HomeMy WebLinkAbout031025-03.1 2025 DANVILLE TOWN COUNCIL
ANNUAL PLANNING AND GOAL SETTING WORKSHOP
DANVILLE TOWN COUNCIL - SPECIAL MEETING
ANNUAL PLANNING AND GOAL SETTING WORKSHOP
Friday, January 31, 2025
8:30 a.m.
Oak Hill Park Community Center
3005 Stone Valley Rd. 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. 2024 Highlights and Outcomes
2. Mid-Year 2024/25 Operating Budget Update
3. Mid-Year 2024/25 Capital Improvement Program Update
4. Two-Year Implementation Plan
5. Town Council Guidelines
6. Other Business and Updates
Annual Council/Commission Workshop
Business, Commission and Code Enforcement Updates
Docusign Envelope ID: E4850644-E7A4-4F89-BEDE-ACE51C64D83F
DANVILLE TOWN COUNCIL
AGENDA
JANUARY 31, 2025
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: E4850644-E7A4-4F89-BEDE-ACE51C64D83F
January 31, 2025
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, January 31, 2025. The workshop will
be held at the Oak Hill Park Community Center.
A light breakfast will be available from 8:00 a.m. to 8:30 a.m., and the workshop
will begin at 8:30 a.m. Remember that the start time at Monte Vista High School
is 8:30 a.m. so I would suggest that you plan to arrive by 8:00 a.m., or alternately,
allow yourself some extra time to arrive. We will break for lunch from +/- 12:00
to 1:00 with lunches provided from Sideboard.
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
2025.
Please contact me prior to January 31 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.
As we do each year, 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.
2024 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.
DISCUSSION
The 2024 Annual Planning and Goal Setting Workshop held on February 2 focused on
ongoing efforts to maintain the highest level of community safety and fiscal health;
certification of the 2023-31 Housing Element and subsequent implementation efforts; a
growing list of capital and capital maintenance needs; completing design work and
constructing the new Downtown Master Plan Catalyst Project; and, continuation of
ambitious Pavement Management efforts.
After an intensive four year long process, the Town was able to secure approval from the
State Department of Housing and Community Development (HCD) for the 2023-31
Housing Element. Certification followed several rounds of discussions and revisions that
were dictated by HCD, which delayed the certification by a full year. As a result, several
development applications that were contingent upon state certification were already in
the queue and prepared to move forward through the planning process.
Downtown improvement efforts continued, aimed at further revitalizing and activating
downtown spaces to increase business patronage. A $4.9 million construction contract
was awarded and work commenced on the new Downtown Master Plan, “catalyst”
projects focused on creating safety features at 5 intersections along Hartz Avenue, from
Linda Mesa to School Street, creating more community gathering spaces by renovating
and expanding Prospect Park Plaza and creating a new plaza space between the VTAG
and Town Meeting Hall to be used for temporary performances and gatherings.
The Police Department continued their efforts to combat increases in property crimes,
coupled with maintaining a case closure rate for violent crimes (homicide, rape, robbery,
and aggravated assault) that is more than double the national average. These efforts
contributed to Danville continuing to be recognized as the safest city in California by
multiple sources. The department engaged collaboratively with mental health response
units A3 (Anyone, Anywhere, Anytime) and MHET (Mental Health Evaluation Team) to
implement alternative strategies for addressing mental health crises, significantly
reducing the number of involuntary mental health commitments.
2
The Town continued efforts to support and assist local businesses in a variety of ways.
Business Promotion Grants were leveraged to assist over 200 local businesses, and a new
"Open in Danville" program was launched to welcome new businesses. The Town’s
Business Resources webpage was enhanced to be more user-friendly and accessible, and
a new “Danville Prospector” tool was made available to assist businesses in finding the
right location in Danville. Regional holiday shopping marketing efforts successfully
reached over 55,000 people.
The Town hosted 10 community events, drawing over 53,000 attendees in total, including
the Kiwanis Danville July 4th Parade (35,000 attendees) and the Lighting of the Old Oak
Tree (8,000 attendees). Other Chamber sponsored smaller scale activities such as “Sip
and Stroll” events, and a fall Oktoberfest helped to further enliven and drive traffic
downtown. 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. 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 increasing contract and utility
costs, and decisions made by FEMA and other federal agencies to deny cost
reimbursement for the over $4 million in unanticipated repair and recovery costs arising
from the devastating winter 2022/23 storms. Despite these challenges, the Town closed
the books on the 2023/24 fiscal year with a positive $7.55 million General Fund balance.
HIGHLIGHTS FROM 2024
General Government
Administration & Legislative
• Continued to ensure the ongoing fiscal health of the Town by adopting a balanced
2024/25 operating budget. Maintained strong reserves and sustainable ten-year
forecasts.
• Successfully recruited for, interviewed, and filled several Commission, Board and
position vacancies.
3
• 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.
• Worked directly and with the Tri-Valley Cities Coalition to advocate for changes to
legislation in a manner that benefits Danville. The coalition tracked and provided
input on 23 state bills, 3 federal bills, and 3 state measures.
• Presented monthly legislative updates during regular Town Council meetings.
• Concluded the year with the 42nd Annual Mayoral Installation and Community
Service Awards.
Economic Development and Community Events
• Approved 11 Business Promotion Grants totaling $30,000, providing assistance to
over 200 local businesses.
• Promoted 36 local businesses and reached over 55,000 people through regional
holiday shopping marketing efforts. Developed and distributed a survey to
participants to gather feedback as part of an ongoing effort to improve program
effectiveness.
• Refocused the Business Resources webpage to enhance its interface to be more user-
friendly and accessible. This includes launching the “Danville Prospector” tool for site
selection to make it easier for businesses to find the right location in Danville.
• Developed and implemented the "Open in Danville" program to welcome new
businesses to Danville and introduce them to Town resources.
• Hosted 10 community events, drawing over 53,000 attendees in total, including the
Kiwanis Danville July 4th Parade (35,000 attendees) and the Lighting of the Old Oak
Tree (8,000 attendees).
• 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.
Communications
• Created marketing materials for 168 programs, events, and projects.
• Ensured consistent and near-constant communication with downtown businesses
owners throughout the Downtown Catalyst Project construction through in person
visits and 500 fliers, updates through weekly business-direct emails, as well as daily
contact with the project management team and Economic Development staff.
• Posted weekly updates and traffic advisories to the Town’s social media about the
Downtown Master Plan Catalyst Project, as well as general posts about Downtown
businesses open during construction.
• Launched a new email marketing platform as well as a new youth-focused recreation
activities email. Total subscriptions on the platform are more than 15,000.
4
• Relaunched the Danville Police Department’s Instagram account. Utilized the account
to share public safety-related news and updates as well as to continue the strong
connection between the community and its police department. Doubled followers
from around 600 to more than 1,200 in this fiscal year, the first full year of activity.
• Town social media account followers at fiscal year-end: 10,163 Instagram, 10,095
Facebook.
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.
• 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.
Police and Emergency Services
• Danville continues to be recognized as the safest city in California by multiple sources,
such as Property Club and ADT. This marks the seventh consecutive year that
Danville has been awarded this prestigious title by at least one online publication.
• Engaged in a collaborative initiative with mental health response units A3 (Anyone,
Anywhere, Anytime) and MHET (Mental Health Evaluation Team) to implement
alternative strategies for addressing mental health crises. This effort resulted in a
reduction of involuntary mental health commitments to 72 for the year, a decrease
from the 10-year average of 91.4 commitments.
• 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.
• Continued the Police Chief's weekly "10-8" live video podcast, which experienced
viewership figures between 50 to 400 per episode on both Facebook and YouTube
platforms.
• Handled a total of 22,658 service calls, marking an increase from 19,337, primarily
attributed to enhanced proactive community policing initiatives.
• Escalated traffic enforcement efforts in response to increased collision rates and public
complaints regarding driving conduct, resulting in an increase in citations issued from
1,922 to 3,850.
• Maintained a case closure rate for violent crimes (homicide, rape, robbery, and
aggravated assault) that is more than double the national average.
• Continued to work with the Federal Emergency Management Agency (FEMA) and
the California Office of Emergency Services (Cal OES) to recover up to $4.5 million in
public assistance related to emergency repair and recovery costs attributable to the
declared local emergency associated with the December 31, 2022, winter storms.
5
Administrative Services
Finance
• Coordinated the preparation of the 2024/25 Operating Budget and Capital
Improvement Program for presentation to and consideration by the Town Council.
• Completed the 2023/24 Annual Comprehensive Financial Report (ACFR), realizing a
positive $7.55 million General Fund balance.
• 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.
• Received Government Finance Officers Association recognition for excellence in
financial reporting for a twenty-second consecutive year.
• Maintained numerous highly successful interagency partnerships to better serve and
support the community.
Information Technology
• Completed the Town Meeting Hall audio/visual renovation and replacement project.
• Implemented new and refined technologies and network infrastructure in the Town
Offices. Improved bandwidth to the various Town sites and the Internet. Updated
audio/video systems at various sites.
• Continued to implement additional security measures and monitor cybersecurity
issues to protect the Town from these ongoing types of attacks.
• Deployed monthly email phishing tests to all users and provide yearly cyber security
awareness training.
• Implemented new PCI compliant payment terminals at Permit Center and Recreation
Department for taking secure credit card payments.
Development Services
Capital Improvement Program
• Largely completed construction on the $4.9 million Downtown Master Plan Catalyst
Project aimed at improving pedestrian safety and accessibility in Downtown Danville.
• Completed revised engineering design and bid packages for the Diablo Vista Park
Playground & Multi-Use Skate Park projects which will go to bid in January 2025.
• Continued to pursue approval for the Diablo Road Multi-Purpose Trail Project
through State regulatory agencies including the California Department of Fish and
Wildlife and the San Francisco Regional Water Quality Control Board.
• Continued design of the Townwide Fiber Optic Interconnect project, incorporating
and installing conduit within street segments under construction (such as Hartz
Avenue and San Ramon Valley Boulevard).
• Completed construction of the El Pintado Loop Drainage and Pavement
Improvements.
6
• Secured the authorization to proceed from Caltrans to construct the San Ramon Valley
Boulevard Improvements project in the upcoming fiscal year, subsequent to the
installation of fiber optic infrastructure along the same road alignment.
• Continued design work for the $6 million project to replace the La Gonda Way bridge
at Danville Boulevard.
• Completed installation of upgraded electric vehicle (EV) charging stations at four
municipal parking lots downtown including the Clocktower Parking Lot, Railroad
Avenue Parking Lot, Village Theatre Parking Lot and the Danville Library and
Community Center Parking Lot.
Planning and Building
• Secured State certification on the Town’s 2023–2031 Housing Element on April 9, 2024,
the culmination of a 14-month effort responding to questions and modifications
required by the California State Department of Housing and Community
Development.
• Reviewed and processed 161 planning applications ranging from variances and land
use permits to subdivisions and development plans.
• Revised and approved 2,533 building permits, conducting 1,890 plan checks and 3,199
building inspections.
• Reviewed and processed 500 encroachment permits for private or utility-related
construction activity within the public right-of-way.
• Opened and facilitated the resolution of 416 code enforcement cases, a 37% increase
from the prior year.
Transportation and Traffic Safety
• Completed design and construction of the Paraiso Drive (west of Brookside Drive),
Orange Blossom, and Greenbrook Neighborhood Traffic Management Program
(NTMP) projects.
• Continued implementing the Townwide Bicycle Facility Improvements project
including design of new bicycle facility for San Ramon Valley Blvd Improvements
project.
• Completed design for three Iron Horse Trail Crossings (Love Lane, Del Amigo Road,
West Linda Mesa) and one School Crossing Safety Improvements (Stone Valley Road
at Monte Sereno) and currently awaiting authorization to proceed with construction
from Caltrans.
• Continued design of additional improvements along the Iron Horse Trail Crossings
at Greenbrook Drive, Paraiso Drive, and El Capitan Drive.
• Received Transportation Development Act (TDA) funds to acquire the Rectangular
Rapid Flashing Beacon (RRFB) equipment needed to complete the Iron Horse Trail
network (including Hartford Road and West Prospect Avenues).
• Continued to work with regional and subregional agencies such as the Contra Costa
Transportation Authority (CCTA) and Tri-Valley Transportation Council (TVTC) to
implement regional improvements to intraregional travel and minimize cut-through
traffic in Danville.
7
• Continued to actively participate in the TRAFFIX Joint Powers Authority (JPA) and
completed re-negotiation of a new contract for the school bus operator.
Maintenance Services
• Completed the replacement of 5 acres of synthetic turf at Sycamore Valley Park,
extending the field’s usable life by another 8-10 years.
• 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).
• 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.
• Resurfaced two Town-maintained tennis courts at Monte Vista High School.
• Completed a drainage improvement project on Van Patten Drive, alleviating chronic
flooding across 500 feet of roadway.
• Completed the annual creek cleaning program to reduce flood risks across the Town’s
water system through in-house and contract efforts.
• Managed the street sweeping services contract, covering over 210 miles of streets, to
ensure clean roadways and prevent pollutants from entering the Town’s 34 miles of
creeks.
Recreation, Arts and Community Services
• Undertook design efforts to implement the new Town Green Master Plan by working
with the Parks, Recreation & Arts Commission and Arts Advisory Board. Established
project component priorities, which led to a focus on the Town Studio (Maker Space)
and Pavilion on the Town Green as project priorities.
