HomeMy WebLinkAboutItem 8.1 Two-Year Strategic Plan Update and Final Report for Fiscal Years 2024-25 and 2025-26Agenda Item 8.1
STAFF REPORT
CITY COUNCIL
Page 1 of 5
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 eff orts 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, f inishing 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
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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 qualification s 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 Dublinc a l i f o r n i a
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 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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– 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 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
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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
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 /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...
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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
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
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STAFF REPORT
CITY COUNCIL
Page 1 of 4
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.
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Page 2 of 4
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.
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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 Metropolit an
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.
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NOTICING REQUIREMENTS/PUBLIC OUTREACH:
The City Council Agenda was posted.
ATTACHMENTS:
1) FY 2024-2026 Strategic Plan Year 1 Progress Report
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Two-Year Strategic Plan:
Final Report
July 21, 2026
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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.
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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.
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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.
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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.
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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.
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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.
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Staff Recommendation
•Receive the report
•Questions?
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