HomeMy WebLinkAbout031323-Council Commission Workshop Packet
20
23
Danville Town Council
& Town Commissions
2023 Annual Workshop
M E M O R A N D U M
March 13, 2023
TO: Town Council
Planning Commission
Parks, Recreation and Arts Commission
Heritage Resource Commission
Senior Advisory Commission
Bicycle Advisory Commission
Design Review Board
Arts Advisory Board
Danville Appointees to County Committees
Danville Poet Laureates
Town Staff
SUBJECT: Annual Town Council and Commission Workshop and Dinner
On behalf of the Town Council, we look forward to seeing you at the annual Town
Council/Commission Workshop. This year’s workshop is scheduled from 3:00 to 6:00
p.m. on Monday, March 13, 2023 at the Danville Community Center located at 420
Front Street. Following the meeting, at 6:30 p.m., we will gather for dinner at Bridges
Restaurant, located at 44 Church Street.
The meeting will begin with a welcome by Mayor Storer, followed by self-
introduction of attendees. Attendees will receive updates from the Town Council and
each of our Commissions and Boards, followed by briefings on the Town’s Legislative
Advocacy and Community Outreach efforts.
Workshop materials are intended to inform participants of current activities and
priorities for the Town Council and each of our appointed bodies, as well as
background information that may be of interest. Take some time to review the
material prior to the workshop so that we can provide additional information or
respond to any questions you may have at the workshop. This year also provides an
opportunity to welcome a number of new commissioners and appointees to the Town
family.
If you have any questions regarding logistics related to either the workshop or the
dinner afterwards, please feel free to contact your Commission or Board staff member.
You are also welcomed to contact Terri Donner at (925) 314-3387 or
tdonner@danville.ca.gov.
We look forward to seeing you all on March 13.
TOWN COUNCIL AND
TOWN COMMISSIONERS
ANNUAL WORKSHOP AND DINNER
Monday, March 13, 2023
Danville Community Center
420 Front Street
3:00 p.m.
A G E N D A
1. Welcoming Remarks (Mayor Storer)
2. Self-Introductions
3. Updates
• Town Council
• Commissions/Boards
• Legislative Advocacy
• Community Outreach
4. Additional Questions and/or Comments
5. Adjourn to Social and Dinner at Bridges Restaurant
“Small Town Atmosphere
Outstanding Quality of Life”
5 00 L A G O N D A W A Y, D A N V I L L E , C A L I F O R N I A 9 4 5 2 6
Administration Building Engineering & Planning Transportation Maintenance Police Parks and Recreation
(925) 314-3388 (925) 314-3330 (925) 314-3310 (925) 314-3320 (925) 314-3450 (925) 314-3700 (925) 314-3400
TOWN COUNCIL
PLANNING COMMISSION
PARKS, RECREATION AND ARTS COMMISSION
HERITAGE RESOURCE COMMISSION
SENIOR ADVISORY COMMISSION
BICYCLE ADVISORY COMMISSION
DESIGN REVIEW BOARD
ARTS ADVISORY BOARD
SPECIAL MEETING AGENDA
ANNUAL TOWN COUNCIL AND TOWN COMMISSIONERS WORKSHOP
Monday, March 13, 2023
Danville Community Center, 420 Front Street
3:00 p.m.
Any document provided to a majority of the members of the Town Council, Planning Commission, Design Review Board,
Heritage Resource Commission, Parks, Recreation and Arts Commission, Senior Advisory Commission, Arts Advisory Board,
and Bicycle Advisory Commission regarding any item on this agenda will be made available for public inspection at the meeting
and at the Danville Town Offices, 500 La Gonda Way, Danville, CA during normal business hours.
The Danville Town Council encourages citizens to participate in Council meetings.
How to submit public comments:
In-person – verbal comments: Attend the meeting, complete the yellow “Request to
Speak” form available at the meeting, and submit the yellow form to staff at the meeting.
The Mayor will announce your name when it is your turn to address the Town Council.
Step to the lectern, announce your name, and limit your comments to 3 minutes.
Email - written comments: To provide written comments, send an email to the City
Clerk prior to 11:00 a.m. the day prior to this meeting. Correspondence should include
the meeting date and agenda item number. All comments received prior to the
deadline will be provided to the members in advance of the meeting. Written
comments will NOT be read into the record. Correspondence submitted to the Town for
this meeting is a public record.
If you have questions, contact City Clerk Marie Sunseri at 925-314-3401 or
cityclerk@danville.ca.gov prior to the meeting.
DocuSign Envelope ID: 0C9B8AE7-ABB2-40A1-86DB-BAC1EB468BF8
March 13, 2023
Danville Town Council Agenda
Page 2
1. Welcoming Remarks (Mayor Storer)
2. Introductions
3. Updates
3.1 Town Council
3.2 Commissions/Boards
3.3 Legislative Advocacy
3.4 Community Outreach
4. Questions/Comments
5. Adjourn to Social and Dinner at Bridges, 44 Church Street
CERTIFICATION
I hereby certify that the foregoing agenda was posted at the Danville Town Offices and
the Danville website at www.danville.ca.gov in the Town of Danville 24 hours in
advance.
_____________________________________
Marie Sunseri, City Clerk
NOTICE: If you challenge a city’s zoning, planning, or other decision in court, you may be limited to raising only
those issues you or someone else raised at the public hearing described in this notice, or in written correspondence
delivered to the Town Council at, or prior to, the public hearing. Judicial review of any city administrative decision
may be had only if a petition is filed with the court not later than the 90 th day following the date upon which the
decision becomes final. Judicial review of environmental determinations may be subject to a shorter time period or
litigation, in certain cases 30 days following the date of final decision.
Unless stated otherwise on the agenda, every item on the agenda is exempt from CEQA Guidelines and/or Public
Resources Code.
In compliance with the Americans with Disabilities Act, the Town of Danville will provide special assistance for
disabled citizens. If you need special assistance to participate in this meeting, please contact the City Clerk (925) 314-
3388. Notification 48 hours prior to the meeting will enable the Town to make reasonable arrangements to ensure
accessibility to this meeting. [28CFR 35.102 -35.104 ADA Title II]
DocuSign Envelope ID: 0C9B8AE7-ABB2-40A1-86DB-BAC1EB468BF8
TOWN COUNCIL, COMMISSIONERS
BOARD MEMBERS & APPOINTEES
TOWN COUNCIL
Newell Arnerich
Dave Fong
Renee Morgan
Karen Stepper
Robert Storer
BICYCLE ADVISORY COMMISSION
Bruce Bilodeau
Elliot Call
Alan Kalin
Angela Wang
David Williams
HERITAGE RESOURCE COMMISSION
Mark Belotz
Kathryn Benvenuto
Lee Halverson
Kimberly Holmes
Mary Grace Houlihan
James Powers
Jerry Warren
PARKS, RECREATION AND ARTS
COMMISSION
Randall Diamond
Kevin Donovan
Adam Falcon
Jane Joyce
Joe Lindsey
Carol Mascali
Jenna Mesic
Charlie Neary
PLANNING COMMISSION
Archie Bowles
Robert Combs
G. Mark Graham
Mary Grace Houlihan
Ken Mintz
Lou Paladrani
Paul Radich
Chris Trujillo
SENIOR ADVISORY COMMISSION
James Donnelly
Roxanne Foster
Steven Freshman
Candace Hendra
Sandra Moody
ARTS ADVISORY BOARD
Kim Bowles
Haley Johnson
Jane Joyce
Amelia Liptak
Charlie Neary
Amy Schell
DESIGN REVIEW BOARD
Mark Belotz
Robert Combs
Afshan Hamid
Lou Palandrani
Chris Trujillo
Kevin Wong
March 13, 2023
Page 2
TOWN APPOINTEES
Elaine Betts, Poet Laureate
Madeleine Roytfeld, Youth Poet Laureate
Nicole Gemmer, CC County Library Commission
Randall Diamond, CCC Mosquito and Vector Control
James Donnelly, CC County Advisory Council on Aging
Michael Carr, CCTA Citizens Advisory Committee
Richard Campagna, County Connections, CCTA Citizens Advisory Committee
Adam Falcon, Iron Horse Corridor Management Program Advisory Committee
TOWN STAFF
Joe Calabrigo Town Manager
Rob Ewing City Attorney
Tai Williams Assistant Town Manager
Allan Shields Police Chief
Lani Ha Finance Director/ Treasurer
Henry Perezalonso Recreation, Arts and Community Services Director
Dave Casteel Maintenance Services Director
Jill Bergman Business and Economic Development Director
Marie Sunseri City Clerk
Diane Friedmann Deputy Town Manager
Jenn Starnes Public Information Officer
Steven Jones City Engineer
David Crompton Chief of Planning
Jessica Wallner Recreation Superintendent
Andy Dillard Transportation Manager
Riley Anderson-Barrett Associate Planner
Edwin Martinez Traffic Engineering Associate
Cat Bravo Management Analyst
Town of Danville Organizational Chart
Town
Manager
City
Attorney
Administrative
ServicesPolice Services Development
Services
Maintenance
Services
Recreation, Arts &
Community Services
Successor Agency
Finance
Information
Technology
Human Resources
Risk Management
Library Services
Animal Services
Internal Services
Asset Replacement
Planning
Building
Code Enforcement
Engineering
Capital Project
Management
Transportation
Clean Water Program
Administration
Patrol
Traffic
Investigations
School Resource
Program
Emergency
Preparedness
Building Maintenance
Park Maintenance
Roadside Maintenance
Street Maintenance
Streetlight
Maintenance
Traffic Signal
Maintenance
Equipment
Maintenance
Sports & Fitness
Facilities Management
Cultural Arts
Youth Services
Teen Services
Adult Services
Senior Services
General
Government
Town Council
Town Manager
City Attorney
City Clerk
Business & Economic
Development
Community Outreach
Community Events
Senior Advisory
Commission
Heritage Resource
Commission
Parks, Recreation
& Arts Commission
Planning
Commission
Design Review
Board
February 27, 2023
Danville Citizens
Danville Town Council
Arts Advisory Board
Bicycle Advisory
Commission
2022 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
2
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 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.
3
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 Improveme nt 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.
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.
4
• 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.
• 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.
5
• 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.
• 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.
6
• 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.
• 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.
7
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.
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.
8
• 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.
• 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.
9
• 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 4 th 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.
DATE: March 13, 2023
TO: Town Council & Commissions
FROM: David Crompton, Chief of Planning
SUBJECT: Planning Commission and Design Review Board Activities 2023
Below is a snapshot of current and upcoming development activities in Danville.
PLANNING COMMISSION AND DESIGN REVIEW BOARD ACTIVITY 2023
File # Type Name Address Description Status
PUD19-0001
R
Misson 14 Lot
2570 Camino
Tassajara
Planned Unit Development (P-1) Rezoning and
Major Subdivision to subdivide a 19.43-acre site
to create 14 single-family residential lots
Staff Review
DEV21-0005
R
Borel/Trumark
3020 Fostoria
Way
Development Plan application to construct 158
townhouse units on a seven-acre site
Staff Review, Requires Design Review
Board and Planning Commission
DEV21-0003
C
Diablo Road Self-
Storage Building
344
Diablo Road
Development Plan to redevelop the property
with a new 22,847 square foot self-storage
building.
Under Construction
DEV21-0004
C
Primo's Remodel
& Outdoor
Seating
298 Hartz
Avenue
Remodel of the building façade and construction
of metal awnings providing for long-term
outdoor seating.
Approved by Planning Commission,
Requires Building Permits
DEV20-0012
R
VIAM Danville
LLC
Loyal Dragon
Place
Architectural approval for four single family
residences associated with a previously approved
subdivision
Approved by Planning Commission,
Requires Design Review Board Final
Review
DEV21-0013
M
The Address
Company
600 Hartz
Avenue
37 residential condominium units and 3,920
square foot commercial mixed-use re-
development
Approved by Planning Commission,
Requires Building Permits
DEV21-0006
R
GMMR, LLC
375 & 359
West El
Pintado
Development Plan request for the development
of a 54-unit senior condominium project
Approved by Planning Commission,
Requires Building Permits
DEV21-0012
C
212 Front Street
Building
212 Front
Street
Development Plan request to construct a 3,400
square foot building on a 3,712 square foot site.
Approved by Planning Commission,
Requires Building Permits
DEV21-0010
R
Magee Preserve
South side of
Diablo and
Blackhawk
Roads
Revised Final Development Plan for the
previously approved 69-lot Magee Preserve
development. The proposed revisions include
updates to the previously approved architectural
plans.
Partial Building Permits Approved
DEV18-0020
C
Mixed Use
Building
198 Diablo
Road
Construction of an approximately 10,600 square
foot two-story mixed-use building
Approved
DEV21-0015
R
NG/Tan
Residence
1288
Lawrence
Road
Development Plan request for a new 3,979 square
foot single-story single-family residence on a 3.2
acre site.
Approved by Planning Commission,
Building Permits in Review
MS852-2021
R
932 La Gonda
Way Minor
Subdivision
932 La Gonda
Way
Minor Subdivision request allowing the
subdivision of an existing 2.6-acre parcel into four
single-family residential lots.
Under Construction
SUB851-
2020
R
Haven
Development
1475
Lawrence
Road
Subdivision of a 5-acre parcel into four lots
Approved by Design Review Board,
Requires Building Permits
DEV19-0011
C
Clock Tower
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.
Under Construction
MS851-2022
R
Brooks Urban Lot
Split
2850 Camino
Tassajara
A Urban Lot Split pursuant to State Law SB 9 to
subdivide an existing 36,625 square foot single-
family residential parcel into two residential lots.
Requires resubmittal
MS852-2022
R
Azar Urban Lot
Split
2860 Camino
Tassajara
A Urban Lot Split pursuant to State Law SB 9 to
subdivide an existing 51,124 square foot single-
family residential parcel into two residential lots.
Approved
SD 9631
R
Haven
Development
144 El
Dorado
Development Plan for a five lot subdivision and
architectural plans for the five residences
Staff Review, Requires Design Review
Board
MS870-2022
R
Jason Bond Lot
Split
824 Danville
Blvd
Minor Subdivision request allowing the
subdivision of an existing parcel into four single-
family residential lots
Staff Review
SD 6264
R
Vandam Lot Split
2449 & 2451
Tassajara
Lane
Major Subdivision request allowing the
subdivision of an existing parcel into seven single
family residential lots
Staff Review, Requires Design Review
Board
PARKS, RECREATION AND ARTS
COMMISSION REPORT AND SUMMARY
In September 2019, the Town Council adopted Ordinance 2019-08, amending the scope
of the former Parks and Leisure Services Commission and re-naming the Commission as
the Parks, Recreation and Arts Commission. The Parks, Recreation and Arts
Commission is the primary advisory body to the Town Council on acquiring and
developing park and recreation facilities, providing recreational programs and services,
and promoting the arts.
The Commission also supports the mission of the Recreation, Arts & Community Services
Department: to foster human development, increase cultural unity, strengthen
community image and sense of place, support economic development, strengthen safety
and security, promote health and wellness, protect environmental resources. Along with
the mission, the Commission supports how Parks Make Life Better now and in the future.
The majority of the year was spent on focusing on the implementation of the Parks,
Recreation and Arts Strategic Plan (Plan) Update. The Parks, Recreation and Arts
Commission also supported and/or accomplished the following in 2022:
2022 HIGHLIGHTS
• Continued to actively participate in assigned liaison roles for the Town, including,
but not limited to, the Sports Alliance, Senior Sub-Committee and Arts
Commission.
• Reviewed concepts and approved playground equipment replacement for Oak Hill
Park.
• Participated in a Town Council and Commission Joint Study Session
• Received a presentation regarding the draft strategies recommended for the
Downtown Maser Plan.
• Reviewed options for additional pickleball courts and provided staff with
recommendations for action.
• Received a presentation regarding Danville’s Age Friendly Road Map.
2
• Supported the Tri-valley “Picture This” Art Program.
• Participated in a workshop to discuss implementation strategies for the Plan.
• Reviewed and approved the Town Office Public Art Mural design.
• Discussed the Town Green and Arts District Master Plan priorities.
• Considered approval of additional pickleball courts at Osage Station Park.
• Received an update and provided comments on the Diablo Vista Park Renovations.
• Received an update on the Diablo Road Trail project.
• Supported Recreation by attending special events (Rec Expo, Eggstravaganza, Fall
Fest, Elf Workshop, Music in the Park).
