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HomeMy WebLinkAbout020323-01.1 Highlights and Outcomes 20222022 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. BACKGROUND The 2022 Annual Planning and Goal Setting Workshop was held on February 11. With almost two years having passed since the onset of the Coronavirus pandemic, the Council discussed the Town's fiscal and programmatic recovery efforts, and how lessons learned during the pandemic would be carried forward into ongoing service delivery. Moving forward into 2023, the State of California, Contra Costa County, and the Town are all still operating under states of emergency originally declared in early 2020. The State and the Town are both looking to end their declared states of emergency on or before February 28, 2023. Discussion of the capital needs as set forth in the Mid -Year CIP Status Update was comprehensive, highlighted by the need to complete the move into the new Town Offices and Police Department, and make progress on improvements to be identified through the new Downtown Master Plan, design and construction of the new Diablo Road Trail while continuing with ambitious Pavement Management efforts. DISCUSSION By mid -2022, state and local health mandates regarding COVID had eased as the pandemic transitioned to an endemic. Town operations continued to reflect changes instituted during the pandemic, including virtual Commission meetings, ability for residents to obtain various permits online, continued emphasis on programs, classes, and activities that could be enjoyed remotely, and a burgeoning community outreach program that continuously sought new ways to engage and inform residents using various social media platforms. In 2022, the Town completed the relocation of the Town offices to new facilities at 500 La Gonda Way. This culminated a four year long planning effort aimed at meeting the Town's current and future facility needs for Town Offices and the Police Department. The new facilities address the need to replace the former location, which was undersized and in need of significant retrofitting, with a superior and financially prudent alternative that represents a long term, permanent solution to housing the Town Offices and Police Department. Coupled with the relocation of the Town Offices, considerable planning, time, and resources have been allocated to upgrading technology and cybersecurity from growing external attacks and threats. This has been critical in light of the Town's growing dependence upon conducting business virtually. Legislatively, the Town Council continued with advocacy efforts aimed at the regional, state, and federal levels, in the face of government efforts to require cities to plan for and produce additional housing, especially for very low- and low-income households. Community outreach efforts have been bolstered through the rollout of the DanvilleTownTalks website which has been effective in sharing information about key subjects and issues, and also serving as a platform through which residents can respond to surveys and engage with the Town on key initiatives such as the Downtown Master Plan and the new Housing Element. Monthly Town Talks video sessions continued with the Mayor hosting a discussion of topics of interest to residents. The Town's Public Information Officer continued to use social media to communicate with our residents. Following the adoption of a new Town -wide Bicycle Master Plan in 2021, the Town Council created and appointed a new Bicycle Advisory Commission to assist with implementing the Master Plan and providing input and recommendations on measures to further improve bicycle circulation and safety. The Town Council resumed live, in-person meetings in July, highlighted by public hearings on the new Downtown Master Plan, discussions on whether and how to extend temporary land use permits for outdoor seating, and the Community Service Awards in December. Although several community event sponsors decided to discontinue or scale back their community events, a full slate of live events resumed in 2022, highlighted by the annual July 4 parade, two Hot Summer Sundays Car Shows, two Chamber of Commerce Street Fairs and the Annual Holiday Tree Lighting. The Town also sponsored and staged four "Music in the Park" concerts. The Town continued to take actions to assist and support local businesses. Business Promotion Funds were used to award individual marketing grants and support a successful "Support Local" holiday campaign. The Town continued to extend 2 temporary land use permits to allow for expanded outdoor restaurant seating, while adopting design standards that could allow these temporary facilities to continue for an additional two years. Much of the focus shifted from individual business recovery to development of the new Downtown Master Plan Update with the goal of further improving and activating downtown spaces in ways that would further increase