• Served 5,285 households though 1,649 recreation classes which had a total of 20,753
participants. Of this total, 6,188 were senior participants.
• Provided social connections with 1,554 volunteers for various Town programs
throughout Town.
• Facilitated 540 facility rentals, comprised of 530 picnic and 35 bocce court rentals.
• 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 2024 season.
• Continued to feature and promote public art through a series of exhibits at the Village
Theatre & Art Gallery.
Attachment – Notes from 2024 Planning and Goal Setting Workshop
2024 ANNUAL TOWN COUNCIL PLANNING
& GOAL SETTING WORKSHOP
MEETING NOTES AND OUTCOMES
Friday, February 2, 2024, 8:30 a.m.
Crow Canyon Country Club
2023 Highlights and Outcomes
• J. Calabrigo highlighted the ending of almost four years of operating under local state
of emergency due to COVID and storms impact.
• Mayor Stepper noted the completion of projects that support safety including traffic
signal updates and the license plate readers.
• Councilmember Storer complimented staff on the consistency and being available
when coming to the office; Maintenance and Development Services on their response
to the rainstorms in the beginning of 2024; and recognized Danville being named
safest city in California.
• Councilmember Arnerich highlighted the completion of the Housing Element
update process, and numerous construction projects for emergency storm repair,
while still being able to move the Downtown Master Plan catalyst project forward.
He also highlighted Recreation returning to pre-COVID numbers and the
communication to the public regarding private development.
• Councilmember Morgan highlighted getting the Housing Element approved, the
support Economic Development is provided to business through various programs,
and the media presence on social media platforms including DanvilleTownTalks.org.
She also pointed out that Danville continues to have a positive fund balance, and
highlights that even with COVID and storms Danville still maintained a balanced
budget.
• Councilmember Fong shared positive feedback shared by residents on their
interactions with Town staff and recognized that Danville is a safe community.
• Mayor Stepper complimented staff on availability to get direct content on projects
and other information pertaining to Town business.
• Councilmember Arnerich recognized Development Services for their efforts to keep
projects moving.
• Councilmember Fong highlighted the communication between the Town and the
residents.
• Mayor Stepper highlighted the TVC Washington DC advocacy trip and being able to
meet directly with elected officials.
2
Mid-Year 2023/24 Operating Budget Update
Town Council accepted the Mid-Year Operating Budget and discussed the following:
• J. Calabrigo confirmed a formal midyear budget review with amendments at
February TC meeting.
o Mid-year revenues are tracking ahead of the approved budget; expenditures
expected to finish within the budget and will close out the year on a positive.
• J. Calabrigo highlighted a handout summarizing the costs of the storm related project
expenses and indicated that the Town spent $5 million for emergency projects.
o Of the $6.4 million appropriated, nearly $1.3 million will be able to be rolled
back for other purposes in FY24/25.
• J. Calabrigo discussed claims filed with both FEMA and FHWA for emergency
repairs including the Diablo Road Colvert repair and the Front Street emergency
repair.
o FEMA is pushing back on the Front Street repair claim, indicating it was
preexisting condition. The Town has asked to meet with them and enlisted
Congressman DeSaulnier’s office for support.
• Councilmember Arnerich inquired on getting a budget together for future asset
replacement projects.
o S. Jones gave an update on the Storm Drain Master Plan and upcoming
projects that span of three years.
• Councilmember Morgan highlighted utilizing existing technology (i.e. drone) to
track critical areas that could potentially fail during storms.
o S. Jones indicated one of the goals of the Storm Drain Master Plan is to
establish a maintenance and inspections program to ensure we are well
prepared and highlighted the creek map created.
• J. Calabrigo referenced handout outlining year over year revenue and highlighted
the following:
o Sales tax number for the year are exceeded what was forecasted, however
revenue is declining year over year.
o Bradley Burns portion of the sales tax, quarter over quarter is down by 8.6%.
Vice Mayor Fong inquired on data on business turnover.
J. Calabrigo confirmed while we track business comings and goings, it
is not comprehensive to the whole town.
o Councilmember Arnerich discussed the decline of brick-and-mortar
businesses and the uprise of online retailers like Amazon.
• Recreation fee and charges revenue budgeted at $2.5 million; nearly returning to pre-
COVID high of $2.6 million.
• J. Calabrigo provided an update on Special Revenue funding and highlighted the
increase in property owners investing in improving homes and buildings throughout
the town.
o Councilmember Fong inquired on the impact of ADUs property tax revenue.
3
o J. Calabrigo indicated while the data has not been tracked, assumption can be
made based on the number of ADUs built each year.
• J. Calabrigo provided an update on expenditures, and highlighted the following:
o Risk management costs are expected to go up.
Councilmember Morgan inquired on the impact of road conditions on
claims.
R. Ewing indicated the most expensive claims are trip and falls; but
pavement conditions are not the issue.
o Effective immediately, PG&E will be increasing the costs of streetlights by
25%.
• J. Calabrigo indicated no changes to the 10-year forecast at mid-year ---but will be
taking a new approach with 24/25 budget planning.
Mid-Year 2023/24 Capital Improvement Program Update
Town Council accepted the Mid-Year Capital Improvement update and discussed the
following:
• D. Friedmann discussed handout highlighting 40 recently completed projects.
• D. Friedmann provided an update on the Downtown Master Plan including bid
results on February 13 followed up with Award of Contract at Town Council
meeting.
• D. Friedmann provided a status update on storm response related projects.
• S. Jones provided an update and discussed handout outlining a two-year outlook of
current projects.
• Council discussed impact of AB 1572 including:
o D. Casteel provided an update that we are in the preparation phase and can
complete smaller areas in-house. Outlook of larger projects are dependent on
funding.
o J. Calabrigo clarified that state law does not require the replacement of non
function turf, only to stop watering beginning 2027.
• Discussed the La Gonda Way Bridget Replacement – funded 88%
• Councilmember Morgan inquired on what the Traffic Signal Modernization Project
entails.
o A. Dillard provided an updated on the Smarts Signals project to upgrade
signals along the San Ramon Valley corridor downtown, and the traffic
modernization project to install video detection cameras, CCTV cameras, and
upgraded software along Sycamore Valley, Camino Tassajara, and Crow
Canyon corridors.
• T. Williams discussed handout outlining funding allocation for all CIP projects and
funding sources and highlighted the lack of funding in LLAD.
4
Economic Development Strategies
Town Council accepted the Economic Development Strategies report and discussed the
following:
• T. Williams highlighted the change in consumer behavior and new expectations from
the business community, prompted the need to update the Comprehensive Economic
Development Plan in the next year, along with a handful of interim ideas.
• J. Starnes discussed successful programs during 2023 including the Business
Promotions Grant program. Also discussed new ideas including launching a new
business toolkit, Open in Danville program for new businesses, and revamping the
Danville History Tour with the Heritage Resource Commission.
• Councilmember Arnerich shared his observations of the downtown businesses and
inquired on how we get residents to come down during the day to help support
downtown retail businesses.
o J. Starnes shared strategies to open lines of communication to all businesses
and getting feedback to act on.
o Councilmember Morgan addressed the negative feedback received and being
able to take it a step forward on what they want to see the Town do.
• Councilmember Arnerich recommended the downtown seasonal banners get re-
designed.
• Councilmember Storer discussed the importance of downtown business, highlighted
the downtown events, and recommended looking at bringing events in house to
promote the downtown area.
Community Outreach Efforts
Town Council accepted the Community Outreach Efforts report and discussed the
following:
• J. Starnes shared handout outlining highlights from 2023 and discussed outreach
strategies for key items in 2024, including the Downtown Master Plan, Housing
Element Update and upcoming private development.
o Councilmember Storer and Councilmember Arnerich highlighted success of
outreach on Housing Element.
o Councilmember Arnerich suggested condensing email lists to one list and
communicating all things happening around Town. J. Starnes shared the Town
will be moving to a new email communications platform.
• Councilmember Morgan highlighted website traffic increase over 200% year over
year.
5
Lighting and Landscape District Update
Town Council accepted the Lighting and Landscape District Update report and discussed
the following:
• R. Ewing discussed the potential draft timeline for going out to the property owners
in a balloting process. R. Ewing clarified the ballot goes to property owners’ verse
voters and is weighted by the amount paid.
• R. Ewing recommended taking the ballot out in 2025.
• Councilmember Storer inquired on what the ballot includes.
o R. Ewing clarified that each property owner would receive a personalized
ballot and information sheet on what the districts are, what it does, and how
the rates are being set.
• Councilmember Storer inquired on the educational period.
o R. Ewing clarified that we can only engage in informational, we can not engage
in advocating.
• D. Casteel discussed the work being done with the contractor to put together benefit
analysis and will bring back information to council in the second half of 2024.
• Vice Mayor Fong inquired on if this would be a one-time effort or if the Town would
need to go out again in the future.
o D. Casteel shared the option for an escalator be built-in to keep up with
ongoing costs.
• Councilmember Arnerich inquired on a high-level view on what the assessments
would cost the property owners.
o D. Casteel clarified that the data is still being collected to work out different
scenarios.
o J. Calabrigo shared that the analysis will also look at what share multi-family
housing should be responsible for since they are not currently assessed a fee.
• D. Casteel restates that staff will come back to Council in second half of year with
analysis for Council to make a decision on how to move forward.
Other Business and Development Updates
• Councilmember Arnerich highlighted new businesses downtown and the increase in
foot traffic.
• J. Calabrigo shared that 42 restaurants are among the top 100 sales tax generators in
Danville.
• Mayor Stepper inquired on the development application submitted under Builder’s
Remedy.
o R. Ewing proved update on the application and shared applicant needs to
submit a complete application which includes easement to access the property.
• Councilmember Storer inquired parklets; D. Crompton provided an update.
6
• Councilmember Arnerich inquired on an update for future development and housing
element sites; D. Crompton provided an update.
MID-YEAR 2024/25
OPERATING BUDGET UPDATE
BACKGROUND
The Annual Planning and Goal Setting Workshop provides an opportunity to review
the status of all Town revenues and operating expenditures through the midpoint of
the fiscal year on December 31, 2024. This update highlights changes to the 2024/25
Operating Budget (Budget)approved by the Town Council in June 2024 and sets the
stage toward planning for the upcoming 2025/26 fiscal year.
The budget review focuses on key revenues and expenditures, identifies potentially
significant deviations from the Budget adopted last June 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 18,
2025 Town Council meeting.
As of December 31, 2024, 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.
SUMMARY
All budgeted revenues and expenditures are carefully and closely monitored
throughout the fiscal year. Town revenues are received throughout the course of the
year, at monthly, quarterly, biannual or annual intervals. Receipt of monthly
revenues, in particular sales tax, can lag as much as 30-60 days behind. Therefore, the
mid-year review focuses on identifying any negative deviations from the revenue
forecasts included in the 2024/25 Budget. A mid-year revenue comparison covering
the past five fiscal years further helps to identify trend deviations from prior years
Actual expenditures are tracked and compared against expenditures that were
approved with the Budget. As with revenues, expenditures do not occur in uniform
increments over the twelve month fiscal year. The Town’s accounting systems allow
all expenditures to be tracked against the same point in time for the prior fiscal year.
Overall mid-year revenues are on track to exceed the budgeted forecast with
expenditures on track to finish the fiscal year less than the total budget appropriation
2
of $39.7 million. In addition, the Annual Comprehensive Financial Report for fiscal
year 2023/24 reflected a positive fund balance of $7.55 million for the prior year.
Ten-year forecasts cover 2024/25 through 2033/34. Increasing Town-wide Lighting
and Landscape (LLAD) assessments for the first time since 2003 will significantly
affect revenue forecasts for 2025/26 and beyond. Additionally, re-payment of the
loan from the former CDA to the Town will be retired in 2026/27, reducing general
fund revenue by $1.1 million. Absent an increase in LLAD assessments or some other
form of revenue increase, a significant additional burden would fall to the general
fund in order to continue to meet current service levels. This is not operationally
sustainable beyond 2026/27.
The Town continues to monitor a variety of factors that affect and influence the
economy. A new federal administration, inflation, interest rates, ongoing geopolitical
instability and natural disasters such as floods and wildfires are examples of factors
whose effects can be felt worldwide, nationally and locally. For Danville, 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 moving forward.
MID-YEAR 2024/25 OPERATING BUDGET STATUS
At mid-year, total revenues are positive to the budget forecast while total
expenditures are within budget. Overall fiscal condition remains strong with the
fiscal year expected to end positively in comparison to the budget. Mid-year
expenditures are largely tracking within the budget.