WHAT’S AHEAD IN 2023
The Commission’s efforts in 2023 will focus primarily on moving forward with
implementing the update to the Parks, Recreation and Arts Strategic Plan and it will focus
on upcoming capital projects such as the Diablo Vista Park Renovations and Town Green
and Arts District design. It will also continue to review the various recommendations
and strategies regarding the planning, design and use of various improvements to the
Town’s parks, facilities and trails while also continuing to support the Recreation, Arts &
Community Services and Maintenance Services Departments.
ARTS ADVISORY BOARD
REPORT AND SUMMARY
A diverse cultural arts program creates a lively and attractive community in which to live,
work and visit. The Arts Advisory Board is advisory to the Parks, Recreation, and Arts
Commission and is responsible for promoting interest and support for cultural arts within
the community, and to serve as a liaison to regional arts organizations. Recognizing that
high-quality artistic activities enliven public spaces and can be symbols of civic pride and
community identity.
The Arts Advisory Board is a fairly new body which was preceded by the former Arts
Commission. The majority of the year for the Arts Commission was spent on focusing on
the implementation of the Parks, Recreation and Arts Strategic Plan (Plan) Update. The
following areas were supported and/or accomplished by the Arts Commission in 2022:
2022 HIGHLIGHTS
• Supported Town-sponsored and co-sponsored events, including Moonlight
Movies, Music in the Park, art exhibits, and other art-related events and
productions.
• Supported the Tri-valley “Picture This” Art Program.
• Participated in a Town Council and Commission Joint Study Session
• Participated in a workshop to discuss implementation strategies for the Plan.
• Received a presentation regarding the draft strategies recommended for the
Downtown Maser Plan.
• Reviewed and approved the Town Office Public Art Mural design.
• Received a presentation regarding Danville’s Age Friendly Road Map.
• Discussed the Town Green and Arts District Master Plan priorities.
2
• Supported the Art Gallery serving as docents during exhibits and attending art
lectures and workshops.
• Provided creative ideas for promoting and enhancing the cultural arts classes,
programs, events and activities.
• Participation and support of the Curatorial Committee which selects Village
Theatre Art Gallery exhibits and identifies activities such as children’s art classes,
docent-led tours, lectures by artists, and other art workshops.
WHAT’S AHEAD IN 2023
The Arts Advisory Boards efforts in 2023 will focus primarily on reviewing and moving
forward with implementing the update to the Parks, Recreation and Arts Strategic Plan
specifically through Arts Integration and the performing arts. It will continue to review
the various recommendations and strategies regarding the cultural arts in the Town while
also continuing to support the Parks, Recreation and Arts Commission, the Recreation,
Arts & Community Services Department and its Curatorial Committee.
HERITAGE RESOURCE COMMISSION
REPORT AND SUMMARY - 2023
➢ 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. To date, 21 plaques have been installed on Town
Heritage Resources. The Commission is currently working on plaques for the
Fazzio/Fisher House at 342 Railroad Avenue and “Halverson Creek” at 600 Hartz
Avenue.
➢ 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 is also involved with the creation of a mobile
application related to an informational walking tour of historic resources in the
downtown area. The application is currently ready to be presented.
SENIOR ADVISORY COMMISSION
REPORT AND SUMMARY
In March 2019, the Town Council adopted Ordinance 2019-01, creating the Senior
Advisory Commission. The charge of the Commission is to advise the Town Council on
matters related to: supporting older adult residents and their process of aging in place,
assessing the Town’s amenities and services in providing an age-friendly city, assessing
services and recreational opportunities available to Danville residents and visitors of all
age groups and abilities, holding public meetings, conducting surveys and using other
reasonable methods to determine needs of the aging population and recommending
actions to advocate for those needs to the Town Council.
2022 HIGHLIGHTS
• Reviewed and Approved Danville’s Age Friendly Road Map.
• Participated in a Town Council and Commission Study Session
• Received a presentation regarding the draft strategies recommended for the
Downtown Master Plan.
• Participated in a workshop to discuss implementation strategies for the Road Map.
• Established liaison assignments and debriefed Commission Workshop.
• Researched Commission goals and presented them to fellow Commissioners
• Supported Town-sponsored events such as the Senior Holiday Luncheon,
Nutrition Program, Recreation Expo, and other senior-related events.
WHAT’S AHEAD IN 2023
The Commission’s efforts in 2023 will focus primarily on moving forward with the
implementation of the Age Friendly Road Map. It will also continue to assess services,
resources and offerings available to older adults in the Town and make recommendations
based on the needs of Danville seniors. These services can include those provided directly
by the Town, those that exist through partnerships, and services facilitated through other
agencies or entities.
BICYCLE ADVISORY COMMISSION
REPORT AND SUMMARY
On March 1, 2022, the Town Council adopted Ordinance 2022-02, creating the Danville
Bicycle Advisory Commission. The function of the Commission is to advise the Town
Council on matters related to: implementation of the Townwide Bicycle Master Plan;
advise on conditions, operations and safety of existing bicycle facilities and other non -
motorized forms of transportation; review proposed bicycle-related policies, programs,
projects, plans, funding applications and legislation; coordinate with the public including
bicycle-related organizations, the business community, and other local agencies to
promote cycling projects and programs; develop and disseminate bicycle awareness and
education materials to the community.
2022 HIGHLIGHTS
• Attended an orientation and onboarding meeting and held its inaugural
commission meeting on September 26, 2022.
• Appointed Commissioner Kalin as Chair and Commissioner Bilodeau as Vice
Chair.
• Developed and approved a 2022-23 Work Plan and a Draft Marketing and
Outreach Plan.
• Established subcommittees and assignments.
• Received updates and provided feedback on bicycle-related projects in the Capital
Improvement Program.
• Reviewed and approved a Town of Danville Transportation Development Act,
Article III grant application submission to the Metropolitan Transportation
Commission.
WHAT’S AHEAD IN 2023
The Commission’s 2023 work plan will continue to focus on advancing the development
and implementation of programs, projects and initiatives included in the Bicycle Master
Plan and bicycle-related projects contained in the Town’s Capital Improvement Program,
such as the Townwide Bicycle Improvements, CIP C-621.
REGIONAL, STATE AND FEDERAL
LEGISLATIVE UPDATE
2023 LEGISLATIVE ADVOCACY
The 2023 California state legislature reconvened on January 4, starting the first year of
California’s two-year legislative session. The Legislature historically introduces over
2,000 bills each year. The last day to introduce bills in the 2023 session is February 17.
As bill are introduced, legislative trends point to continued efforts in achieve housing
affordability with serval bills geared toward increasing production and providing
support to the state’s homeless population. Legislators are also focused on public safety
with initiatives to curb controlled substance and fentanyl use, as well as transportation
planning and funding bills.
The Town will continue advocacy efforts both individually and as a part of work with
the Tri-Valley Cities (TVC) to further policy issues and positions that affect our
communities. These efforts include continuing to work with Townsend Public Affairs to
advocate for and promote TVC interests at both state and federal levels . The number of
bills being introduced in the state legislature having the potential to further erode cities’
local control has increased significantly. The Town continues to expand advocacy efforts
and public outreach to counter these measures through advocacy resources including:
• Town of Danville Legislative Framework (Attachment A)
• Tri-Valley Cities Legislative Framework (Attachment B)
• Legislative Committee of the Danville Town Council
• Monthly Town Council Legislative Updates
• Legislative Advocacy page on the Towns’ website
• Legislative Advocacy updates in the Danville Quarterly Newsletter
2022 LEGISLATIVE SUMMARY
The California State Legislature (legislature) opened the 2022 legislative session with
approximately 2,055 active bills as of February 18, the last day for bills to be introduced
during the session. There were 997 bills passed into law during the legislative session.
Danville Town Council Legislative Committee
The Danville Town Council Legislative Committee was created by Town Council in
December 2019 to allow for more faster, more in-depth response to certain legislative
2
actions, and to allow the Town to advocate in ways that are specific to Danville. The
Committee meets monthly. In 2022 the Committee acted on the following bills:
Climate/Environment
AB 2016: (Bauer-Kahan) State Water Resources Control Board: desalination plant:
feasibility study. (Support)
This bill would request the California Council on Science and Technology, in consultation
with the department and state board, to undertake and complete a study of the potential
for drought-resilient water supplies to meet the current and future water demands in the
San Francisco Bay Area. Bill failed to pass in the Senate.
AB 2237 (Friedman) Transportation planning: regional transportation improvement
plan: sustainable communities strategies: alternate planning strategy: state
transportation funding. (Oppose)
This bill would have conditioned state and local transportation funding on a project's
consistency with the applicable Sustainable Communities Strategy (SCS) and state
climate goal. Bill failed to pass in the Senate.
AB 2374: (Bauer-Kahan) Crimes against public health and safety: illegal dumping.
(Support)
This bill increases the maximum fine for the dumping of commercial quantities of waste
to $5,000 for the first conviction, $10,000 for the second conviction, and up to $20,000 for
the third and any subsequent convictions. Bill signed by Governor and chaptered into
law.
AB 2438 (Friedman) Transportation funding: guidelines and plans. (Oppose)
This bill requires various state transportation programs to incorporate strategies from the
Climate Action Plan for Transportation Infrastructure (CAPTI) into program guidelines.
The bill also requires various state agencies to establish new transparency and
accountability guidelines for certain transportation funding programs, as specified. Bill
was vetoed by the Governor.
SB 45: (Portantino) Short-lived climate pollutants: organic waste reduction goals:
local jurisdiction assistance. (Support)
This bill requires the Department of Resource Recycling and Recovery to assist local
jurisdictions in complying with the short-lived pollutant strategy regulations, and other
additional regulations adopted by the department. Bill signed by Governor and
chaptered into law.
SB 852: (Dodd) Climate resilience districts: formation: funding mechanisms.
(Support)
This bill authorizes a city, county, special district, or a combination of any of those entities
to form a climate resilience district for the purposes of raising and allocating funding for
3
eligible projects and the operating expenses of eligible projects. Bill signed by Governor
and chaptered into law.
Fiscal Sustainability
AB 1737: (Holden) Children’s Camps: registration and inspections (Oppose Unless
Amended)
This bill would require the State Department of Social Services to provide a report to the
Legislature that includes information regarding topics related to the health and safety of
children attending children’s camps and recommendation for developing and issuing
requirements for regulatory oversight of children’s camps. Bill was moved to inactive
file at request of the Author.
AB 2631 (O’Donnell) Government Claims Act (Oppose)
The Government Claims Act establishes the liability and immunity of a public entity for
its acts or omissions that cause harm to persons. This bill would provide that a public
entity is liable for injury relating to the effects of that public entity’s homelessness policies
on another public entity. Bill failed to pass in the Assembly.
Housing/Affordable Housing
AB 2011: (Wicks) Affordable Housing and High Roads Jobs Act of 2022. (Oppose
with Comments)
This bill creates a ministerial, streamlined approval process for 100% affordable housing
projects in commercial zones and for mixed-income housing projects along commercial
corridors. This bill also requires specified labor standards on those projects, including
requirements that all construction workers be paid at least the general prevailing wages.
The Tri-Valley Cities was able to secure delayed implementation of this bill to July 1, 2023.
Bill signed by Governor and chaptered into law.
AB 2053 (Lee) The Social Housing Act (Oppose)
This measure would have created the California Housing Authority as an independent
state body, the mission of which would be to produce and acquire social housing
developments for the purpose of eliminating the gap between housing production and
regional housing needs assessment targets. Bill failed to pass in the Senate.
AB 2063: (Berman) Density bonuses: affordable housing impact fees (Oppose with
Comments)
This bill would prohibit affordable housing impact fees, including inclusionary zoning
fees, in-lieu fees, and public benefit fees, from being imposed on a housing development’s
density bonus units. This will not be moving forward. Bill failed to pass in the Assembly.
AB 2328 (Flora) Local ordinances: home experience: sharing. (Oppose)
This bill would prohibit a city or county from prohibiting the use of property as a home
4
experience sharing unit, defined as a privately owned, noncommercial property or
residential dwelling unit that is rented partially for a fee for a period of fewer than 18
continuous hours and that does not provide sleeping accommodation to transients. A city
or county would be authorized to reasonably regulate home experience sharing units to
protect the public’s health and safety, as specified. Bill failed to pass in the Assembly.
SB 6: (Caballero) Local planning: housing: commercial zones. (Oppose)
Also known as the Middle Class Housing Act of 2022, this bill deems a housing
development project as an allowable use within a zone where office, retail, or parking are
principally permitted on the condition that the density for the housing development
meets or exceeds the applicable density to accommodate housing for lower income
households under housing element law; and among other things, the developer certifies
that the project is either a public work or will pay prevailing wage and use a skilled and
trained workforce for all level of contractors as defined in existing law. The Tri-Valley
Cities was able to secure delayed implementation of this bill to July 1, 2023. Bill signed
by Governor and chaptered into law.
SB 897: (Wieckowski) Accessory dwelling units: junior accessory dwelling units.
(Oppose)
This bill increased the height limitation applicable to an accessory dwelling unit subject
to ministerial approval to 18 feet on units detached and 25 feet attached; and on a lot
within ½ mile walking distance of a major transit stop or a high-quality transit corridor,
or on a lot with existing multifamily, multi-story dwelling. Bill signed by Governor and
chaptered into law.
SB 1466: (Stern) Affordable Housing and Community Development Investment
Program (Support)
This bill would authorize a city, county, joint powers agency, enhanced infr astructure
financing district, affordable housing authority, community revitalization and
investment authority, transit village development district, or a combination of those
entities, to apply to the Affordable Housing and Community Development Investmen t
Committee to participate in the program and would authorize the committee to approve
or deny plans for projects meeting specific criteria. Bill failed to pass in the Senate.
Mental Health
AB 988: (Bauer-Kahan) Mental Health: 988 Suicide and Crisis Lifeline. (Support)
This bill requires the Office of Emergency Services to verify interoperability between and
across 911 and 988. This bill also requires the California Health and Human Services
Agency to create a set of recommendations to support a 5-year implementation plan for
a comprehensive 988 system. Bill signed by Governor and chaptered into law.
AB 1988: (Bauer-Kahan) 9-8-8 Mental Health Crisis Hotline System (Support)
This bill provides that the hotline may be referred to as the Miles Hall Mental Health and
5
Suicide Prevention Lifeline and provides that the Office of Emergency Services (CalOES)
shall administer the system components of the 9-8-8 system. Bill was moved to inactive
file at request of the Author.
SB 1229: (McGuire) Mental Health Workforce Grant Program (Support)
This bill would establish a grant program to increase the number of mental health
professionals serving children and youth. This bill failed to pass in the Assembly.
Transportation
AB 1512: (Bauer-Kahan) Off-highway vehicular recreation: Carnegie State Vehicular
Recreation Area: Alameda-Tesla Expansion Area (Support)
This bill would require the department to preserve in perpetuity, land known as the
"Alameda-Tesla Expansion Area," which is currently part of the Carnegie State Vehicular
Recreation Area, for conservation purposes, including for nonmotorized public
recreation. Bill failed to pass in the Senate.
AB 1814: (Grayson) Transportation Electrification: Community Choice Aggregators
(Support)
This bill would, as part of a Public Utilities Commission’s program, authorize community
choice aggregators to file applications for programs and investments to accelerate
widespread transportation electrification. Bill failed to pass in the Senate.
SB 932: (Portantino) General plans: circulation element: bicycle and pedestrian plans
and traffic calming plans. (Oppose)
This bill requires a city or county, upon any substantive revision of the circulation
element, to incorporate the principles of the Federal Highway Administration’s Safe
System Approach, to develop bicycle plans, pedestrian plans, and traffic calming plans
based on the policies and goals in the circulation element and sets goals for initiation and
completion of all actions identified in the plans within 25 years of the date of adoption of
the modified circulation element. Bill signed by Governor and chaptered into law.
Town of Danville Legislative Framework
The Town of Danville Legislative Framework was reviewed by the Legislative
Committee meeting in September with no changes requested. The framework with be
reviewed again at the February 28, 2023 Legislative Committee meeting.
Grant Funding
The Town of Danville was allocated $500,000 in state funding for the Fiber Optic
Interconnect Network Project, CIP A-620. The Town was also able to secure $65,000 in SB
1383 grant funding, and $40,000 in solar permitting grant funding.
