the following page}

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Reso. No. XX-26, Item X.X, Adopted 07/21/2026 Page 4 of 4

PASSED, APPROVED AND ADOPTED BY at least a two-thirds vote of the City Council of the City of Dublin, on this 21 day of July, 2026 by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

______________________________
Mayor
ATTEST:

_________________________________
City Clerk
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Attachment 2

Exhibit A

AN ORDINANCE OF THE CITY OF DUBLIN

AMENDING CHAPTER 3.16 OF THE DUBLIN MUNICIPAL CODE TO INCREASE THE

TRANSIENT OCCUPANCY TAX AND ESTABLISH A MILITARY FAMILY EXEMPTION

The People of the City of Dublin do ordain as follows:

Section 1. Effective July 1, 2027, Section 3.16.030 of the Dublin Municipal Code is amended to read as follows (material deleted from the Dublin Municipal Code is in strikeout type and additions shown in underline):

Pursuant to the authority of Section 7280 and 7281 of the Revenue and Taxation Code, for the privilege of occupancy in any hotel, each transient subject to and shall pay a tax in the amount of eight percent (8%)ten percent (10%) effective July 1, 2027 and twelve percent (12%) effective July 1, 2028 of the rent charged by the operator. The tax constitutes a debt owed by the transient to the city which is extinguished only by payment to the operator of the hotel at the time the rent is paid. If the rent is paid in installments, a proportionate share of the tax shall be paid with each installment. The unpaid tax shall be due upon the transient's ceasing to occupy space in the hotel. If for any reason the tax due is not paid to operator of the hotel, the Tax Administrator may require that such tax be paid directly to the Tax Administrator.

Section 2. Effective July 1, 2027, Section 3.16.040 of the Dublin Municipal Code is amended to read as follows (material deleted from the Dublin Municipal Code is in strikeout type and additions shown in underline):

A. No tax shall be imposed upon:

1. Any person as to whom, or any occupancy as to which, it is beyond the power of the city to impose the tax herein provided;

2. Any federal or state of California officer or employee when on official business;

3. Any officer or employee of a foreign government who is exempt by reason of express provision of federal law or international treaty.

4. Any member of the immediate family of a servicemember, during any period in which the servicemember is assigned to/stationed at or performing military duty at the Parks Reserve Forces Training Area. For purposes of this subsection, “servicemember” means a member of the Armed Forces, including any reserve component and the National Guard, regardless of duty status; and “immediate family” means an individual’s spouse or registered domestic partner, and the individual's child, parent, or legal guardian.

B. No exemption shall be granted except upon a claim therefor made at the time rent is collected and under penalty of perjury upon a form prescribed by the Tax Administrator.

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Attachment 3
# Jurisdiction County Rate change # Years
Unchanged Outcome Yes
Votes
Annual
$ Note
1 Fairfield Solano 10% → 12% 40 Passed 67% $600K City declared $20M deficit driven by COVID-era program expansions, rising costs, underfunded reserves. TOT was one of two ballot revenue measures to address the shortfall.
2 Menlo Park San Mateo 12% → 15.5% 12 Passed 84% $3.6M City projected $800K general fund deficit for FY 24-25 driven by state funding uncertainty and rising pension/personnel costs. Council explicitly cited the TOT as a response to the structural shortfall. 3 Pacifica San Mateo 12% → 15% 12 Passed 80% $720K City identified a $3.2M structural deficit between ongoing revenues and expenditures. General revenues insufficient to keep pace with rising municipal service costs.
4 Santa Rosa Sonoma 9% → 11% 31 Passed 67% $1.2M Adopted budget showed $13.3M general fund deficit. Measure placed on ballot explicitly to address the budget deficit.
1 Buellton Santa
Barbara
12% → 14% 15 Passed 54% $600K Measure framed around slowed budget growth, rising costs, and high impacts from tourism.
2 Fort Bragg Mendocino 12% → 14% 8 Passed 80% $400K FY 2024-25 adopted budget balanced with only $47K surplus, requiring reserve draws. City projected $548K–$963K annual deficit without new revenue. TOT framed as deficit prevention.
3 Newark Alameda 10% → 14% 23 Passed 80% $2.1M Biennial 2024-26 budget acknowledged inflationary pressures outpacing revenue recovery. City established a Maintenance Reserve Fund to address aging infrastructure gap. No declared deficit but cost pressures were the stated driver.
4 Santa Barbara
County (uninc.)
Santa
Barbara
12% → 14% 7 Passed 66% $3M Fiscally healthy at the time of the measure, with a clear and documented fiscal problem arriving in the near term.
1 Alpine County
(uninc.)
Alpine 10% → 14% 33 Passed 68% $364K Rate unchanged for 33 years; measure framed around rate modernization and competitive alignment.
2 Auburn Placer 8% → 10% 33 Passed 66% $162K Rate unchanged for 33 years; measure framed around modernization and fairness.
3 Carpinteria Santa
Barbara
12% → 15% 16 Passed 75% $750K Measure framed around building general fund capacity ahead of rising costs,visitor equity and long-term fiscal health rather than crisis response 4 Dunsmuir Siskiyou 10% → 12% not found Passed 73% $58K Measure framed around financial resiliency for the city. 5 Hollister San Benito 8% → 12% 38 Passed 52% $300K First increase since 1986; intended to mitigate for visitor impacts on public safety, parks, streets.
2024 California TOT Ballot Measures — Grouped by Measure Rationale GROUP 1 - Active Fiscal Crisis: declared deficit as primary driver (4 measures · 100% pass rate) GROUP 2 - Deficit Prevention: technically balanced but shortfall imminent or in near future (4 measures · 100% pass rate) GROUP 3 - Proactive Approach: no immediate fiscal stress; focus on long-term stability and community funding; stale rates (16 measures · 69% pass rate) 455
Attachment 3
# Jurisdiction County Rate change # Years
Unchanged Outcome Yes
Votes
Annual
$ Note
6 Mammoth
Lakes
Mono 13% → 15% 10 Passed 63% $4M Measure driven by program priorities rather than fiscal stress. 7 McFarland Kern 8.25% → 9.25% not found Passed 59% $1M Measure framed around funding general community needs and services:
road resurfacing, public safety, other.
8 Mono County
(uninc.)
Mono 12% → 15% 20 Passed 60% $1.1M Measure framed around funding general community needs and services:
housing, public safety, childcare, parks.
9 Monterey Park Los
Angeles
12% → 13% 35+ Passed 76% $500K First TOT change over 35 years; framed around funding services: fire protection, police patrols, park maintenance, senior/youth programs. 10 Rancho
Cucamonga
San
Bernardino
10% → 12% 41 Passed 58% $1M Rate unchanged since 1983. Measure framed around planning for the future and "long-term budgeting of key City functions" rather than closing a current shortfall. City conducted public opinion polling before placing measure on the ballot.
11 Solvang Santa
Barbara
12% → 14% 12 Passed 69% $1M No declared deficit, but a recognition that the city needed to build revenue capacity to stay in positive position.
12 Avenal Kings → 15% not found Failed 44% $84K Bundled three separate taxes into one vote - a vacancy tax on unused commercial spaces and uninhabited residences, setting a TOT at 15%, and business license tax update.
13 Mission Viejo Orange 8% → 12% 39 Failed 47% $670K Only one in CA structured as a Special Tax, requiring 2/3 supermajority.

