HomeMy WebLinkAbout020720 - FULL PACKET
February 7, 2020
TO: Mayor and Town Council
FROM: Joseph Calabrigo, Town Manager
SUBJECT: Annual Town Council Planning and Goal Setting Workshop
Attached are the agenda and materials for the annual Town Council Planning and
Goal Setting Workshop scheduled for Friday, February 7, 2020. The workshop
will be held in the Eugene O’Neill Room at the Crow Canyon Country Club.
We plan to serve breakfast at 8:00 a.m. and begin the workshop at 8:30 a.m. Lunch
will be served from noon to 1:00 p.m. and refreshments will be available
throughout the day.
The workshop agenda is subject to fine tuning per the preference of the Town
Council. Additional items that the Council may wish to discus s may be brought
up under “Other Business and Updates.”
Staff in attendance will include the Town Manager, City Attorney, Police Chief,
department heads and key staff related to the agenda topics. Staff from Townsend
Public Affairs will join us for lunch and present a legislative update. Any issues
that cannot be covered to the satisfaction of the Town Council within the allotted
time, will be scheduled for discussion at a future Town Council Study Session.
Please contact me prior to February 4* if you have any questions related to the
material provided, or for any other needs you may have to make this day as
productive as possible (*as I will be attending the League of California Cities Annual
City Managers conference February 5-6).
Staff looks forward to this opportunity to assist the Town Council in identifying
potential challenges, opportunities and strategies, to ensure that the Town
government continues to operate as effectively as possible.
A G E N D A
Friday, February 7, 2020 8:30 a.m.
Crow Canyon Country Club
Eugene O’Neill Room
1. 2019 Highlights and Outcomes
(staff: J. Calabrigo)
2. Mid-Year 2018/19 Financial Overview
(staff: J. Calabrigo and L. Ha)
3. Capital Improvement Program – Current Status and Future Needs
(staff: J. Calabrigo and S. Jones)
4. Community Outreach & Engagement
(staff: J. Calabrigo and G. Gillette)
5. Regional, State and Federal Legislative Update
(staff: D. Friedmann, T. Williams, and Townsend Public Affairs)
6. Town Council Guidelines
(staff: J. Calabrigo and R. Ewing)
7. Other Business and Updates
➢ Polystyrene Ordinance
➢ Mandatory Training Updates
➢ Council Matters
➢ Annual Council/Commission Workshop
➢ Business, Development and Code Enforcement Updates
WORKSHOP ATTENDEES
Town Council
Karen Stepper Mayor
Lisa Blackwell Vice Mayor
Newell Arnerich Councilmember
Renee Morgan Councilmember
Robert Storer Councilmember
Town Staff
Joe Calabrigo Town Manager
Rob Ewing City Attorney
Tai Williams Assistant Town Manager
Allan Shields Police Chief
Jed Johnson Administrative Services Director
Dave Casteel Maintenance Services Director
Henry Perezalonso Recreation, Arts & Community Services
Director
Lani Ha Finance Manager/Treasurer
Steven Jones City Engineer
Jeff Hebel Emergency Services Manager
Geoff Gillette Public Information Officer
Diane Friedmann Assistant to the Town Manager
Town Consultants
Niccolo De Luca Senior Director, Townsend Public Affairs
Alex Gibbs Senior Associate, Townsend Public Affairs
Andres Ramirez Associate, Townsend Public Affairs
2019 HIGHLIGHTS & OUTCOMES
The Annual Planning and Goal Setting Workshop provides an opportunity for the
Town Council to reflect on prior year highlights and outcomes that support the
Town’s mission to deliver superior municipal services that make people’s lives better.
OVERVIEW
The Town continues to maintain a strong fiscal position. The 2018/19 fiscal year
ended on June 30, 2019, with a $4.0 million positive fund balance and a General Fund
(G.F.) Operating Reserve of $12.3 million (equivalent to 52.3% of the total G.F. Budget
or 35.8% of the total Operating Budget). Fund transfers totaling $8.2 million were
made from the G.F. into the Capital Improvement Program (C.I.P.) and the Town-
wide Lighting and Landscape Assessment District (LLAD). This included a $3.7
million transfer with approval of the 2018/19 CAFR in November.
Community safety remains the top priority. The Police Department continued their
success with combatting Part I crimes, closing the year with another record low. The
Town was named “Safest City in California” by Safewise, an independent review
website, for the third consecutive year.
Legislatively, the Town Council continued with advocacy efforts aimed at the
regional, state and federal levels, in the face of state and federal governments
continuing efforts to narrow the scope of local authority vested with cities.
Considerable time was spent updating Town standards regarding the placement of
small cellular wireless facilities to comply with federal standards. The Town Council
appointed a new Senior Advisory Commission and a new Arts Advisory Board that
will work more closely with the Parks Recreation and Arts Commission to implement
the Parks, Recreation and Arts Strategic Plan.
Community outreach efforts continued to focus on both online and in-person
methods. Social media channels, including Facebook, Facebook Live, Instagram,
Twitter, Nextdoor and Nixle continued to be utilized for communication, collectively
allowing the Town to maintain contact with the vast majority of Danville households.
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Despite higher than average total rainfall, the Town avoided significant disruption
and damage from winter storms. The most significant disruptions occurred as the
result of PG&E’s decision to implement their Public Safety Power Shutoff program,
which created frustration and confusion, among directly residents. A significant
windstorm that occurred at the end of October resulted in significant local property
damage, including the Town’s landmark oak tree on Diablo Road.
After extensive evaluation of options to modernize and expand the Town Offices at
510 La Gonda Way, the Town opted to purchase the building located next door at 500
La Gonda Way. Tenant and site improvements are currently in the design stage with
Town occupancy planned to occur by the end of 2021.
Completion of the $9.21 million Village Theatre Municipal Parking Lot expansion
project continued Town efforts to increase public parking downtown. The new lot
adds 132 new parking spaces in the heart of Old Town Danville while further
improving pedestrian connectivity in the process. Together with the new Rose Street
lot opened in November 2017, the Town has spent $14.5 million to add another 210
spaces downtown in the last two years.
The School District completed construction of the San Ramon Valley High School
modernization project, which included the addition of 240 new student parking
spaces on campus. The new parking was partially funded by a $1.45 million
contribution from the Town and continues a long and successful ongoing partnership
between the Town and the District.
Two Pavement Management projects totaling $5.4 million were completed,
overlaying or slurry sealing segments of 55 public streets and improving the Town-
wide PCI to 83. Other construction projects completed included the Front Street
Creekbank Stabilization Project and the Danville Various Streets and Roads
Preservation (OBAG) Project that made improvements to El Cerro Boulevard, the
Sycamore Valley Road overpass and the Sycamore Park and Ride lot.
Enhancements to the Town’s recreational programming and park system continued
with adoption of the new Town Green Master Plan and continued examination of
potential future scooter and skate park sites.
Arts appreciation was broadened through numerous high-quality art exhibits at the
Village Theatre Art Gallery, the “Dogs of Danville” exhibit which cross promoted the
arts with economic development downtown, another highly successful Open Studios
event and the highly popular public pianos summer program. Several other
programs continued including Music in the Park, Mobile Rec on the Go and May the
4th Be With You.
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HIGHLIGHTS FROM 2019
Legislative
• Worked with Tri-Valley Cities Coalition, Contra Costa Mayors Conference and
state legislators to advocate for changes to housing legislation in a manner that
lessens their impacts to Danville.
• Actively engaged with and supported the League of California Cities’ and
various efforts and activities that promote retention of local control for cities.
• Appointed a new Senior Advisory Commission to advise the Town Council on
matters of importance to active adults and senior citizens.
• Appointed a new Arts Advisory Board to support the efforts of the Parks,
Recreation and Arts Commission in achieving the outcomes identified in the
Parks, Recreation and Arts Strategic Plan.
• Created a Legislative Sub-Committee of the Town Council to further Town
advocacy efforts at the regional, state and federal level.
• Updated the Wireless Communications Ordinance to address siting of small
cell wireless facilities.
• Concluded the year with the 38th Annual Mayoral Installation and Community
Service Awards.
• Successfully recruited for, interviewed and filled several Commission, Board
and position vacancies.
Finance and Administration
• Continued to ensure the ongoing fiscal health of the Town.
• Adopted a balanced budget, maintained strong reserves and sustainable ten -
year forecasts.
• Prepared the 2018/19 CAFR; realized a positive $4.0 million General Fund
balance.
• Received Government Finance Officers Association (GFOA) recognition for
excellence in financial reporting, 18 years in a row.
• Completed sale of the 115-125 Hartz Avenue property.
• Completed acquisition of the 500 La Gonda Way property for use as Town
Offices and Police Department.
• Maintained numerous highly successful co-sponsorship relationships to
support and provide enrichment and cultural opportunities for the
community.
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Information Technology
• Increased efficiencies within the MUNIS Financial System, EnerGov Permitting
& Land Management System and Office 365 suite by completing the move to
cloud-based services that offer 24/7/365 availability with ISO 9000 security
levels and automatic updates.
• Continued efforts to implement additional security measures as warranted and
monitor cybersecurity issues to protect the Town from ongoing attacks.
• Completed the transition to a town wide MITEL voicemail system to address
the lack of support from Microsoft for the previous voicemail system.
Community Outreach
• Continued social media efforts, including the use of Nextdoor, Twitter,
Instagram, Facebook, and LinkedIn.
• Continued promoting Nixle as the Town’s emergency communications system,
resulting in a 20% year-over-year increase in subscribers to alerts.
Sustainability
• Continued membership and became a “Deep Green Champion” with MCE
Clean Energy, a Community Choice Energy program, providing ratepayers
with greater choices for renewable energy options.
• Eight Town facilities including the Danville Town Offices, Danville Library
and Community Center, Maintenance Services Center, Veterans Memorial
Building, Oak Hill Park Community Center, Town Meeting Hall and Village
Theatre converted to MCE 100% renewable Deep Green Service.
• Installed additional EV charging stations in the new Village Theatre Municipal
Parking Lot.
• Launched an Environment and Sustainability section on the Danville website.
• Continued a reduction in electricity usage through operation of photovoltaic
arrays at four separate Town facilities.
Police and Emergency Services
• Closed 2018 with an another all-time low in reported Part I crimes.
• Received the distinction of “Safest City in California” in 2019, for the third year
in a row by Safewise, an independent review website.
• Provided Naloxone Kits to Police Department Patrol for use to combat the
effects of opiate overdose.
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• Provided over 20 training presentation to San Ramon Valley Unified School
District Employees on Active Shooter response through the “Run, Hide, Fight”
program.
• Responded to several PG&E PSPS events by keeping the community informed,
deploying portable generators to maintain traffic signal operations and
working with special needs populations to ensure their ongoing safety.
• Continued the Disaster Preparedness Program to step up readiness efforts
aimed at preparing for and responding to any natural or man-made disasters
or emergencies that could befall the Town.
• Continued to maintain a strong partnership with SRVUSD toward maintaining
school safety.
• Attended over 30 Coffee with the Cops events aimed at reaching out to the
community in a friendly and collaborative setting.
• Conducted Recess with the Cops programs at one school per week during the
school year.
• Continued the successful Police VIP Program, expanding service into Crime
Prevention through Environmental Design.
• Staffed and supported a full schedule of community events.
Capital Improvement Program
• Completed construction of the $9.21 million Village Theatre Municipal Parking
Lot expansion project increasing the number of parking spaces from 69 to 201.
• Completed construction of the $2.1 million Various Streets and Roads (OBAG)
Project to improve El Cerro Boulevard from El Pintado to La Gonda Way and
Sycamore Valley Road from Camino Ramon to San Ramon Valley Boulevard
including the bus loop at the Park N Ride.
• Completed construction of the $150,000 Osage Station Park pathway
improvements project.
• Completed construction of the $752,400 Front Street Creek Bank Stabilization
project.
• Completed the construction of the 2017/18 and 2018/19 Pavement
Rehabilitation projects, totaling $5.4 million.
• Realized completion of the San Ramon Valley High School Classroom
Modernization project which included 240 additional student parking spaces
on campus. The Town contributed $1.45 to help fund this project in order to
alleviate parking congestion in adjacent neighborhoods and the north end of
the downtown.
• Started construction on replacement of the children’s play area at Hap Magee
Ranch Park with a projected cost of $785,000.
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• Continued the design of the $2.76 million Sycamore Valley Park and Ride
Expansion Project, which will add 122 new public parking spaces and bicycle
parking to serve commuters and users of the Iron Horse Trail.
• Continued the design work for the $6 million project to replace the La Gonda
Way bridge at Danville Boulevard.
• Completed installation of bicycle video detection cameras at seven
intersections (total of 12 cameras).
• Completed installation of Rectangular Rapid Flashing Beacons (RRFBs) at ten
(10) locations.
• Completed installation of four (4) wayfinding guide signs on Interstate 680
within Town limits.
• Completed replacement of traffic signal battery back-up systems at eight (8)
intersections.
• Complete the design of storm drain trash racks at Starview Drive, Loch
Lomond Way and Westridge, pending response from FEMA on the Town’s
grant applications.
• Continued design and planning of the Riverwalk bridge connecting Diablo
Road to the Town Green.
• Began design for improving 3.6 lane miles of on -street bicycle facilities on
Diablo Road from downtown Danville to Green Valley Road.
• Replaced radar speed display signs at two (2) locations and replaced one (1)
radar speed display trailer.
Development Services
• Continued with various Transportation programs including: Street Smarts
traffic safety education program, Neighborhood Traffic Management Program
and participation in Danville’s TRAFFIX Student Transportation Program.
• Worked with the Contra Costa Transportation Authority and other Contra
Costa jurisdictions on the development of a new transportation expenditure
plan to present to Contra Costa Voters in March 2020 as part of a new one-half
cent transportation sales tax measure.
• Continued lead role with advocacy on regional transportation issues.
Maintenance Services
• Renovated the turf in the large dog park at Hap Magee Ranch Park for a total
of $18,875. The dog park at Hap Magee Ranch Park is rated one of the best dog
parks in the area by Diablo Magazine.
• Completed the installation of the UV and filtration system at O ak Hill Park
pond to improve water quality for a total of $49,318.
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• Completed the annual creek cleaning through in-house and contract efforts
($10,800) which helps protect the community and prevent damage to public
and private property.
• Worked with EBMUD to complete the installation of recycled water on El
Capitan Drive near Crow Canyon Road.
Recreation, Arts, and Community Services
• Succeeded in furthering integration of arts into the community through the
Dogs of Danville exhibit which was displayed throughout the downtown.
• Continued implementation of the Parks, Recreation & Arts Strategic Plan, with
an emphasis on capital projects in parks, trails and public art.
• Continued to explore potential locations for the multi-use scooter and skate
park as identified in the latest feasibility study.
• Offered a successful series of summer programs, camps and aquatic classes that
served approximately 5,500 residents.
• Continued work with the Danville Youth Council on communications strategy
and social media use, hosting a Tri-Valley Youth Advisory Council Round
table, and staging the Danville Amazing Race for Teens.
• Continued to provide a variety of arts opportunities through the Jazz Room
Series and Comedy with Liz Grant.
• Provided outdoor performances at the Town Green with the Midsummer
Melodrama and the Complete Works of Shakespeare (abridged).
• Began the AdVANture local trips program for Seniors and hosted the first
Senior Variety Show.
Economic Development and Community Events
• Continued implementation of the Community Marketing and Branding Plan,
including publication of the Live Locally Guide, marketing material and
rebranding of the Town’s quarterly newsletter.
• Delivered numerous highly successful special events that were attended by
approximately 300,000 people.
• Continued to strengthen partnerships with the Danville Area Chamber of
Commerce, local businesses, commercial leasing agents and property owners.
Attachments: A – Notes from 2019 Planning and Goal Setting Workshop
B - Visioning Exercise from 2019 Planning and Goal Setting Workshop
C – Notes from 2019 Visioning Exercise
TOWN COUNCIL PLANNING &
GOAL SETTING WORKSHOP
2019 Annual Town Council
Planning & Goal Setting
Workshop Notes and Outcomes
Friday, February 1, 2019, 8:30 a.m.
Crow Canyon Country Club
Accomplishments from 2018
The Town Council reviewed and discussed significant accomplishments from 2018
(see Appendix A). Town Council highlighted the following:
•Continuing to revitalize the Front Street Arts District.
•Completing the North Hartz Economic Feasibility Study.
•Staying ahead of new laws and legislative activities at the federal, state and regional
level.
•Enhancing bicycle infrastructure to maintain a bicycle-friendly community.
•Maintaining the Friendship City efforts with New Ross, Ireland .
•Liaising effectively with the Danville Chamber of Commerce and San Ramon Valley
Unified School District.
•Assisting a local business with the East Bay Economic Development Alliance’s
Innovation Awards.
•Responding to and maintaining the Danville Connect system for customer requests.
•Continuing the robust Farmers’ Market on Saturdays.
•Providing consistent, ongoing, small-town customer service to residents.
•Expanding the Live Locally branding in Town communications.
•Maintaining a vibrant, walkable downtown area.
•Completing the Skate Park Feasibility Study.
•Making a positive impact on businesses through the Business Concierge Program.
•Delivering skilled, friendly customer service at the Town’s front counter.
•Continuing a strong partnership and relationship with Town staff, due in part by the
political stability of the community.
•Launching the Arts and Rec on the Go program.
•Completing the Village Theatre Municipal Parking Lot.
ATTACHMENT A
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•Investing in other public parking projects, including the San Ramon Valley High
School Parking Lot and the Sycamore Valley Road Park & Ride Lot.
•Implementing MCE Clean Energy.
•Achieving a strong public safety record, with the lowest Part 1 crimes in the Town’s
history, and recognition as “The Safest City in California.”
•Continuing to maintain a strong partnership with the Chamber of Commerce and
Town businesses.
•Programming enhancements and ongoing efforts in the Recreation, Arts and
Community Services Department’s programs.
•Publishing a vibrant Activity Guide on a frequent basis.
•Providing strong services in the Building Division.
•Offering quality parks in the community, including Hap Magee Ranch Park.
•Maintaining a strong teamwork and solutions-oriented team.
•Negotiating a purchase agreement for the Town Office Relocation Project.
•Keeping the Town’s debt at a very low amount.
•Applying for and receiving reimbursement funds from the Federal Emergency
Management Agency (FEMA) for winter storms recovery.
Mid-Year 2018/19 Operating Budget and CIP Status Report
Town Council accepted the mid-year operating budget and CIP status report, and discussed
the following:
Operating Budget
•Property Tax, Sales Tax, Recreation Changes and Fees for Service are on track to meet or
exceed the budget forecast.
•RecycleSmart funds will increase by $17,468 for new recycling and garbage recycle
containers in the new parking lot.
•Mid-year will reflect acceptance and appropriation of those dollars.
•Building and Planning Revenues are being collected at a slightly lower rate.
•Gas Tax revenues continue to be on track due to the defeat of Prop 6, the repeal initiative
defeated by voters in November 2018.
•Solid Waste Impact Fee revenues are sustainable, with a 3% rate increase that became
effective on March 1, 2019.
•The Police Department will receive a $15,000 donation for additional equipment, which
will be reflected as a mid-year adjustment.
•An $1.2 million transfer from the Operating Budget into the CIP to fund the Town Office
Building Relocation Project.
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• The Lighting and Landscape Assessment District (LLAD) is underfunded in the long -
term; there will be a need to reformulate this revenue stream and seek a rate increase in
the future in order to provide the same level of service for future years.
• The Town’s expenditures are expected to be at or below budget, with risk management
expenses planned to be less than current fiscal year.
• Police Department contract costs as well as other personnel costs will increase in future
years.
• The Town continues to work closely to ensure that needs of the Town’s sales tax revenue
generators are met.
• The Town will continue to budget responsibly, in anticipation for a downturn in the
economy.
Capital Improvement Program
• The Town continues to invest in its infrastructure.
• New and ongoing initiatives include parking projects, the Town Office Relocation
Expansion Project, and the Pavement Management Program.
• Mid-Year review reflects the Town Office Relocation Project, CIP No. B-626. The CIP
fund balance at the end of the year is projected to be $9.1 million .
• With the 2018/19 Mid-Year Operating Transfers and Mid-Year CIP Transfers, the Town
is left with a year-end estimate of $8.1 million.
• Sycamore Valley Park and Ride Expansion started in late summer/early fall, and will
leverage funding from the Contra Costa Transportation Authority and other sources
where possible.
• An update on the Town Office Relocation Project, CIP No. B-626, was discussed.
• Town Council directed staff to further discuss the San Ramon Valley Boulevard
Widening Project, CIP No. C-578, at a future study session meeting, to revisit traffic
counts, road widths, and on-street parking.
• C-593 Front Street Creek Stabilization project is dependent on PG&E relocating the
telephone poles. February 6 is the date of relocation. Mid-April construction start is
projected.
• The award of design contract for the La Gonda Way Bridge Improvements project is
expected in summer 2019.
• The Five-Year Forecast for Revenues and Expenditures for the Capital Improvement
Program (CIP) show that the program will be fully-funded, with the revenue shortfall
offset by the Solid Waste Vehicle Impact Fee; this is under the assumption that no
additional projects would be funded beyond what has already been appropriated .
• Skate Park study was completed and brought to the Council with a recommendation on
a preferred location last year. The study was accepted, and the location was rejected, and
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staff is awaiting further direction from Council on next steps. The Town Council would
like to revisit this at a future study session.
Visioning Exercise
Town Council and Staff conducted an exercise to step away from the present and look
toward the future, and what we see that future holds for Danville, reflect about where we
are today and imagine where we want to be, what challenges we might face in the future,
and where we want to go from here in order to chart that course. (handout and results of
brainstorming exercise attached)
Police Services Update
Town Council accepted the report, and discussed the following:
• Part 1 Crimes reduced from 354 to 326 total reported crimes, continuing a downward
trend from an 8-year average of 416.
• Traffic Collision reports are down from 315 to 277, which was a new all-time low.
• How the Town staff work together to reduce crime through a robust economic
development program, and engaged parks and recreation programs.
• Allan spoke about transparency especially around any incidents that occur on the
school property.
• Active shooter training was conducted last night, collaborating with the Fire District
and School District.
• Aik, the Town’s K-9 continues to have underlying health issues that are hindering his
health and healing when injured. Aik will retire and live with Officer Emily
Neabeack. The Town will be getting a new K-9, training in the upcoming months
with Officer Neabeack continuing to serve as the K-9 handler.
• Officers Charles Caruso and Matan “Biz” Weingarden will be serving as the new
School Resource Officers (SROs), transitioning in this spring.
Regional, State, and Federal Legislative Update
Town Council accepted the Legislative Advocacy report, and discussed the following:
• The Town continues to be part of the Tri-Valley Cities’ Legislative Advocacy Efforts, with
Townsend Public Affairs (TPA) serving as the legislative advocacy consultant.
• The Tri-Valley's Community Development Directors are convening to develop the
framework for a housing issue white paper.
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• Tri-Valley Cities is laying the groundwork to communicate to the legislators about
housing, local control and the CASA compact in an effort to change/mitigate legislative
impact.
• TPA will continue to monitor legislation, with more proposed legislation expected
through the end of March.
• The Tri-Valley Mayors’ Legislative Advocacy Meetings in Washington D.C., in
conjunction with the U.S. Conference of Mayors, accomplished objectives in establishing
relationships, including meetings with members of Congress and agency staff.
• The Valley Link Project (Tri-Valley-San Joaquin Valley Regional Rail Authority) is fully
supported by elected officials in the area, including newly elected Congressmember Josh
Harder (D-Turlock).
• Regarding the FCC “Small Cell Wireless” ruling, Congressman Eric Swalwell has
officially signed on as a co-sponsor of H.R. 530.
• State Senator Steven Glazer is going to introduce a CEQA streamlining bill.
• SCA 20 is being reintroduced again by Senator Glazer, and he is seeking support from
the Tri-Valley.
• Prop 68 (Parks Bond) funding will roll out in 2020, and there is supoort behind funding
infrastructure along the Iron Horse Trail.
• Governor Gavin Newsom will be proposing a change to the Public Utilities Commission
(PUC), appointing a new president. Next steps following the PG&E bankruptcy
declaration are being discussed in Sacramento.
• The CASA Compact was discussed. The Town Council expressed an interest in taking
the following positions on each of the CASA Compact Elements:
o Monitor: Compact Elements #1, #2, #3, #8
o Full Support and Expansion: Compact Element #4
o Oppose unless amended: Compact Element #5, #9, #10
o Support with amendments: Compact Element #6, #7
• The Town Council expressed a strong interest in sharing information about the CASA
Compact to the community through active communication/outreach efforts, including a
Community Town Hall (hosted with other agencies and legislators), and content on the
Live Locally Quarterly Newsletter.
Police
• A reduction in Part I crimes in 2017 and ongoing crime reduction efforts.
• Additional reports and statistics to be included in future department reports.
• Thoroughness of the Investigations Team to locate criminals and stolen property.
• The continued effectiveness of ALPRs for the apprehension of criminals and lack of need
to expand the camera program at this time.
• Ongoing community outreach efforts through social media and the Coffee with the Cops
program, in addition to Recess with the Cops.
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• Public access to crime reporting data on CrimeReports.com.
• Recovery of K-9 Aik.
Communication and Outreach
• The continuation of print, digital, media relations and in-person outreach methods.
• The Live Locally Newsletter began dedicating one page per quarter to Economic
Development. The page features new and existing businesses.
• The town website was relaunched in May 2018 with a new layout, graphics and
Danville’s Live Locally branding.
Training Needs
• Town Council received sexual harassment prevention training and education in
compliance with AB 1661.
Town Council Guidelines
• Town Council reviewed the Guidelines with consensus that all members are adhering
to the guidelines. No further changes were discussed.
Other Business and Updates
Council Matters
• Asked the Town Manager to move the Town Manager’s Report up earlier on the
regular Council Agenda; agreed that the report could be monthly.
• Discussed the designated survivor resolution, when would it be used, how does it
fit with Brown Act authority to have telephonic meetings.
• Discussed potential update on noise ordinance, related to hours of construction or
possibly more comprehensive.
• Discussed desire to amend the Friendship City policy to remove criteria for cities
being of "similar size.”
• Asked staff to look into whether Contra Costa County has an ordinance limiting
where smoke shops can open, specifically in proximity to school.
• Discussed potential amendments to the Smoking Ordinance due to concerns that
certain establishments facilitate smoking on public sidewalks, impacting outdoor
diners at nearby restaurants. Council will first seek voluntary compliance.
• Discussed concept of forming a possible downtown Business Improvement District
to provide for tree lighting and other improvements. Asked whether a BID can be
voted on by business owners or just the property owners.
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•Asked to have updated individual photographs and bios for councilmembers
included on the new Town website. Asked staff for clarification of current practices
(if any) for use of council photos on social media, use of photos taken by Town staff.
Annual Council/Commission Workshop
•Discussed the designated survivor resolution with the commissions.
•Consider public art as a potential engagement/discussion topic.
VISIONING EXERCISE
BACKGROUND
As elected officials, you seek and are elected to public office to pursue an agenda that
will benefit your community. Once elected, you work tirelessly in your pursuit of the
Town’s best interests and those of our citizenry at levels ranging from the local to the
federal level.
