HomeMy WebLinkAbout030424 - 03.1 - Annual Planning & Goal Setting Workshop Packet 2024 DANVILLE TOWN COUNCIL
ANNUAL PLANNING AND GOAL SETTING WORKSHOP
DANVILLE TOWN COUNCIL - SPECIAL MEETING
ANNUAL PLANNING AND GOAL SETTING WORKSHOP
Friday, February 2, 2024
8:30 a.m.
Crow Canyon Country Club, 711 Silver Lake Drive, Danville
Any document provided to a majority of the members of the Town Council 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 5:00 p.m. on 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.
AGENDA
1. 2023 Highlights and Outcomes
2. Mid-Year 2023/24 Operating Budget Update
3. Mid-Year 2023/24 Capital Improvement Program Update
4. Economic Development Strategies
5. Lighting and Landscape District Update
6. Community Outreach Efforts
7. Other Business and Updates
Town Council Guidelines
Annual Council/Commission Workshop
Business, Commission and Code Enforcement Updates
DocuSign Envelope ID: 90BBB2A3-397D-4464-970F-8FD1D7CB920B
DANVILLE TOWN COUNCIL
AGENDA
FEBRUARY 2, 2024
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 90th 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: 90BBB2A3-397D-4464-970F-8FD1D7CB920B
February 2, 2024
TO: Mayor and Town Council
FROM: Joseph Calabrigo, Town Manager
SUBJECT: Annual Town Council Planning and Goal Setting Workshop
Attached are the agenda and materials for the annual Town Council Planning and
Goal Setting Workshop scheduled for Friday, February 2, 2024. The workshop
will be held in the Eugene O’Neill Room at the Crow Canyon Country Club.
We plan to serve breakfast at 8:00 a.m. and begin the workshop at 8:30 a.m. Lunch
will be served from noon to 1:00 p.m. and refreshments will be available
throughout the day.
The workshop agenda is subject to fine tuning per the preference of the Town
Council. Additional items that the Council may wish to discuss may be brought
up under “Other Business and Updates.”
Staff in attendance will include the Town Manager, Department Heads and key
staff related to the agenda topics. There are several issues that are expected to
warrant in depth discussion and feedback from the Town Council. With this in
mind, any issues that cannot be adequately covered will be scheduled for
discussion at one or more Town Council Study Sessions in February and March
2024.
Please contact me prior to February 2 if you have any questions related to the
information provided, or for any other needs you may have to make this day as
productive as possible.
Staff looks forward to this opportunity to assist the Town Council in identifying
potential challenges, opportunities, and strategies to ensure that the Town
government continues to operate as effectively as possible.
2023 HIGHLIGHTS & OUTCOMES
The Annual Planning and Goal Setting Workshop provides an opportunity for the
Town Council to reflect on prior year highlights and outcomes that support the
Town’s mission to deliver superior municipal services that make people’s lives better.
OVERVIEW On February 21, 2023, the Town ended the declared local State of Emergency that was
declared on March 17, 2020, at the outset of the world-wide Coronavirus pandemic.
A second declaration of Local Emergency was necessitated due to significant public
and private property damage resulting from a series of severe storms that occurred
on December 31, 2022 and in the weeks following. The magnitude of storm damage
was such that the majority of 2023 was devoted to recovery efforts. All remediation
work was completed by the end of November, at a total Town cost of $5.1 million.
This second state of emergency ended on December 3, 2023. The combination of these two extraordinary events has significantly shaped the
Towns actions and operations over the past four years. Though different in nature,
each emergency taxed the Town in various ways, and the prompt, decisive actions
taken were critical to successfully navigating the economic and physical impacts
wrought by both events.
DISCUSSION The 2023 Annual Planning and Goal Setting Workshop held on February 3 focused
on Town recovery efforts, ongoing efforts to maintain the highest level of community
safety and fiscal health, completion of the 2023-31 Housing Element process, a
growing list of capital and capital maintenance needs, advancing efforts to implement
the new Downtown Master Plan, design and construction of the new Diablo Road
Trail and continuation of an ambitious Pavement Management efforts. Efforts continued throughout the year to secure approval from the State Department
of Housing and Community Development (HCD) for the 2023-31 Housing Element
that was approved by the Town and submitted in January. Several rounds of
discussions and edits were required per direction provided by HCD. Despite these
efforts, the Town had yet to achieve HCD certification by the end of the year.
Subsequently, the Town was informed of HCDs acceptance in January of 2024, a full
year after the initial submittal of the Housing Element to HCD.
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The Town Council continued downtown improvement efforts with the goal of further
improving and activating downtown spaces to further increase patronage and
support the business community. Upon completing the new Downtown Master Plan,
“catalyst” projects were selected as the initial plan components for construction. The
design development phase of the project was initiated, and plans were developed up
through the construction document phase. In mid-December the project went out to
bid, setting up an award of contract with construction primed to begin with the arrival
of spring 2024.
The Town continued to take steps to support and assist local businesses in a variety
of ways. A “Business Boost” grant program was developed utilizing Cares Act funds
previously obtained by the Town and the Town allocated $200,000 to support 60
different businesses and the local Chamber of Commerce. An additional $24,000 in
Business Promotion Funds were used to support initiatives that boosted the visibility
and success of over 100 local businesses. Community event sponsors brought forward a scaled back calendar of live,
community events, highlighted by the annual July 4 parade, the Hot Summer
Sundays Car Show, and the Annual Holiday Tree Lighting. Other Chamber
sponsored smaller scale activities such as “Sip and Stroll” events, and a health and
wellness fair enjoyed varying degrees of success and left the door open to consider
other types of new events that could be considered to further enliven and drive traffic
downtown. The Town Council considered and adopted a new Community Events
Policy that set forth the process through which this could occur. The Town also
sponsored and staged four “Music in the Park” concerts. Legislatively, the Town Council continued advocacy efforts both directly and through
the Tri-Valley cities coalition, aimed at the state and federal levels. Areas of focus for
advocacy include: Transportation and Infrastructure; Climate, Environment, Health
and Safety; Economic Development; Affordable Housing and Homelessness; Mental
Health and Fiscal Sustainability. Community outreach efforts continued through implementation of a new Outreach
Strategy that included updating social media handles, consolidating social media
accounts, using a Communications Liaison group to market projects, programs and
activities and implementing logo changes to strengthen and consolidate the Town
brand. The DanvilleTownTalks website continued to share information about key
subjects and issues, and solicit citizen engagement and several video sessions of
Town Talks with the Mayor were hosted, each presenting discussions on topics of
interest to residents. The Town’s fiscal condition remained positive despite unanticipated costs arising
from the devastating winter 2022/23 storms. The Town closed the books on the
2022/23 fiscal year with a positive $2.95 million General Fund balance.
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The Police Department continued their efforts to combat increases in property crimes
and improve traffic safety. The 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 2023
Emergency Preparedness and Response
• On February 28, ended the declared state of local emergency related to the
Coronavirus pandemic which had been in place since March 17, 2020.
• On January 3, declared a local state of emergency due to flooding and mudslides
experienced in several neighborhoods as a result of an atmospheric river that hit
the San Francisco Bay Area on December 31, 2022, causing approximately $5.1
million in damage to public property.
• Initiated several emergency repair projects and recovery efforts necessitated by
the December 31, 2022 storms, including the emergency replacement of a failing
12-foot diameter culvert on Diablo Road, reconstruction of approximately three
hundred feet of creekbank along San Ramon Creek adjacent to Front Street and
replacement of an 18-inch diameter storm drain line on East Linda Mesa Avenue.
The culvert replacement was completed in 24 days.
• Applied to the Federal Emergency Management Agency (FEMA) and the Federal
Highway Administration to qualify for up to $4.5 million in public assistance
related to emergency repair and recovery costs attributable to the declared state of
a local emergency due to the December 31, 2022 storms.
• Provided approximately 45,000 sandbags for residents to assist with storm
response efforts.
• Provided frequent, timely, and accurate messages to residents related to the winter
atmospheric rivers and their aftermath. Messages from the Town were viewed
over 127,903 times on social media in January 2023. Frequent communication
helped keep residents safe and informed during a difficult time.
• On December 3, ended the declared state of local emergency related to flooding
and mudslides caused by the atmospheric river that hit the San Francisco Bay Area
on December 31, 2022.
• 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.
Legislative
• Continued to ensure the ongoing fiscal health of the Town by adopting a balanced
2023/24 operating budget. Maintained strong reserves and sustainable ten-year
forecasts.
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• Resumed live public commission meetings, replacing the remote (ZOOM) format
previously in use between 2020 - 2022.
• Worked directly and with the Tri-Valley Cities Coalition to update the Tri-Valley
Cities 2022 Legislative Framework and advocate for changes to legislation in a
manner that benefits Danville.
• Initiated a feasibility study to consider changes and updates to the Town-wide
Lighting and Landscape Assessment District which supports ongoing
maintenance of Town parks, buildings, roadside landscaping and street lighting,
and contributes to the Town’s overall quality of life and property values.
• Presented monthly legislative updates during regular Town Council meetings.
• Concluded the year with the 41st Annual Mayoral Installation and Community
Service Awards.
• Successfully recruited for, interviewed, and filled several Commission, Board and
position vacancies.
Administration & Finance
• Continued to implement and administer the American Rescue Plan Act including
compliance with all reporting requirements set forth by the U.S. Department of the
Treasury for the $10.6 million in local recovery funds awarded to the Town.
• Coordinated the preparation of the 2023/24 Operating Budget and Capital
Improvement Program for presentation to and consideration by the Town
Council.
• Coordinated with Emergency Services to provide all required applications,
processing and monitoring related to the $4.5 million in requests for public
assistance submitted to the FEMA and the FHWA related to emergency repair and
recovery costs attributable to the declared state of local emergency due to the
December 31, 2022 storms.
• Completed the 2022/23 Annual Comprehensive Financial Report (ACFR),
realizing a positive $2.95 million General Fund balance.
• Received Government Finance Officers Association recognition for excellence in
financial reporting for a twenty-first consecutive year.
• Maintained numerous highly successful interagency partnerships to better serve
and support the community.
Economic Development & Community Events
• Developed and produced the sixth annual Holiday Gift Guide, a comprehensive
guide to holiday shopping in Danville, featuring local businesses and products.
• Utilized $180,000 in federal Cares Act funds received by the Town to award 60
Business Boost grants designed to support local businesses through their recovery
from the Covid-19 pandemic.
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• Approved 10 Business Promotion grants totaling $24,000, to support initiatives
that boost the visibility and success of over 100 local businesses.
• Continued partnerships with Danville Area Chamber of Commerce, Museum of
the San Ramon Valley & Eugene O'Neill National Historic Site (NPS), i-GATE,
Innovation Tri-Valley, East Bay Economic Development Alliance, Visit Tri-Valley.
• Worked with the Pacific Coast Farmers’ Market Association to identify ways to
boost market performance to pre-pandemic levels and remain competitive with
other local markets.
• Hosted community events attracting over 50,000 attendees, including the Devil
Mountain Run, Kiwanis-Danville 4th of July Parade, Hot Summer Sundays Car
Show and Lighting of the Old Oak Tree.
• Adopted a new Community Events Policy to assist with reviewing and approving
requests for community event support.
Police and Emergency Services
• Named safest city in California by several online sources, including
Propertyclub.com, ADT.com, and isoldmyhouse.com. This designation is based
on factors such as reported crime data, community amenities, and overall quality
of life. These assessments include all cities with more than 30,000 residents.
• Enhanced public safety by equipping seven police patrol vehicles with "StarChase"
pursuit mitigation devices, which allow officers to tag fleeing vehicles with GPS
trackers, reducing the risks associated with high-speed police pursuits.
• Collaborated with various mental health agencies, including A3
(Anyone/Anywhere/Anytime), MHET (Mental Health Evaluation Team), and the
San Ramon Valley Public Safety Mental Health Program to reduce incidents of
mental health distress within the community.
• Continued the Police Chief’s "10-8 program," a weekly live video podcast,
providing opportunities for residents to engage and interact with law enforcement
via Facebook and YouTube.
• Achieved a 100% juvenile diversion success rate, with all 14 juveniles referred to
the program successfully completing it and avoiding further criminal activity. This
marks a positive step in reducing juvenile recidivism.
• Closed 2023 with 300 reported Part 1 crimes, a 3.5% increase over 2022, but at least
a 6% decrease from any pre-pandemic year and 15% lower than the 10-year
average reported Part 1 Crime total. Violent crime more than doubled from 10
Reported Part 1 Violent crimes in 2022 to 23 in of 2023.
• Continued to utilize a variety of outreach methods to reach the community and
help prepare residents for all types of community hazards, including Recess
with the Cops, Coffee with the Cops, in person Citizens Academies for adults and
youths, Special Olympics Events, and Toys for Tots fundraisers.
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• Closed 2023 with 276 reported collisions, a 20% increase from 230 in 2022. The 10-
year average collision rate is 275. There was one fatal collision in June 2022.
Community Outreach
• Launched a monthly email newsletter to over 4,000 subscribers providing
subscribers with information about upcoming events, local businesses, and other
news and resources, helping to build a strong connection with the Danville
community and support local businesses.
• Continued to promote and grow www.danvilletowntalks.org as a convenient and
easy way for the community to stay informed and participate in the issues that
matter to them including: the 2023 – 31 Housing Element Update and the
Downtown Master Plan Update.
• Continued social media efforts including Nextdoor, Twitter, Instagram, and
Facebook, to highlight Town programs and essential local information.
• Continued the “Town Talks with the Mayor” program to provide a way for
residents to connect with the mayor and other 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
activities and public safety to approximately 20,000 Danville households.
Sustainability
• 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.
• Reduced water usage to maintain Town parks and roadsides by 19% and 14% over
the prior year.
• Continued efforts to implement SB 1383, adopted in 2022, which is aimed at
reducing disposal of organic materials generated through various Town activities
and services.
Capital Improvement Program
• Constructed several emergency repair projects necessitated by the severe winter
2022/23 storms, including replacing a failing 12-foot diameter culvert on Diablo
Road, reconstructing approximately 300 feet of creekbank along San Ramon Creek
adjacent to Front Street and replacing an 18-inch diameter storm drain line on East
Linda Mesa Avenue.
• Completed design work for the Downtown Master Plan Catalyst projects; took the
project out to bid in December 2023.
• Constructed the Camino Ramon Improvements project.
• Constructed the Loch Lomond, Starview, and Westridge Trash Rack projects.
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• Constructed the Sycamore Valley Road Park & Ride bioretention and pedestrian
improvements.
• Constructed the Oak Hill Park playground replacement project.
• Replaced 5.5 acres of synthetic turf athletic fields at Sycamore Valley Park.
• Completed design and began construction of the El Pintado Loop Pavement and
Drainage Improvements project.
• Completed the schematic design work for the Diablo Vista Park playground and
multi-use skate park.
• Continued the design for the San Ramon Valley Boulevard Improvements project.
• Completed the first phase of the Town-wide Storm Drain Master Plan.
• Completed environmental work for Diablo Road Trail Improvements project and
initiated project design.
• Continued the design work for the $6 million project to replace the La Gonda Way
bridge at Danville Boulevard.
Development Services
• Continued efforts to work with State HCD to achieve a state-certified 2023 – 2031
Housing Element.
• Processed 162 planning applications, ranging from variances and land use permits
to subdivisions and development plans.
• Issued 2,689 building permits (83 percent of which were received online),
conducted 2,183 plan checks and 7,897 building inspections.
• Processed 548 encroachment permits for private or utility-related construction
activity within the public right-of-way.
• Opened and facilitated the resolution of 295 code enforcement cases, more than
doubling the case load from the prior year.
• Initiated work on Tri-Valley Transportation Plan/Action Plan for Routes of
Regional Significance update (TVTC & SWAT)
• Completed design of the Rectangular Rapid Flashing Beacons at four locations.
• Completed Phase I of the Townwide Traffic Signal Modernization project and
begin design of Phase II consisting of the federal-funded portion of the project.
• Completed replacement of five traffic signal battery back-up systems
• Completed a Local Roadway Safety Improvement Plan.
• Received $611,000 in State grants for Traffic Signal Modernization project.
• Received $109,000 State grant for the Downtown Masterplan Catalyst Project.
• Continued the Neighborhood Traffic Management Program, installing radar
speed display signs at 8 locations, and traffic calming improvements on
Greenbrook Drive and Paraiso Drive.
• 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.
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• Continue implementation of Townwide Bicycle Facility Improvements
Maintenance Services
• 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, Maintenance staff and
contractors responded to clear over 1,200 yards of mud and debris from
approximately three miles of public streets while assisting private property
owners and HOAs where feasible.
• 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 and the winter rains. Completed the
annual creek cleaning prior to October 15 utilizing in-house and contract
personnel with the goal of preventing damage to public and private property.
• 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.
• Converted lighting at the Library and Danville Community Center to LED for
energy conservation.
• Partnered with the County Library to renovate the children’s reading area in the
Danville Library, including new flooring, paint and furniture.
• Completed a drainage improvement project on Van Patten Drive to eliminate
recurring flooding on the street.
Recreation, Arts, and Community Services
• 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 2023 season.
• Considered options for how and where to construct additional pickleball courts to
meet high community demand.
• Collaborated with other departments and the DACC to help promote Economic
Development to include local businesses in events like: May the 4th Be With You,
Book Benches public art display, and the Amazing Race.
• Continued to feature and promote public art through a series of exhibits at the
Village Theatre & Art Gallery.
Attachment – Notes from 2023 Planning and Goal Setting Workshop
2023 ANNUAL TOWN COUNCIL PLANNING
& GOAL SETTING WORKSHOP
MEETING NOTES AND OUTCOMES
Friday, February 3, 2023, 9:00 a.m.
Crow Canyon Country Club
2022 Highlights & Outcomes
The Town Council reviewed and discussed Highlights & Outcomes from the past year. The
following items were noted from the report:
• J. Calabrigo highlighted the office move, COVID rebound efforts and return to in-
person meetings.
• Mayor Storer noted that the 3-year COVID program of adaptation and change was
well managed; and noted that Housing Element outreach efforts were successful.
• Vice-Mayor Stepper voiced her appreciation for staff; and the breadth of attendance
to the Open House, from people who had been involved for a long time to newcomers
to Danville.
• Councilmember Fong complimented staff on their efforts in emerging from the
pandemic; highlighted the personal connection the Town has with the community;
and appreciates the use of social media from the Town and Police Department.
• Councilmember Arnerich commended the community outreach around the Housing
Element; the efforts on the Downtown Master Plan and evolution of parklets
throughout COVID and recovery; and highlighted the storm efforts by Maintenance
and Engineering. Appreciated how well prepared the infrastructure was, and the
response.
• Councilmember Morgan appreciated the 10-8 Police Department program and Town
Talks continuing public outreach; highlighted the federal grant for the traffic signal
modernization program; and lauded the efforts of Maintenance and Engineering for
storm response.
Storm Recovery Efforts
• D. Casteel and S. Jones provided a special Storm Recovery Report.
o Outlined staff and contractor work on debris removal from streets as well as
pothole repair.
o Continue to inspect trash racks, drains, and inlets. Facilities are in good shape
and functioning properly.
o Have put more than 2,000 staff hours in Maintenance along on storm recovery.