Tri Valley Cities Coalition
6
During the 2022 session, the Tri-Valley Cities coalition worked on advocacy at the State
and Federal levels with lobbyist Townsend Public Affairs. Advocacy efforts included
meetings with both state and federal elected officials and their staff, position letters on
key legislation, suggested amendments to pending legislation, and earmark submittals.
In a collaborative effort with the San Joaquin Valley Regional Rail Authority, the Tri -
Valley Cities Coalition was able secure $5 million in state funding for the Valley Link
Project.
Townsend Public Affairs prepared a year end summary on the coalition’s activities.
(Attachment C)
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 Legislative Framework
B – Tri-Valley Cities Legislative Framework
C - Townsend Summary of 2022 Legislative Efforts
Town of Danville
Legislative Framework
Town Council Legislative Committee
ATTACHMENT A
2 February 2023
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
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 in addressing 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.
• Communicate to the Town’s residents those legislative and agency rule-making matters
which are of potentially general interest or concern.
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, mental health services, emergency medical
services, services for vulnerable populations and community benefit efforts.
3. Local Control over Land 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.
3 February 2023
4. Foster Economic Vitality and Growth - provide funding for initiatives that
promote: economic health and resilience, business development, workforce
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, provide
resources to enable environmental awareness and health in our community and source
vendors that comply with California environmental requirements that protect public
health and air quality.
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 shall consist of two members of the Town Council to be
appointed annually by the Mayor, supported by appropriate Town staff.
• The committee shall meet as frequently as monthly to review and discuss the Town’s
legislative platform and pending/possible legislation.
• The committee shall 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 include:
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
4 February 2023
• Once a determination has been made that a legislative proposal may impact the Town by
the Legislative Committee, a letter outlining the Town’s position will be drafted for the
Mayor’s or Town Manager’s signature.
• Legislative Proposals may sometimes advance or change rapidly. Should the need to
respond to such a proposal arise prior to an opportunity for either the Legislative
Committee or Town Council to meet to consider the matter, then the Town Manager is
authorized to act expeditiously to respond via letter, in a manner that is consistent with
the goals and principles contained in the Framework. All such letters shall be transmitted
to the Town Council, and posted on the Legislative page of the Town website.
• The Committee shall make regular reports to the Town Council at duly noticed public
meetings.
• The Committee shall 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 Plan
• 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.
TRI-VALLEY CITIES
Legislative Framework
2023
ATTACHMENT B
1 | P a g e
TRI-VALLEY CITIES VALUES STATEMENT
The Tri-Valley Cities of Dublin, Livermore, Pleasanton, San Ramon, and the Town of
Danville value regional leadership, innovation, collaboration, and problem solving to
maintain and improve the quality of life for Tri-Valley residents, provide a vibrant climate for
businesses, and enable continued opportunities for public and private investment within the
region.
Each City and Town provides a unique perspective on how to meet the needs of their
residents and businesses. The Cities and Town agree to respect the individuality of each
community and are committed to open and honest communication with a goal of building
consensus and a united approach to advocacy for solutions that will serve the residents and
businesses of the Tri-Valley.
TRI-VALLEY CITIES LEGISLATIVE FRAMEWORK
The Tri-Valley Cities Legislative Framework seeks to inform all levels of governmental
interaction (e.g., federal, state, regional, local) regarding legislation, policies, and programs
that have a direct impact on the region. The TVC has defined Legislative Focus Areas
which have an overarching objective to retain and promote local control and decision -
making as it relates to the implementation of laws and regulations and to have the ability to
integrate them in a manner that meets the unique needs of each community. The TVC will
advocate together to achieve outcomes benefiting the region in each of these Focus Areas.
Transportation and Infrastructure
Residents of the Tri-Valley region are subject to some of the heaviest commutes in the Bay
Area and are impacted by the heavy flow of traffic along the region’s freeways, which often
spills over onto the local surface streets as commuters pursue alternatives to their commute
through the Tri-Valley. A key objective of the region is to reduce congestion on the region’s
freeways, and to increase mobility of goods and people through the Tri -Valley with
continued financial investment in transportation infrastructure: developing alternative modes
of transportation, modernization of transportation corridors, and creation, modernizatio n,
and expansion of rail systems. The TVC also seeks to partner on other significant non-
transportation infrastructure projects, especially those with regional and multi-regional
benefits.
Climate, Environment, Health, and Safety
The TVC seeks to work collaboratively with federal, state, and regional partners to address
the new landscape of year-round wildfires, air quality, public safety power shutoffs, water
quality (including PFAS/PFOS contaminants) and supply issues, as well as waste and
recycling mandates. The TVC will advocate for increasing financial and technical support in
these areas, as well as for investment in key infrastructure at all levels of government.
2 | P a g e
Economic Development
The Tri-Valley region is an innovation hub that spurs job growth, sustains a healthy
economy, and provides a high quality of life for residents and business. Key objectives are
developing a healthy workforce; and supporting innovation, capacity building, economic
stimulus, and growth in the region.
Affordable Housing and Homelessness
The TVC supports balanced solutions which consider housing, jobs, and transportation
together and seeks to support, promote, protect, and increase affordability in the region’s
housing stock. Key objectives are to work with federal, state, and regional partners to
provide funding for affordable housing through a variety of programs and options and to
work to address barriers to building housing at Very Low, Low, and Moderate income
levels. TVC also remains committed to mitigating and eliminating homelessness, including
working with partners at all levels of government to address the root causes of housing
insecurity and homelessness.
Mental Health
The TVC recognizes that social services are vital to supporting residents and providing
crucial safety net services in our region. While the TVC cities do not provide direct delivery
of social services, the Cities seek to work together to support local non-profits and
organizations that do provide these services, and advocate together for these vital
resources and services from all levels of government. Mental health support is a growing
need in our region, and the TVC seeks to advocate for the resources to meet the needs of
all our residents.
Fiscal Sustainability
Fiscal Sustainability is an important role for all levels of government. The TVC seeks to
advocate against the imposition of unfunded mandates and the removal of funding streams
from local governments.
2023
PAGE 1
M E M O R A N D U M
To: The Honorable Robert Storer, Mayor
Honorable Danville Town Council Members
Joe Calabrigo, Town Manager
From: Townsend Public Affairs, Inc.
Niccolo De Luca, Vice President
Andres Ramirez, Senior Associate
Ben Goldeen, Federal Advocacy Manager
Sammi Maciel, Associate
Date: February 3, 2023
Subject: 2022 Legislative Summary and 2023 Look Ahead 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 2022 legislative year and as we embark on the beginning of a new 2-year State
legislative session and a new Federal Congress in 2023. This report provides a summary of our
efforts to date for the advocacy objectives of the Town of Danville.
Summary of 2022 State Legislative Efforts and Successes
TPA worked with the elected Danville leadership, Town Manager, the Town’s Legislative
Liaisons, and staff to develop, advocate, and secure several major initiatives through various
means including legislation and the budget process. This was done working hand in hand with
the four other municipalities in the Tri-Valley Cities (TVC) coalition and working directly with our
elected leaders in Sacramento and Washington, DC.
As part of the Tri-Valley Cities coalition, the Town of Danville took unified formal positions on 13
State Legislative Bills. Below are the bills we worked on which included testifying in policy and
fiscal committee hearings, writing and distributing position letters, meeting with authors’ offices,
meeting with committee chairs and staff, and working closely with our legislative delegation to
advocate for changes based on our concerns/suggested amendments.
AB 988 (Bauer-Kahan) Mental health: 988 crisis hotline
o TVC Position – Support
o Result – Signed into Law
AB 1737 (Holden) Children’s camps: safety
o TVC Position – Neutral as amended
o Result – Was moved to inactive file at request of the Author
o Several sets of amendments secured by the coalition
ATTACHMENT C
AB 1817 (Ting) Product safety: textile articles: perfluoroalkyl and polyfluoroalkyl
substances (PFAS)
o TVC Position – Support
o Result – Signed into Law
AB 1886 (Cooper) Public works: definition
o TVC Position – Oppose
o Result – Died on the Assembly Floor Concurrence Vote
AB 2016 (Bauer-Kahan) State Water Resources Control Board: desalination plant:
feasibility study
o TVC Position – Support
o Result – Held under suspense in Senate Appropriations
AB 2063 (Berman) Density bonuses: affordable housing impact fees
o TVC Position – Oppose with Comments
o Result – Died in Assembly Appropriations Committee
AB 2247 (Bloom) Perfluoroalkyl and polyfluoroalkyl substances (PFAS) and PFAS
products and product components: publicly accessible data collection interface
o TVC Position – Support
o Result – Vetoed
AB 2374 (Bauer-Kahan) Crimes against public health and safety: illegal dumping
o TVC Position – Support
o Result – Signed into Law
AB 2011 (Wicks) Affordable Housing and High Road Jobs Act of 2022
o TVC Position – Oppose with Comments
o Result – Signed into Law
o Several amendments secured by the coalition.
SB 6 (Caballero) Local planning: housing: commercial zones
o TVC Position – Oppose with Comments
o Result – Signed into Law
o Several amendments secured by the coalition.
SB 45 (Portantino) Short-lived climate pollutants: organic waste reduction goals: local
jurisdiction assistance
o TVC Position – Support
o Result – Signed into Law
SB 490 (Caballero) Community Anti-Displacement and Preservation Program:
technical assistance
o TVC Position – Originally Support but was Gutted and Amended to become an
agricultural product bill. No position required after gut and amend.
SB 932 (Portantino) General plans: circulation element: bicycle and pedestrian plans and
traffic calming plans
o TVC Position – Neutral as Amended
o Result – Signed into Law
o Moved to neutral because amendments were taken to remove the cause of
action (what we had asked for) and make other clarifying and technical changes.
SB 1229 (McGuire) Mental Health Workforce Grant Program
o TVC Position – Support
o Result – Died in Assembly Higher Education Committee
o Funding provided in State Budget instead.
2022 State Budget
Working as a coalition, TPA and the Tri-Valley Cities were able to secure $5 million in the State
Budget Bill Junior (AB 178) working closely with Assembly Member Bauer-Kahan and Senator
Glazer, for the Valley Link Rail Project (Environmental Study and Preliminary Engineering).
Additionally, this funding was originally going to be allocated through the Metropolitan
Transportation Commission, but TPA worked with the Assembly Member’s office to further amend
the language in the State Budget Bill Junior II (AB 179) to clarify that the funding would go to the
Tri-Valley-San Joaquin Regional Rail Authority, with specific note of the Cities of Dublin,
Livermore, Pleasanton, San Ramon, and the Town of Danville.
2022 Sacramento Advocacy Day
In May of 2022, Mayor Newell Arnerich and fellow TVC Coalition mayors met with state elected
officials and key policy staff. Discussion topics were centered around housing legislation,
transportation, and state budget appropriations. Meetings included:
• Assemblymember Cecilia Aguiar-Curry
• Senator Steven Glazer
• Assemblymember Rebecca Bauer-Kahan
• Office of Senator Anna Caballero
• Senate Governance and Finance Committee
2022 Federal Legislative Efforts
On behalf of the Tri-Valley Cities Coalition, TPA worked on H.R. 3807 – which sought to support
restaurants, arts and entertainment venues, and small businesses impacted by the COVID-19
pandemic. The bill aimed to provide an additional $42 billion for the Restaurant Revitalization
Fund and gives priority to previous applicants who have not received a grant. TPA worked with
the Coalition to develop and send in letters of support for the Legislation and demonstrated to
members of Congress the need for its passage. The bill successfully passed the House but stalled
out in the Senate.
TPA worked closely with the Tri-Valley Cities Coalition to successfully stop the inclusion of the
Financial Data Transparency Act (S. 4295) in the Fiscal Year (FY) 2023 National Defense
Authorization Act (NDAA). The bill would have established new, uniform financial data standards
that debt issuers, including local governments, would have to comply with by 2027 to ensure
financial data transparency. In addition to concerns around implementation costs, the TVC
coalition argued that financial data is not uniform across the issuer market that includes a wide
variety of entities such as states, local governments, water systems, public power systems, public
gas systems, hospitals and more. Therefore, imposing a set of uniform categories – which this
bill would have mandated – could omit valuable financial data and lead to confusing and
misleading reports that investors and other stakeholders rely on.
2022 (FY 23) Federal Appropriations
TPA worked closely with the TVC Coalition as well as the Regional Rail Authority to put together
and submit federal funding appropriations for two critical components in the development of the
Valley Link Rail Project – Valley Link Blueprint (Isabel Station) and Valley Link Blueprint
(Pleasanton/ Dublin BART Station). TPA and the coalition were successful in having
Congressman Swalwell select the two projects as priorities for his district and submit the requests
to the House Appropriations Committee in the amount of $4 million. After a successful highly
competitive selection, the committee deemed the appropriations ineligible to receive funding
through the appropriations process, due to the Valley Link Project currently being a participant in
a Federal grant program.
2022 Washington DC Advocacy Trip (USCOM)
In January of 2022, Mayor Arnerich along with two other Mayors accompanying in person, and
two virtually, travelled to Washington DC, for the US Conference of Mayors and two days of
legislative advocacy meetings with federal elected officials and key agency and departmental
staff. Discussion topics were centered around opportunities for federal funding and partnerships
as well as implementation of the bipartisan infrastructure law. Meetings included:
• Office of Congressman Mark DeSaulnier
• Office of Congressman Eric Swalwell
• Federal Transit Administration
• U.S. Department of Energy
Recent 2023 Washington DC Advocacy Trip (USCOM)
In January of 2023, Mayor Robert Storer along with the four other Mayors from the Tri -Valley
Cities Coalition met with Congressional Offices as well as Agency and Department Administrators
to communicate the coalition’s policy prerogatives and continue developing relationships with key
stakeholders in the Federal government. Meetings included:
• U.S. Department of Energy
• Office of Senator Diane Feinstein
• Office of Senator Alex Padilla
• Office of Congressman Eric Swalwell
• Office of Congressman Mark DeSaulnier
• Office of Congressman John Garamendi
• Department of Transportation
• Environmental Protection Agency
2023 Outlook for the Town of Danville
In 2023, both the State Legislature and Congress will be experiencing significant changes in their
political structure – which will bring about new policy priorities and political dynamics. The
decennial redistricting process caused numerous lawmakers to move, battle for new district spots,
or retire. This, coupled with the onset of another graduating class of legislators under the new
term limit requirements established by Prop. 140 (1990), prompted many legislators to not seek
reelection.
At the State level, over 30 new Assembly Members and Senators were sworn into office. This has
already sparked conversations and actions around leadership shifts and the makeup of factions
within the Democratic Caucus.
At the Federal level, Republicans now sit as the majority in the House of Representatives – with
the Senate being retained by Democrats – it is widely believed that policy and appropriations
processes will drag out even longer that they traditionally have because of a split Congress.
January 2023 saw Governor Newsom release his budget proposal for the 2023-2024 fiscal year.
This is the official start of the 2023 budget process which will include comments/feedback from
both houses in a general sense, committee hearings, sub-committee hearings, the May Revise,
and then some form of agreement by June 15th.
Overall spending trends in the Governor’s proposed budget reflect a more conservative and
disciplined budget framework rooted in “strong fiscal planning” on account of projected shortfalls,
compared to the 2022-23 budget which held record surpluses. The 2023-2024 January Budget
Proposal anticipates a $22.5 billion budget shortfall, which aligns with previous projections from
the Legislative Analyst’s Office.
The proposed budget framework includes $297 billion in total spending and $223.6 billion in
General Fund spending. While this represents a modest decrease from last year’s adopted
budget, the plan will largely stabilize existing spending programs. In last year’s record budget
surplus, the vast majority of the new revenue was set aside for one-time investments due to the
predicted economic outlook of the budget this year, which largely prevented the State from having
a significant budget crisis.
While the budget proposal includes various spending reductions and deferrals, it is important to
note that the budget situation will continue to evolve over the next few months before its
enactment. The Governor’s proposal will be updated in May to reflect changes to tax returns,
inflationary pressures, and federal monetary policy that could result in additional spending cuts or
the restoration of spending programs.
On the policy side – based on the conversations that TPA has had with Legislators and staff in
Sacramento – the 2023-24 session will be focused on the following policy priorities:
• Plans to reduce homelessness
• Addressing the growing behavioral health crisis
• Ongoing housing production bills
• Climate resiliency and adaptation requirements
• Bolstering California’s electrical grid resiliency
• Innovation and technology – especially in the transit/ZEV space
Ongoing Communication
TPA maintains weekly meetings with the Tri-Valley Cities Coalition’s legislative liaisons.
