HomeMy WebLinkAbout2014.10.13 Economic Development Committee Meeting Agenda Packet
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ECONOMIC DEVELOPMENT COMMITTEE MEETING
AGENDA
Monday, October 13, 2014 – 1:30 p.m.
City of Dublin Civic Center
100 Civic Plaza, Dublin
City Manager’s Conference Room
1. Call to Order
2. Public Comment
3. Minutes of the Standing Economic Development Committee Special meeting of September
11, 2014
The Committee will consider the approval of the minutes of the Standing Economic Development
Committee Special meeting of September 11, 2014.
4. Update on Regional Organizations
The Committee will have an opportunity to discuss the City’s advancement in regional
organizations.
5. Priority Development Areas Update – Downtown Dublin Specific Plan, Dublin Transit
Center/Dublin Crossing, Dublin Town Center
Staff will provide an update on economic development activities within the three Priority
Development Areas.
6. OppSites Website Preview
Staff will provide a demonstration of the City of Dublin’s OppSites website.
7. Economic Development Marketing Update
The Committee has requested an informational report on the City’s role on marketing the City’s
successes in economic development.
8. Visit Tri-Valley Asset Report
The Committee has requested an informational report on Visit Tri-Valley’s Asset Report and the
City’s role.
9. Request for Future Agenda Items
The Committee and/or Staff can make requests for future agenda items as an Informational Item
only.
10. Adjournment
Visit Tri-Valley
REGIONAL TOURISM ASSET ASSESSMENT
Prepared for:
Visit Tri-Valley
5075 Hopyard Rd, Suite 240
Pleasanton, CA 94588
Solutions for your competitive world.
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Table of Contents
Executive Summary 3
Part 1: Understanding Tourism Assets 7
Part 2: Existing Regional Assets 13
Part 3: Pipeline Projects 21
Part 4: Tri-Valley Tourism Asset Gaps 23
Part 5: Developing a Tourism Asset Strategy 44
Part 6: Summary Comments 45
Appendix 46
Appendix 1: Completed interviews 47
Appendix 2: Sources 48
Appendix 3: Project Overview 49
Appendix 4: Scope of Work 50
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Executive Summary
The following report was developed in an effort to improve Tri-Valley’s long term competitive
position in the Northern California tourism market> the report sought to identify current
tourism related destination assets as more importantly potential tourism asset gaps.
The report also seeks to define a tourism strategy that can improve the competitive position of
Tri Valley over the long term.
The report identifies several key challenges including the lack of perception the region has as a
destination and that it is seen by some to be a series of communities. Additionally, the areas
have significant differences between them. For example, Livermore, with its downtown area and
wineries, is a very different experience to San Ramon, which generates a significant level of
corporate travel.
Moving forward Tri-Valley needs to consider three specific steps with regard to its assets.
1. Continue to build its brand assets in order to create value for all of the areas within the
region.
2. Continue to promote all of the area’s assets and experiences.
3. Add both tangible and intangible assets over the long and short term.
The report identifies a number of assets needs both tangible and intangible.
Tangible Asset Needs
1. Develop a Broader Lodging Supply Mix
One of the most frequently mentioned needs expressed by those interviewed was the need for
a broader lodging supply mix to attract different visitor segments
2. Develop Additional Meeting and Convention Space
The ability to attract more business travel for meetings and conferences is impacted by the lack
of a significant meeting and convention facility capable of handling larger groups for corporate,
association or industry gatherings as well as limited availability mid-week lodging supply given
the current occupancy rates. Tri-Valley’s lack of a confined city space is also a disadvantage.
3. Leverage Existing Performing Arts and Cultural Venues
The desire to upwardly impact leisure visitation in the Tri-Valley region must focus on demand
generators that draw visitors based upon some affinity. An additional demand generator that
can be looked to is performing arts and cultural events.
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4. Additional Recreation Facilities
Stakeholder interviews identified the need for additional indoor and outdoor sports facilities
that would both provide benefits for local residents as well as serve as a tourism trip generator
to the region
5. Infrastructure Related Opportunities
Transportation system(s)
A number of stakeholder interviews identified transit as a significant concern, one that has a
negative impact on the potential for tourism.
San Ramon City Center
One of the biggest potential opportunities within the region is the development of the San
Ramon City Center.
Signage & Wayfinding
One area of need that was expressed by a number of stakeholders was the need for signage and
wayfinding.
6. Cultural Assets
Several interviews identified the need for additional cultural assets including museums, theaters
and performing arts venues
Intangible Assets Needs
1. Data and Information
One of the key intangible asset needs is comprehensive tourism economic and market
research.
2. Soft Tourism Infrastructure
Another important intangible asset that needs to be added to Tri-Valley area is that of region
wide organizations that can be a part of the tourism infrastructure. Below are the types of
organizations that can be of assistance in growing tourism.
· Tri-Valley Regional Arts Committee – A regional arts committee could provide significant
support by developing programming that can be presented in a regional context. Tri-
Valley Region Lodging Association – A unified lodging industry association that meets
periodically to discuss trends, market opportunities and market challenges while
working with Visit Tri-Valley can be an important part of assisting the organization in
being as effective as possible .
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· Performing Arts Facility Association – An organization that includes each of the
performing arts facilities could provide an integrated calendar that could be presented
region-wide and also provide a cohesive approach to entertainment within the region.
· Sports Commission- This organization would unify regional sports facilities in an effort to
attract tournaments, swim meets track meets etc. in an effort to generate weekend
occupancy.
3. Marketing Related Assets
Within the conversation on tourism assets, a number of marketing related issues were
identified. They include the following:
· Visitor information – One of the opportunities to present a consolidated regional
experience is to provide an integrated approach to branded visitor information. More
funding for marketing – Currently Visit Tri-Valley is funded by a Tourism Business
Improvement District (TBID) which has become a funding mechanism for over seventy
destinations throughout California. It will be important for Visit Tri-Valley’s long term
competitive position to also increase its available funding.
· Additional marketing/brand development – Several stakeholders identified the need to
increase the awareness and presence of the Tri-Valley brand.
· More diversified marketing – In an effort to broaden the attraction of the Tri-Valley
region to leisure visitors it’s important to broaden the awareness of all of the activities
available. Action step(s):
4. Process Related Assets
A final area of interest expressed by stakeholders was related to the process of how things get
done within Tri-Valley. Specifically it was suggested that Tri-Valley create a more collaborative
mindset and improve the connectivity of the region.
Developing a Tourism Asset Strategy
In considering a long term tourism asset strategy one of the benefits the region has is an
incredibly strong business travel segment which provides very strong mid-week occupancy for
the flag properties. It is anticipated this trend will continue for the following reasons:
· Continued growth of the greater Bay Area economy specifically the South Bay tech
industry.
· Favorable commercial real estate prices compared with Silicon Valley should continue to
fuel commercial real estate demand
· The proposed San Ramon City Center.
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Given these strategic changes in the marketplace it is clear that the Tri-Valley region will
continue to have a strong business travel segment. This anticipated strong business travel
segment presents a unique opportunity for Tri-Valley to strengthen the overall tourism economy
by strategically supporting assets that will also grow the leisure side of the market. This Business
Travel Plus strategy provides the region a unique opportunity to grow overall tourism.
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Part 1: Understanding Tourism Assets
Tourism assets can be defined in the following way:
Any county, city, town or region that has a feature that attracts people and resulting
travel spending that contributes to revenues, employment and taxes for that location.
When considering tourism in general and Tri-Valley specifically, it is important to understand
the elements that comprise the tourism experience. These elements/assets are outlined by
McIntosh, Goeldner and Ritchie1, and include the following:
Tourism Element Characteristics
1. Natural Resources Natural assets unique to the region.
2. Infrastructure Air access, roads, utilities, etc. All elements that
help support the visitor’s experience.
3. Hospitality Human elements that interact and serve the
visitor.
4. Visitor Services Hotels, food & beverage and retail services
designed to assist the tourist.
5. Attractions Natural and built facilities, events and local residents
that provide visitors with experiences.
6. Local Culture Culture is what makes the destination unique
and real and provides memorable experience
to visitors.
7. Organizational Organization and processes that work to attract
visitors to the destination using a variety of
promotional techniques.
It is clear that while Tri-Valley offers a number of resources including attractions, local culture,
organizational hospitality, and some infrastructure, the lack of a major natural asset (e.g.
mountains, lakes, oceans), or significant natural resources and attractions, the remaining
1 McIntosh, Goeldner and Ritchie Tourism: Principles, Practices and Philosophies and the Strategic Marketing Group
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elements including infrastructure, hospitality, and visitor services are mixed. The area is very
weak on organizational efforts and funding designed to attract visitors.