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• Councilmembers requested updates and messaging regarding FEMA assistance.
o J. Calabrigo confirmed that FEMA has indicated that Danville residents qualify
for assistance and confirmed Town will share this to the community.
o J. Calabrigo described efforts the Town has made to bring FEMA aid to
residents, and confirmed that the Town would remind HOAs and homeowners
annually about creek maintenance.
• S. Jones confirmed Flood Control is evaluating all the creeks to determine capacity.
• S. Jones provided an update on Front Street erosion repair; Councilmembers
discussed options including one-way traffic and additional repairs for Front Street.
Councilmember Fong asked for the Front Street decision to be agendized.
• S. Jones provided an update to Diablo Road repairs. A culvert built in 1960 is failing
and needs to be replaced. Temporary fixes are in place, and construction can begin in
3-4 weeks. Replacement is expected to cost $1.75 million and take 3-4 weeks.
o Council discussed costs and timing for the project; staff made
recommendations for starting during Spring Break. J. Calabrigo confirmed that
staff would develop an outreach plan to include postcards to affected homes
and roadside signage in advance of the closure.
Mid-Year 2022/23 Operating Budget Update Town Council accepted the Mid-Year Operating Budget Update, and discussed the
following:
• J. Calabrigo confirmed that pandemic is in the rearview, but we expect to see impacts
of inflation in near term.
o Mid-year revenues continue to outpace the forecast; expenditures expected to
increase with increased utility and contractor costs to the Town; and operating
costs for storm repair are estimated at $500K to $1 million.
• J. Calabrigo noted expected increases in outside legal support, staff cost and contract
costs for police services.
• Councilmember Fong questioned revenue trends over the past year, and impacts of
increased operations costs on small business.
o J. Calabrigo confirmed sales tax revenues have outpaced budget: $7 million as
of Q3, budget is $6 million; restaurants are up 8% quarter-over-quarter.
Mid-Year 2022/23 Capital Improvement Program Update
Town Council accepted the Capital Improvement Program update, and discussed the
following:
• J. Calabrigo confirmed that some projects have been accelerated, while others have
extended timelines due to inflation and labor costs.
• S. Jones provided updates on projects, as noted in report. Additional discussion:
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o Downtown Master Plan 30% plans will be reviewed at February 14 meeting.
o Storm drain master plan approval is on the agenda for February 7.
o Multi-sport skate park may be underfunded based on requested features and
costs of recent improvements to other play areas.
o Town Green project should be on budget, may need to prioritize elements in
the final design.
o Mayor Storer asked about acquiring the Maker Space property; J. Calabrigo
confirmed purchase only needs a Council resolution.
o J. Calabrigo confirmed that some of the overlay work for San Ramon Valley
Blvd. will cost more than estimated, and the budget may need to be increased.
o J. Calabrigo mentioned the La Gonda Way bridge replacement would take 18
months; S. Jones confirmed that the bridge is too narrow, but safe.
• J. Calabrigo confirmed that resources would limit adding any new or additional
projects over the next two years, and addressed projects that have been suggested but
are not CIP:
o Sycamore Valley Road re-paving between Camino Ramon and Camino
Tassajara would be an estimated $3.5 million.
o 510 La Gonda Way would be used for housing in Housing Element; will need
to go through surplus lands process.
• Police Services Update - J. Calabrigo asked if Council had any questions for Chief
Shields.
o Councilmembers asked about recent incidents and investigations, including a
home burglary in which security camera video was shared and recent negative
press around law enforcement.
Regional, State and Federal Legislative Update
Town Council accepted the Legislative Advocacy report, and discussed the following:
• Tri-Valley Cities took part in adding substantive amendments in several bills.
• Worked with regional rail authority and $5 million allocation to complete Valley Link
project.
• Outlined factors to watch in 2023:
o High turnover in Assembly and Senate; many new members; opportunity to
educate new members and staff about our community.
o Potential leadership changes in Assembly and Senate leadership.
o State budget deficit of $22 billion
• Focus of legislature will include homelessness, water quality, water supply; public
safety will continue to be a bipartisan issue, addressing fentanyl crisis and increased
crime levels in communities.
• Behavioral health will be a focus with bipartisan support.
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• Discussion of potential legislation regarding electricity generation and green energy;
confirmed that the activity and funding may be more on the regulatory side than
legislative.
Service Delivery – Moving Forward Post COVID 19 Town Council accepted the Service Delivery report, and discussed the following:
• T. Williams highlighted three main observations post-pandemic: increased electronic
communications, desire for residents to engage on large projects, and the need for
retaining talented specialized staff.
• Discussion of potential hybrid meetings included options to have only members of
the public attend online; having Council test any new processes; and how other cities
are holding their meetings.
• Councilmember Arnerich mentioned he would like to see hybrid meetings use the
same system as CCCA, which works seamlessly.
o J. Calabrigo confirmed that we want to confirm the Council’s interest before
embarking on changes for hybrid meetings.
• Vice-Mayor Stepper asked if hybrid would apply to the body members as well as the
public.
o J. Calabrigo confirmed that this would be for the convenience of the public, not
the body.
• Discussion of virtual vs. hybrid vs. in-person, including how other commissions and
cities are holding their meetings. Council confirmed that they would like staff to bring
back a presentation with costs and options to a study session in the future.
• Councilmember Arnerich initiated discussion about work schedule flexibility and
impacts to response times and service delivery. J. Calabrigo confirmed that flexibility
is needed for recruiting and retention of staff. Discussion included monitoring
productivity, evaluating job roles for potential remote work; allowing flexibility to
expand talent pool; and researching other cities’ practices.
Other Business and Updates
• Mayor Storer asked about the annual council/commission workshop; J. Calabrigo
outlined the purpose and history; Council discussed potential format changes.
MID-YEAR 2023/24
OPERATING BUDGET UPDATE
INTRODUCTION The Annual Planning and Goal Setting Workshop provides an opportunity for the
Town Council to review the Town’s finances at the midpoint of the fiscal year. This
review includes changes to revenues, expenditures, or other factors having the
potential to materially change the budget or the ten-year forecast. Development of the annual operating budget starts with a comprehensive staff review
of services, programs and activities needed to serve the community for the upcoming
year, supported by a detailed analysis and forecast of revenues by source. A draft
budget is subject to a detailed review by the Town Council during a series of public
meetings. Once adopted, the budget can be subject to revenue or expenditure changes
driven by factors as broad as the overall economy or as specific as changes in a single
service area, or an unanticipated emergency. Once adopted, the budget and all Town
finances are closely monitored on an ongoing basis. The mid-year update identifies potentially significant deviations from the adopted
budget and recommends revenue or expenditure adjustments that may be required.
The formal mid-year financial report will be presented to the Town Council for
consideration at the February 20, 2024, Town Council meeting. As of December 31, 2023, revenues are tracking ahead of the approved budget
forecast, while overall expenditures are on track to finish the fiscal year within
budget. The Town’s overall fiscal condition remains strong, and the Town expects to
finish the fiscal year on a positive note.
BACKGROUND Between March 2020 and December 2023, the Town continuously operated under a
declared local State of Emergency, for what became an unprecedented time in
Danville’s history. Initially declared at the outset of the world-wide Coronavirus
pandemic, a second declaration of Local Emergency was necessitated due to severe
winter 2022/23 storms that required extensive recovery and repair operations. All
told, the Town expended over $5.7 million to remediate the effects of these storms.
Although the nature of each emergency was different, each event taxed the Town in
various ways. Prompt and decisive action allowed the Town to successfully navigate
the economic and physical impacts wrought by both events.
2
Economic recovery has been bolstered by strong property values that continue to
increase property tax revenue, which is the Town’s largest revenue source. Various
factors including growth in online commerce drove sales tax revenue to an all-time
high by the end of 2022. However, revenues have now experienced a year over year,
decline for three straight quarters. While sales tax revenues continue to outpace
budget projections, revenue growth is expected to be below historical averages for the
fourth quarter of 2023 and most of 2024. This is attributable to reduced consumer
demand and a potential recession. While the possibility of a recession should not be
ignored, continued low unemployment and tight labor markets indicate that a severe
downturn is unlikely. Since 2020, the Town has benefitted through receipt of federal assistance in the form
of the Cares Act of 2020, the American Rescue Plan Act (ARPA) of 2021 and
anticipated public assistance from the Federal Emergency Management Agency
(FEMA). In all, a total of approximately $13.0 million in federal assistance has been
or will be received. These funds, combined with other measures taken have allowed
the Town to provide consistent ongoing services and provide needed funds to
community partners, while continuing to devote resources for high priority capital
improvements.
Ten-year forecasts covering 2023/24 through 2032/33 see the Town charting a fiscally
sustainable course subject to the ability to increase Town-wide Lighting and
Landscape Assessments for the first time in more than twenty years. Assessment
revenues are used to maintain Town parks, roadsides and street lighting. Having now emerged from the pandemic and recovery from the winter 2022/23
storms, new fiscal challenges are expected to be driven by a variety of factors. The
economy continues to be affected by inflation, high interest rates, oil prices and stock
market volatility. There is ongoing geopolitical instability as a result of the Russia/
Ukraine war, conflict in the Middle East and the status of China and Taiwan.
Domestically, the U.S. is facing an unprecedented border crisis, uncertainty over the
outcome of 2024 elections and potential changes in leadership and policies. Finally,
an increase in the number of severe weather events have impacted virtually every
region of the country. For the Town, these trends and factors are expected to impact availability and costs
for utilities, materials and supplies, contracted services and personnel, at levels that
could outpace forecast revenue growth and budgeted costs.
MID-YEAR 2023/24 OPERATING BUDGET STATUS
At mid-year, total revenues are positive to the budget forecast and total expenditures
are within budget. Overall fiscal condition remains strong with the fiscal year
expected to end positive to budget forecasts.
3
The winter 2022/23 storms required the Town to incur significant, unanticipated
recovery and repair costs during the 2022/23 and 2023/24 fiscal years. For 2022/23,
$1.04 million in additional operating costs were incurred for storm clean up and
remediation. Despite these additional costs, the 2022/23 fiscal year ended with an
unreserved, undesignated fund balance of $2.95 million. For 2023/24, expenditures are largely tracking within the budget. Storm remediation
costs were incurred through November 2023, when the last work was completed.
Additional operating expenditures of $146,430 have been incurred, accompanied by
$4.5 million in capital expenses for Diablo Road Emergency Culvert Repair, Front
Street Emergency Creekbank Stabilization and Linda Mesa Storm Drain Emergency
Repair.
REVENUES
Revenues are received in increments that vary from monthly to annually during the
fiscal year. Complete revenue information becomes available only upon close of the
fiscal year and acceptance of the ACFR.
Total revenues of $40.2 million were forecast for 2023/24, a 4.5% increase from $38.5
million forecast for 2022/23.
Table 1 illustrates revenues received through the December 31, 2023 mid-point of the
fiscal year. Exhibit A to this memorandum expands this summary to show a mid-year
revenue comparison for the last five fiscal years.
Table 1
Mid-Year Revenue Summary
Budget Mid-Year % of
General Fund Forecast Actual Total
Property Tax $17,000,000 $ 7,286,187 42.9%
Sales Tax $ 6,500,000 $ 2,837,576 41.6%
Property Transfer Tax $ 452,000 $ 176,648 39.1%
Transient Occupancy $ 140,000 $ 38,450 27.5%
Business License $ 350,000 $ 306,088 87.5%
Franchise Cable $ 800,000 $ 193,054 24.1%
Franchise Solid Waste $ 863,788 $ 465,330 53.9%
Franchise Gas & Electric $ 575,000 $ - 0.0%
Fines & Forfeitures $ 150,000 $ 38,932 26.0%
Interest Income $ 500,000 $ 227,301 45.5%
Rental Income $ 178,521 $ 75,989 42.6%
Recreation Fees and Charges $ 2,485,491 $ 1,155,441 46.5%
4
Budget Mid-Year % of
Special Revenue Forecast Actual Total
Building and Planning $ 2,139,950 $ 1,772,782 82.7%
Engineering $ 302,205 $ 326,490 108.4%
Gas Tax $ 1,850,000 $ 904,720 48.9%
Measure J - RTS $ 836,146 $ 130,177 15.6%
Clean Water $ 572,700 $ 8,777 1.5%
LLAD - A $ 583,858 $ 335,884 57.5%
LLAD - B $ 746,968 $ 417,131 55.8%
LLAD - C $ 664,183 $ 372,553 56.1%
LLAD - D $ 1,134,741 $ 615,899 54.3%
Solid Waste VIF $ 898,424 $ 437,213 54.2%
General Fund
General Fund revenues are exceeding the budget forecast at mid-year. Property Tax – The budget forecast is $17,000,000. Property tax is projected to account
for 56.2% of general fund revenues. Higher interest rates and a slower economy have
caused valuations to level off and begin to decline. Actual prior year revenues totaled
$17,805,336 for 2021/22 and $18,421,168 for 2022/23. Based upon mid-year receipts,
revenues are expected to exceed the budget forecast by an estimated $1 million. No
changes are recommended to the forecast at mid-year. Sales Tax – The budget forecast is $6,500,000. Sales tax is projected to account for
21.5% of general fund revenues. Higher interest rates have reduced consumer
spending and the Town has experienced a decline in year over year sales tax revenue
over the past three quarters. Actual prior year revenues totaled $7,315,831 in 2021/22,
and $7,321,501 in 2022/23. Although actual revenues are expected to decline from
2022/23, 2023/24 revenues are expected to exceed the budget forecast by an estimated
$750,000. No changes are recommended to the forecast at mid-year. Property Transfer Tax – The budget forecast for 2023/24 is $452,000. Despite
continued strong property values, higher interest rates have significantly slowed sales
over the past two years. Actual transfer tax revenues have declined from an all-time
high of $1,013,688 in 2021/22 to $516,654 in 2022/23. Mid-year revenues represent
39.1% of the annual forecast. Based upon mid-year receipts, no changes are
recommended to the forecast at mid-year. Business License Tax – The budget forecast for 2023/24 is $350,000. Business license
payments are due by August 1. Mid-year receipts represent 87.5% of the forecast,
lagging slightly behind prior year levels. Based upon mid-year receipts, no changes
are recommended to the forecast at mid-year.
5
Franchise Fees – The budget forecast for 2023/24 is $2,238,788. Franchise fees for
Cable, Solid Waste and Gas and Electric are received at various times throughout the
year (from monthly to annually). At mid-year, revenues are tracking closely with
prior years on a total and percentage basis. Based upon mid-year receipts, no changes
are recommended to the forecast at mid-year. Recreation Fees and Charges - The budget forecast for 2023/24 is $2,485,491.
Recreation fees and charges have experienced a gradual recovery from the pandemic;
2023/24, revenues were forecast to increase by 22.2% from the prior year. Actual prior
year revenues totaled $1,667,350 for 2021/22 and $2,186,078 for 2022/23. Based upon
mid-year receipts, no changes are recommended to the forecast at mid-year.
Donations – No donation revenue was budgeted for 2023/24. Subsequently the
Town has received a $10,000 donation to purchase equipment for the Police
Department. 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 exceeding the budget forecast at mid-year. Building and Planning – The budget forecast for 2023/24 is $2,139,950. Actual prior
year revenues totaled $2,932,342 for 2021/22 and $3,461,312 for 2022/23. At mid-year,
revenues collected represent 82.7% of the budget forecast. Mid-year receipts include
$290,632 in State grants received to prepare the new Housing Element and related
EIR. Based upon mid-year receipts, revenues are expected to exceed the budget
forecast by an estimated $750,000 to $1 million. No changes are recommended to the
forecast at mid-year. Gas Tax - The budget forecast for 2023/24 is $1,850,000. Actual prior year revenues
totaled $1,954,911 for 2021/22 and $2,117,295 for 2022/23. At mid-year, actual
revenues are tracking slightly behind most recent prior year receipts. Based upon mid-
year receipts, no changes are recommended to the forecast at mid-year. Measure J Return to Source (RTS) – The budget forecast for 2023/24 is $836,146. RTS
revenue comes from the countywide half cent sales tax for transportation and is
largely received at the end of the fiscal year. Actual prior year revenues totaled
$1,111,730 for 2021/22 and $1,071,645 for 2022/23. Based upon mid-year receipts, no
changes are recommended to the forecast at mid-year. Solid Waste Diversion Incentive Fees – The budget forecast for 2023/24 is $898,424.
Solid Waste DIF are collected from the Town’s solid waste and recycling haulers to
offset impacts of collection vehicles upon Town streets. Actual prior year revenues
totaled $854,168 for 2021/22 and $877,238 for 2022/23. Based upon mid-year receipts,
no changes are recommended to the forecast at mid-year.
6
Lighting and Landscape Assessment District – The budget forecast for 2023/24 is
$3,129,750. LLAD revenues are generated from assessments levied on property to
partially fund the cost to maintain Town parks, roadside landscaping and street
lighting. A determination regarding how to proceed with increasing LLAD rates for
the first time in twenty years is timely. Current rates have been in place for twenty
years, with no built in escalator. With little growth occurring, revenues have
remained flat, losing ground to labor and materials costs, and inflation in general.
The LLAD has been unable to fund any capital maintenance or capital improvements
for some time, which has required a growing, unsustainable annual subsidy from the
general fund. Actual prior year revenues totaled $3,195,658 for 2021/22 and
$3,241,676 for 2022/23. Based upon mid-year receipts, no changes are recommended
to the forecast at mid-year.
Successor Agency The Successor Agency to the former Community Development Agency receives Real
Property Tax Trust Fund (RPTTF) revenues to meet the obligations that were incurred
by the Agency, prior to the dissolution of redevelopment by the State in 2011. RPTTF
revenues are budgeted at $2,281,625, 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. Based
upon mid-year receipts, no changes are recommended to the forecast at mid-year.
Revenue Summary
Thus far in 2022/23, the Town Council has approved one budget adjustment:
• Resolution No. 55-2023, increased revenues in the General Fund by $20,935 to
accept grant funds from the State of California for the Cannabis Tax Fund Grant
Program to train and deploy Police Department staff to reduce collisions due to
impaired driving. Recommended Mid-Year Revenue Adjustments
One mid-year adjustment is recommended:
• Increase “Donations” by $10,000 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 and Building and Planning Fees. As a result, total 2023/24
revenues are projected to exceed the budget forecast. Due to the anticipated positive
variance, no further mid-year revenue adjustments are recommended.
7
Table 2 summarizes the adopted budget forecast, prior amendments and
recommended mid-year adjustments. Table 2
Mid-Year Revenue Summary
Adopted Prior Mid-Year
Budget Amendments Revised
TOTAL $ 42,505,962 $ 42,526,891 $ 42,536,891
General Fund $ 30,269,143 $ 30,290,078 $ 30,290,078
Special Revenue $ 9,955,194 $ 9,955,194 $ 9,965,194
Successor Agency $ 2,281,625 $ 2,281,625 $ 2,281,625
EXPENDITURES
The 2023/24 operating budget includes total operating expenditures of $37.63 million,
a 5.2% increase from the 2022/23 budget of $35.77 million. General Government – The budget for 2023/24 is $3,082,129. Outside legal costs
resulting from Town initiated litigation may exceed the City Attorney’s budget and
need to be re-visited at year end. Based upon mid-year information, expenditures are
expected to remain within the approved budget for the department.