REVENUES
Total revenues of $42.1 million were forecast for 2024/25, a 4.7% increase from
2023/24. Table 1 illustrates revenues received through mid-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 $17,900,000 $ 8,075,752 45.1%
Sales Tax $ 6,565,000 $ 2,726,097 41.5%
Property Transfer Tax $ 458,780 $ 184,065 40.1%
Transient Occupancy $ 142,000 $ 33,315 23.5%
Business License $ 350,000 $ 308,329 88.1%
Franchise Cable $ 812,000 $ 186,025 22.9%
Franchise Solid Waste $ 875,000 $ 485,997 55.5%
Franchise Gas & Electric $ 700,000 $ 0 0.0%
3
Fines & Forfeitures $ 150,000 $ 44,177 29.5%
Interest Income $ 500,000 $ 473,724 94.7%
Rental Income $ 180,000 $ 89,203 49.6%
Recreation Fees and Charges $ 2,572,688 $ 1,179,323 45.8%
Budget Mid-Year
Special Revenue Forecast Actual Total
Building and Planning $ 2,753,200 $ 1,405,062 51.0%
Engineering $ 302,205 $ 322,498 106.7%
Gas Tax $ 1,895,879 $ 1,200,481 63.3%
Measure J - RTS $ 857,050 $ 151,618 17.7%
Clean Water $ 578,332 $ 32,087 5.5%
LLAD - A $ 583,858 $ 325,510 55.8%
LLAD - B $ 746,968 $ 415,669 55.6%
LLAD - C $ 664,183 $ 373,019 56.2%
LLAD - D $ 1,134,741 $ 611,683 53.9%
Solid Waste VIF $ 925,376 $ 494,082 53.4%
General Fund
General Fund revenues exceed the budget forecast at mid-year.
Property Tax – The budget forecast is $17,900,000. Property tax is projected to account
for 56.9% of general fund revenues. Actual prior year revenues totaled $18,421,168
for 2022/23 and $20,132,054 for 2023/24. Based upon mid-year receipts, revenues
are expected to exceed the budget forecast by an estimated $1 million. No mid-year
changes are recommended.
Sales Tax – The budget forecast is $6,565,000. Sales tax is projected to account for
20.9% of general fund revenues. Sales tax revenue has declined steadily since the
fourth quarter of 2022. Actual prior year revenues totaled $7,321,501 in 2022/23, and
$6,672,729 in 2023/24. Revenues are expected to decline further from 2023/24. Based
upon mid-year receipts, revenues are expected to exceed the budget forecast by an
estimated $100,000. No mid-year changes are recommended.
Property Transfer Tax – The budget forecast for 2024/25 is $458,780. Although local
property values have held steady, higher interest rates have continued to slow sales
over the past two years. Actual transfer tax revenues have declined from a high of
$1,013,688 in 2021/22 to $566,617 in 2023/24. Mid-year revenues represent 40.1% of
the annual forecast, on par with the prior two years. No mid-year changes are
recommended.
Business License Tax – The budget forecast for 2024/25 is $350,000. Business license
payments are due by August 1. Mid-year receipts represent 88.1% of the annual
forecast, on par with the prior two years. No mid-year changes are recommended.
4
Franchise Fees – The budget forecast for 2024/25 is $2,387,000. 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. No mid-year changes are recommended.
Interest Income – The budget forecast for 2024/25 is $500,000. At mid-year, the Town
has realized $473,724, 94.7% of the forecast. This is attributable to higher yields
realized with the Town’s invested funds and significantly exceeds mid-year income
for most recent prior years. Based upon mid-year income, revenues are expected to
exceed the budget forecast by an estimated $400,000. No mid-year changes are
recommended.
Recreation Fees and Charges - The budget forecast for 2024/25 is $2,572,688.
Recreation fees and charges have experienced a gradual recovery from the pandemic.
2024/25 revenues were forecast to increase by 3.5% from the prior year. Actual prior
year revenues totaled $2,186,780 for 2022/23 and $2,500,772 for 2023/24. No mid-
year changes are recommended.
Donations – No donation revenue was budgeted for 2024/25. In December, the Town
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 exceed the budget forecast at mid-year.
Building and Planning – The budget forecast for 2024/25 is $2,753,200. Actual prior
year revenues totaled $3,461,312 for 2022/23 and $3,559,487 for 2023/24. At mid-year,
revenues collected represent 51.0% of the budget forecast. No mid-year changes are
recommended.
Gas Tax - The budget forecast for 2024/25 is $1,895,879. Actual prior year revenues
totaled $2,117,295 for 2022/23 and $2,413,988 for 2023/24. At mid-year, actual
revenues are tracking slightly behind most recent prior year receipts. No mid-year
changes are recommended.
Measure J Return to Source (RTS) – The budget forecast for 2024/25 is $857,050. 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
$1,071,645 for 2022/23 and $1,024,094 for 2023/24. No mid-year changes are
recommended.
Solid Waste Diversion Incentive Fees – The budget forecast for 2024/25 is $925,376.
Solid Waste DIF is collected from the Town’s solid waste and recycling haulers to
offset impacts of collection vehicles upon Town streets. Solid Waste DIF have been
5
increased as part of the 2025 rate setting process, meaning that actual revenues for the
year will exceed the forecast. Actual prior year revenues totaled $877,238 for 2022/23
and $911,401 for 2023/24. No mid-year changes are recommended.
Lighting and Landscape Assessment District – The budget forecast for 2024/25 is
$3,129,750. LLAD revenues come from assessments levied on property to partially
fund the cost to maintain Town parks, roadside landscaping and street lighting. 100%
of assessment revenue is devoted to these maintenance activities. With current rates
unchanged since 2003, revenues have been stagnant, losing ground to increasing
service delivery costs and eliminating LLAD funding for capital maintenance or
projects. LLAD expenditures for 2024/25 total $5,518,916, which requires a growing,
unsustainable annual general fund subsidy. Actual prior year revenues totaled
$3,241,676 for 2022/23 and 3,308,462 for 2023/24. An assessment rate increase will
be presented to property owners for consideration in spring 2025. No mid-year
changes are recommended.
Successor Agency
The Successor Agency to the former Community Development Agency (CDA)
receives Real Property Tax Trust Fund (RPTTF) revenues to meet obligations that
were incurred by the CDA prior to the dissolution of redevelopment in 2011. RPTTF
revenues are budgeted at $2,272,850 inclusive of Town re-payment under the Re-
stated Cooperation Loan Agreement with the former CDA. RPTTF revenues fund
debt service payments for 2001 and 2005 Certificates of Participation, 2001 Taxable
Revenue Bonds, and reimbursement of allowed administrative costs. No mid-year
changes are recommended.
Revenue Summary
To date, in 2024/25, the Town Council has approved one budget adjustment:
• Resolution No. 72-2024, authorizing receipt of $25,000 from the State of
California for administration of the SD7ADU Accelerator Program.
Recommended Mid-Year Revenue Adjustments
Two mid-year adjustments are recommended:
• Increase “Donations” by $10,000 to allow the donation received for the Police
Department to be expended (Donation Fund).
• Increase Transportation program revenues by $20,000 to recognize funds
received from the Tri-Valley Transportation Council JPA to cover Town costs
to serve as administrative staff to the JPA (Special Revenue – Gas Tax and
Measure J).
6
At mid-year, there are significant positive variances to the budget forecast for
Property Tax and Interest Income. As a result, total 2024/25 revenues are projected
to exceed the budget forecast. Because the anticipated variance is positive, no further
mid-year revenue adjustments are necessary.
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 $ 44,388,969 $ 44,313,969 $ 44,443,969
General Fund $ 31,488,308 $ 31,488,308 $ 31,448,308
Special Revenue $ 10,667,811 $ 10,692,811 $ 10,722,811
Successor Agency $ 2,272,850 $ 2,272,850 $ 2,272850
EXPENDITURES
The 2024/25 operating budget includes total operating expenditures of $39.76 million,
a 5.7% increase from the 2023/24.
General Government – The budget for 2024/25 is $3,460,508. Based upon mid-year
information, no mid-year changes are recommended.
Police Services – The budget for 2024/25 is $12,257,068. One 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. No further mid-year changes are
recommended.
Administrative Services – The budget for 2024/25 is $5,245,189. Based upon mid-year
information, no mid-year changes are recommended.
Development Services – The budget for 2024/25 is $5,181,053. In Transportation, an
additional $20,000 should be appropriated to support administrative efforts related
to the TVTC JPA. These funds are reimbursed by the TVTC JPA. One mid-year
adjustment is recommended to increase the Transportation budget by $20,000. No
further mid-year changes are recommended.
Maintenance Services – The budget for 2024/25 is $9,481,440. No mid-year changes
are recommended.
Recreation, Arts and Community Services – The budget for 2024/25 is $4,135,208. No
mid-year changes are recommended.
7
Successor Agency
For 2024/25, Successor Agency operating expenditures total $1,172,850 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. This amount is
reduced to $659,401 in 2025/26 then eliminated in 2026/27. Successor Agency
expenditures remain unchanged. No mid-year changes are recommended.
Expenditure Summary
To date in 2024/25, the Town Council has approved three budget adjustments
totaling $151,000.
• Resolution No. 53-2024, appropriating $25,000 from the Low and Moderate
Housing Fund for expenses related to 510 La Gonda Way.
• Resolution No. 69-2024, awarding $126,000 from funds previously designated
to support mental health initiatives to Discovery Counseling Center, to support
a three-year Comprehensive Group Therapy Program.
• Resolution No. 76-2024, appropriating $99,000 from contingency funds to
award a contract for conducting the Proposition 218 process associated with
updating the Danville Street Lighting and Landscape Assessment District No.
1983-1 rates.
Recommended Mid-Year Expenditure Adjustments
The following mid-year adjustments are recommended:
• Police Services - Increase Management budget by $10,000 (Donation Fund);
• Development Services – Transportation – Increase Contracted Services budget
by $20,000 (Gas Tax and Measure J Fund)
Table 3 illustrates 2024/25 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 $ 40,933,316 $ 41,183,316 $ 41,213,316
General Fund $ 28,614,857 $ 28,839,857 $ 28,839,857
Special Revenue $ 11,145,609 $ 11,170,609 $ 11,200,6095
Successor Agency $ 1,172,850 $ 1,172,850 $ 1,172,850
8
Transfers and Designations
The 2024/25 budget includes General Fund transfers of $4,231,004, for the following
purposes:
• $1,450,000 for LLAD operations
• $800,000 for CIP - Pavement Management
• $50,000 for Asset Replacement
• $1,384,004 for CIP – General Purpose
• $27,000 for CIP - Civic Facilities
• $520,000 for CIP - Park Facilities
On November 19, 2024, the Town Council adopted Resolution No. 75-2024, approving
the 2023/24 ACFR and transferring a total of $4,997,432 from the General Fund into
the Capital Improvement General Purpose Fund. This increased the total 2024/25
transfers and designations to $9,228,436.
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
required to determine how to factor in this new information toward development of
the forecast as part of the upcoming 2025/26 budget process. No mid-year changes
are recommended.
2025/26 OPERATING BUDGET
As the Town prepares to move forward with the 2025/26 Operating Budget, several
considerations have the potential to affect Town costs or service delivery. These
include:
• The re-payment from the former CDA to the Town will be reduced from
$1,100,000 to $659,401 in 2025/26, and then to zero for 2026/27 as the debt is
retired. Though the Town has treated this as “one-time” rather than ongoing
revenue, the loss of the revenue will reduce the amount of general fund
revenue available to be transferred for capital or non-operating purposes.
• The possibility of increasing property owner LLAD assessment rates. The
Town is currently proposing to increase rates for the first time since 2003.
2024/25 LLAD expenditures are budgeted for $5,518,916, against total
assessment revenues of $3,129,750. The $2,389,166 difference is covered
through a general fund subsidy of $1,450,000 and $939,166 from LLAD
reserves. Current LLAD reserves will be depleted by the end of 2026/27.
Absent increased LLAD revenue, the general fund subsidy would need to
9
increase by approximately $1 million annually to avoid offsetting service level
reductions to balance the budget.
• 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 have increased significantly, and general liability costs
are expected to continue to increase as a result of new claims that have been
filed.
• 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 affect the rate of staff turnover.
RECOMMENDATION
Review and discuss the 2024/25 Mid-Year Financial Overview and provide direction
and feedback to staff regarding any mid-year budget adjustments.
Attachments
A – Mid-Year Revenue Comparison for 2020/21 – 2024/25
Ex
h
i
b
i
t
A
MI
D
-
Y
E
A
R
R
E
V
E
N
U
E
C
O
M
P
A
R
I
S
O
N
20
2
0
/
2
1
-
2
0
2
4
/
2
5
20
2
0
/
2
1
2
0
2
1
/
2
2
2
0
2
2
/
2
3
2
0
2
3
/
2
4
2
0
2
4
/
2
5
Ge
n
e
r
a
l
F
u
n
d
Bu
d
g
e
t
Mi
d
-
Y
e
a
r
%
Bu
d
g
e
t
Mi
d
-
Y
e
a
r
%
Bu
d
g
e
t
Mi
d
-
Y
e
a
r
%Budget Mid-Year %Budget Mid-Year %
Pr
o
p
e
r
t
y
T
a
x
1
4
,
5
0
5
,
2
2
2
6
,
0
8
3
,
3
3
3
4
1
.
9
%
1
5
,
2
0
0
,
0
0
0
6
,
7
9
8
,
5
9
9
4
4
.
7
%
1
6
,
2
0
0
,
0
0
0
6
,
8
4
6
,
1
3
4
4
2
.
3
%
1
7
,
0
0
0
,
0
0
0
7
,
2
8
6
,
1
8
7
4
2
.
9
%
1
7
,
9
0
0
,
0
0
0
8
,
0
7
5
,
7
5
2
45.1%
Sa
l
e
s
T
a
x
4
,
3
3
9
,
3
2
8
2
,
3
9
4
,
7
0
5
5
5
.
2
%
5
,
2
5
0
,
0
0
0
2
,
6
3
0
,
5
8
7
5
0
.