Discussion is structured around relevant legislation and regulations on the state and federal
levels, state budget and federal appropriations, as well as identifying regional priorities and
regional concerns – discussions from which TPA can carry out the stated goals in the coalition’s
legislative framework.
The team at Townsend Public Affairs remains committed to maintaining frequent and easy
communication with the Town of Danville in order to ensure we meet and exceed the policy
prerogatives of Danville and the TVC coalition.
SERVICE DELIVERY - MOVING FORWARD
POST COVID 19
INTRODUCTION
Since the onset of the Coronavirus pandemic, the Town Council has spent time during
the Annual Planning and Goal Setting Workshops to consider necessary adjustments
to the Town’s range of services provided as well as the methods of service delivery.
The early years of the pandemic were spent undertaking a series of operational
adjustments related to ensuring public and employee safety. These included
conducting online meetings and public hearings and staggering in-person work hours
to ensure adequate distances between employees. From a service delivery standpoint,
the Town reduced in-person services where demand was limited by either safety
concerns or staffing availability (such as Recreation) while investing more heavily in
technology infrastructure to enable greater ability to deliver online services (such as
permitting) and community engagement (e.g., Danville Town Talks).
DISCUSSION
As we conclude the third year of the pandemic, this paper seeks to evaluate the
operational experiments of the past several years and consider opportunities to
further refine innovations to continuously improve Town service delivery as a part of
the next “new normal”.
Community Outreach and Engagement
One of the most notable shifts, accelerated by the pandemic, is the community’s
embrace of online platforms as the dominant method of communicating, engaging,
and doing business with its local government.
This conclusion is derived from assessing recent efforts such as the January 2023 storm
response, where the Town’s 108 social posts across Nextdoor, Instagram, and
Facebook have garnered nearly 128,000 cumulative views. During the same period,
the Town’s website also experienced a 57% increase to page views, illustrating the
community’s use of technology to seek information from the Town. Crucially, the
tenor of the storm-related commentary shifts from fear and anxiety-based to
expressions of gratitude with the frequency of appropriately timed content.
2
High profile projects that spark broad community interest also benefit from a strong
online presence. The Downtown Master Plan enabled the community to provide
nearly 1,500 survey responses and receive updates on the effort as evidenced by
approximately 5,300 visits to the project page on the Danville Town Talks platform.
Similarly, the Housing Element Update benefitted greatly from constructive feedback
provided through a series of online engagement activities and consistent factual
updates. The project page on the Danville Town Talks platform generated
approximately 7,700 site visits and approximately 1,690 document downloads. More
importantly, it has become a frequently referenced source of information on social
media platforms such as Nextdoor. Lastly, feedback indicates that a growing number
of community members follow key issues by watching livestreamed public hearings
in both real time or via recorded on line video after-the-fact.
Moving Forward: While the Town continues to maintain and promote opportunities
for in-person feedback and engagement (such as live public meetings and pop-up
events), continuing to grow and vary the Town’s online presence will be a core piece
of the Town’s future communications strategy. Expanding current efforts will require
rethinking past approaches that have been aimed at maximizing dissemination of
information, including retraining staffing and making additional technology
investments.
Hybrid Public Meetings
Much of the business conducted by public agencies occurs by virtue of meetings that
occur at all organizational levels, up to and including public hearings held by the
legislative bodies and the advisory commissions that support them.
The introduction of virtual public meetings, necessitated by the pandemic,
demonstrated benefits for meeting attendees who have technological access but are
constrained by time, distance, work and/or family or mobility limitations. Feedback
from applicants (homeowners and developers) indicate a preference for virtual
Planning Commission and Design Review Board meetings given that members of
their consultant team – who may work in other parts of the state or country – could
provide technical support without the need to be physically present in Danville.
In early 2022, the Town initiated an effort to introduce “hybrid” meeting formats that
combine live and virtual participation. Unfortunately, the digital public hearing
platform (Granicus) at the Town Meeting Hall proved to be unreliable. Further
investigation of these technological issues was deferred due to a focus on completing
the technology infrastructure at the new Town Offices in mid to late 2022.
Moving Forward: Recommendation to reinitiate an exploration of providing a hybrid
meeting platform that is available at the Danville Town Meeting Hall.
3
Town Staff and Staffing
The pandemic has also changed employee norms and expectations with respect to
their job sites. Factors such as proximity, physical separation, providing for adequate
separation between employees and public at areas of public interface all come into
play. While it was a challenge at the prior Town Offices (510 La Gonda), these spacing
issues have been resolved at the new Town Offices (500 La Gonda).
Another notable consequence of the pandemic, as it relates to staffing, is growing
inflation and the nationwide labor shortage. These have sparked increased
competition in the marketplace for certain categories of classifications, resulting in
higher than average staff turnover over the past year. Compensation is one
consideration, along with offers to work remotely. It is also worth noting that the
availability of remote work continues to be a question that is asked by potential
employment candidates. In their State of American Business 2023 report, the U.S.
Chamber of Commerce cites a Gallop poll which found that “91% of U.S. workers
hoped they could continue working some of their hours from home, and three in 10
workers signaled they would seek new employment if they were recalled to the
office.”
The Town’s current policy is to ensure that its workforce is present, in-person, to
interact with the community as well as to facilitate collaboration among a small group
of knowledge workers. The ability to consult with co-workers in-person and access
resources within the building was invaluable to the Town’s recent storm responses.
However, as with employers in all other industries, the Town must still work to attract
and retain talent.
Moving Forward: While the Town is committed to maintaining an in-person work
environment, it may become necessary to consider greater work schedule flexibility
and/or other workforce benefits as a way to maintain a small, highly skilled
workforce necessary to deliver services in the manner expected by our community.
SUMMARY
The Coronavirus has prompted adjustments to some methods of service delivery to
the community. Based upon the experience gained and lessons learned, these three
main areas of adjustments are expected to carry over into future post pandemic
models for service delivery. Town Council feedback and input is sought preparatory
to development of the draft 2023/24 Operating Budget.
DATE: March 13, 2023
TO: Town Council & Commissions
FROM: Lianna Adauto, Economic Development Specialist
SUBJECT: Danville Business Activity Update
Below is a snapshot of business activity in Danville from September 2022 to the present. The
following designations have been established to indicate the type of activity for retail, restaurant
and select service businesses: (CS) coming soon; (NB) new business; (R) relocated; (RME)
remodeled/expanded; (T) temporary and (C) closed.
Danville Square
Status Business Name Business Type Address
NB The Melt Cafe 43 Railroad Ave.
Historic Downtown
Status Business Name Business Type Address
NB Amphora Nueva Olive Oil Hartz Ave.
C Basque Boulangerie Café Restaurant 411 Hartz Ave.
CS Blossom and Roots Kitchen Vegan Restaurant 411 Hartz Ave.
NB Diablo Taqueria Restaurant 110 Hartz Ave.
NB Everyday Reiki Personal Service 390 Diablo Rd. #115
R Furbelow’s Fabrics Fabric/Upholstery Store To Rose Garden
NB Golden State Strands Salon 301 Hartz Ave.# 101
NB Hartz and West Salon Salon 301 Hartz Ave. # 105
C Hopstone Cafe 405 Railroad Ave.
NB Indulgence Cosmetics Personal Service 675 Hartz Ave. #207
CS MODA Aesthetic and Wellness Personal Service 822 Hartz Way #205
NB Nick the Greek Fast Food 121 Hartz Ave.
RME Norm’s Restaurant 356 Hartz Ave.
C Rad Board Shop Skateboard Shop 181 Hartz Ave.
C Thai House Restaurant 254 Rose St.
CS The Vintners Den Wine Bar 312 Railroad Ave.
Other
Status Business Name Business Type Address
C Garlex Pizza Restaurant 9000 Crow Canyon
ADMINISTRATIVE STAFF REPORT 9.2
TO: Mayor and Town Council February 21, 2023
SUBJECT: Resolution No. 12-2023, accepting the mid-year Financial Report, approving
mid-year adjustments to the Fiscal Year 2022/23 Operating Budget
Resolution No. 13-2023, accepting the mid-year Financial Report, approving
mid-year adjustments to the Fiscal Year 2022/23 Capital Improvement Program
INTRODUCTION
The Operating Budget is the Town’s annual plan for service delivery. The budget focuses on
services, programs and activities that are prioritized by the Town Council to meet the Town’s
mission, which is “To provide superior municipal services that make people’s lives better.”
The Capital Improvement Program (CIP) is the Town’s capital budget. The CIP identifies high
priority current and future capital needs and identifies potential sources of funding.
On June 8, 2022, the Town Council adopted Resolution 42-2022, approving the 2022/23
Operating Budget and setting the 2022/23 Appropriation Limit; and Resolution 43-2022,
approving the 2022/23 through 2026/27 Capital Improvement Program. The purpose of the
mid-year update is to review actual mid-year revenues and expenditures in comparison to the
adopted budget and CIP, and make any necessary mid-year adjustments.
BACKGROUND
The Town is preparing to end the local State of Emergency that was declared at the outset
of the Coronavirus pandemic in March 2019. Through a series of actions and outcomes
spanning three fiscal years, the Town has successfully navigated the economic impacts of
the pandemic upon Town operations.
Economic recovery has been aided by growth in property values which have yielded
increased property tax revenue; growth in online commerce which has generated new sales
tax revenue; and federal assistance received in the form of the American Rescue Plan Act
(ARPA) of 2021. 2022/23 operating expenditures have restored and resumed service
delivery in most areas.
Ten-year forecasts covering 2022/23 through 2031/32 see the Town continuing to chart a
fiscally sustainable course, while facing minimally reduced service levels in some areas.
Despite emerging from the pandemic, new fiscal challenges continue to be presented.
Rapid economic expansion occurred during the pandemic, through federal stimulus
funding that reached consumers. However, that growth has proven to be unsustainable,
Mid-year Financial Report & Adjustments
To FY 2022-23 2 February 21, 2023
leading to rising inflation. In an attempt to stabilize the economy, between Q3 of 2021 and
Q1 of 2023 the Federal Reserve raised the federal funds rate from 0.25% to 4.5%. Inflation
remains above the Federal Reserve price stability goal, further risking a recession in the
near future.
For the Town, continuation of this trend into 2023/24 and beyond will continue to drive
up costs for personnel, contracted services, materials and supplies at rates that will outpace
forecast revenue growth and budgeted costs.
DISCUSSION
As of December 31, 2022, overall revenues are tracking ahead of the approved budget,
while expenditures are on track to finish the fiscal year within budget. Overall fiscal
condition remains strong, and the Town expects to finish the year on a positive note.
OPERATING BUDGET
Revenues
Total revenues of $38.5 million were forecast for 2022/23, a 7.6% increase from $35.8 million
for 2021/22.
General Fund
General Fund revenues are tracking positively compared to budget.
Property Tax – Property tax continues to be the Town’s largest revenue source, accounting for
56.5% of the General Fund. Actual 2021/22 revenues totaled $17,805,336. The budget forecast
for 2022/23 is $16,200,00. At mid-year, actual revenues are exceeding the forecast and
tracking ahead of the 2021/22 mid-year receipts. Mid-year receipts indicate that the actual
revenues are expected to exceed the budget forecast.
Sales Tax – Sales tax accounts for 20.9% of the General Fund. Actual 2021/22 revenues totaled
$7,315,831. The budget forecast for 2022/23 is $6,000,000. Mid-year revenues are exceeding
the budget forecast and tracking ahead of the 2021/22 mid-year receipts. Mid-year receipts
indicate that the actual revenues are expected to exceed the budget forecast.
Property Transfer Tax – Though the real estate market continues to see high values, sales
volumes have slowed due to higher interest rates. Actual 2021/22 revenues totaled $1,013,688.
The budget forecast for 2022/23 is $650,000. Mid-year receipts indicate that the actual revenues
are expected to meet the budget forecast.
Mid-year Financial Report & Adjustments
To FY 2022-23 3 February 21, 2023
Business License Tax – Business license payments were due by August 1, 2022 and mid-year
receipts represent 89.0% of the forecast for the year. Mid-year receipts indicate that the actual
revenues are expected to meet the budget forecast.
Franchise Fees – Franchise fees for Cable, Solid Waste and Gas and Electric are received at
various times throughout the year (from monthly to annually). Current year revenues are
tracking closely with prior years on a percentage basis. Mid-year receipts indicate that the
actual revenues are expected to meet the budget forecast.
Recreation Fees and Charges - Recreation fees and charges have been most significantly
impacted by the pandemic. Current revenues were forecast to increase by 35.6% from the
prior year, continuing a gradual recovery. Classes and programs offered continue to increase
as the pandemic has eased up. Actual revenues for 2021/22 totaled $1,667,350. The budget
forecast for 2022/23 is $2,034,067. Mid-year receipts indicate that the actual revenues are
expected to meet the budget forecast.
Donations – No donation revenue was budgeted for 2022/23. Subsequently the Town has
received a $10,000 donation to purchase security camera equipment. A mid-year adjustment
of $10,000 is recommended to recognize the receipt of the $10,000 in donations.
Special Purpose Revenue
Special Purpose revenues are tracking ahead of the budget forecast.
Building and Planning – The budget forecast for 2022/23 is $2,153,200. Actual 2021/22
revenues totaled $2,932,342. At mid-year, revenues collected represent 81.4% of the budget
forecast. Mid-year receipts indicate that actual revenues are expected to exceed the budget
forecast.
Gas Tax - The budget forecast for 2022/23 is $1,800,000. Actual 2021/22 revenues totaled
$1,954,911. At mid-year, revenues collected represent 54.0% of the budget forecast. Mid-
year receipts indicate that actual revenues are expected to exceed the budget forecast.
Measure J Return to Source (RTS) – RTS revenues come from the countywide half cent sales
tax for transportation and are received as a single year end payment. The budget forecast for
2022/23 is $771,781. Actual 2021/22 revenues totaled $1,111,730. Mid-year receipts indicate
that the actual revenues are expected to meet the budget forecast.
Solid Waste Diversion Incentive Fees – Solid Waste DIF are collected from the Town’s solid
waste and recycling haulers to offset wear and tear on Town streets. The budget forecast for
2022/23 is $872,257. Actual 2021/22 revenues totaled $854,168. Mid-year receipts indicate
that the actual revenues are expected to meet the budget forecast.
Mid-year Financial Report & Adjustments
To FY 2022-23 4 February 21, 2023
Lighting and Landscape Assessment District – LLAD revenues are based upon set assessment
rates collected to help offset costs to maintain Town parks, roadside landscaping and street
lighting. The budget forecast for 2022/23 is $3,129,750. Actual 2021/22 revenue totaled
$3,195,658. Mid-year revenues received through mid-year is comparable to that received in
each of the three prior years. Mid-year receipts indicate that the actual revenues are expected
to meet the budget forecast.
Successor Agency
Real Property Tax Trust Fund (RPTTF) revenues are budgeted at $2,272,250, 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 receipts indicate that the actual revenues are expected to
meet the budget forecast.
Revenue Summary
Thus far in 2022/23, the Town Council has approved one budget adjustment:
• Resolution No. 63-2022, increased revenues in the General Fund by $62,906 to accept
SB 1383 Local Assistance Grant program funding received from CalRecycle.
At mid-year, one mid-year adjustment is recommended:
• Increase “Donations” by $10,000 in order to allow the donation received for the
Police Department to be expended.
At mid-year, there are significant positive variances to the budget forecast for Property
Tax, Sales Tax, Building and Planning Fees and Gas Tax. Barring any significant
unforeseen expense, total revenues for 2022/23 will exceed the budget forecast. Due to
the anticipated positive variance, no further mid-year revenue adjustments are necessary.
Table 1 summarizes the adopted budget forecast, prior amendments and recommended
mid-year adjustments.
Mid-year Financial Report & Adjustments
To FY 2022-23 5 February 21, 2023
Table 1
Mid-Year Revenue Summary
Adopted Prior Mid-Year
Budget Amendments Revised
TOTAL $ 46,089,360 $ 46,152,266 $ 46,152,266
General Fund $ 28,665,329 $ 28,728,235 $ 28,728,235
Special Revenue $ 9,827,912 $ 9,827,912 $ 9,837,912
ARPA $ 5,323,869 $ 5,323,869 $ 5,323,869
Successor Agency $ 2,272,250 $ 2,272,250 $ 2,272,250
Expenditures
The 2022/23 operating budget includes total operating expenditures of $35.77 million, a
7.6% increase from the 2021/22 budget of $33.25 million.