Was to be dedicated specifically to police services, emergency response, and infrastructure.
14 San Bernardino
County (uninc.)
San
Bernardino
7% → 11% 22 Failed 43% $9.4M Measure framed around revenue opportunity and competitive positioning. 15 Turlock Stanislaus 9% → 14% 15 Failed 38% $1.1M Fiscally healthy at the time of the measure. Measure framed around funding public safety, recreation, roads, other city services. 16 Ukiah Mendocino 10% → 13% 18 Failed 45% $420K Measure framed around helping "the City better plan for long-term sustainability of key City functions."
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Consideration of Ballot Measure to
Increase the Transient Occupancy
Tax and Establish an Exemption for
Qualifying Military Family Members
July 21, 2026
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Background
April 2024
April 2025
June 2025
February 2026
Council adopted the Fiscal Year 2024-2026 Strategic Plan that identified Long-Term Infrastructure and Sustainability Investments as a goal – “5A.

Continue to explore funding mechanisms for capital and ongoing maintenance needs. ”
Council identified a potential TOT increase as part of the City’s fiscal sustainability and budget-balancing strategy.

Council continued its discussion and expressed interest in further evaluating a potential TOT increase.

Council unanimously directed staff to prepare ballot measure language for a phased increase from 8% to 10% in 2027 and 12% in 2028. 458
Background, 2
April 2026
June 2026
July 2026
Council adopted the Fiscal Year 2026-2028 Strategic Plan that identified Fiscal Sustainability as a goal – “2B. Identify and pursue new ongoing revenue sources to support long-term fiscal stability. ” Staff presented the proposed ballot measure. Council requested additional analysis of hospitality impacts and a potential military family exemption.

Discussion and consideration continued.
459
Background, 3
• Authorized under California Revenue &
Taxation Code §7280
• Applied to hotel stays of 30 days or less
unless exempt
• Established in 1984 at 8%
• Any increase requires voter approval
• A general tax requires:
• A City Council 2/3 majority vote (4 of 5); and
• A simple majority of voter (50% + 1) approval
• Revenues deposited into the General Fund
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Proposed Action
• Establish an exemption for qualifying military
family members
• Increase the TOT in a Phased Approach
• 8% effective through June 30, 2027
• 10% effective July 1, 2027
• 12% effective July 1, 2028
Timing Rate Increase from 8% Annual Revenue
Current 8% None $1.4M
July 1, 2027 10% + 350K $1.75M
July 1, 2028 12% + 700K $2.1M
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Regional Context
County City TOT Tax Rate
Contra Costa Danville 6.50%
Contra Costa San Ramon 7.25%
Alameda Dublin 8%
Alameda Livermore 8%
Alameda Pleasanton 8%
Alameda Albany 10%
Alameda Fremont 10%
Alameda (County) 10%
Contra Costa (County) 10%
Alameda Berkeley 12%
Alameda Emeryville 12%
Alameda Union City 13.86%
Alameda Alameda 14%
Alameda Hayward 14%
Alameda Newark 14%
Alameda Oakland 14%
Alameda San Leandro 14%
• Tri-Valley TOT rates remain
among the lowest in the region
Nearby jurisdictions currently
range from 6.5% to 8%.
• A 12% rate would align Dublin
with the Alameda County
median
It would remain below several
Alameda County cities with
rates of approximately 14%.
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Regional Context, 2
• The City of Pleasanton unanimously
adopted a Resolution placing a ballot
measure on the November 2026 ballot
to increase TOT.
• 10% effective July 1, 2027
• 12% effective July 1, 2028
• Authorized two Councilmembers to file
a written argument in support of the
measure.
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Hospitality Context
Tri-Valley average.

What the Data Showed
• Strong occupancy: Dublin hotels outperformed the broader Tri-Valley market in 2025.
• Lower room rates: Dublin’s average daily rate was approximately $21 lower than the regional average.
• Narrower revenue gap: Despite lower room rates, Dublin’s stronger occupancy helped keep revenue per available room relatively close to the Tri-Valley average.

Metric Dublin Tri-Valley
Occupancy 70% 62.9%
Average Daily Room Rate $114.77 $135.89
Revenue per Available Room $80.33 $85.51
Additional Context
• Dublin has six hotels and
742 guest rooms.
• Much of the City’s hotel
inventory dates to the late
1990s and early 2000s.
• Hotels continue to face
rising labor, insurance,
utility, and maintenance
costs.
• Regional occupancy has
improved but remains
below pre-pandemic
levels.
2025 Market Performance
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Academic Research and Relevant Studies
Multiple peer-reviewed academic studies examining lodging tax increases have found that moderate rate increases generally have minimal impact on hotel performance and do not result in measurable declines in:

However, highly price-sensitive travelers, tour groups, and certain market segments may be more responsive to an increase.

Hotel
Occupancy
Hotel
Revenue
Hotel
Employment
Average Daily
Room Rate
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Hudson et al. – Tourism Economics
• Timing
Published in 2021; analyzed monthly hotel data from 2010–2015. • Scope
Eight destinations: Chicago, Atlanta, Huntsville, Riverside, El Paso, Cincinnati, Gilbert, and Maine. • Methodology
Mixed-method study combining 27 stakeholder interviews with Smith Travel Research data.

Researchers compared each destination with at least three nearby competitors and examined two years before and two years after the tax increase.
• Measures
Occupancy, average daily rate, RevPAR, room supply, room demand, and competitor room rates. • Results
The study found no consistent evidence that higher lodging taxes caused an overall economic loss.