patronage and support the business community. The Town's fiscal condition remained positive moving forward from the initial pandemic -induced economic impacts experienced in 2019/20 and 2020/21. The fiscal recovery was aided further through the receipt of the second tranche payment of $5.3 million in fiscal recovery funds from the American Rescue Plan Act of 2021 (ARPA). Under the ARPA, Danville received a total of $10.6 million toward fiscal recovery. The Town closed the books on the 2021/22 fiscal year with a positive $4.8 million General Fund balance, allowing funds to be transferred into the Capital Improvement Program and the Asset Replacement Fund. As the Town moves forward in a post pandemic paradigm, new challenges continue to be presented and met. All public agencies are faced with new challenges related to retaining and attracting well qualified professional staff and adapting to increased expectations related to work flexibility. Danville is no exception to this trend. The Town has had success in recruiting qualified people to fill most vacancies, but competition from other public agencies has generated more opportunities for staff movement than at any time in recent years. This is also reflected in the willingness to look at new ways of conducting business and operating, particularly in areas including Planning, Building, Economic Development Community Outreach. Planning in particular has been faced with a steady stream of legislative mandates that have required staff to pivot and change how services are delivered in response permit streamlining, ADUs, SB 9, and others. The Police Department continued their efforts to combat Part I crimes and reduce traffic accidents, efforts which once again lead Safewise to name Danville the "Safest City in California" for the fifth straight year. Though up slightly, Part 1 crimes were 9% lower than any pre -pandemic year and 20% lower than the 10 -year average. Violent crime to the lowest total since incorporation, 44% below the 10 -year average. The Police Department also worked in a variety of ways to support enhanced mental health response that would lessen dependence upon direct police officer involvement to respond to non-violent mental health calls and the need to rely upon detaining persons pursuant to 5150 mental health holds. 3 HIGHLIGHTS FROM 2022 Legislative • Continued to operate under a local state of emergency in response to the COVID-19 pandemic; adhered to various COVID-19 related Health Orders issued by the Contra Costa County Health Services Department and the State of California. • Continued to ensure the ongoing fiscal health of the Town by adopting a balanced 2022/23 operating budget. Maintained strong reserves and sustainable ten-year forecasts. • Adopted recommendations for use of the second tranche of Local Fiscal Recovery Funds received through the American Rescue Plan Act (ARPA). • Resumed live Town Council meetings following two years conducting all public meetings via remote (ZOOM) format. Planned for Town Commissions to resume live meetings in January 2023. • Town Council held separate joint meetings with each Town Commission and Board to review goals and priorities. • Worked directly and with the Tri -Valley Cities Coalition to update the Tri - Valley Cities 2021 Legislative Framework and advocate for changes to housing legislation in a manner that lessens their impacts to Danville. • Town Council received monthly legislative updates during regular Town Council meetings. • Created and appointed a new Bicycle Advisory Commission to assist with implementation of the Town -wide Bicycle Master Plan and advise the Town Council on matters related to bicycle circulation and safety. • Continued to adjust and extend temporary land use permits allowing outdoor restaurant seating within public rights of way to support economic recovery from the pandemic. • Concluded the year with the 40th Annual Mayoral Installation and Community Service Awards. • Successfully recruited for, interviewed, and filled several Commission, Board and position vacancies. Administration & Finance • Successfully relocated the Town Offices and Police Department from 510 La Gonda Way to new facilities at 500 La Gonda Way. • Continued to utilize and administer ARPA funding awarded to the Town, including compliance with all reporting requirements set forth by the U.S. Department of the Treasury. • Restored staffing levels in several departments where staffing was previously reduced to offset pandemic -related revenue losses. 