Police Services – The budget for 2023/24 is $11,323,619. One budget amendment in
the amount of $140,000 has previously been approved, appropriating funds to
replace two existing police vehicles. A mid-year amendment is necessary to appropriate
funds received through a private donation to purchase specialized equipment. One
mid-year adjustment is recommended to increase the Police Services Management
budget by $10,000. All other expenditures are expected to remain within the approved
budget for the department.
Administrative Services – The budget for 2023/24 is $4,950,754. Based upon mid-year
information, expenditures are expected to remain within the approved budget for the
department. Development Services – The budget for 2023/24 is $5,374,995. The 2023-30 Housing
Element process is expected to conclude in early February. In Engineering, additional
consulting assistance is required for development review. Design work for the Diablo
Road Trail project is being done “in house” rather than by contract, so the additional
consulting assistance will provide back-up for Town staff. One mid-year adjustment
is recommended to increase the Engineering budget by $60,000 (Engineering Fund). All
other expenditures are expected to remain within the approved budget for the
department.
8
Maintenance Services – The budget for 2023/24 is $8,917,276. Mid-year adjustments
are required in two areas. Street Lighting costs are expected to exceed budget by
$30,000 as a result of a PG&E billing error that caused several electrical meter accounts
that should have been billed in 2022/23 to be billed during the 2023-24 fiscal year.
Equipment Maintenance costs are expected to exceed budget by $30,000 due to higher
than estimated vehicle maintenance costs. Supply issues have reduced production of
police patrol vehicles. Continuing to operate older vehicles has resulted in the need
to replace major components on several vehicles. Expenditures in all other program
areas are expected to remain within the budget forecast. Mid-year budget
adjustments are recommended to increase the Street Lighting budget by $30,000
(LLAD Zone C), and the Equipment Maintenance by $30,000 for Street Light
Maintenance and an additional $30,000 (General Fund). All other expenditures are
expected to remain within the approved budget for the department.
Recreation, Arts and Community Services – The budget for 2023/24 is $3,980,078.
Based upon mid-year information, expenditures are expected to remain within the
approved budget for the department. Winter 2022/23 Storm Recovery Costs – The severe 2022/23 winter storms required
extensive emergency repair and remediation that carried over into 2023/24. Through
November, the Town has incurred $146,430 in non-budgeted operating expenditures
for storm remediation. There are limited, if any, remaining additional expenditures
expected to be incurred. The Town has absorbed these additional, unbudgeted costs
within current operations. Should additional unanticipated needs arise over the
balance of the fiscal year, it may be necessary to revisit this at year-end.
Successor Agency For 2022/23, Successor Agency operating expenditures total $1,181,625 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. Based upon mid-year information, expenditures are
expected to remain within the approved budget for the department.
Expenditure Summary Thus far in 2023/24 the Town Council has approved two budget adjustments totaling
$170,000.
• Resolution No. 73-2023, appropriated $30,000 from the General Fund Contingency
Fund to contract with a consultant to perform a benefit analysis related to Street
Lighting and Landscape Assessment District No. 1983-1 Improvements.
• Resolution No. 77-2023, appropriated $140,000 from the Abandoned Vehicle
Abatement Fund to purchase two police vehicles to replace two existing vehicles.
9
Recommended Mid-Year Expenditure Adjustments The following mid-year adjustments are recommended:
• Police Services - Increase Management budget by $10,000 (Donation Fund);
• Development Services – Engineering – Increase Contracted Services budget by
$60,000 (Engineering Fund)
• Maintenance Services – Increase Street Lighting budget by $30,000 (LLAD Zone
C); and
• Maintenance Services – Increase Equipment Maintenance budget by $30,000
(General Fund)
Table 3 illustrates 2023/24 expenditures, including the adopted budget forecast, prior
amendments and recommended mid-year adjustments. Table 3
Mid-Year Expenditure Summary
Adopted Prior Mid-Year
Budget Amendments Revised
TOTAL $ 37,628,851 $ 38,980,476 $ 39,110,476
General Fund $ 26,804,216 $ 26,834,216 $ 26,864,216
Special Revenue $ 10,824,635 $ 10,964,635 $ 11,064,635
Successor Agency $ 1,181,625 $ 1,181,625 $ 1,181,625
Transfers and Designations The 2023/24 budget includes General Fund transfers of $4,862,480, including:
• $1,350,000 for LLAD operations
• $850,000 for CIP - Pavement Management Project
• $50,000 for Asset Replacement
• $2,200,000 for the Operating Reserve (storm remediation costs)
• $72,480 for the Civic Facilities Fund
• $340,000 for the Park Facilities Fund. On November 21, 2023, the Town Council adopted Resolution No. 83-2023, approving
the 2021/23 ACFR and transferring a total of $2,948,948 from the General Fund into a
newly created Emergency Reserve Fund (storm remediation costs). This increased
the total 2023/24 transfers and designations to $7,811,428.
STATUS OF TEN-YEAR FORECAST Ten-year forecasts are key to planning for future years, ensuring long term fiscal
stability and continuity of service for Town residents. This report describes factors
and conditions that are likely to affect future ten-year forecasts. Additional time is
10
required to determine how to factor in this new information toward development of
the forecast as part of the upcoming 2024/25 budget process. There are no changes
recommended to the ten-year forecast at mid-year.
2024/25 OPERATING BUDGET As the Town prepares to move forward with the 2024/25 Operating Budget, several
considerations have the potential to affect Town costs or service delivery, beyond
levels anticipated in the current ten-year forecasts. These include:
• The Town will need to consider options for adjusting Town-wide LLAD
assessment rates for the first time in more than twenty years. Necessary
preparations need to be made to position the Town to pursue a potential rate
adjustment in 2024/25 or 2025/26.
• Contracted Services and Utility costs are expected to continue to increase at
rates that outpace the ten year forecast fueled by higher levels of inflation.
• Risk Management costs increased significantly in 2023/24 above the prior year.
Unfortunately, general liability costs are expected to continue to increase
significantly as a result of new claims that have been filed against the Town.
• Personnel expenses are expected to continue to increase as inflation and the
high cost of living continue to create competition for certain classifications of
employees and affecting the rate of staff turnover. In 2024/25 the Town plans
to conduct a new total compensation survey to compare Town wages and
benefits with comparable agencies and the marketplace in general.
In addition to operating expenditures, the Town Council will be discussing potential
mid-year changes to the Capital Improvement Program. Several conditions have
occurred within the past year, having potential impacts upon the CIP and Town
funding. Some of these include awaiting partial repayment for emergency repair
projects necessitated by the winter 2022/23 storms, impacts of legislation such as SB
1572 and the related implementation cost, the need to fund long term arterial roadway
maintenance absent a steady and dedicated funding source beyond the general fund
and a growing list of ongoing capital maintenance projects.
RECOMMENDATION
Review and discuss the 2023/24 Mid-Year Financial Overview and provide direction
and feedback to staff regarding any mid-year budget adjustments.
Attachments A – Mid-Year Revenue Comparison for 2019/20 – 2023/24
Attachment A
MID-YEAR REVENUE COMPARISON2019/20 - 2023/24
2019/20 2020/21 2021/22 2022/23 2023/24
General Fund Budget Mid-Year %Budget Mid-Year %Budget Mid-Year %Budget Mid-Year %Budget Mid-Year %
Property Tax 14,260,222 5,853,303 41.0%14,505,222 6,083,333 41.9%15,200,000 6,798,599 44.7%16,200,000 6,846,134 42.3%17,000,000 7,286,187 42.9%
Sales Tax 5,577,220 2,158,204 38.7%4,339,328 2,394,705 55.2%5,250,000 2,630,587 50.1%6,000,000 3,011,151 50.2%6,500,000 2,837,576 43.7%
Transfer Tax 648,643 239,868 37.0%494,838 457,186 92.4%650,000 451,321 69.4%650,000 226,465 34.8%452,000 176,648 39.1%
Transient Occupancy 163,001 48,393 29.7%54,597 18,859 34.5%125,000 33,716 27.0%125,000 40,115 32.1%140,000 38,450 27.5%
Business License 365,150 336,965 92.3%146,060 299,113 204.8%325,150 304,771 93.7%350,000 311,334 89.0%350,000 306,088 87.5%
Franchise Cable 885,864 207,590 23.4%899,152 201,342 22.4%800,000 206,042 25.8%800,000 204,343 25.5%800,000 193,054 24.1%
Franchise Solid Waste 811,664 401,818 49.5%752,413 341,125 45.3%846,851 352,855 41.7%863,788 434,402 50.3%863,788 465,330 53.9%
Franchise Gas & Electric 629,404 0 0.0%629,404 0 0.0%575,403 0 0.0%575,000 0 0.0%575,000 0 0.0%
Fines & Forfeitures 175,000 57,100 32.6%141,400 32,542 23.0%150,000 30,803 20.5%150,000 32,643 21.8%150,000 38,932 26.0%
Interest Income 328,750 206,576 62.8%197,250 107,766 54.6%328,750 88,330 26.9%500,000 155,076 31.0%500,000 227,301 45.5%
Rental Income 163,343 181,262 111.0%124,490 170,455 136.9%170,035 72,080 42.4%178,521 91,657 51.3%178,521 759,879 425.7%
Recreation Fees and Charges 2,576,145 1,269,668 49.3%1,351,262 286,465 21.2%1,500,001 682,566 45.5%2,034,067 946,882 46.6%2,485,491 1,155,441 46.5%
2019/20 2020/21 2021/22 2022/23 2023/24
Special Revenue Budget Mid-Year %Budget Mid-Year %Budget Mid-Year %Budget Mid-Year %Budget Mid-Year %
Building and Planning 2,212,200 1,282,981 58.0%1,787,458 1,357,186 75.9%2,153,200 1,308,799 60.8%2,153,200 1,752,021 81.4%2,139,950 1,772,782 82.8%
Engineering 137,850 206,886 150.1%260,535 134,581 51.7%260,535 152,825 58.7%302,205 267,864 88.6%302,205 326,490 108.0%
Gas Tax 1,919,117 994,517 51.8%969,080 935,848 96.6%1,664,828 1,006,705 60.5%1,800,000 972,713 54.0%1,850,000 904,720 48.9%
Measure J - RTS 815,217 161,891 19.9%576,288 5,254 0.9%710,139 228,826 32.2%771,781 198,134 25.7%836,146 130,177 15.6%
Clean Water 572,200 14,793 2.6%572,710 28,657 5.0%272,700 22,187 8.1%572,700 5,580 1.0%572,700 8,777 1.5%
LLAD - A 582,115 332,294 57.1%583,858 328,047 56.2%583,858 336,915 57.7%583,858 332,875 57.0%583,858 335,884 57.5%
LLAD - B 744,744 412,600 55.4%746,968 410,577 55.0%746,968 411,144 55.0%746,968 335,223 44.9%746,968 417,131 55.8%
LLAD - C 662,204 369,641 55.8%664,183 367,566 55.3%664,183 366,405 55.2%664,183 375,670 56.6%664,183 372,553 56.1%
LLAD - D 1,131,619 603,992 53.4%1,134,741 601,336 53.0%1,134,741 603,759 53.2%1,134,741 608,582 53.6%1,134,741 615,899 54.3%
Solid Waste VIF 482,182 241,098 50.0%585,000 272,900 46.6%846,851 352,855 41.7%872,257 434,402 49.8%898,424 437,213 48.7%
ATTACHMENT A
MID-YEAR 2023/24 CAPITAL
IMPROVEMENT PROGRAM UPDATE
INTRODUCTION The Town’s Capital Improvement Program (CIP) identifies, prioritizes, and funds
capital projects that address both immediate and long-term community needs. Since 2000, Danville has invested $180.7 million in capital projects, averaging $7.8
million annually, significantly benefiting the community in numerous ways
(Attachment A). Project funding has come from various sources including $74.4
million from the Town’s General Fund which has effectively been used to leverage
other funds. For each General Fund dollar committed, the Town has secured an
additional $2.27 million in Special Revenue funds. Notably, projects have been
completed without the use of special taxes, assessments or debt. This mid-year update provides a summary of capital projects completed during the
past calendar year, planned capital priorities in the upcoming year, as well as a
discussion of long-term capital planning needs. All of this sets the stage for the
upcoming development and consideration of the 2024/25 – 2028/29 CIP which will
take place in spring 2024.
COMPLETED PROJECTS
Forty (40) CIP projects were recently completed (Attachment B), with several of these
projects constructed in phases spanning several years. This achievement is
particularly significant as it doesn't account for the extensive design and repair work
on major critical infrastructure following the December 31, 2022 storms. These tasks
demanded considerable resources from the small CIP team. Consequently, these
unanticipated demands have delayed the timeline for other planned activities and re-
directed potential funding. Project highlights from the 2023 calendar year include:
• Downtown Master Plan Catalyst Project: Design work for the project was
completed, culminating with the engineering design plans and specifications
which went out to bid. in December 2023.
• Winter Storm Damages (December 31, 2022): Constructed several emergency
repair projects, including the replacement of a failing 12-foot diameter culvert
on Diablo Road in 24 days, reconstructed approximately 300 feet of creekbank
2
along San Ramon Creek adjacent to Front Street and replaced an 18-inch
diameter storm drain line on East Linda Mesa Avenue.
• Sycamore Valley Park Synthetic Turf Replacement (5.5 acres): Construction
completed July 2023.
• Oak Hill Park Playground Replacement Project: Construction completed August
2023.
• Camino Ramon Improvements Project: Construction completed September 2023.
• Sycamore Valley Road Park & Ride: Completed construction of the bioretention
and pedestrian improvements in October 2023.
• Trash Racks Projects at Loch Lomond, Starview, and Westridge: Construction
completed December 2023.
• El Pintado Loop Pavement and Drainage Improvements Project: Completed design
and construction began in late 2023.
• Town-wide Storm Drain Master Plan: Completed the first phase of the master
plan preparation.
• Diablo Vista Park Playground and Multi-use Skate Park: Completed the schematic
design and detailed engineering design work underway.
• San Ramon Valley Boulevard Improvements Project: Engineering design nearing
completion.
• Diablo Road Trail Improvements Project: Completed environmental work and
schematic project design. Under discussion with California Department of Fish
& Wildlife about hydrology review and re-design to minimize potential
downstream impacts.
• La Gonda Way bridge at Danville Boulevard: Continued the design work for the $6
million replacement project. MAJOR PROJECTS UNDERWAY
The CIP currently includes a total of 75 projects in various stages of advance planning,
design, or construction. As will be discussed later, the vast majority of these projects
are associated with the necessary and ongoing maintenance or replacement of existing
infrastructure. The following is a status update on some of the higher priority capital
projects that are underway: 1. A–362 Downtown Improvement Project: The project is currently out to bid.
Bids will be opened on February 13 With the award of contract is scheduled for
the February 20 Town Council meeting.
2. B-616 – Multi Sport Skate Park: The project is currently at 90% design. Design
completion is projected by the end of March. Bid opening at the end of April.
3. B-628 - Town Green and Arts District: This project includes improvements to
activate the Town Green and Front Street Arts District, including a larger stage,
seating options, musical garden, climbable art, creek walk enhancements,
maker space and gateway monuments. Project design is at 30%.
3
4. B-629 – Arts District Maker Space: A companion project to project B-628, this
project is also at 30% and will be reviewed by the Design Review Board in
February.
5. C-055 – Diablo Road Trail: A Mitigated Negative Declaration has been
approved for the project which will construct a paved 0.9-mile Class I
pedestrian/bicycle path along the south side of Diablo Road from Fairway
Drive east to the new Class I path recently constructed as part of the Magee
Preserve development. Design work is ongoing. Working with various
regulatory agencies on a final design that addresses their concerns about
potential downstream impacts. Additionally, work is underway on the design
of the trail crossing at the intersection of Diablo Road and Fairway Drive.
6. C-402 – El Pintado Overlay – El Cerro Boulevard to I-680: Project is under
construction. Storm drainpipe crossings have been completed throughout El
Pintado Road. Project continues to move forward weather pending.
7. C-600 – San Ramon Valley Boulevard Improvements: These projects consist of
slurry seal and restriping the segment of San Ramon Valley Boulevard from
Sycamore Valley Boulevard south to Jewel Terrace and repaving the segment
from San Ramon Valley Boulevard north to Hartz Avenue. Design is completed
and is currently under review by Caltrans.
8. C-599 – La Gonda Way Bridge Improvements: This project is currently in the
environmental and design stage. Total project cost is estimated at $6.03 million,
with 88% of the cost eligible for federal funding through the Caltrans Highway
Bridge Program. Construction is expected to begin in summer 2026.
9. C-607 - Iron Horse Trail Crossing Improvements: The project is funded by a
$350,000 federal earmark and consists of constructing raised crosswalk
treatments along the Iron Horse Trail at Paraiso Drive, El Capitan Drive and
Greenbrook Drive, and provides signing, striping, traffic signal and sidewalk
improvements at the intersection of Sycamore Valley Road/Camino Ramon.
10. C-610 - Pavement Management Program: The slurry seal project will treat
approximately 93 public streets (a total of 8.3 miles). Dig outs have been
completed and the project is currently on hold due to weather. The project will
commence in the spring.
11. C-634 - Town-Wide Traffic Signal Modernization: This is a multi-phased
project consisting of design and construction of traffic signal video detection
systems, ATC traffic signal cabinets, battery back-up systems, and
implementation of signal software systems to improve signal timing,
coordination, safety and monitoring. Locations include Camino Tassajara,
Crow Canyon Road, Sycamore Valley Road, San Ramon Valley Boulevard and
El Cerro Boulevard.
Though not included in the current CIP, the following project will be added for
2024/25 and will require consideration due to the cost and timelines associated with
the work.
4
12. B-XXX – Nonfunctional Turf Replacement (AB 1572): In compliance with AB
1572, effective January 1, 2024, this project would convert the approximate 13
acres of nonfunctional turf into compliant landscape areas.
CAPITAL PLANNING
Similar to the operating budget, the Town's capital priorities are shaped by policy
guidance from the Town Council. These priorities are determined annually, taking
into consideration Danville's strategic objectives, projected revenues that include
provisions for unforeseen expenses (such as storm damage or unfunded mandates),
and the capacity to execute a specific number of key projects, considering available
staffing resources.
Capital Priorities – Near Term
In the upcoming two years, the Town is focusing its resources to advance 16 priority
projects through their respective design, bid, and construction phases (Attachment
C). This effort encompasses projects funded by ARPA, which are subject to strict
federal deadlines which require the Town to obligate funds by December 31, 2024 and
spend them by December 31, 2026. It's important to note that these efforts do not reflect the allocation of resources needed
for preliminary planning of capital projects in the queue. Consequently, the two-year
project timeline included as Attachment D indicates that, without delaying current
projects, the Town is unlikely to undertake new projects for at least the next two years.