Occupancy was generally unaffected, while room rates often increased, suggesting much of the tax was passed on to visitors. Results varied by market.
• Key takeaway
Across eight U.S. destinations, lodging-tax increases generally had limited effects on hotel performance.
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Swenson - Economic Development Quarterly
• Timing
Published in 2022; examined California hotel data from 2003–2009. • Scope
Approximately 11,000 hotels and motels per year across 241 California cities, totaling more than 77,000 establishment-year observations.
• Methodology
Used establishment-level sales, employment, location, and credit data from the National Establishment Time-Series database. Fixed-effects regression models compared city tax rates and the rates of nearby competitors.
• Measures
Hotel sales, employment, credit risk, city tax rate, tax-rate thresholds, and the tax-rate difference from the five nearest competitors.
• Results
Hotel-tax rates had no statistically significant effect on hotel sales or employment. Hotels in higher-tax cities showed some evidence of weaker credit ratings, but the main operating impacts were negligible.
• Key takeaway
Across thousands of California hotels, higher TOT rates were not associated with significant reductions in sales or employment.
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University of Hawaii Study
• Timing
Published in 1991; Examined Hawaii’s 1986 increase from 4% to 9% using approximately 10 years of hotel data.
• Scope
Statewide Hawaii hotel and motel market.
• Methodology
Interrupted time-series analysis comparing hotel performance before and after the tax increase.
• Measures
Hotel demand and real hotel and motel revenue.
• Results
The study found no statistically significant effect on hotel demand or hotel and motel revenue following the tax increase.
• Key takeaway
Even a five-percentage-point increase showed no significant effect on statewide hotel demand or revenue.
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Marin Economic Study
• Timing
Economic brief released in July 2018 while Marin County considered increasing the unincorporated-area TOT from 10% to 15%.
• Scope
Unincorporated Marin, Marin County overall, all 58 California counties, and regional comparisons with Sonoma, Napa, and San Francisco.
• Methodology
Combined a literature review with historical TOT revenue, taxable hotel sales, average daily rate, inflation-adjusted trends, county comparisons, and correlation analysis. Data generally covered FY 1991–92 through FY 2015–16.
• Measures
TOT revenue, hotel-room sales, average daily rates, tax rates, regional revenue trends, and economic indicators.
• Results
The brief concluded that the increase was unlikely to significantly reduce hotel demand. Marin’s TOT performance appeared more closely tied to regional tourism demand and broader economic conditions than to its tax rate alone.
• Key takeaway
The Marin analysis suggested that a higher TOT would have limited demand impacts, although it was a descriptive study rather than a causal evaluation. 469
2024 Transient Occupancy Tax Ballot Activity
27 hotel-related TOT measures appeared on the November 2024 ballot in California Overall, 22 of 27 TOT Measure Passed in November 2024 | 81% Overall Pass Rate Active Fiscal
Crisis
100% Passed
4 of 4 Measures
Jurisdictions facing an active
deficit used TOT increases as
part of a broader budget-
balancing strategy.

Deficit Prevention
100% Passed
4 of 4 Measures
Jurisdictions acted before
deficits materialized, citing
reasons like infrastructure
needs and other rising costs.

Proactive Fiscal
Sustainability
69% Passed
11 of 16 Measures
Jurisdictions in generally
stable financial condition
pursued long-term structural
revenue.
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Outreach, Hospitality Support, and Public Input
• Staff conducted preliminary outreach before the
February 17 Council meeting and continued to
provide updates and invitations for additional
discussion.
• Local hotel operators generally do not support
increasing the TOT.
• Staff continues to support the hospitality industry
through:
• Destination marketing and promotional efforts
• $250,000 Economic Development Support Reserve
• Hospitality considerations incorporated into the City’s marketing and branding strategy
• Continued coordination with local hotel operators and Visit Tri-Valley
2025 Community Survey Input
“Increasing the TOT paid by hotel and
motel guest”
Strong Support - 21%
Somewhat Support – 31%
Don’t Know – 13%
Somewhat Oppose – 18%
Strongly Oppose – 17%
Total Support
52%
Total Oppose
35%
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Recommended Ballot Measure Language
Shall the measure to protect essential City of Dublin general services, such as police, fire, emergency medical, street maintenance, and parks and recreation, by increasing the City's transient occupancy tax, which is paid by hotel and lodging guests excepting families visiting servicemembers stationed at Camp Parks, from 8% to 10% on July 1, 2027 and to 12% on July 1, 2028, and generating approximately
$7,000,000 over a ten year period that cannot be taken by the State, be adopted?
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Staff Recommendation
Adopt the Resolution Ordering the Submission to the Qualified Electors of the City of Dublin an Ordinance Amending Chapter 3.16 of the Dublin Municipal Code to Increase the Rate of the Transient Occupancy Tax and Establish a Military Family Exemption; Calling for an Election to be Consolidated with the Statewide General Election to be Held on November 3, 2026; Fixing the Date and Manner of the Election and the Procedure for Voting Therein; and Providing for Notice Thereof.
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Agenda Item 8.1

STAFF REPORT

CITY COUNCIL

DATE: July 21, 2026

TO: Honorable Mayor and City Councilmembers

FROM: Colleen Tribby, City Manager

SUBJECT:

Two-Year Strategic Plan Update and Final Report for Fiscal Years 2024- 25 and 2025-26
Prepared by: Jordan Foss, Senior Management Analyst

EXECUTIVE SUMMARY:

The City Council will receive an update and final report on the City’s Two-Year Strategic Plan for Fiscal Years 2024-25 and 2025-26.

STAFF RECOMMENDATION:

Receive the report and presentation.

FINANCIAL IMPACT:

None.

DESCRIPTION:

The City Council adopted the City’s Two-Year Strategic Plan (Fiscal Years 2024-25 and 2025- 26) on April 2, 2024. This Plan sets the overall direction for the City, guiding resources and setting specific objectives. The City Manager assigns new work plan tasks as needed to implement the strategies and objectives.

On August 19, 2025, the City Council received an update on the first year of the Strategic Plan, covering the period of July 1, 2024 through June 30, 2025. Key highlights for the first year can be found in Attachment 2.

This report covers the second year of the Strategic Plan (July 1, 2025 through June 30, 2026) and serves as the final report to the City Council. A detailed discussion of the updates is provided in Attachment 1, with a summary below. To ensure transparency, existing items are not removed when completed; instead, they remain to reflect the efforts made toward each objective.
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Key Accomplishments: July 1, 2025 – June 30, 2026

Strategy 1: Economic Development, Small Business Support, and Downtown Dublin

 Staff collaborated with a consultant to conduct extensive outreach to inform the Marketing and Branding Strategy, including individual interviews with City Councilmembers, focus groups with industry stakeholders and regional partners, and a community survey.
 Staff distributed a flyer promoting the Small Business Navigator Program in Hindi, Traditional Chinese, Simplified Chinese, and Spanish to ensure accessibility for a diverse business community.
 The Business Concierge Program remained active, with the Economic Development Department responding to 559 requests for assistance.
 Staff completed a comprehensive update to the "How to Start a Business" guide and developed a user-friendly handout to explain the business entitlement process.  The City published a Business Entitlement Process Guide in collaboration with internal departments and the Dublin San Ramon Services District, providing businesses with clear guidance on entitlement and permitting requirements, timelines, and agency coordination.
 The cities of Dublin and Livermore agreed on a phased approach to the Dublin Boulevard – North Canyons Parkway Extension project, focusing initial efforts on roadway improvements within their respective jurisdictions, with the segment within unincorporated Alameda County to be addressed in a future phase when funding has been identified and secured.