General Government – The budget for 2022/23 is $2,197,461. Direct and contract costs are
largely tracking within budget. Outside legal costs resulting from Town initiated litigation
are exceeding what was budgeted in the City Attorney’s budget. One mid-year adjustment
is recommended to increase the City Attorney budget by $100,000.
Police Services – The budget for 2022/23 is $11,378,646. Contract and direct costs are
tracking within budget. One private party donation received will be used to purchase
security camera equipment. One mid-year adjustment is recommended to increase the
Police Services Management budget by $10,000.
Administrative Services – The budget for 2022/23 is $4,238,464. Costs are tracking within
budget and no mid-year adjustments are recommended.
Development Services – The budget for 2022/23 is $5,179,933. Significant efforts such as the
2023-30 Housing Element and the Downtown Master Plan have been completed and high
development-driven demand continues to occur in Building Services. Special noticing
costs associated with the Housing Element exceeded budgeted costs. One mid-year
adjustment is recommended to increase the Planning budget by $35,000 to cover Housing
Element Outreach.
Maintenance Services – The budget for 2022/23 is $8,516,458. Maintenance costs are
currently tracking within the budget and no mid-year adjustments are recommended.
Recreation, Arts and Community Services – The budget for 2022/23 is $4,256,628. RACS
costs are currently tracking within the budget and no mid-year adjustments are
recommended.
Mid-year Financial Report & Adjustments
To FY 2022-23 6 February 21, 2023
Personnel – The 2022/23 budget for regular and part-time temporary employees is $14.6
million, a 9.8% increase from the prior year. At mid-year, 41.5% of the budget has been
expended. No mid-year adjustments are recommended.
Extraordinary Storm Recovery Costs - Severe storms struck the state during the first two
weeks of 2023. The Town experienced widespread flooding, requiring significant clean up
and recovery efforts which continue to be ongoing. This has resulted in significant,
unanticipated recovery and repair costs, which are currently expected to total $500,000 to
$1 million absent additional weather-related damage. The recent nature of the damage and
related recovery efforts is such that additional time will be required to more fully and
accurately account for the Town’s storm related costs. Though no mid-year adjustment is
recommended, a significant year end adjustment will be required to budget for all storm
related costs.
Successor Agency
For 2022/23, Successor Agency operating expenditures total $1,172,250 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 2022/23 the Town Council has approved two budget adjustments totaling
$88,006, including:
• Resolution No. 63-2022, appropriating $62,906 from the General Fund to support SB
1383 compliance activities, this expense is funded from a grant received from
CalRecycle.
• Resolution No. 97-2022, appropriating $25,100 from the Asset Replacement Fund to
purchase the replacement of one scanner/plotter device for Development Services.
Recommended Mid-Year Adjustments
As described above, total mid-year adjustments of $145,000 are recommended, including:
General Fund $100,000
Special Revenue
Donations $ 10,000
Advance Planning Fees $ 35,000
Table 2 illustrates 2022/23 expenditures, including the adopted budget forecast, prior
amendments and recommended mid-year adjustments.
Mid-year Financial Report & Adjustments
To FY 2022-23 7 February 21, 2023
Table 2
Mid-Year Expenditure Summary
Adopted Prior Mid-Year
Budget Amendments Revised
TOTAL $ 36,939,840 $ 37,027,846 $ 37,172,846
General Fund $ 25,336,288 $ 25,399,194 $ 25,499,194
Special Revenue $ 10,431,302 $ 10,456,402 $ 10,501,402
Successor Agency $ 1,172,250 $ 1,172,250 $ 1,172,250
Following are two additional changes that are necessary to include in the mid-year update
in order to address an error or omission:
• Employee Salary Ranges will be updated to include a “Program Specialist” position
for Transportation with a monthly salary range of $5,643-$7,731.
• Resolution No. 98-2022, accepting the 2021/22 Audited ACFR, was approved by the
Town Council on November 15, 2022. The Resolution contained an error which
indicated that $6,100,000 was to be transferred into the CIP Fund at year end. This
number was inadvertently carried over from the prior year resolution. The correct
transfer amount is $3,250,000, which coincides with what was shown in the
Administrative Staff Report.
Transfers and Designations
The 2022/23 budget includes General Fund transfers of $4,726,594: $1,300,000 for LLAD
operations, $900,000 for CIP - Pavement Management Project, $75,000 for Asset
Replacement, and $2,451,594 for CIP – General Purpose. On November 15, 2021, the Town
Council adopted Resolution No. 98-2022, approving the 2021/22 ACFR and transferring a
total of $4,769,893 from the General Fund to: CIP - General Purpose Fund - $3,250,000; Asset
Replacement Fund - $1,500,000; Compensated Absences/Personnel - $269,893; and Rental
Proceeds - $250,000. This increased the total 2022/23 transfers and designations to
$9,496,487.
Amended ARPA/General Fund Transfers
A mid-year action is required to revise the allocation of Coronavirus Local Fiscal Recovery
Funds received under the American Rescue Plan Act of 2021 (“ARPA funds”). This action
will reduce the number of ARPA-funded capital projects and programs to ensure that the
strict federal timeline requirements attached to the expenditure of ARPA funds can be met.
The following amended ARPA transfers are included as part of mid-year budget
adjustments:
Mid-year Financial Report & Adjustments
To FY 2022-23 8 February 21, 2023
• Senior Services: Reduce ARPA funding by $500,000, increase General Fund funding
by $500,000.
• Mental Health: Reduce ARPA funding by $350,000, increase General Fund funding
by $350,000.
Mid-Year Budget Summary
The Town’s overall financial condition remains positive with overall revenues exceeding
the budget forecast and expenditures tracking closely with the approved 2022/23
Operating Budget. Mid-year adjustments are recommended to increase expenditures by
.3%.
CAPITAL IMPROVEMENT PROGRAM
The 2022/23 CIP included appropriations of $18,047,209 to fund 38 separate projects.
Following adoption of the CIP, the Town Council approved one additional funding
appropriation:
• Resolution No. 73-2022, appropriating $325,000 from the Park Dedication Impact Fund
for the Oak Hill Park Playground Replacement Project, CIP No. B-544.
This action increased total capital appropriations for 2022/23 to $18,372,209.
Recommended Mid-Year Adjustments
A mid-year action is required to revise the allocation of Coronavirus Local Fiscal Recovery
Funds received under the American Rescue Plan Act of 2021 (“ARPA funds”). This action
will reduce the number of ARPA-funded capital projects and programs to ensure that the
strict federal timeline requirements attached to the expenditure of ARPA funds can be met.
The following amendments will be included with mid-year adjustments to the CIP:
• A-330 – Town-wide Storm Drain System Management: Transfer $750,000 to Project A-
362; reduce ARPA funding by $250,000; increase CIP General Purpose funding by
$250,000; Total project funding is reduced to $250,000.
• A-362 – Downtown Improvement Project: Increase funding from $2,500,000 to
$3,250,000; increase ARPA funding from $1,500,000 to $3,250,000; Total project funding is
increased to $3,250,000.
• A-492 – Central Irrigation System Capital Management: Reduce ARPA funding by
$350,000; increase CIP General Purpose funding by $350,000.
• A-620 – Fiberoptic Cable Interconnect: Reduce ARPA funding by $500,000; increase
CIP General Purpose funding by $500,000.
Mid-year Financial Report & Adjustments
To FY 2022-23 9 February 21, 2023
• B-616 – Multi-Sport Skatepark: Reduce CIP General Purpose Funding by $1,500,000
and increase ARPA funding by $1,500,000.
• B-626 – Town Office Relocation: Reduce CIP General Purpose funding by $1,883,012
and increase ARPA funding by $1,883,012.
• B-628 – Town Green and Arts District: Reduce ARPA funding by $2,033,012 and
increase CIP General Purpose funding by $2,033,012.
• B-629 – 282 Front Street – Arts District Maker Space: Reduce CIP General Purpose
funding by $600,000 and increase ARPA funding by $600,000.
• C-621 – Town-Wide Bicycle Facilities Improvements: Reduce ARPA funding by
$1,000,000 and increase CIP General Purpose funding by $1,000,000.
Additional mid-year fund adjustments are recommended for the following projects:
• A-613 – Loch Lomond Trash Rack: The 2022/23 CIP incorrectly shows a FEMA grant
totaling $169,200. The correct award amount is $403,990. Project funding should be
increased by $234,790 to reflect the total FEMA grant awarded.
• C-601 – Camino Ramon Improvements: The Town has $111,885 remaining from
SAFETEA-LU earmark funds that has been programmed for the Camino Ramon
Improvements project. Project funding should be increased by $111,885.
Attachment C includes revised CIP pages - Tables A, B, C and E, and project pages including
the adjustments for each of these projects.
PUBLIC CONTACT
Posting of the meeting agenda serves as notice to the general public.
RECOMMENDATION
Adopt Resolution No. 12-2023, accepting the mid-year Financial Report, approving mid-year
adjustments to the Fiscal Year 2022/23 Operating Budget; and adopt Resolution No. 13-2023,
accepting the mid-year Financial Report, approving mid-year adjustments to the Fiscal Year
2022/23 Capital Improvement Program.
Prepared by:
Joseph Calabrigo
Town Manager
Mid-year Financial Report & Adjustments
To FY 2022-23 10 February 21, 2023
Lani Ha
Finance Director/Treasurer
Attachments: Attachment A: Resolution No. 12-2023
Attachment B: Resolution No. 13-2023
Attachment C: CIP pages - Tables A, B, C and E, and individual project pages
ATTACHMENT A
DocuSign Envelope ID: FEC41 E65-95D2-4018-A616-3186265735AF RESOLUTION NO. 13-2023 APPROVING MID-YEAR ADJUSTMENTS TO THE FISCAL YEAR 2022/23 CAPITAL IMPROVEMENT PROGRAM WHEREAS, Government Code Sections 65302 et seq. require that the Town of Danville must take into consideration future capital facilities when planning for the development of the community; and WHEREAS, the Town Council adopted Resolution 43-2022 approving the 2022/23 through 2026/27 Capital Improvement Program and appropriating funding for 2022/23 projects on June 8, 2022; and WHEREAS, the Town has completed a mid-year review of all 2021/22 projects and hereby recommends the following mid-year adjustment to the adopted 2022/23 Capital Improvement Program: •A-330 -Town-wide Storm Drain System Management: Transfer $750,000 to ProjectA-362; reduce ARPA funding by $250,000; increase CIP General Purpose funding by$250,000; Total project funding is reduced to $250,000.•A-362 -Downtown Improvement Project: Increase funding from $2,500,000 to$3,250,000; increase ARPA funding from $1,500,000 to $3,250,000; Total projectfunding is increased to $3,250,000.•A-492 -Central Irrigation System Capital Management: Reduce ARP A funding by$350,000; increase CIP General Purpose funding by $350,000.•A-620 -Fiberoptic Cable Interconnect:Reduce ARPA funding by $500,000; increase CIP General Purpose funding by $500,000. •B-616 -Multi-Sport Skatepark:Reduce CIP General Purpose Funding by $1,500,000 and increase ARPA funding by $1,500,000. •B-626 -Town Office Relocation:Reduce CIP General Purpose funding by $1,883,012 and increase ARPA funding by $1,883,012. •B-628 -Town Green and Arts District:Reduce ARPA funding by $2,033,012 and increase CIP General Purpose funding by $2,033,012. •B-629 -282 Front Street -Arts District Maker Space: Reduce CIP General Purpose funding by $600,000 and increase ARPA funding by $600,000. •C-621 -Town-Wide Bicycle Facilities Improvements: Reduce ARPA funding by$1,000,000 and increase CIP General Purpose funding by $1,000,000.•A-613 -Loch Lomond Trash Rack: Increased project funding from FEMA from$169,200 to $402,990 to reflect the total FEMA grant awarded.•C-601-Camino Ramon Improvements: Increased project funding by $111,885 fromthe remaining SAFETEA-LU earmark funds that has been programmed for theCamino Ramon Improvements project.
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BR
I
D
G
E
M
A
I
N
T
E
N
A
N
C
E
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
$8
4
8
,
2
4
0
Gr
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n
t
2
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4
0
2
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.
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I
-
6
8
0
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
$5
0
0
,
0
0
0
CI
P
G
e
n
P
u
r
p
o
s
e
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e
v
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5
4
5
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A
F
F
I
C
S
I
G
N
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L
C
O
N
T
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L
L
E
R
U
P
G
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A
D
E
-
-
-
-
-
-
-
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-
-
-
-
-
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-
-
-
-
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-
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-
-
-
-
-
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-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
$3
0
,
0
0
0
Me
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s
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R
t
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r
c
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5
8
5
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V
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C
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C
H
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R
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W
N
-
O
W
N
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D
F
A
C
I
L
I
T
I
E
S
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
$5
,
0
0
0
CI
P
G
e
n
P
u
r
p
o
s
e
R
e
v
2 Ongoing
Co
n
t
i
n
u
e
d
o
n
n
e
x
t
p
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g
e
1/24/2023 ATTACHMENT C
Pr
#
Pr
o
j
e
c
t
N
a
m
e
20
2
2
/
2
3
P
l
a
n
n
e
d
A
p
p
r
o
p
r
i
a
t
i
o
n
s
Priority
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
1
1
,
8
8
5
SA
F
E
T
E
A
-
L
U
G
r
a
n
t
1
C-
6
1
0
PA
V
E
M
E
N
T
M
A
N
A
G
E
M
E
N
T
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
-
-
-
-
-
$3
,
0
0
0
,
0
0
0
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a
s
J
R
t
r
n
t
o
S
r
c
,
C
I
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n
P
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e
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e
v
,
G
a
s
T
a
x
,
S
olid Waste VIF 1
$8
,
6
4
0
,
0
1
5
TO
T
A
L
1/24/2023
Ta
b
l
e
B
-
S
u
m
m
a
r
y
o
f
R
e
c
o
m
m
e
n
d
e
d
G
e
n
e
r
a
l
P
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p
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R
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ve
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A
p
p
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p
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Pr
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p
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F
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A
p
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p
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s
Pr
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Ap
p
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s
Pr
#
Pr
o
j
e
c
t
N
a
m
e
20
2
2
/
2
3
20
2
3
/
2
4
20
2
4
/
2
5
20
2
5
/
2
6
2026/27 TOTAL
A-
3
3
0
TO
W
N
-
W
I
D
E
S
T
O
R
M
D
R
A
I
N
S
Y
S
T
E
M
M
A
N
A
G
E
M
E
N
T
-
-
-
-
-
-
-
-
-
-
-
-
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-----
$2
5
0
,
0
0
0
$
2
5
,
0
0
0
$
2
5
,
0
0
0
$
2
5
,
0
0
0
$
2
5
,
0
0
0
$
3
5
0
,
0
0
0
A-
4
9
2
CE
N
T
R
A
L
I
R
R
I
G
A
T
I
O
N
S
Y
S
T
E
M
C
A
P
I
T
A
L
M
A
I
N
T
E
N
A
N
C
E
-
-
-
-
-
-
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-----------
$3
5
0
,
0
0
0
$
0
$
0
$
0
$
0
$
3
5
0
,
0
0
0
A-
5
1
3
CA
M
I
N
O
T
A
S
S
A
J
A
R
A
P
K
W
Y
/
S
Y
C
A
M
O
R
E
V
A
L
L
E
Y
R
D
S
O
U
N
D
W
A
L
L
M
A
I
N
T
.