Capital Maintenance – Area of Focus Capital maintenance involves the continuous replacement or renovation of existing
capital assets, including park features, buildings, storm drains, and roads. While the
annual CIP review often emphasizes “new” projects, the vast majority of the annual
capital budget is actually dedicated to capital maintenance (i.e., pavement
management, synthetic turf replacement, playground replacement).
Over the past 30 years, the Town has constructed many community assets from new
roadways, trails, and bikeways to parks, community buildings, and turf fields. They
are enjoyed daily by our residents and are often the source of tremendous community
pride. However, this large list of capital assets has necessitated the commitment of an
increasing percentage of the capital budget toward their maintenance and upkeep to
ensure their safe functionality. Furthermore, the growing number of unfunded
mandates (such as replacement of non-functional turf) and the decreasing likelihood
of communities with socioeconomic profiles like Danville receiving grant funding
necessitate a longer-term 15-year assessment. Table 1 below provides a summary of the capital maintenance costs of Town
infrastructure in the adopted 2023/24 CIP, with a forecast extending an additional 10
5
years. Table 2 reflects new capital costs that emerged after the adoption of the 2023/24
– 2027/28 Capital Improvement Program.
Table 1. Capital Maintenance Projects – Adopted 2023/24 CIP
Adopted 2023/24 CIP FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 Forecast (+10 yrs) TOTAL (15 Yrs)
Streets and Roadsides $5.68M $3.13M $3.18M $3.23M $3.23M $36.08M $54.52M
Parks, Buildings, Other Facilities $1.22M $1.51M $840.5K $840.5K $840.5K $9.86M $15.11M
Total 2023/24 CIP Maintenance: $6.90M $4.64M $4.02M $4.07M $4.07M $45.94 $69.63M
Table 2. Additional Anticipated Capital Maintenance Projects – 2024/25 CIP
Upcoming 2024/25 CIP
(Additional Anticipated Costs)
FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 Forecast
(+10 yrs)
TOTAL
(15 Yrs)
Nonfunction Turf Replacement $3.25M $3.25M $3.25M $3.25M $13.0M
Arterial Pavement Management
San Ramon Valley Blvd $3.12M - - - - $1.00M $4.13M
Sycamore Valley Rd $3.00M - - - $1.50M $4.50M
Camino Tassajara (EB) - - $250,000 $250,000 $250,000 $2.50M $3.25M
Camino Tassajara (WB) - - - $250,000 $250,000 $2.75M $3.25M
Crow Canyon Road - - - - $250,000 $3.00M $3.25M
Danville Blvd - - - - - $3.00M $3.00M
Camino Ramon - - - - - $3.00M $3.00M
Sports Field Lighting $190,000 $190,000 $190,000 $190,000 $3.23M $3.99M
EV Charging Stations $10,000 $5,000 $5,000 $5,000 $50,000 $75,000
TOTAL: $3.12M $3.20M $3.69M $3.95M $4.19M $69.22M $41.44M
Combined, Tables 1 and 2 illustrate that we can expect ongoing annual costs ranging
from $7.8 - $10 million to maintain all public facilities at their current standards.
Details of each capital maintenance category are included as Attachment D.
Unfunded and Underfunded Projects – 2023/24 – 2028/29 Table 3 illustrates unfunded and underfunded projects currently included in Years 2-
5 of the CIP. These projects may ultimately be funded, deferred or deleted depending
upon prioritization and need. Note that in some instances these cost estimates may be
several years old. This table does not include potential future projects that have yet
to be included in the CIP.
6
Table 3. Unfunded/Underfunded Capital Improvements – 2024/25 CIP
Project Total
A-529 Diablo Rd Wall Replacement $557,219
A-561 I-680 Interchange Landscaping $575,800
B-427 Oak Hill Park Master Plan $50,000
B-479 Sycamore V.P. Site Study $50,000
B-522 Sycamore V.P. Restrooms $689,000
C-635 Sycamore Valley Road Improvements $2,500,000
C-638 La Gonda Way Improvements $2,500,000
TOTAL: $6,922,019
Given the Town’s growing list of capital maintenance needs, a more critical evaluation
of these projects may be warranted to determine whether or not certain projects need
to continue to be included in the CIP. Future Capital Project Funding The primary funding for the Town’s capital projects is the General Fund. Attachment
E features Table E from the current Capital Improvement Program (CIP), which
provides a summary of the Estimated Funding Activity for the next five years. Table
E will be updated as part of the 2024/25 CIP process. These changes will reflect the
updated CIP fund balance and the 2022/23 year-end financials. SUMMARY Through 2025, the Town will construct several high-priority projects, including
several ARPA and One Bay Area Grant program (OBAG) funded projects, which
impose set completion deadlines. The number of projects, the high profile nature of
certain projects, and the need to continue ongoing capital maintenance work, will
limit the Town’s capacity to accommodate additional new projects. Any new projects will need to be balanced with these current and growing capital
demands and available funding. Capital reserves can help fund unfunded or
underfunded projects in the current five-year CIP. However, as illustrated in Tables
1 and 2, long-term ongoing capital maintenance costs will eventually limit the Town’s
ability to take on new capital projects.
Attachments:
A - Completed Capital Projects to Date (2000-2023)
B - CIP Recently Completed Projects
C - CIP Two-Year Project Timeline (2024-2025)
D - Capital Maintenance Costs
E - CIP Table A, B, C and E
ATTACHMENT A
2000-2023 Completed Capital Projects
Year
Complete
Category Proj. No. Project Name Cost Estimates
2023 General Improvements A-064 Local General Improvements – Disabled Access $4,300
A-330 Town-wide Storm Drain System Maintenance $1,885,049
A-362 Downtown Improvement Project $381,970
A-514 Public Places for Art $15,586
A-533 Townwide Landscape Replacement $24,114
A-608 Starview Trash Rack $61,817
A-613 Loch Lomond Trash Rack $24,224
A-614 Westridge Trash Rack $26,746
A-620 Fiber Optic Cable Interconnect $5,480
Parks and
Facilities
B-101 Park and Recreation Facilities Capital Maintenance $22,867
B-280 Sports Field Renovation $71,913
B-382 Town Office Capital Maintenance $41,837
B-400 Hap Magee Ranch Capital Maintenance $49,518
B-415 Civic Facilities Capital Maintenance Projects $44,442
B-490 Osage Station Park Improvements $66,045
B-491 Library and Community Center Capital Maintenance $26,008
B-493 Synthetic Turf Replacement $689,178
B-495 Sycamore Valley Park Capital Maintenance $12,883
B-544 Oak Hill Park Capital Maintenance $798,435
B-553 Village Theatre Capital Maintenance $14,331
B-559 School Park Facilities Capital Maintenance $27,265
B-560 Diablo Vista Park Capital Maintenance $33,197
B-582 Veterans Memorial Building Capital Maintenance $2,981
B-626 Town Office Relocation $128,144
B-629 282 Front Street $615,870
B-637 Pickleball Courts $22,316
Transportation C-017 Town-wide Sidewalk Repairs $19,410
C-055 Diablo Road Trail from Alameda Diablo to Tank Access $51,663
C-305 Traffic Management Program $21,048
C-402 El Pintado Overlay $92,194
C-418 Traffic Signal and Street Light Maintenance $19,249
C-545 Traffic Signal Controller Upgrade $38,386
C-562 Traffic Signal Interconnect System $759
C-588 Battery Backup Traffic Signals $9,500
C-593 Front Street Creek Bank Stabilization $24,814
Year Complete Category Proj. No. Project Name Cost Estimates
C-600 San Ramon Valley Boulevard Improvements $22,980
C-601 Camino Ramon Improvements $2,125,743
C-610 Pavement Management $1,495,654
C-621 Townwide Bicycle Improvements $6,634
C-634 Downtown Traffic Signal Modernization $40,413
2023 Total $9,064,963
2022 General
Improvements
A-330 Town-wide Storm Drain System Maintenance $65,547
A-362 Downtown Improvement Project $667,000
A-514 Public Places for Art $9,146
A-533 Town-wide Landscape Replacement $41,725
A-558 Parking Lot Maintenance $13,100
A-579 Town-wide Roadway Damage Repair $26,552
A-608 Starview Trash Rack $17,900
A-613 Loch Lomond Trash Rack $16,980
A-614 Westridge Trash Rack $15,860
Parks and
Facilities
B-101 Park and Recreation Facilities Capital Maintenance $27,804
B-216 Town Service Center Capital Maintenance $5,415
B-400 Hap Magee Ranch Capital Maintenance $57,254
B-415 Civic Facilities Capital Maintenance Projects $20,894
B-427 Oak Hill Master Plan – Phase 2 $70,000
B-493 Synthetic Turf Replacement $1,342,000
B-495 Sycamore Valley Park Capital Maintenance $55,191
B-544 Oak Hill Park Capital Maintenance $2,503
B-553 Village Theatre Capital Maintenance $10,295
B-560 Diablo Vista Park Capital Maintenance $157,874
B-582 Veterans Memorial Building Capital Maintenance $20,988
B-616 Multisport Sake Park $158,019
B-626 Town Office Relocation $3,048,232
B-629 282 Front Street $20,000
Transportation C-017 Town-wide Sidewalk Repairs $24,200
C-055 Diablo Road Trail from Alameda Diablo to Tank Access $103,708
C-305 Traffic Management Program $39,978
C-562 Traffic Signal Interconnect System $1,156
C-598 Park & Ride Expansion Project $485,702
C-599 La Gonda Way Bridge Improvements $87,265
C-607 Iron Horse Trail Crossing Improvements $216,000
C-610 Pavement Management $1,502,684
2022 Total $8,330,972
Year Complete Category Proj. No. Project Name Cost Estimates
2021 General
Improvements
A-064 Local General Improvements – Disabled Access $235,904
A-330 Town-wide Storm Drain System Maintenance $95,140
A-362 Downtown Improvement Project $124,122
A-513 Camino Tassajara Pkwy/Sycamore Valley Rd Sound Wall
Maintenance
$4,668
A-514 Public Places for Art $39,147
A-540 Town Facility Security Monitoring System $17,004
A-579 Town-wide Roadway Damage Repair $7,000
A-620 Fiber Optic Cable Interconnect $3,750
Parks and
Facilities
B-101 Park and Recreation Facilities Capital Maintenance $11,327
B-216 Town Service Center Capital Maintenance $20,206
B-280 Sports Field Renovation $116,747
B-400 Hap Magee Ranch Capital Maintenance $3,262
B-415 Civic Facilities Capital Maintenance Projects $8,200
B-491 Library and Community Center Capital Maintenance $33,062
B-493 Synthetic Turf Replacement $43,842
B-494 Osage Station Park Capital Maintenance $4,950
B-495 Sycamore Valley Park Capital Maintenance $10,720
B-515 Security Access Control for Town Buildings $6,489
B-560 Diablo Vista Park Capital Maintenance $6,179
B-574 Vista Grande/Bret Harte Park Improvements $9,995
B-626 Town Office Relocation $7,431,227
Transportation C-017 Town-wide Sidewalk Repairs $15,000
C-055 Diablo Road Trail from Alameda Diablo to Tank Access $145,200
C-305 Traffic Management Program $17,587
C-392 Bridge Maintenance $21,037
C-545 Traffic Signal Controller Upgrade $174,955
C-562 Traffic Signal Interconnect System $939
C-593 Front Street Creek Bank Stabilization $2,800
C-596 San Ramon Valley Creek Footbridge at Danville Green $38,268
C-598 Park & Ride Expansion Project $9,443
C-599 La Gonda Way Bridge Improvements $67,795
C-609 Town-wide Bicycle Master Plan $100,000
C-610 Pavement Management $50,232
2021 Total $8,876,195
2020 General
Improvements
A-064 Local General Improvements – Disabled Access $4,900
A-330 Town-wide Storm Drain System Maintenance $287,587
A-513 Camino Tassajara Pkwy/Sycamore Valley Rd Sound Wall
Maintenance
$2,000
Year Complete Category Proj. No. Project Name Cost Estimates
A-514 Public Places for Art $6,737
A-533 Town-wide Landscape Replacement $140,308
A-579 Town-wide Roadway Damage Repair $12,235
A-606 Automated License Plate Reader & Situational Awareness
Cameras
$2,312
Parks and
Facilities
B-101 Park and Recreation Facilities Capital Maintenance $2,231
B-280 Sports Field Renovation $38,205
B-400 Hap Magee Ranch Capital Maintenance $340,046
B-415 Civic Facilities Capital Maintenance Projects $3,390
B-491 Library and Community Center Capital Maintenance $30,000
B-493 Synthetic Turf Replacement $712,913
B-494 Osage Station Park Capital Maintenance $17,640
B-495 Sycamore Valley Park Capital Maintenance $11,365
B-544 Oak Hill Capital Maintenance $3,000
B-560 Diablo Vista Park Capital Maintenance $16,348
B-574 Vista Grande/Bret Harte Park Improvements $2,900
B-626 Town Office Relocation $338,562
Transportation C-017 Town-wide Sidewalk Repairs $18,000
C-055 Diablo Road Trail from Alameda Diablo to Tank Access $17,900
C-305 Traffic Management Program $8,039
C-392 Bridge Maintenance $81,034
C-562 Traffic Signal Interconnect System $3,867
C-566 Town-wide Bicycle Parking Project $3,946
C-593 Front Street Creek Bank Stabilization $1,736
C-598 Park & Ride Expansion Project $430,844
C-599 La Gonda Way Bridge Improvements $67,855
C-607 Iron Horse Trail Raised Crosswalks and Flashing Beacons $175,477
C-610 Pavement Management $1,146,325
C-621 Town-wide Bicycle Facilities Improvements $108,718
2020 Total $4,036,240
2019 General Improvements A-330 Town-wide Storm Drain System Maintenance $30,567
A-362 Downtown Improvement Project $94,151
A-482 Street Light Maintenance $140,615
A-514 Public Places for Art $11,200
A-579 Town-wide Roadway Damage Repair $36,090
A-580 Town Office Improvements $90,094
A-606 Automated License Plate Reader & Situational Awareness
Cameras
$12,612
Parks and
Facilities
B-101 Park and Recreation Facilities Capital Maintenance $18,504
Year Complete Category Proj. No. Project Name Cost Estimates
B-216 Town Service Center Capital Maintenance $41,161
B-280 Sports Field Renovation $48,915
B-400 Hap Magee Ranch Capital Maintenance $55,859
B-415 Civic Facilities Capital Maintenance Projects $63,963
B-490 Osage Station Park Improvements $72,067
B-491 Library and Community Center Capital Maintenance $80,171
B-494 Osage Station Park Capital Maintenance $113,144
B-515 Security Access Control for Town Buildings $155,625
B-544 Oak Hill Capital Maintenance $15,220
B-582 Veterans Memorial Building Capital Maintenance $13,540
B-597 Village Theatre Parking Lot Improvements $2,403,094
B-617 Town Green and Arts District Master Plan $21,000
B-618 Town-Wide Wayfinding and Directional Signage $35,200
Transportation C-305 Traffic Management Program $38,989
C-418 Traffic Signal and Street Light Maintenance Program $17,965
C-545 Traffic Signal Controller Upgrade $11,108
C-588 Battery Back-Up Systems for Traffic Signals $28,753
C-594 Student Parking at San Ramon Valley High School $725,000
C-607 Iron Horse Trail Raised Crosswalks and Flashing Beacons $258,671
C-610 Pavement Management $1,808,841
C-621 Town-wide Bicycle Facilities Improvements $32,945
2019 Total $6,475,064
2018 General Improvements A-330 Town-wide Storm Drain System Maintenance $77,320
A-482 Street Light Maintenance $10,132 A-540 Town Facility Security Monitoring System $16,966 A-580 Town Office Improvements $49,145 Parks and Facilities B-400 Hap Magee Ranch Park Capital Maintenance $289,797
B-490 Osage Station Park Improvements $233,690 B-491 Library and Community Center Capital Maintenance $42,054 B-544 Oak Hill Park Capital Maintenance $52,882 B-574 Vista Grande Street/Bret Harte Park Pedestrian Improvements $180,922
B-582 Veterans Memorial Building Capital Maintenance $51,208
Transportation C-017 Town-wide Sidewalk Repairs $24,925
C-418 Traffic Signal and Street Light Maintenance Program $29,711
C-584 Danville Various Streets and Roads Preservation $2,282,982
C-595 Pavement Management Program $794,375
C-621 Town-wide Bicycle Facilities Improvements $33,884
2018 Total $4,169,993
Year Complete Category Proj. No. Project Name Cost Estimates
2017 General
Improvements
A-482 Street Light Maintenance $574,036
A-513 Camino Tassajara Pkwy/Sycamore Valley Rd Sound Wall
Maintenance
$694,725
A-558 Parking Lot Maintenance $149,304 A-606 Automated License Plate Reader & Situational Awareness Cameras $1,167,360
A-612 Town Service Center Slide Drainage Repair $28,000 A-615 Camino Encanto at Del Amigo Storm Drain Replacement $82,630 Parks and
Facilities
B-491 Library and Community Center Capital Maintenance $865,460
B-582 Veterans Memorial Building Capital Maintenance $191,500 Transportation C-508 Camino Tassajara/Crow Canyon SAFETEA-LU Improvements $7,882,745 C-592 Rose Street Parking Facility $5,517,682 C-595 Pavement Management Program $6,022,208
2017 Total $23,175,650
2016 Parks and
Facilities
B-490 Osage Station Park Improvements $5,132,750
Transportation C-585 Electric Vehicle Charging Stations at Town-Owned Facilities $113,084 C-603 Danville and El Cerro Boulevard Parking Improvements $34,000 C-605 Railroad Ave. Decorative Crosswalks/Pavement Overlay $479,400
2016 Total $5,759,234
2015 Parks and
Facilities
B-450 Park System Signage $228,000
B-591 Bocce Ball Court Expansion at Sycamore Valley Park $1,473,414 Transportation C-319 Hartz Avenue Beautification - Linda Mesa to Railroad $8,717,211 C-391 Hartz Avenue Beautification - Linda Mesa to Diablo Rd $385,326 C-405 Railroad Avenue Improvements Prospect to School $2,350,296 C-527 San Ramon Valley Blvd. & Iron Horse Trail Signal
Enhancement
$10,000
C-577 Pavement Management Program $6,000,000 C-586 San Ramon Valley Boulevard Widening $759,898 C-589 Lawrence Road Traffic Safety Improvements $75,000
2015 Total $19,999,145
2014 General
Improvements
A-241 Crow Canyon Road Sound Walls $1,134,825
A-266 Town-Wide Wayfinding and Directional Signage $221,800 Transportation C-570 Pavement Management Program $2,000,000 C-587 San Ramon Valley Boulevard Gap Closure Sound Wall $7,420,000
2014 Total $10,776,625
2013 General
Improvements
A-458 San Ramon Creek Realignment at El Capitan Bridge $607,048
A-504 Front Street Repair (FEMA) $880,402 A-505 El Pinto Road Repair (FEMA) $341,575 A-531 Solar Photovoltaic System $1,339,579 A-583 Utility Vault Access Security $10,000
Year Complete Category Proj. No. Project Name Cost Estimates
Parks and
Facilities
B-539 Town Meeting Hall Audio and Visual Projection System $266,043
B-557 San Ramon Valley H. S. Tennis Court Replacement Lighting $82,500 Transportation C-523 Downtown Crosswalk Enhancements $182,625
2013 Total $3,709,772
2012 General
Improvements
A-549 Highway Advisory Radio (HAR) System $120,000
A-563 Downtown Trash Receptacle Replacement $207,788 Transportation C-240 Tassajara Ranch Drive Median and Bicycle Lanes $850,546
2012 Total $1,178,334
2011 Parks and
Facilities
B-466 Osage Parking Lots Pavement Repair and Expansion $603,282
B-510 Veterans Memorial Building $8,428,654 B-548 Oak Hill Park Community Center Doors $204,000 B-565 Swimming Pool at San Ramon Valley High School $500,000 Transportation C-239 Major Arterial Overlays $301,405 C-430 West El Pintado Sidewalk Structural Repair $732,284 C-457 Diablo Road Bridge Slope Repair $657,419 C-487 Sycamore Valley Road and I-680 On-Ramp Improvements $1,095,321 C-546 Hartz and Prospect Avenues Intersection Improvements $127,720 C-547 Pavement Management Program $4,000,000 C-554 Tassajara Ranch Rd and Zenith Ridge Street Light
Improvement
$50,000
2011 Total $16,700,085
2010 General
Improvements
A-316 Downtown Directional Signage $13,700
A-462 Clydesdale Drive Median Improvements $23,100 Parks and
Facilities
B-286 Village Theatre Renovations and Improvements $1,597,160
B-423 Village Theatre Security Improvement $98,500 B-471 Sports Field Lighting Upgrade $45,000 B-507 Railroad Plaza $250,464 B-512 Woodbine Bridge Replacement and Pedestrian Walkway $505,965 B-520 Hap Magee Ranch Park Group Picnic Area Shade Structure $165,000 Transportation C-046 Town-Wide Traffic Signal Interconnect $690,584 C-365 Green Valley Road Street Repair $20,202 C-511 Diablo and Green Valley Road Improvements (ARRA) $1,008,063
2010 Total $4,417,738
2009 General
Improvements
A-271 Parking Lot Maintenance at East Bay Fellowship Church $1,284,553
Parks and
Facilities
B-543 Monte Vista Community Pool Shade Structure $74,000
Transportation C-486 Sycamore Valley Road Improvements East of Camino Ramon $752,122 C-503 Pavement Management Program $4,200,000 C-517 Iron Horse Trail Corridor Concept Plan $66,000
Year Complete Category Proj. No. Project Name Cost Estimates
2009 Total $6,376,675
2008 General Improvements A-464 El Cerro Boulevard Median Renovation $246,580
Parks and
Facilities
B-276 Hap Magee Ranch Park Planning - Phase 2 $35,000
B-428 Vista Grande School/Park Playfield Renovation $834,150 B-449 Sycamore Valley and Diablo Vista Parks Play Area Renovation $1,100,543 B-451 Hap Magee Parking and Staging Area $800,000 B-489 Bocce Court Shade Structures and Group Picnic Area $351,360 B-496 Diablo Vista Middle School Gymnasium and Teen Center $800,000 Transportation C-455 Battery Back-Up Systems for Traffic Signals $355,250 C-483 Installation of Audible Pedestrian Signals at Five Intersections $66,000 C-518 Front Street Pedestrian Improvements $88,000
2008 Total $4,676,883
2007 General
Improvements
A-393 La Questa Storm Drain - La Questa Drive to El Rincon Road $619,512
A-419 Camino Tassajara Electrical Undergrounding Project $1,852,305 A-456 Diablo/Hartz Sidewalk Repair (Southeast Corner) $39,578 A-459 Sycamore Park Parking Lot Improvements $622,917 Parks and
Facilities
B-417 Oak Hill Park Community Building $5,093,040
B-470 Student Unions/Teen Centers at Middle Schools $605,000 Transportation C-485 Camino Tassajara/Sherburne Hills Eastbound Left Turn
Extension
$110,000
2007 Total $8,942,352
2006 General
Improvements
A-364 Diablo Road Street Repair East Phase 2 $822,288
A-408 Mariposa Court Pedestrian Walkway $150,531 Parks and
Facilities
B-414 Diablo Road Median Landscape Renovation $77,500
Transportation C-473 Pavement Management Program $1,050,000 C-481 Front Street Municipal Parking Lot $5,000,148 C-502 Vista Grande Crosswalk Safety Improvements on Diablo Road $60,000
2006 Total $7,160,467
2005 General
Improvements
A-411 Hartz Avenue Pavement Repair $267,598
A-413 Clock Tower Parking Lot Renovation $1,100,000 A-431 Camaritas Way and Camaritas Court Reconstruction $363,384 A-436 Railroad Avenue Parking Lot Seal Coat $61,488 A-441 La Gonda Way Street Improvements $34,550 A-460 Diablo Vista North Parking Lot Repair $22,623 A-463 Sycamore Valley Park Pond Filter Upgrade $15,000 Parks and Facilities B-294 Osage Station Park South Parking Lot Restroom $407,514
B-311 Dog Park at Hap Magee Ranch Park $179,800
Year Complete Category Proj. No. Project Name Cost Estimates
B-376 Sycamore Creek Trail and Open Space Staging Area
(Castenada)
$388,297
Transportation C-424 Median Island on Ackerman Drive at Diablo Road/El Cerro
Blvd.