1
%
6
,
0
0
0
,
0
0
0
3
,
0
1
1
,
1
5
1
5
0
.
2
%
6
,
5
0
0
,
0
0
0
2
,
8
3
7
,
5
7
6
4
3
.
7
%
6
,
5
6
5
,
0
0
0
2
,
7
2
6
,
0
9
7
4
1
.
5
%
Tr
a
n
s
f
e
r
T
a
x
4
9
4
,
8
3
8
4
5
7
,
1
8
6
9
2
.
4
%
6
5
0
,
0
0
0
4
5
1
,
3
2
1
6
9
.
4
%
6
5
0
,
0
0
0
2
2
6
,
4
6
5
3
4
.
8
%
4
5
2
,
0
0
0
1
7
6
,
6
4
8
3
9
.
1
%
4
5
8
,
7
8
0
1
8
4
,
0
6
5
4
0
.
1
%
Tr
a
n
s
i
e
n
t
O
c
c
u
p
a
n
c
y
5
4
,
5
9
7
1
8
,
8
5
9
3
4
.
5
%
1
2
5
,
0
0
0
3
3
,
7
1
6
2
7
.
0
%
1
2
5
,
0
0
0
4
0
,
1
1
5
3
2
.
1
%
1
4
0
,
0
0
0
3
8
,
4
5
0
2
7
.
5
%
1
4
2
,
0
0
0
3
3
,
3
1
5
2
3
.
5
%
Bu
s
i
n
e
s
s
L
i
c
e
n
s
e
1
4
6
,
0
6
0
2
9
9
,
1
1
3
2
0
4
.
8
%
3
2
5
,
1
5
0
3
0
4
,
7
7
1
9
3
.
7
%
3
5
0
,
0
0
0
3
1
1
,
3
3
4
8
9
.
0
%
3
5
0
,
0
0
0
3
0
6
,
0
8
8
8
7
.
5
%
3
5
0
,
0
0
0
3
0
8
,
3
2
9
8
8
.
1
%
Fr
a
n
c
h
i
s
e
C
a
b
l
e
8
9
9
,
1
5
2
2
0
1
,
3
4
2
2
2
.
4
%
8
0
0
,
0
0
0
2
0
6
,
0
4
2
2
5
.
8
%
8
0
0
,
0
0
0
2
0
4
,
3
4
3
2
5
.
5
%
8
0
0
,
0
0
0
1
9
3
,
0
5
4
2
4
.
1
%
8
1
2
,
0
0
0
1
8
6
,
0
2
5
2
2
.
9
%
Fr
a
n
c
h
i
s
e
S
o
l
i
d
W
a
s
t
e
7
5
2
,
4
1
3
3
4
1
,
1
2
5
4
5
.
3
%
8
4
6
,
8
5
1
3
5
2
,
8
5
5
4
1
.
7
%
8
6
3
,
7
8
8
4
3
4
,
4
0
2
5
0
.
3
%
8
6
3
,
7
8
8
4
6
5
,
3
3
0
5
3
.
9
%
8
7
5
,
0
0
0
4
8
5
,
9
9
7
5
5
.
5
%
Fr
a
n
c
h
i
s
e
G
a
s
&
E
l
e
c
t
r
i
c
6
2
9
,
4
0
4
0
0
.
0
%
5
7
5
,
4
0
3
0
0
.
0
%
5
7
5
,
0
0
0
0
0
.
0
%
5
7
5
,
0
0
0
0
0
.
0
%
7
0
0
,
0
0
0
0
0
.
0
%
Fi
n
e
s
&
F
o
r
f
e
i
t
u
r
e
s
1
4
1
,
4
0
0
3
2
,
5
4
2
2
3
.
0
%
1
5
0
,
0
0
0
3
0
,
8
0
3
2
0
.
5
%
1
5
0
,
0
0
0
3
2
,
6
4
3
2
1
.
8
%
1
5
0
,
0
0
0
3
8
,
9
3
2
2
6
.
0
%
1
5
0
,
0
0
0
4
4
,
1
7
7
2
9
.
5
%
In
t
e
r
e
s
t
I
n
c
o
m
e
1
9
7
,
2
5
0
1
0
7
,
7
6
6
5
4
.
6
%
3
2
8
,
7
5
0
8
8
,
3
3
0
2
6
.
9
%
5
0
0
,
0
0
0
1
5
5
,
0
7
6
3
1
.
0
%
5
0
0
,
0
0
0
2
2
7
,
3
0
1
4
5
.
5
%
5
0
0
,
0
0
0
4
7
3
,
7
2
4
9
4
.
7
%
Re
n
t
a
l
I
n
c
o
m
e
1
2
4
,
4
9
0
1
7
0
,
4
5
5
1
3
6
.
9
%
1
7
0
,
0
3
5
7
2
,
0
8
0
4
2
.
4
%
1
7
8
,
5
2
1
9
1
,
6
5
7
5
1
.
3
%
1
7
8
,
5
2
1
7
5
9
,
8
7
9
4
2
5
.
7
%
1
8
0
,
0
0
0
8
9
,
2
0
3
4
9
.
6
%
Re
c
r
e
a
t
i
o
n
F
e
e
s
a
n
d
C
h
a
r
g
e
s
1
,
3
5
1
,
2
6
2
2
8
6
,
4
6
5
2
1
.
2
%
1
,
5
0
0
,
0
0
1
6
8
2
,
5
6
6
4
5
.
5
%
2
,
0
3
4
,
0
6
7
9
4
6
,
8
8
2
4
6
.
6
%
2
,
4
8
5
,
4
9
1
1
,
1
5
5
,
4
4
1
4
6
.
5
%
2
,
5
7
2
,
6
8
8
1
,
1
7
9
,323
4
5
.
8
%
20
2
0
/
2
1
2
0
2
1
/
2
2
2
0
2
2
/
2
3
2
0
2
3
/
2
4
2
0
2
4
/
2
5
Sp
e
c
i
a
l
R
e
v
e
n
u
e
Bu
d
g
e
t
Mi
d
-
Y
e
a
r
%
Bu
d
g
e
t
Mi
d
-
Y
e
a
r
%
Bu
d
g
e
t
Mi
d
-
Y
e
a
r
%Budge t Mid-Yea r %Budge t Mid-Yea r %
Bu
i
l
d
i
n
g
a
n
d
P
l
a
n
n
i
n
g
1
,
7
8
7
,
4
5
8
1
,
3
5
7
,
1
8
6
7
5
.
9
%
2
,
1
5
3
,
2
0
0
1
,
3
0
8
,
7
9
9
6
0
.
8
%
2
,
1
5
3
,
2
0
0
1
,
7
5
2
,
0
2
1
8
1
.
4
%
2
,
1
3
9
,
9
5
0
1
,
7
7
2
,
7
8
2
8
2
.
8
%
2
,
7
5
3
,
2
0
0
1
,
4
0
5
,062
5
1
.
0
%
En
g
i
n
e
e
r
i
n
g
2
6
0
,
5
3
5
1
3
4
,
5
8
1
5
1
.
7
%
2
6
0
,
5
3
5
1
5
2
,
8
2
5
5
8
.
7
%
3
0
2
,
2
0
5
2
6
7
,
8
6
4
8
8
.
6
%
3
0
2
,
2
0
5
3
2
6
,
4
9
0
1
0
8
.
0
%
3
0
2
,
2
0
5
3
2
2
,
4
9
8
1
0
6
.
7
%
Ga
s
T
a
x
9
6
9
,
0
8
0
9
3
5
,
8
4
8
9
6
.
6
%
1
,
6
6
4
,
8
2
8
1
,
0
0
6
,
7
0
5
6
0
.
5
%
1
,
8
0
0
,
0
0
0
9
7
2
,
7
1
3
5
4
.
0
%
1
,
8
5
0
,
0
0
0
9
0
4
,
7
2
0
4
8
.
9
%
1
,
8
9
5
,
8
7
9
1
,
2
0
0
,
4
8
1
6
3
.
3
%
Me
a
s
u
r
e
J
-
R
T
S
5
7
6
,
2
8
8
5
,
2
5
4
0
.
9
%
7
1
0
,
1
3
9
2
2
8
,
8
2
6
3
2
.
2
%
7
7
1
,
7
8
1
1
9
8
,
1
3
4
2
5
.
7
%
8
3
6
,
1
4
6
1
3
0
,
1
7
7
1
5
.
6
%
8
5
7
,
0
5
0
1
5
1
,
6
1
8
1
7
.
7
%
Cl
e
a
n
W
a
t
e
r
5
7
2
,
7
1
0
2
8
,
6
5
7
5
.
0
%
2
7
2
,
7
0
0
2
2
,
1
8
7
8
.
1
%
5
7
2
,
7
0
0
5
,
5
8
0
1
.
0
%
5
7
2
,
7
0
0
8
,
7
7
7
1
.
5
%
5
7
8
,
3
3
2
3
2
,
0
8
7
5
.
5
%
LL
A
D
-
A
5
8
3
,
8
5
8
3
2
8
,
0
4
7
5
6
.
2
%
5
8
3
,
8
5
8
3
3
6
,
9
1
5
5
7
.
7
%
5
8
3
,
8
5
8
3
3
2
,
8
7
5
5
7
.
0
%
5
8
3
,
8
5
8
3
3
5
,
8
8
4
5
7
.
5
%
5
8
3
,
8
5
8
3
2
5
,
5
1
0
5
5
.
8
%
LL
A
D
-
B
7
4
6
,
9
6
8
4
1
0
,
5
7
7
5
5
.
0
%
7
4
6
,
9
6
8
4
1
1
,
1
4
4
5
5
.
0
%
7
4
6
,
9
6
8
3
3
5
,
2
2
3
4
4
.
9
%
7
4
6
,
9
6
8
4
1
7
,
1
3
1
5
5
.
8
%
7
4
6
,
9
6
8
4
1
5
,
6
6
9
5
5
.
6
%
LL
A
D
-
C
6
6
4
,
1
8
3
3
6
7
,
5
6
6
5
5
.
3
%
6
6
4
,
1
8
3
3
6
6
,
4
0
5
5
5
.
2
%
6
6
4
,
1
8
3
3
7
5
,
6
7
0
5
6
.
6
%
6
6
4
,
1
8
3
3
7
2
,
5
5
3
5
6
.
1
%
6
6
4
,
1
8
3
3
7
3
,
0
1
9
5
6
.
2
%
LL
A
D
-
D
1
,
1
3
4
,
7
4
1
6
0
1
,
3
3
6
5
3
.
0
%
1
,
1
3
4
,
7
4
1
6
0
3
,
7
5
9
5
3
.
2
%
1
,
1
3
4
,
7
4
1
6
0
8
,
5
8
2
5
3
.
6
%
1
,
1
3
4
,
7
4
1
6
1
5
,
8
9
9
5
4
.
3
%
1
,
1
3
4
,
7
4
1
6
1
1
,
6
8
3
5
3
.
9
%
So
l
i
d
W
a
s
t
e
V
I
F
5
8
5
,
0
0
0
2
7
2
,
9
0
0
4
6
.
6
%
8
4
6
,
8
5
1
3
5
2
,
8
5
5
4
1
.
7
%
8
7
2
,
2
5
7
4
3
4
,
4
0
2
4
9
.
8
%
8
9
8
,
4
2
4
4
3
7
,
2
1
3
4
8
.
7
%
9
2
5
,
3
7
6
4
9
4
,
0
8
2
5
3
.
4
%
MID-YEAR 2024/25 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 $190.5 million in capital projects, averaging $7.6
million annually, significantly benefiting the community in numerous ways
(Attachment A). Project funding has come from various sources. This includes $74.4
million from the Town’s general fund which has effectively been used to leverage
other 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 for 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 2025/26 – 2029/30 CIP which will
take place in spring 2025.
COMPLETED PROJECTS
Thirty-eight (38) 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 2023/24 fiscal year include:
• A-330 -Townwide Storm Drain System Management: Completed inspections for 146
sites and identified 17 locations in need of maintenance or repair as part of the
Storm Drain Master Plan Phase I; Completed emergency storm drain pipeline
replacement on East Linda Mesa Avenue.
• A-362 – Downtown Improvement Project: A contract was awarded and construction
started on the Downtown Master Plan Catalyst Project. The project will add
approximately 11,675 square feet of new public gathering space (Prospect Park
2
Plaza, Village Theatre Plaza, and E. Linda Mesa Avenue seating area), artistic
lighting elements, 18 new streetlights, intersection bulb outs, and traffic calming
measures.
• A- 608 – Starview Drive Storm Drain Trash Rack: Construction was completed in
December 2023.
• A-613 Loch Lomond Way Trash Rack: Construction was completed in December
2023.
• A-614 Westridge Trash Rack Modification: Construction was completed in
December 2023.
• B-493 Synthetic Turf Replacement: Completed synthetic turf replacement at
Sycamore Valley Park (5.5 acres) in July 2023.
• B-544: Oak Hill Park Capital Maintenance: Replacement of the Playground was
completed in August 2023.
• B-560 – Diablo Vista Park Capital Maintenance and B-616 – Multi-sport Skatepark:
Completed design and bid the joint project. Bids were rejected in July 2024.
Project was separated into two separate projects for design and subsequent re-
bid.