In addition to the above tourism elements, it is important to recognize that these elements in
and of themselves are not enough. In order to truly maximize the area’s efforts, the following
support is needed:
· A market-focused and market-driven strategy
Too often organizations and regions can lose focus on marketing efforts and become
concerned with political matters. A market-driven strategy can help refocus efforts.
· Funding
In order to realize its stated goals, an organization needs to allocate the necessary funds
to achieve the identified goals.
· Cooperation
It is critical for all elements and areas of the county to work together to achieve mutual
marketing objectives.
· Vision
The tourism industry and its stakeholders need to provide a vision for the greater
community.
Community Benefits
If all of these components work in unison, and are supplemented with the necessary resources
and funding, the local community should benefit in a number of areas, including those
illustrated below.
· Enhanced quality of life
Recognition of the importance of protecting natural elements adds to visitor satisfaction
as well as the local quality of life.
· Improved infrastructure and local services
Tourism generated tax dollars can play an important role in municipal and county
funding for local services.
· Jobs and business improvement
Tourism often adds to the revenues that, in turn, increase employment and strengthen
local business. Enhanced image and economic development value will help to attract
and retain business entities.
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· Positive Return on Investment (ROI)
The combined benefits derived from a multi county-wide (Contra Costa and Alameda)
tourism promotion effort can provide a positive ROI over the long-term for the entire
community.
· Community Pride
Pride in the community leads to reinvestment/further buy-in from the community.
It is important to understand the overall regional demand drivers, namely those assets which
actually drive consumer demand and visitation to the area. These demand generators include
favorable climate; the wine and dining experience; special events that attract visitors and appeal
to their interests; and specific ‘niche’ activities that visitors engage in, ranging from golf to
hiking, arts shopping and biking etc. It should also be noted that demand for the destination
(specifically in the case Livermore) is also generated by two National Labs with corporate travel
to the area’s local governments and businesses.
Business travel (specifically in San Ramon and Pleasanton) is another additional reason why
people travel to Tri-Valley. In addition to the Livermore Labs, the area is home to a number of
major corporations that generate travel to the area.
Figure 1
Tri Valley Regional Tourism Demand Driver Assets
Tri-Valley
Wine/Dining
Downtowns
Special Events
Government/
Livermore
Laboratory
Corporate
Travel
Recreation
Shopping
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Tri Valley Major Asset Demand Driver Summary:
Corporate
Focus
Leisure
Focus
Notes
Wine/Dining
· Livermore/Pleasanton wineries
· Dining areas that complement wine
Primarily leisure focus with some
crossover to business travel (ex:
dining, catering)
Downtowns
· Livermore
· Pleasanton
· Danville
· San Ramon (future)
· Dublin (future)
Primarily focused on leisure travel
shopping and dining.
Government
· Livermore & Sandia Laboratory
· Local government
Corporate and government travel
focused on servicing Livermore &
Sandia Labs and local government.
Corporate/Business
· National and regional business
National and regional businesses
primarily generate corporate
business.
Recreation
· Mt. Diablo
· Del Valle Regional Park
· Carnegie Off Highway Vehicle Park
· East Bay Regional Trail System
· Shadow Cliffs Regional Recreation area
· Municipal recreation facilities
Recreation assets primarily
generate leisure business.
Special Events
· Social events (weddings, reunions, etc.)
· Cultural events
· Sports events
· Affinity Events
Events generate leisure travel
Shopping
· Premium outlets and downtowns
· Stoneridge Shopping Center
· Hacienda Crossing
Historic
· National Historic Site
Eugene O’Neill Home
Despite these assets, the region has challenges as outlined below.
(i) The lack of perception the region is a destination and is seen by some to be a series of
communities. There is a perception that the communities that comprise the Tri-Valley are
spatially far apart despite only spanning twenty miles from one side to the other.
(ii) There are also some challenges given that some areas have significant differences between
them. For example, Livermore, with its downtown area and wineries, is a very different
experience to San Ramon, which generates a significant level of corporate travel.
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This diversity is not unique among tourism destinations within California. There a number of areas
that are very diverse in their offerings, and in fact are much more spread out than the Tri-Valley
area.
Case Study: Monterey
Located on the central coast, Monterey is an excellent example of a destination that offers diversity
in a number of areas:
· Coastal vs. inland – The Monterey area includes both the coastal areas of Carmel, Pacific
Grove and Monterey as well as inland areas such as Salinas.
· Tourism vs. other economic sectors – Monterey boasts a variety of economic sectors
beyond tourism, including agriculture, higher education and military.
Monterey is also separated by distances specifically between inland and coastal areas.
Case Study: Mendocino
Like Monterey, Mendocino County, located on the North Coast, also offers a variety of diversity:
· Coastal vs. inland – The Mendocino area includes both the coastal areas of Mendocino
and Fort Bragg but also inland areas such as Hopland, Ukiah and Willets.
· Tourism vs. other economic sectors – Mendocino also has a variety of economic sectors
beyond tourism, including agriculture, logging and fishing.
Mendocino is also separated by significant distances between inland and coastal areas as well as
the north and south parts of the county.
Case Study: Sonoma County
Like the other two examples Sonoma County, located north of San Francisco, has a similar diversity.
· Coastal vs. inland – Sonoma County includes both the coastal areas of Bodega Bay and
Jenner, but also inland areas such as Santa Rosa, Healdsburg and Sonoma.
· Tourism vs. other economic sectors – Sonoma County is home to a variety of economic
sectors beyond tourism including agriculture, technology, higher education and light
manufacturing.
· Urban vs. rural – Sonoma County also has highly urbanized areas like Santa Rosa,
located on a major highway access (CA 101), as well as extremely rural areas like Jenner,
located on Highway 1.
Sonoma is also separated by significant distances between inland and coastal areas as well as the
north and south parts of the county.
There are several key factors for success that each of these areas exhibit.
(i) Each area is organized around a common brand that promotes the entire region.
(ii) Each area has significant funding all or in part generated by their Tourism Business
Improvement District.
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(iii) Each area continually promotes all the available tourism assets within the region.
Moving forward Tri-Valley needs to consider three specific steps with regard to its assets.
· Add both tangible and intangible assets over the long and short term.
· Continue to build its brand assets in order to create value for all of the areas within
the region.
· Continue to promote all of the area’s assets and experiences.
Tri-Valley Region Destination Level Strategy
Continue to add
tangible and non-
tangible assets
Promote all assets
and the
experience they
provide
Build the Tri-
Valley Brand
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Part 2: Existing Regional Assets
Overview
The Tri-Valley is comprised of the town of Danville, the cities of Dublin, Livermore, Pleasanton,
and San Ramon, along with three valleys (Amador, Livermore and San Ramon). The region is
located 33 miles east of San Francisco and 27 miles north of San Jose.
The region offers a variety of recreation and cultural assets, and is home to a number of
business and economic sectors. It has excellent road and air access and is also served by the Bay
area Rapid Transit (BART) system.
The Tri-Valley has transformed itself from its agricultural beginnings into an urban region that
both serves as a bedroom community to the greater Bay Area as well as its own business and
economic base. Below is a summary of each of the areas.
· Town of Danville – Danville is known for its small-town atmosphere and quality of life.
Visitors can enjoy the tree-lined streets of Danville’s historic downtown and explore the
area’s nature trails by bike or on foot. Nearby Mt. Diablo State Park is one of the region’s
biggest natural attractions, with a 3,849-foot peak that offers views of the greater San
Francisco Bay Area.
Population: 43,0882
· Dublin – This city is the gateway to the Tri-Valley region and is the region’s most accessible
city. Located at the I-580/I-680 interchange, Dublin is home to two Bay Area Rapid Transit
(BART) stations. The city is undergoing a shopping and dining renewal, with new national
and regional stores, as well as neighborhood plazas with specialty shops and restaurants.
Dublin also had a variety of trails including the Schaffer Ranch Ridgeline, shopping at
Hacienda Crossings and hosts the newest East Bay Regional Park, Dublin Hills Regional Park.
Population: 53,4623
· Livermore – Livermore is home to California's oldest wine region, boasting more than 50
wineries. The valley's western heritage is mirrored in the city's vast farmlands and award-
winning wineries. Livermore also has a revitalized downtown offering shopping, dining, and
entertainment. In addition, Livermore is also home to renowned science and technology
center, Lawrence Livermore National Laboratory.
Population: 83,5474
2 U.S. Census Bureau, July 2014
3 Ibid
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· Pleasanton – Pleasanton also one of the areas gateway’s to the Tri-Valley region and one of
the area’s most accessible city’s offers a variety of downtown festivals, street parties,
parades, weekly summer concerts, and farmers markets. Its historic downtown area
features excellent outdoor dining, boutiques, and art galleries. The Alameda County
Fairgrounds are located near the downtown, and are home to the award-winning Alameda
County Fair as well as other events throughout the year. In addition, Pleasanton offers miles
of hiking, biking, and walking trails to explore among the ridgelines overlooking the region’s
three valleys. Golf and wine tasting among its recreational opportunities. Pleasanton also
has a Bay Area Rapid Transit (BART) station.