4 • Continued to adapt Town operations to adhere to all COVID-19 protocols and guidelines set forth by Contra Costa Health Services, the California Department of Public Health and the CDC. • Completed the 2021/22 Annual Comprehensive Financial Report (ACFR), realizing a positive $4.8 million General Fund balance. • Received Government Finance Officers Association recognition for excellence in financial reporting for a twentieth consecutive year. • Procured and implemented next generation technologies in the new Town Offices and PD and throughout the organization. • Continued to improve technology security as threats evolve. • Completed the Townwide Fiber Optic Cable Master Plan. • Maintained numerous highly successful interagency partnerships to better serve and support the community. Economic Development • Completed the Forward Focus COVID Relief Business Grant Program supporting 140 +/- businesses. • Initiated a Downtown Master Plan Update, including extensive community outreach and engagement, culminating with the adoption of the Plan Update in October 2022. • Adopted Design Guidelines for the Temporary Outdoor Expanded Dining Program for restaurants. • Continued with the management of temporary outdoor restaurant seating/ extensions within public rights of way through January 3, 2023. • Approved 5 Business Promotion Grants to support local businesses. • Implemented the Joy and Bliss Holiday Marketing Campaign and Gift Guide, which included comprehensive outreach efforts through multiple modes of media and the development of a 28 -page print/ digital "Danville Picks" holiday gift guide. Distributed 58,000 copies to support local businesses, and social media campaign was viewed by more than 14,000 people. • Continued partnerships with Danville Area Chamber of Commerce, Museum of the San Ramon Valley & Eugene O'Neill (NPS), i -GATE, Innovation Tri - Valley, East Bay Economic Development Alliance, Visit Tri -Valley Police and Emergency Services • Closed 2022 with 290 reported Part 1 crimes, a 3% increase over 2021, but at least a 9% decrease from any pre -pandemic year and 20% lower than the 10 - year average reported Part 1 Crime total. Violent crime fell by 52% from 21 Reported Part 1 Violent crimes to 10 in all of 2022, tying the lowest violent crime total since incorporation (1993), and resting 44% below the 10 -year average of 18 reported Part 1 Violent Crimes. 5 • Received the distinction of "Safest City in California" with a population of 50,000 or less in 2022 for the fifth year in a row by Safewise, an independent review website. • Closed 2021 with two fewer reported collisions, the second lowest reported collision total ever logged, 18% below the 10 -year average for reported traffic collisions. There was one fatal collision in June 2022. • Continued the 10-8 program, a weekly livestreamed event that allows for engagement and interaction with residents via Facebook and YouTube to replace in person engagement due to the COVID-19 pandemic. • Increased support and utilization of varied options for mental health response aimed at minimizing police response where possible in favor of deploying appropriate behavioral health crises services. • Continued to utilize a variety of outreach methods to reach the community and help prepare residents for all types of community hazards. • Restarted various Police Services outreach efforts: Recess with the Cops, Coffee with the Cops, in person Citizens Academies for adults and youths, Special Olympics Events, and Toys Tots fundraisers. • Continued the Disaster Preparedness Program to increase readiness efforts aimed at preparing for and responding to any natural or man-made disasters or emergencies that could befall the Town. Community Outreach • Completed a website refresh for the main Town website, www.danville.ca.gov, which was specifically designed to feature the most searched content for convenient community access. • Promoted and grew www.danvilletowntalks.org as a convenient and easy way for the community to stay informed and participate in the issues that matter to them. The new platform provides several outreach tools and enables educational elements for current projects, including the Housing Element Update and the Downtown Master Plan Update. • Continued social media efforts to highlight Town programs and essential local information. The Town continues to see a steady increase in followers on its Nextdoor, Twitter, Instagram, and Facebook accounts. • Continued the "Town Talks with the Mayor" program to provide a safe way for residents to connect with their community leaders and get up to the minute information on the issues and topics important to Danville. • Continued to utilize the Live Locally Quarterly Newsletter to promote Town projects, Town events, and public safety. The newsletter is delivered to approximately 20,000 Danville households. • Hired new Public Information Officer and began assessment of outreach strategy and methods. 