• C-055 Diablo Road Trail from Alameda Diablo to Tank Access Road: Completed
schematic project design and submitted for California Department of Fish &
Wildlife and California Regional Water Quality Control Board environmental
permits.
• C-402 - El Pintado Overlay – El Cerro Blvd. to I-680: Repaving El Pintado Loop and
associated drainage improvements was completed in June 2024.
• C-585 - EV Charging Stations at Town-owned Facilities: Completed installation of
upgraded electric vehicle (EV) charging stations at four municipal parking lots.
• C-598 - Park & Ride Expansion Project: Construction of the bioretention and
pedestrian improvements was completed in October 2023.
• C-599 - La Gonda Way Bridge Improvements: Continued the design work for the $6
million replacement project.
• C-600 - San Ramon Valley Boulevard Improvements: Secured authorization to
proceed with construction from Caltrans and prepared project for bid.
• C-601 - Camino Ramon Improvements: Construction of the new roadway and
bicycle safety improvements was completed in September 2023.
MAJOR PROJECTS UNDERWAY
The CIP currently includes a total of 78 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 Downtown Master Plan Catalyst
Project is currently in the latter phases of construction. Pavement stamping and
punch list items for the Hartz Avenue segment are currently being completed,
3
and focus will shortly turn to completing the Village Theatre Plaza space.
Construction is projected to be completed this Spring.
2. B-560 – Diablo Vista Park Capital Maintenance: The Playground project is
currently out to bid, with the bid opening scheduled for mid - late February.
3. B-616 – Multi Sport Skate Park: The project is currently out to bid, with the bid
opening scheduled for late February.
4. 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%.
5. 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.
6. B-643: Nonfunctional Turf Replacement: In compliance with AB 1572, this project
would convert approximately 13 acres of nonfunctional turf into compliant
landscape areas. This project is projected to begin design in May.
7. C-055 Diablo Road Trail from Alameda Diablo to Tank Access Road: Environmental
permits have been secured, design work continues. Additionally, work is
underway on the design of the trail crossing at the intersection of Diablo Road
and Fairway Drive. Project is expected to go to bid in Summer 2025.
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 2027.
9. C-600 – San Ramon Valley Blvd. Improvements: Construction is ongoing.
Concrete work is complete. Pavement resurfacing and striping will be
completed by Summer 2025. Work is being coordinated with CIP A-620 – Fiber
Optic Cable Interconnect.
10. 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.
11. C-610 - Pavement Management Program: The next round of pavement overlay is
expected to begin construction in Summer 2025.
12. 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.
4
Recommended Mid-Year Adjustments
One mid-year adjustment is required to swap funds between two major roadway
projects.
• C-600 – San Ramon Valley Blvd Improvements: Transfer $696,000 in Pavement
Management funds to C-601 – Camino Ramon Improvements.
• C-601 – Camino Ramon Improvements: Transfer $696,000 in Measure J Major Streets
24c funds to C-600 – San Ramon Valley Boulevard.
This adjustment is necessary to coincide with actions taken by CCTA. No new or
additional funding appropriations are required.
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, 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 19 priority
projects through design, bidding, and construction phases (Attachment C). This
includes projects funded by ARPA, which must meet strict federal deadlines to
obligate funds by December 31, 2024, and spend them by December 31, 2026.
Notably, these efforts do not account for resources needed for preliminary planning
of queued capital projects. As outlined in the two-year project timeline, the Town does
not have the capacity to take on new projects without reprioritizing the current ones.
Capital Maintenance – Area of Focus
Capital maintenance and infrastructure replacement efforts involves the ongoing
replacement and renovation of existing assets, including park features, buildings,
storm drains, and roads. While the annual CIP review often highlights “new” projects,
the majority of the capital budget is dedicated to maintenance efforts, such as
pavement management, synthetic turf replacement, and playground replacements at
5 community parks.
Over the past 30 years, the Town has added numerous community assets, making
maintenance increasingly resource-intensive while revenues remain stagnant. In the
current FY 2024/25, $6.69 million was allocated for capital projects, with capital
maintenance and infrastructure replacement efforts comprising 69% of the CIP
workload and 61% of the budget.
5
Unfunded and Underfunded Projects
The CIP contains a number of unfunded and underfunded projects. With increasing
capital maintenance needs, unfunded mandates like non-functional turf replacement,
and limited grant opportunities for communities like Danville, it is essential to
evaluate these projects to determine whether they should remain in the CIP.
Capital Project Funding
Over the next 10 years, upholding the current standard of maintenance for aging
infrastructure is estimated to require the capital budget to grow approximately
another $1.26M, to $7.95 million annually, with an estimated $6.01 million (76%)
dedicated solely to capital maintenance and infrastructure replacement.
The primary funding for the Town’s capital projects is the General Fund (CIP General
Purpose revenues). Agenda Item 4 discusses funding options for consideration to
meet this infrastructure maintenance gap.
SUMMARY
Through 2025, the Town will focus on constructing several high-priority projects,
including those funded by ARPA and One Bay Area Grant (OBAG) programs, which
have strict completion deadlines. The volume and high-profile nature of these
projects, along with ongoing capital maintenance, will significantly limit the Town’s
capacity for additional new projects.
New capital projects should be balanced against current demands and available
funding. While capital reserves may address unfunded or underfunded projects in
the five-year CIP, long-term maintenance costs would ultimately constrain the Town’s
ability to pursue new capital projects unless additional revenue streams are secured.
Attachments:
A - Completed Capital Projects to Date (2000-2024)
B - CIP Recently Completed Projects
C - CIP Two-Year Project Timeline (2024-2025)
D - CIP C-600 San Ramon Valley Blvd. (revised)
E - CIP C-601 Camino Ramon Improvements (revised)
ATTACHMENT A
Completed Capital Projects (2000-2024)
Year
Complete
Category Proj. No. Project Name Cost Estimates
2024 General
Improvements
A-330 Town-wide Storm Drain System Maintenance $662,378
A-362 Downtown Improvement Project $1,720,702
A-482 Streetlight Maintenance $9,888
A-513 Camino Tassajara/Sycamore Valley Road Soundwall $3,000
A-533 Townwide Landscape Replacement $5,672
A-579 Townwide Roadway Damage Repair $26,178
A-620 Fiber Optic Cable Interconnect $66,422
Parks and
Facilities
B-101 Park and Recreation Facilities Capital Maintenance $18,716
B-120 Town Service Center Capital Maintenance $1,790
B-280 Sports Field Renovation $34,668
B-328 Town Office Capital Maintenance $9,717
B-400 Hap Magee Ranch Capital Maintenance $38,618
B-491 Library and Community Center Capital Maintenance $20,763
B-493 Synthetic Turf Replacement $1,271,521
B-494 Osage Station Park Capital Maintenance $4,740
B-495 Sycamore Valley Park Capital Maintenance $2,827
B-544 Oak Hill Park Capital Maintenance $188,245
B-559 School Park Facilities Capital Maintenance $16,465
B-560 Diablo Vista Park Capital Maintenance $84,233
B-582 Veterans Memorial Building Capital Maintenance $6,300
B-616 Diablo Vista Multisport Skate Park $40,354
B-626 Town Office Relocation $25,532
B-628 Town Green and Arts District $193,956
B-629 282 Front Street $2,000
B-637 Pickleball Courts $20,055
Transportation C-017 Town-wide Sidewalk Repairs $19,410
C-055 Diablo Road Trail from Alameda Diablo to Tank Access $201,309
C-305 Traffic Management Program $26,140
C-402 El Pintado Overlay $1,453,835
C-418 Traffic Signal and Street Light Maintenance $12,511
C-545 Traffic Signal Controller Upgrade $30,459
C-599 La Gonda Way Bridge Improvements $45,077
C-600 San Ramon Valley Boulevard Improvements $19,928
C-601 Camino Ramon Improvements $1,868,256
C-610 Pavement Management $1,412,068
ATTACHMENT A
Year
Complete
Category Proj. No. Project Name Cost Estimates
C-621 Townwide Bicycle Improvements $128,952
2024 Total $9,808,796
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
C-600 San Ramon Valley Boulevard Improvements $22,980
Year
Complete
Category Proj. No. Project Name Cost Estimates
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
2021 General
Improvements
A-064 Local General Improvements – Disabled Access $235,904
Year
Complete
Category Proj. No. Project Name Cost Estimates
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
A-514 Public Places for Art $6,737
A-533 Town-wide Landscape Replacement $140,308
Year
Complete
Category Proj. No. Project Name Cost Estimates
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
B-216 Town Service Center Capital Maintenance $41,161
B-280 Sports Field Renovation $48,915
Year
Complete
Category Proj. No. Project Name Cost Estimates
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
2017 General
Improvements
A-482 Street Light Maintenance $574,036
A-513 Camino Tassajara Pkwy/Sycamore Valley Rd Sound Wall
Maintenance
$694,725
Year
Complete
Category Proj. No. Project Name Cost Estimates
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 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
Year
Complete
Category Proj. No. Project Name Cost Estimates
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
2009 Total $6,376,675
2008 General
Improvements
A-464 El Cerro Boulevard Median Renovation $246,580
Year
Complete
Category Proj. No. Project Name Cost Estimates
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 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
Year
Complete
Category Proj. No. Project Name Cost Estimates
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 A-369 Sycamore Valley Road Street Repair $778,000 A-370 Camino Tassajara Street Repair $711,000
Year
Complete
Category Proj. No. Project Name Cost Estimates
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 B-297 Iron Horse Trailhead at San Ramon Valley Boulevard $19,763 Transportation C-062 Signal Controller Modification $35,400
Year
Complete
Category Proj. No. Project Name Cost Estimates
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
$190,532,616
ATTACHMENT B
Recently Completed Capital Projects
Project Project Name Expended
A-330 Town-wide Storm Drain System Maintenance $662,378
A-362 Downtown Improvement Project $1,720,702
A-482 Streetlight Maintenance $9,888
A-513 Camino Tassajara/Sycamore Valley Road Soundwall $3,000
A-533 Townwide Landscape Replacement $5,672
A-579 Townwide Roadway Damage Repair $26,178
A-620 Fiber Optic Cable Interconnect $66,422
B-101 Park and Recreation Facilities Capital Maintenance $18,716
B-120 Town Service Center Capital Maintenance $1,790
B-280 Sports Field Renovation $34,668
B-328 Town Office Capital Maintenance $9,717
B-400 Hap Magee Ranch Capital Maintenance $38,618
B-491 Library and Community Center Capital Maintenance $20,763
B-493 Synthetic Turf Replacement $1,271,521
B-494 Osage Station Park Capital Maintenance $4,740
B-495 Sycamore Valley Park Capital Maintenance $2,827
B-544 Oak Hill Park Capital Maintenance $188,245
B-559 School Park Facilities Capital Maintenance $16,465
B-560 Diablo Vista Park Capital Maintenance $84,233
B-582 Veterans Memorial Building Capital Maintenance $6,300
B-616 Diablo Vista Multisport Skate Park $40,354
B-626 Town Office Relocation $25,532
B-628 Town Green and Arts District $193,956
B-629 282 Front Street $2,000
B-637 Pickleball Courts $20,055
C-017 Town-wide Sidewalk Repairs $19,410
C-055 Diablo Road Trail from Alameda Diablo to Tank Access $201,309
C-305 Traffic Management Program $26,140
C-402 El Pintado Overlay $1,453,835
C-418 Traffic Signal and Street Light Maintenance $12,511
C-545 Traffic Signal Controller Upgrade $30,459
C-599 La Gonda Way Bridge Improvements $45,077
C-600 San Ramon Valley Boulevard Improvements $19,928
C-601 Camino Ramon Improvements $1,868,256
C-610 Pavement Management $1,412,068
ATTACHMENT B
C-621 Townwide Bicycle Improvements $128,952
C-634 Downtown Traffic Signal Modernization $50,000
C-635 Sycamore Valley Road Improvements $66,111
TOTAL $9,808,796
2025-2026 CIP TWO-YEAR PROJECT TIMELINE
* Pending funds available
2025 2026
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-330 TOWNWIDE STORMDRAIN MASTER PLAN (PHASE 2)
A-362 DOWNTOWN IMPROVEMENTS PROJECT
A-513 CAMINO TASS/SYCAMORE VALLEY RD SOUNDWALL CONTRACT
B-560 DIABLO VISTA PARK PLAYGROUND REPLACEMENT
B-616 MULTI-SPORT SKATE PARK