Population: 72,3385
· San Ramon – San Ramon is located in the rolling hills of the San Ramon valley. In addition to
its appealing climate, scenery and suburban charm, San Ramon is a regional employment
Center including Bishop Ranch, and over 550 companies including major fortune
500companies making the area a business travel trip generator. The area is also home to
multiple golf courses, a performing arts center, a farmers market, Aquatic Center and it’s
Central Park, home to many outdoor events.
Population: 77,2706
Tri-Valley Tourism Asset Inventory
The following tourism asset inventory was developed to get a baseline understanding of currently
available tourism related assets within the Tri-Valley region. The tourism asset inventory focused on the
following areas:
· Available lodging
· Meeting facilities
· Attractions /activities
· Outdoor recreation
· Transportation access
· Arts & culture
· Downtown areas
· Shopping and dining
In addition to these current assets, the region is also served by major corporate and governmental
institutions that generate trip visitation. Business travel is key to specific areas of the Tri-Valley region,
most notably San Ramon and Pleasanton as well as other areas within the region.
4 Ibid
5 U.S. Census Bureau, July 2012
6 City of San Ramon
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Lodging
The Tri-Valley includes 36 lodging properties and 4,648 rooms with the highest concentration located in
Livermore, Pleasanton and San Ramon.
Table 1A. Lodging (Number of Properties)
Danville Dublin Livermore Pleasanton San Ramon
Hotel 1 3 9 10 6
Inn/Suites 0 1 6 1 0
Motel 0 0 1 1 0
TOTAL 1 4 16 13 6
Table 1B. Lodging (Number of Rooms)
Danville Dublin Livermore Pleasanton San Ramon
Hotel 62 471 803 1310 1027
Inn/Suites 0 0 253 191 0
Motel 0 0 102 76 0
TOTAL 62 562 1275 1778 1027
In terms of lodging types, hotel units represent 3,673 of total units, fully 86% of all available lodging
units. As can be seen above, Pleasanton, San Ramon and Livermore account for approximately 85% of
lodging units in the Tri-Valley area. Lodging properties tend to be flag properties that bring global
distribution systems, frequent user reward programs and other customer loyalty elements. One of the
most frequently mentioned tourism needs is a resort property as well as smaller bed and breakfast and
inn lodging products.
Meeting Facilities
There are 75 meeting facilities within the region, with 21 of these facilities located in hotels. It should
be noted that a number of these facilities may be just a meeting room with no real accommodations for
corporate meetings and groups.
Hotel meeting rooms can typically accommodate 30-60 attendees.
Table 2A. Meeting Facilities (Number of Facilities)
Danville Dublin Livermore Pleasanton San Ramon
Hotel Meeting
Facilities 0 3 12 8 4
Other Meeting
Facilities 7 4 24 12 7
TOTAL 7 7 31 19 11
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Table 2B. Meeting Facilities (Maximum Occupancy)
Danville Dublin Livermore Pleasanton San Ramon
Hotel Meeting
Facilities 0 1,077 1,355 4,348 2,595
Other Meeting
Facilities 3,497 2,146 16,172 1983 5,398
TOTAL 3,497 3,223 17,527 6,331 7,993
Table 2C. Meeting Facilities (Square Footage)
Danville Dublin Livermore Pleasanton San Ramon
Hotel Meeting
Facilities 0 16,200 22,013 28,637 18,470
Convention Centers
The Tri-Valley area lacks a traditional convention center. The largest event center is the San Ramon
Valley Conference Center, with 35,000 square feet 40conference rooms and a capacity of approximately
4007.
Attractions/Activities
As can be seen below the primary attraction/activity within the region is the number of wineries that
attract visitors from a wide region. Livermore hosts a significant portion of not only the region’s wineries
but attractions.
One additional important asset is the Alameda County Fairgrounds which provides a facility for a
number of events and activities.
Table 3 - Attractions/Activities
Danville Dublin Livermore Pleasanton San Ramon
Agricultural
Arcade/go carts/mini-
golf/indoor recreation
Fairgrounds
Interactive arts
Museum
Dog Parks
Performing arts
Tours
Water parks
Wilderness parks
7 San Ramon Valley Conference Center
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Winery/vineyard/tasting
room
Outdoor Recreation
The Tri-Valley area includes a variety of outdoor recreation activities. Important from a tourism
perspective are the 17 golf courses throughout the region as well as the hiking and biking opportunities.
The region has a large number of municipal parks primarily used by local residents which may also be
available for visitor tournaments and play.
Table 4 - Outdoor Recreation
Danville Dublin Livermore Pleasanton San Ramon
Air sports
Bocce
Campgrounds
Community centers
Disc golf
Fishing
Golf
Hiking
Horseback riding/
equestrian centers
Mountain biking trails
Paintball
Parks
Road biking
Skateboarding/BMX
parks
Swimming pools
Tennis
Watersports
Note: additional golf courses include Blackhawk, Alamo and Sunol located in the unincorporated areas.
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Airports
The closest major airports are Oakland International (OAK), San Francisco International (SFO) and San
Jose International (SJC). The Tri-Valley area also includes Livermore Municipal Airport, which is owned
by the City of Livermore and operates as a division of the Public Works department. It services private,
business and corporate clients.
Highway Access
The Tri Valley is located within close proximity to the greater Bay Area with excellent access from the
south and east bay. Highways I-680 and I-580 provide excellent access but are often the source of one of
the area’s greatest challenges, traffic. Traffic times in excess of one hour to travel twenty miles are
frequent, and are a concern in impacting visitors’ experiences and access within the Tri-Valley area.
Table 5 - Highway Access
Danville Dublin Livermore Pleasanton San Ramon
I-680
I-580
Transit Systems
Another important regional asset is rapid transit access via Bay Area Rapid Transit (BART) which provides
access and connectivity throughout the greater Bay Area. Currently BART has stations in Dublin and
Pleasanton with proposed stations in Danville, Livermore and San Ramon.
Table 6 - Transit Systems
RAILS Danville Dublin Livermore Pleasanton San Ramon
Bay Area Rapid Transit
(BART) Proposed Proposed Proposed
Altamont Corridor
Express (ACE)
BUS Danville Dublin Livermore Pleasanton San Ramon
WHEELS
County Connection
(Central Contra Costa
Transit Authority, or
CCCTA)
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Arts and Culture
The Tri-Valley region has a variety of arts and cultural activities, festivals, galleries and museums for
both local residents and visitors to enjoy. One of the key areas of concern is the need for a more
regional approach to the arts and cultural assets of the region, providing visitors with a comprehensive
view of all available activities.
Table 7 - Arts and Culture
Danville Dublin Livermore Pleasanton San Ramon
Art events
Historic
Festivals and fairs
Wine events
Performing arts centers
& events
Museums
Galleries
Downtown Areas
Perhaps one of the most defining assets for any tourism destination is its downtown area. Today visitors
enjoy walkable downtowns that provide a range of dining, shopping and lodging activities that give
visitors a sense of the community and its authenticity. Currently the Tri-Valley area has three downtown
areas including Danville, Livermore and Pleasanton.
Table 8 - Downtown Areas
Danville Dublin Livermore Pleasanton San Ramon
Downtown area Y N* Y Y N**
Downtown association Y - Y Y -
Member California
Main Street Alliance N - Y Y -
Historic Y - Y Y -
Special events Y Y Y Y Y
Shops Y Y Y Y Y
Restaurants Y Y Y Y Y
* Dublin Downtown Specific Plan, finalized in 2011, includes several improvements for the area. The plan notes
"Opportunities exist to create a more urban character that enhances the environment for
pedestrians, bicyclists, and transit riders."8
** Plans for a city center intended to create a more downtown feel are currently underway."
Shopping/Dining
8 Dublin Downtown Specific Plan, 2011
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While the Tri-Valley region may perhaps be best known for the Livermore Premium Outlets, Stoneridge
Shopping Center and Hacienda Crossings, historic downtowns in Pleasanton, Danville, and Livermore
have long provide shopping and dining opportunities for visitors.