6 • Launched "Elf on the Shelf" social media campaign to highlight Town operations, resulting in a 20% increase in social media views. Sustainability • Converted all Town facilities to 100% carbon free electricity. • Secured $62,906 in SB 1383 local assistance grant funding. • Continued membership with MCE Clean Energy, a Community Choice Energy program, providing ratepayers with greater choices for renewable energy options. • Continued a reduction in electricity usage through operation of photovoltaic arrays at four separate Town facilities. Capital Improvement Program • Completed construction of the new Police Department and Town Offices at 500 La Gonda Way • Completed environmental work for Diablo Road Trail Improvements project and initiated project design. • Started design of the Downtown Master Plan Catalyst projects using ARPA Funds. • Started design of the Diablo Vista Park playground and multi -use skate park. • Completed the design for the $1.0 million Oak Hill Park playground replacement project and awarded a construction contract. • Installed new LED field lighting at Diablo Vista Park, valued at approximately $500,000, which was fully funded by the Sports Alliance organization. • Started construction of the Sycamore Valley Road Park & Ride bioretention and pedestrian improvements. • Received a $1.0M Federal grant for the Traffic Signal Modernization Project • Completed installation of high -visibility crosswalk markings at ten locations near schools and along Iron Horse Trail. • Completed Phase II of the Traffic Signal Controller Upgrade at 25 intersections. • Received a $500k State Grant for Fiber Optic Interconnect Project. • Continued the design work for the $6 million project to replace the La Gonda Way bridge at Danville Boulevard. • Continued the inventory and condition assessment of the Town's storm drainage system for the Town -wide Storm Drain Master Plan. • Completed design for the Camino Ramon Improvements project. • Continued the design for the San Ramon Valley Boulevard Improvements project. 7 Development Services • Completed the 2023-2031 Housing Element update, including significant community outreach, submittal of the draft element to State HCD for initial review and, and consideration by the Planning Commission in December 2022. • Completed installation of the Greenbrook Drive traffic calming improvements as part of the Neighborhood Traffic Management Program. • 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. • Processed 197 planning applications, ranging from variances and land use permits to subdivisions and development plans. • Issued 2,758 building permits (80 -percent of which were received online), conducted 3,948 plan checks and 9,761 building inspections. • Processed 615 encroachment permits for private or utility -related construction activity within the public right-of-way. • Opened and facilitated the resolution of 383 code enforcement cases, more than doubling the caseload from the prior year. • Initiated work on Caltrans' funded Local Roadway Safety Improvement Plan • Initiated work on Tri -Valley Transportation Plan/Action Plan for Routes of Regional Significance update (TVTC & SWAT) • Completed Tri -Valley Transportation Development Fee Nexus Study, continued work on TVTDF Strategic Expenditure Plan • Continued participation/contributions to CCTA Innovate680 TAC/ PAC, Growth Management Program Task Force (included adoption of Measure J Growth Management Program Update), Bi -County Traffic Modeling Group • Monitored numerous Downtown Parklets with over 200 barricades/traffic control devices procured and deployed with a materials cost of $115,000. Maintenance Services • Completed annual renovation of the turf in the large dog park at Hap Magee Ranch Park (rated the best dog park in the area by Diablo Magazine). • Completed the annual creek cleaning project prior to October 15 and the winter rains. • Responded to a significant atmospheric river induced storm on December 31 and through the following week that resulted in significant damage to property. Though minimal damage resulted to Town facilities, the Town responded to clear mud and debris from approximately three miles of public streets while assisting private property owners and HOAs where feasible. • Repaired approximately 200 potholes throughout Town following the major storm events. 8 • Continued managing the automated underground irrigation system (UgMO), refining it to maximize water efficiency and prepare for potential future expansion to other sites. • Continued to eliminate turf areas in passive landscapes within parks and roadsides. • Launched a new email and text alert system to replace the Sports Field Hotline. • Took over landscape maintenance along Camino Ramon and San Ramon Valley Boulevard following the maintenance period associated with the auxiliary lane project. • Installed raised pavement markers on median curbs for the entire stretch of Sycamore Valley Road and Camino Tassajara. • Fabricated and installed the Danville Friendship Cities sign at the Town Green. Recreation, Arts, and Community Services • Completed the Age -Friendly Road Map with the Senior Advisory Commission. • Continued to adapt recreation and enrichment programming and activities to both in-person and virtual formats. • Continued to work with the Arts Advisory Board and Parks, Recreation and Arts Commission to