Strategy 2: Public Safety

• Alameda County Fire Department and Public Works staff completed the installation of new fire station alerting systems at all three Dublin fire stations, finishing a multi-year infrastructure upgrade.
• The City purchased two mobile camera trailers equipped with license plate readers and live-feed video camera technology to enhance crime prevention and situational awareness capabilities.
• Situational Awareness Cameras were installed at Arnold Road/Horizon Parkway and at designated intersections citywide, expanding the City’s public safety technology network.
• Pedestrian signage was installed at various locations along Arnold Road to provide wayfinding for individuals released from Santa Rita Jail to the Dublin/Pleasanton BART station.
• Dublin Police Services (DPS) and the National Coalition Against Prescription Drug Abuse hosted a prescription drug and fentanyl safety community forum at Emerald High School and subsequently installed a free Naloxone distribution box in the public lobby of the police station in partnership with Alameda County Health and the California Department of Health Care Services.
• DPS hosted a Public Safety Fair at Emerald Glen Park, providing hands-on 475

engagement with first responders and emergency preparedness resources. The event featured 33 vendors and drew approximately 600 community members. • Staff issued a Request for Qualifications for a functional and physical condition assessment of the City’s three fire stations, with statements of qualifications received from 10 consulting firms and consultant selection targeted before the end of the first quarter of Fiscal Year 2026-27.

Strategy 3: Housing Inclusivity and Affordability

• The City Council approved amendments to the Dublin Municipal Code implementing Housing Element Program B.15 (Replacement Housing) and Program D.1 (Remove Development Constraints), and completed rezoning of properties with Planned Development Residential Zoning.
• The Sunflower Hill at Grace Pointe project received Planning Commission approval on December 9, 2025. The project also received a Housing and Urban Development Fiscal Year 2025-26 Economic Development Initiative – Community Project Funding grant of $2 million, with federal funding support requested through a letter to Congressman Swalwell.
• The City Council authorized the application for the Affordable Housing and Sustainable Communities Program grant for the 300-unit Amador Station Affordable Housing Project.
• The City entered into an Indemnity Agreement with Alameda County to allow Tri-Valley regional preference points for the Regional Street Senior Affordable Housing project. • Staff conducted buyer meetings for families purchasing deed-restricted accessory dwelling units and Below Market Rate (BMR) Units at Francis Ranch, with four BMR families also receiving First-Time Home Buyer Loan Program funds from the City. The First-Time Home Buyer Loan Program was also amended to increase program utilization and ensure compatibility with other loan programs. • The City hosted the Tri-Valley Affordable Housing Fair at The Wave in collaboration with the cities of Livermore and Pleasanton, drawing more than 250 attendees and connecting residents with 18 agencies and organizations offering housing resources.

Strategy 4: Inclusive and Effective Government

• The City Council increased the Dublin Boulevard Extension Advance Reserve to $71,042,736 and the Downtown Reserve to $45,000,000 through contributions made as part of the Fiscal Year 2024-25 Fourth Quarter Financial Review. An additional $5 million was added to the Village Parkway Pavement Reconstruction Reserve to address an identified project funding shortfall.
• Phase 1 of the Iron Horse Trail Open Space and Nature Park opened, delivering 1,700 feet of new multi-use trail connecting Amador Valley Boulevard to Stagecoach Park, with accessible paths, seating areas, bike racks and a repair station, and interpretive signage highlighting the site’s railroad history and natural ecology. • Forest Park opened to the community, featuring a multi-use sports court for basketball and futsal, a pollinator garden, a nature-inspired playground, a reservable picnic area, and a unique tree adoption program.
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• The City awarded $330,000 in Human Services Grants in Fiscal Year 2025-26 to 24 community benefit organizations, funding 28 programs throughout the Tri-Valley. • The Finance Department launched the OpenGov Budget Transparency Portal, enabling the public to access budget summary data, explore customizable graphical displays, and interact with detailed financial tables and charts. • The Dublin C.R.E.A.T.E.S. Cultural Event Program hosted three cultural celebration events attracting more than 8,000 attendees. The program was consolidated into a unified format approved by the Heritage and Cultural Arts Commission, and Diwali has been approved as an upcoming event with an estimated 6,000 attendees. • The City selected a consultant to develop a Municipal Fiber Optic Master Plan to guide the planning, funding, and management of the City’s broadband infrastructure assets.

Strategy 5: Long-Term Infrastructure and Sustainability Investments

• The City Council initiated Proposition 218 proceedings to establish a Street Light Assessment District to replace two existing Street Light Maintenance Districts, funding the ongoing operation, maintenance, and replacement of public street lighting and reducing reliance on the General Fund.
• The City Council directed Staff to prepare a ballot measure for a phased increase to the City’s Transient Occupancy Tax rate to 12 percent for the 2026 General Election. • The adopted Fiscal Year 2026-27 and 2027-28 Budget included a $2 million General Fund contribution in each fiscal year to the Internal Services Fund for facility replacement, and the Five-Year Capital Improvement Program established $4.5 million annually for pavement management.
• The City Council adopted the Electric Vehicle Infrastructure Plan, and Staff completed the Carbon Sequestration Pilot Project in partnership with StopWaste and the University of California, Merced.
• The City adopted the Low Carbon Concrete Building Code and began implementation, advancing the City’s Climate Action Plan commitments.
• The 2025 Annual Street Resurfacing project was substantially completed, including a slurry seal of 144 street segments totaling 3.7 million square feet. The 2026 Annual Street Resurfacing project was advertised for bid with construction planned for summer 2026.
• Staff applied for the 2027 Pavement Technical Assistance Program grant and initiated the Pavement Management Program update, with program certification to commence summer 2026 and anticipated completion in spring 2027.
• New citywide trash-capture devices were installed to meet the Municipal Regional Permit 100-percent trash load reduction requirement, and the Dublin Climate Challenge Online Community Engagement platform was launched to advance resident participation in sustainability efforts.

A new Two-Year Strategic Plan covering the period of Fiscal Years 2026-27 and 2027-28 was adopted by the City Council on April 21, 2026 (Resolution No. 22-26).

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STRATEGIC PLAN INITIATIVE:

This report addresses all strategies of the Two-Year Strategic Plan.

NOTICING REQUIREMENTS/PUBLIC OUTREACH:

The City Council Agenda was posted.

ATTACHMENTS:

1) Two-Year Strategic Plan Update and Final Report
2) August 19, 2025 City Council Staff Report (without attachments) 478

STRATEGIC PLAN
YEAR 2 UPDATE
Fiscal Years 2024-2026
City of Dublin
california
Attachment 1
479

STRATEGIC PLAN
On April 2, 2024, the Dublin City Council adopted the FY 2024-2026 Strategic Plan, outlining the City Council’s shared vision and values for Dublin’s future. The plan includes five key strategies and 25 objectives. Additionally, the City Manager identifies work plan items that align with the Strategic Plan’s goals and objectives.

PROGRESS REPORT
This report provides a quarterly update, highlighting progress made toward the Strategic Plan’s goals and objectives.