B-628 TOWN GREEN AND ARTS DISTRICT (PAVILLION)DESIGN BID CONTRACT CONSTRUCTION*
B-629 FRONT STREET - ARTS DISTRICT MAKER SPACE (STUDIO)DESIGN BID CONTRACT CONSTRUCTION
B-643 NON-FUNCTIONAL TURF REPLACEMENT DESIGN BID
C-055 DIABLO ROAD TRAIL BID
C-521 WEST EL PINTADO SIDEWALK IMPROVEMENT
C-599 LA GONDA WAY BRIDGE IMPROVEMENTS DESIGN
C-600 SAN RAMON VALLEY BLVD IMPROVEMENTS
C-610 2024/25 PAVEMENT MANAGEMENT PROJECT
C-635 SYCAMORE VALLEY ROAD IMPROVEMENTS
TRANSPORTATION-RELATED PROJECTS
A-620 FIBER OPTIC CABLE INTERCONNECT (SRVB)
FIBER OPTIC CABLE INTERCONNECT (TOWN-WIDE)
C-634 TRAFFIC SIGNAL MODERNIZATION
CCTA "SMART SIGNALS" (OBAG III)
SIGNAL MODERNIZATION (FEDERAL EARMARK)DESIGN/BID
SIGNAL SAFETY CORRIDOR PROJECT (HSIP)
C-305 IRON HORSE TRAIL CROSSINGS (HSIP)
C-607 IRON HORSE TRAIL CROSSINGS (FEDERAL EARMARK)BID
C-057 HAWK SIGNAL BID
ON THE RADAR
DANVILLE SOUTH PLAYGROUND (D. CASTEEL)
TOWN OFFICES ROOF REPLACEMENT (D. CASTEEL)
VETERAN'S MEMORIAL HVAC REPLACEMENT (D. CASTEEL)
DESIGN BID CONTRACT CONSTRUCTION
CONSTRUCTION
BID
BID
CONTRACT
CONTRACT
DESIGN CONTRACT CONSTRUCTION
CONSTRUCTION
CONSTRUCTION
CONSTRUCTION
CONSTRUCTION*
CONSTRUCTION*
CONTRACTDESIGN
DESIGN
CONTRACT CONSTRUCTION
CONSTRUCTION
CONSTRUCTION
DESIGN BID CONTRACT CONSTRUCTION
CONTRACTBID
BID CONTRACT
DESIGN
DESIGN
DESIGN
CONSTRUCTION
CONSTRUCTION*
DESIGN
BID CONTRACT CONSTRUCTION
CONSTRUCTIONDESIGN
ADDITIONAL INSPECTOR RESOURCES
•DIABLO ROAD TRAIL
•FIBER OPTIC
•DV SKATE PARK
DESIGN
DESIGN CONTRACT CONSTRUCTION
CONTRACT
ATTACHMENT C
ProjectsSAN RAMON VALLEY BOULEVARD IMPROVEMENTSPROJECT DESCRIPTION AND LOCATION:
DESCRIPTION OF MODIFICATIONS:
RATIONALE FOR PROPOSED PROJECT:The pavement conditions index for this reach of San Ramon Valley Boulevard is below average at 66.EXPECTED IMPACT ON OPERATING BUDGET:Additional worker hours required to maintain per year:0Additional Town direct operating costs per year:$0
PROJECT COST ESTIMATE
PROJECT APPROPRIATION AND FUNDINGThis project scope consists of slurry seal and restriping the segment of San Ramon Valley Boulevard between the southern Town limits to Sycamore Valley Road and pavement overlay from Sycamore Valley Road to Hartz Avenue. Lane configuration for both segments remain unchanged. The slurry seal segment retains single northbound and southbound travel lanes, a continuous center left turn lane, northbound and southbound bicycle lanes including bicycle buffer zone treatments, and residential on street parking along the west side of the roadway.Both segments include high-visibility bike lane and crosswalk striping treatments, and traffic signal video detection and pedestrian signal upgrades.1/22/2025PRINTED ON:
CIP No:C-600STATUS:In ConstructionPRIORITY:1/2PROJECT MANAGER:NNSGREEN PROJECT:Yes2024/25Prior Years2025/262026/272027/282028/29TotalExpenditure CategoryDesign/Plan Review$0$0$0$0$148,968$148,968$0Contingency$0$0$0$0$162,455$162,455$0Construction$0$0$0$0$3,013,577$3,522,743$509,166$3,325,000$509,166$0$0$0$0$3,834,166Total Cost Estimate:$29,975Total Expenditure: Unexpended: $2,095,025 on 05-01-20242024/25Prior Years 2025/26 2026/27 2027/28 2028/29 TotalFunding Source(s)Commercial TIP$0$31,806$0$0$0$31,806$0Meas J Major St 24c$1,661,000$0$0$0$0$1,661,000$0OBAG II Quick Strike$1,605,000$0$0$0$0$1,605,000$0Residential TIP$0$467,874$0$0$0$467,874$0Tassajara Area TIF$0$9,486$0$0$0$9,486$0Transfer from C-610$504,000$0$0$0$0$504,000$0Transfer to C-055($445,000)$0$0$0$0($445,000)$0$3,325,000 $509,166 $0 $0 $0 $0 $3,834,166Total Funding:www.danville.ca.govCIP105ATTACHMENT D
ProjectsCAMINO RAMON IMPROVEMENTS
PROJECT DESCRIPTION AND LOCATION: DESCRIPTION OF MODIFICATIONS:Project is complete.RATIONALE FOR PROPOSED PROJECT:Camino Ramon has reached a pavement condition index of 63.EXPECTED IMPACT ON OPERATING BUDGET:Additional worker hours required to maintain per year:0Additional Town direct operating costs per year:$0
PROJECT COST ESTIMATEThis project has been modified from the previous year.PROJECT APPROPRIATION AND FUNDING
COMPLETEProvide a new pavement surface on Camino Ramon from Kelley Lane to Fostoria Way.Provide sidewalk at bus stop locations, pedestrian crossing improvements (crosswalks and RRFB system for access to bus stops), high-visibility bike lane and crosswalk striping pavement marking upgrades, and traffic signal video detection and pedestrian signal upgrades.This project is eligible for federal grant funding: 2017 OBAG II Local streets and Roads and Measure J Program 24c.Paving was completed in September 2023.1/22/2025PRINTED ON:
CIP No:C-601STATUS:Completed 2024PRIORITY:1PROJECT MANAGER:SJ GREEN PROJECT:Yes2024/25Prior Years2025/262026/272027/282028/29TotalExpenditure CategoryDesign/Plan Review$0$0$0$0$149,355$149,355$0Contingency$0$0$0$0$149,355$149,355$0Construction$0$0$0$0$2,386,175$2,386,175$0$2,684,885$0$0$0$0$0$2,684,885Total Cost Estimate:$2,364,367Total Expenditure: Unexpended: $320,518 on 05-01-20242024/25Prior Years 2025/26 2026/27 2027/28 2028/29 TotalFunding Source(s)Meas J Major St 24c$0$0$0$0$0$0$0OBAG II LS&R (2017 gr$1,357,000$0$0$0$0$1,357,000$0SAFETEA-LU Grant$111,885$0$0$0$0$111,885$0Transfer from C-610$1,216,000$0$0$0$0$1,216,000$0$2,684,885$0 $0 $0 $0 $0 $2,684,885Total Funding:www.danville.ca.govCIP106ATTACHMENT E
TWO-YEAR IMPLEMENTATION
PLAN (FY 2025/26 – 2026/27)
INTRODUCTION
For years, the Town of Danville has successfully delivered key strategic initiatives
while maintaining high-quality programs, capital projects, and municipal services.
This ability to balance one-time high-profile efforts with daily operations was
achieved through a small, long-tenured staff whose deep knowledge of the
community and its policy direction enabled them to manage a substantial workload
despite limited resources.
Recently, the Town has experienced higher-than-usual staff turnover due to
retirements and transitions, coupled with increasingly constrained resources
highlighted in the Mid-Year Operating Budget and Capital Improvement Updates.
Additionally, an influx of new residents and Commissioners who may be unfamiliar
with Danville’s service delivery approach underscores the need for a clear annual
framework that communicates the Town’s priorities and its resulting financial and
staffing resource allocation.
In summary, this Two-Year Implementation Plan (a "Work Plan") provides a
roadmap for the Town’s key near-term initiatives. It reflects the Town Council’s policy
direction—shaped by years of thoughtful public discussion—and serves as a:
• Prioritization tool to focus limited resources on initiatives with the greatest long-
term impact.
• Communication resource to provide staff, residents, and stakeholders a clear
understanding of the Town’s priorities and efforts, fostering alignment and trust.
• Accountability framework that ensures transparency by clearly defining goals and
tracking progress.
These high-profile initiatives will be undertaken in addition to the Town’s daily
operations, requiring focus and a careful re-balance of priorities if new efforts are
introduced and considered.
2
DISCUSSION
Building on prior Town Council direction, the overarching theme for the next two
years emphasizes fiscal and economic health. To ensure Danville remains both fiscally
sound and economically vibrant, this Work Plan focuses on three key initiatives:
1. Fiscal Health: Stabilize the Lighting and Landscape Assessment District to address
the growing maintenance needs of community assets added since incorporation.
2. Infrastructure: Secure new funding resources to maintain an extensive network of
aging infrastructure—transportation systems, storm drains, and park features—in
a state of good repair.
3. Economic Health: Support local businesses in adapting to evolving consumer
preferences and economic trends.
Initiative #1: Fiscal Health - LLAD Rate Adjustment
The Danville Lighting and Landscape Assessment District (LLAD) 1983-1 is the
Town’s third-largest revenue source, essential for maintaining public parks, roadside
landscaping, and street lighting. Securing an adjustment in assessment rates to more
fully offset actual costs is critical for long-term fiscal stability.
Why This is Important
Due to stagnant revenues and rising costs, current LLAD expenditures are budgeted
at $5.52 million, while assessment revenues total just $3.13 million, leaving a $2.39
million shortfall. This deficit is currently offset by a $1.45 million subsidy from the
General Fund and $939,000 from LLAD reserves, which are projected to be depleted
by the end of FY 2026/27.
Assessment Revenues $3.13 M
Budgeted Expenditures ($5.52 M)
Budget Balance (Shortfall) ($2.39 M)
General Fund Subsidy $1.45 M
LLAD Reserves
(projected depletion by end of FY 2026/27)
$0.94 M
Total Deficit Off-Sets: $2.39 M
Without an increase in LLAD revenues and with reserves depleting by 2026/27, the
General Fund subsidy would need to increase by approximately $1 million per year.
Alternately, service levels reductions would be necessary to balance the budget.
3
Stagnant Revenues and Rising Costs
LLAD assessment rates have remained unchanged since 2003, keeping revenues
nearly flat at $3.02 million in FY 2003/04 and $3.13 million in FY 2024/25. Meanwhile,
operating expenditures have risen sharply to $5.52 million, driven by higher utility
costs, which account for 56% of the increase. On the Capital Improvement side, aging
infrastructure and new community amenities added since incorporation, have
resulted in additional capital maintenance costs of $1.3 million annually, above and
beyond the $2.38 million annual LLAD operating shortfall.
Structural Challenges
The LLAD, established before Proposition 218 (1996), has two key structural issues.
First, the most recent assessment increase in 2003 lacks an inflation escalator, leaving
assessments flat as costs rise. Second, it assesses multifamily units at a
disproportionately low rate compared to single-family homes. With a state-mandated
2023-2031 Housing Element that plans for at least 2,241 new homes, mostly
multifamily, this imbalance will worsen alongside increasing demand for LLAD-
maintained parks and street lighting.
Work Plan for Initiative #1
Consistent with Town Council direction, this initiative involves seeking property
owner approval in spring 2025 for a rate adjustment to help *partially* close the LLAD
budget shortfall, guided by a preliminary benefit analysis that also recommends:
• Updating the assessment methodology and LLAD zones to better allocate costs
between “special” benefits for property owners and “general” benefits for the
public; and
• Revising multifamily and non-residential property assessments to more
accurately reflect the benefits received.
A complete schedule of work activities is included in Attachment A.
If successful, the passage of a rate adjustment would support the Town’s broader goal
of maintaining high-quality infrastructure and public spaces. Furthermore, it allows
the Town to reallocate General Fund resources to address the demands of its aging
infrastructure network.
If the LLAD rate adjustment is not approved, the initiative would shift to exploring a
revised LLAD strategy and/or alternative revenue sources to address the
community’s growing maintenance and infrastructure needs.
4
Initiative #2: Infrastructure – Capital Planning
The Town’s capital priorities are outlined in a five-year rolling Capital Improvement
Program (CIP), guided annually by the Town Council to align strategic objectives,
projected revenues, and staff capacity.
Over the past 30 years, the Town has added numerous community assets, making
maintenance increasingly resource-intensive while revenues remain stagnant. In the
current FY 2024/25, $6.69 million was allocated for capital projects, with capital
maintenance and infrastructure replacement efforts comprising 61% of the budget.
Over the next 10 years, upholding the current standard of maintenance for aging
infrastructure is estimated to require the capital budget to grow approximately
another $1.26M, to $7.95 million annually, with $6.01 million (76%) dedicated solely to
capital maintenance and infrastructure replacement, as detailed below:
Major Assets (sampling) Count Average Cost
(estimated)
Life Cycle Estimated
Annual
Arterial Roadways 18.04 centerline miles $3.3M CLM 20 years $2.15M
Local Roadways 140.34 centerline miles $440K CLM 20 years $2.65M
Bike Safety (e.g., green bike lanes) 45,000 SF $20/SF 15 years $50K
Pedestrian Safety (e.g., RRFBs) 16 sets $30K/set 10 years $30K
Parks – Playgrounds 5 main playgrounds $1.5M/playground 15 years $500K
Parks – Turf Fields 3 turf fields $1M/field 9 years $330K
Parks – Sports Field Lighting 2 parks $1M/park 20 years $100K
Storm Drain Infrastructure Hydraulic structures,
open channel, pipes
Varies Varies $200K
Recommended Annual Set-Aside for Infrastructure Maintenance and Replacement: $6.01M
Work Plan for Initiative #2
a. Evaluate funding options for these infrastructure maintenance needs, including:
• If the LLAD rate adjustment passes, re-allocate some portion of the current
$1.45M in General Fund subsidy to the LLAD toward capital maintenance and
replacement.