prioritize and continue implementation of recommendations in the Parks, Recreation and Arts Strategic Plan. • Offered a full range of adult sports leagues for the fall 2022 season. • Considered options for how and where to construct additional pickleball courts to meet high community demand. • Collaborated with other departments and the DACC to help promote Economic Development to include local businesses in events like: May the 4th Be With You, 2nd annual Scarecrow Stroll and the Amazing Race. • Continued to feature and promote public art through a series of exhibits at the Village Theatre & Art Gallery. • Moved Preschool Performance Series and Comedy with Liz Grant & Friends outside to the Town Green to allow for increased attendance. • Offered a virtual Shakespeare Playshop for kids in partnership with Cal Shakes. • Offered two Art After Dark events with live music and some sweet treats. • Hosted 7 community events including: Danville Summerfest, Kiwanis- Danville July 4th Parade, two Hot Summer Sundays Car Shows, Devil Mountain Run, Flavors of Fall, the Lighting of the Old Oak Tree. • Worked with PCFMA to return the farmers' market to full operations. • Distributed over 5k community event rack cards to promote local events. Attachment - Notes from 2022 Planning and Goal Setting Workshop 9 2022 ANNUAL TOWN COUNCIL PLANNING & GOAL SETTING WORKSHOP MEETING NOTES AND OUTCOMES Friday, February 11, 2022, 8:30 a.m. Danville Community Center Vice Mayor Robert Storer conveyed that Mayor Newell Arnerich could not attend the workshop due to a personal matter. 2021 Highlights and Challenges The Town Manager provided an overview of the past 12 months. Key points: • The Town has worked through the adversity created by the pandemic. The Town Council/ staff working relationship continues to be very positive, facilitating effectiveness. This is deeply appreciated and valued by staff. • While the first year of the pandemic focused on reacting and responding, in year two the pandemic was no longer the daily driver, and focus is shifted to recovering and retooling. • The pandemic has been a catalyst, helping to create a renaissance for local government. • The Town continues to employ an outstanding staff. Succession planning is a strong consideration. Adapting to changes has resulted in some outstanding work. There's more focus on roles, less on specific job duties. • The Town is effectively using social media to drive certain messaging and seeing success rather than just reacting. Community members are responding positively, driving engagement levels to a new level. • Successes will become permanent changes -10-8 and Town Talks with the Mayor have provided new ways to reach out to the community. The Town Council provided feedback on perceived highlights and challenges from the past year, including: • The Town dealt with economic impacts straight, took the financial hit up front, and made sacrifices. As a result, the Town is now in a good position. • The Police Department dealt with a difficult time, but the successful 10-8 Livestream showed integrity on behalf of the Police Chief and the Police Department. • The Town Council pushed back at local, regional, and national levels legislatively. Local control is important, especially in Danville. • Recreation continued to be creative. It kept kids engaged, introduced Auggie the Acorn, created more happiness and more excitement in the community, and didn't slow down. • People have loved the Public Art Projects. • The Town partnered will other agencies to keep residents informed - e.g., where to get vaccinated etc.; also found different ways to communicate and respond. • The Council established a Friendship City with Danville, Kentucky. • Credit for Mayor Morgan's strong leadership in 2021, another tough year as Mayor. Also appreciative of the challenges faced by Mayor Stepper in 2020. • New Senior Advisory Commission and HRC - plaques continue to mark the historic character of the Town and strengthen our history. • The new pedestrian bridge at the Town Green adds to the character of Danville. • The new Clocktower project looks great. • The Town Council is proud of what was accomplished and thanked staff for all the work that was done over the past year. Challenges: • State control, RHNA allocation - we need to continue to put information out ahead rather than be reactive. • ARPA funding allocations • Expanded outreach efforts - residents continue to look for new ways to engage, and we need to expand outreach efforts to increase choices. • Housing Element Update - Town Council is depending on staff to identify solutions that will keep the character of Danville. Mid -Year 2020/2021 Operating Budget Update The Town Council accepted the update and discussed the following: • The Town continues to be in a strong financial position. • Revenues have out -performed the forecast - the Town is in a positive place looking forward. • The Town is back on a fiscal trajectory