DEPARTMENT KEY
CD Community Development
CC City Clerk
CMO City Manager’s Office
ED Economic Development
FIN Finance
FIRE Fire
HR Human Resources
IT Information T echnology
PCS Parks and Community Services
POLICE Police
PW Public Works

STATUS KEY
The following key indicates each project’s status: Completed, In Progress, Ongoing, Off Target, or Not Started.  Completed: The task has been fully completed.
/O Completed/Ongoing: The task has been completed, and incorporated into City operations.  In Progress: Staff is actively working on the task, and it is on track to be completed on time. ■ Off Target: Staff is working on the task, but it is behind schedule and may not be completed on time.

X Not Started: Work on this item has not yet begun.

CONTENTS
Strategy 1: Economic Development, Small Business Support, and Downtown Dublin . . . . . . . 1 Strategy 2: Public Safety . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Strategy 3: Housing Inclusivity and Affordability . . . . . . . . . . . . . . . . . . . . . 3 Strategy 4: Inclusive and Effective Government . . . . . . . . . . . . . . . . . . . . . . 4 Strategy 5: Long-T erm Infrastructure and Sustainability Investments . . . . . . . . . . . . . . 5 Revision History . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 480
– 1 –
██ STRATEGY 1: ECONOMIC DEVELOPMENT, SMALL BUSINESS SUPPORT,

AND DOWNTOWN DUBLIN
OBJECTIVE 1.A: Support the implementation of the 2024 Economic Development Strategy, including pursuing growth industries.

Work Plan Fiscal Years Department(s) Status24/25 25/26
i Implement an economic development-tailored marketing and branding strategy. • • ED  ii Focus existing business visitation program towards high-priority industries. • • ED /O iii Collect information regarding specific regulatory barriers to changes of use in retail spaces. • • ED, CD  iv Convene meetings with brokers, developers, and major property owners to provide updates regarding City efforts and resources. • • ED /O OBJECTIVE 1.B: Work with ARA and Hines on the development of the Dublin Commons project, including associated public improvements, relocation of tenants, development agreement and appropriate incentives to effectuate physical changes to the area, as well as support for small businesses.

Work Plan Fiscal Years Department(s) Status24/25 25/26
i Update the Western Dublin Transportation Impact Fee program.* • • PW, CMO, FIN ■ ii Draft Deal T erms for the Dublin Commons development agreement.* • • ED  iii Draft the Dublin Commons development agreement.* • • ED  * The developer of the proposed Dublin Commons project is working on a new design concept to present to the City.

OBJECTIVE 1.C: Continue supporting the Fallon-East Economic Development Zone and associated agreements that effectuate the construction of the Dublin Boulevard extension.

Work Plan Fiscal Years Department(s) Status24/25 25/26
i Work with Fallon East Property Owners on development agreements. • • ED, CD, PW /O ii Update the Eastern Dublin Transportation Impact Fee program. • • PW, CMO, FIN  iii Work with RES on the mitigation of the Dublin Boulevard extension. • • PW, CMO /O iv Work with Alameda County Transportation Commission on the Dublin Boulevard extension – Design phase. • • PW, CMO /O
v Oversee work on the Dublin Boulevard extension – Funding Plan Development with Alameda County Transportation Commission and Livermore. • • PW, CMO /O OBJECTIVE 1.D: Continue to evaluate and implement small business programs that provide financial assistance, business development, permit processing, and support services to the community.

Work Plan Fiscal Years Department(s) Status24/25 25/26
i Expand the Small Business Navigator program, and other technical support programs. • • ED /O ii Provide Business Concierge Services to support with the retention and growth of businesses. • • ED /O iii Prepare a Business Entitlement Process Handout to help provide clarity on the City's process. • • ED  481
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██ STRATEGY 2: PUBLIC SAFETY
OBJECTIVE 2.A: Work with County officials on Santa Rita Jail release procedures and services to improve the safety of adjacent neighborhoods.

Work Plan Fiscal Years Department(s) Status24/25 25/26
i Work with Alameda County Sheriff's Office Administration to discuss current practices and transportation options. • • POLICE /O
ii Explore funding options from Alameda County to help mitigate concerns with inmate release procedures. • • POLICE /O
iii Install Flock Situational Awareness Cameras at Arnold Road/Horizon Parkway. • POLICE, IT  OBJECTIVE 2.B: Continue to invest in public safety technology and programs that advance proactive, community policing and protect citizens and law enforcement.

Work Plan Fiscal Years Department(s) Status24/25 25/26
i Install pedestrian signage to guide Santa Rita Jail releasees to Dublin/Pleasanton BART station. • POLICE  ii Develop and implement a bicycle and scooter safety and education program, including e-bikes and e-scooters, in collaboration with the Dublin Unified School District and residents. • • POLICE  iii Install Flock Situational Awareness Cameras at designated intersections (rolling installations). • • POLICE /O iv Engage with residents and local businesses to discuss crime prevention strategies and security enhancements. • POLICE /O
v Host a community forum on substance use prevention and overdose awareness. • POLICE  OBJECTIVE 2.C: Establish a Business Watch program to collaboratively address commercial theft.

Work Plan Fiscal Years Department(s) Status24/25 25/26
i Partner with the Dublin Chamber of Commerce on the development of a Business Watch Program. • • POLICE /O
ii Develop and host a Small Business and Public Safety Fair to support local businesses. • POLICE, ED  OBJECTIVE 2.D: Work with Alameda County Fire on upgrades to fire stations to improve safety and efficiency of operations.

Work Plan Fiscal Years Department(s) Status24/25 25/26
i Install new fire station alerting systems. • • FIRE, PW  ii Complete facility condition assessments of Dublin fire stations. • • PW  OBJECTIVE 2.E: Develop a more comprehensive security infrastructure for City facilities, including video surveillance, building access and improvements, and alarm systems.

Work Plan Fiscal Years Department(s) Status24/25 25/26
i Install citywide situational cameras at all City building facilities. • • IT  ii Convert citywide electronic badging access to a single vendor. • • IT  iii Implement a unified security vendor for all building alarms. • • IT, PW  482
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██ STRATEGY 3: HOUSING INCLUSIVITY AND AFFORDABILITY
OBJECTIVE 3.A: Implement the goals, policies, and programs in the 2023-2031 Housing Element.

Work Plan Fiscal Years Department(s) Status24/25 25/26
i Prepare Zoning Ordinance Amendments that implement Housing Element programs. • • CD  ii Prepare Rezoning Ordinance of properties with Planned Development Residential Zoning. • CD  iii Create or amend existing housing programs to implement Housing Element programs. • • CD /O OBJECTIVE 3.B: Support efforts to produce housing affordable at all levels of income.