Since the Town was incorporated in 1982, community leaders have had a clear vision
of what Danville is. The Town Government is focused on retaining and enhancing
“Small town atmosphere, outstanding quality of life,” and the Town’s mission is to
“provide superior municipal services that make people’s lives better.” However, in
2019, much of what affects quality of life and service delivery for Danville is external,
and beyond the Town’s direct control.
Given the myriad of issues, opportunities and challenges faced at a local, regional,
statewide and even federal level, the complexities and expectations faced by our local
government continues to increase. Although the Town takes great care to prepare
plans and engage the community to plan for the future, much of the effort is focused
on current issues – dealing with what’s in front of us right now.
Exercise
The Annual Planning and Goal Setting Workshop provides an opportunity to step
away from the present and look toward the future, and what we see that future holds
for Danville.
The exercise will help guide and prompt councilmembers to conduct
“visioning.” Each Town Councilmember will team with Town staff. Teams will use
post-it notes to think about “what we love about Danville” and “Challenges &
Opportunities” today and 20 years in the future, in 2039.
Preparatory to the workshop, participants should take some time to reflect on the
following questions:
ATTACHMENT B
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•What do we value, appreciate and love about Danville today and in the future?
•What are the challenges and opportunities we face today and in the future?
•How will societal change, technology, demographics and current and future
trends affect Danville?
•What will we need to do to prepare to meet future challenges?
•What will Danville look like twenty years from now in 2039? What’s changed?
How does that change affect the way we live and work, an d what our
community needs or wants from its local government?
The point of this exercise is to reflect about where we are today and imagine where we
want to be, what challenges we might face in the future (recognizing that we can’t predict
the future), and where we want to go from here in order to chart that course. Participants
should try to vision based on all areas of service delivery.
Today (2019) 20 Years from Now (2039)
What We Love
about Danville
Challenges &
Opportunities
What We Will Love
about Danville
Possible
Challenges &
Opportunities
Each team should come up with at least 5-6 items per column.
Town Council Visioning Exercise Results 2019
ATTACHMENT C
Today (2019) 20 Years from Now
(2039)
What We Love about
Danville
Challenges &
Opportunities
What We Will Love
about Danville
Possible
Challenges &
Opportunities
•Dog friendly
•Approachable Public
Safety
•Well Maintained
Community
•Thoughtful
Planning/design
•Safe, Friendly
Environment
•Partnerships with
schools & Education
•High Quality Parks &
recreation programs
•Open Space Amenities
•Preserved Ridgelines
•Walkable, Desirable,
Dynamic, Historic
Downtown
•Plentiful, free public
parking
•Great place to raise a
family
•Civic Pride
•Small Town Feel
•Trails/Open space
•Clean Air, Great
Climate
•Sense of community
w/special events
•Proactive in emergency
response/partnerships
•Fiscally
responsible/meeting
expectations
•Hidden Gem/680 access
•Feel safe/perceived
safety
•Local Control
•Prospect challenge, place
for kids to hang out, still
have retail
•Outside sources funds to
offset General Fund/not
an underserved
community
•Sports Alliance evolve
with culture
•Changing community
needs, demographics
•River Walk
•Maintain our image with
new housing regulations
•Self-guided history
markers
•Town to have bigger role
in maintaining history
•Economy stalls/recession
•Pocket parks in
commercial areas
•Sales tax unknown, state
of retail
•Small business vision
limited/not adapting to
current realities
•‘no growth’ vocal
opposition
•Sustainability= asset,
bold vs. maintain
•Zoning & construction
limitations
•Federal/State legislation
creating downward
pressure to maintain
goals
•Active/engaged
community
•Safe routes to
school/arterials of
•Mayor will have a
budget to spend on
council activities
•One more friendship
city
•Really cool town council
office
•Light up all downtown
trees
•100% Carbon Free
•Co-op Art Gallery
•Public/private
partnerships where we
own property & partner
with developer to build
housing
•Water fountain at
Prospect & Hartz
•More solar on town
owned property
•Town Council pay
increase
•Continue to plant oak
trees for the future
•More connection to
hiking trails
•All 5 G technology
under ground
•North end development
•Culture/values
•Maintain atmosphere,
ambiance
•Control growth
•Dedicated, passionate
staff
•Residents re-investing
in their properties
•Expanded Rec.
Programs for aging
population &
connecting with youth
•Robust community
engagement
•Open space/hillside still
protected
•Borel property
developed
• Property values double
by 2020
• Online citizens
engagement
opportunity for
residents to be more
positive and engaged
• Continually surpass
government
expectations town-wide
• Active role in
maintaining our history
• Annex the east side
• Buses travel on
shoulders
• Maintain local control
• More seniors, fewer
families and young
residents
• Drastic change in town
councilmembers
• Residents/business
owners love us
• Technology evolution
• Internet of Things (IOT)
• Close trail gaps and
maximize hiking
• More need for
community space
downtown
• Recreation & Arts focus
• Nurture concept of
business competition by
media
• Support technology that
makes people safe
• Housing, housing,
housing
• Shared technology
2
Camino Ramon/Camino
Tassajara
• LLAD Revenues &
Taxpayers willingness to
pay for services
• Stable revenue sources
and opportunities
• Retail retention &
programs
• SRO funding
• Traffic/Transportation
• Small Cell Technology
• Proactive
Communication of
projects
• Traffic
• Perceptions: lack of
parking, ongoing
community expectations
vs. Funding
• Aging population
• Dis/misinformation on
social media
• Housing legislation –
affordability, overreach,
losing local control
• Retail struggles with
online economy
• Social media – factual
information in the hands
of the community
• Keeping up with
technology
• Housing Demands –
Wiener
• Keeping & retaining
quality staff
w/competitive
compensation packages
• Still #1 Safest City
• More community
spaces/town green
• Arts-focused
community
• Foodie destination-
Michelin restaurants
• Automated
transportation and
autonomous vehicles
• Healthy community,
healthy choices
• Shared living spaces
• Same sense of quaint
downtown
• More connectivity
• 100% carbon free
community
• Still maintain small
town feel with state of
the art technology for
residents
• Still fiscally stable town
• 90% permits can be
done online
• International visitors,
active vibrant
downtown with theatre,
restaurants, parks
• Free green community
with trails, bikes,
walking downtown
• Trees have lights
downtown
• Residents/business
owners love downtown
• Social media will be
more intrusive/privacy
• Climate Change
• Technological changes
will be challenging
• North Hartz Avenue
finished
• Electoral
Process/Electronic
voting
• Different Options for
community
engagement
• Integrating new
council, staff,
leadership
• Availability and
affordability of
housing
• Commuting/freeway
access, mobility
• How we spend/shop,
expectations
• Permit approval
process expectations
• Earthquake/Emergenc
y response-”the big
one”
• How community
interacts with
government 24/7 , not
8-5.
• Healthy Town is our
opportunity
MID-YEAR 2018/2019
FINANCIAL OVERVIEW
BACKGROUND
The Annual Planning and Goal Setting Workshop provides an opportunity for the
Town Council to review the status of the Town’s finances at the December 31, 201 9
mid-point of the 2019/20 fiscal year, including revenues, expenditures, and potential
changes that could affect the Budget or the ten-year forecasts.
Revenue and Expenditure Trends
For 2019/20, total Town operating revenues were forecast to increase by 2.2% above
2018/19 levels, with General Fund revenues increasing by 2.7% and Special Purpose
(restricted) revenues increasing by 0.8%. The Town’s two largest revenues - Property
Tax and Sales Tax, were forecast to increase by 4.5% and 1.0% respectively, with all
other General Fund revenues increasing by 0.3%.
Property Tax continues to be the Town’s largest revenue source, accounting for 53.1%
of the General Fund. Although the Town receives only 7.5% of total Property Taxes
paid, property values continue to outpace inflation and the overall Bay Area CPI.
Sales Tax accounts for 20.8% of the General Fund. Property Tax and Sales Tax
revenues are currently at their highest historic levels.
Special Purpose revenues were projected to account for 26.1% of total 2019/20
revenues. The largest Special Purpose revenues are the Town-wide Lighting and
Landscape Assessment District (LLAD), Building and Planning fees, and Gas Tax.
LLAD revenues remain flat due to minimal growth and fixed assessment rate s.
Building and Planning activities continue to slow, and 2019/20 revenues are forecast
to decline by 12.5 %. Increases of 4.3% were forecast for Gas Tax and 102.3% for Solid
Waste Vehicle Impact Fees. Gas Tax, Measure J Return to Source and Solid Waste VIF
funds are the major sources of funding for the Town’s Pavement Management and
Street Maintenance programs.
Total 2019/20 operating expenditures were programmed to increase by only 0.9%,
including increases/decreases of 1.1% for General Government, 3.0% for Police
Services, -5.5% for Administrative Services, 4.7% for Development Services, 0.2% for
Maintenance Services and –0.8% for Recreation, Arts and Community Services.
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MID-YEAR 2019/20 OPERATING BUDGET UPDATE
The Operating Budget is adopted following extensive review by the Town Council.
Once adopted, it is a dynamic plan subject to revenue or expenditure variations
driven by factors as broad as the economy or as narrow as shifts in a specific service
need. Town finances are continuously monitored throughout the fiscal year.
The mid-year update identifies potentially significant deviations to appraise the
Town Council, and to identify any formal mid-year adjustments that may be required.
A formal mid-year financial report will be presented to the Town Council for
consideration at the February 18, 2020 Town Council meeting.
As of December 31, 2019, overall revenues are tracking 1-2% ahead of the approved
budget, while expenditures are on track to finish the fiscal year lower than
budgeted. Overall fiscal condition remains str ong and the Town expects to finish
the year on a positive note.
Revenues
General Fund
General Fund revenues are tracking positively in comparison to budget.
Property Tax – This includes the Town share of the ad valorem tax levied on real
property plus property tax backfill received in lieu of vehicle license fees (“the VLF
swap”). The VLF swap represents 30.1% of the total Property Tax revenue.
2018/19 Property Tax revenues were $14,740,670, 8.1% above the budget forecast.
The 2019/20 budget forecasts Property Tax revenues of $14,260,222. Mid -year
receipts and estimates indicate that actual revenues will equal or exceed 2018/19
actuals. A mid-year adjustment is recommended to increase Property Tax revenues by
$245,000 to offset increased General Fund expenditures.
Sales Tax – 2018/19 Sales Tax revenues were $5,947,752, 7.7% above the budget
forecast. The 2019/20 budget forecasts Sales Tax revenues of $5,577,220. Revenues
for the first five months of the fiscal year total $2 ,158,205. December revenues
typically lag up to 60 days behind and have not been received yet. Initial receipts
suggest that year-end revenues may fall short of the budget forecast. No mid-year
adjustments are recommended.
Recreation Fees and Charges for Service – 2018/19 recreation revenues were
$2,531,713, 5.4% below the budget forecast. This was offset by reduced operating
expenditures in Recreation, Arts and Community Servi ces. The 2019/20 budget
forecasts revenues of $2,576,145. Mid-year receipts are tracking closely with prior year
actuals and total revenues are expected to meet the forecast. No mid-year
adjustments are recommended.
3
Franchise Fees – Franchise Fees are received for solid waste and recycling services,
cable TV, and gas and electricity. 2018/19 Franchise Fee revenues were $2,207,090,
4.0% below the budget forecast. The 2019/20 budget forecasts revenues of $2,326,932.
Mid-year receipts are on track to meet or exceed the forecast. No mid-year
adjustments are recommended.
Special Revenues
Lighting and Landscape Assessment District (LLAD) – 2018/19 LLAD assessment
revenues were $3,205,196. The 2019/20 budget forecasts revenues of $3,120,682. Mid -
year LLAD revenues are tracking closely with budget. No mid-year adjustments are
recommended.
Building and Planning - 2018/19 revenues were $2,638,811, 4.3% above the budget
forecast. The 2019/20 budget forecasts Building and Planning revenues of $2,212,200.
Mid-year receipts total $1,319,171, or 52.2% of forecast. Mid-year revenues are on
track to meet the budget forecast. No mid-year adjustments are recommended.
Gas Tax Fund – Gas Tax revenues help fund street and road maintenance. 2018/19
revenues were $1,728,818, 6.1% below the budget forecast. The 2019/20 budget
forecasts revenues of $1,919,117. Mid-year, revenues are on track to meet the forecast.
No mid-year adjustments are recommended.
Measure J Return to Source (RTS) – Measure J is the Contra Costa County half-cent
transportation sales tax. Eighteen percent of the tax proceeds are returned to local
jurisdictions to help fund local street and road maintenance. 2018/19 revenues were
$866,743. The 2019/20 budget forecasts revenues of $815,217. Mid-year, revenues are
on track to meet the forecast. No mid-year adjustments are recommended.
Solid Waste Vehicle Impact Fees (VIF) – Refuse vehicle traffic accounts for 38.6% of
the total impact on Danville’s public streets. The Town collects a Solid Waste VIF
which is reinvested in maintaining public streets and roads. 2018/19 revenues were
$317,827, 33.3% above the budget forecast. The 2019/20 budget forecasts revenues
of $482,182. With an 8% rate increase effective as of March 1, 2020, this forecast will
increase to $529,779. No mid-year adjustments are recommended.
Donations - The Town has received a total of $16,000 in donations from private
parties, including a $6,000 donation for the Police Department to purchase specialized
equipment and School Resource materials and supplies, and a $10,000 donation for
the Maintenance Department to plant trees. A mid-year adjustment of $16,000 is
recommended to recognize the receipt of the $16,000 in donations.
4
Successor Agency
Real Property Tax Trust Fund (RPTTF) revenues for 2019/20 are budgeted at
$2,280,575, inclusive of Town re-payment under the Re-stated Cooperation Loan
Agreement with the former CDA. RPTTF revenues fund debt service payments for
the 2001 and 2005 Certificates of Participation, the 2001 Taxable Revenue Bonds, and
reimbursement of allowed administrative costs. Mid-year revenues are on track to
meet the forecast. No mid-year adjustments are recommended.
Revenue Summary
To date, the Town Council has approved no budget adjustments for 2019/20. As
described above, mid-year adjustments are recommended to:
• Increase Property Tax by $245,000 (General Fund)
• increase Donations by $16,000 (Special Revenue).
Table 1 summarizes the adopted budget forecast, prior amendments and
recommended mid-year adjustments.
Table 1
Mid-Year Revenue Summary
Adopted Prior Mid-Year
Budget Amendments Revised
TOTAL $ 38,617,530 $ 38,617,530 $ 38,878,530
General Fund $ 26,846,684 $ 26,846,684 $ 27,091,684
Special Revenue $ 9,490,271 $ 9,490,271 $ 9,506,271
Successor Agency $ 2,280,575 $ 2,280,575 $ 2,280,575
Expenditures
General Government – 2019/20 budget is $1,819,094. Pending legal claims and
ongoing litigation will exceed outside counsel costs budgeted in the City Attorney’s
Office. A mid-year adjustment of $125,000 is required to fund these activities. A
citizen sponsored referendum will necessitate a March 2020 special election at an
estimated cost of $90,000. All other direct and contract costs are tracking within
budget. Mid-year adjustments are recommended to increase the City Attorney
budget by $125,000 and the City Clerk budget by $90,000.
Police Services – 2019/20 budget is $10,261,608. All contract and direct costs are
tracking within budget. A private $6,000 donation was received to purchase
specialized equipment for patrol officers and materials and supplies for the School
Resource Program. One mid-year adjustment is recommended to recognize the
private donation and increase the Patrol Budget by $6,000.
5
Administrative Services – 2019/29 budget is $4,071,336. costs are tracking within
budget and no mid-year adjustments are recommended.
Development Services – 2019/20 budget is $4,912,431. A Building staffing vacancy
has required increased use of interim plan check services. All other contract and
direct costs are tracking within budget. A mid-year adjustment is recommended to
increase the Building budget by $60,000.
Maintenance Services – 2019/20 budget is $7,827,415. A private $10,000 donation was
received to plant new trees in Town parks and roadsides. Severe windstorms that
occurred October 26 and 27 resulted in significant damage to town trees, facilities and
structures, and required extensive use of contractors to perform repair and recovery
work. A mid-year adjustment of $30,000 is required to offset those costs. All other
contract and direct costs are tracking within budget. Mid-year adjustments are
recommended to increase the Maintenance Services Budget by $40,000.
Recreation, Arts and Community Services – 2019/20 budget is $4,335,187. All costs
are tracking within budget and no mid-year adjustments are recommended.
Personnel – 2019/20 budget is $12,565,100. At mid-year, 44% of the budget has been
expended. No mid-year adjustments are recommended.
Successor Agency
For 2019/20, Successor Agency operating expenditures total $1,180,575 for debt
service and administrative costs. Re-payment of the outstanding balance owed under
the former CDA/Town loan funds capital transfers of $1,100,000. Successor Agency
expenditures remain unchanged. No mid-year adjustments are recommended.
Expenditure Summary
Thus far in 2019/20 the Town Council has approved one budget adjustment for
$48,000:
• Resolution No. 80-2019, appropriating $48,000 from the General Fund for
General Government - grant coordination and application services.
As discussed above, mid-year adjustments are recommended to:
• increase the City Attorney budget by $125,000 (General Fund)
• increase the City Clerk budget by $90,000 (General Fund)
• increase Maintenance Services budget by $30,000 (General Fund)
• increase Police Patrol budget by $5,000 (Special Revenue)
• increase School Resources by $1,000 (Special Revenue)
• increase the Building budget by $60,000 (Special Revenue)
• increase Maintenance Services budget by $10,000 (Special Revenue)
6
Table 2 illustrates 2019/20 expenditures, including the adopted budget forecast, prior
amendments and recommended mid-year.
Table 2
Mid-Year Expenditure Summary
Adopted Prior Mid-Year
Budget Amendments Revised
TOTAL $ 34,407,646 $ 34,455,646 $ 34,776,646
General Fund $ 23,559,232 $ 23,607,232 $ 23,852,232
Special Revenue $ 9,667,839 $ 9,667,839 $ 9,743,839
Successor Agency $ 1,180,575 $ 1,180,575 $ 1,180,575
Transfers and Designations
The 2019/20 budget includes General Fund transfers of $4,485,005: $1,000,000 for
LLAD operations, $125,000 for Asset Replacement, $2,100,000 for CIP – Project B-626,
$1,235,005 for CIP – General Purpose and $25,000 for CIP Pavement Management.
On November 19, 2019, the Town Council adopted Resolution No. 76-2019, approving
the 2018/19 CAFR and transferring $3,700,000 from the General Fund to CIP – Project
B-626. This increased the total 2019/20 transfers and designations to $8,185,005.
STATUS OF TEN-YEAR FORECAST
Ten-year forecasts are key to planning for future years, ensuring long term fiscal
stability and continuity of service for Town residents. The Mid -Year Financial
Overview presents an opportunity to review and update information that has the
potential to impact future year revenues or expenditures. No mid-year changes are
recommended to the ten-year, however the following factors will affect the
subsequent ten-year forecast to be included in the 2020/21 operating budget.
Revenues
Solid Waste Vehicle Impact Fees – A December 2017 study performed by the Recycle
Smart JPA, identified that refuse vehicle traffic accounts for 38.6% of the total impact
absorbed by Danville’s public streets. Based upon the Town’s Street Maintenance and
Pavement Management costs, up to $1.34 million annually could be collecte d in Solid
Waste VIF. The Town currently collects approximately one -half of that amount. The
Solid Waste VIF will increase through 2021/22, to cover a larger portion of these costs
while continuing to maintain low overall solid waste rates. This will i ncrease General
Fund revenues by $3.4 million for years 2021 - 2029.
7
Expenditures
The operating budget draws budget to budget comparisons year over year. A
comparison of budget versus actual expenditures illustrates that the Town
consistently underspends budget by 2.5% to 4%.
A 2% annual reduction in total forecast Town operating expenditures would save
$600,000 to $800,000 annually over the life of the ten-year forecast.
Table 3
Operating Budget – Budget vs. Actual
Year Budget Actual
% B v
A Savings
2018/19 $32,945,781 $31,115,954 94.45% 5.55%
2017/18 $31,711,857 $30,544,301 96.32% 3.68%
2016/17 $30,193,970 $29,397,775 97.36% 2.64%
2015/16 $29,292,673 $28,534,532 97.41% 2.59%
2014/15 $28,562,610 $27,430,531 96.04% 3.96%
2013/14 $27,196,963 $26,166,181 96.21% 3.79%
Police Services – The ten-year forecast includes annual increases of 3.5% for
contracted services with the Contra Costa County Office of the Sheriff. Depending
upon future labor agreements, actual contract costs may exceed 3.5% annually. In
addition, East Bay Regional Communications Systems Authority (EBRCSA) radio
subscriber fees will increase by up to 80% over the next five years.
Personnel - Ten-year forecasts assume 2% annual increases in employee costs. Actual
cost increases have averaged 3% to 3.5% annually. Even with assumed staff turnover,
annual personnel cost increases could easily exceed the 2% assumed in the forecast.
Risk Management – The Town is insured through the Municipal Pooling Authority
(MPA), for General Liability, Workers Compensation, Excess Liability, Employment
Liability, Vehicle, Property and Earthquake. Owing to the Town’s recent claims
history, premiums for General Liability and Workers Compensation increased by
over $200,000 in 2018/19. These higher costs are carried through the full ten -year
forecast. Assuming that the Town’s claims and experience performance returns to its
pre-2018/19 cost, future costs from 2021/22 forward should be reduced by
approximately $200,000 annually for years 3-10 of the ten-year forecast.
Transfers
Lighting and Landscape - The operating budget includes annual General Fund
transfers to support LLAD operations. As with operating expenditures these
transfers are based on year over year budget estimates. A comparison of budget
versus actual LLAD expenditures and fund balance illustrates that actual costs are
8
less than budgeted, positively affecting the LLAD fund balance. A potential
reduction in the General Fund LLAD subsidy could positively affect the ten-year
forecast in future years.
Table 4
LLAD Expenditures and Fund Balance
Budget vs. Actual
2018/19 2017/18 2016/17 2015/16
Expenditures
Budget $4,291,241 $4,016,699 $3,863,465 $3,707,206
Actual $3,940,950 $3,674,087 $3,395,450 $3,143,324
Variance $350,291 $342,612 $468,015 $563,882
Fund Balance
Budget $3,143,421 $3,465,570 $3,354,985 $3,241,940
Actual $3,492,170 $3,869,964 $3,893,086 $3,882,398
Variance $348,749 $404,394 $538,101 $640,458
The Town prepares conservative ten-year forecasts. Overall revenues and
expenditures are expected to outperform the current ten -year forecast and will be
more comprehensively re-evaluated as part of the preparation of the 2020/21
Operating Budget and Capital Improvement Program.
RECOMMENDATION
Review and discuss the 2019/20 Mid-Year Financial Overview and provide direction
and feedback to staff regarding any mid -year budget adjustments.
CAPITAL IMPROVEMENT PROGRAM
STATUS UPDATE
The Capital Improvement Program (CIP), i.e. capital budget, identifes, prioritizes and funds
capital projects that address immediate and long-term facility demands to meet community
needs. This paper provides a status update on current CIP projects, and describes future
capital needs and priorities to help set the stage for development and consideration of the
new 2020/21 – 2024/25 CIP which will take place in spring 2020.
BACKGROUND
Since 2000, Danville has invested $150.4 million on capital projects that have benefitted the
community in numerous ways (Attachment A). This equates to $7.5 million annually.
Funding has come through a variety of sources, including $59 million from the General
Fund. Every General Fund dollar expended has been used to leverage an additional $2.55
of Special Revenue. This has been accomplished without the use of special taxes,
assessments or debt.
In 2019, the Town completed a number of significant capital projects either directly or
through partnerships with other agencies. These included:
• Completion of the $9.2 million Village Theatre Parking Lot expansion project
which added 132 new parking spaces in the heart of Downtown Danville.
• Completing the $12.5 million acquisition of the property at 500 La Gonda Way
for use as new Town Offices and Police Department headquarters.
• Completion of 2 ambitious Pavement Management projects at a total cost of
$5.4 million that will contribute toward maintaining a town-wide PCI of 80+.
• Completion of the $2.1 million Danville Various Streets and Roads (OBAG)
Project that included improvements to El Cerro Boulevard, the Sycamore
Valley Road overpass and the Sycamore Park and Ride lot.
• Completion of the $750,000 Front Street Creek Bank Stabilization project.
• Partnering with the San Ramon Valley Unified School District to complete the
construction of 240 new student parking spaces at San Ramon Valley High
School.
Looking forward to 2020, major new or ongoing initiatives include:
• Completing construction of the new children’s play area at Hap Magee Ranch
Park.
2
• Completing design work and beginning construction on the new Police
Department headquarters at 500 La Gonda Way.
• Completing design work and constructing the Sycamore Park and Ride
Expansion that will add 122 new parking spaces at this facility.
• Securing grant funding and constructing drainage improvements and
modifications for Westridge Drive, Loch Lomond Way, and Starview Drive.
• Securing grant funding and constructing a new pedestrian bridge across San
Ramon Creek, linking Diablo Road with the Town Green.
• Continuing with the Town’s ambitious Pavement Management Program in
order to maintain a positive pavement condition index (PCI) of 80+.
2019 Completed Projects
Table 1 shows a total of 29 projects that were completed in 2019. Several of these projects
were constructed in phases that may have spanned several years.
Table 1
Recently Completed Projects
Project Project Name Expended
A-330 Town-wide Storm Drain System Maintenance $30,567
A-362 Downtown Improvement Project $94,151
A-482 Street Light Maintenance $140,615
A-514 Public Places for Art $11,200
A-579 Town-wide Roadway Damage Repair $36,090
A-580 Town Office Improvements $90,094
A-606 Automated License Plate Reader & Situational Awareness Cameras $12,612
B-101 Park and Recreation Facilities Capital Maintenance $18,504
B-216 Town Service Center Capital Maintenance $41,161
B-280 Sports Field Renovation $48,915
B-400 Hap Magee Ranch Capital Maintenance $55,859
B-415 Civic Facilities Capital Maintenance Projects $63,963
B-490 Osage Station Park Improvements $72,067
B-491 Library and Community Center Capital Maintenance $80,171
B-494 Osage Station Park Capital Maintenance $113,144
B-515 Security Access Control for Town Buildings $155,625
B-544 Oak Hill Capital Maintenance $15,220
B-582 Veterans Memorial Building Capital Maintenance $13,540
3
B-597 Village Theatre Parking Lot Improvements $2,403,094
B-617 Town Green and Arts District Master Plan $21,000
B-618 Town-Wide Wayfinding and Directional Signage $35,200
C-305 Traffic Management Program $38,989
C-418 Traffic Signal and Street Light Maintenance Program $17,965
C-545 Traffic Signal Controller Upgrade $11,108
C-588 Battery Back-Up Systems for Traffic Signals $28,753
C-594 Student Parking at San Ramon Valley High School $725,000
C-607 Iron Horse Trail Raised Crosswalks and Flashing Beacons $258,671
C-610 Pavement Management $1,808,841
C-621 Town-wide Bicycle Facilities Improvements $32,945
TOTAL $6,475,064
CURRENT STATUS – 2019/20 MID-YEAR REVIEW
The 2019/20 CIP includes appropriation of $12,990,536 to fund 37 separate projects
(Attachment B). Following adoption of the 2019/20 CIP the Town Council has approved
the following additional funding appropriation:
• Resolution 61-2019, appropriating $137,573 in Park Dedication Impact Funds for Project
B-400 – Hap Magee Ranch Park Playground Renovation.