of where it would have been pre -pandemic. • Factors contributing to the economic recovery - increased property values driving property tax, sales tax, development activity. • Pandemic posed a lot of unknowns. The Town took steps to mitigate the economic impact based upon some educated guesses. Revenue impact was less than forecast, expenditure reductions, thanks to Additional federal help has been 2 received by virtue of Cares Act and ARPA, and expenditure reductions exceeded targets. Decision to not draw down reserves turned out to be prescient since subsequent ARPA funding cannot be used to replenish reserves. • Recreation has been the most significantly impacted. Revenues are expected to hit the budget forecast, but ae still only 60% of the pre -pandemic revenues. Staff is preparing to resume a full schedule this spring and summer. Mid -year budget adjustments are needed to hire temporary employees and instructors for camps and classes. • For street closures and community events there are increasing concerns about event security, and this will be a factor in future event planning. For 2022, the Town will utilize available resources, but added security measures (barricades and contractors) carry significant costs. The Town will need to take a more direct role in security planning. • Property values continue to increase significantly. Property tax budget estimates were conservative. Mid -year revenues are well ahead of the forecast and should comfortably exceed the budget at end of year. • Sales tax is expected to exceed the budget forecast by year-end. Comparison of 2021 Q3 over 2020 Q3 shows a 16.4% increase. • The food sector/restaurants are doing better than ever before and are a very strong segment of the local economy. • With significantly positive revenue variances, mid -year revenue adjustments will not be recommended and can be deferred to year-end. • Mid -year expenditure adjustments totaling $465,000 will be recommended Development Services, Police, Maintenance Services and Recreation. • The formal mid -year budget report will be presented to the Town Council at the March 1, 2022 Council meeting. • A sizeable budget increase will be forthcoming in 2022/2023. Increases in operating costs, contract costs, and staffing costs resulting from re -filling vacant positions wil all impact budgets. Increased revenues will offset expenditure increases. Mid -Year 2021/22 Capital Improvement Program Update The Town Council accepted the update and discussed the following: • Since the start of the fiscal year and influx of new revenue has changed the CIP funding landscape • Staff is shifting focus to see what needs to be done to get projects completed within deadlines. 3 • Some projects are not funded but might be once decisions are made on how to use ARPA funds. • Capital maintenance projects will continue to require approximately $4 million annually to fund absent any new projects. • ARPA and Year -End 2020/21 funds can be used to fully or partially fund nine different high priority projects. • The Multi -Sport Skate Park project is currently not funded. With the Diablo Vista Play Area scheduled for this year, it might be possible to combine the two projects into one large project. • Town office relocation funding appropriation was required to keep that project moving forward. • The Diablo Road Trail project is considered fully funded. Measure J funds can be transferred from other projects setting aside a total of $ 5.7 million for the project. • Absent Council direction, adjustments to commit funding received through Tranche 2 ARPA ($5,323,869) and 2020/2021 year-end ($6,100,000) will be deferred to the 2022/23 CIP. • ARPA funded projects must be completed by the end of 2026. Project construction for the next 4 years must carefully match funding with available bandwidth needed to deliver the projects. • Absent ARPA funds, many projects would have taken longer to fund and complete. • Council reviewed the current budget status for Project B-626 - Town Office Relocation. Service Delivery post-COVID-19 • Town employees have returned to the workplace, and classes and programs have resumed. • Both Staff and the people we serve have benefited from the changes that were introduced during the past two years. • With Town staff located in six locations, online meetings have saved time. More business is being conducted remotely, and more employees are working from home. There are more options for meetings. Some things can't be done remotely: Public works, Maintenance, Safety, and Recreation, but other services have just accelerated the societal change that was already happening. • The Town continued to review the operational adjustments it made at the start of the pandemic. Covid-19 variants have caused a continuation of those changes. • The Town has not required employees to be fully vaccinated. Staff continue to use precautions and have safety measures in place to keep people safe. A large 4 