Work Plan Fiscal Years Department(s) Status24/25 25/26
i Implement the Dublin Centre project which includes 494 market rate units, 6 moderate income units, 105 low- and moderate-income accessory dwelling units, dedication of a 1.88- acre site for affordable housing, and contribution of $1 M to the First Time Homebuyer Loan Program.*
• • CD /O
ii Implement the Francis Ranch project which includes 555 market rate units, 18 moderate- income units, 50 low-income accessory dwelling units, dedication of a two-acre site for affordable housing, and payment of in-lieu fees.* • • CD /O iii Implement the Regional Street Senior Affordable Housing Development which includes 113 units that are affordable to very low- and low-income households.* • • CD /O iv Implement the Amador Station project which includes 300 units that will be affordable to extremely low-, low- and moderate-income households and built in four phases. • • CD  v Work with Alameda County to secure Transit Center Site D-1 at no cost for a future affordable housing development with approximately 99-units. • • CD  OBJECTIVE 3.C: Support programs that facilitate homeownership such as the First-Time Home Buyer Loan Program.

Work Plan Fiscal Years Department(s) Status24/25 25/26
i Complete Amendments to the First-Time Home Buyer Loan program to increase use of program and ensure compatibility with other loan programs. • CD  OBJECTIVE 3.D: Support development of housing types to support essential workers, younger buyers, and seniors.

Work Plan Fiscal Years Department(s) Status24/25 25/26
i Implement the Dublin Centre entry level townhomes project.* • • CD /O ii Implement and assist Eden Housing with the Regional Street Senior Affordable Housing project permits, grants, and financing.* • • CD /O
iii Implement and assist the Related Companies with their Amador Station Affordable Housing project permit, grants, and financing. • • CD 
iv Work with Grace Point at Dublin Centre on entitlements and financing. • • CD  v Work with Francis Ranch to implement their Affordable Housing Agreement. • • CD /O vi Work with Alameda County to secure the Transit Center site D-1 for affordable housing. • • CD  OBJECTIVE 3.E: Support efforts to address housing for special needs communities.

Work Plan Fiscal Years Department(s) Status24/25 25/26
i Work with Grace Point at Dublin Centre on entitlements and financing. • • CD  ii Work with Francis Ranch to implement their Affordable Housing Agreement. • • CD /O * Under construction
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██ STRATEGY 4: INCLUSIVE AND EFFECTIVE GOVERNMENT
OBJECTIVE 4.A: Set reserves aside for major infrastructure investments which are key to the City’s economic future.

Work Plan Fiscal Years Department(s) Status24/25 25/26
i Continue to build the Dublin Boulevard extension Advance Reserve. • • FIN /O ii Continue funding the Downtown Reserve. • • FIN /O
iii Continue to build the Village Parkway Pavement Reconstruction Reserve. • • FIN /O OBJECTIVE 4.B: Develop policies and procedures to address transition to District-based elected officials.

Work Plan Fiscal Years Department(s) Status24/25 25/26
i Transition to District-based election for the November 2024 election. • • CC  ii Include the topic “city governance with district representation” at the City Council T eam-building Workshop to receive feedback for the drafting of policies and procedures. • • CMO  OBJECTIVE 4.C: Implement DEI Action Plan and continue to use a diversity, equity, and inclusion lens in organizational development and programming.

Work Plan
Fiscal Years
Department(s) Status24/25 25/26
i Implement adaptive swimming lessons and recreation swimming opportunities at The Wave. • • PCS  ii Install communication boards at The Wave and other facilities to provide access and raise public awareness about special education. • • PCS 
iii Provide Human Services Grants to community benefit organizations in the Tri-Valley. • • PCS  iv Continue efforts in hiring practices and training that promotes inclusion, connection, belonging, and safety for staff and prospective employees. • • HR /O OBJECTIVE 4.D: Conduct ongoing outreach and garner feedback on services and programs to meet the community’s needs.

Work Plan Fiscal Years Department(s) Status24/25 25/26
i Manage the Francis Ranch Development Neighborhood Parks projects. • • PCS  ii Undertake the Eastern Dublin Wireless T elecommunication Facility project. • • CMO /O iii Evaluate the feasibility of a program to recognize cultural celebrations in the community. • • CMO, PCS /O OBJECTIVE 4.E: Evaluate ways to increase transparency in finance, policing, and development and infrastructure projects.

Work Plan Fiscal Years Department(s) Status24/25 25/26
i Develop and host a Small Business and Public Safety Fair. • • POLICE, ED  ii Implement online transparency tool for capital projects. • • PW, FIN /O iii Implement a new weekly community newsletter. • • CMO /O OBJECTIVE 4.F: Continue proactive evaluation of policies and procedures and ensure cybersecurity infrastructure and practices are sufficient to protect the City’s assets.

Work Plan Fiscal Years Department(s) Status24/25 25/26
i Develop IT training curriculum for new, ongoing, and executive staff. • • IT  ii Review existing technology policies and procedures as they relate to digital acceptable use, remote access, and city-owned vs. personal device usage of City networks and systems. • • IT  iii Continue to execute quarterly penetration testing with the City's cyber insurance contractor. • • IT /O
iv Develop a Municipal Fiber Optic Master Plan to guide the planning, funding, and management of the City’s fiber optic assets and broadband infrastructure. • IT  484
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██ STRATEGY 5: LONG-TERM INFRASTRUCTURE AND SUSTAINABILITY

INVESTMENTS
OBJECTIVE 5.A: Continue to explore funding mechanisms for capital and ongoing maintenance needs.

Work Plan Fiscal Years Department(s) Status24/25 25/26
i Identify and pursue grant funding opportunities for capital and maintenance projects. • • CMO, PW /O ii Execute contributions from the General Fund to the Internal Services Funds for facility replacements in both FY 2024-25 & FY 2025-26 budgets. • • FIN /O iii Manage ongoing Pavement Management Reserve funding designations. • • FIN /O iv Initiate a Street Light Assessment District to fund the operation, maintenance, and replacement of public street lighting. • PW 
v Prepare a ballot measure to increase the City’s Transient Occupancy Tax rate for the 2026 General Election. • CMO, CC 
vi Evaluate Parks and Community Services user fees to ensure appropriate cost recovery. • PCS  OBJECTIVE 5.B: Focus on major street improvements to assist in improving safety and traffic movement, including Village Parkway, Tassajara Road, and the Dublin Boulevard extension.

Work Plan Fiscal Years Department(s) Status24/25 25/26
i Carry out Citywide Signal Communications upgrade. • • PW  ii Work with Alameda County Transportation Commission on the Dublin Boulevard extension – Design phase. • • PW, CMO 
iii Oversee work on the Dublin Boulevard extension – Funding Plan Development with Alameda County Transportation Commission and Livermore. • • PW, CMO /O iv Manage Tassajara Road Improvements – North Dublin Ranch Drive to Quarry Lane School. • • PW  v Execute design phase for Tassajara Road Realignment and Widening – Fallon Road to North City Limit – Design. • • PW 
vi Continue work on Village Parkway Reconstruction – Design phase. • • PW  OBJECTIVE 5.C: Continue to make progress on the Climate Action Plan and sustainable operations.