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
------------------------
$1
0
0
,
0
0
0
$
5
0
,
0
0
0
$
5
0
,
0
0
0
$
5
0
,
0
0
0
$
5
0
,
0
0
0
$
3
0
0
,
0
0
0
A-
5
3
3
TO
W
N
-
W
I
D
E
L
A
N
D
S
C
A
P
E
R
E
P
L
A
C
E
M
E
N
T
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
$4
0
,
0
0
0
$
4
0
,
0
0
0
$
4
0
,
0
0
0
$
4
0
,
0
0
0
$
4
0
,
0
0
0
$
2
0
0
,
0
0
0
A-
5
7
9
TO
W
N
-
W
I
D
E
R
O
A
D
W
A
Y
D
A
M
A
G
E
R
E
P
A
I
R
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
$2
5
,
0
0
0
$
2
5
,
0
0
0
$
2
5
,
0
0
0
$
2
5
,
0
0
0
$
2
5
,
0
0
0
$
1
2
5
,
0
0
0
A-
6
0
6
AU
T
O
M
A
T
E
D
L
I
C
E
N
S
E
P
L
A
T
E
R
E
A
D
E
R
&
S
I
T
U
A
T
I
O
N
A
L
A
W
A
R
E
N
ES
S
C
A
M
E
R
A
S
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
----------------------------
$6
5
,
6
0
0
$
6
5
,
6
0
0
$
6
5
,
6
0
0
$
6
5
,
6
0
0
$
6
5
,
6
0
0
$
3
2
8
,
0
0
0
A-
6
2
0
FI
B
E
R
O
P
T
I
C
C
A
B
L
E
I
N
T
E
R
C
O
N
N
E
C
T
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
$5
0
0
,
0
0
0
$
0
$
0
$
0
$
0
$
5
0
0
,
0
0
0
B-
2
1
6
TO
W
N
S
E
R
V
I
C
E
C
E
N
T
E
R
C
A
P
I
T
A
L
M
A
I
N
T
E
N
A
N
C
E
-
-
-
-
-
-
-
-
-
-
-
-
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-----
$1
5
,
0
0
0
$
1
5
,
0
0
0
$
1
5
,
0
0
0
$
1
5
,
0
0
0
$
1
5
,
0
0
0
$
7
5
,
0
0
0
B-
4
5
2
SY
C
A
M
O
R
E
D
A
Y
S
C
H
O
O
L
B
U
I
L
D
I
N
G
R
E
P
A
I
R
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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5
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5
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0
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$
5
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0
0
0
$
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0
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B-
6
1
6
MU
L
T
I
-
S
P
O
R
T
S
K
A
T
E
P
A
R
K
-
-
-
-
-
-
-
-
-
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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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-
-
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--
-
-
-
-
-
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-
-
-
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-
-
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-
-
-
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-
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5
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B-
6
2
6
TO
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-
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-
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-
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6
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7
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-
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B-
6
2
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TO
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-
-
-
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-
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-
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-
-
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-
-
-
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$2
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$2,033,012
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6
2
9
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2
F
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-
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-
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-
-
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-
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-
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-
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-
-
-
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-
-
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-
-
-
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-
-
-
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-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
----------
($
6
0
0
,
0
0
0
)
$
0
$
0
$
0
$
0
(
$
6
0
0
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)
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3
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TR
A
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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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-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
-
-
-
-
-
-
-
-
-
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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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$5
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0
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0
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$
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5
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4
0
2
EL
P
I
N
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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-
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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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-
-
-
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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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-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
----------
$5
0
0
,
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5
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0
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0
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0
$
0
$1,000,000
C-
5
8
5
EL
E
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T
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CI
L
I
T
I
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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-
-
-
-
-
-
-
-
-
-
-
-
-------------------------
$5
,
0
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6
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0
PA
V
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M
E
N
T
M
A
N
A
G
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M
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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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-
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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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-
-
-
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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
$2,950,000
C-
6
2
1
TO
W
N
-
W
I
D
E
B
I
C
Y
C
L
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F
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C
I
L
I
T
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S
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M
P
R
O
V
E
M
E
N
T
S
-
-
-
-
-
-
-
-
-
-
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
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-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-------
$1
,
0
0
0
,
0
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0
$
0
$
0
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0
$
0
$1,000,000
$1
,
8
6
5
,
6
0
0
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T
A
L
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$1
,
6
1
0
,
6
0
0
$8
1
0
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6
0
0
$6
6
0
,
6
0
0
$500,600 $5,448,000 1/24/2023
Ta
b
l
e
C
-
S
u
m
m
a
r
y
o
f
A
p
p
r
o
p
r
i
a
t
i
o
n
s
b
y
F
u
n
d
i
n
g
S
o
u
r
ce
Pr
o
p
o
s
e
d
A
p
p
r
o
p
r
i
a
t
i
o
n
s
Fu
n
d
i
n
g
S
o
u
r
c
e
s
20
2
2
/
2
3
2
0
2
3
/
2
4
2
0
2
4
/
2
5
2
0
2
5
/
2
6
2
0
2
6
/
2
7
Total
Pr
i
o
r
Y
e
a
r
s
AR
P
A
-
-
-
-
-
-
-
-
-
-
-
-
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-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
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-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
$1
,
1
0
0
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0
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$
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$
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$
0
$
1
,
1
0
0
,
0
0
0
$8
,
8
5
7
,
7
3
8
As
s
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t
R
e
p
l
c
m
n
t
L
i
b
r
a
r
y
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
$5
5
,
0
0
0
$
3
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0
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$
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0
0
$
3
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$
3
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0
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$
1
7
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,
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0
$8
3
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4
6
0
CI
P
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e
n
P
u
r
p
o
s
e
R
e
v
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
$1
,
8
6
5
,
6
0
0
$
2
,
1
4
2
,
3
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0
$
8
1
0
,
6
0
0
$
6
6
0
,
6
0
0
$
5
0
0
,
6
0
0
$
5
,
9
7
9
,
750
$8
9
,
3
4
5
,
7
5
9
Ci
v
i
c
F
a
c
i
l
i
t
i
e
s
F
u
n
d
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
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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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-
-
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$2
7
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0
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2
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$
2
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0
0
0
$
2
7
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0
0
0
$
2
7
,
0
0
0
$
1
3
5
,
0
0
0
$2
5
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9
4
1
,
2
2
2
Cl
e
a
n
w
a
t
e
r
P
r
o
g
r
a
m
-
-
-
-
-
-
-
-
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-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
-
-
-
-
-
-
-
-
-
-
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Projects
TOWN-WIDE STORM DRAIN SYSTEM MANAGEMENT
PROJECT DESCRIPTION AND LOCATION:
DESCRIPTION OF MODIFICATIONS:
Update funding.
RATIONALE FOR PROPOSED PROJECT:
Maintenance of the existing storm drain system is needed on an
ongoing basis.
EXPECTED IMPACT ON OPERATING BUDGET:
Additional worker hours required to maintain per year:0
Additional Town direct operating costs per year:$0
PROJECT COST ESTIMATE
This project has been modified from the previous year.
PROJECT APPROPRIATION AND FUNDING
This project provides for ongoing capital replacement and maintenance of
the Town-wide drainage system.
Ongoing and as-needed work includes:
Cleaning and desilting ditches and pipes as needed.
Repair broken pipes, catch basins, and concrete lined ditches.
Repair broken curbs, gutters, and valley gutters.
Install and maintain trash removal devices in the Downtown area.
2020/21 Perform a condition assessment and develop a Storm
Drainage Master Plan to identify, prioritize and estimate the
capital improvement costs of future projects. ($250,000)
Future Projects: Vista Grande Drainage Improvements
Elsie Drive and Lomitas Drive Storm Drain Replacement
Greenbrook Drive Storm Drain Repair
1/23/2023PRINTED ON:
CIP No:A-330 STATUS:In Design PRIORITY:2 Ongoing PROJECT MANAGER:SJ GREEN PROJECT:Yes
2022/23Prior Years 2023/24 2024/25 2025/26 2026/27 TotalExpenditure Category
Design/Plan Review $0 $0 $0 $0$236,742 $236,742$0
Construction $30,000 $30,000 $30,000 $30,000$2,666,714 $2,286,714($500,000)
Inspection & Admin.$0 $0 $0 $0$34,979 $34,979$0
$2,938,435 ($500,000)$30,000 $30,000 $30,000 $30,000 $2,558,435Total Cost Estimate:
$1,553,852Total Expenditure: Unexpended: $1,384,583 on 1-17-2023
2022/23Prior Years 2023/24 2024/25 2025/26 2026/27 TotalFunding Source(s)
ARPA $1,000,000 ($750,000)$0 $0 $0 $250,000$0
CIP Gen Purpose Rev $1,202,305 $250,000 $25,000 $25,000 $25,000 $1,552,305$25,000
Cleanwater Program $653,000 $0 $5,000 $5,000 $5,000 $673,000$5,000
Developer Contribution $83,130 $0 $0 $0 $0 $83,130$0
$2,938,435 ($500,000) $30,000 $30,000 $30,000 $30,000 $2,558,435Total Funding:
www.danville.ca.govCIP34
Projects
DOWNTOWN IMPROVEMENT PROJECT
PROJECT DESCRIPTION AND LOCATION:
DESCRIPTION OF MODIFICATIONS:
Updated project funding.
RATIONALE FOR PROPOSED PROJECT:
New street light globes will improve lighting. Benches will
enhance the Downtown experience.
EXPECTED IMPACT ON OPERATING BUDGET:
Additional worker hours required to maintain per year:0
Additional Town direct operating costs per year:$0
PROJECT COST ESTIMATE
This project has been modified from the previous year.
PROJECT APPROPRIATION AND FUNDING
Project 1: Evaluate street lights on Hartz and Railroad and E. Prospect to
identify locations for additional street lighting to increase illumination.
Replace street light poles with double acorn LED street lights. Remove
and replace PG&E street lights with decorative poles and LED lights.
(COMPLETE)
Project 2: Identify appropriate locations and install street furniture, such as
benches. (COMPLETE)
Project 3: Repair or replace curb, gutter, sidewalk, brick banding,
pavement, and new trees within the core downtown area (est. $20,000).
Project 4: Update Downtown Master Plan to address furniture, public
spaces and lighting. ($100,000)
Project 5: Implementation measures from the Downtown Master Plan
update to address furniture, safety, public spaces, lighting, etc.
($2,500,000)
1/23/2023PRINTED ON:
CIP No:A-362 STATUS:In Design PRIORITY:2 PROJECT MANAGER:JB GREEN PROJECT:No
2022/23Prior Years 2023/24 2024/25 2025/26 2026/27 TotalExpenditure Category
Design/Plan Review $0 $0 $0 $0$546,000 $546,000$0
Construction $0 $0 $0 $0$2,478,070 $4,228,070$1,750,000
Inspection & Admin.$0 $0 $0 $0$107,350 $107,350$0
$3,131,420 $1,750,000 $0 $0 $0 $0 $4,881,420Total Cost Estimate:
$1,254,093Total Expenditure: Unexpended: $1,877,328 on 1-17-2023
2022/23Prior Years 2023/24 2024/25 2025/26 2026/27 TotalFunding Source(s)
ARPA $1,500,000 $1,750,000 $0 $0 $0 $3,250,000$0
CIP Gen Purpose Rev $1,481,420 $0 $0 $0 $0 $1,481,420$0
LLAD Zone C $150,000 $0 $0 $0 $0 $150,000$0
$3,131,420 $1,750,000 $0 $0 $0 $0 $4,881,420Total Funding:
www.danville.ca.govCIP35
Projects
CENTRAL IRRIGATION SYSTEM CAPITAL MAINTENANCE
PROJECT DESCRIPTION AND LOCATION:
DESCRIPTION OF MODIFICATIONS:
Revised funding.
RATIONALE FOR PROPOSED PROJECT:EXPECTED IMPACT ON OPERATING BUDGET:
Additional worker hours required to maintain per year:0
Additional Town direct operating costs per year:$0
PROJECT COST ESTIMATE
This project has been modified from the previous year.
PROJECT APPROPRIATION AND FUNDING
Replacement of existing antiquated central irrigation system. Provides for
access to all units from a central location, computer to support necessary
software and hardware, and replacement of field units to enable
programming from a central location.
System includes built-in capabilities for programming water features and
lighting amenities at all park sites and is expandable to include addition of
possible rain gauges and weather stations.
Phase 1: Diablo Vista, Sycamore Valley, Osage Station, Oak Hill, and
Hap Magee Parks (COMPLETE)
Phase 2: Roadside Zones A and B (COMPLETE)
Phase 3: Research and implement other water savings measures to
reduce water costs.
1/23/2023PRINTED ON:
CIP No:A-492 STATUS:In Construction PRIORITY:1/2 PROJECT MANAGER:AR GREEN PROJECT:Yes
2022/23Prior Years 2023/24 2024/25 2025/26 2026/27 TotalExpenditure Category
Design/Plan Review $0 $0 $0 $0$30,000 $30,000$0
Construction $0 $0 $0 $0$1,090,750 $1,090,750$0
Inspection & Admin.$0 $0 $0 $0$0 $0$0
$1,120,750 $0 $0 $0 $0 $0 $1,120,750Total Cost Estimate:
$693,886Total Expenditure: Unexpended: $426,864 on 1-17-2023
2022/23Prior Years 2023/24 2024/25 2025/26 2026/27 TotalFunding Source(s)
ARPA $350,000 ($350,000)$0 $0 $0 $0$0
CIP Gen Purpose Rev $73,612 $350,000 $0 $0 $0 $423,612$0
Park Facilities $697,138 $0 $0 $0 $0 $697,138$0
$1,120,750 $0 $0 $0 $0 $0 $1,120,750Total Funding:
www.danville.ca.govCIP38
Projects
LOCH LOMOND WAY TRASH RACK
PROJECT DESCRIPTION AND LOCATION:
DESCRIPTION OF MODIFICATIONS:
Updated description and increased funding to include full amount
awarded by FEMA.
RATIONALE FOR PROPOSED PROJECT:
Excessive silt and debris cause downstream damage.
EXPECTED IMPACT ON OPERATING BUDGET:
Additional worker hours required to maintain per year:0
Additional Town direct operating costs per year:$0
PROJECT COST ESTIMATE
This project has been modified from the previous year.
PROJECT APPROPRIATION AND FUNDING
Excessive silt and debris from major storm events clog and overflow the
storm drain inlet at the end of Loch Lomond Way.
Modification and replacement of the existing inlet and pipe is needed to
mitigate the debris collection and subsequent overflow of the drainage
system.
A grant for this project has been secured for Hazard Mitigation Grant
Program (HMGP) funding.
Construction phase anticipated spring 2023.
1/23/2023PRINTED ON:
CIP No:A-613 STATUS:In Design PRIORITY:1 PROJECT MANAGER:NNSGREEN PROJECT:No
2022/23Prior Years 2023/24 2024/25 2025/26 2026/27 TotalExpenditure Category
Design $0 $0 $0 $0$10,000 $10,000$0
Construction $0 $0 $0 $0$120,000 $354,790$234,790
$130,000 $234,790 $0 $0 $0 $0 $364,790Total Cost Estimate:
$26,945Total Expenditure: Unexpended: $103,055 on 1-17-2023
2022/23Prior Years 2023/24 2024/25 2025/26 2026/27 TotalFunding Source(s)
CIP Gen Purpose Rev $104,000 $0 $0 $0 $0 $104,000$0
Grant $26,000 $234,790 $0 $0 $0 $260,790$0
$130,000 $234,790 $0 $0 $0 $0 $364,790Total Funding:
www.danville.ca.govCIP50
Projects
FIBER OPTIC CABLE INTERCONNECT
PROJECT DESCRIPTION AND LOCATION:
DESCRIPTION OF MODIFICATIONS:
Updated funding.
RATIONALE FOR PROPOSED PROJECT:
Provide PEG services at Town facilities.
EXPECTED IMPACT ON OPERATING BUDGET:
Additional worker hours required to maintain per year:0
Additional Town direct operating costs per year:$0
PROJECT COST ESTIMATE
This project has been modified from the previous year.
PROJECT APPROPRIATION AND FUNDING
This project will provide a fiber optic interconnect network for the various
Town facilities. It will facilitate the transfer of data, video, audio, and
internet connectivity to give the town facilities the capability to provide
Public - Educational - Governmental (PEG) services to the community at
large.
The use of existing traffic signal conduit as well as the construction of new
conduit is included in the project.
Existing traffic signal communications (interconnect - twisted pair copper)
will also be replaced and converted to fiber optic transmission as part of
this project.
Grant funding is being pursued to complete funding plan.
2021/22: Fiber Optic Master Plan (Complete)
2022/23: Complete funding plan and begin design-build phase.