• If the LLAD rate adjustment does *not* pass:
Spend down remaining reserves of approximately $2.64 million in the
LLAD.
Spend CIP General Purpose revenue. The current unappropriated balance
in the CIP is approximately $10 million. At an annual rate of $2.5 million,
and assuming that funds were allocated only for this purpose, the LLAD
could be funded for 3-4 more fiscal years.
5
Evaluate alternative revenue sources for either capital maintenance and
replacement, or, for other off-setting expenditures.
b. Deploy new capital planning and management software that enables the Town to
better organize, evaluate, budget, and track all your capital planning activities.
Initiative #3: Economic Health – Business Support
Consumer spending patterns have shifted significantly post-pandemic. While online
shopping continues to grow, in-store shopping remains a vital part of the retail
landscape. National and state trends highlight key changes impacting brick-and-
mortar retailers:
• Personalization: 71% of consumers expect stores to deliver personalized
interactions, and 76% become frustrated when those expectations aren’t met.1
• Experiential Retail: 80% of customers believe the experience a company provides
is as important as its products or services.2
• Social Commerce: Social media is increasingly integral to retail, with U.S.
consumers projected to spend $80 billion annually on social commerce by 2025.3
• Community-Centric Retail: A strong preference for supporting local businesses
is especially evident among younger demographics. 85% of Gen Z consumers
shop on their local main street monthly, with many visiting weekly.
Additionally, 70% of Gen Z and 69% of Millennials are willing to shop locally
more often to support their communities.4
These insights, supported by local observations, underscore the importance of
adapting the Town’s economic development strategies to align with evolving
consumer behaviors and partnering with businesses to meet these emerging trends.
The Four-Legged Stool
A thriving business community relies on a collaborative effort, often described as a
four-legged stool, with each "leg" representing a critical stakeholder:
• Public Entity (Town): Plays a key role in creating a vibrant physical economic
environment (such as downtown improvements) and by attracting a broad
audience through initiatives that draw visitors.
1 McKinsey & Company. “The value of getting personalization right—or wrong—is multiplying.”
2 Salesforce. “State of the Connected Customer.” 4th Edition.
3 McKinsey & Company. “Social Commerce: The future of how consumers interact with brands.”
4 Finance & Commerce. “U.S. consumers willing to spend more to support small local businesses, survey finds.” May 24, 2024.
6
• Business Owner: Converts public interest into actionable customer engagement
by creating compelling experiences, attracting potential customers, and
engaging those who visit to close sales.
• Property Owner: Ensures rental rates remain feasible, fostering a stable and
sustainable environment for businesses to thrive.
• Community: Acts as the foundation, collectively supporting local retail by
choosing to shop locally and championing the success of their small businesses.
When these four stakeholders align, they create a balanced and resilient economic
ecosystem that drives long-term economic vitality and community enrichment.
To better reflect a Town-wide effort with multiple partners, as well as a shift in
consumer behavior, we have developed a Danville Business Support Funnel, based
on the classic marketing funnel concept of Awareness>Interest>Desire>Action.
7
The Business Support Funnel clarifies and re-frames broad marketing goals as
Awareness>Interest>Conversion>Loyalty. Each marketing goal has key functions
and aligns with brand goals held by various groups involved in retail marketing for
Danville: Visit Tri-Valley, the Town, Danville Area Chamber of Commerce, and
businesses.
Work Plan for Initiative #3
In keeping with the Danville Business Support Funnel, the Town will take a broad
and supportive role in economic development over the upcoming two years.
1. Provide Continuing Education
In speaking with business owners in the community, from new to closing
businesses, we have found that there is a diversity of backgrounds that leads to
different approaches to running a business. Simple approaches that may have
worked well pre-pandemic are no longer viable, and some business owners
have
not modified their approach. To better support continuing education, the Town
will directly provide a business workshop series and identify local
opportunities for low- or no-cost education through regional partners.
In 2022, the Town Council allocated $5,000 to the Danville Area Chamber of
Commerce for a Business Workshop series. While planning was stalled for
some time, there is a renewed focus on developing and presenting these
workshops. The Chamber conducted a survey to assess desired topics, and the
series will focus on key foundational areas such as building a business plan,
digital marketing, and financial planning. The workshop series will be free and
open to all Danville-based businesses. The Town will also provide meeting
space and materials to support the workshops.
In addition to direct support, the Town will also help connect businesses with
existing opportunities in the community. Through the new quarterly Business
Focus email newsletter and through a dedicated webpage, we will share
ongoing and upcoming opportunities from groups such as Small Business
Development Center East Bay, Small Business Administration Score Program,
and workshops held online at local community colleges.
2. Development Destination Marketing Strategy
The Town collaborates with Visit Tri-Valley to promote Danville as part of a
regional attraction. To complement this effort and in recognition of Danville’s
unique characteristics, the Town plans to launch a hyper-local destination
8
marketing strategy that highlights Danville’s unique appeal. This initiative
would focus on the first two tiers of the Business Support Funnel by developing
a destination brand and marketing goals.
Guidance will be sought informally from Visit Tri-Valley at no additional cost,
and the Town will leverage strategies used by nearby cities with similar assets,
minimizing the need for independent consultation.
Groundwork is already underway with the Discover Danville brand, which
includes a web-based app featuring dining, retail, and historic sites. Since its
launch in fall, the app has attracted 1,209 visitors and 5,760 page views.
Additionally, a business listing website is being developed to showcase
Danville’s restaurants, retail options, and events by category, helping visitors
plan their trips.
The initiative will also engage residents through the “I ♥ Danville” campaign,
an overarching theme for events in 2025. Starting with Valentine’s Day, this
year-long campaign will celebrate all that makes Danville special, with tie-ins
to Downtown business events, summer activities, and art programs.
3. Provide and Support Promotional Opportunities
In addition to an annual $25,000 holiday campaign budget, the Town also
allocates $25,000 to business promotion grants. These grants primarily support
marketing for business collaboration community events, such as sip-n-strolls
and festivals. For 2025, the program was modified to include digital marketing
grants, which allows businesses to be reimbursed for up to $100 in digital
marketing per year.
The digital marketing grant would be supported by the Business Workshops
mentioned above and would encourage businesses to embrace a social-first
marketing effort. The Economic Development staff would also provide social
media marketing tips through its quarterly newsletter.
The community events hosted through the Business Promotion Grant Program
have been helpful to Downtown businesses, but we will work more closely
with the Chamber to ensure a wide range of businesses – members and non-
members – are aided by the events they host. We will also seek to gather
feedback in partnership with the Chamber, to ensure each event improves its
impact, and continue the successful Town-hosted events that foster business
promotion.
9
The Scarecrow Stroll provided a fun, flexible Town event that drove foot traffic
Downtown. The “Swing into Danville” holiday campaign created new
opportunities for promotion, including a bag giveaway and storefront
decorating contest. We received positive feedback on these initiatives and will
expand on them to include other events in 2025.
4. Assist and Support Downtown Businesses
This effort is key to building a strong support network for Downtown
businesses. Fifty-eight of the Town’s top 100 sales tax generating businesses are
located downtown, including 34 restaurants. These businesses generate 30.2%
of the top 100 sales tax. While the downtown area generates a smaller share of
sales tax, it embodies the historic charm and heart of the community. Unlike
shopping centers elsewhere in Town, which are supported by collective
marketing efforts, Downtown outreach efforts would benefit from an
organized group with cohesive goals, supported by a partnership with the
Town.
To foster this, the Town has been working with Downtown business owners
and managers to develop an informal association. Meetings held in October
2024 and January 2025 aimed to establish a framework and identify leaders
from within the business community. These meetings intentionally excluded
property owners, elected officials, and organizations like the Chamber of
Commerce to encourage self-reliance and grassroots organization among the
business owners themselves. While individual owners often approach elected
officials for support, these meetings are focused on creating a collective voice
to identify challenges and coordinate Town assistance.
The group is exploring various models for organization, ranging from a Main
Street America group to a Business-Based Improvement District. The informal
nature of the meetings has fostered collaboration and will guide the formation
of a structure that reflects the needs of the businesses. The Town will continue
to provide guidance and support as the group evolves, with meetings
scheduled at a pace set by the business owners.
Building relationships with local business organizations and with business owners
will create a collaborative atmosphere for moving Danville’s economic development
strategy into a new era.
10
SUMMARY
Consider the work activities associated with the initiatives in this Work Plan and
provide feedback to staff as appropriate.
Attachments:
A - LLAD Rate Adjustment Work Plan
ATTACHMENT A
Initiative 1: LLAD Rate Adjustment Work Plan
LLAD Rate Adjustment Activities
• February 4: Town Council adopts the Resolution of Initiation for LLAD No.
2025-1.
• March 18: Town Council adopts Resolution of Intention and approves the
preliminary Engineer’s Report for LLAD No. 2025-1.
• April 4 (minimum of 45 days prior to LLAD No. 2025-1 public hearing):
Deadline to mail Proposition 218 notices and ballots to all property owners
in the Town.
• May 20: Town Council holds public hearing, declares balloting period
closed, and continues item to June 3rd meeting.
• May 21: Ballot tabulation and determination of results.
• June 3: Town Council declares results of ballot tabulation. If property
owners support a rate adjustment, the Town Council would adopt final
Resolution confirming the FY 2025-26 assessments for LLAD No. 2025-1.
If property owners do *not* support a rate adjustment through LLAD No. 2025-
1 (i.e., a “majority protest”), the Town Council would adopt Resolution of
Initiation for LLAD No. 1983-1 (existing LLAD), with the following steps:
• June 17: Town Council will adopt Resolution of Intention and approve the
preliminary Engineer’s Report for LLAD No. 1983-1.
• July 3 (minimum of 10 days prior to LLAD No. 1983-1 public hearing):
Deadline to publish the notice of public hearing for LLAD No. 1983-1 in the
local newspaper.
• July 15: Town Council will hold the public hearing and adopt the final
Resolution confirming the FY 2025-26 assessments for LLAD No. 1983-1.
Community Engagement: Concurrently, the Town has initiated an outreach
strategy to educate property owners about the LLAD and the need for
adjustments. Efforts will include newsletter articles, social media posts, and
expanded website content to build awareness and prepare for a planned
Proposition 218 balloting procedures in spring 2025.
January 31, 2025
TO: Mayor and Town Council
FROM: Joseph Calabrigo, Town Manager
SUBJECT: Town Council Guidelines – Annual Review
Service as an elected official carries the weight of public trust. Decisions made by the
Town Council have the potential to affect the Town and its residents and are carefully
weighed and considered by the Council. As elected officials, you know that the
decision-making process produces specific outcomes, and the process used to arrive
at those outcomes is critical. As elected leaders, your actions are important as is the
way you conduct the Town’s business.
This understanding led the Town Council to develop Town Council Guidelines to
establish parameters that would be used to assist you in conducting your business,
your interactions with one another, the public and the Town staff. The effectiveness
of these, or any guidelines is dependent upon your continued buy-in and willingness
to hold yourselves to the standards that you’ve set.
The Annual Planning and Goal Setting Workshop provides the Town Council with
an opportunity to review and re-visit these Guidelines. This provides an opportunity
for you to consider whether the guidelines continue to be relevant and helpful in
setting some standards that can assist you in carrying out your duties.
As you reflect back over the past year, consider whether and how the guidelines may
have come into play, and whether or not you believe that you and the Council are
continuing to operate in keeping with the guidelines. Please give this some thought
and be prepared to consider how each of you can contribute to and support effective
communication and collaboration as a way of maximizing your benefit to the
community that you serve.
One change to highlight - Section F. 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
1
PURPOSE
These Town Council Guidelines were initially drafted by the Town Council in 2003, for
the purpose of establishing parameters that would be used to guide Council conduct and
support positive governance. The efficacy of these ground rules is entirely dependent
upon the personal commitment made by each council member. These Guidelines are
revisited and reviewed annually by the Town Council to allow for discussion of changes
or updates that the Council feels may be warranted.
I. GROUND RULES
The Town Council will follow four basic ground rules in order to work effectively
together on an ongoing basis:
1. Keep focused!
2. Use inquiry vs. judgment - hear all points!
3. Be respectful of one another
4. Focus on issues not people
II. VALUES
The top three values identified by the Town Council are:
1. Honesty, Integrity, Trust, Ethics
2. Leadership/Clear Direction/Vision
3. Fiscal Responsibility
III. EXPECTATIONS, NORMS & COMMITMENTS
A. For meetings:
1. Be prepared; read the packet thoroughly before the meeting.
2. Ask questions or provide questions of staff in advance of the meeting so staff
can prepare.
3. Give credit and positive feedback.
4. Challenge issues rather than personalities; don’t criticize fellow council
members.
5. Be mindful of negative body language; eye rolling; audible sighing.
6. Give speakers three minutes without responding; make sure due attention is
given. Show respect.
3
7. Keep feedback constructive.
8. At meetings, disclose information that you have that is relevant.
9. Avoid the following:
a. surprises d. personal attacks
b. grandstanding e. condescending/sarcastic tone
c. side conversations f. emotional escalation
10. The Town Manager will manage the agenda process. Councilmembers may
request placement of items on the agenda, but only the Town Council may
direct placement of items. Video recordings of public meetings constitute a
public record and cannot be edited.