Table 9 - Shopping
Danville Dublin Livermore Pleasanton San Ramon
Accessories & jewelry
Apparel
Bicycle
Books
Children's apparel
Chocolate/candy
Cosmetics
Florists/nurseries
Gift/specialty
Gourmet
Hardware
Health
Housewares & home
furnishings
Leather/luggage
Music
Party supplies
Pets
Shoes
Sporting goods
Toys
Table 10 - Dining
Danville Dublin Livermore Pleasanton San Ramon
Bakery/coffee
Casual dining
Fast food/deli
Fine dining
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Part 3: Pipeline Projects
In addition to the current tourism assets there are a number of related projects in the development
pipeline that will add to and/or enhance the tourism experience. These major projects include the
following:
· San Ramon City Center
The San Ramon City Center will include30 acres and 2.1 million feet of leasable space. The
downtown area will create a neighborhood atmosphere that will combine residential living, a
hotel and approximately 680,000 square feet of for commercial office space and 100,000 feet of
restaurant space.
· Sunset Development Purchase of Bishop Ranch AT&T Facility
The Sunset Development and Met Life have purchased the old AT&T regional headquarters in
San Ramon with the intent of creating a large office campus. As part of this purchase it is
anticipated there will be exhibit space, as well as an outdoor concert venue with upgraded food
service.
· Livermore Premium Outlet Expansion
Currently the Livermore Premium Outlets have 130 stores. Their Phase 2 development is looking
to add an additional 80 stores and 800 jobs, making this one of area’s largest retail shopping
experiences.
· Alameda County Fairgrounds
The Alameda County Fairgrounds currently provides a facility to host a variety of local and
tourism related events. The Fairgrounds have already started a facility upgrade and is in the
process of reviewing its assets for additional changes and improvements.
· Dublin – Emerald Glen Recreation and Aquatics Center
The City of Dublin is in the process of developing a new recreation and aquatics center, which
will include locker facilities, classrooms, swimming facilities and an amphitheater.
· Wine Country Trolley
Livermore is anticipating a new wine country trolley. Initial efforts will start with 20 seats going
to 4 wineries and lunch, with a pick-up at various hotels.
· Bayer Ranch in Livermore
This new development includes 6 or 7 winery pads, a 10,000 square foot event space and
possibly 20 sleeping rooms. The primary vendor will be Nottingham.
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· Bernal Community Park
Approved $16 million plan to add three all-weather play fields and a 40-acre wooded nature
area to the Bernal Community Park.
· Danville Hotel Redevelopment
The Danville hotel redevelopment will include over 34,000 feet of residential, retail and dining
space adding to the downtowns appeal and increasing the potential for attracting new
businesses and restaurants.
· Kids Country Center for the Arts & Sciences
Proposed center will include hands on instruction for science, technology, engineering, arts and
mathematics creating the potential for a major attraction for families.
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Part 4: Tri-Valley Tourism Asset Gaps
The goal of this project was to identify potential assets that would strengthen tourism
visitation and stays within the Tri-Valley region. To that end SMG interviewed a cross-section
of stakeholders within the Tri-Valley area to better understand their perceptions of those
additional assets that would improve tourism within the region.
Traditionally assets have been considered primarily tangible, such as stores and museums. For
this project we have considered both tangible and intangible assets that would improve
tourism to the region. In considering both tangible and intangible assets it is also important to
consider how to best leverage the region’s existing assets and the segments they could attract
with potential new assets.
In considering needed tangible tourism assets the comments provided by those interviewed fall
into four different categories including lodging/meeting assets, recreation facility assets,
infrastructure assets and cultural assets.
Tangible Assets Needs
1. Develop a Broader Lodging Supply Mix
One of the most frequently mentioned needs expressed by those interviewed was the need for
a broader lodging supply mix to attract different visitor segments. As was previously identified
in this report the Tri-Valley region has 4,295 lodging units. These units are both branded and
unbranded hotel/motels and constitute the current lodging supply. What many interviews
identified is the potential need for additional types of leisure lodging supply including both
leisure lodging hotels and bed and breakfast/inn type properties, which would complement the
mix of existing properties.
It is felt the addition of these lodging supply elements would broaden the visitor base from its
current highly concentrated business traveler visitor base to one that includes both business
and leisure travelers.
When looking at the leisure segment the focal point must come down to the set of demand
generators that exist for leisure visitation, namely what demand generators must be created to
spur leisure visitation within the Tri-Valley region. Most destinations immediately default to
recreational elements such as outdoor activities (golf, hiking/biking, water sports, to name a
few), yet the concept of sedentary recreation is often overlooked or misunderstood as a
demand generator. It is believed both must be considered and developed appropriately to build
leisure demand for the region.
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Demand Generator: Recreational and Outdoor Leisure
The Tri-Valley has limited major facilities that draw recreational demand. Most golf courses are
in fact private country clubs, yet several public access facilities such as Poppy Hills (Northern
Californian Golf Association member property) and the Course at Wente Vineyards provide
leisure destination quality play. Several other public courses also exist. Overall, the combined
available tee times present limited opportunity to build broad demand, yet focused
opportunities could exist.
There are numerous sports playing fields found in the region but they can conflict with local use
by resident populations. Family leisure travel for youth sports team play is a very significant
weekend and year-round demand generator. It can create limited category hotel demand as
well as business suite demand for weekend nights. This would allow higher utilization of
existing products if the programs were strategically marketed and sold. It would likely require
significant access to play fields, possibly requiring development of additional play field
complexes.
Demand Generator: Regional Parks
Del Valle Regional Park – Located south of Livermore, this park boasts a lake five miles long
perfect for a variety of water-oriented recreation. The lake is surrounded by 4,395 acres of park
land ideal for hiking, horseback riding, and nature study. Del Valle also is the eastern gateway to
the Ohlone Wilderness Trail, with 28 miles of scenic backcountry trail.
Mt. Diablo State Park – Home to the 3,864 foot Mt. Diablo, this park is one of the ecological
treasures of the San Francisco Bay Area. Located outside of San Ramon and Danville, the park
features an extensive trail system, hiking, biking, and horseback riding and camping.
East Bay Regional Park District-The East Bay Regional Park District is a system of parklands and
trails in Alameda and Contra Costa counties that comprises 114,000+ acres in 65 parks, including
over 1,200 miles of trails.
All three parks are significant regional attractions but have yet to be proven overnight demand
generators on a consistent basis.
Demand Generator: Livermore Valley Wine Country
The Livermore Valley has long been a wine region of notoriety, dating back decades. Principle
players Wente and Concannon have long histories; while a new contingent of small boutique
wineries have flourished in the last decade. A redevelopment of downtown Livermore has
brought a fashion of wine country hospitality to its streets with restaurant offerings and
shopping. It remains without major branding to compete against other well -known leisure
visitation wine districts such as Napa Valley, Sonoma, Lodi and the Santa Cruz Mountains. In
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addition, it is isolated to the southern-most reaches of the Tri-Valley, and has less of an impact
on the northern part of the region.
Demand Generator: Sedentary Leisure
This is an often overlooked demand generator, yet holds significant potential if developed
properly. Sedentary leisure is about food and dining, performing arts and culture, learning
experiences and embraces that sector of the population that is not overtly athletic and does not
participate in outdoor recreation or sports.
Destination dining is well understood in the Napa Valley where a disproportionate number of
sophisticated restaurant experiences are the mainstream with notable celebrity chef/owners at
the helm. Those who cherish culinary experience over other activities will gravitate to the
leisurely pursuit of gourmet dining over a period of days.
Cultural and performing arts have long been key elements of destination visitation in areas such
as Santa Fe, NM (Santa Fe Opera), Monterey, CA (Monterey Jazz Festival), and Aspen, CO (music
festival, literary festival). These are examples of longer term demand from ongoing performing
arts events. Similarly the Tri-Valley area boasts the annual Eugene O’Neill festival for three
weeks in September. This event coupled with other cultural and performing arts events can
serve as a basis for increased interest in visiting the area.
Understanding the significant existing dining experiences and cultural offerings within the Tri-
Valley region could lead to the targeted development of alternative markets and the
corresponding development of appropriate types of lodging considerations to satisfy this
consumer.
Lodging Orientation for Leisure
The current lodging mix is primarily clearly branded mid-market offerings that focus on the
considerable corporate travel found within this region. That has led to a product defined for this
traveler segment with amenities scheduled around their needs. Such property configuration
has resulted in a mid-week occupancy pattern with low weekend occupancy.
To break that pattern and expand occupancy across the Tri-Valley region, it is critical for lodging
properties to support leisure activities. One way to do so is for properties to have fully trained
staff that can expound on such activities.
Opportunities will be driven by a mindset change and either expanding or re-theming existing
facilities. It is rare the core leisure traveler feels well served by a business property and vice-
versa. The current configuration suggests that lodging focuses on corporate travel, meetings,
and business appointments and amenities.
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A strong leisure property needs to fully satisfy the primary leisure demand needs, provide
robust activities on-site and provide significant resources for guests to enjoy the leisure
offerings of the destination.