Including this change, capital appropriations for 2019/20 total $13,128,109.
A total of 65 projects are currently active and in various stages of design or construction. Of
this total, 28 are considered ongoing capital maintenance projects.
Project Status
Once included in the CIP, all projects are assigned a priority by the Town Council.
Priority 1 projects are the highest priority, Priority 5 are the lowest. The Town Council may
add new projects or re-prioritize projects at any time. Following is a status update on some
of the high priority projects:
Pavement Management Program
In 2019, the Town completed the 2017/18 and 2018/19 Pavement Rehabilitation Projects at
a total cost of $5,443,076. Combined, these two projects covered 11.3 miles of public roadway
affecting 55 Danville streets. Upon completion of both projects the resultant Town-wide PCI
was 83. Project C-610 includes $3.0 million for the 2019/20 Pavement Management Program.
The Program is recommended to be funded at a similar level through 202 3/24.
4
Priority 1
C-598 – Park and Ride Expansion Project – Design work is nearing completion to expand the
Sycamore Valley Road Park and Ride lot, increasing the capacity of the lot by an estimated
122 parking spaces. Construction is slated to begin in summer 2020. $2.55 million has
previously been appropriated for project construction. Current estimates suggest that an
additional $700,000 in funding will be needed. Grant/earmark funding opportunities are
currently being pursued, and additional funding will be required in order to award a
construction contract.
Priority 1-2
B-626 - Town Office Relocation – The Town completed the $12.47 million acquisition of the 500
La Gonda Way property in December 2019. Design and construction of tenant and site
improvements are estimated to cost an additional $10.07 million. An additional $9.61 million
is currently available or programmed, meaning that the project is largely funded, based
upon current cost estimates.
A-608, 613 & 614 – Starview Drive, Loch Lomond and Westridge Trash Rack Modifications –
Design for these storm drain projects is 90% complete. Project construction will be
completed prior to winter 2021. The total estimated cost is $564,000, with $394,000 currently
appropriated. The Town is currently pursuing a FEMA Hazard Mitigation Grant to fund
the balance of the project.
C-578 – San Ramon Valley Boulevard Slurry Seal and Striping (South of Sycamore Valley Road) –
Currently in the preliminary design stage, this project consists of slurry seal and restriping
the segment of San Ramon Valley Boulevard between Podva Road and Jewel Terrace .
C-596 – San Ramon Creek Footbridge at Danville Green – The Town is partnering with Tramell
Crow to design and construct this $900,000 project that will connect the new Riverwalk
project and Diablo Road with the Town Green. The Town is currently seeking
grant/earmark funds to complete the project, which is expected to begin construction in
mid-2020.
C-599 – La Gonda Way Bridge Improvements – A consultant has been selected and design of
the project began in August 2019. Total project cost is estimated to be $6.03 million, with 88%
of the cost eligible for federal funding through the Caltrans Highway Bridge Program.
FUTURE NEEDS AND PRIORITIES
Ongoing Capital Maintenance
Capital maintenance describes ongoing replacement or renovation of existing capital assets
such as park features, buildings, storm drains, and roads. Although much of the CIP-
centered discussion tends to focus on new projects, a significant portion of annual capital
expenditures are allocated for capital maintenance.
5
Tables 2 and 3 summarize anticipated capital obligations and costs for the next five years.
These figures include funding to continue the Pavement Management Program at
approximately $3 million annually. Annual ongoing costs of $5 million can be expected to
continue in order to maintain all facilities at current standards.
Table 2
Streets/Roads Capital Maintenance
Project Name 2019/20 2020/21 2021/22 2022/23 2023/24 Total
A-064 Disabled Access $50,000 $50,000 $50,000 $50,000 $50,000 $250,000
A-330 Town-wide Storm Drainage $30,000 $30,000 $30,000 $30,000 $30,000 $180,000
A-513 C. T. Wall Maintenance $50,000 $50,000 $50,000 $50,000 $50,000 $250,000
A-533 T.W. Landscape Replacement $40,000 $40,000 $40,000 $40,000 $40,000 $200,000
A-579 Town-Wide Road Repair $25,000 $25,000 $25,000 $25,000 $25,000 $125,000
A-606 ALPR Cameras $65,600 $65,600 $65,600 $65,600 $65,600 $328,000
C-017 Town-Wd. Sidewalk Rep. $7,000 $7,000 $7,000 $7,000 $7,000 $35,000
C-545 Traffic Signal Cont. Upgrade $30,000 $30,000 $30,000 $30,000 $30,000 $150,000
C-552 St. Name Sign LED Retrofit $30,000 $0 $0 $0 $0 $30,000
C-610 Pavement Management $2,998,401 $0 $3,000,000 $3,000,000 $3,000,000 $11,998,401
TOTAL $3,326,001 $297,600 $3,297,600 $3,297,600 $3,297,600 $13,516,401
Table 3
Parks/Buildings Capital Maintenance
Project Name 2019/20 2020/21 2021/22 2022/23 2023/24 Total
B-101 Town-Wide Parks $25,000 $25,000 $25,000 $25,000 $25,000 $125,000
B-120 Town-Wide Trails $40,000 $40,000 $40,000 $40,000 $40,000 $200,000
B-216 Town Service Center $0 $0 $0 $15,000 $15,000 $30,000
B-280 Sportsfield Renovation $40,000 $40,000 $40,000 $40,000 $40,000 $200,000
B-400 H. M. R. Park $45,000 $25,000 $25,000 $25,000 25,000 $145,000
B-415 Town-wide Buildings $30,000 $30,000 $30,000 $30,000 $30,000 $150,000
B-452 S.V. Day School $5,000 $5,000 $5,000 $5,000 $5,000 $25,000
B-491 Library & C. C. $30,000 $30,000 $30,000 $30,000 $30,000 $150,000
B-493 Synthetic Turf Rep. $225,000 $1,567,000 $225,000 $225,000 $225,000 $2,467,000
B-494 Osage Station Park $12,500 $12,500 $12,500 $12,500 $12,500 $62,500
B-495 Sycamore Vly. Park $30,000 30,000 $30,000 $30,000 $30,000 $150,000
B-544 Oak Hill Park $36,000 $86,000 $500,000 $36,000 $36,000 $694,000
B-553 Village Theatre $12,000 $22,000 $12,000 $12,000 $12,000 $70,000
B-556 Danville South Park $20,000 $20,000 $56,000 $100,000 $20,000 $216,000
B-559 School Park Facilities $15,000 $25,000 $15,000 $15,000 $15,000 $85,000
6
B-560 Diablo Vista Park $20,000 $18,000 $93,000 $743,000 $18,000 $892,000
B-582 Veterans Building $15,000 $15,000 $15,000 $15,000 $15,000 $75,000
TOTAL $600,500 $1,990,500 $1,153,500 $1,398,500 $593,500 $5,736,500
Unfunded/Underfunded Projects – 2019/20 – 2023/24
Table 4 illustrates unfunded/underfunded projects currently included in years 2-5 of the
CIP. These projects may ultimately be funded, deferred or deleted depending upon
prioritization and need. Note that, in some instances these cost estimates may be several
years old. Table 4 does not include Potential Future Projects that have yet to be included in
the CIP.
Table 4
Unfunded/Underfunded Capital Improvements
Project Name Total
A-529 Diablo Rd Wall Replace $557,219
A-561 I-680 IC Landscaping $575,800
A-608 Starview Drive S.D. $61,000
A-613 Loch Lomond Trash Rack $26,000
A-614 Westridge Trash Rack $82,200
B-427 Oak Hill Park Master Plan $50,000
B-479 Sycamore V.P. Site Study $50,000
B-522 Sycamore V.P. Restrooms $689,000
C-055 Diablo Road Trail $1,591,432
C-598 Sycamore Park and Ride Lot Expansion 700,000
TOTAL $4,382,651
Potential New/Future Projects
In addition to funded and unfunded projects, other projects may warrant consideration for
inclusion in future CIPs. Such projects may not have been previously included because: 1)
there was no perceived need; 2) a specific funding opportunity was identified after approval
of the current CIP; 3) future project costs are too much of an unk nown; or 4) a project may
not have been considered to be a sufficiently high priority to warrant inclusion by the Town
Council.
Some potential new/future projects include:
Parks & Facilities
• Public Art – Future installation of Public Art in appropriate locations, consistent with the
adopted Public Art Policy.
7
• Skate and Scooter Park – Following up on a recommendation contained in the Parks,
Recreation and Arts Strategic Plan, the Town has been studying potential locations for a
future skate and scooter park. A subsequent feasibility study has been completed and
the Town Council is considering a short list of potential sites, all of which are located in
existing Town Parks. Should the Town Council decide to add a future CIP project, the
estimated cost appears to be in the range of $2.5 million.
• Town Green Improvements - Another recommendation contained in the Parks, Recreation
and Arts Strategic Plan involved preparation of a Master Plan to consider improvements
and enhancements for the Town Green and surrounding area. Completed and approved
in 2019, the Master Plan identifies seven “areas of improvement”, i.e – phases, with a
combined estimated cost of $4.6 to $5.6 million. Should the Town Council decide to add
this project to a future CIP, the implementation could be phased over a period of years.
As with all projects included in the current CIP, any new projects would need to be
prioritized with consideration given to funding feasibility.
Capital Project Funding
The Town’s most significant source of funding for capital projects is the General Fund. CIP
Table E (Attachment C) identifies funding sources and estimated available fund balances.
The projected 2019/20 year-end available fund balance in the CIP General Purpose Fund
will be $10,104,161. Potential funding needs in years 2-5 of the current CIP include
$1,190,400 from Table 2, $5,136,000 from Table 3 and $4,382,651 from Table 4, a total of
$10,709,051. Potential New/Future Projects represent an additional $8,100,000 in funding
needed.
Ten-Year Forecasts
Ten-year forecasts included in the 2019/20 Operating Budget estimate that the Town will
have $13.5 million in General Fund revenue available for capital transfers through 2028/29.
This includes $4.7 million for Pavement Management, an average of $470,000 annually; and
$8.8 million for other general capital improvements, an average of $880,000 annually. Of
this total, $7.3 million comes from re-payment to the Town by the former CDA under the
Re-Stated Cooperation Loan Agreement. This repayment concludes by 2025/26, meaning
that revenues available for capital expenditures will decrease by $1 million annually after
that.
Solid Waste Vehicle Impact fees will generate $8.2 million toward Pavement Management,
an average of $820,000 annually. Using General Fund, Vehicle Impact Fees, Gas Tax and
Measure J Return to Source Funds the Town expects to commit a total of $25.5 million to the
Pavement Management Program through 2028/29, an average of $2.5 million annually.
The Town continues to set aside funds to pay for future capital needs. However, the need
to fund annual ongoing capital maintenance projects, and other needed capital
improvements is expected to exhaust available reserves over the next few years. This will
8
necessitate identifying additional future sources of funds to continue to provide community
facilities that meet residents’ needs and expectations.
SUMMARY
The Town continues to assess ongoing capital demands and needs, and balance these with
available capital funding. While the Town has done a good job of addressing capital needs
through adding and expanding facilities, and partnerships with other agencies and
community groups, capital reserves are expected to be spent to meet anticipated needs over
the next five to ten years.
Town Council consideration and discussion of any additional capital projects required to
address current and future community needs will assist staff with fiscal and capital planning
moving forward.
Attachments:
A - 2000-2019 Completed Capital Projects by Category
B - 2019/20 CIP Projects
C - CIP Table E
ATTACHMENT A
2000-2019 Completed Capital Projects
Year
Complete
Category Proj. No. Project Name Cost Estimates
2019 General
Improvements
A-330 Town-wide Storm Drain System Maintenance $30,567
A-362 Downtown Improvement Project $94,151
A-482 Street Light Maintenance $140,615
A-514 Public Places for Art $11,200
A-579 Town-wide Roadway Damage Repair $36,090
A-580 Town Office Improvements $90,094
A-606 Automated License Plate Reader & Situational Awareness
Cameras
$12,612
Parks and
Facilities
B-101 Park and Recreation Facilities Capital Maintenance $18,504
B-216 Town Service Center Capital Maintenance $41,161
B-280 Sports Field Renovation $48,915
B-400 Hap Magee Ranch Capital Maintenance $55,859
B-415 Civic Facilities Capital Maintenance Projects $63,963
B-490 Osage Station Park Improvements $72,067
B-491 Library and Community Center Capital Maintenance $80,171
B-494 Osage Station Park Capital Maintenance $113,144
B-515 Security Access Control for Town Buildings $155,625
B-544 Oak Hill Capital Maintenance $15,220
B-582 Veterans Memorial Building Capital Maintenance $13,540
B-597 Village Theatre Parking Lot Improvements $2,403,094
B-617 Town Green and Arts District Master Plan $21,000
B-618 Town-Wide Wayfinding and Directional Signage $35,200
Transportation C-305 Traffic Management Program $38,989
C-418 Traffic Signal and Street Light Maintenance Program $17,965
C-545 Traffic Signal Controller Upgrade $11,108
C-588 Battery Back-Up Systems for Traffic Signals $28,753
C-594 Student Parking at San Ramon Valley High School $725,000
C-607 Iron Horse Trail Raised Crosswalks and Flashing Beacons $258,671
C-610 Pavement Management $1,808,841
C-621 Town-wide Bicycle Facilities Improvements $32,945
2019 Total $6,475,064
2018 General
Improvements
A-330 Town-wide Storm Drain System Maintenance $77,320
A-482 Street Light Maintenance $10,132
A-540 Town Facility Security Monitoring System $16,966
A-580 Town Office Improvements $49,145
Parks and
Facilities
B-400 Hap Magee Ranch Park Capital Maintenance $289,797
Year
Complete
Category Proj. No. Project Name Cost Estimates
B-490 Osage Station Park Improvements $233,690
B-491 Library and Community Center Capital Maintenance $42,054
B-544 Oak Hill Park Capital Maintenance $52,882
B-574 Vista Grande Street/Bret Harte Park Pedestrian
Improvements
$180,922
B-582 Veterans Memorial Building Capital Maintenance $51,208
Transportation C-017 Town-wide Sidewalk Repairs $24,925
C-418 Traffic Signal and Street Light Maintenance Program $29,711
C-584 Danville Various Streets and Roads Preservation $2,282,982
C-595 Pavement Management Program $794,375
C-621 Town-wide Bicycle Facilities Improvements $33,884
2018 Total
$4,169,993
2017 General
Improvements
A-482 Street Light Maintenance $574,036
A-513 Camino Tassajara Pkwy/Sycamore Valley Rd Sound Wall
Maintenance.
$694,725
A-558 Parking Lot Maintenance $149,304
A-606 Automated License Plate Reader & Situational Awareness
Cameras
$1,167,360
A-612 Town Service Center Slide Drainage Repair $28,000
A-615 Camino Encanto at Del Amigo Storm Drain Replacement $82,630
Parks and
Facilities
B-491 Library and Community Center Capital Maintenance $865,460
B-582 Veterans Memorial Building Capital Maintenance $191,500
Transportation C-508 Camino Tassajara/Crow Canyon SAFETEA-LU Improvements $7,882,745
C-592 Rose Street Parking Facility $5,517,682
C-595 Pavement Management Program $6,022,208
2017 Total
$23,175,650
2016 Parks and
Facilities
B-490 Osage Station Park Improvements $5,132,750
Transportation C-585 Electric Vehicle Charging Stations at Town-Owned Facilities $113,084
C-603 Danville and El Cerro Boulevard Parking Improvements $34,000
C-605 Railroad Ave. Decorative Crosswalks/Pavement Overlay $479,400
2016 Total
$5,759,234
2015 Parks and
Facilities
B-450 Park System Signage $228,000
B-591 Bocce Ball Court Expansion at Sycamore Valley Park $1,473,414
Transportation C-319 Hartz Avenue Beautification - Linda Mesa to Railroad $8,717,211
C-391 Hartz Avenue Beautification - Linda Mesa to Diablo Rd $385,326
C-405 Railroad Avenue Improvements Prospect to School $2,350,296
C-527 San Ramon Valley Blvd. & Iron Horse Trail Signal
Enhancement
$10,000
C-577 Pavement Management Program $6,000,000
C-586 San Ramon Valley Boulevard Widening $759,898
C-589 Lawrence Road Traffic Safety Improvements $75,000
Year
Complete
Category Proj. No. Project Name Cost Estimates
2015 Total
$19,999,145
2014 General
Improvements
A-241 Crow Canyon Road Sound Walls $1,134,825
A-266 Town-Wide Wayfinding and Directional Signage $221,800
Transportation C-570 Pavement Management Program $2,000,000
C-587 San Ramon Valley Boulevard Gap Closure Sound Wall $7,420,000
2014 Total
$10,776,625
2013 General
Improvements
A-458 San Ramon Creek Realignment at El Capitan Bridge $607,048
A-504 Front Street Repair (FEMA) $880,402
A-505 El Pinto Road Repair (FEMA) $341,575
A-531 Solar Photovoltaic System $1,339,579
A-583 Utility Vault Access Security $10,000
Parks and
Facilities
B-539 Town Meeting Hall Audio and Visual Projection System $266,043
B-557 San Ramon Valley H. S. Tennis Court Replacement Lighting $82,500
Transportation C-523 Downtown Crosswalk Enhancements $182,625
2013 Total
$3,709,772
2012 General
Improvements
A-549 Highway Advisory Radio (HAR) System $120,000
A-563 Downtown Trash Receptacle Replacement $207,788
Transportation C-240 Tassajara Ranch Drive Median and Bicycle Lanes $850,546
2012 Total
$1,178,334
2011 Parks and
Facilities
B-466 Osage Parking Lots Pavement Repair and Expansion $603,282
B-510 Veterans Memorial Building $8,428,654
B-548 Oak Hill Park Community Center Doors $204,000
B-565 Swimming Pool at San Ramon Valley High School $500,000
Transportation C-239 Major Arterial Overlays $301,405
C-430 West El Pintado Sidewalk Structural Repair $732,284
C-457 Diablo Road Bridge Slope Repair $657,419
C-487 Sycamore Valley Road and I-680 On-Ramp Improvements $1,095,321
C-546 Hartz and Prospect Avenues Intersection Improvements $127,720
C-547 Pavement Management Program $4,000,000
C-554 Tassajara Ranch Rd and Zenith Ridge Street Light
Improvement
$50,000
2011 Total
$16,700,085
2010 General
Improvements
A-316 Downtown Directional Signage $13,700
A-462 Clydesdale Drive Median Improvements $23,100
Parks and
Facilities
B-286 Village Theatre Renovations and Improvements $1,597,160
B-423 Village Theatre Security Improvement $98,500
B-471 Sports Field Lighting Upgrade $45,000
B-507 Railroad Plaza $250,464
Year
Complete
Category Proj. No. Project Name Cost Estimates
B-512 Woodbine Bridge Replacement and Pedestrian Walkway $505,965
B-520 Hap Magee Ranch Park Group Picnic Area Shade Structure $165,000
Transportation C-046 Town-Wide Traffic Signal Interconnect $690,584
C-365 Green Valley Road Street Repair $20,202
C-511 Diablo and Green Valley Road Improvements (ARRA) $1,008,063
2010 Total
$4,417,738
2009 General
Improvements
A-271 Parking Lot Maintenance at East Bay Fellowship Church $1,284,553
Parks and
Facilities
B-543 Monte Vista Community Pool Shade Structure $74,000
Transportation C-486 Sycamore Valley Road Improvements East of Camino Ramon $752,122
C-503 Pavement Management Program $4,200,000
C-517 Iron Horse Trail Corridor Concept Plan $66,000
2009 Total
$6,376,675
2008 General
Improvements
A-464 El Cerro Boulevard Median Renovation $246,580
Parks and
Facilities
B-276 Hap Magee Ranch Park Planning - Phase 2 $35,000
B-428 Vista Grande School/Park Playfield Renovation $834,150
B-449 Sycamore Valley and Diablo Vista Parks Play Area Renovation $1,100,543
B-451 Hap Magee Parking and Staging Area $800,000
B-489 Bocce Court Shade Structures and Group Picnic Area $351,360
B-496 Diablo Vista Middle School Gymnasium and Teen Center $800,000
Transportation C-455 Battery Back-Up Systems for Traffic Signals $355,250
C-483 Installation of Audible Pedestrian Signals at Five Intersections $66,000
C-518 Front Street Pedestrian Improvements $88,000
2008 Total
$4,676,883
2007 General
Improvements
A-393 La Questa Storm Drain - La Questa Drive to El Rincon Road $619,512
A-419 Camino Tassajara Electrical Undergrounding Project $1,852,305
A-456 Diablo/Hartz Sidewalk Repair (Southeast Corner) $39,578
A-459 Sycamore Park Parking Lot Improvements $622,917
Parks and
Facilities
B-417 Oak Hill Park Community Building $5,093,040
B-470 Student Unions/Teen Centers at Middle Schools $605,000
Transportation C-485 Camino Tassajara/Sherburne Hills Eastbound Left Turn
Extension
$110,000
2007 Total
$8,942,352
2006 General
Improvements
A-364 Diablo Road Street Repair East Phase 2 $822,288
A-408 Mariposa Court Pedestrian Walkway $150,531
Parks and
Facilities
B-414 Diablo Road Median Landscape Renovation $77,500
Transportation C-473 Pavement Management Program $1,050,000
C-481 Front Street Municipal Parking Lot $5,000,148
C-502 Vista Grande Crosswalk Safety Improvements on Diablo Road $60,000
Year
Complete
Category Proj. No. Project Name Cost Estimates
2006 Total
$7,160,467
2005 General
Improvements
A-411 Hartz Avenue Pavement Repair $267,598
A-413 Clock Tower Parking Lot Renovation $1,100,000
A-431 Camaritas Way and Camaritas Court Reconstruction $363,384
A-436 Railroad Avenue Parking Lot Seal Coat $61,488
A-441 La Gonda Way Street Improvements $34,550
A-460 Diablo Vista North Parking Lot Repair $22,623
A-463 Sycamore Valley Park Pond Filter Upgrade $15,000
Parks and
Facilities
B-294 Osage Station Park South Parking Lot Restroom $407,514
B-311 Dog Park at Hap Magee Ranch Park $179,800
B-376 Sycamore Creek Trail and Open Space Staging Area
(Castenada)
$388,297
Transportation C-424 Median Island on Ackerman Drive at Diablo Road/El Cerro
Blvd.