1/23/2023PRINTED ON:
CIP No:A-620 STATUS:In Design PRIORITY:2 PROJECT MANAGER:MH GREEN PROJECT:No
2022/23Prior Years 2023/24 2024/25 2025/26 2026/27 TotalExpenditure Category
Design/Plan Review $0 $0 $0 $0$50,000 $50,000$0
Construction $0 $0 $0 $0$1,200,000 $1,200,000$0
Inspection & Admin.$0 $0 $0 $0$30,000 $30,000$0
$1,280,000 $0 $0 $0 $0 $0 $1,280,000Total Cost Estimate:
$27,703Total Expenditure: Unexpended: $1,252,297 on 1-17-2023
2022/23Prior Years 2023/24 2024/25 2025/26 2026/27 TotalFunding Source(s)
ARPA $500,000 ($500,000)$0 $0 $0 $0$0
CIP Gen Purpose Rev $500,000 $500,000 $0 $0 $0 $1,000,000$0
P.E.G.$280,000 $0 $0 $0 $0 $280,000$0
$1,280,000 $0 $0 $0 $0 $0 $1,280,000Total Funding:
www.danville.ca.govCIP52
Projects
MULTI-SPORT SKATE PARK
PROJECT DESCRIPTION AND LOCATION:
DESCRIPTION OF MODIFICATIONS:
Updated funding.
RATIONALE FOR PROPOSED PROJECT:
Provide recreation facilities for residents.
EXPECTED IMPACT ON OPERATING BUDGET:
Additional worker hours required to maintain per year:50
Additional Town direct operating costs per year:$5,000
PROJECT COST ESTIMATE
This project has been modified from the previous year.
PROJECT APPROPRIATION AND FUNDING
The Parks and Leisure Services Commission recommends this as a high
priority parks project. The project is identified in the Parks, Recreation,
and Arts Strategic Plan as an important enhancement to the Parks,
Recreation, and Arts system.
2018/19: Study for potential locations will include search for a location
and a conceptual design. (COMPLETE)
2023/24: Multi-sport skate park design and construction at Diablo Vista
Park; project will be combined with playground equipment
replacement (B-560)
1/23/2023PRINTED ON:
CIP No:B-616 STATUS:Adopted PRIORITY:1/2 PROJECT MANAGER:HRPGREEN PROJECT:No
2022/23Prior Years 2023/24 2024/25 2025/26 2026/27 TotalExpenditure Category
Study $0 $0 $0 $0$20,000 $20,000$0
Design $0 $0 $0 $0$330,000 $330,000$0
Construction $0 $0 $0 $0$2,170,000 $2,170,000$0
$2,520,000 $0 $0 $0 $0 $0 $2,520,000Total Cost Estimate:
$178,020Total Expenditure: Unexpended: $2,341,981 on 1-17-2023
2022/23Prior Years 2023/24 2024/25 2025/26 2026/27 TotalFunding Source(s)
ARPA $1,000,000 $1,500,000 $0 $0 $0 $2,500,000$0
CIP Gen Purpose Rev $1,500,000 ($1,500,000)$0 $0 $0 $0$0
Park Facilities $20,000 $0 $0 $0 $0 $20,000$0
$2,520,000 $0 $0 $0 $0 $0 $2,520,000Total Funding:
www.danville.ca.govCIP80
Projects
TOWN-WIDE BICYCLE FACILITIES IMPROVEMENTS
PROJECT DESCRIPTION AND LOCATION:
DESCRIPTION OF MODIFICATIONS:
Updated funding.
RATIONALE FOR PROPOSED PROJECT:EXPECTED IMPACT ON OPERATING BUDGET:
Additional worker hours required to maintain per year:0
Additional Town direct operating costs per year:$0
PROJECT COST ESTIMATE
This project has been modified from the previous year.
PROJECT APPROPRIATION AND FUNDING
This is an ongoing effort to address improvements, repair and capital
maintenance of Town-wide bicycle facilities.
2020/21: Completed Diablo Road Bicycle Lane Improvements project
and installation of bike detection systems at three intersections.
2021/22: Install bicycle video detection cameras at 5 locations ($25k).
Begin design of Bicycle Wayfinding signage plan as identified in
Bicycle Master Plan. Future bicycle improvement projects to be
developed and prioritized as identified in the Bicycle Master
Plan. (Complete)
2022/23: 1. Installation of bicycle/vehicular video detection systems and
high-visibility bicycle lane markings will be completed along
Camino Ramon, SRVB and Diablo Road corridors as part of or
in conjunction with CIP C-600, C-601 and C-634.
2. Deploy permanent bicycle/ped counters at two locations.
3. Launch design of Townwide Bicycle Wayfinding Signage
project.
1/23/2023PRINTED ON:
CIP No:C-621 STATUS:In Design PRIORITY:1/2 PROJECT MANAGER:AD GREEN PROJECT:No
2022/23Prior Years 2023/24 2024/25 2025/26 2026/27 TotalExpenditure Category
Design $0 $0 $0 $0$15,000 $15,000$0
Construction $50,000 $50,000 $50,000 $50,000$1,390,000 $1,590,000$0
Inspection & Admin.$0 $0 $0 $0$5,000 $5,000$0
$1,410,000 $0 $50,000 $50,000 $50,000 $50,000 $1,610,000Total Cost Estimate:
$120,701Total Expenditure: Unexpended: $1,289,299 on 1-17-2023
2022/23Prior Years 2023/24 2024/25 2025/26 2026/27 TotalFunding Source(s)
ARPA $1,000,000 ($1,000,000)$0 $0 $0 $0$0
CIP Gen Purpose Rev $0 $1,000,000 $0 $0 $0 $1,000,000$0
Gas Tax $120,000 $0 $30,000 $30,000 $30,000 $240,000$30,000
Meas J Rtrn to Src $27,500 $0 $0 $0 $0 $27,500$0
Meas J Sub Trans 28c $180,000 $0 $20,000 $20,000 $20,000 $260,000$20,000
TDA Grant $82,500 $0 $0 $0 $0 $82,500$0
$1,410,000 $0 $50,000 $50,000 $50,000 $50,000 $1,610,000Total Funding:
www.danville.ca.govCIP114
Projects
TOWN OFFICE RELOCATION
PROJECT DESCRIPTION AND LOCATION:
DESCRIPTION OF MODIFICATIONS:
Updated Funding
RATIONALE FOR PROPOSED PROJECT:
Relocate Town Offices into a newer, larger building.
EXPECTED IMPACT ON OPERATING BUDGET:
Additional worker hours required to maintain per year:0
Additional Town direct operating costs per year:$0
PROJECT COST ESTIMATE
This project has been modified from the previous year.
PROJECT APPROPRIATION AND FUNDING
Initially intended to serve as an interim location, the current Town Offices
at 510 La Gonda Way were constructed in 1973 and are now undersized
and in need of extensive renovation and upgrade to accommodate Police
and General Government operations. This includes expansion of the
permit center and public meeting rooms, new HVAC systems, restroom
facilities, furnishings and fixtures, ADA and seismic retrofit work.
Acquisition of the property and building at 500 La Gonda Way will allow
the Town to relocate into a newer, larger building that will eliminate the
need for upgrades or retrofitting, and provide a long term, permanent
solution to housing the Town Offices and Police Department. For these
reasons, it offers a superior and financially prudent alternative to
renovating the existing Offices.
The property is 2.69 acres in size and includes 50,093 square feet of
building area, 165 parking spaces, landscaping and related site
improvements. The Town expects to move into the new building in 2022.
A fund transfer in the amount of $4,396,390 from CIP A-580 will be used
to help fund the project.
1/23/2023PRINTED ON:
CIP No:B-626 STATUS:In Construction PRIORITY:1 PROJECT MANAGER:JACGREEN PROJECT:No
2022/23Prior Years 2023/24 2024/25 2025/26 2026/27 TotalExpenditure Category
Site Acquisition $0 $0 $0 $0$12,465,362 $12,465,362$0
Design/Plan Review $0 $0 $0 $0$750,000 $750,000$0
Construction $0 $0 $0 $0$13,794,106 $13,794,106$0
$27,009,468 $0 $0 $0 $0 $0 $27,009,468Total Cost Estimate:
$26,026,401Total Expenditure: Unexpended: $1,225,308 on 1-17-2023
2022/23Prior Years 2023/24 2024/25 2025/26 2026/27 TotalFunding Source(s)
ARPA $1,474,726 $1,883,012 $0 $0 $0 $3,357,738$0
CIP Gen Purpose Rev $17,863,882 ($1,883,012)$0 $0 $0 $15,980,870$0
Sale of 125 Hartz $3,274,470 $0 $0 $0 $0 $3,274,470$0
Transfer from A-580 $4,396,390 $0 $0 $0 $0 $4,396,390$0
$27,009,468 $0 $0 $0 $0 $0 $27,009,468Total Funding:
www.danville.ca.govCIP83
Projects
TOWN GREEN AND ARTS DISTRICT
PROJECT DESCRIPTION AND LOCATION:
DESCRIPTION OF MODIFICATIONS:
Updated funding.
RATIONALE FOR PROPOSED PROJECT:EXPECTED IMPACT ON OPERATING BUDGET:
Additional worker hours required to maintain per year:0
Additional Town direct operating costs per year:$0
PROJECT COST ESTIMATE
This project has been modified from the previous year.
PROJECT APPROPRIATION AND FUNDING
The Parks, Recreation and Arts Commission recommends this an a high
priority parks project. This project is identified in the Parks, Recreation
and Arts Strategic Plan as an important to the Parks, Recreation and Arts
System.
This project includes a comprehensive set of improvements, activities,
and arts program strategies to activate the Town Green and Arts District
on Front Street. Project includes larger stage, seating options, musical
garden, climbable art, creek walk enhancements, maker space, gateway
monuments and Village Theatre enhancements.
2022/23: Phase 1 - Creek Walk, Musical Garden
2023/24: Phase 2 - Town Green Core, Gateway Monuments, Village
Theatre planting
2024/25: Phase 3 - Amphitheater, Enhanced Crosswalk, Outdoor
reading area
1/23/2023PRINTED ON:
CIP No:B-628 STATUS:Adopted PRIORITY:2/3 PROJECT MANAGER:HRPGREEN PROJECT:No
2022/23Prior Years 2023/24 2024/25 2025/26 2026/27 TotalExpenditure Category
Design/Plan Review $0 $0 $0 $0$100,000 $100,000$0
Construction $0 $0 $0 $0$4,033,012 $4,033,012$0
$4,133,012 $0 $0 $0 $0 $0 $4,133,012Total Cost Estimate:
$0Total Expenditure: Unexpended: $4,133,012 on 1-17-2023
2022/23Prior Years 2023/24 2024/25 2025/26 2026/27 TotalFunding Source(s)
ARPA $2,033,012 ($2,033,012)$0 $0 $0 $0$0
CIP Gen Purpose Rev $2,000,000 $2,033,012 $0 $0 $0 $4,033,012$0
Park Facilities $100,000 $0 $0 $0 $0 $100,000$0
$4,133,012 $0 $0 $0 $0 $0 $4,133,012Total Funding:
www.danville.ca.govCIP85
Projects
282 FRONT STREET - ARTS DISTRICT MAKER SPACE
PROJECT DESCRIPTION AND LOCATION:
DESCRIPTION OF MODIFICATIONS:
Updated funding.
RATIONALE FOR PROPOSED PROJECT:EXPECTED IMPACT ON OPERATING BUDGET:
Additional worker hours required to maintain per year:0
Additional Town direct operating costs per year:$0
PROJECT COST ESTIMATE
This project has been modified from the previous year.
PROJECT APPROPRIATION AND FUNDING
The Parks, Recreation and Arts Commission recommends this an a high
priority parks project. This project is identified in the Parks, Recreation
and Arts Strategic Plan as an important to the Parks, Recreation and Arts
System.
This project includes a comprehensive set of improvements, activities and
arts program strategies to activate the Town Green and Arts District on
Front Street. The Front Street property was specifically identified in the
Town Green and Arts District Master Plan. The project includes a new
building to become a maker space with restrooms, outdoor area including
shade trellises, community tables and other seating.
Purchase of Property $600,000
1/23/2023PRINTED ON:
CIP No:B-629 STATUS:In Design PRIORITY:4 PROJECT MANAGER:HRPGREEN PROJECT:No
2022/23Prior Years 2023/24 2024/25 2025/26 2026/27 TotalExpenditure Category
Site Acquisition $0 $0 $0 $0$600,000 $600,000$0
$600,000 $0 $0 $0 $0 $0 $600,000Total Cost Estimate:
$20,000Total Expenditure: Unexpended: $600,000 on 1-17-2023
2022/23Prior Years 2023/24 2024/25 2025/26 2026/27 TotalFunding Source(s)
ARPA $0 $600,000 $0 $0 $0 $600,000$0
CIP Gen Purpose Rev $600,000 ($600,000)$0 $0 $0 $0$0
$600,000 $0 $0 $0 $0 $0 $600,000Total Funding:
www.danville.ca.govCIP86
Projects
CAMINO RAMON IMPROVEMENTS
PROJECT DESCRIPTION AND LOCATION:
DESCRIPTION OF MODIFICATIONS:
Updated description and increased funding to include SAFETEA-LU
grant.
RATIONALE FOR PROPOSED PROJECT:
Camino Ramon has reached a pavement condition index of 63.
EXPECTED IMPACT ON OPERATING BUDGET:
Additional worker hours required to maintain per year:0
Additional Town direct operating costs per year:$0
PROJECT COST ESTIMATE
This project has been modified from the previous year.
PROJECT APPROPRIATION AND FUNDING
Provide a new pavement surface on Camino Ramon from Kelley Lane to
Fostoria Way.
Provide sidewalk at bus stop locations, pedestrian crossing improvements
(crosswalks and RRFB system for access to bus stops), high-visibility bike
lane and crosswalk striping pavement marking upgrades, and traffic signal
video detection and pedestrian signal upgrades.
This project is eligible for federal grant funding: 2017 OBAG II Local
streets and Roads and Measure J Program 24c.
This project is currently in the bidding phase.
1/23/2023PRINTED ON:
CIP No:C-601 STATUS:Out to Bid PRIORITY:1 PROJECT MANAGER:NNSGREEN PROJECT:Yes
2022/23Prior Years 2023/24 2024/25 2025/26 2026/27 TotalExpenditure Category
Design/Plan Review $0 $0 $0 $0$149,355 $149,355$0
Contingency $0 $0 $0 $0$149,355 $149,355$0
Construction $0 $0 $0 $0$1,754,290 $1,866,175$111,885
$2,053,000 $111,885 $0 $0 $0 $0 $2,164,885Total Cost Estimate:
$150,772Total Expenditure: Unexpended: $1,820,714 on 1-17-2023
2022/23Prior Years 2023/24 2024/25 2025/26 2026/27 TotalFunding Source(s)
Meas J Major St 24c $696,000 $0 $0 $0 $0 $696,000$0
OBAG II LS&R (2017 gr $1,357,000 $0 $0 $0 $0 $1,357,000$0
SAFETEA-LU Grant $0 $111,885 $0 $0 $0 $111,885$0
$2,053,000 $111,885 $0 $0 $0 $0 $2,164,885Total Funding:
www.danville.ca.govCIP109
ROLES & RESPONSIBILITIES OF THE
TOWN COUNCIL, TOWN COMMISSIONS
& TOWN STAFF
Town Council
Danville operates as a General Law City. The Town Council has the power to conduct
Town business and operate in a manner that is consistent with the constitution of the
State of California and the United States of America, while representing the best interests
of the Town and its residents.
The powers and duties of the Town Council are contained in state law and the Danville
Municipal Code. In carrying out their statutory duties, the Town’s elected officials do
the following:
a. Adopt ordinances, resolutions, policies and regulations for the health, safety and
welfare of the Town and its residents and businesses.
b. Establish policies for the effective and efficient delivery of Town services.
c. Establish priorities for the Town Government.
d. Adopt an annual Operating Budget for the Town and the Successor Agency to the
former Community Development Agency; approve a Five-Year Capital
Improvements Program; approve all operating and capital funding appropriations;
and set the annual appropriation limit.
e. Adopt a General Plan, Housing Element and various strategic and master plans as
may be required to plan for facilities and critical infrastructure, and guide the growth
of the Town.
f. Promote good relations with federal, state, county, and other municipal government
agencies. Serve on sub-regional, regional and state-wide boards and committees to
advance and protect the Town’s best interests.
g. Appoint advisory commissions and committees necessary for the efficient and
effective operation of the Town.
h. Exercise legislative oversight over the Town Manager, City Attorney and appointed
advisory commissions and committees.
i. Perform other duties established by ordinance, resolution, contract or regulation.