percentage of Staff that works indoors are vaccinated. The Town continues to urge employees to get vaccinated. • The Recreation Department is still the most impacted because recreation is about bringing people together, which relies on direct interaction. • The Town continues to look for value for our residents. Time is valuable, so the Town is embracing flexibility and multiple ways of doing things and delivering value by saving resident's time. Residents appreciate access to Permits online and business licenses online. • Public meetings will continue in person and on Zoom. • The Town Council's second meeting in March will move to a hybrid format. Community Outreach and Engagement • Residents expect to have easy access to the Town and Town Council by online means, not just email. They expect to actively engage and help make decisions. • The www.danvilletowntalks.org website has helped residents to engage. More community outreach, more accessible as residents' expectation is to view the information by subject rather than by department. Housing Element and Downtown Master Plan projects are two projects on the outreach platform. • The Town Website saw a 76% increase in traffic during the pandemic. • The agendas webpage saw a 16.5% increase which reflects a growing increase in community involvement in Town meetings. • Outreach webinars like Town talks with the Mayor see more views after the fact than during the meeting due to the convenience of easy access online. Reach is broad, and resources are available. • The Town is using social media more proactively. • We see direct results of outreach in online community conversations. Discussions on the Faz project on Nextdoor, 20% of comments reference State mandates and RHNA numbers. Links to Housing 101 workshops on YouTube. • The Town is investing in Community Outreach with the aim to get ahead of the story. Coordinating across departments and projects, so messages don't overlap. Proactive and not reactive outreach results in more positive responses and saves staff and Council time correcting misinformation. • Building a strong online resource of factual information means that residents can refer people to that information. It is more powerful when residents promote our resources. • Press releases are useful for being searchable by residents and are used with social media to promote projects, updates, and information. 5 • The Town Council recommended adding www.danvilletowntalks.org to Danville Connect. Legislative Update Townsend Public Affairs provided a recap of the 2021 Legislative Session. • February 18 - Senate and Assembly Last day for bills to be introduced. • Deadline of March 14 for the Assembly, March 17 for the Senate - amendments must be submitted. • Local Control/Land Use Ballot Measure in November 2022 - "California Cities for Local Control" o 997K signatures needed. o Local efforts, petition gathering signatures at Danville Farmers' market. o The Secretary of State has requested that it be submitted by April 29. o Could give cover to create an ordinance to protect local land use control. o Municipalities could pass a resolution demonstrating support. Some are hesitant because it has not yet qualified for the ballot. • SB9 was discussed. State legislation doesn't address the affordability element - just makes developers rich - the biggest part of the puzzle left out. Townsend said it has also heard that feedback. • There was a discussion about the Turner Center Report on SB9, which anticipates less impact because of the costs involved. Still cautious as we don't know the impact in our area yet. • Townsend is pushing for another Advocacy Day in Sacramento. The last time an in-person Advocacy Day was 2019 - virtual meetings since. • AB 1445 Levine - Factor climate change impacts when allocating RHNA numbers. It will be backed by climate supporters. It might be good for the Tri -Valley cities coalition to support. • SB 45 - Portantino. Require Cal recycle to provide assistance to local jurisdictions to help them comply with SB1383. More likely to end up as a budget bill. • SB 852 Senator Dodd - authorize a city, county, or special district to form a Climate Resilience District for protecting or mitigating climate impacts. Like a JPA raise money to build out climate resiliency projects. • SB 917 Senator Becker - Seamless Transit Transformation Act. Seamless Bay Area - Would require MTC development and adoption of streamlined transit fare rates, wayfinding, and regionalized mapping for all 9 Bay Area Counties. Deals with concerns from transit agencies that ridership is lower. 6 • AB 1400 Assembly Members Kalra, Lee, and Santiago - Guaranteed Health Care for all Single -payer healthcare bill. There are concerns about fiscal impacts, costs to state and taxpayers are very high. This bill is not moving forward this year. • Steve Glazer may be running for Lieutenant Governor for California. • Council all appreciate working with Townsend. 7