$0
C-434 Sycamore Valley Rd/Old Orchard Traffic Signal Modification $201,475 C-461 Brookside Drive Sidewalk $301,543 C-465 Del Amigo Road Lighted Crosswalk at Iron Horse Trail $40,500 C-472 El Capitan Lighted Crosswalk at Charlotte Wood School $40,500 C-475 Century Circle and Way Pavement Reconstruction $364,000 C-484 Install Flashing Beacon at Crosswalk on Danville Blvd at La
Gonda
$15,000
2005 Total $3,803,272
2004 Parks and
Facilities
B-013 Osage Station Rose Gardens $232,523
B-229 All Wars Memorial at Oak Hill Park $35,000 B-279 Hap Magee Ranch Park Play Area $567,352 B-281 Hap Magee Ranch Park Group Picnic Area $250,000 B-343 Monte Vista High School Community Swimming Pool $375,000 B-378 Kiosk $179,000 B-380 Park and Recreation Facilities and Trails Master Plan $75,000 B-448 Diablo Vista Park Parking Improvements $70,200 Transportation C-044 Crow Canyon Corridor Mitigation Signal Improvements $388,189 C-426 Del Amigo Walkway - Del Amigo to Las Barrancas $91,548 C-454 Camino Tassajara Circulation Improvements $613,000
2004 Total $2,876,812
2003 General
Improvements
A-248 Camino Tassajara Sidewalk at Holbrook $73,113
A-336 Communication Conduit $38,476 A-433 Del Amigo Drainage Improvements $105,188 A-438 Nuevo Road Drainage Improvements $20,556 Parks and
Facilities
B-379 Diablo Vista Park Synthetic Turf Soccer Field $894,519
B-406 Diablo Vista Park Improvements $50,000 B-416 Sycamore Valley Park Athletic Field Renovation $3,315,000 Transportation C-306 Pavement Management Program $7,091,901 C-396 West El Pintado Sidewalk $105,094 C-398 Prospect and Hartz Lighted Crosswalk $45,000 C-399 Paraiso Drive and Iron Horse Trail Lighted Crosswalk $45,000 C-404 Railroad Avenue Improvements (At 342 Railroad Avenue) $37,284 C-421 Flashing Beacons at Diablo Road and Clydesdale Drive $59,345 C-435 Drainage Improvement on La Gonda Way (989 La Gonda) $25,454
2003 Total $11,905,930
2002 General
Improvements
A-356 Police Department Expansion $874,185
A-366 Diablo Road Street Repair West $334,467
Year Complete Category Proj. No. Project Name Cost Estimates
A-369 Sycamore Valley Road Street Repair $778,000 A-370 Camino Tassajara Street Repair $711,000 A-386 Camino Tassajara Street Repair - Old Orchard to Sycamore
Valley
$372,826
A-410 Liberta Place Storm Drain $28,215 Parks and
Facilities
B-221 Los Cerros Middle School Gymnasium $500,000
B-293 Osage Station Park Water Service $23,715 Transportation C-002 Town Meeting Hall Repairs and Renovations $45,250 C-346 San Ramon Valley Blvd. Traffic Signal Improvements $188,006 C-407 Battery Back-Up Systems for Traffic Signals $121,000
2002 Total $3,976,664
2001 General
Improvements
A-344 Downtown Parking Structure $25,000
A-357 Town Office Lobby Modernization $50,000 A-361 El Cerro Subdrain $115,830 A-367 Camino Ramon (South) Street Repair $89,589 A-368 Hartz Avenue Street Light Project $127,996 A-375 La Questa Drainage Improvements $37,376 Parks and
Facilities
B-232 Old Blackhawk Ped/Equestrian Bridge $171,994
B-277 Sycamore Valley Park Illuminated Basketball Courts $327,212 B-278 Danville South Play Area Renovation $57,505 B-284 Sycamore Valley Park Bocce Ball Courts $169,158 B-329 Sycamore Valley Park Shade Structure $26,035 B-382 Town Green Bandstand Enhancements $18,025 Transportation C-323 Iron Horse Trail Crossing at San Ramon Valley Boulevard $203,595 C-324 Maiden Lane Traffic Calming Barrier $41,550 C-372 Railroad Avenue Parking Improvements $20,000
2001 Total $1,480,865
2000 General
Improvements
A-113 Danville Boulevard Parking Improvements $25,000
A-304 Oak Hill Park Pond Alga Control Improvements $30,000 A-331 San Ramon Valley Blvd. Street Repair $747,583 A-350 Prospect Avenue Asphalt Walkway $63,989 A-359 Town Office Police Parking Lot Expansion $228,833 A-360 Danville Blvd. Street Repair $548,861 A-383 Camino Ramon Overlay (North) $333,220 Parks and
Facilities
B-211 Freitas Road Trail/Bridge $286,905
B-285 Sycamore Valley Creek Trail Bridge Projects $59,052 B-287 Oak Hill Park Pond Pump Renovation $60,750 B-290 Hap Magee Ranch Park Magee House Renovation $32,000 B-292 Sycamore Valley Park Group Picnic Area Landscaping $106,872
Year Complete Category Proj. No. Project Name Cost Estimates
B-297 Iron Horse Trailhead at San Ramon Valley Boulevard $19,763 Transportation C-062 Signal Controller Modification $35,400 C-312 Iron Horse Trail Realignment at Sycamore Valley Road. $22,646 C-349 San Ramon Valley Blvd./ Railroad Ave. Signal Controller
Upgrade
$58,000
C-352 Camino Ramon Sidewalk $49,837 C-353 San Ramon Valley Blvd./Podva Rd. Traffic Signal $145,000
2000 Total $2,853,710
Grand
Total
$180,723,820
ATTACHMENT B
Recently Completed Projects
Project Project Name Expended
A-064 Local General Improvements – Disabled Access $4,300
A-330 Town-wide Storm Drain System Maintenance $1,885,049
A-362 Downtown Improvement Project $381,970
A-514 Public Places for Art $15,586
A-533 Townwide Landscape Replacement $24,114
A-608 Starview Trash Rack $61,817
A-613 Loch Lomond Trash Rack $24,224
A-614 Westridge Trash Rack $26,746
A-620 Fiber Optic Cable Interconnect $5,480
B-101 Park and Recreation Facilities Capital Maintenance $22,867
B-280 Sports Field Renovation $71,913
B-382 Town Office Capital Maintenance $41,837
B-400 Hap Magee Ranch Capital Maintenance $49,518
B-415 Civic Facilities Capital Maintenance Projects $44,442
B-490 Osage Station Park Improvements $66,045
B-491 Library and Community Center Capital Maintenance $26,008
B-493 Synthetic Turf Replacement $689,178
B-495 Sycamore Valley Park Capital Maintenance $12,883
B-544 Oak Hill Park Capital Maintenance $798,435
B-553 Village Theatre Capital Maintenance $14,331
B-559 School Park Facilities Capital Maintenance $27,265
B-560 Diablo Vista Park Capital Maintenance $33,197
B-582 Veterans Memorial Building Capital Maintenance $2,981
B-626 Town Office Relocation $128,144
B-629 282 Front Street $615,870
B-637 Pickleball Courts $22,316
C-017 Town-wide Sidewalk Repairs $19,410
C-055 Diablo Road Trail from Alameda Diablo to Tank Access $51,663
C-305 Traffic Management Program $21,048
C-402 El Pintado Overlay $92,194
C-418 Traffic Signal and Street Light Maintenance $19,249
C-545 Traffic Signal Controller Upgrade $38,386
C-562 Traffic Signal Interconnect System $759
C-588 Battery Backup Traffic Signals $9,500
C-593 Front Street Creek Bank Stabilization $24,814
C-600 San Ramon Valley Boulevard Improvements $22,980
C-601 Camino Ramon Improvements $2,125,743
C-610 Pavement Management $1,495,654
C-621 Townwide Bicycle Improvements $6,634
C-634 Downtown Traffic Signal Modernization $40,413
TOTAL $9,064,963
ATTACHMENT C: 2024-2025 CIP TWO-YEAR PROJECT TIMELINE
2024 2025
CIP #PROJECT NAME JAN FEB MAR APR MAY JUN JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEPT OCT NOV DEC
A-362 DOWNTOWN IMPROVEMENTS PROJECT BID CONTRACT CONSTRUCTION (PHASES)
A-513 CAMINO TASS/SYCAMORE VALLEY RD SOUNDWALL DESIGN BID CONTRACT CONSTRUCTION
B-560 DIABLO VISTA PARK PLAYGROUND REPLACEMENT DESIGN BID CONTRACT CONSTRUCTION
B-616 MULTI-SPORT SKATE PARK DESIGN BID CONTRACT CONSTRUCTION
B-628 TOWN GREEN AND ARTS DISTRICT DESIGN BID CONTRACT CONSTRUCTION
B-629 FRONT STREET - ARTS DISTRICT MAKER SPACE DESIGN
C-055 DIABLO ROAD TRAIL DESIGN BID CONTRACT CONSTRUCTION
C-402 EL PINTADO DRAINAGE AND PAVING IMPROVEMENTS
C-599 LA GONDA WAY BRIDGE IMPROVEMENTS DESIGN
C-600 SAN RAMON VALLEY BLVD IMPROVEMENTS DESIGN BID CONTRACT CONSTRUCTION
TRANSPORTATION-RELATED PROJECTS
A-620 FIBER OPTIC CABLE INTERCONNECT
C-585 EV CHARGING STATIONS DESIGN CONTRACT CONSTRUCTION
C-634 TRAFFIC SIGNAL MODERNIZATION
CCTA "SMART SIGNALS" (OBAG III)DESIGN/BID CONSTRUCTION
SIGNAL MODERNIZATION (FEDERAL EARMARK)DESIGN/BID
SIGNAL SAFETY CORRIDOR PROJECT (HSIP)DESIGN/BID CONSTRUCTION
C-607 IRON HORSE TRAIL CROSSINGS (FEDERAL EARMARK)DESIGN/BID CONSTRUCTION
UPCOMING PROJECTS (2024/25 – 2028/29 CIP)
B-XXX NON-FUNCTIONAL TURF REPLACEMENT DESIGN BID
C-610 2024/25 PAVEMENT MANAGEMENT PROJECT CONTRACT
C-XXX SYCAMORE VALLEY ROAD IMPROVEMENTS DESIGN BID CONTRACT CONSTRUCTION
DESIGN CONSTRUCTION
CONSTRUCTION
DESIGN CONTRACT CONSTRUCTION
CONSTRUCTION
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TABLE 1: Capital Maintenance - Adopted 2023/24 CIP Projects
Current Year
FY 2023/24 FY 2024/25 FY 2025/26 FY 2026/27 FY 2028/29
10-Year
Forecast
TOTAL
(15 Years)Notes
Streets & Roadsides
A-064 Local General Improvements - Disabled Access (ADA)50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 500,000$ 750,000$
A-330 Townwide Storm Drain 30,000$ 50,000$ 50,000$ 50,000$ 50,000$ 500,000$ 730,000$ Anticipated increase in maintenance costs due to infrastructure age
A-482 Street Light Maintenance (Wood Poles)-$ -$ -$ -$ -$ 50,000$ 50,000$
A-513 Camino Tassajara/Sycamore Sound Wall Maintenance 50,000$ 100,000$ 100,000$ 100,000$ 100,000$ 1,000,000$ 1,450,000$ Ongoing repair and replacement costs
A-529 Diablo Road Retaining Wall Replacement -$ -$ -$ -$ -$ 500,000$ 500,000$
A-533 Townwide Landscape Replacement 40,000$ 40,000$ 40,000$ 40,000$ 40,000$ 400,000$ 600,000$
A-579 Townwide Roadway Damage Repair 25,000$ 25,000$ 25,000$ 25,000$ 25,000$ 250,000$ 375,000$
A-620 Fiber Optic Cable Interconnect -$ -$ -$ -$ -$ 250,000$ 250,000$ Grant-funded installation. Town-maintainence costs
C-017 Townside Sidewalk Repairs (Public R/W)7,000$ 7,000$ 7,000$ 7,000$ 7,000$ 70,000$ 105,000$
C-305 Traffic Management Program 50,000$ 25,000$ 25,000$ 25,000$ 25,000$ 250,000$ 400,000$ Traffic calming installation, upgrades, replacements
C-392 Bridge Maintenance -$ -$ -$ -$ -$ 500,000$ 500,000$ Town share (20%) Bridge Preventive Maintenance Program
C-418 Traffic Signal and Street Light Maintenance -$ -$ -$ -$ -$ 100,000$ 100,000$ Signal and street light pole painting program
C-545 Traffic Signal Controller Upgrade (and Maintenance)30,000$ 30,000$ 30,000$ 30,000$ 30,000$ 300,000$ 450,000$
C-552 Internally Illuminated Street Name Signs -$ -$ -$ -$ -$ 100,000$ 100,000$
C-562 Traffic Signal Interconnect (Hardware/Software)-$ -$ -$ -$ -$ 100,000$ 100,000$ Ongoing hardware and software replacement/upgrades
C-566 Bicycle Parking -$ -$ -$ -$ -$ 10,000$ 10,000$
C-588 Battery Backup Replacement -$ -$ -$ -$ -$ 300,000$ 300,000$ Ongoing traffic signal hardware replacement/upgrades
C-607 IHT Crossings -$ -$ -$ -$ -$ 100,000$ 100,000$ Grant-funded installation. Town-maintainence costs
C-610 Pavement Management Program (Residential Streets)3,000,000$ 2,750,000$ 2,800,000$ 2,850,000$ 2,850,000$ 30,000,000$ 44,250,000$
C-621 Townwide Bicycle Facilities Improvements 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 500,000$ 750,000$
C-634 Townwide Signal Modernization 2,351,360$ -$ -$ -$ -$ 300,000$ 2,651,360$
Subtotal - Capital Maintenance (Streets & Roadsides):5,683,360$ 3,127,000$ 3,177,000$ 3,227,000$ 3,227,000$ 36,080,000$ 54,521,360$
Parks, Buildings & Other Town-Owned Facilities
A-492 Central Irrigation System Capital Maintenance -$ -$ -$ -$ -$ 250,000$ 250,000$
A-540 Townwide Security Monitoring System -$ -$ -$ -$ -$ 250,000$ 250,000$
A-558 Parking Lot Maintenance -$ -$ -$ -$ -$ 250,000$ 250,000$
B-101 Park & Recreation Facilities Capital Maintenance 25,000$ 25,000$ 25,000$ 25,000$ 25,000$ 250,000$ 375,000$
B-120 Townwide Trails Maintenance 40,000$ 40,000$ 40,000$ 40,000$ 40,000$ 400,000$ 600,000$
B-216 Town Service Center Capital Maintenance 15,000$ 15,000$ 15,000$ 15,000$ 15,000$ 150,000$ 225,000$
B-280 Sports Field Renovation 40,000$ 40,000$ 40,000$ 40,000$ 40,000$ 400,000$ 600,000$
B-328 Town Offices (500 La Gonda Way)-$ -$ -$ -$ -$ 250,000$ 250,000$
B-400 Hap Magee Ranch Park Capital Maintenance 45,000$ 25,000$ 25,000$ 25,000$ 25,000$ 250,000$ 395,000$ Pathways, dog park, cottages maintenance, etc. 15-year life for playground
B-415 Civic Facilities (T.W. Buildings) Capital Maintenance -$ -$ -$ -$ -$ 250,000$ 250,000$
B-452 Sycamore Day School Building Repairs 5,000$ 5,000$ 5,000$ 5,000$ 5,000$ 50,000$ 75,000$
B-491 Library and Community Center Capital Maintenance 30,000$ 30,000$ 30,000$ 30,000$ 30,000$ 300,000$ 450,000$
B-493 Synthetic Turf Replacement 300,000$ 888,624$ 300,000$ 300,000$ 300,000$ 3,000,000$ 5,088,624$ 9-year cycle. 3 parks ($1-$2.5M/park, based on field size)
B-494 Osage Station Park Capital Maintenance -$ 12,500$ 12,500$ 12,500$ 12,500$ 125,000$ 175,000$ Pathways, rose boxes, fencing, tennis courts, etc. 15-year life for playground
B-495 Sycamore Valley Park Capital Maintenance -$ 30,000$ 30,000$ 30,000$ 30,000$ 300,000$ 420,000$ Pathways, pond, fencing, bocce courts, etc. 15-year life for playground
B-515 Security Access Control for Town Buildings -$ -$ -$ -$ -$ 100,000$ 100,000$
B-544 Oak Hill Park Capital Maintenance -$ 36,000$ 36,000$ 36,000$ 36,000$ 360,000$ 504,000$ Pathways, pond, stream, fencing, etc. 15-year life for playground
B-553 Village Theatre Capital Maintenance -$ 12,000$ 12,000$ 12,000$ 12,000$ 120,000$ 168,000$
B-556 Danville South Park Capital Maintenance 126,000$ 170,000$ 90,000$ 90,000$ 90,000$ 900,000$ 1,466,000$ Pathways, fencing, basketball courts, etc. 15-year life for play equipment
B-559 School Park Facilities Capital Maintenance -$ 15,000$ 15,000$ 15,000$ 15,000$ 150,000$ 210,000$
B-560 Diablo Vista Park Capital Maintenance (Playground)500,000$ 150,000$ 150,000$ 150,000$ 150,000$ 1,500,000$ 2,600,000$ Pathways, fencing, tennis/basketball courts, etc. 15-year life for playground
B-582 Veterans Memorial Building Capital Maintenance 95,000$ 15,000$ 15,000$ 15,000$ 15,000$ 150,000$ 305,000$
B-618 Townwide Wayfinding & Directional Signage -$ -$ -$ -$ -$ 100,000$ 100,000$
C-585 EV Charging Stations (Town-owned facilities)-$ -$ -$ -$ -$ -$ -$ Recommended capital replacement for 2024/25 CIP
Subtotal - Capital Maintenance (Parks, Buildings, Facilities):1,221,000$ 1,509,124$ 840,500$ 840,500$ 840,500$ 9,855,000$ 15,106,624$
TOTAL - 2023/24 Capital Maintenance Costs (All Assets):6,904,360$ 4,636,124$ 4,017,500$ 4,067,500$ 4,067,500$ 45,935,000$ 69,627,984$
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TABLE 2: Capital Maintenance - Additional Anticipated Costs (2024/25 CIP)
Current Year
FY 2023/24 FY 2024/25 FY 2025/26 FY 2026/27 FY 2028/29
10-Year
Forecast
TOTAL
(15 Years)Notes
Streets & Roadsides
A-XXX Townwide Non-Functional Turf Replacement (AB 1572)3,250,000$ 3,250,000$ 3,250,000$ 3,250,000$ 13,000,000$ Turf replacement with irrigated landscaping estimated at $1M/acre (13 acres)
C-XXX Pavement Management Program (Arterial Roadways)New Pavement Management Project dedicated for arterial roadways.
San Ramon Valley Boulevard (TOD limits to Hartz)3,125,000$ -$ -$ -$ -$ 1,000,000$ 4,125,000$ 20-year cycle. Next treatment targeted: 2024. Next treatment (estim): 2044
Sycamore Valley Road -$ 3,000,000$ -$ -$ -$ 1,500,000$ 4,500,000$ 20-year cycle. Next treatment targeted: 2025. Next treatment (estim): 2045
Camino Tassajara (eastbound)-$ -$ 250,000$ 250,000$ 250,000$ 2,500,000$ 3,250,000$ 20-year cycle. Last treatment: 2011. Next treatment (estim): 2031
Camino Tassajara (westbound)-$ -$ -$ 250,000$ 250,000$ 2,750,000$ 3,250,000$ 20-year cycle. Last treatment: 2017. Next treatment (estim): 2037
Crow Canyon Road -$ -$ -$ -$ 250,000$ 3,000,000$ 3,250,000$ 20-year cycle. Last treatment: 2011. Next treatment (estim): 2031
Danville Boulevard -$ -$ -$ -$ -$ 3,000,000$ 3,000,000$ 20 year cycle. Last treament: 2020. Next treatment (estim): 2040
Camino Ramon -$ -$ -$ -$ -$ 3,000,000$ 3,000,000$ 20-year cycle. Last treatment: 2023. Next treatment (estim): 2043
Parks, Buildings & Other Town-Owned Facilities
B-XXX Sports Field Lighting (3 sets; separate costs from B-280)-$ 190,000$ 190,000$ 190,000$ 190,000$ 3,230,000$ 3,990,000$ 20-year cycle. 3 field areas ($300K-2.0M, based on field size).
C-585 EV Charging Stations (Town-owned facilities)-$ 10,000$ 5,000$ 5,000$ 5,000$ 50,000$ 75,000$ Recommended allocation starting in 2024/25 CIP
TOTAL - 2024/25 Capital Maintenance Costs (Anticipated):3,125,000$ 3,200,000$ 3,695,000$ 3,945,000$ 4,195,000$ 23,280,000$ 41,440,000$
GRAND TOTAL - Capital Maintenance Costs (All Assets + Anticipated):10,029,360$ 7,836,124$ 7,712,500$ 8,012,500$ 8,262,500$ 69,215,000$ 111,067,984$
2023/24 Capital Improvement Program:10,147,270$
Capital Maintenance Costs - Percentage of 2023/24 CIP Funding:68%
Capital Maintenance Costs - Percentage of 2024/25 CIP Funding:99%Assumes similar capital project funding
www.danville.ca.govCIP7
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Summary Tables
ECONOMIC DEVELOPMENT STRATEGIES
INTRODUCTION Danville’s fiscal health, like that of most cities, is highly impacted by sales tax
revenues. In the 2023/24 fiscal year, sales tax continues to represent the second largest
revenue source for the community, accounting for 21.5% of the Town’s projected
General Fund revenues. This dependence on sales tax as a key revenue source
underscores the importance of a robust local economy.
While there are no set standards, key elements for fostering business growth include
a business-friendly local government, responsive municipal services (such as public
safety and permitting), sound and reliable infrastructure, ample commercial space
and land, a skilled workforce, and a supportive customer base. Larger cities often drive economic development by attracting big businesses with tax
incentives or approving major commercial projects to boost sales tax revenue.
Danville's approach differs due to its community profile consisting of predominantly
residential land uses, limited large commercial sites, and an emphasis on preserving
its uniqueness. Danville's economic development strategy focuses on: 1. Safe and Inviting Environment: A dedication to public safety and
maintenance to create a welcoming setting for visitors and business activities. 2. Sound Infrastructure: Another key component for ensuring not only quality of
life but also quality of place. Since incorporation, the Town has invested at least
$103 million in capital improvements in downtown Danville alone. In 2024, the
Town is poised to invest another $5 million in downtown improvements. 3. Empowering Small Businesses: The Town actively nurtures its
entrepreneurial spirit with initiatives like local business grants, marketing
campaigns, and community events to increase foot traffic. To date, the Town
has invested $1.6 million of Business Promotion and Retail Incentive funding
and $150,000 of ARPA funding, in the business community. DISCUSSION
The Covid-19 pandemic has significantly reshaped consumer habits, changing how
they engage with Danville businesses. Local businesses, particularly in the downtown
area, have reported a decrease in foot traffic and a reduced impact from previously
effective strategies.
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In response, our Economic Development team spent the latter half of 2023 actively
engaging with business owners to understand these changes. Through in-person
visits, interactions at networking events, online surveys, and engagement on social
media platforms, staff have gathered valuable insights:
• Business Boost Grant Program (July 2023): Feedback from this successful program
revealed local business priorities. The majority of the grants were used for
marketing and building improvements, suggesting that infrastructure
investment continues to be vital and marketing support for local businesses
could be a key focus in the upcoming year. • Holiday Gift Guide and Campaign (2022 and 2023): Surveys of participating
businesses indicated that despite their willingness to participate again, they
didn't observe a significant increase in business directly linked to the gift guide.
Analytics revealed that social media campaigns had the strongest consumer
response. These findings suggest that future holiday shopping campaigns
could lean more heavily on social media and other digital marketing platforms,
where the return-on-investment is easily measured, and its cost effectiveness
can be leveraged to cover a greater number of businesses. These insights are crucial as the Town refines strategies and seeks more efficient ways
to support local businesses in this evolving landscape.
Transitions: What is the Town Doing Now
Based on the input staff received, the Economic Development team has developed the
following key initiatives for the remainder of the fiscal year. These projects are both
efficient to implement with available resources and respond directly to feedback from
business owners.
• New Business Toolkit: The Town has upgraded the Business Toolkit to the
“Danville Prospector,” an online resource offering vital information on
demographics, Town business services, and available properties for lease.
This tool aids new and expanding businesses in Danville. • “Open in Danville”: The Town wants every new business to be aware of the
services the Town provides and a direct line of communication with staff.
Staff will reach out to new businesses as they are preparing to open and make
sure that their opening is announced to the public through the Town’s social
media channels and printed Live Locally Quarterly Newsletter through the
Open in Danville program. Shortly after the business opens, staff will visit the
business with the Mayor or a Councilmember to officially welcome the
business to Town. Staff will take a photo with a branded “Open in Danville”
sign and promote the business on social media.
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• “Tell the Town”: Another social media effort is Tell the Town, a program that
invites businesses to share news with us, so staff can share it with the Town.
The news can be special sales, new product lines, expansions, and similar big
events for the business. This will become part of a regular business-focused
effort on the Town’s social media channels. • Danville History Tour: Planning staff are working with the Heritage
Resource Commission to develop a mobile tour of historic places in
Downtown Danville. As that mobile tour is finalized, it will be launched in
cooperation with local businesses along the route. The map would also show
what the spots look like now, to promote businesses along the route. • Business-Friendly Town Events: The Town is integrating business-boosting
elements into existing and new community events, in partnership with the
Recreation, Arts & Community Services (RACS) teams. RACS has
independently incorporated business elements to their events when
appropriate, and now it will be a more concerted effort with Economic
Development. Staff will also continue to promote the Business Promotion
Grant Program to ensure all budgeted funds are expended to support local
businesses. That program already has a waiting list for FY 2023/24. • Business Email List: While the Town has access to business owner contact
information through our business license database, use of that list is limited to
transactional emails and critical business-related updates from the Town. To
foster better engagement and community among businesses, staff are
developing a business-focused opt-in, anti-spam compliant, email
subscription list. This will enable the Town to share regular updates, relevant
news, and opportunities (such as grants), and keeping businesses informed
about Town support and initiatives.
Looking Ahead: Proposed Updates
To better support businesses in the post-pandemic era, staff propose two key updates
to the Town’s Economic Development program: 1. Develop a Business Communication Strategy: This will involve identifying
existing communication gaps and devising methods to address the changing
needs of businesses in the coming years. 2. Updated the Comprehensive Economic Development Plan: The current plan,
which expired in 2021, could benefit from an update to reflect the latest
economic landscape and respond to evolving needs of the business community. RECOMMENDATION Consider the information and status update outline. Provide feedback to staff with
regard to the two proposed longer-term strategies: (1) Business Communications
Strategy; and (2) Comprehensive Economic Development Plan Update.
LIGHTING AND LANDSCAPE
DISTRICT UPDATE
BACKGROUND
Since the Town’s incorporation in 1982, a portion of the Town’s maintenance budget
has been paid for through assessments levied by the Danville Street Lighting and
Landscape Assessment District No. 1983-1 (the “LLAD”). Every property in Danville
is in the LLAD, which consists of four separate benefit zones:
• Zones A and B pay for roadside landscape maintenance (properties are located
in either A or B)
• Zone C pays for street lighting (properties are included in Zone C if they
specially benefit from street lighting)
• Zone D pays for fifty percent (50%) of park and community facilities
maintenance (all properties in Town are in Zone D)
The passage of Proposition 218 in 1996 created new procedural requirements for all
LLADs in the state, the most significant being any existing LLAD assessments and
any future increases require approval by the majority of property owners through a
mail out ballot process. In 1997, Danville property owners ratified the existing
assessments with more than 87% support. In 2003, property owners approved an
increase in assessments to the current levels. No further increases have been sought
in the intervening 20+ years. Current rates for a single-family residence are:
• Zone A=$40.20
• Zone B=$179.50
• Zone C=$58.50
• Zone D=$67.80
DISCUSSION
At the Town Council’s study session of August 15, 2023, staff presented an overview
of the financial status of the LLAD, along with information from the district engineer,
Francisco & Associates, regarding issues involved in potentially increasing the
current rates (see Attachment). At the conclusion of the study session, the Council
directed staff to work with Francisco & Associates on a more comprehensive analysis
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of potential rate increases. That work is underway and is anticipated to be presented
to the Town Council in early spring 2024.
Concurrently, Town staff has been looking at potential timelines for taking a proposed
rate increase to property owners. In doing so, there are two primary considerations:
avoiding any potential conflicts with other local tax measures or assessments; and the
lead time necessary to complete the mail out balloting process itself. Potential Conflicts with other measures It appears that the San Ramon Valley Unified School District will have at least one
and perhaps two parcel taxes on the ballot in 2024 - one to renew the expiring Measure
D and one to address the loss of state funding. In order to avoid competition with the
school district, and to allow for the time to lay the necessary groundwork, 2025
appears to be the most logical target year to move forward. At this time, Town staff
is not aware of any other local tax or assessment measures that would impact Danville
residents in the next year or two. Timeline for LLAD balloting process Given where we are with the current process and the likelihood of other measures
going before voters in 2024, 2025 would appear to be the most likely opportunity to
present the LLAD to property owners. Based upon the timeframe that was used for
the most recent balloting procedure back in 2003, a tentative schedule could include
the following steps and milestones:
• February: Prepare the Engineer’s Report, develop proposed assessment rates,
prepare the notice and ballot wording.
• March: By early March the Town Council reviews and preliminarily approves
proposed rates, notice and ballot.
• April: At the first April meeting, the Town Council approves the Preliminary
Engineers Report and authorizes mailing of notices and ballots to property
owners.
• April: Notices and ballots are mailed to property owners by mid-April. The
ballots must be mailed 45 days prior to public hearing as property owners have
45 days to complete and submit their ballots.
• June: At the first meeting in June, the Town Council opens and continues the
public hearing, allowing time for the City Clerk and District Engineer to
tabulate ballots. On the following day, the Town Council accepts the results of
the balloting and authorizes the levy of assessment.
• August: By the first week in August, the final assessment rates must be
submitted to the County Assessor for placement on property tax bills.
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This timeline allows for results of the balloting procedure to be known prior to Town
Council adoption of the operating budget for the following fiscal year.
Attachment: August 15 Study Session Report
STUDY STUDY SESSION MEMORANDUM 3.1
TO: Mayor and Town Council August 15, 2023
SUBJECT: Review of Town Lighting and Landscape Assessment District 1983-1
BACKGROUND
Since the Town’s incorporation in 1982, a portion of the Town’s maintenance budget has
been funded through assessments levied by the Danville Street Lighting and Landscape
Assessment District No. 1983-1 (the “LLAD”). High level maintenance of our extensively
used community parks and facilities, landscaping in major roadside and median areas,
and street lighting to enhance community safety have been identified as high priorities
by our residents and Town Council.
Every property in Danville is in the LLAD, which consists of four separate benefit zones:
•Zones A and B pay for roadside landscape maintenance (properties are located in
either A or B)
•Zone C pays for street lighting (properties are included in Zone C if they
specifically benefit from street lighting)
•Zone D pays for fifty percent of park and community facilities maintenance (all
properties in Town are in Zone D)
The passage of Proposition 218 in 1996 created new procedural and substantive
requirements for all LLADs in the state, the most significant being that any existing LLAD
assessments and any future increases require approval by the majority of property
owners participating in a mail out ballot process.
In 1997, property owners in Town ratified the assessments existing at that time with more
than 87% support. In 2003, property owners approved an increase in assessments to the
current levels. The rates did not include any annual CPI or escalator, and the Town has
not proposed any additional increases in assessments during the past 20 years.
Current rates for a single-family residence are:
•Zone A $40.20
•Zone B $179.50
•Zone C $58.50
•Zone D $67.80
LLAD 1983-1 2 August 15, 2023
Most commonly, single family owners will fall either within Zones A, C and D with a
total annual assessment of $166.50, or Zones B, C and D with a total annual assessment
of $305.80. Multi-family and non-residential properties are assessed based upon a
formula that determines the “equivalent dwelling units” or EDUs represented by that use
in comparison to single-family residential.
DISCUSSION
While LLAD revenues have not increased in 20 years, expenses have. Following is a
summary of how LLAD revenues and expenditures have changed since the last rate
adjustment in 2003. Audited year-end revenues and expenditures are available for fiscal
years 2003/04 through 2021/22. Budgeted revenues and expenditures are shown for
fiscal year 2023/24.
Revenues
Actual Actual Budget
Zone 2003/04 2021/22 % Increase 2023/24 % Increase
A $582,873 $604,323 3.68% $583,858 0.17%
B $728,280 $745,059 2.30% $746,968 2.57%
C $676,696 $683,606 1.02% $664,183 -1.85%
D $1,028,419 $1,162,670 13.05% $1,134,741 10.34%
$3,016,268 $3,195,658 5.95% $3,129,750 3.76%
Operating Expenditures (Net of Capital) Actual Actual Budget
Zone 2003/04 2021/22 % Increase 2023/24 % Increase
A $582,972 $891,790 52.97% $1,123,688 92.75%
B $613,789 $956,887 55.90% $1,084,257 76.65%
C $593,997 $643,932 8.41% $795,031 33.84%
D $936,192 $1,718,883 83.60% $1,863,138 99.01%
$2,726,950 $4,211,492 54.44% $4,866,114 78.45%
As noted previously, Zone D costs reflect the 50/50 cost split between the LLAD and the
Town General Fund. Total Zone D (Park and Facilities Maintenance) costs are double the
cost shown.
Two additional points to make contextually are that: 1) the LLAD expenditures reflected
above do not include capital expenditures that the Town makes to support the LLAD –
i.e., these are operating expenses only; and, 2) between August 2003 and August 2022,
inflation in the San Francisco Bay Area Region as reflected by the Consumer Price Index
(CPI) for the region increased by 67.55%. Therefore, increases in LLAD operating
expenses through fiscal year 2021/22 fall well within the overall CPI for the Bay Area.
LLAD 1983-1 3 August 15, 2023
Had LLAD assessments been structured to adjust for CPI, by 2021/22 the rates that were
originally set in 2003/04 would have adjusted as illustrated below to cover the operating
portion of the LLAD costs net of any capital contribution. Further adjustment based upon
budgeted 2023/24 expenses are reflected in the last two columns.
Adjusted Rates Zone 2003/04 2021/22 % Increase 2023/24 % Increase
A $40.20 $61.49 52.97% $77.49 92.75%
B $179.50 $279.86 55.91% $317.09 76.65%
C $58.50 $63.42 8.41% $78.30 33.84%
D $67.80 $124.48 83.60% $134.93 99.01%
Moving Forward
During the recent study sessions to review the Town’s 2023/24 Operating Budget, the
Town Council requested a study session discussion of the LLAD budget, a review of both
substantive and procedural issues that would arise should the Town wish to propose an
increase in the assessment rates and other potential options available to assist in funding
some or all of these maintenance functions.
Town staff has met with the Town’s long time LLAD District Engineers, Francisco and
Associates, who have prepared the attached memorandum to address these topics.
RECOMMENDATION
Provide direction to Town staff on any additional information regarding the LLAD and
maintenance funding.
Prepared by:
David Casteel
Maintenance Services Director
Robert B. Ewing
City Attorney
Attachments: A-Francisco and Associates Memo
B-LLAD Map
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MEMORANDUM
July 20, 2023
TO: Dave Casteel, Maintenance Services Director, Town of Danville
FROM: Francisco & Associates
SUBJECT: Town of Danville Street Lighting and Landscape Assessment District No.
1983-1
Purpose
The Town of Danville (the “Town”) established the Street Lighting and Landscape
Assessment District No. 1983-1 (the “LLAD”) for the purpose of providing a mechanism
to fund the annual cost to operate, maintain, service, and replace the Town’s public
landscape, streetlight, and park improvements (the “Public Improvements”). The annual
assessments generated by the LLAD are currently insufficient to fund the Public
Improvements at the level to which the Town’s constituents are accustomed without an
annual contribution from the Town’s General Fund. The required annual General Fund
contribution is not sustainable, and therefore not a viable long term funding source for the
Public Improvements. For this reason, the Town is exploring options to fund the annual
shortfall and to ensure there is an adequate and stable source of funding for the future.
The purpose of this memorandum is to assist Town staff and the Town Council in
determining how best to address the LLAD’s annual funding shortfall. To this end,
provided in the following sections is an overview of the Town’s LLAD, an outline of the
process required to increase LLAD assessments to a level that can sufficiently cover the
annual maintenance costs of the Public Improvements as well as an outline of the process
to establish either a general or special tax as alternative funding strategies. Additional
considerations in evaluating funding strategies are also included.
Background
Upon incorporation, the Town inherited several street lighting districts from Contra Costa
County. In 1983, these street lighting districts were consolidated into a single Town-wide
Lighting and Landscape Assessment District, now known as the Town’s LLAD 1983-1.
The LLAD was expanded in 1987 to authorize the use of funding for major roadside and
median landscaping, and authorization was extended to include parks and related
recreational facilities in 1990. In 1997, in order to comply with new legislation at the time
(Proposition 218), the LLAD was confirmed by the Town’s property owners with
overwhelming support, receiving more than 87% approval.
ATTACHMENT A
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Since formation, it has been the Town’s intent that the LLAD’s annual assessments will
fully or, at minimum, significantly fund the maintenance, operation, and replacement of
the Public Improvements. For this reason, in 2003 the Town’s property owners approved
an increase in the assessments to provide the Town with the additional funding necessary
at that time to maintain and operate the Public Improvements. The Town has been levying
the assessment annually, but the LLAD’s assessment rates have remained unchanged
since the 2003 increase. Despite the unchanged assessment rates, the costs to maintain
and operate the Public Improvements have continued to rise, leading to a projected
General Fund contribution of approximately $3.5 million dollars for Fiscal Year 2023-24.
Unfortunately, this annual General Fund contribution is not sustainable in the long term.
To maintain the current level of service in future years, the Town is exploring options to
increase funding for the maintenance, operation, and replacement of the Public
Improvements. If the current funding strategy remains unchanged, there may be a need
to reduce services to align revenues with expenditures.
There are currently two options identified to fund the annual shortfall: 1) An Increase of
the LLAD Assessments, and 2) Establishment of a Local Tax. Outlined below are
summaries of the process to increase the LLAD’s assessment rates and the process to
establish a local tax, both of which are funding strategies available to the Town for
consideration.
Increasing LLAD Assessments
In order to address the existing funding shortfall and the funding needs of tomorrow
through an increase of the LLAD assessment rates, the Town will need to conduct a
Proposition 218 proceeding. The process to conduct a Proposition 218 proceeding to
increase LLAD assessments will take approximately six to nine months, and includes
several steps which are summarized below:
•Perform a benefit analysis of the relevant Public Improvements to determine the
costs to maintain, operate, and replace the Public Improvements, as well as
identify the benefits to be conferred by the Public Improvements to property within
the Town.
•Determine proposed assessment rates based on the prepared benefit analysis.
•The Town Council approves a resolution initiating the proceedings to establish a
new LLAD and directs City staff to prepare an Engineer’s Report.
•Prepare an Engineer’s Report that includes the benefit analysis and proposed
assessment methodology and rates.
•The Town Council receives and approves the Preliminary Engineer’s Report and
sets a date and time to hold a public hearing on the matter.
•Mail notices and ballots to all affected property owners a minimum of 45 days prior
to the scheduled public hearing.
•The Town Council conducts a Public Hearing and tabulates the returned ballots. If
there is no majority protest, the Town Council can adopt a resolution approving the
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Final Engineer’s Report and confirming the increase in assessments. A majority
protest exists if more than 50% of ballots returned, weighted by proposed
assessment, oppose the increased assessment.
It is important to note, the legal landscape has changed since the LLAD was initially
formed in 1983 and since the assessment rates were last increased in 2003. For this
reason, the benefit analysis will require a thorough review of the Public Improvements.
This review will include identifying the location of existing and planned Public
Improvements, identifying the costs to maintain, operate, and replace both the existing
and future Public Improvements, and determining what benefits are conferred to property
from the Public Improvements. The benefit analysis will be used to develop a new
assessment methodology that equitably allocates the costs of the Public Improvements
to each parcel within the Town, resulting in the proposed increased assessment rates that
will fund the annual shortfall.
Passing a Local Tax
Another commonly utilized funding mechanism by local public agencies across the state
involves passing a local tax to fund services. Pursuant to state law, agencies may
consider placing either a general or special tax before local voters for their consideration.
The following is a brief description of both options.
General Taxes
A general tax is one which is used to help pay for “general governmental services” so it
would not be specifically earmarked for maintenance purposes. However, under current
law, it is possible to place a general tax on the ballot along with a non-binding advisory
measure, which asks voters to express their preference for how the tax proceeds should
be spent. However, a ballot initiative proposed by the California Business Roundtable
(qualified for the November 2024 ballot) would specifically eliminate the use of advisory
measures tied to general taxes if approved. General taxes must be placed on the ballot
by a 2/3’s vote of the council and, absent an emergency, must be submitted to the voters
at a regularly scheduled election for the council. General taxes can be approved by a
simple majority vote.
Special Taxes
A special tax is one that is earmarked for a specific purpose(s), such as funding the
maintenance, operation, servicing, and replacement of the Public Improvements. The
process to establish a special tax requires two-thirds registered voter approval and can
be submitted to the voters at any election. The process would take approximately seven
to twelve months. The process is summarized below:
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•Identify the relevant Public Improvements to be funded by the special tax and
determine the costs to maintain, operate, and replace the Public Improvements.
•Establish the proposed tax rate structure for property within the Town and
determine the special tax rates needed to fund the costs of the Public
Improvements.
•The Town Council approves a resolution establishing the ballot question, outlining
the special tax rates and rate structure, and directing the County Registrar to place
a measure on the upcoming election’s ballot.
•Registered voters (not property owners) within the Town’s boundaries will vote on
the special tax measure at the upcoming primary or general election. If two-thirds
of the voters support the special tax, the tax is approved and may be levied in
subsequent years.
•The Town Council adopts a resolution confirming the results of the election and
authorizing the levy of the special tax.
The upcoming primary and general elections are in March and November of 2024. To be
eligible to place a ballot measure on the March 2024 ballot (which would have to be a
special tax), the Town must complete the necessary steps of developing a rate structure
and tax rates early enough for the Town Council to approve a resolution by the end of
October 2023. Similarly, for inclusion on the November 2024 ballot (which could be a
general or special tax), these steps must be finalized and approved by the Town Council
by the end of July 2024.
Additional Considerations
It is recommended that two additional items be considered when evaluating funding
strategies to address the existing LLAD’s funding shortfall: 1) the inclusion of an annual
escalation factor, and 2) the type and level of public education and outreach efforts that
may be required to educate property owners and/or the electorate about the LLAD’s
purpose, the existing funding shortfall and the funding strategy the Town elects to pursue.
1.The inclusion of an annual escalation factor would allow any increase in LLAD
assessment rates or a newly established special tax to keep pace with annual
inflationary increases in the costs to maintain and operate the Public
Improvements. Typically, annual escalation factors are tied to a local index. A local
index commonly utilized by public agencies in the region is the U.S. Bureau of
Labor Statistics Consumer Price Index for All Urban Consumers or Urban Wage
Earners and Clerical Workers for the San Francisco, Oakland, Hayward Area of
California.
2.Public outreach and education efforts ensure that the Town’s electorate is
educated and well informed of the issues and circumstances experienced by the
Town as well as ensure that the electorate understands the proposed funding
solution. Public education and outreach efforts includes community meetings and
mailers informing the electorate of the Town’s funding situation and the avenue
proposed to generate the needed funding to sustain the Public Improvements in
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the future. These communication efforts lead to a more informed constituency and
often increase the likelihood of the electorate approving the proposed funding
strategy.
Summary
It has now been twenty years since the Town last asked property owners for an increase
in assessment rates for LLAD 1983-1. Absent any CPI escalator and given that only
minimal growth has occurred in Danville during this time, District revenue growth has
fallen well short of increased District expenses. Based on the options outlined above,
there are various matters to consider when determining how best to fund the annual
shortfall associated with the Town’s Public Improvements. Below is a summary of the
proposed funding strategies included herein to assist the Town Council and Town staff in
determining how best to fund the Town’s Public Improvements.
•The process to establish or increase the LLAD assessment will result in the
property owners returning ballots in support or opposition to the proposed
assessment. In order to move forward, a majority of the ballots returned (weighted
by assessment amount) would need to support the increase of LLAD assessments.
The process to increase the LLAD assessments typically takes approximately six
to nine months and can be initiated at the City’s discretion.
•The process to establish a special tax will result in a registered voter election that
will take approximately seven to twelve months and will likely need to be timed to
align with either a primary or general election. In order to move forward with the
establishment of a special tax, two-thirds of the votes cast in the election would
need to support the establishment and levying of the special tax.
When selecting a funding strategy, it is important to obtain the pulse of the community,
determine how best to communicate with the Town’s constituents, to have a clear
message, and that the constituents understand not only what is being asked of the
community but also how the approval or failure of the proposed strategy may impact the
Town and its constituents.
DANVILLE STREET LIGHTING AND LANDSCAPE ASSESSMENT DISTRICT NO. 1983-1
0.0 0.3 0.6 0.9 1.2 1.5 mi
ZONE C = NEIGHBORHOODS BENEFITING FROM STREET LIGHTS
ZONE D = ZONE A + ZONE B
ZONE A
ZONE A
ZONE B
ATTACHMENT B
COMMUNITY OUTREACH & ENGAGEMENT
INTRODUCTION The pandemic and post-pandemic years have reshaped how we communicate with our
community. There is an increasing demand for more online information, quicker
responses, and more personalized messaging. In response, the Town has embraced this
new dynamic communications landscape using social media as the main tool to achieve
broader reach while maintaining traditional methods to engage with residents and
businesses. More recently, the Town significantly upgraded its website to meet best
practices and design evolutions, developed a standardized branding approach, and
adopted an updated Communication Outreach Strategy.
A detailed summary of these efforts and the resulting expansion of the Town’s
communication impact is in Attachment A.
DISCUSSION These major outreach and engagement efforts have both kept the Town communications
methods up-to-date and built a foundation for upcoming critical communications efforts.
In addition to the business-focused communication strategies outlined in the Economic
Development Strategies report, 2024 communications will be focused on the Downtown
Master Plan Catalyst Project, rollout of the certified Housing Element, and laying the
foundation for presenting a Lighting and Landscape Assessment District (LLAD) rate
adjustment to property owners in 2025.
In preparation for communications on these complex projects, The Danville Town Talks
(DTT) website has been renovated to prioritize these outreach efforts. The pages for each
of these projects will be the backbone of all outreach, for both information gathering and
for documenting outreach efforts. Communications will encourage subscriptions to these
pages, so that all project updates easily reach the most engaged community members.
The project pages also have a digest of past project milestones and outreach efforts, to
address concerns from those who are just learning about the projects. A project page for
the LLAD is anticipated to be added by summer 2024.
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Downtown Master Plan Catalyst Project
The communications and outreach efforts for this impactful project are already
underway. The level and approach will vary depending on how significantly each
constituent group is affected by the project.
• Hartz Avenue businesses will have numerous contacts through various methods,
as the construction will directly impact intersections near their storefronts. They
will be the most invested in receiving the information and will benefit most from
the highest level of contact, including in-person meetings and one-on-one visits.
• General community who will be interested in but perhaps only minimally
impacted by the project could choose to attend available meetings but will most
likely be informed by broad messages through the quarterly newsletter, monthly
email, and social media.
Timing for contacts will be more specific once the construction phasing is known. A
general timeline for pre-construction outreach activities for specific audiences is below.
Note that all activities targeted to the General Community will reach all subset audiences.
Month Project Activities Outreach Audience Outreach Activities
January Bid Notice General Community Press Release
Messages:
Bid notice,
recap of project history.
Social Media
Print Newsletter
Email Newsletter
Project Handout
DTT News Item
Event Organizers Phone Call
Email Update
Business Owners Email Update
February Contract Award General Community Press Release
Messages: Contract award, potential timing.
Social Media
Email Newsletter
DTT News Item
TT with the Mayor
Business Owners Email Update
Month
Project Activities Outreach Audience Outreach Activities
March Submittal Process General Community Town Hall Meeting
Messages: Potential project
timeline and
Phase 1
location.
DTT News Item
Social Media
Business Owners Stakeholder Meeting
Downtown Walks
Email Update
Community Groups Join Existing Meetings
Event Organizers Email Update
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April Submittal Process General Community Press Release
Messages:
Firm Phase 1 timeline and potential future phasing.
Social Media
Print Newsletter
Email Newsletter
Updated Project Flier
Project Signage
DTT News Item
TT with the Mayor
Business Owners Email Update
Downtown Walks
Commissions/Committees Presentations
Event Organizers Email Update
May Construction Start General Community Press Release
Messages:
Phase 1 start
date, location,
and project
details.
Social Media
Email Newsletter
Phase 1 Project Flier
DTT News Item
TT with the Mayor
Business Owners Email Update
Customer Handouts
Downtown Walks
Event Organizers Email Update
Phone Call
These communications efforts would be in addition to the community outreach
conducted by any Councilmember individually through one-on-one meetings, group
presentations, tours, and Farmers’ Market office hours. Ongoing communication once
construction begins will include regular project updates posted to DTT, with
supplemental communication through email and social media that directs people to the
DTT project page. This initial communications outline is intentionally flexible to adapt to
project details as they become available. Housing Element Since 2021, the Town has actively engaged the community in updating the 2023-2031
Housing Element through workshops, surveys, and interactive tools, aiming to both
inform and educate about this state-mandated process. The revised Housing Element,
along with recommended changes to the General Plan, Zoning Ordinance, and Municipal
Code for compliance with state housing law, will be presented to the Council on February
6. This presents an opportunity for significant outreach, particularly to address concerns
and clarify the nature of these changes.
The messaging will focus on re-introducing Housing Element basics, emphasizing its
state-mandated nature and clarifying that it does not compel the Town to build housing.
An explanation will be provided for the changes that were made to comply with state
housing law, the penalties and potential negative impacts of not adopting a certified
Housing Element, and the process for future development reviews and approvals.
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This is a complicated message, and while we will use short-form media such as email and
social media, the messages will need to be communicated through more expansive
platforms. Here are the key methods we will use to educate and inform:
• DTT Housing Element Project Page: This ongoing resource provides the history,
milestones, and previous outreach and community engagement efforts of the
housing element process. • DTT Private Development Page: The Town has developed a standalone Private
Development page that not only features information on private developments,
but also insight into how the submittal, review, and approval process works. As
new projects are submitted, project details and status will be added as new items
and to an active map.
• Town Hall Meetings: For those who prefer to meet in person, the Town will hold
two Town Hall Meetings for the public, to walk through the Housing Element and
how it affects the Town. • Summary Handout: As the final Housing Element document is prepared, a
companion summary document will be created. This will serve as an introduction
to the Housing Element but can also be used as a standalone piece that can be taken
to community meetings, Farmers’ Market hours, and other engagement
opportunities with the Council. • Spring Newsletter: The spring Live Locally Quarterly Newsletter will include notice of
the adopted Housing Element, encouraging people to go to the DTT Project Page
to learn more about the history and future impacts. As these cornerstone communications pieces are rolled out, there will also be a significant
“social listening” component that will drive day-to-day outreach. Based on comments
and rumors posted on social media, the Town will craft targeted messages that can easily
be shared on our own social media platforms. This will provide clarification, but also
support those in the community who wish to share the key messages.
2025 LLAD Ballot In anticipation of taking a potential LLAD rate adjustment to property owners in 2025,
the Town can begin messaging in 2024 to inform residents of its purpose and benefits. An
article about the LLAD was included in the fall 2023 Live Locally Quarterly Newsletter.
The key messages included: a) the purpose of the LLAD; b) how the funds are managed;
and c) how property owners are directly contributing to the quality of life in Danville
through this assessment; and d) the assessment amount has not been increased in more
than 20 years.
To build understanding and support for an increased assessment, these messages would
be continued through multiple platforms:
• Social Media: Monthly social media posts about LLAD-funded features of the Town will
reference the LLAD, and thank residents for helping to keep Danville beautiful.
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• Quarterly Newsletter: When LLAD-funded projects are featured, the article would
mention the source of the funding. Toward the end of the year, the newsletter
could include an article focusing on the low assessment with a chart showing how
other costs of maintenance have increased while the assessment has not. • Website: The LLAD info on the website will be expanded, to include historical documents,
comparison charts, maps, and articles mentioned above. Social media posts and articles
will direct visitors to the updated page, which can later be transitioned to a DTT page if
the Town wishes to create surveys or receive comments on the potential assessment
increase. These communications activities will help ensure that once the property owners are presented
with a ballot, they will better understand the LLAD and how it impacts their quality of life.
Other Marketing Strategy In addition to the major project outreach efforts outlined above, the communications team
will focus on the following initiatives in 2024:
• Growing Email Subscriptions: Moving to a new email platform will provide the
opportunity for easier subscriptions, better reporting, and improved technical
quality for Town marketing emails. This will allow for growth in subscriptions for
targeted email lists. • Targeted Communications to Key Audiences: With improvements in general
communications to the community, there is also a need to target audiences that
are more difficult to reach. The communications team will work with RACS staff
as well as the Senior Advisory Committee and Danville Youth Council to outline
and implement targeted ways to reach seniors and teens. The Town already
provides programs for these groups, and ensuring the messages meet the audience
will be a key focus in 2024. • Web Content Strategy: The Town’s website structure was updated in 2018, and
content additions were assigned departmentally. This resulted in departments
adding information in differnet ways, without an overarching structure to the
content. The internal Communications Liaison team will work across departments
to better organize and consolidate information on the Town website pages and
menus, with a visitor-first approach. • Social Media Policy: The Town will update its 2017 Social Media Policy to better
reflect current platforms and best practices. This policy will be brought before the
Council in the summer for consideration.
RECOMMENDATION Consider the information and status update outline. Provide feedback to staff with regard
to the initial communications strategies for the Downtown Master Plan Catalyst Project
and Housing Element, as well as the general marketing strategy initiatives.
ATTACHMENT A
The Updated Communication Outreach Strategy and Implementation Plan presented to
Council in March 2023 represented an audit of the Town’s communications strategies.
Existing strategies were evaluated from a customer perspective, and several key
objectives were outlined in the implementation plan, including:
• Consolidate eight active departmental Town social media accounts, renaming Town
accounts to one consistent “handle” and launching an awareness campaign.
• Use direct URLs in all outreach to ensure users can easily find specific web pages.
• Maintain Police Department social media accounts as an independent presence, and
add an Instagram account to broaden reach.
• Create a monthly email newsletter that covers all activities, updates, events, and
projects. These and other initiatives in the March implementation plan have been completed, with
results that set the Town up for future critical outreach needs, such as the Downtown
Master Plan Catalyst Project and Housing Element communications. Here are some
statistics reflecting successful implementation of these initiatives:
Town Social Media Growth
The consolidation of Town accounts into one focused account better serves the
community. Residents, businesses, and visitors can use one account on each social media
platform to find information on events and projects. The statistics show an increase in
numbers across the board, partly due to acquired followers from the account
consolidation but also due to an outreach campaign that generated completely new
followers.
2022 2023
Jan-Dec 22 Jan-Dec 23 YoY Increase
New Followers Added* Facebook 503 724 44%
Instagram 1,300 1,641 26%
Total Followers* Facebook 9,199 9,923 8%
Instagram 8,081 9,722 20%
Profile Visits Facebook 13,492 24,122 79%
Instagram 7,834 23,562 201%
Total Reach Facebook 107,774 255,230 137%
Instagram 24,838 104,294 320%
Total Video Minutes Viewed (Both) 681 28,174 4,037%
*2022 numbers estimated
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A robust following on social media allows the Town to convey a variety of messages in a
way that is effective, flexible, and cost-efficient. Social media is also critical in emergency
messaging. Note that some data was not available for the entirety of 2022, but staff were
able to estimate closely based on available data. While social media allows for extensive
analytics, some data measurement history was not available. The social media strategy included a focus on video, including short videos promoting
everything from safety messages to activity promotion. The videos produced were also
shorter, which resulted in more people viewing them for a longer total time. The Town also posts to Nextdoor and Twitter/X, but those platforms do not offer reliable
analytic data or consistent placement of messages. While staff have not focused on
initiating growth on those platforms, both platforms remain a part of the overall strategy.
The Town has just over 8,000 followers on Twitter/X and 34,392 members on Nextdoor. Website Traffic With an increased use of social media to promote programs and projects, having short
website addresses (URLs) is a critical component of the Town’s social media strategy. The
Town produces a lot of information through its website, and getting people from a social
media post to the exact information they are seeking helps bridge communications gaps.
When developing marketing materials for projects, programs, and other messaging, short
URLs were evaluated and developed. Over time, many short URLs were developed to
refer to the same webpage, so those were evaluated and consolidated. Having a short,
distinct URL for each project or program is especially important for Instagram and
printed materials, to make it easier for customers to type in the web address. As a result of this focus, the traffic to the Town website reflected an increase in “direct”
visits, meaning a specific URL was typed into a browser. Visits to the home page also
decreased, as the home page URL was only used to refer to general Town information or
to a specific program featured on the home page as a news item. In 2023, overall visits to
pages on the danville.ca.gov website increased 216% year-over-year, and direct visits to
specific pages increased 248%. This indicates an overall increase in traffic, in addition to
an increase in people getting exactly the information they need.
The top viewed pages on the Town website for 2023 were: 1. Home Page 6. Permit Center
2. Calendar 7. RACS Department
3. Search 8. Meetings & Agendas
4. News Flash (Press Releases) 9. Village Theatre
5. Staff Directory 10. Police Department These numbers reflect the success of the short URLs and other initiatives, such as the
monthly email newsletter and social media strategy. For example, the shortened URL of
www.danville.ca.gov/tickets is used for all Village Theatre promotion, with a prominent
link at the top of the page to buy tickets. Additionally, Town Council meeting agendas
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are posted on social media with the short URL of www.danville.ca.gov/agendas, and a
new weekly email includes all upcoming meetings, resulting in an increase in views. Police Department Social Media In 2023, the Police Department showed significant organic growth in followers and
engagement on both Facebook and Instagram. In July, the Town re-acquired a closed
Instagram account that was started by a former officer and had been gaining followers
even though no one had ever posted to it. With this acquisition, the PD accounts were
able to be updated to consistent handles (@DanvilleCAPolice) and the Instagram account
shows steady growth. The PD Facebook page added 595 followers in 2023, with a total of 9,827 as of January
2024. Visits to the PD Facebook page increased 56% in 2023. The PD Instagram page
started in July 2023 with just over 600 followers, and has increased to 915 as of January
2024. Both accounts are primarily managed by PD staff, with oversight by the PIO. Email Marketing
Over the past year, the Town has evaluated its email marketing strategy, seeking to reach
out to the community more effectively while consolidating efforts. The website includes
a “Notify Me” email sign-up page, and when the new site was launched, staff included
many different options for the community to sign up for very specific items. These lists
were not regularly used to send content, and if they were, residents had to subscribe to
many different lists to get information about the Town. In July, the Town launched a monthly email newsletter that covered all Town news, from
construction projects to classes and activities. The Live Locally Update is sent just before
the first of each month, highlighting news for the coming month. In August, the email
was expanded to include a mid-month Live Locally Calendar Highlight, primarily to
promote calendar events through the end of the month.
The subscriber list for the monthly email was consolidated from opt-in lists for all of the
topics previously available through the Notify Me sign-up page. For instance, since the
email newsletter would cover gallery exhibitions, senior programs, and youth programs,
subscriber lists for those individual topics were consolidated to the monthly general list.
In the first email, subscribers received a note about the new outreach method, and were
given the opportunity to change their subscription preferences. The emails sent to this list of just over 4,000 subscribers have an average 48% open rate,
indicating how many subscribers open the emails that are delivered. The industry
average for government agencies is 29%. While the number of subscriptions has not
grown since the list launched, staff attributes that to a somewhat complicated sign-up
process for the current email marketing system. This assumption takes into account the
high open rate as well as high engagement on social media posts about the newsletter,
which should result in increased subscriptions. The Town is implementing a new email
marketing service now, which will offer better analytics and a more customer-friendly
subscription process.
February 2, 2024
TO: Mayor and Town Council FROM: Joseph Calabrigo, Town Manager SUBJECT: Town Council Guidelines – Annual Review
The Annual Planning and Goal Setting Workshop provides the Town Council with
an opportunity to review and re-visit the Guidelines you’ve developed to assist you
in conducting your business, your interactions with one another, the public and the
Town staff. The Guidelines are a living document and subject to change per the Council. What
makes them effective is the buy-in from each of you. As part of this annual review,
each year you are asked to consider some version of the following:
• Are these guidelines still relevant and helpful in terms of helping you do your
jobs?
• Reflecting back upon the past year, can you recall positive examples of where
the Guidelines have been helpful? Are there questions or areas that could
benefit from being highlighted and discussed?
• Are there are any changes, clarifications or improvements that warrant
discussion or consideration? Please give this some thought and be prepared to discuss how we can continue to
support effective communication and collaboration as a way of maximizing our
benefit to the community we serve. One issue that has been raised regards the liaison roles councilmembers take with
each of our appointed commissions. Specifically - what is the purpose of that role?
Are there dos and don’ts? How can we achieve better consistency?
One change to highlight - Section E. 7. c. has been revised to update the mayoral
rotation.
Please be prepared to provide direction to staff regarding anything else that you feel
should be incorporated into this annual review.
TOWN COUNCIL GUIDELINES
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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.
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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.
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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.
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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:
2024 – Karen Stepper 2027 – Newell Arnerich
2025 – Dave Fong 2028 – Robert Storer
2026 – Renee Morgan
d. If one new councilmember is elected or appointed, they are placed at the
end of the rotation and incumbent members move up one year.
e. If more than one new councilmember is elected, they are placed at the
end of the rotation in an order determined by the number of votes that
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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
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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.”
DATE: February 2, 2024
TO: Town Council & Directors
FROM: Lianna Adauto, Economic Development Specialist
SUBJECT: Danville Business Activity Update
Below is a snapshot of business activity in Danville from September 2023 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.
Downtown
Status Business Name Business Type Address
NB Alka’s Brow Studio Service 181 Hartz Ave
C Bay Area Tile & Hardwood Supply Retail 177 Hartz Ave
CS Diablo Valley Animal Hospital Service 391 Railroad Ave, Suite 100
C Flower Theory Retail 155 Railroad Ave
R Going Places Travel Service 281 Hartz Ave
CS Isola Osteria Restaurant 100 Railroad Ave, Suite E
C Jamba Juice Restaurant 35 Railroad Ave
C Lilikoi Boba Restaurant 251 Hartz Ave
NB Maison Benoit – A French Bakery Restaurant 402 Railroad Ave #100
R Mechanics Bank Bank 185 Railroad Ave
R Red Light Glow Spa Service 100 Railroad, Suite D
NB Romana Pizzeria Restaurant 251 Hartz Ave
CS Shared Workspace Office 15 Railroad Ave
CS Sourdough & Co Restaurant 241 Hartz Ave
CS The Great Greek Mediterranean Restaurant 405 Railroad Ave
NB Turf and Supply Company Retail 442 Hartz Ave
Other
Status Business Name Business Type Address
CS Canyon Club Brewery Restaurant 206 Sycamore Valley Rd W
NB Danville Kitchens Restaurant 9000 Crow Canyon Rd, #P
C East Bay Flower Company Retail 206 Sycamore Valley Rd W
NB Namo Indian Cuisine Restaurant 480 San Ramon Valley Blvd #A2
R* OsteoStrong Service 3442 Camino Tassajara
CS Skin Spirit Service 439-441 Railroad Ave
NB Sultan Kebab & Falafel Restaurant 11000 Crow Canyon Rd, Ste G
*Relocated to Blackhawk Plaza
File #Type Name Address Description Status
DEV18-0020 C 198 Diablo Road Commercial 198 Diablo Road Construction of an approximately 10,600 square foot two-story commercial building.Approved
DEV21-0006 R GMMR, LLC 359 & 375 West El Pintado 50-unit senior condominium development.Approved
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.
Under Construction
DEV21-0013 MU Faz 600 Hartz Ave
Development Plan for 37 residential condominium units totaling 46,680 square feet, and 3,920 square feet of commercial retail space
along the Hartz Avenue frontage. The proposed project includes a
31,360 square foot subterranean parking garage.
Under Construction
DEV22-0009 R Borel 3020 Fostoria Way Development Plan for a proposed 168-unit Townhouse development. Under Review
DEV21-0012 C 212 Front Street Building 212 Front Street Building Permit drawing for a previously approved new 3,395 square foot two-story commercial building combining two existing parcels.Approved
DEV20-0012 R Loyal Dragon Loyal Dragon Place Architectural approval for four single family residences associated
with a previously approved subdivision.Approved
DEV23-0016 R Darby Plaza 425 El Pintado Rd Preliminary Development Application to build a four-story Multifamily Senior Housing Condominium Development with 100
units.
Incomplete
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.Approved
DEV19-0024 R Chevron Car Wash 400 Diablo Road Construction of a new 798 square foot drive-through car wash, a 372
square foot expansion of an existing convenience store.Under Construction
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
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
Legend
R = Residential C = Commercial MU= Mixed Use
PLANNING COMMISSION AND DESIGN REVIEW BOARD ACTIVITY 2023
MS 851-2020 R Noble Oaks Ln 1475 Lawrence Road Development Plans for previously approved 4-lot subdivision MS 851-
2020 Under Construction
MS 870-2022 R Jason Bond Lot Split 824 Danville Blvd Minor Subdivision allowing the subdivision of an existing 2.15-acre parcel located at 824 Danville Blvd. into four single-family residential
lots.
Approved
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
SD 6264 R Vandam Subdivision
Tatum Lane 2449 & 2451 Tassajara Lane Major Subdivision request allowing the subdivision of an existing
parcel into seven single-family residential lots.Under Review
SD 9631 R Haven Development 133 El Dorado Ave Major Subdivision to subdivide an existing 15,000 square foot parcel
into five single-family lots.Approved
SD 9666 R Misson Subdivision 2570 Camino Tassajara Rd, 45 Sherburne Hills Rd Major Subdivision to subdivide a 19.43-acre site to create 18 single-family residential lots. Incomplete
SD 9673 R Sycamore Hills Hill Meadow Place
Major Subdivision and Development Plan to allow a 30-unit single-
family residential subdivision. The 47-acre site is located on an open space parcel on the hillside above Hill Meadow Drive. This
application has been submitted under the Builder’s Remedy provision
of the State Housing Accountability Act.
Incomplete
R Town & Country
Shopping Center 111 Town and Country Dr Development Plan for a four-story 200 unit apartment building. Anticipated
R Sloat Garden Center 828 Diablo Rd Development Plan for multifamily housing.Anticipated
R Community
Presbyterian Church 222 W El Pintado Development Plan for around 100 multifamily units.Anticipated
R Beth Chaim 1800 Holbrook Dr Development Plan for 10 multifamily units using SB4.Anticipated
2
HERITAGE RESOURCE COMMISSION
REPORT AND SUMMARY - 2023
Public Outreach Sub-Committee - The Heritage Resource Commission established a
dedicated Public Outreach Sub-Committee with the objective of elevating public awareness
regarding the Town's rich history and the significance of its historic preservation program.
A key initiative undertaken by the committee involved the development and promotion of
informational bronze plaques. Presently, 20 such plaques have been strategically installed
on Town Heritage Resources, marking an impactful stride in fostering historical awareness
within the community.
2024: The Sub-Committee is currently working on finalizing the language for Halverson
Creek Plaque and setting an unveiling date. In addition, the sub-committee is working on
language for the Fazzio Fisher house at 324 Railroad Avenue.
Historic Survey Sub-Committee - To uphold the integrity of the Town's Survey of Historic
Properties, the Heritage Resource Commission instituted a specialized sub-committee. This
group diligently undertook the task of evaluating and recommending updates to the
survey, encompassing the identification of structures with potential historic significance.
Furthermore, the Sub-Committee meticulously assessed properties listed in the Town's
Identified Potential Resources survey, considering their inclusion in the comprehensive
Town Heritage Resource Survey. This effort extends to the thorough review of existing
structures on the Town's Historic Survey for potential designation as Town Heritage
Resources.
2024: the Sub-Committee will continue to work to identify sites of potential historic
significance.
Downtown Historic Walking Tour - The Heritage Resource Commission is actively
engaged in the adaptation of modern technology for historical education, specifically
through the utilization of the Engage by Cell Software Platform. This online platform
enables users to embark on an informational walking tour of 34 historic sites in the
downtown area. Each site is meticulously curated, featuring a professional photo,
historical images, and detailed descriptions crafted by the Heritage Resource
Commission.
2024: Continue to work on populating the walking application with historical
information and develop an outreach program with economic development to support
local businesses along the route.
Development Applications - The Heritage Resource Commission reviewed applications
involving heritage resources including:
2
o 342 Railroad Avenue – DEV18-0016; Todd Fitch is the owner and Barry & Winn
Architects are the applicant. This project approval allowed the construction of a
new two-story 2,635 square foot building to the rear of the existing 988 square foot
historic building on the site. The project also included minor restoration
improvements to the historic building.
Project status: Completed
o 809 Podva Road– DEV23-0012; Master Wealth Properties, LLC is the owner and
Joel Malakoff is the applicant. This approval allowed a second story addition, the
infill of an existing porch, and other minor modifications to the Town Designated
Heritage Resource at 809 Podva Road (the Podva Farmhouse).
Project status: Approved, Building Permit Issued
CODE ENFORCEMENT ACTIVITY 2023
The chart below summarizes the code enforcement activity for the 2023 calendar year.
2023 Summary: All Code Enforcement Cases
Case Type Case Status Subtotal
by Type
# Initiated by
Community
% Initiated by
Community Open Closed
Building 1 44 45 39 87%
Construction 0 8 8 8 100%
Encroachment 1 34 35 32 91%
Fence 0 12 12 10 83%
Home Occupation 0 2 2 2 100%
Noise 0 45 45 45 100%
None 0 1 1 1 100%
Nuisance 1 33 34 32 94%
Other 2 101 103 93 90%
Public Records 0 3 3 0 100%
Screening 1 8 9 9 100%
Signs 0 9 9 6 75%
Tree 0 12 12 11 92%
Zoning 0 8 8 6 75%
Subtotal by Status: 6 320
326
294
90% Total Cases 1/1/23 – 12/31/23: