HomeMy WebLinkAboutItem 5.6 Fiscal Years 2024-25 and 2025-26 Quarterly Strategic Plan Update Agenda Item 5.6
STAFF REPORT
CITY COUNCIL
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DATE: April 21, 2026
TO: Honorable Mayor and City Councilmembers
FROM: Colleen Tribby, City Manager
SUBJECT:
Fiscal Years 2024-25 and 2025-26 Quarterly Strategic Plan Update
Prepared by: Jordan Foss, Senior Management Analyst
EXECUTIVE SUMMARY:
The City Council will receive an update on the City’s Two-Year Strategic Plan, along with key
highlights from Quarter 3 of Fiscal Year 2025-2026.
STAFF RECOMMENDATION:
Receive the report.
FINANCIAL IMPACT:
None.
DESCRIPTION:
Background
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 strategies and objectives. The City
Council adopted the latest Two-Year Strategic Plan on April 2, 2024 covering Fiscal Years
2024-25 and 2025-26.
The Strategic Plan Progress Report details the City Council’s five strategies and 25 objectives
along with Staff’s work plan for achieving each objective (Attachment 1). 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, completed/ongoing, in progress, off target, or not started.
Additionally, the City Manager assigns new work plan tasks as needed to implement the
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strategies and objectives. To ensure transparency, existing items are not removed from the
progress report when completed; instead, they remain to reflect the efforts made toward each
objective. The City Manager has also identified additional work plan items to further advance
the Plan’s strategies and objectives, which are newly added to the work plan, followed by the
Quarter 3 accomplishments that support these strategies and objectives.
Additions to the Work Plan
The following work plan items were initiated during the reporting period. Specific updates
related to these items are included in the Quarter 3 Updates section below.
Strategy 2: Public Safety
Engage with residents and local businesses to discuss crime prevention strategies and
security enhancements.
Host a community forum on substance use prevention and overdose awareness.
Strategy 4: Inclusive and Effective Government
Develop a Municipal Fiber Optic Master Plan to guide the planning, funding, and
management of the City’s fiber optic assets and broadband infrastructure.
Strategy 5: Long-Term Infrastructure and Sustainability Investments
Initiate a Street Light Assessment District to fund the operation, maintenance, and
replacement of public street lighting.
Prepare a ballot measure to increase the City’s Transient Occupancy Tax rate for the
2026 General Election.
Evaluate Parks and Community Services user fees to ensure appropriate cost recovery.
Quarter 3 Updates (January 1, 2026 – March 31, 2026)
Strategy 1: Economic Development, Small Business Support, and Downtown Dublin
The Small Business Navigator Program has been fully implemented under its original
American Rescue Plan Act funding allocation. Staff continues to evaluate opportunities
to integrate the program into ongoing City operations to support long-term sustainability.
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
The City enhanced crime prevention capabilities through the purchase of two mobile
camera trailers equipped with license plate readers and live feed video camera
technology.
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The Dublin Police Services’ Crime Prevention Unit engaged with residents of the
Pinnacles neighborhood and Dublin Ranch Golf Course management to discuss crime
prevention strategies, including targeted enforcement, increased patrol presence, and
security enhancements.
Dublin Police Services and the National Coalition Against Prescription Drug Abuse held
a community forum focused on substance use prevention, overdose awareness, and
practical steps families can take to stay informed and prepared.
The City launched a seven-part video series to educate residents on electric bikes,
electric motorcycles, and other micro-mobility devices.
Strategy 3: Housing Inclusivity and Affordability
The City Council approved an indemnity agreement between the City of Dublin and
Alameda County to support Tri-Valley residency preference for units funded with
Measure A-1 proceeds associated with the Regional Street Affordable Housing Project.
The Housing Division completed closings on two below market rate units (i.e.,
affordable units) at Francis Ranch and the Terraces, and processed two First Time
Homebuyer Loans funded by the City’s Affordable Housing Fund.
Strategy 4: Inclusive and Effective Government
Phase 1 of the Iron Horse Trail Open Space and Nature Park was completed, with a
Grand Opening for the first 1,700 feet of the project taking place on Saturday, January
24. Phase 1 includes a new multi-use trail connecting Amador Valley Boulevard to
Stagecoach Park along the former railroad corridor, including accessible walking and
biking paths, seating and shaded gathering areas, bike racks and a repair station, and
educational interpretive signage highlighting the site’s railroad history, oak trees,
wetlands, and native ecology.
The City selected a qualified consultant to develop a Municipal Fiber Optic Master Plan
to guide the planning, funding, and management of the City’s fiber optic as sets and
broadband infrastructure.
Strategy 5: Long-Term Infrastructure and Sustainability Investments
The City Council adopted a resolution initiating Proposition 218 proceedings to establish
a Street Light Assessment District (SLAD) to replace two existing Street Light
Maintenance Districts. The SLAD will fund the operation, maintenance, and
replacement of public street lighting, reducing reliance on the General Fund to cover
future funding shortfalls.
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 in the 2026 General Election.
The Finance and Investment Committee received a report on proposed phased
adjustments to the grass athletic field use fees and provided feedback.
Staff continued work on the 2025 Annual Street Resurfacing project, completing 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, which is
pending approval. The certification of the Pavement Management Program will
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commence summer 2026 with anticipated completion in spring 2027.
Attachment 1 is the updated Strategic Plan Progress Report. Any changes to objectives or
work plan items are recorded in the document’s revision history.
STRATEGIC PLAN INITIATIVE:
None.
NOTICING REQUIREMENTS/PUBLIC OUTREACH:
The City Council Agenda was posted.
ATTACHMENTS:
1) Fiscal Year 2024-2026 Strategic Plan Progress Report – Year 2, Quarter 3
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STRATEGIC PLAN
YEAR 2, Q3 UPDATE
Fiscal Years 2024-2026
City of Dublinc a l i f o r n i a
Attachment 1
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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 Technology
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-Term Infrastructure and Sustainability Investments . . . . . . . . . . . . . . 5
Revision History . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
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██ 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 Terms 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 /O
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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
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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
Team-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 /O
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 Telecommunication 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
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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
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 /O
v Prepare a ballot measure to increase the City’s Transient Occupancy Tax rate for the 2026
General Election.•CMO, CC /O
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
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...
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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...
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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
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