2
The following sections are excerpted from the Danville Municipal Code:
2-2.8 Internal Relations.
a. Council-Manager Relations. The Town Council and its members shall deal with the
administrative services of the Town through the Town Manager, except for the
purpose of inquiry, and neither the Town Council nor any member shall give orders
or instructions to any subordinates of the Town Manager. The Town Manager shall
take orders and instructions from the Town Council only when sitting in a duly
convened meeting of the Town Council and no individual Council member shall give
any orders or instructions to the Town Manager.
Planning Commission
2-8.2 Duties and Powers of the Commission. The Planning Commission shall:
a. Recommend for adoption by the Town Council a comprehensive long-term general
plan for the physical development of the Town;
b. Recommend for adoption by the Town Council specific plans based on the general
plan and drafts of such regulation, programs and legislation as may in its judgment
be required for the systematic execution of the general plan;
c. Periodically review the capital improvement program of the Town;
d. Recommend a zoning ordinance for adoption by the Town Council;
e. Recommend to the Town Council the approval, disapproval or modification of all
maps or plats of land subdivision in accordance with the Subdivision Map Act;
f. Perform other duties regarding planning, zoning and State law matters prescribed by
the Town Council.
Parks Recreation and Arts Commission
2-10.11 Duties and Powers of the Commission. The Park, Recreation and Arts
Commission shall:
a. Be the primary advisory body to the Town Council on acquiring and developing
park, recreation, cultural, and arts facilities and providing recreation and arts
programs for Town residents;
b. Review the Town's Parks, Recreation and Arts Strategic Plan and recommend steps
to implement or revise the Plan as needed;
c. Hold public meetings, conduct surveys, and use other reasonable methods to
determine community park, recreation, and arts needs and recommend actions to
meet those needs to the Town Council;
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d. Review site plans for public parks, recreation, art, or cultural facilities and
recommend plans and specifications to the Town Council for additions and
improvements;
e. Review and comment on all subdivisions and other development proposals in which
land is proposed for dedication, credit for private open space is requested, projects
on school lands or other significant park, creek, trail, or open space concerns exist;
f. Review and comment on the annual implementation of the Capital Improvement
Program;
g. Recommend to the Town Council for adoption facility use policies including fees,
restrictions, priorities and other concerns and review the adopted policies and fees
annually recommending changes as needed.
h. Consider improvements to the condition of Town recreation facilities annually; and
i. Perform other duties prescribed by the Town Council
Heritage Resource Commission
2-11.12 Duties and Powers of the Commission. The Heritage Resource Commission
shall:
a. Establish criteria and conduct an ongoing comprehensive survey of properties within
the boundaries of the Town in order to identify historically and architecturally
significant improvements and sites that exemplify the cultural, social, educational,
economic, political or architectural history of the nation, State or Town;
b. Establish and maintain an inventory of improvements, sites and areas deemed
deserving of official recognition and to investigate and recommend to the Town
Council the designation of those improvements, sites or areas having special historic,
community or architectural value;
c. Draft and implement a Heritage Resource Ordinance to protect and preserve those
resources to be designated by the Commission;
d. Keep a register of officially designated heritage resources in the Town, including all
information required for each designation;
e. Recommend to the Town Council a list of incentives and promote its use in
encouraging property owners to participate in the heritage resource preservation
program;
f. Advise and assist property owners on the physical and financial aspects of
preservation, renovation, rehabilitation, landscaping or maintenance of any heritage
resource;
g. Develop and adopt standards and specific design guidelines for the alteration,
construction, rehabilitation or removal of designated improvements;
4
h. Review and decide upon applications referred by the Planning Department for
construction, alteration, removal or demolition affecting improvements, as well as
applications for grading, tree removal, or other work to be performed upon sites of
historical significance;
i. Inform and educate the citizens of Danville as to the heritage of the Town and to
encourage their participation in achieving historical and architectural preservation;
j. Investigate and report to the Town Council on the use of various Federal, State, local
or private funding sources and mechanisms available to promote historic resource
preservation in the Town;
k. Cooperate with local, County, State and Federal governments in the pursuit of the
objectives of historic preservation; and
l. Perform such other duties and functions as prescribed by the Town Council.
Arts Advisory Board
2-13.2 Powers and Duties
The Arts Advisory Board shall review and make recommendations to the Parks,
Recreation and Arts Commission and the Town Council regarding: the incorporation of
public art and artistic elements into the Town’s parks and public spaces: the promotion
of performing arts at the Town’s parks, public spacers and the Village Theatre and Art
Gallery; and other matters referred to the Board by the Commission and Town Council.
Design Review Board
2-14.2 Role of the DRB
.
The role of the DRB is to assist the Town Council and Planning Commission in reviewing
and evaluating proposed design, architecture, landscaping and signs to ensure
consistency with the Town’s General Plan, ordinances and adopted design standards and
criteria.
In order to achieve this goal, the DRB shall:
a. Review and make recommendations regarding proposed design, architecture, signs
and landscaping plans submitted along with planning or land use applications to the
Town. The DRB’s recommendations shall be forwarded to the Town Council,
Planning Commission or Planning staff as appropriate;
b. Review and approve proposed signs as provided for in the Town’s sign ordinance;
c. Review and approve design, architecture or landscaping plans as authorized by the
Town Council through ordinance or resolution of the Town Council;
5
d. Review and make recommendations regarding any Town sponsored project as
requested by the Town Council or Town staff.
Senior Advisory Commission
2-15.3 Powers and Duties.
The role of the Senior Advisory Commission is to advise the Town Council on matters
related to:
a. Supporting older adult residents and their process of aging in place;
b. Assessment of the Town’s amenities and services in providing an age friendly city;
c. Assessing services and recreational opportunities available to Danville residents and
visitors of all age groups and abilities;
d. Hold public meetings, conduct surveys and use other reasonable methods to
determine needs of the aging population and recommend actions to advocate for
those needs to the Town Council;
e. Perform such other duties and functions as may be prescribed by Town Council.
Bicycle Advisory Commission
2-16.3 Powers and Duties.
Advise the Town Council on matters related to:
a. Implementation of the Town’s Bicycle Master Plan;
b. Conditions, operations and safety of existing bicycle facilities and other non-
motorized forms of transportation;
c. Review of proposed bicycle-related policies, programs, projects, plans, funding
applications and legislation;
d. Coordination with the public including bicycle-related organizations, the business
community and other local agencies to promote cycling projects and programs;
e. Development and dissemination of bicycle awareness and materials to the
community.
Town Manager
2-2.7 Powers and Duties.
The Town Manager shall be the administrative head of the government of the Town
under the direction and control of the Town Council. The Town Manager shall be
responsible for the efficient administration of all the affairs of the Town. In addition to
general powers as administrative head, and not as a limitation thereon, the Town
Manager shall have the duties and the powers set forth in the following paragraphs:
6
a. Service to and Direction of Town Council. To respond promptly to all requests by the
Town Council for information and advice and see that all Council instructions, orders
and decisions are carried out promptly.
b. Appointment and Removal. Pursuant to Government Code Section 34856, to appoint
and remove, with the approval of the Town Council, all officers and department
heads including the Town Treasurer, but excluding the Town Attorney. The Town
Manager shall either appoint, remove, promote or demote all other Town employees
or approve their appointment, removal, promotion or demotion subject to all
applicable personnel rules and regulations which may be adopted by ordinance or
resolution by the Council.
c. Authority Over Employees. To control, order and give directions to all heads of
departments and to subordinate officers and employees of the Town under the Town
Manager’s jurisdiction through their department heads.
d. Budget. To prepare and submit the proposed annual budget and the proposed annual
salary plan to the Town Council and, upon approval of the Town Council, to
administer the budget and salary plan.
e. Expenditure Control and Purchasing. To see that no expenditures shall be submitted or
recommended to the Town Council except on approval of the Town Manager or
authorized representative and to be responsible for the purchase of all equipment and
supplies for all the departments or divisions of the Town subject to Council policy.
f. Contracts. To negotiate all contracts for services for which the Town has a service
responsibility to its residents and desires to provide such service by contract. The
contract shall be approved by the Town Council. After the Council approves the
contract, it shall be the duty of the Town Manager to administer the contract and
determine that its provisions are carried out. The Town M anager shall report to the
Council at such times as the Council may direct on the performance of the contractor.
g. Financial Reports. To keep the Town Council at all times fully advised as to the
financial condition and needs of the Town.
h. Policies. To recommend to the Town Council such policies which, in the judgment of
the Town Manager, are worthy of consideration by the Town Council.
i. Administrative Reorganization. To conduct studies and effect such administrative
reorganization of services, offices, positions or units under the Town Manager’s
direction as may be indicated in the interest of efficient, effective and economical
conduct of the Town’s business.
j. Investigations and Complaints. To make investigations into the affairs of the Town and
any department or the proper performance of any obligations of the Town and to
7
investigate all complaints in relation to matters concerning the administration of the
Town government and in regard to the service maintained by public utilities.
k. Law Enforcement. To enforce or cause to be enforced all laws and ordinances of the
Town and to see that all franchises, contracts, permits and privileges granted by the
Town Council are faithfully observed.
l. Public Property. To exercise general supervision over all public property which is
under the control and jurisdiction of the Town Council.
m. Attendance at Council Meetings. To attend all meetings of the Town Council unless
excused therefrom by the Mayor or the Town Council.
n. Additional Duties. To perform such other duties and exercise such other powers as may
be delegated from time to time by ordinance or other official action of the Town
Council. (Ord. #10, §2-207; Ord. #89-13, §1)
MEMO
From the desk of . . .
Joe Calabrigo, Town Manager
Date: March 13, 2023
To: Town Commissioners & Appointees
Subject: Town Council Guidelines/Training
The Town Council has developed a set of guidelines that serve as the protocols under
which they have agreed to operate. These are reviewed and discussed annually, and
updated as necessary. By agreeing to operate in a way that is consistent with these
guidelines, the Town Council is placing a high priority on how they conduct themselves
as members of an elected body, rather than focusing exclusively on outcomes.
As in past years, the Town Council has asked staff to share these guidelines with all of
our appointed Commissioners and Board Members. Sections A-D under “Norms and
Commitments” bear relevance for each of our appointees in terms of Council’s
expectations and what each of you should be able to expect from one another in
conducting the business that comes before your respective bodies, and in your dealings
with the Town staff.
Please feel free to let me know if you have any thoughts or questions on this information,
or if you have any interest in using this to tailor something more specifically for your own
commission.
TOWN COUNCIL GUIDELINES
1
PURPOSE
These Town Council Guidelines were initially drafted by the Town Council in 2003, for
the purpose of establishing parameters that would be used to guide Council conduct and
support positive governance. The efficacy of these ground rules is entirely dependent
upon the personal commitment made by each council member. These Guidelines are
revisited and reviewed annually by the Town Council to allow for discussion of changes
or updates that the Council feels may be warranted.
I. 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
II. VALUES
The top three values identified by the Town Council are:
1. Honesty, Integrity, Trust, Ethics
2. Leadership/Clear Direction/Vision
3. Fiscal Responsibility
III. EXPECTATIONS, NORMS & COMMITMENTS
A. For meetings:
1. Be prepared; read the packet thoroughly before the meeting.
2. Ask questions or provide questions of staff in advance of the meeting so staff
can prepare.
3. Give credit and positive feedback.
4. Challenge issues rather than personalities; don’t criticize fellow council
members.
5. Be mindful of negative body language; eye rolling; audible sighing.
6. Give speakers three minutes without responding; make sure due attention is
given. Show respect.
3
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. Councilmembers may
request placement of items on the agenda, but only the Town Council may
direct placement of items. Video recordings of public meetings constitute a
public record and cannot be edited.
11. Each councilmember has the opportunity to be heard and to present their
respective views. Once a matter has been discussed and the Town Council
renders 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 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.
13. At the conclusion of study sessions or regular meetings, the Town Council
will summarize and clarify direction (action items/next steps).
B. In General:
1. 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 councilmembers to provide similar
information.
2. 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.
C. When dealing with the Town Manager and staff…
1. Treat staff as professionals; don’t 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.
2
3. 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.
4. As an individual council member, 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. 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.
9. 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 councilmember 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)
D. When dealing with media and public…
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.
3
E. When representing the Town in other forums…
1. Present and support decisions or positions made by the full Town Council
– e.g. "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. The 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/coordinates
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
councilmembers 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 councilmember 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:
2023 – Robert Storer 2026 – Renee Morgan
2024 – Karen Stepper 2027 – Newell Arnerich
2025 – Dave Fong
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
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each new councilmember received (highest # of votes goes first, etc.)
Incumbent councilmembers move up by a number of years equivalent
to the number of new councilmembers 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 incumbents 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.
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I. Follow up Actions
The Town Council may re-visit these guidelines annually 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 (Resolution No. 17-2006)
2022 TC Guidelines – updated 2/11/2022
6
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 &
TOWN 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.
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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.
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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.
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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 cooperatively
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.”
TOWN OF DANVILLE CHRONOLOGY
Year Town Council Significant Accomplishments
1982 John May - Mayor *Danville incorporated as a General Law City effective July 1, 1982
Beverly Lane *First Town Council elected
Richard McNeeley *First Town Offices located on Diablo Road
Doug Offenhartz *Town Planning Commission established
Susanna Schlendorf *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
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
Year Town Council Significant Accomplishments
1986 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
*Town Meeting Hall and Village Theatre 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
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
Year Town Council Significant Accomplishments
1990 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
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
Year Town Council Significant Accomplishments
1994 *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 *California Meadows annexation approved
*First Hot Summer Nights Car Show
*North entry to Downtown completed
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.
Year Town Council Significant Accomplishments
1998 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 *Diablo Vista Park renovation - parking lot expansion
Mike Shimansky *First sythetic turf field installed at Diablo Vista Park
Dick Waldo *Neighborhood Traffic Management Program (NTMP) established
Newell Arnerich *Measure S passed by voters
*Danville Square Development Agreement approved
*Police - School Resource Program established
*Town Council election
*2000 population - 41,519
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
Year Town Council Significant Accomplishments
2003 Millie Greenberg/Candace Anderse *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
*Town Council election
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
Year Town Council Significant Accomplishments
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
*"Shop Danville" marketing campaign launched
*Town Council election
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 *2010 population - 42,039
Robert Storer
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
Year Town Council Significant Accomplishments
2011 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 lights, trash cans, decorative x-walks) installed
Robert Storer *SRVUSD/Town San Ramon Valley High School Pool partnership
Mike Doyle *Synthetic turf replaced at Sycamore Valley Park
Karen Stepper *Tassajara Ranch Drive renovation project completed
Renee Morgan *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
2013 Newell Arnerich - Mayor *2030 General Plan adopted; Sustainability Action Plan adopted
Robert Storer *Danville South Park renovation project completed
Mike Doyle *"Danville Connect" CRM system implemented
Karen Stepper *Right of Way acquisition for N. Hartz Beautification project completed
Renee Morgan *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
Year Town Council Significant Accomplishments
2016 Karen Stepper - Mayor * first "green bike lanes" on Danville Blvd. installed
Renee Morgan *279 Front Street property acquired for Village Theatre Parking Lot Expansion
Newell Arnerich *Comprehensive Economic Development Plan adopted
Robert Storer *Sycamore Valley Park bocce ball expansion completed
Mike Doyle *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 student parking lot completed at SRVHS
*Town Green Master Plan adopted
*2019 population - 45,270
Year Town Council Significant Accomplishments
2020 Karen Stepper - Mayor *Coronavirus pandemic; Zoom Meetings
Lisa Blackwell *Voters approve Magee Preserve
Renee Morgan * Forward Focus Grant Program
Newell Arnerich *Temporary LUPs for outdoor seating/operations
Robert Storer *Danville named Safest City in California for 2019
*"Riverwalk" aparetment project completed
*Lisa Blackwell retires; David Fong elected to Town Council
2021 Renee Morgan - Mayor *ARPA of 2021 - Town awarded $10.6 million
Newell Arnerich *Outreach efforts for new Housing Element Update
David Fong *Town appeals RHNA to ABAG
Karen Stepper *Town support for Business Community through various means
Robert Storer *Friendship City with Danville, Kentucky
*Danville named Safest City in California for 2020
*Townwide Bicycle Master Plan adopted
2022 Newell Arnerich - Mayor *Bicycle Advisory Commission formed
David Fong *Fiscal recovery from COVID complete
Renee Morgan *Town moves into new Town Offices at 500 La Gonda Way
Karen Stepper *Town adopts new Downtown Master Plan
Robert Storer *Danville named Safest City in California for 2021