$0
C-434 Sycamore Valley Rd/Old Orchard Traffic Signal Modification $201,475
C-461 Brookside Drive Sidewalk $301,543
C-465 Del Amigo Road Lighted Crosswalk at Iron Horse Trail $40,500
C-472 El Capitan Lighted Crosswalk at Charlotte Wood School $40,500
C-475 Century Circle and Way Pavement Reconstruction $364,000
C-484 Install Flashing Beacon at Crosswalk on Danville Blvd at La
Gonda
$15,000
2005 Total
$3,803,272
2004 Parks and
Facilities
B-013 Osage Station Rose Gardens $232,523
B-229 All Wars Memorial at Oak Hill Park $35,000
B-279 Hap Magee Ranch Park Play Area $567,352
B-281 Hap Magee Ranch Park Group Picnic Area $250,000
B-343 Monte Vista High School Community Swimming Pool $375,000
B-378 Kiosk $179,000
B-380 Park and Recreation Facilities and Trails Master Plan $75,000
B-448 Diablo Vista Park Parking Improvements $70,200
Transportation C-044 Crow Canyon Corridor Mitigation Signal Improvements $388,189
C-426 Del Amigo Walkway - Del Amigo to Las Barrancas $91,548
C-454 Camino Tassajara Circulation Improvements $613,000
2004 Total
$2,876,812
2003 General
Improvements
A-248 Camino Tassajara Sidewalk at Holbrook $73,113
A-336 Communication Conduit $38,476
A-433 Del Amigo Drainage Improvements $105,188
A-438 Nuevo Road Drainage Improvements $20,556
Parks and
Facilities
B-379 Diablo Vista Park Synthetic Turf Soccer Field $894,519
B-406 Diablo Vista Park Improvements $50,000
Year
Complete
Category Proj. No. Project Name Cost Estimates
B-416 Sycamore Valley Park Athletic Field Renovation $3,315,000
Transportation C-306 Pavement Management Program $7,091,901
C-396 West El Pintado Sidewalk $105,094
C-398 Prospect and Hartz Lighted Crosswalk $45,000
C-399 Paraiso Drive and Iron Horse Trail Lighted Crosswalk $45,000
C-404 Railroad Avenue Improvements (At 342 Railroad Avenue) $37,284
C-421 Flashing Beacons at Diablo Road and Clydesdale Drive $59,345
C-435 Drainage Improvement on La Gonda Way (989 La Gonda) $25,454
2003 Total
$11,905,930
2002 General
Improvements
A-356 Police Department Expansion $874,185
A-366 Diablo Road Street Repair West $334,467
A-369 Sycamore Valley Road Street Repair $778,000
A-370 Camino Tassajara Street Repair $711,000
A-386 Camino Tassajara Street Repair - Old Orchard to Sycamore
Valley
$372,826
A-410 Liberta Place Storm Drain $28,215
Parks and
Facilities
B-221 Los Cerros Middle School Gymnasium $500,000
B-293 Osage Station Park Water Service $23,715
Transportation C-002 Town Meeting Hall Repairs and Renovations $45,250
C-346 San Ramon Valley Blvd. Traffic Signal Improvements $188,006
C-407 Battery Back-Up Systems for Traffic Signals $121,000
2002 Total
$3,976,664
2001 General
Improvements
A-344 Downtown Parking Structure $25,000
A-357 Town Office Lobby Modernization $50,000
A-361 El Cerro Subdrain $115,830
A-367 Camino Ramon (South) Street Repair $89,589
A-368 Hartz Avenue Street Light Project $127,996
A-375 La Questa Drainage Improvements $37,376
Parks and
Facilities
B-232 Old Blackhawk Ped/Equestrian Bridge $171,994
B-277 Sycamore Valley Park Illuminated Basketball Courts $327,212
B-278 Danville South Play Area Renovation $57,505
B-284 Sycamore Valley Park Bocce Ball Courts $169,158
B-329 Sycamore Valley Park Shade Structure $26,035
B-382 Town Green Bandstand Enhancements $18,025
Transportation C-323 Iron Horse Trail Crossing at San Ramon Valley Boulevard $203,595
C-324 Maiden Lane Traffic Calming Barrier $41,550
C-372 Railroad Avenue Parking Improvements $20,000
2001 Total
$1,480,865
2000 General
Improvements
A-113 Danville Boulevard Parking Improvements $25,000
Year
Complete
Category Proj. No. Project Name Cost Estimates
A-304 Oak Hill Park Pond Alga Control Improvements $30,000
A-331 San Ramon Valley Blvd. Street Repair $747,583
A-350 Prospect Avenue Asphalt Walkway $63,989
A-359 Town Office Police Parking Lot Expansion $228,833
A-360 Danville Blvd. Street Repair $548,861
A-383 Camino Ramon Overlay (North) $333,220
Parks and
Facilities
B-211 Freitas Road Trail/Bridge $286,905
B-285 Sycamore Valley Creek Trail Bridge Projects $59,052
B-287 Oak Hill Park Pond Pump Renovation $60,750
B-290 Hap Magee Ranch Park Magee House Renovation $32,000
B-292 Sycamore Valley Park Group Picnic Area Landscaping $106,872
B-297 Iron Horse Trailhead at San Ramon Valley Boulevard $19,763
Transportation C-062 Signal Controller Modification $35,400
C-312 Iron Horse Trail Realignment at Sycamore Valley Road. $22,646
C-349 San Ramon Valley Blvd./ Railroad Ave. Signal Controller
Upgrade
$58,000
C-352 Camino Ramon Sidewalk $49,837
C-353 San Ramon Valley Blvd./Podva Rd. Traffic Signal $145,000
2000 Total
$2,853,710
Grand
Total
$150,415,270
www.danville.ca.govCIP7
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5
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-
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-
-
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-
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-
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P
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-
-
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-
-
-
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-
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-
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-
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A
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L
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T
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D
E
-
-
-
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-
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-
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-
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-
-
-
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-
--
-
-
-
-
-
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-
-
-
-
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$3
0
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0
Me
a
s
J
R
t
r
n
t
o
S
r
c
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2
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5
5
2
IN
T
E
R
N
A
L
L
Y
I
L
L
U
M
I
N
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T
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D
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N
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M
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S
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D
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T
R
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F
I
T-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
$3
0
,
0
0
0
Me
a
s
J
R
t
r
n
t
o
S
r
c
1
O
n
g
o
i
n
g
C-
5
9
6
SA
N
R
A
M
O
N
V
A
L
L
E
Y
C
R
E
E
K
F
O
O
T
B
R
I
D
G
E
A
T
D
A
N
V
I
L
L
E
G
R
E
E
N
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
$4
9
5
,
7
5
0
Pa
r
k
D
e
d
i
c
a
t
i
o
n
I
m
p
a
c
t
2
Co
n
t
i
n
u
e
d
o
n
n
e
x
t
p
a
g
e
4/
1
9
/
2
0
1
9
Summary Tables
ATTACHMENT B
www.danville.ca.govCIP8
Pr
#
Pr
o
j
e
c
t
N
a
m
e
20
1
9
/
2
0
P
l
a
n
n
e
d
A
p
p
r
o
p
r
i
a
t
i
o
n
s
Pr
i
o
r
i
t
y
C-
5
9
8
PA
R
K
A
N
D
R
I
D
E
E
X
P
A
N
S
I
O
N
P
R
O
J
E
C
T
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
$7
3
5
,
0
0
0
SC
C
R
e
g
i
o
n
a
l
,
T
F
C
A
/
T
D
A
1
C-
6
0
1
CA
M
I
N
O
R
A
M
O
N
I
M
P
R
O
V
E
M
E
N
T
S
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
$1
,
9
7
1
,
4
8
6
Me
a
s
J
M
a
j
o
r
S
t
2
4
c
,
O
B
A
G
I
I
L
S
&
R
(
2
0
1
7
g
r
a
n
t
)
1
C-
6
0
7
IR
O
N
H
O
R
S
E
T
R
A
I
L
R
A
I
S
E
D
C
R
O
S
S
W
A
L
K
S
A
N
D
F
L
A
S
H
I
N
G
B
E
A
CO
N
S
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
$2
1
6
,
0
0
0
Gr
a
n
t
1/
2
C-
6
1
0
PA
V
E
M
E
N
T
M
A
N
A
G
E
M
E
N
T
-
-
-
-
-
-
-
-
-
-
-
-
-
-
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Summary Tables
www.danville.ca.govCIP12
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-
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$0
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0
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0
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0
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3
6
,
9
8
0
$3
0
,
0
0
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$3
0
,
0
0
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0
,
0
0
0
$3
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,
0
0
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$9
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1
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4
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7
5
9
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0
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4
,
1
6
4
CI
P
G
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n
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p
o
s
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R
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v
-
-
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-
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-
-
-
$3
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6
0
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0
0
5
$2
,
4
1
0
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6
0
0
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,
0
5
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0
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4
$1
,
7
3
2
,
3
5
0
$1
,
9
8
5
,
6
0
0
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,
1
8
5
,
6
0
0
$1
,
1
5
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6
0
0
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5
7
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0
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)
Ci
v
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c
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0
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0
0
)
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7
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0
0
0
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7
,
0
0
0
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7
,
0
0
0
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7
,
0
0
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3
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5
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,
0
6
8
Pa
r
k
F
a
c
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l
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t
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e
s
-
-
-
-
-
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-
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-
-
-
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-
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-
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-
-
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-
-
-
-
-
-
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-
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-
-
-
-
-
-
-
-
-
-
-
-
$0
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8
1
,
0
0
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4
,
2
5
0
,
9
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2
)
$1
,
1
7
4
,
0
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,
5
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0
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Sp
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P
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Ch
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d
C
a
r
e
F
u
n
d
-
-
-
-
-
-
-
-
-
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-
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-
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-
-
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-
-
-
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$0
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8
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9
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Ga
s
T
a
x
-
-
-
-
-
-
-
-
-
-
-
-
-
-
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0
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Gr
a
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t
-
-
-
-
-
-
-
-
-
-
-
-
-
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-
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-
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-
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-
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-
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4/
1
9
/
2
0
1
9
Summary Tables
ATTACHMENT C
COMMUNITY OUTREACH & ENGAGEMENT
“Effectively engaging and communicating with residents and businesses” is one of
the Town’s priorities. The constant evolution of social media and related platforms
has created a new paradigm within which local governments now operate. The Town
foresaw this trend and was among the first local governments of this size to hire a full
time Public Information Officer in 2010.
Over the past decade, the Town has sought to communicate and engage with
residents through a community outreach program that seeks to inform, educate and
inspire residents about the programs, projects and activities that take place in
Danville. The program seeks to engage and inform residents through print, digital,
media relations, and person to person contacts.
The Town’s Communications and Outreach efforts include:
1. Print Media
a. Quarterly “Live Locally” Newsletter - A printed 12-page newsletter which is
mailed to +/- 21,000 households and businesses in Danville.
b. Triannual Recreation Activity Guide - The Recreation, Arts and Community
Services Activity Guide is mailed three times each year to 26,000 residents in
Danville, Alamo, Blackhawk and unincorporated Danville.
c. Silver Streak Newsletter – A printed quarterly newsletter for seniors which is
mailed to +/- 7,500 households in Danville.
2. Digital Media
a. Town Website - The Town’s website features information about Town services,
current news and announcements, a community calendar, meeting agendas
and minutes, publications, press releases, and embedded social media content.
b. Danville Connect Customer Relationship Management (CRM) system -
Available on Google Play, the Apple App Store and on web browsers, Danville
Connect provides a centralized point of access for all Town information,
concerns and inquiries.
c. Public Meeting Video Streaming- Town Council and Planning Commission
meetings are video streamed in real time through the Town’s website.
2
d. Nixle- Nixle is used to provide police and public safety-related alerts to the
public on a variety of issues.
e. Facebook- The Town maintains three Facebook pages for General Information,
the Police Department and the Village Theatre & Art Gallery.
f. Facebook Live - Facebook Live is used to livestream information to the public.
g. Twitter - Twitter is used as a fast and reliable mode of communication when
the size and type of message are appropriate for this platform.
h. Instagram – The Town has three Instagram accounts. Instagram posts are
shared and reposted among the accounts to help build subscriber numbers and
expose existing users to other images and stories from the Town.
i. Nextdoor- Over 75% of Danville households are on Nextdoor. Through
creating a second account solely for the Danville Police Department, residents
are able to provide tips and information to the police department due to the
increased functionality.
j. LinkedIn - LinkedIn is used primarily for Business Outreach/Economic
Development and Human Resources purposes to provide information about
Town-sponsored business workshops, events and job postings.
3. News Media
For residents that continue to rely on news media for information, staff maintains
relationships with reporters who cover Danville and the region. In addition to media
press releases, staff regularly reach out to reporters with updates on Town activities
or suggestions on human interest or program-focused story ideas.
At the local level, DanvilleSanRamon.com continues to cover the San Ramon Valley,
including most Town Council meetings and sharing nearly all Town press releases
with the public. The Sentinel and the East Bay Times also continue to cover more
prominent news stories about Danville’s efforts. The Danville Patch continues to be a
popular news site at the local level.
4. In-Person Outreach
a. Town Council Office Hours at Farmers’ Market - The Town Council continues
to hold weekly office hours at the Saturday Danville Farmers’ Market engaging
in one-on-one conversations with residents, providing informational materials
and handouts and relaying requests that require further follow-up back to staff
through the Town Manager’s Office.
b. Coffee/Recess with the Cops – The Police Department holds Coffee with the
Cops events throughout the town to engage with a broad range of residents.
Police officers also visit one elementary or middle school per week throughout
the school year. These efforts allow law enforcement to connect with the
community in a friendly environment to build positive relationships with all
segments of the community.
3
While each of these efforts have succeeded in connecting with segments of the
community, current trends continue to further underscore a move away from
“personal” contact and engagement with residents toward increased dependence
upon “impersonal” communication – i.e. the use of social media to express views and
opinions which may sometimes be lacking in civility or factual accuracy. While
always respecting free speech rights, the Town attempts to manage and balance this
through having the PIO monitor various media platforms and as appropriate, weigh
in with answers to questions or correct factual information.
5. Public Meetings and Participation
Assisted by several commissions and boards, the Town Council continues to rely
upon public hearings as the heart of the local decision making and policy setting
process (local democracy in action). Several public meetings occur each month.
Agendas and information are provided in electronic form in advance of meetings and
in printed form at the meetings themselves. Though updated to provide electronic
information more readily through the Town’s website, this process follows the
traditional public input process used by local government– i.e. attend a meeting and
provide input or testimony preparatory to decision-making by an advisory or elected
body. Attendance at public meetings tends to be low, absent a contentious issue –
typically one where residents are concerned that a matter may have a direct or indirect
negative impact upon their perceived quality of life.
A question facing all local governments is whether or not there may be additional
steps that can be taken to more effectively promote and facilitate engagement with,
and participation in, the local decision-making process.
The annual workshop presents an opportunity to brainstorm ideas on what steps the
Town can take to promote greater participation and engagement in the local decision-
making process.
Attached to this paper is an ICMA article entitled “The Extent of Public Participation”.
The article identifies and describes a range of interactions that local governments can
have with their communities. Some interesting highlights: Close to 40% of City
Managers describe the “civic discourse” in their communities as “very’ or
“somewhat” polarized, strident and rude…” Given that the article dates to 2014, and
considering the current state of discourse nationwide, these numbers have almost
certainly worsened. Second, only 12% of those responding indicated a “high level of
participation” in their city’s engagement efforts. These results support what we’ve
seen locally.
Looking forward, the types of issues that the Town will be faced with regarding state
housing mandates present challenges and opportunities. Most recent experiences
with the 2014-22 Housing Element and 2030 General Plan underscore as much.
4
Brainstorming Exercise
Consider whether or not there are steps or actions that could be considered to improve
this process. How can the Town more effectively engage with residents both outside
of and through our own meetings?
Some Ideas:
• Expand the use of Open Town Hall to conduct online polling. Engagement on
subjects such as the skate park and Town Green Master Plan show that people
respond when prompted. This platform could be used to gather feedback on both
broad and specific questions – i.e. What do you love about Danville? Do you own
an electric car, if so, do you have a charger at home, where else do you charge?
What’s the most effective way for the Town to engage with you? Residents could
potentially be polled on a new question each month
• Expand the use of Social Media:
o Post full agendas to social media ahead of upcoming meetings. (The Town
currently posts about upcoming meetings and directs people to the website to
see the agendas.) Cut out the middle step and consider summarizing issues to
be discussed.
o Consider livestreaming meetings on social media.
o Redouble online efforts to get people to subscribe to the automated agendas so
they have a better handle on what items are on the horizon.
• Consider changes to current Town Council meeting format:
o Use a ‘mixer’ format and set aside 30 minutes prior to the meeting for residents
to come and meet/speak with the Council informally prior to the beginning of
the meeting.
o Augment in-person testimony at a public hearing with an Online Open House
consisting of a short informational video and input collecting survey (i.e.,
MTC’s approach to soliciting input on changes to the Express Lane Toll Policy).
o Invite residents to write in questions to the Town Council mailbox about issues
in town. During the next Council meeting, following the ‘Good of the Town’
the Mayor can read a question on camera, provide a live answer and recognize
the resident for taking part in the meeting.
• Bring printed meeting agendas for distribution at the Farmers Market.
• Consider having more informal, mixer style informational meetings to inform and
educate residents on various topics. Info sessions could even be livestreamed,
and residents could ask questions online.
• Consider conducting a series of “listening” sessions attended by the Town Council
and staff. Invite residents to attend and speak for 3-5 minutes about a concern,
something they like about Danville, something they think the Town needs, etc.
The purpose is not to respond but rather to simply hear what residents have to say
in a respectful and thoughtful way.
5
• As we look forward to the 2022-2030 Housing Element, consider holding
informational meetings similar to what the consultant did on the Parks, Recreation
and Arts Master Plan. If the Town is required to zone for x number of housing
units, get resident input on how they would do it. Consider using a facilitator
rather than having the Town Council or staff run meetings, with the goal of getting
people to think about how to achieve this without responding to a specific
proposal.
These are just a few ideas to get the ball rolling. Councilmembers are asked to consider
the degree to which they are satisfied with the current level of citizen engagement
occurring at Town Council and Commission meetings; and be prepared to brainstorm
and consider other ways to increase and improve citizen engagement.
Attachment: A - The Extent of Public Participation, Public Management Magazine
March 2014
icma.org/pm
MARCH 2014 | PUBLIC MANAGEMENT 7
6 PUBLIC MANAGEMENT | MARCH 2014 icma.org/pm
L ocal governments use a variety of strategies and
techniques to encourage public involvement in
local planning and decision making. The Interna-
tional Association of Public Participation (IAP2)
describes public involvement as occurring at five
levels ranging from informing all the way to empowering.
In this article, we summarize the responses to ICMA’s
2012 State of the Profession Survey, which asked
respondents to rate the importance of achieving the five
levels of involvement in their communities. The levels are
illustrated in a case study of an online public participation
project in Rancho Cordova, California. We conclude with
a list of questions to help local government managers
improve their public participation strategy. >>
The e x T enT
of
Public
ParT iciPaT ion
ICMA survey expL ores pubLIC engA geM ent
A nd the tenor of CIv IC dIsC ourse
By Robert Vogel, Evelina Moulder,
and Mike Huggins
Takeaways
›Learn how local
government
professionals
prioritize different
types of public
participation.
›Learn how Rancho
Cordova, California,
is guiding online
public participation
toward an informed,
constructive dialog.
ATTACHMENT A
8 PUBLIC MANAGEMENT | MARCH 2014 icma.org/pm icma.org/pm MARCH 2014 | PUBLIC MANAGEMENT 9
Goals of Public Participation
Previous ICMA surveys examined
how local governments share informa-
tion with residents. The 2012 survey
delved more deeply into the nature and
purposes of local government public
participation efforts.
IAP2 has designed a widely-accepted
Spectrum of Public Participation that
identifies a range of interactions that
a local government can have with its
community. Distinguished by increasing
levels of direct public involvement and
intended outcomes, the IAP2 Spectrum
includes the following five types of goals
that a government can strive for in its
public participation efforts: inform, con-
sult, involve, collaborate, and empower.
A number of the 2012 survey questions
addressed the perceived importance of
these types of public interactions within
the local government profession.
Inform: Eighty-five percent of the
responding local governments report that
it is “important” or “highly important” to
provide the public with objective infor-
mation to assist them in understanding
problems/solutions/alternatives.
Consult: Seventy-five percent
indicate that it is “important” or “highly
important” to work directly with the
public to ensure that their concerns and
aspirations are consistently understood
and considered.
Involve: Some 70 percent report that
it is “important” or “highly important”
to obtain feedback from the public on
analyses of problems, solutions, and
alternatives.
Collaborate: The results show that
57 percent of respondents reported that
it is “important” or “highly important”
to partner with the public in develop-
ment of alternatives, identification of the
preferred solution, and decision making.
Empower: Nineteen percent of re-
spondents indicate that it is “important”
or “highly important” to place decision
making in the hands of the public.
Being clear about the underlying
purpose of the engagement effort as well
as the promise it intends to make to the
public is essential to the success of any
public participation effort. Without objec-
tive information and a clearly understood
purpose, the public cannot provide
meaningful feedback nor can they partner
with the local government in developing
alternatives, identifying solutions, and
making decisions. Unless concerns and
aspirations are understood, problems
cannot be successfully addressed.
Rancho Cordova: A Case Study
When residents of Rancho Cordova,
California (population 67,000), asked
their city council to loosen restrictions
on raising chickens, the council wanted
to first hear from a broad spectrum of
residents. Before finalizing their decision,
councilmembers wanted to encourage
participants to first learn about the issue,
then engage in a nuanced discussion
without polarizing the community for or
against the proposal.
Under the leadership of City Manager
Ted Gaebler, the city decided to use the
Open Town Hall online public engage-
ment service1 to broaden the discussion
beyond the few who typically attend
in-person meetings. To encourage the
public to understand the issues around
this proposed new ordinance, the online
service presented objective background
information before inviting users to
participate in the online discussion.
To ensure that the public's concerns
and aspirations were well understood
and considered, the city created a map
of “Engaged Rancho Cordova Districts,”
enabling decisionmakers and others to
see what residents from each district
were saying. Anyone could click on
the “word cloud” in the online tool to
see statements containing frequently
occurring words (e.g., enforcement) and
on demographic tallies to see trends in
perspectives by age and gender.
Compared with Rancho Cordova’s
traditional face-to-face meetings, par-
ticipation in the online forum was both
large and civil. More than 560 residents
visited the forum, 66 posted or sup-
ported a statement, and 147 subscribed
to updates enabling them to remain
involved after the forum closed. State-
ments were monitored for compliance
with the city's guidelines for civility and
all but one were found in compliance.
Much like a public hearing, each par-
ticipant was allowed to make only one
statement. Monitoring statements and
allowing only one per resident resulted
in a collaborative online forum providing
clear feedback on the proposed ordi-
nance as well as potential improvements
to that ordinance.
After the period for public discussion
had concluded, the council directed
staff to prepare a draft ordinance that
reflected the feedback and addressed
the concerns expressed both on the
forum and in other public venues. This
outcome was also posted on the forum
and e-mailed to forum subscribers to
strengthen the partnership between the
city administration and the public in the
decision-making process.
In line with the preference of most
of the respondents to the ICMA survey,
Rancho Cordova chose not to place deci-
sion making directly in the hands of the
public. The online forum was designed
specifically to preclude the public percep-
tion of a public vote or a referendum.
The city never mentioned the "v
word" (vote), and it chose to collect
open-ended statements from residents
rather than have them respond to a
poll or survey that asked for a yes/no
position on the proposed new ordinance.
The forum can be found at www.
peakdemocracy.com/1379.
Civic Discourse and Extent of
Public Participation
Citing the complexity of issues and
the breadth and depth of knowledge
needed for sound policies, local
government officials often express
reluctance for expanding the public’s
direct role in decision making. Over the
past several years, the often disconcert-
ing tenor of civic discourse has also
contributed to concerns about greater
public participation.
A perception of the public as
increasingly “nasty, brutish, short” and
polarized inevitably raises questions for
local officials about the efficacy of their
collaboration with that public.
Civic discourse. Close to 40 percent
of ICMA survey respondents described
the civic discourse in their community
as “very polarized and strident, often
rude” or “somewhat polarized and
strident, occasionally rude.” Respon-
dents in the New England division show
the highest percentage (45 percent)
reporting civic discourse in their com-
munity as “very polarized and strident,
often rude” or “somewhat polarized
and strident, occasionally rude,” as
did 44 percent of respondents in those
Wh ILe enC ourAgI ng greAter pA rtICIpAtI on by
the pub LIC, Lo CAL govern M ents generALLy
stop short of pLACI ng fIn AL deCIsI on MAkIng
dI reCtLy I n the hA nds of the pub LIC.
Figure 2. Framing the Online Discussion with an Objective Introduction.Figure 3. Clickable Map of Engaged Rancho Cordova Districts.
Residents were encouraged to read the introduction before participating.Residents and staff could click on the map to review responses by district.
Figure 1. Percent of Respondents Who Considered the Five Goals Important or Very Important.
Source: ICMA State of the Profession 2012 survey.
19%
57%
70%
75%
85%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
e MPoW er collaboraTe involve consulT inforM
8 PUBLIC MANAGEMENT | MARCH 2014 icma.org/pm icma.org/pm MARCH 2014 | PUBLIC MANAGEMENT 9
Goals of Public Participation
Previous ICMA surveys examined
how local governments share informa-
tion with residents. The 2012 survey
delved more deeply into the nature and
purposes of local government public
participation efforts.
IAP2 has designed a widely-accepted
Spectrum of Public Participation that
identifies a range of interactions that
a local government can have with its
community. Distinguished by increasing
levels of direct public involvement and
intended outcomes, the IAP2 Spectrum
includes the following five types of goals
that a government can strive for in its
public participation efforts: inform, con-
sult, involve, collaborate, and empower.
A number of the 2012 survey questions
addressed the perceived importance of
these types of public interactions within
the local government profession.
Inform: Eighty-five percent of the
responding local governments report that
it is “important” or “highly important” to
provide the public with objective infor-
mation to assist them in understanding
problems/solutions/alternatives.
Consult: Seventy-five percent
indicate that it is “important” or “highly
important” to work directly with the
public to ensure that their concerns and
aspirations are consistently understood
and considered.
Involve: Some 70 percent report that
it is “important” or “highly important”
to obtain feedback from the public on
analyses of problems, solutions, and
alternatives.
Collaborate: The results show that
57 percent of respondents reported that
it is “important” or “highly important”
to partner with the public in develop-
ment of alternatives, identification of the
preferred solution, and decision making.
Empower: Nineteen percent of re-
spondents indicate that it is “important”
or “highly important” to place decision
making in the hands of the public.
Being clear about the underlying
purpose of the engagement effort as well
as the promise it intends to make to the
public is essential to the success of any
public participation effort. Without objec-
tive information and a clearly understood
purpose, the public cannot provide
meaningful feedback nor can they partner
with the local government in developing
alternatives, identifying solutions, and
making decisions. Unless concerns and
aspirations are understood, problems
cannot be successfully addressed.
Rancho Cordova: A Case Study
When residents of Rancho Cordova,
California (population 67,000), asked
their city council to loosen restrictions
on raising chickens, the council wanted
to first hear from a broad spectrum of
residents. Before finalizing their decision,
councilmembers wanted to encourage
participants to first learn about the issue,
then engage in a nuanced discussion
without polarizing the community for or
against the proposal.
Under the leadership of City Manager
Ted Gaebler, the city decided to use the
Open Town Hall online public engage-
ment service1 to broaden the discussion
beyond the few who typically attend
in-person meetings. To encourage the
public to understand the issues around
this proposed new ordinance, the online
service presented objective background
information before inviting users to
participate in the online discussion.
To ensure that the public's concerns
and aspirations were well understood
and considered, the city created a map
of “Engaged Rancho Cordova Districts,”
enabling decisionmakers and others to
see what residents from each district
were saying. Anyone could click on
the “word cloud” in the online tool to
see statements containing frequently
occurring words (e.g., enforcement) and
on demographic tallies to see trends in
perspectives by age and gender.
Compared with Rancho Cordova’s
traditional face-to-face meetings, par-
ticipation in the online forum was both
large and civil. More than 560 residents
visited the forum, 66 posted or sup-
ported a statement, and 147 subscribed
to updates enabling them to remain
involved after the forum closed. State-
ments were monitored for compliance
with the city's guidelines for civility and
all but one were found in compliance.
Much like a public hearing, each par-
ticipant was allowed to make only one
statement. Monitoring statements and
allowing only one per resident resulted
in a collaborative online forum providing
clear feedback on the proposed ordi-
nance as well as potential improvements
to that ordinance.
After the period for public discussion
had concluded, the council directed
staff to prepare a draft ordinance that
reflected the feedback and addressed
the concerns expressed both on the
forum and in other public venues. This
outcome was also posted on the forum
and e-mailed to forum subscribers to
strengthen the partnership between the
city administration and the public in the
decision-making process.
In line with the preference of most
of the respondents to the ICMA survey,
Rancho Cordova chose not to place deci-
sion making directly in the hands of the
public. The online forum was designed
specifically to preclude the public percep-
tion of a public vote or a referendum.
The city never mentioned the "v
word" (vote), and it chose to collect
open-ended statements from residents
rather than have them respond to a
poll or survey that asked for a yes/no
position on the proposed new ordinance.
The forum can be found at www.
peakdemocracy.com/1379.
Civic Discourse and Extent of
Public Participation
Citing the complexity of issues and
the breadth and depth of knowledge
needed for sound policies, local
government officials often express
reluctance for expanding the public’s
direct role in decision making. Over the
past several years, the often disconcert-
ing tenor of civic discourse has also
contributed to concerns about greater
public participation.
A perception of the public as
increasingly “nasty, brutish, short” and
polarized inevitably raises questions for
local officials about the efficacy of their
collaboration with that public.
Civic discourse. Close to 40 percent
of ICMA survey respondents described
the civic discourse in their community
as “very polarized and strident, often
rude” or “somewhat polarized and
strident, occasionally rude.” Respon-
dents in the New England division show
the highest percentage (45 percent)
reporting civic discourse in their com-
munity as “very polarized and strident,
often rude” or “somewhat polarized
and strident, occasionally rude,” as
did 44 percent of respondents in those
WhILe enCourAgIng greAter pArtICIpAtIon by
the pubLIC, LoCAL governMents generALLy
stop short of pLACIng fInAL deCIsIon MAkIng
dIreCtLy In the hAnds of the pubLIC.
Figure 2. Framing the Online Discussion with an Objective Introduction.Figure 3. Clickable Map of Engaged Rancho Cordova Districts.
Residents were encouraged to read the introduction before participating.Residents and staff could click on the map to review responses by district.
Figure 1. Percent of Respondents Who Considered the Five Goals Important or Very Important.
Source: ICMA State of the Profession 2012 survey.
19%
57%
70%
75%
85%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
eMPoWer collaboraTe involve consulT inforM
10 PUBLIC MANAGEMENT | MARCH 2014 icma.org/pm icma.org/pm MARCH 2014 | PUBLIC MANAGEMENT 11
communities with the town meeting
form of government. The 2013 Weber
Shandwick and Powell Tate survey Civil-
ity in America,2 which was conducted
nationally online, found 71 percent
of respondents believed the lack of
civility in the United States was worse
than several years ago, and 82 percent
believed the general lack of civility in
politics is harming the country.
Slightly more than 50 percent of re-
spondents with council/administrator/
manager and council elected executive
also described civic discourse as “very
polarized and strident, often rude” or
“somewhat polarized and strident, occa-
sionally rude.” Of particular interest is
that out of the 777 survey respondents
overall who reported that civic dis-
course is “very polarized and strident,
often rude” or “somewhat polarized
and strident, occasionally rude,” 399
also indicated that partnering with the
public in development of alternatives,
identification of preferred solutions,
and decision making is “important” or
highly important.”
If we look at the same group of
respondents, we also see that 127 of
them reported that it is “important”
or “highly important” to put decision
making in the hands of the public.
Not surprisingly, when these 127 are
examined by form of government,
the town meeting and representative
town meeting governments represent,
respectively, 19 percent and 20 percent
of the total respondents.
These are by far the highest percent-
ages of respondents by form of govern-
ment that rated putting decision making
in the hands of the public as “important”
or “highly important” and rated civic dis-
course as “very polarized and strident,
often rude” or “somewhat polarized and
strident, occasionally rude.”
Level of resident participation.
When asked about the level of resident
participation, only 12 percent of
respondents indicated that there is
a high level of participation in their
local government’s engagement efforts.
A majority of local governments in
communities under 10,000 population
show low participation levels. Pacific
Coast respondents show the highest
percentage—19 percent—reporting a
high level of participation.
Outcome
Local governments are encouraging the
public to participate in the identifica-
tion of problems and their solutions, to
share their concerns and aspirations,
and to provide feedback and develop
alternatives as part of the decision-
making process. The outcome is
optimized when local managers first ask
themselves these six questions:
• What is the readiness and capacity
of my organization for public
engagement?
• Why am I involving the residents?
• What do I want to achieve?
• What do I want to know?
• What is the role of the public?
• How is that role communicated to
the public in face-to-face and
online interactions?
Answers to these questions3 enable
local governments to constructively
engage the public in both face-to-face
meetings and online public participa-
tion methods. Through careful design
and monitoring of online forums,
localities can significantly improve the
effectiveness of public participation by
expanding the number of people
participating, restoring the civility of
their participation, and ensuring clarity
about the role of the public in final
decision making.
EndnotEs
1 PeakDemocracy.com.
2 www.webershandwick.com/uploads/news/files/
Civility_in_America_2013_Exec_Summary.pdf.
Page 12.
3 Two excellent tools managers should use in
their planning are the IAP2 Public Participation
Spectrum (http://www.iap2.org/associations/4748/
files/spectrum.pdf) and the Center for Management
Strategies Assessment Tool for Civic Engagement
Practices (http://icma.org/en/results/management_
strategies/leading_practices/civic_engagement).
Offered by: Cigna Health and Life Insurance Company, Connecticut General Life Insurance Company, or their affiliates. Offered by: Cigna Health and Life Insurance Company, Connecticut General Life Insurance Company, or their affiliates.
869437_ICMA_Firefighters_Govt_outlines-v1.indd 1 8/21/13 10:45 AM
RoBERt
Vog E l is
CEO, Peak
Democracy,
Berkeley,
California, a provider of online civic engagement
services for the ICMA Center for Management
Strategies (robert@peakdemocracy.com; icma.
org/strategies). EVElina MouldER is director,
survey research, ICMA, Washington, D.C.
(emoulder@icma.org). MikE Huggins,
ICMA-CM, a former city manager, is principal,
Civic Praxis, Eau Claire, Wisconsin, and civic
engagement service provider, ICMA Center for
Management Strategies (mike@civicpraxis.com;
icma.org/strategies).
Figure 2. Percent of Respondents Who Described Civic Discourse in Their Community.
19%
53%
32%
6%
0% 10% 20% 30% 40% 50% 60%
very P oliTe and ToleranT of differenT oP inions
Generally P oliTe and ToleranT of differenT oP inions
soMeW haT Polarized and sTridenT, occasionally rude
very P olarized and sTridenT, ofTen rude
REGIONAL, STATE AND FEDERAL
LEGISLATIVE UPDATE
2020 LEGISLATIVE ADVOCACY PLAN
The Town will continue to work with the other Tri-Valley Cities (TVC) to further
policy issues and positions that affect our communities. These efforts include
continuing to work with TPA to advocate for and promote TVC interests at both state
and federal levels. In the past two years, TPA has assisted the TVC more effectively
advocating on behalf of over 365,000 people, making significant inroads on issues
where individual City/Town efforts would have been less effective.
The number of bills being introduced in the state legislature having the potential to
further erode cities’ local control has increased significantly. The Tri-Valley Cities are
continuing to expand advocacy efforts and public outreach to counter these measures
through:
• Updating the Tri-Valley Cities Legislative Framework
• Updating the Housing Framework document and creation of a one-page
housing position paper
• Development of an Impact Fee white paper and one-page policy position
paper
• Development of a Transportation white paper and one-page policy position
paper
• Tri-Valley branded informational videos about the RHNA process, ADU’s and
Affordable Housing for posting on the town’s website
• Fact Sheets for each high priority bill
• Examining the feasibility of a Tri-Valley Cities’ regional outreach event
The Town is also taking the following additional steps to further expand its advocacy
efforts:
• Developing a Town of Danville Legislative Framework (attachment A)
• Creating a Legislative Committee of the Town Council
• Creating a Legislative Advocacy page on the towns’ website
• Providing high priority bill information in the Farmers Market box
• Examining the feasibility of a Mayors’ Town Hall on high priority legislation
2
In 2020, the Town will also proactively engage with ABAG’s Housing Methodology
Committee, whose task is to develop and recommend the approach to be used in
allocating housing assignments from State HCD to all cities and counties in the nine
county Bay Area. Active engagement in the “housing assignment” process is critical
in light of significantly higher than projected housing allocations that have been
received by the Southern California Association of Governments (SCAG) and
Sacramento Area Council of Governments (SACOG).
Pursuit of Grant and Earmark Opportunities
In December 2019 the Town Council authorized a contract with Townsend Public
Affairs to provide Grant writing assistance and services. TPA and Danville staff have
completed the onboarding process and are actively pursuing for grant and earmark
opportunities that will benefit the Town (Attachment A).
2019 LEGISLATIVE SUMMARY
Townsend Public Affairs has prepared a detailed 2019 Legislative Summary
(attachment B), highlights include:
Federal Advocacy - In January 2019, the Tri-Valley Cities’ (TVC) Mayors continued their
annual advocacy efforts in conjunction with the U.S. Conference of Mayors in
Washington, D.C. Working with TPA the TVC group engaged in a series of
productive meetings and discussions aimed at furthering the TVC legislative
platform.
State Advocacy & Leadership - At the state level the TVC coalition took the lead in
advocating for local control at the legislature. The coalition met with Senators Weiner
and Glazer, Assemblymembers Chiu and Bauer Kahan, and other Bay Area elected
officials in an effort to build relationships with policy makers in Sacramento. The
Town continues to stay engaged with the League of California Cities in policy
development and advocacy efforts including Legislative Action Day.
Local Control
Extensive effort was focused on numerous housing related bills. The Town
proactively worked with TPA, the TVC Coalition, Contra Costa Mayors’ Conference,
Contra Costa Public Managers’ Association, and state elected officials to form a
collaborative response to these and other bills affecting local control. Ultimately, the
legislature passed about 25 housing-focused bills intended to fast-track housing
production. Key bills/laws that affect Danville and all cities as of January 1, 2020
include:
3
AB 881 – Accessory Dwelling Units
New statewide ADU regulations have superseded local ordinances by
allowing/requiring the following:
• ADUs allowed in any residential district (single-family and multifamily)
• Up to 2 ADUs allowed per lot in single-family districts
• Standards: maximum size 1,200 s.f.; setbacks - 4-foot side and rear yard;
maximum height 16 feet.
• Fire Sprinklers required for ADUs if required for main home
• Impact Fees: Not permitted on ADUs ≤ 750 s.f. For ADUs > 750 s.f. must be
proportional to primary home
• Rentals: Long-term only
• No requirements for parking, owner occupancy, or correction of non-
conforming conditions; No HOA restrictions permitted
SB 330 – Housing Crisis Act of 2019
Over the objections of local governments, Governor Newsom signed into law SB 330,
the ‘Housing Crisis Act of 2019’ (effective January 1, 2020 and applicable for the next
five years). Major provisions of the new law limit local control in the following ways:
• “Freezes” development standards and fees upon submittal of a “Preliminary
Application” (contents prescribed by state law);
• Limits the maximum number of public hearings on a project to five (5) total;
• Shortens the timeline to approve a project (from 120 to 90 days);
• Prevents municipalities from adopting:
➢ Moratoriums on residential and mixed-use projects;
➢ Caps on population and housing units allowed;
➢ Density reductions or design standards that effectively limit housing
development potential (below January 2018 levels).
In addition, local agencies may not deny or conditionally approval a project in a
manner that renders an affordable housing project infeasible. SB 330 incorporates
non-compliance penalties of $10,000-$50,000 per unit (into affordable housing funds).
2020 LEGISLATIVE SESSION
The Governor’s 2020/21 State Budget Proposal
Governor Newsom’s 2020-21 State Budget proposal released on January 10 proposes
expenditures of $222 billion, including $153.1 billion from the State’s General Fund.
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The Governor states that his proposed budget makes a number of innovative
investments, while acknowledging that the State’s economy is seeing a slowing in its
growth and could slip into a recession in the near future. The proposed budget would
increase the State’s Rainy-Day fund to $18 billion by the end of FY 2020-21 and would
reach the constitutional 10% reserve cap in FY 2021-22.
Education - $84 billion is proposed in Proposition 98 funding for K-12 and community
college districts, a $3.8 billion increase from the current fiscal year. The increase
focuses on continued efforts to strengthen underperforming schools, close
achievement gaps, and improve student services in K-12 districts. $900 million is
allocated to improve funding for teacher recruitment/retention, with an additional
$100 million in stipends for teachers at some of the state’s most needy districts.
Expansion of school meal programs, increased focus on STEM, and additional
funding for school facilities are also among the increases outlined in the proposal.
Homelessness - The budget contains $750 million in one-time funding to establish the
California Access to Housing and Services Fund - to reduce homelessness by moving
individuals and families to permanent housing and increasing units available to those
at risk of becoming homeless. Funding would be dispersed through regional
administrators that can provide short- and long-term rental subsidies, make
contributions to the development of units, and stabilize community facilities through
capital projects and operating subsidies.
Housing - Major programs that were included as part of the FY 2019-20 State Budget,
including funding for infill infrastructure and multi-family housing, are just now
being made available through State HCD grant programs. This year’s budget
proposal would increase state funding to help expedite the release of those funds, as
well as provide over $6.8 billion in funding to over 25 different programs aimed at
increasing the amount of housing in California.
Regional Housing Needs Allocation - The budget contains funding for the State to
continue to improve the RHNA process. The Governor has directed State HCD to
work with stakeholders to revamp the RHNA process by 2023. This aligns with his
stated goal of working with the Legislature to expedite housing production, including
making changes to local zoning and permitting processes, adding predictability and
reducing development fees.
Climate Resiliency - The budget contains significant resources for climate resiliency in
response to extreme wildfires, flooding, heat, and mudslides due to climate change.
The cornerstone of this proposal is a new $4.75 billion climate resiliency bond
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proposed to be placed on the November 2020 ballot. Additional funding would be
allocated to programs that focus on responding to the climate problem, including
transportation emission reductions, smart agriculture and forestry, water resiliency,
and emergency response and preparedness.
The next step in the budget process is for the Legislature to begin to consider the
Governor’s budget. In the coming weeks, the Senate and Assembly Budget
Committee, and various Budget Subcommittees, will conduct hearings to receive
more detail about the various items in the Governor’s budget proposal. The
committees will also begin the process of determining legislative priorities for
inclusion in the budget. Hearings will occur over several months until the Governor
releases his May Revise of the budget. The FY 2020-21 budget will need to be
approved by June 15th.
CONCLUSION
The Town Council is asked to provide further direction or feedback to staff regarding
steps being taken to effectively advocate the Town’s positions.
Attachments:
A – Town of Danville 2020 Legislative Framework
B – Townsend Summary of 2019 Legislative Efforts
Town of Danville
Legislative Framework
Town Council Legislative Committee
ATTACHMENT A
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Overview
The Town of Danville is actively engaged in legislative advocacy efforts that are aimed at
protecting and promoting Danville’s best interests at the local, state and federal levels. These
efforts are driven by two primary considerations: 1) continuing to uphold the Town mission of
delivering superior municipal services that make people’s lives better; and 2) an increasing level
of state involvement and regulation in areas that have previously fallen within local control.
The significant increase in bills being introduced in the state legislature that have the potential
to further impact cities’ local control has prompted the Town to continue to expand advocacy
efforts through various means and channels. Key to these efforts is the development of this
Legislative Framework which outlines the Town’s legislative principles, policies, goals and
strategies. The Framework will be monitored and driven by a Town Council Legislative Sub-
committee.
Legislative Goals
• Advocate the Town’s legislative interests at the federal, state, regional, and county levels
to support our Town’s vision and mission.
• Serve as an active participant with other local governments, the League of California Cities,
regional agencies, and local professional organizations on legislative issues that are important
to the town and our region.
• Participate in the Tri-Valley Cities coalition to work together on legislative issues, projects
and initiatives at the federal, state, regional and county levels .
• Seek grant and funding assistance for Town projects, services, and programs.
Legislative Principles
To fulfill the goals identified, the Town supports legislation and policies that favor:
1. Outstanding Quality of Life - provide opportunities to protect and enhance our
residents’ quality of life through active living, a healthy lifestyle and diverse recreational
services.
2. Community Safety - provide access to resources and services for residents, such as
quality police, fire, emergency management, emergency medical services, services for
vulnerable populations and community benefit efforts.
3. Local Control over La nd Use and Preservation - ensures the Town’s continued
ability and authority to exercise decisions on land use matters and reasonably regulate
new development to ensure consistency with Town design standards. The orderly
growth and development of the Town together with the preservation of open-space is a
high priority for the Danville community.
4. Foster Economic Vitality and Growth - provide funding for initiatives that
promote: economic health and resilience, business development, workforce
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development, and small business entrepreneurship training and assistance.
5. Public Infrastructure - enable continued improvement and maintenance of the
Town’s public infrastructure.
6. Transportation - provide funding for planning and implementation of regional
transportation projects.
7. Housing - seek balanced solutions which consider housing, jobs, and transportation
together; does not take a one size fits all approach; provides funding and resources for
infrastructure and allows the Town to exercise local control in developing locally-
appropriate plans that meet State objectives in a manner that is compatible with existing
community character.
8. Support Residents Growth and Enrichment - enhance and encourage
recreational programming, exercise, use of parks and services, community engagement,
social and recreational experiences; and performing and visual arts.
9. Sustainability - enable sustainable development, conserve natural resources, and,
provide resources to enable environmental awareness and health in our community.
10. Fiscal Sustainability - protect existing federal, state, and local funding sources that
provide revenues to the Town of Danville. Oppose Unfunded Mandates and legislation
that seeks to impose any requirement upon the Town that is not fully funded; aid
recovery of Town costs stemming from State and/or Federal mandates.
Town Council Legislative Committee
• The Legislative Committee will consist of two members of the Town Council to be
appointed annually by the Mayor, supported by appropriate Town staff.
• The committee will meet as frequently as monthly to review and discuss the Town’s
legislative platform and pending/possible legislation.
• The committee will develop positions on pending or possible legislation and make
recommendations for consideration by the Town Council. Recommendations will be
based upon a determination of potential legislative impacts upon the Town and its
residents. Potential positions to be considered inc lude:
o Support: Legislation that the Town should support as drafted
o Support if Amended: that the Town should support if the author accepts
amendments proposed or supported by the Town
o Oppose: Legislation that the Town should oppose as drafted
o Oppose unless amended: Legislation the Town should oppose unless amended
o Watch: Town will take no formal position but will watch the Legislation and
consider taking a position as the legislative process progresses
• Once a determination has been made that a legislative proposal may impact the Town, a
letter outlining the Town’s position will be drafted for the Mayor’s or Town Manager’s
signature.
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• The committee will make regular reports to the Town Council at duly noticed public
meetings.
• The committee will work collaboratively with Tri-Valley Cities of Dublin, Livermore,
Pleasanton and San Ramon to further the Tri -Valley Legislative Framework.
Strategic Documents
The following documents are available on the Town’s website at www.danville.ca.gov
• Town Vision and Mission Statements
• Town of Danville General Plan 2030
• Town of Danville Adopted Budget and Capital Improvement Program
• Town of Danville Recreation, Arts & Community Services Master Pl an
• Town of Danville Climate Action Plan
The Legislative Framework will be reviewed annually by the Town Council. Day to day
oversight of legislative matters is the responsibility of the Town Manager’s Office, consistent
with this Legislative Framework and policy set by the Town Council .
ATTACHMENT B
MEMORANDUM
To: Danville Mayor and Members of the Town Council
From: Christopher Townsend, President, Townsend Public Affairs, Inc.
Niccolo De Luca, Northern California Senior Director
Alex Gibbs, Senior Associate
Andres Ramirez, Associate
Date: February 7, 2020
Subject: 2019 Legislative Summary for the Town of Danville
SUMMARY
Townsend Public Affairs, Inc. (TPA) has prepared this report for the Town of Danville
following the end of the 2019 legislative year. This report provides a summary of our
efforts to date for the advocacy objectives of Danville.
Summary of 2019 State Legislative Highlights
TPA worked with the elected Danville leadership and administrative staff to develop,
advocate, and secure several major initiatives through various means including
legislation and most importantly working directly with our elected leaders in
Sacramento.
As part of the Tri-Valley Cities coalition, the Town of Danville took collated formal
positions on 10 housing related bills and one PGE related bill while TPA closely
monitored numerous other pieces of legislation in which a formal position was not
taken. The formal positions were on the following pieces of legislation:
AB 68 (Ting) Land use: accessory dwelling units
o This legislation relaxes requirements to construction and permitting of
Accessory Dwelling Units (ADUs), including: requiring local agencies to
approve application for an ADU or JADU building permit, seeing that the
(J)ADU has exterior access from the proposed or existing structure and the
side and rear setbacks are sufficient for fire and safety. Also, prohibits a local
ADU ordinance from imposing standards on ADUs that include requirements
on lot coverage or minimum and maximum lot size.
2019 Legislative Summary for the Town of Danville 2
o The Tri-Valley Cities took a “Support if Amended” position on this bill,
prompting Townsend Public Affairs to work with our State Delegation, other
Members of the Legislature, policy committee staff, as well as the Governor’s
administration.
o TPA drafted and delivered position letters on be half of TVC, attended and
testified in committee hearing, held numerous meetings with the author’s
staff, and provided constant updates to the Tri Valley Cities on our efforts.
o TPA was successful in working in partnership to secure amended language
regarding short term rentals and 5-year sunset provisions.
o With the new bill language in place, the legislation was signed by Governor
Newsom and then was chaptered into law on 10/9/2019.
AB 69 (Ting) Land use: accessory dwelling units
o This bill would require the Department of Housing and Community
Development (HCD) to propose small home building standards governing
accessory dwelling units smaller than 800 square feet, junior accessory
dwelling units, and detached dwelling units smaller than 800 square feet,
and to submit the small home building standards to the California Building
Standards Commission for adoption on or before January 1, 2021.
o The Tri-Valley Cities also took a Support if Amended position. TPA worked
with the author’s office, TVC representatives, and Committee Staff,
discussing our position and working to revise bill language during the formal
amendment process.
o The bill has been stagnant since September of last year, and TPA will keep
a watchful eye while continuing to have conversations with the Author’s
office on the status of the now 2-year bill in 2020.
AB 1483 (Grayson) Housing data: collection and reporting
o This bill would require cities and counties to post specified housing -related
information on their web sites and requires HCD to establish a workgroup,
as specified, to develop a strategy for state housing data.
o TPA worked closely with Assembly Member Grayson’s office to discuss the
bill’s language and suggested new verbiage with regards to an alternative
process and other options. Our team also engaged in many meetings with
the Assembly Housing and Community Development Committee staff, as
well as with the Senate Governance and Finance Committee.
o Assembly Bill 1483 was signed by the Governor on 10/9/19 and has now
been chaptered into law.
AB 1484 Mitigation Fee Act: housing developments
o This would require a city or county to post on its Web site each fee imposed
by itself and any dependent special districts that is applicable to a housing
project. It will add clarifications to the housing development application
process, potentially reducing development cycle.
2019 Legislative Summary for the Town of Danville 3
o TPA has proposed amendments to the current version of the bill and worked
with various coalitions on their efforts. This included discussions with the Bay
Area Delegation, Policy and Fiscal Committee staff, and testifying in
committee hearings.
o TPA also attended multiple small roundtable discussions at the invitation of
the Author, where we expressed our concerns and potential consequences
the legislation could have on local governments’ ability to provide social
services for their residents.
o The bill was held in the committee process during September of last year.
o In the meantime, TPA has had numerous meetings with the Author where
we expressed concerns. We will continue to work closely with Assembly
Member Grayson and his Staff in order to provide pertinent information and
to advocate for the interests of TVC.
AB 1485 (Wicks) Housing development: streamlining
o This bill would allow certain housing developments in the San Francisco Bay
Area to be subject to streamlined ministerial review if the project dedicates
at least 20% of housing to be affordable to households (which make below
120% of the area median income) with the average income of the units at or
below 100% of the area median income.
o TPA met with Assembly Member Wicks’ office, as well as with TVC’s
legislative delegation to express the concerns of the Tri-Valley Cities.
Through our meetings and discussions with Legislative offices and
Committees, various amendments were made to reflect the current version
of the legislation
o On 10/9/19, this bill was signed by the Governor then chaptered into law.
AB 1487 (Chiu) San Francisco Bay area: housing development: financing
o This legislation would establish the Bay Area Housing Finance Authority
(BAHFA) throughout the San Francisco Bay Area and sets forth its powers.
Most notably, BAHFA may place a measure on the ballot to raise revenue
and allocate funds throughout the San Francisco Bay Area f or housing.
These ballot measures will require a 2/3 vote. There are various funding
categories, some of which are helpful to local government.
o This legislation went through many different changes and amendments
throughout the legislative process which required multiple formal positions
from the TVC along with some flexibility.
o TPA worked closely with Assembly Member Bauer -Kahan, Senator Glazer,
the office of Assembly Member Chiu, and many others to propose and
secure some amendments.
o TPA worked to organize a roundtable meeting in San Ramon with the author
to discuss TVC concerns and potential amendments, then drafted a second
letter and continued to testify in committee hearings on behalf of TVC as we
moved from the Oppose unless Amended position to a Wat ch position.
2019 Legislative Summary for the Town of Danville 4
o The TPA team closely monitored ABAG and MTC ad -hoc committee
meetings while also keeping in close contact with the bill sponsors, in order
to keep TVC aware of proposed updates to the legislation.
o After months of work, TPA successfully secured some amendments to the
legislation relating to return to source, ABAG having a larger role, and an opt
out provision. Furthermore, TPA testified in committee hearing s in order to
communicate TVC’s position on the bill.
o Subsequently, our legislative delegation voted “NO” on the bill when it
reached their respective chambers keeping in line with a majority of the TVC
cities.
o After an extensive amendment process, Governor Newsom signed the bill
into law on 10/9/19.
SB 13 (Wieckowski) Accessory dwelling units
o This legislation would reduce some of the barriers and impact fees, making
ADUs more attractive to build, including: Expanding the area in with an ADU
can be built- to include attached garages, storage areas, and accessory
structures. Zero fees for an ADU of less than 750 square feet, and
proportional fees to the size of the primary dwelling unit for an ADU of 750
square feet or more.
o On behalf of the Tri-Valley Cities, TPA drafted & distributed position letters
to relevant legislative offices, met with Policy Committee Members and staff
of Sen. Housing, Sen. Gov & Finance, Asm. Housing and Community
Development, and Asm. Local Gov to express TVC positions and discuss
potential amendments.
o We hand delivered a position letter to the Governor’s administration, and the
bill was then signed into law on 10/9/19.
SB 18 (Skinner) Keep Californians Housed Act
o This bill would appropriate an unspecified sum from the General Fund to the
department, to be used to provide statewide competitive grants for rental
assistance under the California Emergency Solutions and Housing Program
to fight homelessness
o The TPA team drafted & distributed position letters, on behalf of TVC, to
Senator Skinner, Glazer, Assembly Member Bauer -Kahan, Governor
Newsom, and other relevant legislative offices; Attended committee hearings
and gave “me-too” testimony on behalf of TVC in support of the bill.
o TPA also worked with the authors office, to advocate to the Governor’s office,
Assembly Budget staff and Senate Budget staff the importance of getting
this funding source into the state budget.
o The bill was signed by Governor Newsom on 7/30/19.
SB 50 (Wiener) Planning and zoning: housing development: streamlined
approval: incentives
2019 Legislative Summary for the Town of Danville 5
o This bill would require local governments to provide incentives to developers
that construct residential developments in “jobs-rich” and “transit-rich” areas.
o This has been the top focus of 2019 and into 2020 and the overall Tri-Valley
Cities has an “Oppose unless Amended” position while we have been
actively working with the authors office on amendments.
o TPA’s exhaustive list of advocacy efforts on behalf of the TVC through the
end of 2019 include drafting and distributing position letters, multiple
meetings with our delegation and the authors office in order to discuss TVC’s
concerns, meeting with committee staff and testifying in hearings.
o From late Fall 2019 through December, TPA met with the author’s staff
repeatedly and was invited to a small briefing group to receive an update
about the new amendments to the bill before they were in print.
o In 2020 thus far, TPA has worked with the TVC liaisons on drafting
alternative language for various provisions of the bill. We have already
successfully secured amended language which allows municipalities to
implement a local flexibility plan as it relates to up-zoning housing
developments. we are continuing to advocate for greater clarification on this
local flexibility provision, specifically with regards to HCD’s approval process.
o The other amendments we have proposed to the author and his staff include
specifying the definition of a high-frequency transit stop; making changes to
the parking requirements around new residential developments; and added
protections to historical districts within a city or region.
o TPA is continuing to engage the author’s office, and our legislative
delegations, and others.
SB 330 (Skinner) Housing Crisis Act of 2019
o This bill would place restrictions on certain types of development standards,
amend the HAA, and make changes to local approval processes and the
Permit Streamlining Act, including: Prohibiting an affected city or county from
limiting the number of land use approvals or permits necessary for the
approval and construction of housing. Also prohibits capping the number of
housing units that can be approved or constructed either annually or for
some other period.
o TPA distributed our position letters and testified in committee hearings on
behalf of TVC’s interests. We successfully secured language about timing
and streamlining provisions. Subsequently, our legislative delegation voted
No on the legislation, unless additional amendments were implemented.
o This bill was signed by the Governor on 10/9/19.
SB 378 (Wiener) Electrical corporations: deenergization events: procedures:
allocation of costs: reports
o This bill would instill stricter provisions on electrical Investor Owned Utilities
(IOUs) with regards to engaging in “public safety power shutoffs.”
Additionally, this bill would require IOUs to reimburse individuals, businesses,
and local governments for specified costs during a power shutoff, would
2019 Legislative Summary for the Town of Danville 6
create specified civil penalties for shutting power off without prudent a nd
reasonable cause, and would implement various reporting standards on
IOUs.
o TPA has worked closely with the author’s office and the co-sponsor of the bill
to create supportive coalitions. TPA has also written and delivered position
letters to numerous legislative offices and testified in policy committee
hearings on behalf of the Tri-Valley Cities.
o TPA will continue to work with the Town of Danville and the rest of the Tri-
Valley Cities to ensure that this legislation focuses on protecting
municipalities from bearing the financial, social, and health-related costs
associated with power shutoffs.
In summary, Governor Newsom in his first year considered 1,042 regular session bills
and vetoed 172, which indicates a veto rate of (16.5 percent). This was nearly identical
to Governor Brown’s rate during his last year in office. Additionally, Governor Newsom
actively signed 870 bills into law.
2019 US Conference of Mayors Trip- Washington DC
The week of January 20-24, Danville Mayor, Robert Storer, accompanied by the other
TVC Mayors, attended the 2019 US Conference of Mayors in Washington DC. TPA
and the Mayors had several meetings with Federal Agencies, Congressional Offices,
and a United States Senate Office. The policy topics that discussed and advocated
for included: Valley Link Rail funding, 5G and Wireless local control legislation, and
issues over municipal ability to rightfully retain Public Access, Educational, and
Government television channels, free of cost. Meetings Included:
US Department of Transportation
o Met with Anthony Bledel, Director of Intergovernmental Affairs
o Provided an update on Valley Link Project and Expressed TVC’s need for
additional funding in order to complete the link from the Central Valley to the
Bay Area.
o Received positive feedback and in-depth information on how to make grant
and loan applications more competitive.
Office of Senator Kamala Harris
o Met with Clint Odom, Legislative Director.
o Advocated for local control over wireless telecommunications infrastructure
and cable fees issues.
o Expressed TVC’s need for continued funding on transportation projects,
especially Valley Link. Also briefed office on wireless and
telecommunications issues affecting the region.
o Received non-public information on an upcoming bill to restore wireless local
control, which the Senator believes should receive bi-partisan support.
2019 Legislative Summary for the Town of Danville 7
o Senior policy consultants will request the Senator speak with various federal
agencies on behalf of TVC regarding job and wor kforce development in the
region.
Congressman Mark DeSaulnier
o Met with the Congressmember and Allison Johnson, Legislative Director
o Provided project update and discussed next steps on connection of BART to
ACE via Valley Link.
o Efforts to create a closer working relationship with the Congressman and his
staff.
Office of Congressman Eric Swalwell
o Met with Lizzy Fox, Legislative Aide and Andrew Ginsburg, Legislative
Director.
o Gave project and financing update on Valley Link. Urged the office to focus
on implementing Tri-Valley Transportation Council’s overall regional
priorities. TPA followed up by providing the Congressman and his staff
updates on the feasibility report process. Rep. Swalwell’s office expressed
interest in supporting grant and other funding efforts to complete the project.
o Delved into the issue of lack of accountability on wireless companies’ half,
when it comes to damaged transmitters for Wi-Fi, especially as 5G revolution
begins.
o Advocated for support of new PEG channel legislation .
Congressman Josh Harder
o Met with Congressmember Harder and Adela Amador, Legislative Director
and Deputy Chief of Staff
o Exclusively advocated for strong support of the Valley Link Project and
confirmed that the Congressman’s office was willing to write letter or make
calls to the DOT on behalf of TVC.
o TPA will continue to follow up with the Congressman and his staff on the
status of the Feasibility study, CEQA process, and future NEPA process.
o Legislative Director was pleased with the rough timeline of 2027 completion
for phase
Senator Diane Feinstein
o Met with the Senator and Josh Esquivel, Legislative Director; Anant Rout,
Senior Policy Consultant and Council; and numerous other personal advisors
to the Senator.
o Expressed TVC’s need for continued funding on transportation projects,
especially Valley Link. Also briefed office on wireless and
telecommunications issues affecting the region.
2019 Sacramento Advocacy Trip
2019 Legislative Summary for the Town of Danville 8
On January 30th, 2019, Mayor Rob Storer and the TVC Mayors travelled to
Sacramento for a legislative advocacy day of meetings with state elected officials and
key policy staff. Meetings Included:
Assembly Member Susan-Talamantes Eggman
o Met with the Assembly Member and Peter Ansel, Senior Policy Advisor.
o Thanked the member for authoring AB 758 in 2018.
o Provided an update on the Valley Link Project and invited member/staff to
attend Valley Link meetings.
Assembly Member Tim Grayson
o Met with the Assembly Member and Matthew Powers, Chief of Staff.
o Educated the member on TVC’s recent trip to DC.
o Provided an update on the Valley Link Project and invited member/staff to
attend Valley Link meetings.
o Expressed concern with the member’s housing legislation in 2017/18.
Senator Scott Wiener
o Met with the Senator and Anne Fryman, Housing Policy Staff.
o Expressed concern with the member’s housing legislation in 2017/18,
specifically impacts of SB 50.
Senator Steve Glazer
o Met with the Senator and Bryan King, Legislative Director.
o Educated the member on TVC’s recent trip to DC.
o Provided an update on the Valley Link Project and invited member/staff to
attend Valley Link meetings.
o Discussed pending housing legislation in Sacramento.
o Asked how TVC can help support local legislative agenda.
Assembly Member Rebecca Bauer-Kahan
o Met with the Assembly Member and Jordan Curley, Chief of Staff.
o Educated the member on TVC’s recent trip to DC.
o Provided an update on the Valley Link Project and invited member/staff to
attend Valley Link meetings.
o Discussed pending housing legislation in Sacramento.
o Asked how TVC can help support local legislative agenda.
Department of Parks and Recreation
o Met with DPR Deputy Director, Sedrick Mitchell.
o Discussed upcoming parks and recreation funding, including Prop 68 grant
applications and Per Capita Funding, as well as regional funding requests for
the Iron Horse Trail and others.
o
2019 Legislative Summary for the Town of Danville 9
Funding Advocacy/Grant Writing
TPA has been assisting the Town of Danville with funding advocacy since late 2019.
TPA has worked closely with staff to analyze the Danville’s CIP list and provide
recommendations on grant and funding opportun ities the closely meet the Town’s
needs. To date TPA has assisted with numerous grant applications and funding
requests, including;
• Proposition 68 Per Capita Program – TPA has assisted town staff with
applying for and following up with DPR staff according ly to ensure Danville
receives their maximum funding allocation. The application is currently under
review with awards expected early Spring 2020.
• Trails and Greenways Program – TPA worked closely with transportation
staff to develop an application for the San Ramon Valley Bridge project that
will connect to the Danville Town Green. The application is currently under
review with awards expected early Spring 2020.
• Public Safety Power Shutoffs (PSPS) Grant Application – After several
PSPS events in Northern California in late 2019, the Governor’s office
announced a round of funding for emergency management grants to affected
communities. TPA quickly began developing an application with town staff to
ensure Danville could capitalize on this new source of funds. The application
is currently under review with awards expected early Spring 2020.
• Recreational Trails Program (RTP) – TPA recently concluded the submittal
of the Recreational Trails Program application for the San Ramon Valley
Bridge project that will connect to the Danville Town Green. The application
was just submitted, and awards are anticipated in early Summer 2020.
• State Budget Requests – TPA worked closely with the Town Manager’s office
to develop a list of state budget requests that were presented to our state
legislators for potential inclusion in the 2020 state budget. These requests
include capital projects for which grant funds are limited or non -existent. This
will be an ongoing process working hand in hand with local and state elected
officials.
Ongoing Communication
TPA stays in regular communication with Danville’s TVC liaison on weekly TVC
conference calls, as well as one on one bi-weekly funding advocacy calls directly
between Danville and TPA staff. In addition, TPA always makes availability for email
and phone outreach with staff and maintains monthly funding advocacy updates that
go out to the Town Management team, the first one being sent in January 2020.
MEMO
From the desk of . . .
Joe Calabrigo, Town Manager
Date: February 7, 2020
To: Mayor and Town Council
Subject: Town Council Guidelines/Training
As part of the Annual Planning and Goal Setting Workshop, the Town Council has
the opportunity to review and re-visit the self-developed Guidelines that serve as
operational protocols.
Any discussion related to the Guidelines is up to Council’s discretion. As in past
years, please consider whether:
• the guidelines are still relevant and of assistance;
• there are any questions, issues or concerns regarding any ground rules, values
or norms and commitments contained in the guidelines; or
• there any changes that the Council wishes to discuss or consider.
Only one change has been made to this year’s version - Section E. 7. c. has been revised
to update the mayoral rotation.
Please be prepared to provide direction to staff regarding any other changes to be
incorporated as part of the annual review.
Attachment A – Town Council Guidelines
Attachment B – 2019 Workshop Follow-up Memo on T.C. Guidelines
TOWN COUNCIL GUIDELINES
ATTACHMENT A
These Guidelines were initially developed by the Town Council in October 2003. The
Guidelines are reviewed annually and updated as directed by the Town Council.
GROUND RULES
The Town Council will follow four basic ground rules in order to work effectively
together on an ongoing basis:
1. Keep focused
2. Use inquiry vs. judgment - hear all points
3. Be respectful of one another
4. Focus on issues not people
VALUES
The top three values identified by the Town Council are:
1. Honesty, Integrity, Trust, Ethical
2. Leadership/Clear Direction/Vision
3. Fiscal Responsibility
NORMS AND COMMITMENTS
A. When dealing with each other councilmember to councilmember, we expect… How
will we resolve conflict among ourselves?
At meetings:
1. Be prepared; read the packet thoroughly before the meeting.
2. Ask questions of staff in advance of the meeting.
3. Give credit and positive feedback.
4. Challenge issues rather than personalities; do not criticize fellow council
members.
5. Be mindful of negative body language; minimize eye rolling, audible sighing.
6. Give the public three minutes without responding, but make sure due attention
is given. Show respect.
7. Keep feedback constructive.
8. At meetings, disclose information that you have that is relevant.
9. Avoid the following:
a. surprises d. personal attacks
b. grandstanding e. condescending/sarcastic tone
c. side conversations f. emotional escalation
10. The Town Manager will manage the agenda process. Individual
councilmembers may request placement of items on the agenda, but only the
Town Council may direct placement of items. Video recordings of televised
public meetings constitute a public record and cannot be edited.
11. Each councilmember will have the opportunity to be heard and to present their
respective views. Once a matter has been discussed and/or debated and the
Town Council makes a decision (vote taken), that decision becomes the Town
Council position. It is expected that individual councilmembers will respect
this process and represent individual decisions that have been made by the full
Town Council to the community and elsewhere as appropriate, regardless of
their individual views.
12. To facilitate quality video recording for televised public meetings:
a. make sure that your microphone is turned on and speak directly into the
microphone.
b. be mindful of verbal and non-verbal communication.
In General:
13. When invited to meet with a constituent or advocate to discuss a specific issue
or project, inform the Town Manager and encourage the constituent or
advocate to meet with all members of the Town Council to provide similar
information.
14. In situations where conflicts arise that impede the function of the Town
Council, councilmembers will attempt to resolve issues on a one on one basis.
Depending upon the circumstances, it may also be appropriate for the Town
Manager to facilitate resolution among the affected members.
B. When dealing with the Town Manager and staff, we expect…
1. Treat staff as professionals; do not publicly criticize an individual staff member.
2. The Town Council takes action as an elected body, rather than individually.
Allow staff to handle administrative functions and limit individual requests for
staff support. When interacting with the Town staff, remember:
a. Staff may be contacted for the purpose of asking questions or seeking
information (asking). Whenever possible, direct questions to department
heads or senior staff.
b. Work requests or assignments should only be directed to the Town
Manager (directing).
c. Comments or concerns regarding staff should be directed to the Town
Manager in private.
3. In study sessions or regular meetings, the Town Council will summarize and
clarify direction (action items/next steps).
4. As an individual councilmember, do not ask the Town Manager to do
something that is contrary to the direction of the Town Council.
5. Do not draw staff members into disagreements among councilmembers.
6. Do not solicit political support from staff or involve staff in any political
activity.
7. Try to give credit and positive feedback (on behalf of the Council).
8. Provide questions for staff ahead of time so staff can prepare. Ask early, ask
often.
9. When dealing with the press, the public or anyone external to the Town
government, staff’s role is to communicate the policy, direction or action
determined by the Town Council. Staff does not speak for the Town Council,
nor will the staff speculate as to what action the Town Council may take on any
issue or subject.
10. Staff occasionally conducts or attends working meetings that councilmembers
are not invited to attend due to the nature of the meeting (e.g. - meetings to
discuss development proposals and/or conditions and special event wrap -up
meetings). Should other meeting participants invite a member of the Council,
that council member should talk to the Town Manager before attending.
(Please refer to Attachment A for additional material describing the roles of the Town
Council and Town staff)
C. When dealing with media and public, we expect…
1. State your view, avoid repeating a reporter's terms.
2. Try to speak in sound bites.
3. Clarify the position: "the Town's decision is….", "My opinion is…."
4. Once a decision is made, don't discredit the decision or criticize your colleagues
for having made it. Also, don't influence the media to.
5. Identify issues where it may be appropriate to develop a “party line” for
presentation to the press or public to assure that a consistent message is
delivered, and key points are covered.
6. Inform the Town Manager when you've spoken to the media.
D. When representing the Town in other forums, we expect…
1. Present and support decisions or positions made by the full Town Council – i.e.
"the Town Council's position is X, and this issue been decided."
2. If you are presenting a personal point of view or opinion, make it clear: "the
Town Council hasn't discussed or decided this issue, my opinion is Y."
3. When appointed to or assigned a sub-committee, committee, or liaison role,
councilmembers are representing the Town rather than themselves.
4. Make sure to distinguish between political activity and Town business.
5. If invited to attend a function as a Town representative, don't campaign.
E. Role of the Mayor
1. The Mayor always represents the Town and the Town Council.
2. At the beginning of their mayoral term, the Mayor makes Town liaison
appointments.
a. The Mayor first meets or speaks with each councilmember to determine
areas of interest.
b. If more than one councilmember is interested in a specific role or position,
and it is not possible to resolve the matter through compromise, the Mayor
may take the appointment to the full Town Council at a study session.
3. Designate alternates for external committees/liaisons to provide exposure to
subject matter and experience in preparing for the primary position.
4. Consider rotation of assignments every couple of years to afford other council
members the opportunity to serve in different capacities. Consider the impact
to the Town of rotation.
5. Every councilmember has the right and obligation to serve as representatives.
6. Time permitting, the Mayor will bring issues back to the full Town Council for
direction or a vote (e.g., appointments by the Mayors’ Conference or positions
taken by the Mayors’ Conference).
7. Mayoral Rotation
a. The position of Mayor is rotated annually. Each council member has the
right to serve (barring Council changes) every five years.
b. The Vice-Mayor is next in line of succession.
c. Mayoral Rotation for the next 5 years is agreed upon as follows:
2020 – Karen Stepper 2023 – Newell Arnerich
2021 – Lisa Blackwell 2024 – Robert Storer
2022 – Renee Morgan
d. If one new councilmember is elected or appointed, they are placed at the
end of the rotation and incumbent members move up one year.
e. If more than one new councilmember is elected, they are placed at the end
of the rotation in an order determined by the number of votes that each new
council member received (highest # of votes goes first, etc.) Incumbent
council members move up by a number of years equivalent to the number
of new council members elected (i.e. 2 new members means that the others
move up 2 years).
8. Provides direction to the Town Manager on use of the annual ‘Mayor’s
Discretionary Fund’, which is intended to be used for a public improvement,
program, or event that is located within the town, and accessible to the general
public.
F. Appointments of advisory commissions and boards; Council appointments;
Council resignations.
1. The Town Council will adhere to Resolution No. 11-2005, regarding selection
and appointment of Town commissioners.
2. The Town Council expects that commissioners will abide by the same ground
rules for dealing with the Town staff as have been agreed to herein. The Town
Council will use the annual Town Council/Commission workshop to review
and reinforce these expectations.
3. The Town Council agrees that the selection process used to fill prior Town
Council vacancies in 2003 and 2009 was appropriate and effective. The need to
fill future Town Council vacancies will be dealt with on a case-by-case basis,
considering the circumstances and conditions present at that time, and the need
to adhere to all applicable laws.
G. Orientation of new councilmembers
1. A successful orientation process can facilitate the transition of new council
members into their roles as elected officials. The following items were cited as
being helpful in this process.
a. Good documentation f. Visit commission meetings
b. Tours g. Overview of regional issues
c. Historical perspective h. Opportunity to observe meetings
d. Legal orientation i. Provide calendar of meetings
e. Meeting with incumbent j. “Buddy System” mentoring
by other council members
H. Town Council Expenses and Reimbursements
Certain expenses are necessary in order to assist council members in discharging the
duties of their office. Events or activities for which the Town may expend funds are
described and listed in Attachment B (excerpted from Resolution No. 17-2006). The
Town Council will consider such needs on an annual basis, as part of adopting the
annual operating budget.
I. Follow up Actions
The Town Council may re-visit these guidelines periodically to see how the process
is working and determine whether any additional steps are appropriate to further
facilitate how council members work together in an appropriate manner to conduct
the Town’s business.
Attachments:
A – Roles and Responsibilities of the Town Council and Town Manager/Staff
B - Events and Activities qualifying for reimbursement (from Resolution No. 17-
2006)
2018 TC Guidelines – updated 2/1/2019
ATTACHMENT A (This material has been assembled from various sources and is
provided to the Town Council for information purposes).
ROLES & RESPONSIBILITIES OF TOWN COUNCIL, TOWN MANAGER & STAFF
The degree to which policy and administration mix in a given community can sometimes
become an issue. There is no clear demarcation between the two – but there is the need
for everyone involved to be cognizant of roles. The opportunity to periodically revisit
this subject provides an opportunity to ask questions, address issues and better define
the process for the Town Council and the Town Manager.
As the elected body who represents the community, the Town Council must be able to
communicate the vision of the Town and set the tone. The Town Manager and staff are
responsible for seeing that the vision is carried out.
A. Role of the Town Council:
1. Representational: The Town Council is directly accountable to constituents. The
Town Council must balance individual and group demands with the needs of the
entire community.
2. Governmental: The Town Council makes policy, adopts legislation,
establishes/adopts budgets and adjudicates issues. The Town Council sets the
mission and goals for the organization. They explain and promote programs.
Individual council members are expected to:
a. Interact with constituents
b. Serve on Town Council sub-committees
c. Serve in a liaison role
d. Attend public events and ceremonies
3. Financial Oversight: The Town Council adopts an annual operating and capital
budget and is responsible for appropriating funds and approving contracts
pursuant to Town policy. The Town Council adopts an investment policy and
assures adherence to that policy.
4. Intergovernmental: Council members represent the Town on various
intergovernmental and regional boards.
5. Supervisorial: The Town Council appoints and evaluates the Town Manager and
City Attorney, as well as advisory commissions and boards.
6. Business Management: Council members sit as members of the Financing
Authority and Civic Improvement Corporation.
B. Role of the Town Manager:
1. Communication: The Town Manager must develop a rapport with council
members through maintaining frequent contact with each member. The Town
Manager must provide equal information to each member and provide early
warning on problems.
2. Policy Implementation: The Town Manager assists the Town Council in
identifying and focusing on goals. The Town Manager is responsible for
interpreting policies set by the Town Council for staff and making sure Town
Council intent is implemented after a decision is made.
3. Professionalism: The Town Manager (through the Town staff) is responsible for:
a. Providing professional recommendations and making sure that all viable
options are presented for Town Council consideration.
b. Maintaining a professional position despite political pressure.
c. Providing good customer service and follow-up.
4. Organizational: The Town Manager is responsible for developing leadership
abilities among the staff, building a decisive and responsive management team
and holding staff accountable for results. The Town Manager is also expected to
maintain good relationships with employee groups.
5. Foster Teamwork: The Town Manager fosters teamwork with the Town Council
by becoming knowledgeable on key issues that are important to the Town Council,
expressing views and providing perspective to the Town Council on key issues.
The Town Manager can also coach council members and help to refine their skills,
and buffer the Town Council when appropriate.
6. Financial Stewardship: The Town Manager submits an annual budget for Town
Council consideration and is responsible for keeping the Town in sound financial
condition.
TWENTY WAYS TO OFFEND TOWN COUNCIL COLLEAGUES
The responsibility for the effectiveness and success of an elected body ultimately lies with
the members of that body. If you don’t really care about working cooperativ ely with
your colleagues, here are some surefire ways to agitate them:
1. Attempt to dominate meetings.
2. Cut off statements of colleagues.
3. Magnify errors of colleagues.
4. Make fun of colleague’s statements.
5. Tell colleagues they are wrong.
6. Insist upon pontificating.
7. Appeal directly to the audience.
8. Amend a motion and then don’t vote for it.
9. Don’t show up at scheduled events.
10. Request a special meeting or meeting time and fail to attend.
11. Commit to a position before the meeting.
12. Take individual credit for group accomplishments.
13. Fail to actively listen to colleagues.
14. Pressure colleagues to take a position before the meeting.
15. Pack the meeting for pressure purposes.
16. Violate a colleagues’ confidence.
17. Covertly use the media to achieve your agenda.
18. Force a vote on a key issue before the group is ready.
19. Criticize staff in public.
20. Fail to prepare for meetings.
Excerpted from the “Elected Officials Little Handbook.”
ATTACHMENT B
Events and Activities Qualifying for Reimbursement
Government Code Section 53232.2(b) requires that each local agency adopt a written
policy specifying the types of events or activities qualifying for reimbursement of
expenses. Following is a list of events and activities for which the Town Council may
expend Town funds or seek reimbursement:
1. Attending educational seminars or conferences designed to improve officials’
skill and information levels regarding municipal governance;
2. Participating in and attending meetings of regional, state and national
organizations whose activities affect the Town’s interests (including, but not
limited to, the League of California Cities, the National League of Cities, the
U.S. Conference of Mayors and the Contra Costa Mayors’ Conference);
3. Meeting with representatives of regional, state and national government to
present information or testimony related to proposed or pending legislation or
administrative actions that may impact the Town and its operations;
4. Attending functions of local civic or community organizations where there is a
clear nexus between the event and the official’s function or job, i.e., not purely
social events;
5. Attending meetings, seminars or similar functions regarding economic
development or attracting or retaining businesses to the Town where there is a
clear nexus between the event and the official’s function or job and the event is
consistent with Town policy; and
6. Any other event or activity related to the public official’s duties and approved
in advance by the Town Council at a public meeting.
February 8, 2019
TO: Mayor and Town Council
FROM: Joe Calabrigo, Town Manager
Rob Ewing, City Attorney
SUBJECT: Workshop Follow-up – TC Guidelines
As part of the Annual Planning and Goal Setting Workshop last Friday, the Council
revisited the “Town Council Guidelines”. This discussion covered a number of topics
that will warrant further Town Council consideration in order to achieve clarity and
consensus on each of these issues. This memo summarizes the topics that were
covered.
Council Salary and Reimbursement
The Town Council asked about the process required to increase Council
compensation, and the last time that occurred.
The council salary is set by ordinance. Any adjustment to the salary can only occur
when a new term of office begins. As a practical matter, this means that the salary can
only be adjusted every two years after a municipal election.
The methodology to set salaries for councilmembers in general law cities is found in
Government Code Section 36516. This involves a two-step process. The first step
involves setting a “base salary", which is tied to the population of the city. Larger
cities are able to set higher base salaries. Cities with populations of 35,000 to 50,000
are allowed a base salary of $400 per month. Step two involves applying an escalator
to the base salary. The escalator allows the actual salary to be adjusted by up to 5%
per year from the year of the last adjustment. The Council salary was last adjusted in
2006 (Ordinance No. 2006-05), when it was increased from $562.84 to $675 per month.
The next opportunity to increase Council salary would be in 202o. At that time, salary
could be increased to a maximum of $1147.50 (current $675 plus 70% increase (5%x14
years).
ATTACHMENT B
2
Government Code Section 36514.5 provides that councilmembers may be reimbursed
“for actual and necessary expenses incurred in the performance of official duties.” In
order to make reimbursements, the council must adopt a policy at a public meeting
(Government Code Section 53232.2(b)) and must go through ethics training every two
years. Government Code Sections 53234-53235. The Town Council adopted a policy
in 2006.
Councilmembers discussed the fact that they receive numerous invitations to attend
community-based events and fundraisers, and that there are expectations placed
upon them to attend certain events as elected office holders. The Town’s policy allows
for expense reimbursement “where there is a clear nexus between the event and the
official’s function or job, i.e., not purely social events.” Beyond the policy, we have
advised the Council that it is always prudent to apply the “headline test” for any
reimbursement request.
Staff is has reached out to the other cities in Contra Costa County to solicit information
on how they address the Council expense reimbursements and will provide that
information in a subsequent memo.
Mayor’s Discretionary Fund
Attachment A is a March 2016 memo that discusses the use of the “Mayors
Discretionary Fund”. As indicated in the memo, this fund was established so that
each year, the Mayor would have an opportunity to undertake a project, program or
event that was considered to be of benefit to the broader community. That’s a fairly
broad description which is, to my knowledge, the fullest extent of any description that
exists with respect to the purpose for and use of these funds.
Similar to the previous matter, staff is soliciting information from the other cities to
see whether they have such funds, and if so, the amount of the funding.
Proclamations
This is a topic that is revisited from time to time. Total proclamations prepared by the
Town has ranged from a minimum of 34 to a maximum of 62 over the past ten years.
This includes formal Town proclamations, Eagle Court of Honor proclamations,
mayoral proclamations and certificates of mayoral recognition.
In 2011, the Council formalized a process to follow for managing proclamation
requests. Proclamations to be considered or acted upon by the Town Council must
be relevant to the course and scope of the Town’s role as a local government agency.
In instances where such requests are not felt to fall within these parameters, the Mayor
has been given the latitude to make “Mayoral Proclamations,” that do not require
action on the part of the entire Council. Much of the workshop discussion was
focused on clarifying the use of “Mayoral Proclamations”.
3
Questions/Issues raised at the workshop included:
• What is the staff’s (Diane’s) role in preparing Mayoral proclamations, and how many
do we do? Diane attempts to provide reasonable assistance, given her available
time. As tracked by staff, over the past ten years, the number has ranged from
as few as one to as many as sixteen in a year. This includes only the
proclamations prepared by staff. Mayors can and have prepared additional
proclamations on their own.
• Should these proclamations be Danville focused? Proclamations are being
presented to individuals and organizations that reside outside of Danville. Is
that the intent? Or should this be limited to Danville residents, organizations,
etc.?
• What is the purpose for Mayoral Proclamation and where are these displayed?
Consensus seems to be that these proclamations are for the private use of the
recipient (i.e. recognizing an Eagle Scout or a resident for an achievement,
special birthday, anniversary, etc.) In instances where proclamations will be
displayed in public, the preference expressed was to have all five
councilmembers sign the proclamation.