11. Each councilmember has the opportunity to be heard and to present their
respective views. Once a matter has been discussed and the Town Council
renders a decision (vote taken), that decision becomes the Town Council
position. It is expected that individual councilmembers will respect this
process and represent individual decisions that have been made by the full
Town Council to the community and elsewhere as appropriate, regardless
of their individual views.
12. To facilitate quality video recording for public meetings:
a. make sure that your microphone is turned on and speak directly into
the microphone.
b. be mindful of verbal and non-verbal communication.
13. At the conclusion of study sessions or regular meetings, the Town Council
will summarize and clarify direction (action items/next steps).
B. In General:
1. When invited to meet with a constituent or advocate to discuss a specific
issue or project, inform the Town Manager and encourage the constituent
or advocate to meet with all councilmembers to provide similar
information.
2. In situations where conflicts arise that impede the function of the Town
Council, councilmembers will attempt to resolve issues on a one-on-one
basis. Depending upon the circumstances, it may also be appropriate for
the Town Manager to facilitate resolution among the affected members.
C. When dealing with the Town Manager and staff…
1. Treat staff as professionals; don’t publicly criticize an individual staff
member.
2. The Town Council takes action as an elected body, rather than
individually. Allow staff to handle administrative functions and limit
individual requests for staff support.
2
3. When interacting with the Town staff, remember:
a. Staff may be contacted for the purpose of asking questions or seeking
information (asking). Whenever possible, direct questions to
department heads or senior staff.
b. Work requests or assignments should only be directed to the Town
Manager (directing).
c. Comments or concerns regarding staff should be directed to the Town
Manager in private.
4. As an individual council member, do not ask the Town Manager to do
something that is contrary to the direction of the Town Council.
5. Do not draw staff members into disagreements among councilmembers.
6. Do not solicit political support from staff or involve staff in any political
activity.
7. Try to give credit and positive feedback (on behalf of the Council).
8. When dealing with the press, the public or anyone external to the Town
government, staff’s role is to communicate the policy, direction or action
determined by the Town Council. Staff does not speak for the Town
Council, nor will the staff speculate as to what action the Town Council may
take on any issue or subject.
9. Staff occasionally conducts or attends working meetings that
councilmembers are not invited to attend due to the nature of the meeting
(e.g. - meetings to discuss development proposals and/or conditions and
special event wrap-up meetings). Should other meeting participants invite
a member of the Council, that councilmember should talk to the Town
Manager before attending. (Please refer to Attachment A for additional material describing the roles of the Town
Council and Town staff)
D. When dealing with media and public…
1. State your view, avoid repeating a reporter's terms.
2. Try to speak in sound bites.
3. Clarify the position: "the Town's decision is….", "my opinion is…."
4. Once a decision is made, don't discredit the decision, or criticize your
colleagues for having made it. Also, don't influence the media to.
5. Identify issues where it may be appropriate to develop a “party line” for
presentation to the press or public to assure that a consistent message is
delivered, and key points are covered.
6. Inform the Town Manager when you've spoken to the media.
3
E. When representing the Town in other forums…
1. Present and support decisions or positions made by the full Town Council
– e.g. "the Town Council's position is X, and this issue been decided."
2. If you are presenting a personal point of view or opinion, make it clear: "the
Town Council hasn't discussed or decided this issue, my opinion is Y."
3. When appointed to or assigned a sub-committee, committee, or liaison role,
councilmembers are representing the Town rather than themselves.
4. Make sure to distinguish between political activity and Town business.
5. If invited to attend a function as a Town representative, don't campaign.
F. 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:
2025 – Renee Morgan 2028– Karen Stepper
2026 – Newell Arnerich 2028 – Mark Belotz
2027 – Robert Stroer
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
4
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.
G. 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.
H. 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
I. 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.
5
J. 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)
2025 TC Guidelines – updated 1/31/2025
6
ATTACHMENT A
(This material has been assembled from various sources and is provided to the Town Council
for information purposes).
ROLES & RESPONSIBILITIES OF TOWN COUNCIL, TOWN MANAGER &
TOWN STAFF
The degree to which policy and administration mix in a given community can
sometimes become an issue. There is no clear demarcation between the two – but
there is the need for everyone involved to be cognizant of roles. The opportunity to
periodically revisit this subject provides an opportunity to ask questions, address
issues and better define the process for the Town Council and the Town Manager.
As the elected body who represents the community, the Town Council must be able
to communicate the vision of the Town and set the tone. The Town Manager and staff
are responsible for seeing that the vision is carried out.
A. Role of the Town Council:
1. Representational: The Town Council is directly accountable to constituents.
The Town Council must balance individual and group demands with the needs
of the entire community.
2. Governmental: The Town Council makes policy, adopts legislation,
establishes/adopts budgets and adjudicates issues. The Town Council sets the
mission and goals for the organization. They explain and promote programs.
Individual council members are expected to:
a. Interact with constituents
b. Serve on Town Council sub-committees
c. Serve in a liaison role
d. Attend public events and ceremonies
3. Financial Oversight: The Town Council adopts an annual operating and
capital budget and is responsible for appropriating funds and approving
contracts pursuant to Town policy. The Town Council adopts an investment
policy and assures adherence to that policy.
4. Intergovernmental: Council members represent the Town on various
intergovernmental and regional boards.
5. Supervisorial: The Town Council appoints and evaluates the Town Manager
and City Attorney, as well as advisory commissions and boards.
6. Business Management: Council members sit as members of the Financing
Authority and Civic Improvement Corporation.
7
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.
8
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.
9
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: January 2, 2025
TO: Town Council & Directors
FROM: Melysa Vander Mel, Economic Development Specialist
SUBJECT: Danville Business Activity Update
Below is a snapshot of business activity in Danville from September 1 to December 10, 2024. As
of the August update, all businesses are now included in this memo, regardless of business type.
This list is provided to Council quarterly, and the new businesses are also included in the
quarterly Live Locally newsletter.
New Business
Business Name Business Type Address
Downtown
Casa V Floral Design Retail 169 Front Street Ste 100A
Chiropractic by Design Professional Service 318 Diablo Rd, Ste 245
Community Capital Alliance Professional Service 15 Railroad Ave
Damoya Art Academy Service Commercial 77 Front Street
Diablo Podiatry Professional Service 380 Diablo Rd, Ste 201
Euphoria Nail Studio Personal Service 822 Hartz Way Ste 130
Favorite Story Retail 166 E Prospect Ave
Footwear Etc. Retail 294 Railroad Ave
Lindsay Montgomery Skincare Personal Service 125 Railroad Ave #206
Mindset and Bodywork of Danville Personal Service 1 Front Street
Mirage Jewelers Retail 100 W Prospect Ave
Nekter Juice Bar Restaurant 35 Railroad Ave
The Pilates Theory Professional Service 155 Railroad Ave #C
Toastique Restaurant 350 Railroad Ave
The Well Chiropractic Professional Service 199 E Linda Mesa Ave Ste 12
Uji Time Dessert Restaurant 37 Railroad Ave
Club Pilates Danville Service Commercial 3418 Camino Tassajara
Dolce Beaute Personal Service 480 San Ramon Valley Blvd #B2
Dynamic Movement Chiropractic Professional Service 400 El Cerro Blvd #206
El Cerro Inc Professional Service 811 San Ramon Valley Blvd, Ste
202
Jennifer Sabo Real Estate Professional Service 55 Oak Ct #130
Jovance Beauty and Wellness Service Commercial 155 Railroad Ave, Ste A
Singapore Math School Service Commercial 11000 Crow Canyon Road
Coming Soon
Business Name Business Type Address
Downtown Diablo Barber Co. Personal Service 301 Hartz Ave #104
Beauty Bar Personal Service Danville Livery
Canyon Club Brewery Restaurant 206 Sycamore Valley Rd W
Hawaii Fluid Art Retail 3478 Camino Tassajara Rd Ste C
Just Food For Dogs Retail 814 San Ramon Valley Rd W
Teen Esteem Professional Service Danville Livery
Tellus Coffee Restaurant 406 Sycamore Valley Rd W
The Animal Hospital at the Livery Professional Service 671 San Ramon Valley Blvd
Closed
Business Name Business Type Address
Downtown At Home Decor & Design Retail 444 Hartz Ave
Barre3 Service Commercial 406 Hartz Ave
Wooden Gate Quilts Retail 310 Sycamore Valley Rd W
File # Type Name Address Description Status
DEV21-0006 R GMMR, LLC
359 & 375 West El
Pintado 50-unit senior condominium development. Under Construction
DEV21-0010 R Magee Preserve
South side of Diablo and
Blackhawk Roads
Development Plan allowing the development of a 69-unit single family
subdivision on a 410 acre site. 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 16-unit multifamily development
including 124 townhomes and 43 affordable appartment units.
Approved/ Grading
Under Way
DEV21-0012 C
212 Front Street
Building 212 Front Street New 3,395 square foot two-story commercial building combining two
existing parcels.
Approved/
Demolition Under
Way
SD 9543 R Ponderosa 2830 Camino Tassajara
Major Subdivision to allow for the devlopment of nine single family
homes on a three acre site.
Approved/ Grading
Underway
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/
Demolition
Complete
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
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/
Grading Underway
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
Legend
R = Residential C = Commercial MU= Mixed Use M=Municipal
PLANNING COMMISSION AND DESIGN REVIEW BOARD ACTIVITY 2024
DEV24-0007 C
Pete's Brass Rail Patio
Cover 201 Hartz Ave Construction of a patio cover for Pete's Brass Rail Under Construction
SR24-0015 C Danville Square 1 Railroad Ave New Master Sign Program for Danville Square Shopping Center Complete
C/R 2024 Design Awards
Presented Design Awards to five residential and commercial projects
across four categories Complete
SR23-0021 C Tides Sign 312 Railroad Ave Sign Permit to allow for illuminated sign at Tides Complete
DEV18-0020 C 198 Diablo Road
Commercial 198 Diablo Road Construction of an approximately 10,600 square foot two-story
commercial building.Approved
DEV20-0012 R Loyal Dragon Loyal Dragon Place
Architectural approval for four single family residences associated
with a previously approved subdivision.Approved
DEV20-0012 R Loyal Dragon Loyal Dragon Place
Architectural approval for four single family residences associated
with a previously approved subdivision.Approved
DEV24-0008 R Darby Plaza 425 El Pintado Rd
Preliminary Development application to build a four-story multifamily
senior housing condominium development with 99 units.Approved
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.Approved
SD 9631 R
Mark One
Development 144 El Dorado Ave Major Subdivision to subdivide an existing 15,000 square foot parcel
into five single family lots.Approved
CIP B-629 M 282 Front Street Architectural plans for the Town's Arts District Maker's Space Approved by DRB
DEV24-0003 C Harvest Patio Cover 500 Hartz Ave Development Plan for a new patio roof at Danville Harvest Approved by DRB
DEV24-0004 R 910 Podva Ln 910 Podva Ln Development Plan for a four lot single family residential development Approved by DRB
2
DEV24-0012 R Nelson Ln Nelson Ln Development Plan for three single family residences Approved by DRB
SD 9711 R
Mark One
Development 114 El Dorado Ave Major Subdivision to subdivide an existing 15,000 square foot parcel
into five single family lots.Under Review
SD 9666 R Misson Subdivision
2570 Camino Tassajara
Rd, 45 Sherburne Hills
Rd (Evergreen Hills)
Major Subdivision to subdivide a 19.43-acre site to create 18 single-
family residential lots each lot to include an accessory dwelling unit
(ADU).
Under Review/EIR
Being Prepared
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.
Deemed Withdrawn
DP24-0009 R
Sloat Garden Center
(The Ivy) 828 Diablo Rd Development Plan to allow a 105-unit assisted living facility.
Preliminary
Aplication
Submitted
PUD24-0002 R
Elworthy East (Martin
Hills Ranch)
Terminous of Borica
Drive and Como Way
Planned Unit Development rezoning and major subdvision to allow a
clustered 20-lot single family subdivision on a 100-acre site.
Under Review/EIR
Being Prepared
R Town & Country
Shopping Center
111 Town and Country
Dr Development Plan for a four-story 200-unit apartment building. Anticipated
R Community
Presbyterian Church 222 W El Pintado Development Plan for around 85 multifamily units and an expansion
of the church facilities. Anticipated
R Beth Chaim 1800 Holbrook Dr Development Plan for 10 multifamily units. Anticipated
2
CODE ENFORCEMENT ACTIVITY 2024
The chart below summarizes the code enforcement activity for the 2024 calendar year.
2024 Summary: All Code Enforcement Cases
Case Type Case Status Subtotal
by Type
# Initiated by
Community
% Initiated by
Community Open Closed
Building 5 60 65 46 71%
Construction 0 1 1 0 100%
Encroachment 1 45 46 46 100%
Fence 1 18 19 16 84%
Home Occupation 0 2 2 2 100%
Noise 0 48 48 46 95%
None 0 1 1 0 _
Nuisance 0 51 51 48 94%
Other 0 105 105 91 87%
Public Records 0 0 0 0 _
Screening 1 28 29 28 97%
Signs 1 68 69 65 94%
Tree 0 18 18 17 94%
Zoning 1 23 24 16 67%
Subtotal by Status: 10 478
478
421 Total Cases 1/1/24 – 12/31/24: