Loading...
HomeMy WebLinkAbout084-06 RESOLUTION NO. 84-2006 ADOPTING AN ECONOMIC DEVELOPMENT STRATEGY FOR THE TOWN OF DANVILLE WHEREAS, the Town has emphasized physical redevelopment and other improvements to the downtown since the mid 1980s; and WHEREAS, these changes have succeeded in retaining and enhancing Danville's historic character and small-town charm; and WHEREAS, consistent efforts to promote the economic health and vibrancy of the downtown have resulted in additional liveliness and served to create a sense of place; and WHEREAS, the Town has recently revised the Downtown Business District Zoning Ordinance to further support and encourage retail uses; and WHEREAS, the Town has worked closely with the Discover Danville Association and the Danville Area Chamber of Commerce to provide a focused marketing effort for the Town; and WHEREAS, the Town has participated in the Tri-Valley Vision 2010 process to enable it to better understand and participate in regional economic development efforts; and WHEREAS, given the variety of economic development efforts currently underway, it is timely to structure, guide, and direct these efforts in an organized manner; now, therefore, be it RESOL VED, that the Danville Town Council hereby adopts an Economic Development Strategy for the Town of Danville. APPROVED by the Danville Town Council at a regular meeting on July 5,2006, by the following vote: AYES: Stepper, Shirnansky, Andersen, Ar erich, NOES: None ABSTAINED: None ABSENT: None APPROVED AS TO FORM: 7W13 ~ CITY ATTORNEY 1- ~ CITY-CLERK - · PAGE 2 OF RESOLUTION NO. xx-2005 ,.. 4.'" ~~ ECONOMIC DEVELOPMENT STRATEGY BACKGROUND The Town's Economic Development efforts have historically focused on downtown Danville, both in terms of capital projects and programs. Since the mid 1980s, the Town has placed a strong emphasis on the physical redevelopment and improvement of the downtown, as evidenced by the level of capital expenditure, acquisition of land, development of public facilities and emphasis on public/private partnerships. This has resulted in a significant amount of physical change, including the redevelopment, rehabilitation, and expansion of numerous properties, as well as historic preservation. These changes have succeeded in retaining and enhancing Danville's historic character and small town charm. Consistent efforts to promote the economic health and vibrancy of the downtown have been a focus as well, in creating a sense of place and bringing additional life to the downtown as both a destination and fun place to visit. Over the past year the Town Council has revisited the Downtown Business District Zoning Ordinance in an attempt to provide greater support for and encouragement of retail uses. Promoting awareness of Danville's businesses and finding ways to encourage new customers to patronize those businesses is critical in making the downtown a destination. The Town has been' working closely with the Discover Danville Association, and the Danville Area Chamber of Commerce, in striving to provide a focused marketing effort for the downtown. Participation in the Tri-Valley Vision 2010 process over the past six years has been extremely beneficial to the Town. First, it has encouraged the Town to focus beyond the downtown, and second, it has helped to develop a better understanding of factors that affect the regional and overall economy. Technology has made the overall economy much more global. Economies are now integrated and competitive. The traditional nature of work has shifted, and the region, reflecting this shift, has evolved into a new economic identity. This is characterized by a mix of industry specializations, which includes many entrepreneurs who operate out of their homes or small office spaces. This has opened the door to many start-ups and small companies that call Danville home. The regional economy is very important to Danville. The high level management and R&D jobs found here create strong housing demand and housing markets, maintaining high property values. In addition, Danville and the Tri-Valley provide access to educational institutions (proximity to universities), a large and diverse talent pool, and capital. The Town has consistently worked to .promote Danville and help grow the local economy within the fiscal means available. Context Although the Town is close to build out within its corporate boundaries, the potential market area extends considerably beyond the Town, encompassing the unincorporated areas of Blackhawk, Alamo, Diablo and Tassajara. Development of Dougherty Valley and Alamo Creek will, at buildout, bring approximately 37,000 new people to the area. Danville and Downtown Danville are likely destinations for shopping and dining. Based upon the market analysis prepared for the Rose Garden Shopping Center, there is approximately 861,000 square feet of ground floor potential and existing retail! restaurant space in downtown Danville, with 223 retail businesses located within the downtown area. Vacancy rates are at or below 5 %, and turnover rates of retail uses within the downtown is approximately 7.5% (typical shopping centers of 100,000 square feet or more have turnover rates ranging from 5 - 15%). Competitive advantages: Danville offers a number of competitive advantages to support business and economic growth including: . Transportation accessibility, being centrally located in the San Ramon Valley corridor with access from 1-680, Danville Blvd./Hartz Avenue!San Ramon Valley Boulevard, and Sycamore Valley Road! Camino Ramon. . Highly-educated and skilled workforce . High quality school system . Safe community with a low crime rate . Exceptional quality of life . Great parks and recreation system . Charming, historic downtown . Relatively high education and homeownership rates . High percentage of people employed in management or professional jobs 2 Goals and Objectives The strategy is structured to express the Town's overall goal and objectives regarding economic development. Action steps are listed for each objective. This is not meant to be a comprehensive list, but serves as ways to begin achieving the objectives. The strategy also identifies other local organizations that may be appropriate to implement certain objectives, or work in conjunction with the Town, assuming the organization agrees to do so. Goal 1: Promote and encourage a diverse and healthy local economy, within an appropriate scale and character, as a means of supporting an outstanding quality of life for all Town businesses and residents. Objectives: 1.1 Meet resident needs for goods and services locally. 1.1.1 Work with landlords and commercial brokers to attract diverse mix of businesses. (Discover Danville, with assistance from Town and Chamber) 1.2 Encourage continuous retail within the downtown. 1.2.1 Monitor how well zoning changes are working as new development is proposed. (Town) 1.2.2 Work with landlords and commercial brokers to encourage appropriate types of retail uses. (Town,Discover Danville, Chamber) 1.2.3 Work with private developers to ensure physical spaces meet retail needs and requirements, and that physical development is consistent with character of downtown (Town) 1.3 Create a strong local identity or brand. 1.3.1 Build on "Discover Danville" theme. (Town-wide branding group) 1.3.2 Thursday night summer events, including Farmers' Market (DDA/PCFMA/ Chamber/Town) 1.3.3 Develop ad campaign to attract both residents and visitors (Town-wide branding group) . Identify funding sources (Town-wide branding group) 1.3.4 Capitalize on local branding opportunities: Museum SRV, Historic Old Town, San Damiano, Sycamore Regional Open Space, Mount Diablo, Eugene O'Neill, Farmers' Market, Special Events, All Wars Memorial, Arts/Theater, (Town-wide branding group) 3 1.4 Build and maintain strong positive relationships with the business community both directly and through working with local business organizations. 1.4.1 Work/partner with the Tri-Valley Business Council to learn more about the type and mix of local businesses, and identify their needs (Tri- Valley Business Council/Town) 1.4.2 Streamline bureaucracy and make it easy for the right kinds of businesses. Provide "civic infrastructure" (Town) 1.4.3 Work with Chamber/DDA (Town) 1.4.4 Create Economic Development web page on Town's website, for highlighting the Town's positive qualities, navigating bureaucracy, and for other uses, such as providing available commercial space data, etc. (Town) 1.4.5 Develop new business license data items to collect to get continual feedback on what types of services the Town can provide businesses, what sectors are locating here, etc. (Town) 1.4.6 If appropriate through needs identification (above), update home occupation ordinance to reflect paradigm shift in workplace (Town) 1.4.7 Develop sales tax collection data system to track data by sector/location/year, etc. (Town) 1.4.8 Retain and/ or create jobs to enhance the local tax base by: . Help businesses at risk of leaving . Identify opportunities to help existing businesses expand within the community . Identify problems that could cause businesses to leave the community . Build and maintain relationships with individual businesses (Town) 1.5 Grow/ expand underserved sectors, such as supermarket, entertainment, and overall retail. 