• What materials does the Town provide? Town Council proclamations are
presented in a manila folder with certain exceptions where a more elaborate
presentation is sought (i.e. for the Irish Delegation and Friendship City,
Operation Welcome Home, etc.). Mayoral proclamations are typically
presented in either a manila folder or a green cardboard frame. In some
instances, proclamations have been presented on plaques or frames.
This responds to the issues/questions raised on February 1. Our intent is to place this
back onto your March Study Session agenda under “Town Council Guidelines”. By
that time, we expect to have received back information from the other cities contacted
regarding reimbursement and expenses.
Please don’t hesitate to contact either of us if you have questions or nee d further
information.
February 7, 2020
TO: Mayor and Town Council
FROM: Diane Friedmann, Assistant to the Town Manager
SUBJECT: Potential Polystyrene Ordinance
In June of 2019, the Contra Costa Civil Grand Jury issued Civil Grand Jury Report
#1907 – Stormwater Trash Reduction, Are We Doing All We Can? The Report
recommended the Town Council should consider limiting the use of Styrofoam
containers in the community by June 30, 2020.
DISCUSSION
Polystyrene is a versatile plastic used to make a wide variety of consumer
products. As a hard, solid plastic, it is often used in products that require clarity,
such as food packaging and laboratory ware. Polystyrene also is made into a
foam material, called expanded polystyrene (EPS) or extruded polystyrene (XPS),
which is valued for its insulating and cushioning properties. Styrofoam is the
brand name for polystyrene.
Polystyrene contains the toxic substances Styrene and Benzene, suspected
carcinogens and neurotoxins that are hazardous to humans. Hot foods and liquids
actually start a partial breakdown of the Styrofoam, causing some toxins to be
absorbed into our bloodstream and tissue. Polystyrene breaks down so slowly that
it is not a viable as a biodegradable product. Most polystyrene that ends up in
landfill will still be there 500 years from now.
Types of food-ware typically prohibited in polystyrene ordinances include
polystyrene coolers, containers, bowls, plates, cups, lids and similar items made
for one-time food use.
Nine of 19 cities in Contra Costa County have adopted ordinances that ban the use
of Polystyrene/Styrofoam. Contra Costa County Supervisors passed legislation
to ban polystyrene which will become effective May 1, 2020.
Table 1
Contra Costa Agencies – Polystyrene Ordinances
City Ordinance Comments
Antioch No
Brentwood No
Clayton No
Concord Yes Food and Beverage Service Ware Regulations
1/1/19
Danville No
El Cerrito Yes Food Ware Ordinance Effective 1/1/14
Hercules Yes Expanded Polystyrene Ban 2008
Lafayette Yes Food Packaging Recycling Ordinance 7/1/15
Martinez Yes Effective 1995
Moraga No
Oakley No
Orinda No
Pinole Yes Effective 2018
Pittsburg Yes Sustainable Food Packaging – Polystyrene
Products Regulation Effective 1/15/14
Pleasant Hill No
Richmond Yes Effective January 1, 2014
San Pablo Yes
San Ramon No
Walnut Creek Yes Effective December 18, 2014
Contra Costa
County
Yes Will become effective May 1, 2020
SUMMARY
A number of public agencies are now considering and enacting local ordinances
that ban the use of Polystyrene/Styrofoam products due environmental health
concerns. The Town Council is requested to provide feedback and direction to
staff with regard to whether such an ordinance should be considered for Danville.
Should the Town move forward, this effort will involve working closely with the
Chamber of Commerce to minimize the impact to local business community
including, outreach, vendor information and ordinance timeline.
Attachment – Contra Costa County Polystyrene Ordinance
ORDINANCE NO. 2019-25
Page 1 of 4
ORDINANCE NO. 2019-25
(Environmentally-Friendly Food Packaging)
The Contra Costa County Board of Supervisors ordains as follows (omitting the
parenthetical footnotes from the official text of the enacted or amended provisions of the County
Ordinance Code).
SECTION 1. Summary. This ordinance prohibits food vendors from using polystyrene food
service ware, and it requires food vendors to use environmentally-friendly food service ware,
unless the vendor obtains an exemption under this ordinance. This ordinance also prohibits the
retail sale of polystyrene food service ware in unincorporated Contra Costa County. Pre-
packaged food items and reusable polystyrene-based ice chests and coolers are exempt from the
requirements of this ordinance.
SECTION 2. Chapter 418-18 (Environmentally-Friendly Food Packaging) is hereby added to
Division 418 (Refuse) of the Ordinance Code to read:
Chapter 418-18
Environmentally-Friendly Food Packaging
418-18.002 Definitions. For the purposes of this chapter, the following terms have the
following meanings:
(a) “Environmentally-friendly food service ware” means food service ware that meets one of
the following criteria:
(1) Single-use, disposable containers and other products made from recyclable
materials and used for selling, vending, or serving food or beverages, including
but not limited to cups, bowls, plates, and hinged or lidded containers
(clamshells).
(2) Products that can be used more than once in their current form to serve or
transport prepared, ready-to-consume food or beverages, including but not limited
to cups, bowls, plates, and containers made from ceramic, glass, porcelain, metal,
or other composite or product intended to be reused.
(b) “Food vendor” means a person that does one or more of the following in unincorporated
Contra Costa County:
(1) Sells prepared food to the public at retail, whether take-out, dine-in, or delivery,
including sales of prepared food from food trucks.
(2) Provides prepared food to the public, including at organized or special events,
whether or not for sale.
ORDINANCE NO. 2019-25
Page 2 of 4
(3) Provides prepared food to clients or residents of facilities, such as board-and-care
facilities, homeless shelters, food banks, food assistance programs, senior centers,
nursing homes, schools, hotels, or clinics, whether or not for sale.
(c) “Polystyrene-based” means and includes expanded polystyrene, which is a thermoplastic
petrochemical material utilizing a styrene monomer and processed by any number of
techniques including, but not limited to, fusion of polymer spheres (expandable bead
polystyrene), injection molding, form molding, and extrusion blow molding (extruded
foam polystyrene). The term “polystyrene” also includes polystyrene that has been
expanded or blown using a gaseous blowing agent into a solid foam (expanded
polystyrene (EPS)), and clear or solid polystyrene known as oriented polystyrene.
(d) “Polystyrene food service ware” means polystyrene-based, single-use, disposable
containers and other products used for selling, vending, or serving food or beverages.
Polystyrene food service ware includes, but is not limited to, cups, bowls, plates, and
hinged or lidded containers (clamshells) that are made from expanded or extruded
polystyrene. For the purposes of this ordinance, polystyrene food service ware does not
include any of the following products: straws, splash sticks, stir sticks, soup lids, drink
lids, utensils, tablecloths, egg cartons, and liquid cartons.
(e) “Prepackaged food” means any properly-labeled processed food that is prepackaged to
prevent any direct human contact with the food product upon distribution from the
manufacturer.
(f) “Prepared food” means food or beverages that are serviced, packaged, cooked, chopped,
sliced, mixed, brewed, frozen, squeezed, or otherwise prepared. Prepared food does not
include raw eggs, fish, meat, or poultry, or any raw foods containing those raw materials.
(g) “Raw meat trays” means trays used for packaging raw meat, poultry, seafood, or other
similar protein intended to be cooked or prepared offsite.
(h) “Recyclable materials” means any materials that are accepted in the recycling collection
programs in unincorporated Contra Costa County.
(Ord. 2019-25, § 2.)
418-18.004 Polystyrene food service ware prohibited. Beginning on May 1, 2020:
(a) A food vendor shall not provide polystyrene food service ware to any person. A food
vendor shall use only environmentally-friendly food service ware.
(b) A person shall not sell, at wholesale or at retail, polystyrene-based food service ware.
(Ord. 2019-25, § 2.)
ORDINANCE NO. 2019-25
Page 3 of 4
418-18.006 Use of polystyrene at County facilities.
(a) A lease or rental agreement between the County and a person for the occupancy or use of
a County facility shall require the use of environmentally-friendly food service ware at
the facility being leased or rented.
(b) A contract with a person to provide services to or on behalf of the County shall require
the use of environmentally-friendly food service ware in connection with the provision of
those services.
(Ord. 2019-25, § 2.)
418-18.008 Exempt products and food vendor hardship exemptions.
(a) Exempt products. Notwithstanding anything to the contrary contained in this chapter,
this chapter does not prohibit the sale or use of any of the following:
(1) Prepackaged food products that do not use environmentally-friendly packaging, or
that use polystyrene-based packaging materials.
(2) Polystyrene-based ice chests and coolers intended to be reused.
(3) Raw meat trays.
(b) Food vendor hardship exemptions.
(1) Application for hardship exemption. A food vendor may request a hardship
exemption from the requirements of this chapter by submitting a written request
to the Public Works Director. The food vendor must establish to the satisfaction
of the Public Works Director that use of environmentally-friendly food service
ware will cause an undue hardship to the vendor, or that no suitable alternative to
polystyrene food service ware is available in the form of environmentally-friendly
food service ware. The Public Works Director may require the food vendor to
provide additional information in support of its request for a hardship exemption,
including but not limited to a list of available alternative packaging materials and
the reasons why those materials cannot be used without causing a hardship to the
food vendor. A hardship does not exist solely on the basis that an
environmentally-friendly food service ware product costs more than a similar
polystyrene food service ware product.
(2) Determination. A food vendor that submits a written request for a hardship
exemption will be issued a written decision by the Public Works Director
indicating whether the hardship exemption is granted. A written decision denying
a hardship exemption will explain the reasons for the denial.
ORDINANCE NO. 2019-25
Page 4 of 4
(3) Term. A hardship exemption is valid for a period of one year from the date the
Public Works Director approves the exemption.
(4) Successive exemptions permitted. A hardship exemption does not automatically
renew, and a new application for a hardship exemption is required to obtain a
successive one-year hardship exemption. There is no limit on the number of
successive one-year hardship exemptions a food vendor may apply for under this
section.
(Ord. 2019-25, § 2.)
418-18.010 Enforcement. The Public Works Director is responsible for enforcing the
requirements of this chapter within unincorporated Contra Costa County. The
County may seek compliance with this chapter by any remedy allowed under this
code, including, but not limited to, administrative fines, infraction citations, and
any other remedy allowed by law.
(Ord. 2019-25, § 2.)
SECTION 3. Effective Date and Publication. This ordinance becomes effective 30 days
following its adoption by the Board of Supervisors. Within 15 days after passage, this ordinance
shall be published in the East Bay Times, a newspaper published in this County, in a manner
satisfying the requirements of Government Code section 25124, with the names of supervisors
voting for and against it.
PASSED on __October 8 2019_________________________ by the following
vote:
AYES: Gioia, Andersen, Burgis, Mitchoff, Glover
NOES: None
ABSENT: None
ABSTAIN: None
ATTEST: None
DAVID J. TWA _____John Gioia_____________________
Clerk of the Board of Supervisors Board Chair
and County Administrator
By: ___June McHuen, Deputy Clerk________ [SEAL]
Deputy
H:\Client Matters\Public Works\Ordinances\Polystyrene\Ord 2019-25 (BOS Adopted 100819) .docx
February 7,2020
TO: Mayor and Town Council
FROM: Rob Ewing, City Attorney
SUBJECT: Sexual Harassment Prevention Training
AB 1661 (adopted 2016, see Attachment A) requires all councilmembers receiving
compensation to receive two hours of sexual harassment prevention training and
education every two years. As the most recent training occurred in 2018, the
Annual Workshop provides an opportunity to complete this training for 2020.
I. What prompted the law?
a. All employers in California with a minimum of 50 employees are already
required to provide this training to all supervisors.
b. Several high profile cases involving local government officials (San Diego,
Sacramento, etc.) led the Legislature to determine it was necessary to extend
this to local elected officials.
II. What does the training need to address?
a. The definition of sexual harassment
b. Remedies for sexual harassment
c. How to prevent sexual harassment
d. Understanding of the Town’s policies on sexual harassment
e. Discussion of “abusive conduct”
f. Discussion of harassment based on gender identity, gender expression and
sexual orientation
III. Definition of sexual harassment-see Town policy (Attachment B) and
DFEH handout (Attachment C)
a. Quid pro quo
b. Hostile work environment
IV. Remedies for sexual harassment-need to look at the type of harassment and
who is the harasser (supervisor or a co-worker)
a. Remedies within the Town’s Personnel Policies
b. Remedies through civil suit
i. Can be initiated by individual or through EEOC or DFEH complaints
c. Who can be found liable?
i. The individual(s) engaged in the harassing conduct
ii. Supervisors who knew and took no action
iii. The employer in the following cases:
1. Under federal law, employer may be liable in cases of quid pro quo
harassment by a supervisor, but with defenses if no adverse employment
action taken. Under California law, the employer is strictly liable for quid pro
quo by a supervisor.
2. Under federal law, employer may be liable for hostile work environment
created by a supervisor if the employer knew or should have known about
the conduct. Under California law, employer strictly liable if a supervisor
was the harasser.
3. Under both federal and California law, employer liable for harassment by a
co-worker (non-supervisor) if they knew or should have known what was
going on.
4. Under both federal and California law, employer may be liable for
harassment by non-employees if the employer knew or should have known
and took no action.
V. How to prevent sexual harassment
a. Training
b. Posting of policies
c. Easy to use complaint procedure
d. Employer taking prompt action once they become aware of potential
harassment
i. Investigations
ii. Separating parties
iii. Reminders of no retaliation
e. Key is supervisor awareness
f. Examples involving the Town and other cities
i. San Diego-Bob Filner resigned in 2013 after multiple accusations of unwanted
groping, kissing, etc., both of city staff and constituents
ii. Carmel-December 2017 accusations by executive director of local business
group that mayor makes inappropriate comments of a sexual nature in public
and private meetings, that he is “slimy.”
iii. Adelanto-December 2017 accusations that mayor sexually harassed a female
intern by sending inappropriate text messages and sending her an unwanted
personal gift.
VI. Review of Town Policy (see Attachment B)
VII. Abusive conduct
a. In 2015, Legislature added a requirement to the sexual harassment training to
discuss the “prevention of abusive conduct.” They did not make this a
separate cause of action or basis to sue, but we must train on it.
b. Government Code Section 12950.1(h)(2) defines abusive conduct as “conduct
of an employer or employee in the workplace, with malice, that a reasonable person
would find hostile, offensive, and unrelated to an employer's legitimate business
interests. Abusive conduct may include repeated infliction of verbal abuse, such as
the use of derogatory remarks, insults, and epithets, verbal or physical conduct that a
reasonable person would find threatening, intimidating, or humiliating, or the
gratuitous sabotage or undermining of a person's work performance. A single act
shall not constitute abusive conduct, unless especially severe and egregious.”
VIII. Harassment based on gender identity, gender expression and sexual
orientation
a. In 2017, the Legislature added a requirement to the sexual harassment
training to discuss harassment based on gender identity, gender expression
and sexual orientation. The laws preventing discrimination were also
amended to add these individuals to protected classifications.
b. This training is supposed to include practical examples of such harassment.
c. These are the new definitions adopted by DFEH:
i. “Gender identity” is “each person’s internal understanding of their gender,
which may include male, female, a combination of male and female, neither
male nor female, a gender different from the person’s sex assigned at birth,
or transgender.”
ii. “Gender expression” is “a person’s gender-related appearance or behavior,
whether or not stereotypically associated with the person’s sex at birth.”
This manifestation can include how a person dresses, acts, speaks or
interacts with others.
iii. “Transgender” is “a general term that refers to a person whose gender
identity differs from the person’s sex at birth.” A transgender person may or
may not have a gender expression that is different from the social
expectations of the sex assigned at birth.
d. Under 2017 regulations adopted by the DFEH, there are some of the
workplace rules that all employers will now need to adhere to:
i. Restrooms: All employees have a right to use a restroom that corresponds
with their gender identity. Employers must use gender -neutral signage for
single-occupancy facilities under their control. They cannot require any proof
of sex or gender for an employee to use a particular facility.
ii. Dress codes: Employers must enforce dress codes in a non-discriminatory
manner and may not deny employees the right to dress in a way that reflects
their gender identity. For example, a transgender woman may comply with
the same dress code as a non-transgender woman and may not be held to a
harsher standard.
iii. Preferred name: Employers must abide by an employee’s request to be
identified by a certain name or gender identity unless there is a legally-
mandated obligation to use the employee’s legal name or gender.
iv. Documentation: An employer cannot require documentation as proof of sex,
gender, gender identity or gender expression as a condition of employment.
v. Interview questions: Employers may not ask questions designed to detect a
person’s sexual orientation or gender identity, such as inquiring about an
applicant’s marital status, a spouse’s name, or the applicant’s relation to
household members. Likewise, interviewers should avoid asking questions
about a person’s body or whether they plan to have surgery.
Attachments: A – AB 1661
B - Town Personnel Policies and Procedures
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DATE: January 24, 2020
TO: Mayor and Town Council
FROM: Jill Bergman, Economic Development Manager
SUBJECT: Danville Business Activity Update
Below is a snapshot of the business activity in Danville from Winter 2019/2020 to the
present. The following designations have been established to indicate the type of activity
for retail and restaurant businesses: (NB) new business, (R) relocated, (RME)
remodeled/expanded (RME), (CS) coming soon, (T) temporary, and (C) closed .
Historic Downtown
Status Business Name Business Type Address Replaced
NB Beyond Active Fitness Fashion Boutique 166 E. Prospect Ave. Stone Cold Luxe
C Color Bundles Art Studio & Gift Shop 301 Hartz Ave.
NB Danville Spa & Massage Massage Spa 179 Hartz Ave. Diablo Sports Nutrition
C Diablo Sports Nutrition Nutrition Shop 179 Hartz Ave.
CS Hazy BBQ Restaurant 200 Hartz Ave.
NB Health Clinic & Spa Spa Services 130 E. Prospect Ave. House of Couture
C House of Couture Bridal and Occasion Gowns 130 E. Prospect Ave.
NB Kimmi Couture Shapewear 495 C. Hartz Ave. Stay Polished
NB L’Arc Method Pilates & Wellness Studio 222 Railroad Ave. Real Estate Office
C Papyrus Gift & Stationary 401 Hartz Ave.
C Pizza Antica Pizza Restaurant 111 W. Prospect Ave.
R Power Stitch Embroidery 181 Hartz Ave. Total Threads
NB The Find (formerly Nomad) A Wine Country Experience 312 Railroad Ave.
NB The Shade Store Window Treatments 111 W. Prospect Ave.
C Total Threads Embroidery 181 Hartz Ave.
NB Trek Bicycle Bike Sales & Repair 495 Hartz Ave. California Pedaler
Danville Square
Status Business Name Business Type Address Replaced
NB I Love Kickboxing Exercise Studio 7 Railroad Ave.
2
CS Pure Organic Nail Salon Railroad Ave.
Iron Horse Plaza
Status Business Name Business Type Address Replaced
NB The Joint Chiropractic Center 413 Railroad Ave.
The Crossroads
Status Business Name Business Type Address Replaced
C Sigs Little Kitchen Filipino Takeout 480 San Ramon Valley Blvd.
NB Silk Road Massage Massage 480 San Ramon Valley Blvd. Radio Shack
Town & Country
Status Business Name Business Type Address Replaced
R America’s Best Karate Martial Arts Studio 607 San Ramon Valley Blvd. Ernie’s Liquor
RME/NB DAON Korean/Asian Fusion 101 Town & Country Fish on Fire
The Livery
Status Business Name Business Type Address Replaced
CS Aozora Japanese Restaurant Sushi and More 820 Sycamore Valley Rd. Jule’s Thin Crust
NB Beyoutiful Salon Salon 408 Sycamore Valley Rd.
R Essential Aesthetics Cosmetic Treatments 510 Sycamore Valley Rd. McCaulou’s Cards & Gifts
C The Nest Gift Boutique 800 Sycamore Valley Rd.
NB Spree Boutique Clothing Store 806 Sycamore Valley Rd. Wow Wow Lemonade
NB Whimsy Kidz Kids Clothing Boutique 814 Sycamore Valley Rd.
Rose Garden
Status Business Name Business Type Address Replaced
R Community Bank of the Bay Bank 740 Camino Ramon Kids-N-Teens
C Maria Maria Mexican Restaurant 710 Camino Ramon
Tassajara Crossings
Status Business Name Business Type Address Replaced
CS Happy Lemon Tea/Smoothie Shop 3450 Tassajara Rd.
DEVELOPMENT ACTIVITY UPDATE
SIGNIFICANT APPLICATIONS CURRENTLY UNDER REVIEW:
359 and 375 West El Pintado Road – GPA15-0001 & PUD15-0001; project applicant is
Talmont Homes and the Owner is GMMR, LLC. The applicant proposes to construct
37 townhomes on the 1.88 acre site. The request is a General Plan Amendment,
Preliminary Development Plan – Rezoning and Final Development Plan – Major
Subdivision involving the two properties. The General Plan Amendment would
amend the .29 acre parcel at 359 West El Pintado road from Residential – Single Family
– Low Density (1-3 units per acre) to a Mixed Use land use designation.
Project status: The Final Environmental Impact Report (EIR) is complete and the
project is scheduled for Planning Commission review on January 22, 2019. The
Planning Commission will make a recommendation and the Town Council will take
the final action on the project.
Magee Ranch Residential Development - PUD10-0004, DEV10-0071, DEV10-0072, and
TR10-0028: the owner is Magee Investment Company & Teardrop Partners, L.P. and
the applicant is Davidon Homes. The applicant proposes to construct a 69 -unit
residential development on the 410 acre site. The application involves a Preliminary
Development Plan – Rezoning, Major Subdivision, Final Development Plan, and a
Tree Removal request.
Project status: The Draft EIR was completed and the Town is working on the response
to comments document. This project is expected to begin public hearings this spring.
The Collection (Tassajara Nursery) – PUD18-0001, SD18-0001, DEV18-0009, TR18-
0026). The owner and applicant is Trumark Homes. The applicant proposes to
construct 18 single family homes on the 5.51 acre site located at 2550 Camino
Tassajara. The application involves a Preliminary Development Plan – Rezoning,
Major Subdivision, Final Development Plan, and a Tree Removal request.
Project status: This application is under staff review and is expected to be schedule for
Planning Commission and Town Council review in spring or summer 2019.
198 Diablo Road Mixed Use Building – DEV18-0020, LUP18-0011, VAR18-0010; The
owner and applicant is Nearon Enterprises. This application includes a Development
Plan, Land Use Permit, and Variance request to allow for a +/- 10,496 square foot two-
story mixed-use building. The Development Plan would allow for project design
2
features, such as site planning, architecture, and landscaping. The Land Use Permit
would allow for an above ground floor residential use. The Variance would allow the
project to exceed the 25% off-site parking.
Project status: The proposed project is being reviewed by staff and the Design Review
Board.
Verizon Wireless at Gatetree Drive – LUP 17-0035; The applicant is Verizon Wireless;
The proposed project consists of the installation of a wireless communication facility
on an existing joint utility pole within the public right-of-way on the north side of
Camino Tassajara, approximately 225 feet east of Gatetree Drive. The proposed “small
cell” facility consists of the placement of panel antennas contained within a four-foot
tall radome on top of the pole, and the mounting of related equipment on the lower
portion of the pole.
Project status: The Town’s administrative approval was appealed by neighboring
property owners. The project is scheduled for consideration by the Planning
Commission on February 12, 2019.
342 Railroad Avenue commercial building – DEV18-0016; Todd Fitch is the owner and
Barry& Winn Architects are the applicant. Development Plan request to allow the
construction of a new two-story 2,635 square foot building to the rear of the existing
988 square foot historic building on the site. The project would also include minor
restoration improvements to the historic building.
Project status: The proposed project is being reviewed by staff and the Design Review
Board.
At&t Wireless at 377 Elworthy Ranch Circle – LUP 18-0010; Ed Holbrook is the
property owner and AT&T is the applicant. This application seeks to establish a
wireless communication facility consisting of six (6) co-located flat-panel antennas,
one (1) small one foot diameter microwave dish and accessory components mounted
to an existing 45-foot-tall monopole, at a site located approximately 250 feet west of
the rear yard area of the Holbrook residence.
Project status: The Town is preparing to mail the appealable action letter to the
neighborhood providing for a 10 day appeal period.
576 Del Amigo Minor Subdivision – MS17-0111; the property owner is Hal Varian and
the applicant is DK Associates.
This application requests to subdivide a four acre parcel into t hree parcels for the
purpose of construction two new single family residence.
Project status: This application is complete and is expected to be schedule for Planning
Commission review this winter.
3
65 Chadbourn Drive Land Use Permit – LUP18-0013; The Land Use Permit request
seeks authorization to operate a large family day care home in an existing residence
located at 65 Chadbourne Drive. The large family day care would permit a maximum
of 14 children.
Project Status: The Town’s administrative approval of this application was
appealed. This project is scheduled to be reviewed by the Planning Commission on
February 12, 2019.
SIGNIFICANT PROJECTS THAT HAVE BEEN APPROVED AND/OR ARE
UNDER CONSTRUCTION:
375 Hartz Avenue - DEV16-0103 and VAR16-0113; applicant is Barry & Wynn Architects
and the owners are John and Sharon DeSousa. The project approval allowed exterior
façade improvements to the front elevation, construction of a 1,721 square foot second
story addition and a 195 square foot deck at the rear of the building, construction of a
45 square foot addition to the rear ground floor, and construction of a 35 square foot
trash room to the existing historic building.
Project status: The project is under construction.
200 Hartz Avenue (Hettinger Plaza) – DEV17-0022; the applicant and owner is Silvio
Quattro, LLC.
The applicant proposes to add 4,000 square feet of additional second story floor space
over the existing building. The application would modify a previously approved
project and would result in a total of 20,341 square feet of conditioned space for the
building.
Project status: The project is approved and building permits are ready to be issued.
3743 & 3755 Old Blackhawk Road – PUD16-0110, SD9437, DEV16-0107, TR16-0118;
applicant/owner is Braddock & Logan Homes. The application was approved by the
Town Council on January 16, 2018, to construct a 19-unit single family detached
residential development on a three-acre site.
Project status: The development is under construction.
373-379 Diablo Road – DEV16-0014; applicant/owner is Trammel Crow. The
approval allows for the construction of a 144-unit multifamily for-rent residential
project on this 3.75 acre site. The approval includes a 35% density bonus and 10 very
low affordable units.
Project status: The development is under construction.
4
312 Railroad Avenue – DEV16-0114; the applicant is William Wood Architects and
the owner is Clevron Commercial, LLC. The application was approved and allows for
the construction of a 9,500 square foot single-story commercial building.
Project status: The project is complete except for interior tenant improvements for
approximately one-half of the building shell.
Podva Property – LEG12-0001, DEV12-0010, DEV12-0011; project applicant is
Ponderosa Homes. The application was approved allowing the subdivision of the 109
acre site into 20 single family lots. The 20 lots would be clustered on 10 acres at the
lower portion of the site, and the remainder of the site would be preserved as
permanent open space. The site is located at the terminus of Midland Way.
Project status: The projects roadways and infrastructure have been installed and
residences are under construction.
66 Hidden Hills Single Family Residence – DEV15-0051; the applicant is Koup Designs
and the Owner is Jeff McDavit. The application approval allowed the construction of
a 3,786 square foot residence with 873 square feet of attached garage space.
Project status: This residence is under construction.