Work Plan Fiscal Years Department(s) Status24/25 25/26
i Launch Dublin Climate Challenge Online Community Engagement platform. • • PW /O ii Adopt the Low Carbon Concrete Building Code. • CD, PW  iii Develop Building Electrification Plan. • • PW 
iv Develop Electric Vehicle Infrastructure Plan. • • PW  v Oversee and continue Citywide Energy Efficiency and Infrastructure projects. • • PW /O vi Manage the maintenance of the Green Stormwater Infrastructure – Iron Horse Trail, South of Amador Valley Boulevard. • • PW /O
vii Manage the implementation of Green Stormwater Infrastructure – Citywide Trash Capture Devices. • • PW /O
viii Develop a Fleet Electrification Plan through the Metropolitan Transportation Commission’s Public Fleet Electrification Planning Assistance Program. • • PW  ix Undertake the Carbon Sequestration Pilot Project in partnership with StopWaste and the University of California Merced. • PW /O
Strategy 5 continued on next page...
485
– 6 –
OBJECTIVE 5.D: Evaluate options for a sustainable pavement management program.

Work Plan Fiscal Years Department(s) Status24/25 25/26
i Complete First Cape Seal Street Resurfacing. • • PW  ii Undertake the 2024 Annual Street Resurfacing project. • • PW  iii Undertake the 2025 Annual Street Resurfacing project. • • PW /O iv Update the Pavement Management program. • • PW 
v Undertake the 2026 Annual Street Resurfacing project. • PW  OBJECTIVE 5.E: Evaluate use of General Fund reserves to address asset replacement needs.

Work Plan Fiscal Years Department(s) Status24/25 25/26
i Continue to evaluate Pavement Management Reserve funding designations. • • FIN /O Strategy 5 continued...
486
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██ REVISION HISTORY
March 2025
• Added Department Key
• Added Off Target category to Status Key
• Added Revision History page
June 2025
• Updated document title to “Year 1 Update”
• Added item 5. C viii
August 2025
• Added Completed/Ongoing category to the status key
October 2025
• Changed Objective 1.B: i to Off Target
• Changed Objective 1.C: ii to Off Target
• Changed Objective 2.B: ii to Completed/Ongoing
• Changed Objective 2.D: ii to In Progress
• Changed Objective 5.B: iv to In Progress
• Changed Objective 5.B: vi to In Progress
• Changed Objective 5.C: vi to In Progress
• Changed Objective 5.D: iv to In Progress
January 2026
• Updated document title to “Year 2, Q2 Update”
• Changed Objective 1.B: i to Off Target and added a footnote • Changed Objective 1.B: ii to In Progress and added a footnote • Changed Objective 1.B: iii to In Progress and added a footnote • Changed Objective 2.D: i to Completed
• Changed Objective 3.D: iv to Completed
• Changed Objective 3.D: v to Completed/Ongoing
• Changed Objective 3.E: i to Completed
• Changed Objective 3.E: ii to Completed/Ongoing
• Changed Objective 5.B: ii to In Progress
• Changed Objective 5.C: vii to Completed/Ongoing
• Added Objective 5.C: ix
• Added Objective 5.D: v
April 2026
• Changed Objective 1.D: i to Completed/Ongoing
• Changed Objective 1.D: iii to Completed/Ongoing
• Changed Objective 2.B: ii to Completed
• Changed Objective 5.D: iii to Completed/Ongoing
• Added Objective 2.B: iv
• Added Objective 2.B: v
• Added Objective 4.F: iv
• Added Objective 5.A: iv
• Added Objective 5.A: v
• Added Objective 5.A: vi
July 2026
• Changed Objective 1.C: ii to In Progress
• Changed Objective 1.D: iii to Completed
• Changed Objective 4.C: iii to Completed
• Changed Objective 5.A: ii to Completed/Ongoing
• Changed Objective 5.A: iv to Completed
• Changed Objective 5.A: v to In Progress
• Changed Objective 5.C: iv to Completed
• Changed Objective 5.C: vi to Completed/Ongoing
487
488

STAFF REPORT

CITY COUNCIL

Agenda Item 7.1
DATE: August 19, 2025

TO: Honorable Mayor and City Councilmembers

FROM: Colleen Tribby, City Manager

SUBJECT:

Two-Year Strategic Plan: Year 1 Progress Report
Prepared by: Jordan Foss, Senior Management Analyst

EXECUTIVE SUMMARY:

The City Council will receive the Year 1 progress report on the City’s Two-Year Strategic Plan, along with key highlights from Fiscal Year 2024-25.

STAFF RECOMMENDATION:

Receive the report.

FINANCIAL IMPACT:

None.

DESCRIPTION:

Every two years, the City Council adopts a Strategic Plan comprising the City’s Mission, Vision, and Values, as well as strategies and objectives which guide the City’s work for the current two-year period. To accomplish the objectives outlined in the Strategic Plan, the City Manager identifies work plan items that align with its goals and objectives. The City Council adopted the latest Two-Year Strategic Plan on April 2, 2024, covering Fiscal Years 2024-25 and 2025-26.

On February 18, 2025, the City Council received an update from staff on the newly redesigned Strategic Plan Progress Report format. At this meeting, the City Council provided direction on the proposed progress report and requested changes. The City Council’s requested changes were incorporated into the report (Attachment 1), which details the City Council’s five strategies and 25 objectives along with Staff’s work plan for achieving each objective. Each work plan item includes a description, anticipated fiscal years of activity, assigned department(s), and status. As progress is tracked throughout the two-year period, items are updated to reflect whether they are completed, in progress, off target, or not started.

489

Additionally, the City Manager may also assign new work plan tasks as needed. To ensure transparency, existing items are not removed from the progress report; instead, they remain to reflect the efforts made toward each objective. Any changes to objectives or work plan items are recorded in the document’s revision history. Completed items from Fiscal Year 2024-25 are included in this report. Below are key highlights from Fiscal Year 2024-25.

Key Highlights: July 1, 2024 – June 30, 2025

Strategy 1: Economic Development, Small Business Support, and Downtown Dublin  The City Council approved an agreement with a consultant to lead the City’s marketing and branding strategy, and a project kick-off meeting was held to initiate the effort.  Staff developed a new flyer to promote the Small Business Navigator program, which was translated into Hindi, Traditional Chinese, Simplified Chinese, and Spanish, and posted on the City website. It will be mailed to businesses in the next quarter.  The Business Concierge Program remained active throughout the year, with Economic Development Staff responding to more than 320 requests for assistance.  The City Council received an update on the Dublin Boulevard Extension project on January 14, 2025.