Sustainable program development is critical. Dedicated long-term development with a clear
focus on one or several leisure pursuits can sustain a property and feed necessary demand into
the remainder of the supply chain. Examples of such might include:
· Development of a small leisure luxury property focused on sedentary dining
and the wine country lifestyle experience.
· Ongoing wine maker dinner programs pairing Livermore Valley wines with
celebrity chefs (even if visiting).
· Independent high end restaurants with ‘foodie” credentials can draw overnight
destination diners who then fill rooms.
· Cultural and performing arts events, concerts, or lecture series, can drive
visitation from engaged consumers if the right facilities, both indoor and
outdoor, are present and of a quality and amenity levels expected by the
considered visitor. Development of existing venues or creating appropriate
new venues might be required.
A leisure property needs to provide ample on-site activities such as spas tailored to the level of
audience. This means in-room entertainment amenities over business support services, trained
concierges connected with the communities, and exclusivity that defines the top of the
destination. Small over large is a virtue in top flight leisure properties.
Positioning
Where does Tri-Valley stake a position? One of the most challenging issues for leisure travel is
the ability to appropriately position the destination on a unique set of perceptions. Business
travel is the current default position within this region, which is understandable given the urban
developed nature. At the same time this region is also positioned with some of the higher end
residential and commercial zones in the East Bay.
Currently the overall lodging mix is positioned to corporate travel and served by a series of
well-defined brand hotel chains that fit the corporate segment. This is not ideal for positioning
a leisure destination, and supports the development of one or several leisure boutique
properties. Better understanding of the demographic nature of the prospect leisure traveler
must drive how any new leisure product might be developed and sited. It could well be a leisure
property in the south of Tri-Valley region would segment differently than a property on the
north of the region.
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Wine country might well be primarily isolated to the Livermore (and to a lesser degree East
Pleasanton) area while outdoor exploration (hiking, biking, naturalist activities) may be better
suited to the Mt. Diablo(California) State Park and East Bay Regional Park District trails in
Pleasanton area of Tri-Valley.
The fact that the well-established Amgen Tour of California has now brought considerable
attention to the mountain stage of Mt Diablo suggests that an entire cycling experience
surrounding the various routes used could mimic what happens in France during the off months
from the Tour de France (in a small scale). In such a hypothetical scenario it is clear a leisure
property would need to provide every amenity that recreational sport participant might need or
desire.
The Poppy Hills Golf Course is a regional destination golf course developed for members of the
Northern California Golf Association. It is in wine country and seeks members of the Association
to visit for periodic rounds as well as key tournaments. Here a property would have a very
different set of amenities and services and would likely serve a very different demographic
group.
Two Possible Opportunities
South Tri Valley – A golf wine country themed leisure resort comprised of 50 to 100 rooms, with
a significant restaurant experience (rooms built around food and wine), high caliber spa and
major water feature/outdoor bar - function space/ gym. The property would need to partner
with both the Wente Golf Course and the Poppy Hills Golf Course for play access and business
pursuit.
This would potentially attract a leisure 1-2 night higher end destination audience. The property
could be a keystone image to the entire wine country, corporate nature of the Tri-Valley region.
North Tri-Valley – An exclusive 50 – 100 room resort oriented spa and restaurant property
designed to integrate the outdoor exploration of Mt Diablo State Park. This would be an urban
spa in a natural close proximity setting.
It should be positioned on natural elements, and incorporate all aspects of Mt Diablo State Park
that it can implement at the luxury level. Affluent bicycle enthusiasts who want to experience
the Tour of California mountain stage courses provide additional program opportunities. Food
and celebrity restaurant status must complement the room demand. A Relax and Chateau type
property affiliation would be crucial.
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Action Step(s):
Short Term: (0-18 Months)
1. Continue to focus on existing and developing new recreation, special events, and cultural
arts programs in an effort to support the potential development of a leisure property.
2. Promote a better balance between the Livermore wine industry and other recreational,
special events and arts and cultural activities in an effort to promote and attract a broader
reach to leisure segments, as well as provide additional reasons for business travel to extend
their stay or make a return trip.
3. Work with the lodging industry to clearly provide them with the marketing tools to develop
more pre and post business travel stays.
Long Term: (19+Months)
4. Develop and implement a region-wide lodging supply and demand analysis that can identify
current and future lodging needs, price points, potential sites and demand levels. Make the
report available to potential developers who are interested in development opportunities in the
region.
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2. Develop Additional Meeting and Convention Space
The overnight visitation pattern to the Tri-Valley region is very much corporate and business
travel dominated, especially in San Ramon and Pleasanton. Scientific and government travel has
considerable impacts in Livermore, home to Lawrence Livermore Lab and Sandia National Lab.
Currently the hotel facilities have focused on those demand generators serving latent demand.
Meeting space is largely supplied by the hotel properties and to a certain degree the San Ramon
Valley Conference Center.
The ability to attract more business
travel for meetings and conferences is
impacted by the lack of a significant
meeting and convention facility capable
of handling larger groups for corporate,
association or industry gatherings as
well as limited availability mid-week
lodging supply given the current
occupancy rates. Tri-Valley’s lack of a
confined city space is also a
disadvantage.
Some of the largest conference rooms offer little more that 3,000 to 4,000 square feet and
handle groups to 400 in broadest capacity configuration, yet most space is smaller, even at
larger properties such as the Double Tree in Livermore or Holiday Inn in Dublin. To support more
meeting space, the creative use of winery facility barrel rooms, function space and grounds has
provided some expansion in venue capacity, but these options are not dedicated to ongoing
meeting business.
What clearly is missing is larger space to engage broad out-of-area groups in their meeting
needs. Yet there is very little demand information available to understand what scope and
dimension is needed, and how existing room inventory utilization can accommodate larger
group availability.
While the Tri-Valley currently makes efforts to encourage meeting activity, there is little
competitiveness to offerings not only around the broader Bay Area but simply within the East
Bay. At this time the Tri-Valley organization is not equipped to be a meaningful player in the
broader segment, yet can work to develop solid information that can lead to the prospect of
capacity to engage and compete.
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Action Step(s):
Short Term: (0-18 Months)
1. It is recommended that the first steps center on data development in the form of
comprehensive supply demand analysis. This would help Tri-Valley understand the existing
hotel room inventory available to a stand-alone meeting conference facility, the space
requirements that balance that inventory, the appropriate target markets and their supply
needs, those regional transportation services that can service access, competitive pressures,
and revenue/occupancy analysis needed to stimulate development interest.
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3. Leverage Existing Performing Arts and Cultural Venues
The desire to upwardly impact leisure visitation in the Tri-Valley region must focus on demand
generators that draw visitors based upon some affinity. Recreation, wine exploration, and
food experiences show good promise to expand beyond the corporate and business travel
currently dominates. An additional demand generator that can be looked to is performing arts
and cultural events.
There is a basis for this found across the Tri Valley region. Examples include the Livermore
Valley Performing Arts Center and embedded Bothwell Arts Center, The Mertes Center for the
Arts, the Livermore Shakespeare Festival, Livermore Valley Opera, and Livermore-Amador
Symphony. Other examples include Firehouse Arts Center, and Harrington Art Gallery in
Pleasanton, Village Theater in Danville, the Dougherty Valley Performing Arts Center in San
Ramon, and the Events Center at Wente Vineyards, which features world famous acts at their
Livermore venue. Wente has further created Wente Foundation for Arts Education.
While many events draw on the resident populations of the region, there is an opportunity to
develop leisure travel demand. To develop that leisure demand aspect there is clearly a need
for better coordination and use of existing facilities. The component parts are not well
integrated into the current strategies or even communications. Individual searches of the
resident communities reveals facilities not mentioned in the broader Tri-Valley offering, yet
each one has likely latent impact on leisure travel currently. The objective is to move that to
targeted leisure demand.
Each individual venue is focused on its own calendar and sales of its own venue for function
space, yet does little to cross-market the broader collective calendar, thus creating a sense of
performing arts ‘place’ within the Tri-Valley. This does not serve leisure visitation well for those
who enjoy live performances and will travel within the broader region to attend and
correspondingly dine and stay overnight.
It is recommended that Tri-Valley look at improving the coordination of communications
efforts that impact leisure visitation for events. Collective presentation of the existing venues,
which range up to 500 (Bankhead Theater) seat indoor complexes, and the activities they
collectively stage or produce is essential to positively impacting leisure visitation.
The fact that facilities are scattered across the region opens up unique opportunities to drive
multiple performance events and exhibits at the same time under a unified banner. Multiple
day performing arts events could be coordinated to utilize varied facilities on a set of dates
providing leisure impacts to each community under the same umbrella event or promotion.