841 Podva Road Minor Subdivision – MS851-2015; the applicant and owner is Bradford
Communities. The application approval allowed for creation of four residential lots on
a 1.51 acre parcel.
Project status: The four new residences are complete.
2500 Blackhawk Road Subdivision – SD 9321; project was approved by the Danville
Planning Commission on September 24, 2013; project applicant/owner is Blackhawk
Meadows, LLC. The application approval allowed for the creation of five residential
lots on a 2.7-acre site.
Project status: Two of the five residences have been completed. One additional
residence is currently under construction.
La Gonda Way Major Subdivision – SD 9382; the applicant and owner is Ronald
Elvidge. The application approval allowed for the creation of five residential lots on a
3.73 acre site.
Project status: The applicant has not yet submitted plans for the final map or
improvement plans.
740 El Pintado Single Family Residence – DEV16-0109; the owner is Jeff Stone and the
applicant is Steven Kubitschek. The application approval allowed the construction of
a new 5,162 square foot single family home with an attached 888 square foot garage.
5
Project status: This residence is under construction.
ADVANCED PLANNING
Zoning Text Amendment – Downtown Business District Ordinance, North Hartz –
ZTA17-0003; the applicant is the Town of Danville. This effort has include an
extensive evaluation of zoning and development options for the North Hartz area,
with the goal of crafting development standards that will facilitate redevelopment in
the area.
Project status: During a Town Council study session on January 8, 2019, the Town
Council directed staff to engage individual property owners so that the Town c an
better understand the goals and desires of the owners.
FUTURE APPLICATIONS
Borel Property - This 16.65 acre property is located along the north side of Fostoria
Way between Camino Ramon and the I-680 freeway. The site is the undeveloped
remainder of the 66-acre Borel family property, which was partially developed with
retail and residential uses during the late 1980s and early 1990s.
The Borel property was one of two “Housing Opportunity Sites” that received a
General Plan land use designation change as part of the 2030 General Plan update,
helping address the Town’s RHNA shortfall. The land use designation of the
northerly seven acres of the property was changed from a combination of Residential
- Single Family - Medium Density (3-5 units/acre) and Commercial - Specialized
Commercial to a mixture of Residential - Multifamily - High/Medium Density (20-25
units per acre) and Residential - Multifamily - High Density (25-30 units per acre). The
remainder of the property (i.e., the southerly 9.65 acres of the property) did not receive
a land use designation change with the adoption of the 2030 Plan and remains
designated Commercial – Specialized Commercial.
Status: Future development is expected to include multiple family residential (25-30
units per acre) on the northern seven acres of the site. Costco Wholesale has indicated
an interest in acquiring three acres of the commercially designated portion of the site
to develop a gas station and provide for employee parking.
FAZ 600 Hartz Avenue - The Town has held several pre-submittal meetings with the
property owner to discuss the possible re-development of the 1.2 acre property
occupied by FAZ restaurant. This site is zoned Downtown Business District Area 11
– Special Opportunity District. The redevelopment of this site would likely include a
mix of restaurant and retail ground floor uses and residential or office second floor
uses.
6
HERITAGE RESOURCE COMMISSION
REPORT AND SUMMARY
➢ Public Outreach Sub-Committee: The Heritage Resource Commission formed a public
outreach sub-committee to review ways of enhancing public awareness of the Town’s
history and historic preservation program. The committee’s first effort has been to
create a program to raise awareness through the installation and promotion of
informational bronze plaques. In 2019, five plaques were created and ceremonies were
organized by the sub-committee for the unveiling of each plaque. A number of
additional plaques are planned to be created and installed in 2020.
➢ Historic Survey Sub-Committee – The Heritage Resource Commission formed a sub-
committee to review and recommend updates to the Town’s Survey of Historic
Properties. The sub-committee’s work has included identifying additional structures
that may have historic significance, evaluating properties currently listed on the Town’s
Identified Potential Resources survey for possible inclusion on the Town Heritage
Resource Survey, and the review of the existing structures on the Town’s Historic
Survey for possible designation as a Town Heritage Resource.
The Heritage Resource Commission are involved with the following developments
which involve heritage resources:
➢ 375 Hartz Avenue - DEV16-0103; applicant is Barry & Wynn Architects and the owners
are John and Sharon DeSousa.
This project approval allowed exterior façade improvements to the front elevation,
construction of a 1,721 square foot second story addition and a 195 square foot deck
at the rear of the building, construction of a 45 square foot addition to the rear ground
floor, and construction of a 35 square foot trash room to the existing historic building.
Project status: The development is under construction.
➢ 342 Railroad Avenue – DEV18-0016; Todd Fitch is the owner and Barry& Winn
Architects are the applicant.
This project approval allowed the construction of a new two-story 2,635 square foot
building to the rear of the existing 988 square foot historic building on the site. The
project would also include minor restoration improvements to the historic building.
Project status: The applicant has submitted for Building Permits.
File #Type Name Address Description Status
PUD10-0004 Residential Magee Preserve South side Diablo &
Blackhawk Road
Planned Unit Development (P-
1) Rezoning and 69 lot
subdivision
Approved
PUD15-0001 Residential 375 West El Pintado 375 & 359 West El
Pintado
Planned Unit Development (P-
1) Rezoning and 37 lot
multifamily subdivision
Approved
PUD16-0107 Residential Abigail Place 3743 & 3755 Old
Blackhawk Road
Planned Unit Development (P-
1) Rezoning and 19 lot
subdivision
Under
Construction
DEV18-0016 Commercial Fitch Office Building 342 Railroad Ave
Renovation of an existing 988
square foot historic building
and the construction of a new
2,604 square foot two-story
building at the rear of the site
Building Permits
DEV19-0008 Commercial Silvio Quattro, LLC 200 Hartz Ave
Complete renovation and
remodel of an existing 14,182
square foot commercial
building
Under
Construction
DEV19-0007 Residential Lawrence Estates 1162 Lawrence Rd.
Architecture, site plan, and
landscape plan review for a
previously approved six lot
subdivision.
Under
Construction
DEV16-0113 Commercial DeSousa Building 375 Hartz Ave
Restoration of the historic
front façade and construction
of a 1,721 +/- square foot two
story addition to the rear
Under
Construction
DEV19-004 Residential Love Lane Addition 357 Love lane
Addition of 1,031 square feet
to the rear of the historic Love
House
Under
Construction
DEV18-0004 Commercial Exterior Façade and
Site Modifications 400 El Cerro Blvd
Exterior façade improvements
for the existing medical office
building
Under
Construction
DEV18-0020 Commercial Mixed Use Building 198 Diablo Road
Construction of an
approximately 10,600 square
foot two-story mixed-use
Building Permits
DEV18-0010 Commercial Danville Offices
Addition
801 San Ramon
Valley Blvd
Two-story office addition,
elevator addition, exterior
façade improvements, and
landscape improvements
Under
Construction
DEV19-0018 Residential Shannon Residence 46 Smokewood Ct Construction of a 4,621
square foot residence
Under
Construction
SUB18-0001
PUD18-0001 Residential The Collection 2550 Camino
Tassajara
Development of 18 single
family homes on a 5.05 acre
site
Under
Construction
SUB19-0001 Residential Minor Sub Division 46 Smokewood Ct
Subdivision of an existing
0.76 parcel into two single
family residential parcels
Under
Construction
PLANNING COMMISSION AND DESIGN REVIEW BOARD - 2020
File #Type Name Address Description Status
DEV19-0010 Commercial Sycamore Square
Improvements
660 San Ramon
Valley Blvd
Façade improvements,
conceptual landscape design Approved
DEV19-0022 Residential Rhim Residence 10 Margaret Lane
Construction of a 7,987
square foot two-story
residence and a 2,827 square
foot attached garage
Staff Review
DEV19-0023 Commercial Mobil Gas Station
Refacing 1 Boone Court Façade modifications for an
existing ARCO gas station Staff Review
SUB19-0003 Residential Tassajara
Subdivision 2434 Tassajara Lane
Subdivision of an existing
34,175 square foot parcel into
two single-family residential
lots
Staff Review
DEV19-0024 Residential Chevron Car Wash 400 Diablo Road
Construction of a new 798
square foot drive-through car
wash, a 372 square foot
expansion of an existing
convenience store
Staff Review
PUD19-0001 Residential Misson 15 Lot 2570 Camino
Tassajara
Planned Unit Development (P-
1) Rezoning and Major
Subdivision to subdivide a
19.43-acre site to create 15
single-family residential lots
Staff Review
DEV19-0011 Commercial Clocktower Addition
& Exterior Remodel 301 Hartz Ave
Construction of a 2,677+/-
square foot second-story
addition, complete building
façade remodel, and
landscape improvements, and
development of a new public
plaza.
Approved
LUP19-0002 Commercial Child Care Facility 1896 Camino Ramon
Child care facility with a
maximum occupancy of 48
children.
Staff Review
SUB18-0002 Residential Kirkcrest Road Minor
Subdivision 777 Kirkcrest Rd
Minor Subdivision to
subdivide a 2.06 acre parcel
into two single family
residential lots
Staff Review
SUB19-0004 Residential Klaus Subdivision
and Tree Removal 1610 Lawrence Rd
Minor Subdivision to divide an
existing 5.21-acre parcel into
four parcels
Staff Review
DEV19-0015 Commercial First Floor
Expansion 156 Diablo Road
1,759 square foot first floor
addition to an existing 24,599
square foot commercial office
building
Staff Review
SUB19-0005 Commercial 321 Hartz Ave 321 Hartz Ave
Subdivision of an the existing
commercial building for
condominium purposes
Staff Review
DEV20-0001 Commercial I Can Do Performing
Arts Studio 194 Diablo Road
Complete exterior remodel of
an existing 2,400 square foot
building
Staff Review
CODE ENFORCMENT ACTIVITY 2019
The chart below summarizes the code enforcement activity for the 2019 calendar year.
2019 Summary: All Code Enforcement Cases (1/1/19 – 12/31/19)
Case Type
Case Status Subtotal
by Type
# Initiated by
Resident
% Initiated by
Resident Open Closed
Encroachment 3 71 74 37 50%
Home
Occupation 0 2 2 2 100%
Noise 0 13 13 13 100%
Other 4 61 65 63 97%
Screening 0 25 25 25 100%
Sign 0 5 5 5 100%
Smoking 0 3 3 3 100%
Tree 0 6 6 6 100%
Zoning 1 9 10 9 90%
Building 4 38 42 36 86%
Subtotal by
Status: 12 233
245 199 92%
Total Cases in 1/1/19 – 12/31/19:
TOWN OF DANVILLE CHRONOLOGY
Year Town Council Significant Accomplishments
1982 John May - Mayor *Incorporation Measure B passes June 8, 1982 (yes - 5,509; No - 4,952)
Beverly Lane *Danville incorporated as a General Law City effective July 1, 1982
Richard McNeeley *First Town Council elected
Doug Offenhartz *First Town Offices located on Diablo Road
Susanna Schlendorf *Town Planning Commission established
*Michael Davis appointed as first Town Manager
*Town Administration and Finance staff hired; all other services contracted
*1982 population - 26,445
1983 John May - Mayor *Town Lighting and Landscape Assessment District (LLAD) established
Beverly Lane from County Service Area R7-A
Richard McNeeley *Town Planning and Engineering staff hired
Doug Offenhartz *Town Offices move to 542 San Ramon Valley Blvd.
Susanna Schlendorf
1984 Beverly Lane - Mayor *Major Ridgeline and Scenic Hillside Ordinance adopted
Richard McNeeley *Danville Community Development (Redevelopment) Agency established
Doug Offenhartz
Susanna Schlendorf
John May
1985 Richard McNeeley - Mayor *Sycamore Valley Specific Plan approved
Doug Offenhartz *Sycamore Valley Assessment District (SVAD) formed
Susanna Schlendorf *First Sycamore Valley developments approved (Diablo Highlands, Andersen Ranch, Wood Ranch)
John May *Town Offices moved to 510 LaGonda Way
Beverly Lane *Town Council election - John May retires; Richard Kennett elected
*1985 population - 27,550
Year Town Council Significant Accomplishments
1986 Susanna Schlendorf - Mayor *Downtown Redevelopment Plan adopted
Doug Offenhartz *Downtown Master Plan approved
Beverly Lane *Certificates of Participation (COP's) sold to finance downtown improvements
Richard McNeeley *Planning started to redevelop old Charlotte Wood School site on Hartz Way
Richard Kennett *Town Parks and Liesure Services Commission established
*Bridges Restaurant opens downtown
*Town Recreation staff hired
1987 Doug Offenhartz - Mayor *Richard McNeeley resigns; John May appointed to Town Council
Beverly Lane *First Town General Plan (the 2005 General Plan) adopted
Richard McNeeley/John May *Crow Canyon Annexations approved (Tassajara Ranch, Vista Tassajara)
Richard Kennett *Right of way acquired for Railroad Ave. extension (Linda Mesa to Danville Blvd.)
Susanna Schlendorf *Railroad Avenue Municipal Parking Lot site acquired
*Village Theatre site acquired
*Town Meeting Hall site acquired
*Town Council election - John May and Doug Offenhartz retire;
Millie Greenberg and Don Ritchey elected
1988 Beverly Lane - Mayor *Village Theatre Parking Lot constructed
Susanna Schlendorf *Tassajara Ranch Assessment District (TRAD) formed
Richard Kennett/Barbara Jagger *Costco approved
Millie Greenberg *Town Heritage Resource Commission established
Don Ritchey *Hap Magee Ranch Park site acquired
*Old Blackhawk Road Specific Plan aopted
*Danville formally changes name from "City" to "Town"
*Town Building Services staff hired
*Michael Davis resigns; George Sipel appointed as Town Manager
*Richard Kennett resigns; Barbara Jagger appointed to Town Council
*Measure C 1/2 cent transportation sales tax passed by Contra Costa voters
Year Town Council Significant Accomplishments
1989 Susanna Schlendorf - Mayor *Railroad Avenue extension constructed from Linda Mesa to Danville Blvd.
Millie Greenberg *Town-wide Trails Master Plan approved
Don Ritchey *Camino Ramon Initiative passed by voters
Beverly Lane *Northeast Roadway Improvement Assessment District (NERIAD) formed
Barbara Jagger *SVAD infrastructure completed
*Town Council election - Barbara Jagger retires; Mike Shimansky elected
1990 Don Ritchey - Mayor *Railroad Avenue Municipal Parking Lot completed
Millie Greenberg *Town Meeting Hall renovation completed
Beverly Lane *Certified Farmers Market established downtown
Susanna Schlendorf *Old Town Beautification Plan approved
Mike Shimansky *Diablo Vista Park completed
*Camino Ramon extension completed
*Costco opens
*Town Arts Commission established
*1990 population - 31,200
1991 Millie Greenberg - Mayor *Sycamove Valley Park completed
Beverly Lane *Town Service Center completed
Susanna Schlendorf *El Cerro Blvd. extension and bridge completed
Mike Shimansky *Lawrence Rd. Specific Plan and Annexation approved
Don Ritchey *Town Council election - Susanna Schlendorf retires; Mike Doyle elected
1992 Beverly Lane - Mayor *State Budget cuts; ERAF shift
Mike Shimansky *Economic recession and staff right-sizing
Don Ritchey *TRAD infrastructure completed
Millie Greenberg
Mike Doyle
Year Town Council Significant Accomplishments
1993 Mike Shimansky - Mayor *Library/Community Center site purchased from SRVUSD
Don Ritchey *Business License Ordinance enacted
Millie Greenberg *The movie "Mrs. Doubtfire" is filmed at Bridges Restaurant
Mike Doyle *Green Valley School/Park completed
Beverly Lane *Danville sues Contra Costa County over Dougherty Valley approval
*Town Council election - Beverly Lane retires; Dick Waldo elected
*George Sipel resigns; Joseph Calabrigo appointed Town Manager
1994 Don Ritchey - Mayor *Hartz Avenue Beautification project completed
Millie Greenberg *Prospect Corner Plaza completed
Mike Doyle *Hap Magee Ranch Park - Phase 1 completed
Mike Shimansky *Downtown Business District Ordinance approved; Parking In Lieu Fee enacted
Dick Waldo *Downtown Tax Allocation Bonds (TAB's) sold
*Dougherty Valley litigation settled: DV Oversight Committee established
*Anderson Ranch lawsuit
1995 Millie Greenberg - Mayor *Library/Community Center construction begins
Mike Doyle *Design Review Board established
Mike Shimansky *Anderson Ranch lawsuit settled
Dick Waldo *Shadowhawk II initiative passed by voters
Don Ritchey *Town Council election - Don Ritchey retires; Newell Arnerich elected
*Robert Ewing appointed Town Attorney
1995 population - 36,168
1996 Millie Greenberg - Mayor *New Library and Community Center completed
Mike Doyle *First Town website launched
Mike Shimansky *Front Street improvements completed
Dick Waldo *Sycamore Valley Rd. Park & Ride approved
Newell Arnerich *Proposition 218 passes
*California Meadows annexation approved
*First Hot Summer Nights Car Show
*North entry to Downtown completed
Year Town Council Significant Accomplishments
1997 Mike Doyle - Mayor *Iron Horse Plaza approved
Mike Shimansky *Depot site created at Railraod Ave./Propspect Ave.
Dick Waldo *Lawrence Rd. Benefit District formed
Newell Arnerich *Prop 218 election -LLAD approved by property owners
Millie Greenberg *Recreation and Arts programming expanded
*Town Council election
1998 Dick Waldo - Mayor *Former library site sold to Wilson & Kratzer
Newell Arnerich *Sycamore Valley Rd. Park & Ride completed
Millie Greenberg *TVPOA project withdrawn from Contra Costa Co.
Mike Doyle *Measure D School Bond passed by SRV voters
Mike Shimansky *Town Council consolidates elections - move to even numbered years
1999 Newell Arnerich - Mayor *Museum/SRV Depot relocation & restoration completed
Millie Greenberg *Railroad Avenue Parking Lot expansion completed
Mike Doyle *Iron Horse Plaza opens
Mike Shimansky *2010 General Plan approved
Dick Waldo *SRV Advisory Committee on Youth Safety and Development
2000 Millie Greenberg - Mayor *CDA acquires site for Sycamore Place Seniors Housing
Mike Doyle *Downtown Parking Task Force convened
Mike Shimansky *Diablo Vista Park renovation - parking lot expansion
Dick Waldo *First sythetic turf field installed at Diablo Vista Park
Newell Arnerich *Neighborhood Traffic Management Program (NTMP) established
*Measure S passed by voters
*Danville Square Development Agreement approved
*Police - School Resource Program established
*Town Council election
*2000 population - 41,519
Year Town Council Significant Accomplishments
2001 Mike Doyle - Mayor *Police Department expansion at Town Offices completed
Mike Shimansky *Police Department motorcycle unit established
Dick Waldo *Steel support frame constructed around heritage oak tree on Diablo Road
Newell Arnerich *SRVUSD/Town Monte Vista pool partnership
Millie Greenberg *Alamo Creek project approved by Contra Costa County
2002 Dick Waldo - Mayor *Basketball & bocce ball courts added at Sycamore Valley Park
Newell Arnerich *SRVUSD/Town Los Cerros gym partnership
Millie Greenberg *Alamo Creek lawsuit filed by Town
Mike Doyle *Town Council election - Dick Waldo retires; Karen Stepper elected
Mike Shimansky
2003 Mike Shimansky - Mayor *LLAD election - property owners approve rate increase
Newell Arnerich *Sycamore Place Seniors Housing project completed by Bridge Housing
Mike Doyle *Sycamore Valley Park expansion; synthetic turf fields installed
Millie Greenberg/Candace Andersen*Troy and Alana Pack Tragedy
Karen Stepper *Information kiosks installed downtown
*Phase 1 of Danville Square redevelopment completed
*Millie Greenberg resigns from Town Council for Board of Supervisors
appointment; Candace Andersen appointed to Town Council
2004 Newell Arnerich - Mayor *177 Front Street property acquired for new parking lot
Mike Doyle *Sentinels of Freedom program established
Candace Andersen *Street Smarts program established
Karen Stepper *East side (Pack) Trail constructed
Mike Shimansky *Alamo Creek lawsuit settled
*Measure J Transportation Sales Tax passed in Contra Costa County
*Town Council election
Year Town Council Significant Accomplishments
2005 Mike Doyle - Mayor *Front Street Municipal Parking Lot completed
Candace Andersen *Ferriera property (341 Rose St.) acquired for Rose Street Parking Lot
Karen Stepper *All Wars Memorial at Oak Hill Park completed
Mike Shimansky *New Teen Centers completed at Charlotte Wood and Los Cerros Middle Schools
Newell Arnerich *Children's Play Area and Dog Park added at Hap Magee Ranch Park
*Town joins Tri-Valley Convention & Visitors Bureau
*2005 population - 42,113
2006 Karen Stepper - Mayor *Clocktower Municipal Parking Lot expansion completed
Mike Shimansky *Oak Hill Park Community Center completed
Newell Arnerich *SVAD debt retired
Mike Doyle *Eugene O'Neill commemorative completed at Front Street Park
Candace Andersen *Town Disaster Preparedness Program established
*Police Department K-9 Unit established
2007 Mike Shimansky - Mayor *Phase 2 of Danville Square redevelopment completed
Candace Andersen *Sycamore Valley Park Parking Lot expansion completed
Newell Arnerich *New Front Street Parking Lot completed at 177 Front Street
Mike Doyle *Prospector Square completed on East Prospect Avenue
Karen Stepper
2008 Candace Andersen - Mayor *Veterans Memorial Building acquired from Contra Costa County
Newell Arnerich *Revised Downtown Business District (DBD) Ordinance adopted
Mike Doyle *Vista Granda School/Park completed
Karen Stepper *Danville celebrates Sesquicentennial
Mike Shimansky *Camino Tassajara utility undergrounding project completed
*Town Service Center/East Bay Fellowship Church land exchange completed
*Senior Needs Assessment completed
*"Shop Danville" marketing campaign launched
*Town Council election
Year Town Council Significant Accomplishments
2009 Newell Arnerich - Mayor *Town honors Sully Sullenberger for Miracle on the Hudson
Mike Doyle *282 Front Street property acquired
Karen Stepper *Downtown Parking Utilization Assessment completed
Mike Shimansky/Robert Storer * 2008-14 Housing Element adopted and certified by State HCD
Candace Andersen *$400,000 Retail Incentives Program created
*New Teen Center at Diablo Vista Middle School completed
Mike Shimansky passes away; Robert Storer appointed to Town Council
2010 Mike Doyle - Mayor *Linda Mesa Fountain and Plaza completed
Karen Stepper *Village Theatre Gallery and Lobby renovation completed
Candace Andersen *Uncontested Town Council election
Newell Arnerich
Robert Storer
*2010 population - 42,039
2011 Karen Stepper - Mayor *Danville Hotel redevelopment project approved
Candace Andersen *Phase 1 of Camino Tassajara SAFETEA-LU project completed
Newell Arnerich *115-125 Hartz Avenue proeprty acquired by CDA
Robert Storer *State dissolves redevelopment; CDA dissolved/Successor Agency created
Mike Doyle *New Osage Station Park Master Plan approved
2012 Candace Andersen - Mayor *New Veterans Memorial Building and Senior Center completed
Newell Arnerich - Mayor *Downtown improvements (street light replacement, trash
Robert Storer receptacles, decorative crosswalks) installed
Mike Doyle *SRVUSD/Town San Ramon Valley High School Pool partnership
Karen Stepper *Synthetic turf replaced at Sycamore Valley Park
Renee Morgan *Tassajara Ranch Drive renovation project completed
*Danville sues State over RDA dissolution/CDA loan agreement
*Candace Andersen resigns from Town Council for Board of Supervisors
appointment
*Town Council election; Renee Morgan elected
Year Town Council Significant Accomplishments
2013 Newell Arnerich - Mayor *2030 General Plan adopted
Robert Storer *Sustainability Action Plan adopted
Mike Doyle *Danville South Park renovation project completed
Karen Stepper *"Danville Connect" CRM system implemented
Renee Morgan *Right of Way acquisition for N. Hartz Beautification project completed
*Solar arrays installed at Town Offices, Town Service Center
and Diablo Vista Park
*Magee/Summerhill Project approved; Town sued by SOS
2014 Robert Storer - Mayor *Danville Hotel redevelopment project completed
Mike Doyle *Downtown Directional Signage installed
Karen Stepper *Rose Street Parking Lot land acquisition completed
Renee Morgan *SRVUSD/Town partnership for new student parking at San Ramon Valley HS
Newell Arnerich *Crow Canyon Rd soundwall project completed
*Danville wins RDA lawsuit vs. State
*Town purchased first electric vehicles
2015 Mike Doyle - Mayor *North Hartz Beautification Project completed
Karen Stepper *Railroad Avenue Improvement Project completed
Renee Morgan *San Ramon Valley Blvd. widening project (south of Podva Rd.) completed
Newell Arnerich *Appellate court rules in Danville's favor on SOS Magee lawsuit
Robert Storer *Diablo Vista Park synthetic turf field replaced
*2015 population - 44,156
2016 Karen Stepper - Mayor *Danville Blvd./El Cerro Blvd. parking improvements completed
Renee Morgan * first "green bike lanes" on Danville Blvd. installed
Newell Arnerich *279 Front Street property acquired for Village Theatre Parking Lot Expansion
Robert Storer *Updated Downtown Parking Utilization Study completed
Mike Doyle *Comprehensive Economic Development Plan adopted
Year Town Council Significant Accomplishments
2016 *Sycamore Valley Park bocce ball expansion completed
*Osage Station Park play area/picnic area renovation completed
*First EV charging stations installed downtown
*Automated License Plate Reader (ALPR) program approved for Police use
*Mike Doyle retires from Town Council; Lisa Blackwell appointed
2017 Renee Morgan - Mayor *New Rose Street Municipal Parking Lot completed
Newell Arnerich *Branding and Marketing Campaign launched
Robert Storer *Downtown Parking In Lieu Fee Ordinance updated
Karen Stepper *Downtown Business Distrct (DBD) Zoning Ordinance Update completed
Lisa Blackwell *Parks, Recreation and Arts Strategic Plan adopted
*Riverwalk project approved on Diablo Road
*"Friendship City" relationship established with New Ross, Ireland
2018 Newell Arnerich - Mayor *Town joins MCE Clean Energy
Robert Storer *Danville named Safest City in California for 2017
Karen Stepper *New Public Arts Policy adopted
Lisa Blackwell *North Hartz Avenue Economic Feasibility Study completed
Renee Morgan *New Town website launched
2019 Robert Storer - Mayor *New Village Theatre Parking Lot completed
Karen Stepper *Danville named Safest City in California for 2018
Lisa Blackwell *500 LaGonda Way property acquired as new Town Hall site
Renee Morgan *115-125 Hartz Avenue Property sold
Newell Arnerich *New Senior Advisory Commission appointed
*New Arts Advisory Board appointed to replace Arts Commission
*New student parking lot completed at SRVHS
*Town Green Master Plan adopted
2019 population - 45,270
Year Town Council Significant Accomplishments
2020 Karen Stepper - Mayor
Lisa Blackwell
Renee Morgan
Newell Arnerich
Robert Storer