Loading...
HomeMy WebLinkAbout020720- 01 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. 2 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. 3 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. 4 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. 5 • 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. 6 • 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. 7 • 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. 2 • 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. 3 • 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 4 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. 5 • 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. 6 • 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. 7 • 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. ATTACHMENT B 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 ti me to reflect on the following questions: 2 • 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