One example could be a “Concert week in the Tri-Valley” where each night a venue is used in
different community but are all part of the same event, filled with possible lectures or
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workshops during the day and wine dinners during the night. This begins to leverage the
multiple leisure assets of the Tri-Valley region.
Action Step(s):
Short Term: (0-18 Months)
1. Improve coordination between existing Tri-Valley performing arts venues and work with
Visit Tri-Valley in developing cooperative marketing programs that support the region and
attract visitation.
· Develop an integrated performing arts calendar
· Investigate potential joint ticketing for performances
· Create a performing arts week with performances every day at a different venue
creating visitor interest
Long Term: (19+ Months)
2. Develop a market/feasibility study to determine the potential for a major performing arts
center.
· Understand what level of facility could generate significant visitation and region-wide
room night demand
· Identify the best location
· Identify potential funding sources, promoters and other logistical elements
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4. Additional Recreation Facilities
Stakeholder interviews identified the need for additional indoor and outdoor sports facilities
that would both provide benefits for local residents as well as serve as a tourism trip generator
to the region. Specifically mentioned were an ice facility that could host both show level and
competitive level activities, and an increased number of municipal sports fields and recreation
facilities that can be used for local and tournaments, which in turn would generate visitation. In
considering regional recreational facilities it is helpful to view them from a context of
municipal recreation and a destination recreation framework.
In the context of municipal needs facilities are primarily focused on the needs of the local
community whereas destination recreation facilities are those that visitors would travel to the
area specifically to use, or would plan to use once they are in the location, as they are part of
the vacation experience.
The figure above illustrates several concepts; first there are recreational activities that are
primarily intended local residents as well as those that would more likely be used for visitors.
The figure also illustrates there is a crossover between the two. For example, local basketball
courts are more likely to be used local residents for free and league play while visitors might be
more likely to use hiking trails. That’s not to say some visitors may also use basketball courts
while in a tournament. The same can be said for facilities that are much more likely to be a part
of a visitors’ vacation experience (hiking trails) but that are also used by local residents.
Municipal vs. Destination Recreation Activities Examples
Municipal Recreation Examples Destination Recreation Examples
Basketball courts State parks/regional parks (Hiking trails)
Volleyball courts State OHV park
Public swimming pool Golf
Golf
In considering the development of recreational facilities within the region, consideration must
be given to those facilities that not only add to the quality of life for local residents, but also
attract visitors for the specific activity.
Municipal
Recreation
Activities
Destination
Recreation
Activities
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Municipal Recreation
The advent of increased exposure for ice activities (e.g. hockey, figure skating, curling) brought
on by the Olympics, as well as the proximity of the San Jose Sharks professional hockey team
has increased interest in an ice rink in the Tri-Valley region. From a tourism perspective, the key
to the success of an ice rink is how it can be used or programmed to attract visitors.
Another important area for tourism demand identified by several stakeholders was the need for
increased field and facilities to host more and bigger tournament play that would generate
overnight visitation. Many regions have actively worked to attract soccer, softball, little league
and other tournaments. Working cooperatively, the region can more effectively compete for
region-wide events. Additionally the area can utilize its assets to host other non -field related
activities i.e. dance competitions, games etc.
Destination Recreation
In addition to municipal recreation, the Tri-Valley region offers a number of destination
recreation activities provided by three different park facilities.
· Mount Diablo State Park – Activities include hiking, rock climbing, fossil hunting and
more.
· Lake Del Valle State Recreation Area – Activities include swimming, fishing, boating,
horseback riding, and more.
· Carnegie State Vehicular Recreation area – Activities include off highway vehicle use,
trails, and competition.
Many of these activities are those visitors are interesting in participating in, which increases the
importance of communicating their availability.
Action Steps:
Short Term: (0-18 Months)
1. Determine if the municipal recreation departments and facilities can work together using all
their assets to attract bigger region-wide tournaments during the non-local use times.
a. Attract major team sports tournaments
2. Create a regional sports authority to assist in marketing underused municipal facilities.
3. Increase awareness and promotion of available recreation facilities and activities which can
provide visitors with a reason to visit or extend their stay.
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Long Term: (19+ Months)
4. Conduct an competition level ice rink feasibility study to determine the potential success of
a facility in not only providing an improved quality of life for local residents, but also
attracting leisure visitation and generating room night occupancy.
5. Infrastructure Related Opportunities
Transportation system(s)
A number of stakeholder interviews identified transit as a significant concern, one that has a
negative impact on the potential for tourism. Interviews identified the concern for overall traffic
and its impact on just getting around within the region where going twenty miles can at times
take in excess of an hour. Stakeholder interviews two specific areas of concern:
· BART to hotels – One of the areas of concern was a lack of connectivity for potential
visitors arriving on Bay Area Rapid Transit (BART) and connecting to their hotels.
· Hotel to attractions – A second area of concern was a lack of transit connection from
hotels in the region to area attractions, most specifically wineries and or outlet
shopping, downtown areas etc.
There can be no doubt that an effective transportation system within a tourism destination is
important in providing an overall positive experience. It’s also important to understand that
with no connectivity from BART to the hotels, it potentially limits the value of BART for business
and leisure travel.
Transit issues are often beyond the scope of a Destination Marketing Organization (DMO) and
can involve local, state and federal government. What the DMO can do is help serve as a
catalyst to help government recognize the issue as well as be an organizer of potential
solutions.
Action Steps:
Short Term: (0-18 Months)
1. Visit Tri-Valley can play an important part in finding a solution by highlighting the
transportation issue to the tourism community and local government. The agency can be a
catalyst in organizing meetings with key players to identify potential solutions and funding
sources. Visit Tri-Valley can also assess the potential of identifying private sector solutions
and identify costs and possible funding sources.
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2. In future visitor studies Visit Tri-Valley can solicit information on transit use and potential
needs from a tourism perspective.
Long Term: (19+ Months)
3. Visit Tri-Valley can be instrumental in working with public agencies to identify resources to
fund a tourism transit study to fully identify the issues, needs and opportunities. Visit Tri-
Valley can be an advocate for the visitors in finding transit solutions that provide for an
improved tourism experience.
San Ramon City Center
One of the biggest potential opportunities within the region is the development of the San
Ramon City Center. This development will add an additional urban city element that includes
lodging, dining, retail and living space. In addition to revenues, taxes and employment, this
asset will bring several tourism benefits to the region.
· Additional business travel which will generate room nights in existing and potential new
hotels.
· An additional downtown that will complement the existing downtowns within the
region and provide visitors with an even more diverse experience.
Action Steps:
Short Term: (0-18 Months)
1. Continue to provide regional support at the political and regulatory level from all areas of
the tourism industry.
Signage & Wayfinding
One area of need that was expressed by a number of stakeholders was the need for signage and
wayfinding. Currently there is little signage that lets visitors know they are in the Tri-Valley area.
Additionally, stakeholders voiced concern that visitors needed additional wayfinding signs to
better find area attractions and activities.
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Action Steps:
Short Term: (0-18 Months)
1. Visit Tri-Valley should develop ways to create a Tri-Valley brand identity within the region.
This could include options that range from wayfinding signs to stickers on tourism related
business within the region. The overall goal is to create a connection so the visitor
understands that they have arrived or are in the region.
2. Local municipalities should review current wayfinding and sign programs from the
perspective of the visitor to be sure visitors can easily find area attractions and activities.
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6. Cultural Assets
Several interviews identified the need for additional cultural assets including museums, theaters
and performing arts venues (See item 3 on page 29).
· Historical museums – Stakeholders mentioned the need for a regional historical
museum that features the people, economy and culture of the region.
· Visitor center – While Livermore labs does have a visitor information center,
stakeholders indicated that the region needs a more centrally located
visitor/information facility in order to provide visitors with an attraction.
· Concert/performance venue – See item 3 on page 29.
Action Steps:
Short Term: (0-18 Months)
1. Cultural facilities like museums and visitors center can be a part of a well-rounded visitor
experience. Both types of these types of facilities can be financially challenging. As such it
is important to identify champions for each type of facility from both a funding and
implementation perspective.
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Intangible Assets Needs
1. Data and Information
One of the key intangible asset needs is comprehensive tourism economic and market
research. Currently Visit Tri-Valley has limited information with which to understand the market
and base decisions. As such, decisions can be made anecdotally, potentially missing greater
opportunities.
Action Steps:
Short Term: (0-18 Months)
1. Visit Tri-Valley needs to implement a comprehensive program of research to educate the
tourism industry and local government. The project should include:
· Economic analysis on the size, scope and impact of tourism within the region
· Visitor profile study to measure seasonal visitation patterns including visitor
demographic, attitudes experience rating etc. of their stay in the Tri-Valley region.