Strategy 2: Public Safety
 The City installed pedestrian signage along Arnold Road that guides Santa Rita Jail releasees to the Dublin/Pleasanton BART station.
 The City installed Flock situational awareness cameras at designated intersections.  Dublin Police Services hosted a Community Safety Fair at Emerald Glen Park on May 17, 2025. The event was well attended and featured 33 vendors who provided valuable information on safety, wellness, emergency medical response, and emergency preparedness.
 Dublin Police Services presented a report on current laws and enforcement efforts related to electronic bicycles and electronic scooters and recommended the codification of bicycle laws into the Dublin Municipal Code, which will be presented to the City Council later this year.

Strategy 3: Housing Inclusivity and Affordability
 Staff prepared the rezoning of properties with planned development residential zoning to multi-family residential in response to the certified General Plan Housing Element.  The City Council approved amendments to the First-Time Home Buyer Loan Program, which will increase the use of the program and ensure compatibility with other loan programs.
 Staff worked with Eden Housing to finalize their funding and building permits, which enabled them to break ground on the Regional Street Senior Affordable Housing project.
 Staff prepared Zoning Ordinance amendments to implement recent changes in state law and certain programs of the General Plan Housing Element.  Staff continued working with Dublin Centre and Grace Pointe on the transfer of land and grant funding for the Sunflower Hill affordable housing project for individuals with intellectual and developmental disabilities.
490

Strategy 4: Inclusive and Effective Government
 The City transitioned to District-based elections for the November 2024 election.  The Parks and Community Services Department installed communication boards at The Wave and other facilities to provide access and raise public awareness about special education.
 Staff continued to provide Human Services Grants to community benefit organizations in the Tri-Valley that were approved by the City Council.  The Parks and Community Services Department implemented adaptive swimming lessons and recreation swimming opportunities at The Wave.  The Community Engagement Division (rebranded and expanded from the Communications Division) launched the weekly Dublin Digest to keep the community informed more frequently about City news.

Strategy 5: Long-Term Infrastructure and Sustainability Investments  The City Council approved contributions from the General Fund to the Internal Services Funds for facility replacements in both the FY 2024-25 and FY 2025-26 budgets.  The Public Works Department launched the Dublin Climate Challenge, an online community engagement platform.
 Staff issued a request for qualifications for functional and conditional assessment services for the three City of Dublin fire stations.
 On June 17, 2025, the City Council approved an update to the Five-Year Capital Improvement Program (CIP), which included a new format for the CIP that utilizes ClearGov as the online transparency tool and platform.
 The City Council awarded the construction contract for the Irrigation Systems Upgrade project, which includes $1.38M grant funding from the California Water Resources Urban Community Drought Relief Grant Program.
 The City Council adopted the Low Carbon Concrete Building Code, which became effective on January 1, 2025.
 The City received notification of receipt of a grant through the Metropolitan Transportation Commission (MTC) Technical Assistance for Fleet Electrification program, which provides up to $100,000 of funding for MTC consultants to assist with public fleet electrification planning.
 Street resurfacing projects were completed, with the Cape Seal project bringing a new, more sustainable resurfacing treatment to the community.

Attachment 1 is the complete Strategic Plan Year 1 Progress Report.

STRATEGIC PLAN INITIATIVE:

None.

491

NOTICING REQUIREMENTS/PUBLIC OUTREACH:

The City Council Agenda was posted.

ATTACHMENTS:

1) FY 2024-2026 Strategic Plan Year 1 Progress Report
492
Two-Year Strategic Plan:

Final Report
July 21, 2026
493
Background
2 Years Covered
5 Strategies
25 Objectives
FY2024–26
Reporting Period
• The current Two-Year Strategic Plan was adopted by the City Council on April 2, 2024. • The Plan covers the period July 1, 2024 through June 30, 2026. • This report serves as the final report for the current Plan. • The Year 1 Update was presented to the City Council on August 19, 2025. • A new Two-Year Strategic Plan (FY 2026–27 and FY 2027–28) was adopted by the City Council on April 21, 2026.

This final report closes out the Plan and reflects on two years of citywide progress across all five strategies. 494
Strategy 1: Economic Development, Small Business
Support, and Downtown Dublin
Marketing & Branding Strategy
Conducted extensive outreach —
Councilmember interviews, stakeholder
focus groups, and a community survey — to
shape the City's new brand.

Business Concierge Program
Responded to 559 requests for assistance,
up sharply from the prior year.

Business Entitlement Process Guide
Published with DSRSD and internal partners,
giving businesses clear guidance on
permitting timelines and coordination.

Dublin Boulevard – North Canyons
Parkway Extension
Agreed, with Livermore, to a phased
approach, advancing roadway improvements
in each jurisdiction.
495
Strategy 2: Public Safety
Fire Station Alerting Systems
Completed a multi-year upgrade to new
alerting systems at all three Dublin fire
stations.

Expanded Camera Network
Installed two mobile camera trailers and
new situational awareness cameras to
strengthen citywide crime prevention.

Fentanyl & Naloxone Safety Initiative
Hosted a community safety forum and
installed a free Naloxone distribution box
at the Public Safety Complex lobby.

Public Safety Fair
Hosted 33 vendors and approx. 600
community members at Emerald Glen
Park for hands-on safety engagement.
496
Strategy 3: Housing Inclusivity and Affordability
Housing Element Implementation
The City Council approved code
amendments and completed rezoning to
support replacement housing goals.

Sunflower Hill at Grace Pointe
Approved by the Planning Commission
and awarded a $2 million federal HUD
community project grant.

Amador Station Affordable Housing
City Council authorized a grant
application to help fund the 300-unit
project.

Tri-Valley Affordable Housing Fair
Hosted with Livermore and Pleasanton,
drawing 250+ attendees and 18 partner
agencies to The Wave.
497
Strategy 4: Inclusive and Effective Government
Two New Community Parks
Opened the Iron Horse Nature Park and
Open Space Phase 1 (1,700 ft. of new
trail) and Forest Park.
$330,000 in Human Services Grants
Funded 28 programs across 24
community benefit organizations serving
the Tri-Valley.

Budget Transparency Portal
Finance launched OpenGov, giving the
public interactive access to budget data
and financial reports.

New Cultural Events
Three celebrations drew more than
8,000 attendees under a newly
consolidated program format.
498
Strategy 5: Long-Term Infrastructure and Sustainability Investments
Annual Street Resurfacing
144 street segments (3.7 million sq. ft.)
were slurry sealed; the 2026 project is
anticipated to begin construction this
summer.

EV Infrastructure & Carbon Pilot
Council adopted the EV Infrastructure
Plan; the Carbon Sequestration Pilot
with UC Merced was completed.

Long-Term Capital Funding
The FY 2026-28 budget commits
$2M/year for facility replacement and
$4.5M/year for pavement management.

Street Light Assessment District
Council initiated Prop. 218 proceedings
to fund streetlight operations without
relying on the General Fund.
499
Staff Recommendation
• Receive the report
• Questions?
500