1.5.1 Identify amount of leakage, and ways to attract appropriate uses (Town) 1.5.2 Identify ways to upgrade and improve the supermarket segment on the west side of Town (Town). Goal 2: Promote economic and business development through appropriate capital investment. 2.1 Provide adequate parking to support businesses within the downtown. 2.1.1 Complete expansion of the Clocktower Municipal Parking Lot (Town). 4 2.1.2 Construct a new municipal parking lot on Front Street to improve parking availability to businesses along Hartz Avenue, East Prospect Avenue and Front Street (Town). 2.1.3 Install temporary parking on the Town-owned Rose Street site, to improve parking availability for businesses north of Diablo Road (Town). 2.1.4 Work with San Ramon Valley High School and SRVUSD to improve the parking supply at the high school (Town). 2.2 Continue with beautification efforts that benefit the business community and promote economic development. 2.2.1 Complete the North Hartz Avenue Beautification project (Town). 2.2.2 Identify opportunities for public art and enhancement such as the Eugene O'Neill Memorial and the Rotary Clock (Town). 2.2.3 Increase lighting within the downtown 2.2.4 Identify locations and funding sources to add flowers on light standards and in planter boxes throughout the downtown, including the Diablo entry corridor. Goal 3: Identify opportunities to integrate and promote Danville and Danville businesses within the sub-regional and regional economy. Objectives: 3.1 Attract people within the sub-region and region. 3.1.1 Assess why people dol don't visit/shop in Danville . Use focus groups and shopper survey as jumping off point to address issues. (Town/town-wide branding group) 3.1.2 Capitalize on large events, such as soccer tournaments, quilt show, golf tournament, Children's Film Festival, etc. by creating dining/ shopping guide and other pertinent material to encourage people to shop/dine while in Town. (Town/Chamber/DDA) . Work with DDA and the Chamber to market and promote Danville in conjunction with the new LPGA Golf Tournament to be held at Blackhawk. 3.1.3 Determine whether there are other events taking place that should be marketed to. (Town-wide branding group) 3.1.4 Help individual businesses showcase events that may create a regional draw, such as author appearances at Rakestraw, etc. (Town-wide branding group) 5 3.1.5 Provide annual business promotion funding to promote Danville business and attract new potential customers (Town) 3.2 Work to capitalize on the growing hospitality/tourism sector of the sub-regional economy. 3.2.1 Work with the Tri-Valley Business Council to identify opportunities for Danville to be included in tourism plans for the sub-region (Tri-Valley Business Council/Town) 3.2.2 Identify regional and statewide tourism marketing opportunities, and ways to become part of those efforts (Town) 3.2.3 Create and capitalize on historic tourism opportunities for downtown Danville (Town) 3.3 Work/partner with the Tri-Valley Business Council to promote Danville within the region. 3.3.1 Continue to take active role in Tri-Valley Business Council regional economic development efforts (Tri-Valley Business Council/Town) 3.3.2 Be involved to ensure Danville's place within the region's marketing efforts (Tri-Valley Business Council/Town) 3.4 Work with all Tri-Valley agencies to market, grow and promote the regional economy. 3.4.1 Continue to take active role in Tri-Valley Business Council regional economic development efforts (Tri-Valley Business Council/Town) 3.4.2 Coordinate with efforts among all Tri-Valley cities to retain businesses within the Tri-Valley as they and their needs grow and change (Tri-Valley Business Council/Town) CONCLUSION The strategy describes the Town's past and current efforts to promote economic development within Danville as well as the Town's involvement in current regional efforts. The intent behind the strategy is to define as closely as possible what Danville's goals are for the downtown, the Town as a whole and for the Town as one of five communities within the Tri- Valley region. 6