· Advertising conversion study to measure the impact of Visit Tri-Valley market end
website effort to influence visitation to the area.
2. Soft Tourism Infrastructure
Another important intangible asset that needs to be added to Tri-Valley area is that of region
wide organizations that can be a part of the tourism infrastructure. These organizations can
provide significant assistance in developing tourism marketing ideas, implementing marketing
programs and helping to provide insight on the measurement and evaluation of tourism
marketing programs. Below are the types of organizations that can be of assistance in growing
tourism.
· Tri-Valley Regional Arts Committee – A regional arts committee could provide significant
support by developing programming that can be presented in a regional context. Special
events could be presented not just by each region but also presented as an integrated
region-wide arts and culture program.
· Tri-Valley Region Lodging Association – A unified lodging industry association that
meets periodically to discuss trends, market opportunities and market challenges while
working with Visit Tri-Valley can be an important part of assisting the organization in
being as effective as possible in serving the needs of its primary funding source.
· Performing Arts Facility Association – An organization that includes each of the
performing arts facilities could provide an integrated calendar that could be presented
region-wide and also provide a cohesive approach to entertainment within the region.
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· Sports Commission- This organization would unify regional sports facilities in an effort to
attract tournaments, swim meets track meets etc. in an effort to generate weekend
occupancy.
Each of these types of organizations could be incredibly helpful in working with Visit Tri-Valley to
promote tourism to the region. Combined, organizations like these provide valuable resources
to generating leisure tourism.
Action Step(s)
Short Term: (0-18 Months)
1. Visit Tri-Valley can provide an important organizing function by inviting potential
participants to an organizing meet and identify the need and benefit for each organization.
Currently Visit Tri-valley is working to assist in the development of a region-wide arts and
culture organization. These efforts should continue and once accomplished consider
assisting in the development of other like organizations
3. Marketing Related Assets
Within the conversation on tourism assets, a number of marketing related issues were
identified. They include the following:
· Visitor information – One of the opportunities to present a consolidated regional
experience is to provide an integrated approach to branded visitor information. Each of
the cities should have an official visitor information source and be linked by the
common Visit Tri-Valley brand.
· More funding for marketing – Currently Visit Tri-Valley is funded by a Tourism Business
Improvement District (TBID) which has become a funding mechanism for over seventy
destinations throughout California. Many of those destinations have either increased
funds or are in the process of increasing the funds collected from their TBIDs. It will be
important for Visit Tri-Valley’s long term competitive position to also increase its
available funding.
· Additional marketing/brand development – Several stakeholders identified the need to
increase the awareness and presence of the Tri-Valley brand.
· More diversified marketing – In an effort to broaden the attraction of the Tri-Valley
region to leisure visitors it’s important to broaden the awareness of all of the activities
available. Additional mention should be made for recreation, special events and cultural
activities in addition to wine related activities.
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Action step(s):
Short Term: (0-18 Months)
1. Create affiliate visitor information centers with other area chambers of commerce
throughout the region and provide a signage link. Have the link prominently displayed so
visitors clearly can understand these locations are for official visitor information.
2. Continue to pursue TBID renewal and funding by working with the lodging industry to shape
marketing programs designed to increase lodging revenues.
Long Term: (19+ Months)
3. Develop an integrated branding strategy that includes not only Tri-Valley but other city
branding efforts. Additionally, seek to leverage exposure and brand awareness by
encouraging local government, tourism related businesses and local chambers of commerce
to integrate the Tri-Valley brand into their individual communication efforts including their
websites and printed materials.
4. Process Related Assets
A final area of interest expressed by stakeholders was related to the process of how things get
done within Tri-Valley. Specifically it was suggested that Tri-Valley create a more collaborative
mindset and improve the connectivity of the region.
· Collaborative mindset – One of the most important concepts for many diffused
destinations is developing a collaborative mindset. This approach seeks to grow
revenues throughout the region and in the process lift the success for all. It is important
that local governments and businesses recognize that the competition is not within the
region but rather outside of the region in places like Napa, Sonoma, Monterey, and that
everyone is better able to succeed by working together.
It is importance to recognize that no one area within Tri-Valley has all of the assets. Each region
becomes more competitive when it can rely on and promote all of the activities and resources
within the region.
This cooperative mindset needs to be established both at the local municipal levels and within
the private sector. A region becomes much more competitive when it works together.
A byproduct of this cooperative relationship within the region is an increased level of
connectedness between public and private sector organizations, which results in an improved
network of service providers and an overall stronger business community.
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Action Step(s):
Short Term: (0-18 Months)
1. Continue to promote a cooperative relationship within the tourism industry.
· Identify cooperative industry events (guest speakers, networking)
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Part 5: Developing a Tourism Asset Strategy
Strategy Overview
In considering a long term tourism asset strategy one of the benefits the region has is an incredibly
strong business travel segment which provides very strong mid-week occupancy for the flag properties.
It is anticipated this trend will continue for the following reasons:
· Continued growth of the greater Bay Area economy specifically the South Bay tech
industry.
· Favorable commercial real estate prices compared with Silicon Valley should continue to
fuel commercial real estate demand
· The proposed San Ramon City Center.
Given these strategic changes in the marketplace it is clear that the Tri-Valley region will continue to
have a strong business travel segment. This anticipated strong business travel segment presents a
unique opportunity for Tri-Valley to strengthen the overall tourism economy by strategically supporting
assets that will also grow the leisure side of the market. This Business Travel Plus strategy provides the
region a unique opportunity to grow overall tourism.
It should also be noted that by broadening the available leisure segment it provide opportunities for
business travel hotels to adjust their offerings on weekends so as to attract the leisure segment as well
as provide an opportunity to increase pre and post business travel overnight stays. This overall approach
will grow the overall tourism revenue pie by making the Tri-Valley region more competitive.
Business Travel Plus Strategy
Overall Tri-
Valley
Tourism
Revenues
Leisure
Travel
Business
Travel
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The Business Travel Plus strategy places emphasis on growing key leisure assets including recreation,
special events, and culture, as they provide the opportunity to attract a leisure visitor and broaden the
overall visitor base. To that end the region should look at both tangible and intangible assets that
support the leisure segment.
Tri- Valley Tourism Asset Strategy Framework
Business Travel Leisure Travel Time Frame
Short Term Asset Development:
· Tools to extend business
travel stays
· Market-related asset
development
· Systems-related tourism
development
· Analysis and feasibility of long
term assets
Short Term Asset Development:
· Data and information
· Soft tourism infrastructure
· Marketing-related
· Systems related tourism
development
· Analysis and feasibility of long
term assets
0-3 years
Long Term Asset Development:
· San Ramon City Center
· Convention facility
· Transit solutions
Long Term Asset Development:
· Recreation facilities
development
· Performing arts facilities
· Resort lodging property
· Transit solutions
4-10 years
Segment Attraction:
· Increased business travel
· Increase return weekend
leisure travel
· Meetings and conventions
Segment Attraction:
· Wine tasting
· Weddings – area weddings
· Youth sports – soccer, softball,
baseball, etc.
· Alternative competition (dance
games etc.)
· Special events attendees
· Outdoor recreation
Improved Long Term Competitive Position
In implementing this tourism asset strategy there are several key factors for success:
· A common vision – While there are different cities withinTri-Valley, it is important that
at some level all understand a common vision of growing revenues for the region by
being as competitive as possible.
· Ability to work together – The only way in which a region can improve its
competitiveness is by having the ability to work together in a cooperative fashion. The
competition is not within the region but outside the region. This message must be
communicated to both the public and private sector alike.
· Reasonable expectations and timelines – Along with a sense of cooperation it’s critical
that those within the tourism industry have a reasonable timeline and look at asset
development from a short to long term approach.
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Part 6: Summary Comments
In developing the Tri-Valley Tourism Asset Assessment project SMG has developed several
summary comments for consideration.
1. The Tri-Valley has challenges, but they can be mitigated.
There is no question the Tri-Valley, like other destinations, has several distinct challenges. But
we believe they can be overcome. The diffused nature of the region (touched on previously in
this report) can be problematic because of distance and space between the different
municipalities. Other destinations have similar concerns that are exacerbated by natural
obstacle (e.g. a mountain range or geographic challenge). These challenges in many cases have
been overcome and so SMG believes they can also be overcome in the Tri-Valley. Unlike other
tourism destinations, the Tri-Valley developed and evolved in a more traditional urban
development pattern which dominates the region, as opposed to those destinations whose
assets tend to be focused on the natural environment.
To mitigate these issues it’s important for the region to understand the benefits of working
together. A cooperative approach provides a more comprehensive view of activities and
reasons to visit. It also helps the funding leverage all the different municipal regions achieve
with the cooperative use of their TBID funding.
2. Make better use of your existing assets base.
Throughout this report there is one consistent theme and that is to make better use of existing
assets. There is no question that major tangible assets require years of planning and significant
capital expenditures. In the short run it is to the benefit of the region to better use its existing
assets through improved coordination, cooperative market and redefined relationships. The
approach can increase the value of the existing asset base while at the same time improve the
competitiveness of the destination.
To achieve improved use of the region’s existing assets it is critical for the region to work
together and communicate effectively.
3. Improve bureau effectiveness.
Another key opportunity rests with Visit Tri-Valley, which can work to improve its efforts in
some key areas:
· Develop a community based marketing plan – The bureau should develop a community
based marketing plan that promotes all the reasons for visiting and the area’s overall
benefits.
· Research and economic tourism analysis – Such an analysis provides the tourism
industry with actionable information with which they can make decisions both
individually and collectively.
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· Improved measurement – Consider implementing new measurement tools that
specifically evaluate the impact of TBID dollars and their effective use.
4. Regional cooperative approach.
Continue to focus on a regional approach to improve the area’s competitiveness. It is also
important for the municipalities to recognize the importance of working together to support
regional tourism competitiveness and to work to solve some of the region’s challenging issues
like transportation.
5. Lodging must take advantage of the current and future opportunities to build weekend
traffic.
The lodging industry has experienced strong occupancy growth with mid-week business travel
demand while at the same time has significant availability on the weekend. As the area
continues to grow in its leisure offerings (attractions, special events, etc.) it presents an
opportunity for these properties to generate additional demand by marketing pre and post
business stays from existing business travel customers as well as return leisure stays. It will be
important for the lodging industry and Visit Tri-Valley to work together to develop and
implement appropriate sales and marketing tools to generate this potential demand.
6. Potential update of Alameda County Fairgrounds.
In researching information for this report it was identified that the Alameda County Fairgrounds
are in the process of analyzing potential changes in their facilities. These changes could have an
impact on the types of events and organizations that use the facility. If in fact changes are made
it would present an opportunity to increase the types of events and groups that would attract
overnight visitation.
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Appendix
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Appendix 1: Completed Interviews
Name Title Affiliation
Nancy Feeley CEO Chamber of Commerce- Dublin
Scott Raty CEO Chamber of Commerce- Pleasanton
Shelby McNamara CEO Chamber of Commerce- Danville
Stewart Bambino CEO Chamber of Commerce- San Ramon
Catherine Ralston*Economic Developer City of Livermore
Leigh Boyd Consultant City of San Ramon
Linda Smith Economic Developer City of Dublin
Dave Ackerman Director of Marketing Livermore Premium Outlets
Debbie Gudmundson General Manager Residence Inn by Marriott - Pleasanton (TBID)
Andrew Ebel Marketing Director Goodguys Rod & Custom Assoc.
Marlene Fahrenkrog General Manager Hyatt House Pleasanton (TBID)
Catherine Cheda*General Manager Hawthorn Suites by Wyndham (TBID)
Chris Chandler*Executive Director Livermore Valley Wine Growers Assoc.
Linda Robles General Manager Courtyard by Marriott- San Ramon (TBID)
Michelle Peters*Director of Marketing Casa Real at Ruby Hill Winery (TBID)
Nany Fullmore*General Manager Marriott San Ramon (TBID)
Paul Munyasia*General Manager Holiday Inn Dublin (TBID)
Ron Gapol*General Manager La Quinta Dublin (TBID)
Tom Buckley General Manager Four Points by Sheraton- Pleasanton (TBID)
Tom Matteson* General Manager Courtyard by Marriott Livermore (TBID)
Rachael Snedcor Executive Director Livermore Downtown Inc.
Dale Kaye CEO Innovation Tri-Valley
Joan Sepala Publisher The Independent
Faye Cater Manager of Sales & Events Alameda County Fairgrounds
*Asterisk denotes Visit Tri-Valley Board Member
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Appendix 2: Sources
Visitor Websites
The Tri-Valley visitor website provided a starting point for most major categories (lodging, meeting
facilities, wineries, etc.).
· Visit Tri-Valley Website (http://www.trivalleycvb.com/)
Other visitor-specific sites provided some additional detail, particularly for attractions.
· Danville.com Website (http://www.danville.com)
· Livermore Valley Chamber of Commerce Website (http://www.livermorechamber.org/)
· Livermore Valley Winegrowers Association Website (http://www.lvwine.org/)
· SanRamon.com Website (http://www.sanramon.com/)
City Websites
Individual city websites were used to identify and/or find additional detail about parks and park
activities (golf, swimming, tennis, hiking trails and special event venues).
· City of Dublin California Website (http://dublinca.gov/)
· Town of Danville Website (http://www.danville.ca.gov/)
· City of Livermore Website (http://www.cityoflivermore.net/)
· City of Pleasanton Website (http://www.cityofpleasantonca.gov/)
· City of San Ramon Website: (http://www.ci.san-ramon.ca.us/)
Additional Sources
Google Map Search (https://maps.google.com/)
Google Maps was used intermittently to determine additional listings within the entire Tri-Valley area.
Yelp.com (http://www.yelp.com)
Although primarily a business review site, Yelp.com has several useful search capabilities for
determining the number of establishments in the Tri-Valley area, such as limiting searches to a specific
city’s limits or to a specific type of retail or dining establishments.
Individual Establishment Websites
Websites for individual establishments were used extensively for determining the specific category or
other detail about that establishment. For example, hotel and winery websites were used to determine
capacity for their meeting facilities.
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Appendix 3: Project Overview
The Tri-Valley, located in the East San Francisco Bay, includes the cities of Danville, Dublin,
Livermore, Pleasanton and San Ramon. It takes its name from the three valleys of Livermore
Valley, Amador Valley and San Ramon Valley. The area boasts beautiful scenery and a mild
climate, along with a historic wine region, outdoor recreation, shopping dining and special
events.
In an effort to improve Tri-Valley’s long term competitive position in the Northern California
tourism market, tourism industry leaders would like to identify potential assets that would make
the destination more appealing to both corporate and leisure travel segments and drive
weekend occupancy rates.
Project Objectives
Project objectives included the following:
1. Identify potential tourism assets that would strengthen the appeal to target corporate and
leisure segments.
2. Prioritize tourism assets in a meaningful way for both the public and private sectors to
consider over the long term.
3. Provide additional insight discovered through the project phases that would add to the
region’s competitive position.
While all of the areas possess high quality assets the primary purpose of this report is to review
the assets from a tourism perspective and to develop strategy recommendations that improve
Tri Valley competitiveness as a tourism destination.
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Appendix 4: Scope of Work
Project Scope
In considering this project SMG developed a three phased project scope in an effort to provide
Visit Tri-Valley with a comprehensive study to understand the current tourism assets along with
those needed to improve the competitiveness of the destination. The specific project scope is
outlined below.
Tri-Valley Project Scope
Phase 1:Information & Data Collection
SMG collected primary research information regarding the current inventory of tourism assets
available within the Tri-Valley including current visitor segments and potential needs for future
tourism assets.
Phase 2:Information Review & Analysis
SMG analyzed the collected information in order to understand asset gaps and develop a
priority list for consideration.
Phase 3:Final Report Development & Presentation
The analyzed information was organized into the following final report for management
planning and decision making.
Ph
a
s
e
1
Information
& Data
Collection Ph
a
s
e
2
Information
Review and
Analysis Ph
a
s
e
3
Final Report
and
Presentation
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Methodology
SMG implemented the following methodology.
Phase 1: Current Asset Inventory
1.1 Review of secondary information regarding current assets
1.2 On-site review of assets including the following:
o Lodging assets
o Attractions
o Meeting/conference facilities assets
o Transportation related assets
o Agricultural assets
o Other assets TBD
1.3 Stakeholder interviews (a mix of individual interviews and group meetings)
· Economic development directors by city
· Chambers of commerce by city
· Lodging properties by city
· Downtown associations
· Others (See Appendix for complete list)
1.4 Identify segment use and levels of use
1.5 Staff interviews/perspective
Phase 2: Target Segment Identification
2.1 Identify current and projected market segments
Phase 3: Asset Mapping
3.1 Project future asset needs as linked to target segments
3.2 Stakeholder interviews and/or workshop to assess future asset needs
Phase 4: Asset Gaps and Prioritization
4.1 Identify the asset gaps and prioritize based on the collected information
4.2 Assess which assets can be addressed in the short term and/or long term
4.3 Identify potential funding sources
Phase 5: Final Report Development
5.1 Develop draft report for review and input
5.2 Develop final report
5.3 Develop PowerPoint presentation
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The Strategic Marketing Group is a
tourism, recreation and hospitality
consulting firm. For more information
www.smgonline.net