HomeMy WebLinkAbout030926 TOWN COUNCIL ANNUAL PLANNING & GOAL SETTING WORKHOP2026 DANVILLE TOWN COUNCIL
ANNUAL PLANNING AND GOAL SETTING WORKSHOP
DANVILLE TOWN COUNCIL - SPECIAL MEETING
ANNUAL PLANNING AND GOAL SETTING WORKSHOP
Friday, February 6, 2026
8:30 a.m.
Bay Club Crow Canyon Country Club
711 Silver Lake Drive, Danville, CA
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.
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. Comments are limited 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.
If you have any questions, contact City Clerk Marie Sunseri at 925-314-3401 or
cityclerk@danville.ca.gov prior to the meeting.
AGENDA
1. CALL TO ORDER
2. FOR THE GOOD OF THE TOWN - At this time, if you wish to address the Town Council
about a subject which is not listed on the agenda, please fill out a “Request to Speak” form and pass
it to staff at the dais. When called upon by the Mayor, please state your name and address and
then make your comments. Comments should not exceed three (3) minutes.
Docusign Envelope ID: 8177F466-BDF1-45A6-A187-CB46870CE2D0
DANVILLE TOWN COUNCIL
ANNUAL PLANNING & GOAL SETTING WORKSHOP AGENDA
FEBRUARY 6, 2026
3. 2025 Highlights and Outcomes
4. Mid-Year 2025/26 Operating Budget Update
5. Mid-Year 2025/26 Capital Improvement Program Update
6. Sustaining Community Events
7. Economic Development: Weekday Opportunities
8. SB 707 and SB 827 Compliance
9. Town Council Guidelines
10. Other Business and Updates
10.1 Annual Council/Commission Workshop
10.2 Business and Development Updates
10.3 Planning Updates
11. ADJOURNMENT
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: 8177F466-BDF1-45A6-A187-CB46870CE2D0
February 6, 2026
TO: Mayor and Town Council
FROM: Tai J. Williams, Town Manager
SUBJECT: Annual Town Council Planning and Goal Setting Workshop
Attached are the agenda and materials for the annual Town Council Planning and
Goal Setting Workshop scheduled for Friday, February 6, 2026. The workshop will
be held at the Bay Club Crow Canyon Country Club.
A light breakfast will be available from 8:00 - 8:30 AM, and the workshop will begin
at 8:30 AM. We will break for lunch from approximately 12:00 to 1:00 PM. In the
afternoon, we will be joined by June Catalano, former city manager (most recently
Pleasant Hill) who will support the workshop as a facilitator to lead the review of the
Town Council Guidelines (Agenda Item 7).
The workshop agenda is subject to refinement based on Town Council preferences.
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. Several agenda items 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 2026.
Please contact me prior to February 6 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.
A G E N D A
Friday, February 6, 2026 – 8:30 a.m.
Bay Club Crow Canyon Country Club
711 Silver Lake Drive
Danville, CA
A G E N D A
1. 2025 Highlights and Outcomes
(staff: T. Williams)
2. Mid-Year 2025/26 Operating Budget Update
(staff: T. Williams and L. Ha)
3. Mid-Year 2025/26 Capital Improvement Program Update
(staff: D. Friedmann and S. Jones)
4. Sustaining Community Events
(staff: D. Casteel, J. Starnes, T. Rossberg)
5. Economic Development: Weekday Opportunities
(staff: T. Williams and J. Starnes)
6. SB 707 and SB 827 Compliance
(staff: R. Ewing)
7. Town Council Guidelines
(staff: T. Williams, R. Ewing, June Catalano)
8. Other Business and Updates
Annual Council/Commission Workshop
Business and Development Updates
Planning Updates
WORKSHOP ATTENDEES
TOWN COUNCIL
Newell Arnerich Mayor
Robert Storer Vice-Mayor
Mark Belotz Councilmember
Renee Morgan Councilmember
Karen Stepper Councilmember
TOWN STAFF
Tai Williams Town Manager
Rob Ewing City Attorney
Dave Casteel Assistant Town Manager/ Maintenance Services Dir.
Tom Rossberg Police Chief
Lani Ha Finance Director/Treasurer
Diane Friedmann Development Services Director
Jessica Wallner Recreation, Arts & Community Services Director
Jenn Starnes Communications & Economic Development Manager
Steven Jones City Engineer
David Crompton Chief of Planning
Matt Hull Chief Technology Officer
John Rock Administrative Lieutenant
Melysa Vander Mel Economic Development Supervisor
Cat Bravo Management Analyst
FACILITATOR
June Catalano
2025 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
At the 2025 Annual Workshop, the Town Council reviewed and accepted the Mid-Year
2024/25 Operating Budget update, with revenues tracking slightly ahead of forecast and
expenditures remaining within budgeted levels. The discussion focused primarily on
expenditure trends amid ongoing economic volatility. Staff also noted that FY 2024/25
marks the final year of repayment from the former Community Development Agency,
representing an important transition in the Town’s long-term financial planning.
Council reviewed revenue performance across major categories, noting that property tax
and interest income are exceeding expectations, in part due to conservative forecasting
assumptions. In contrast, sales tax revenues continue a downward trend following post-
pandemic highs, reflecting shifts in consumer behavior, increased online purchasing, and
changes in countywide point-of-sale allocations. Council recognized stronger-than-
anticipated revenues from Recreation and Development Services, reinforcing the
importance of a diversified revenue base.
The Town Council also accepted the Mid-Year Capital Improvement Program update,
which highlighted the scale of recent infrastructure investment and ongoing project
delivery. Updates included the Downtown Master Plan Catalyst Project, where major
construction was completed within the timeframe outlined and within its $4.9 million
budget. Additional capital updates included progress on the San Ramon Valley
Boulevard pavement project, which incorporates enhanced bike safety features, and the
Diablo Road Trail project, where staff have secured key regulatory permits.
Staff previewed a shift in the Town’s capital strategy, noting that the majority of future
CIP investments will focus on maintenance and rehabilitation rather than new facilities.
To better support long-term decision-making, staff shared plans to extend capital
forecasting from a 5-year to a 10-year horizon, acknowledging that some future projects
may exceed earlier cost estimates due to inflation and evolving regulatory requirements.
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Finally, Council reviewed and accepted the Two-Year Implementation Plan, with a focus
on fiscal sustainability and economic health. Discussion centered on the Lighting and
Landscape Assessment District, where rising utility costs have created a structural
imbalance, and staff outlined the Proposition 218 process for Council action, community
education, and ballot distribution.
The Implementation Plan also advanced a business support initiative, introducing the
Business Support Funnel focused on awareness, interest, conversion, and loyalty. The
“four-legged stool” model of shared responsibility among the Town, business owners,
property owners, and the community was re-emphasized. Planned efforts include
business workshops in partnership with the Chamber of Commerce, hyper-local
destination marketing through the Discover Danville brand and “I ♥ Danville” campaign,
expanded promotional grants including digital marketing support, and continued
outreach to Downtown businesses through a developing grassroots business association.
HIGHLIGHTS FROM 2025
General Government
Administration & Legislative
• Completed the Proposition 218 process for the Lighting and Landscape Assessment
District, securing voter approval for the first assessment adjustment since 2003 and
restoring long-term funding stability for parks, landscaping, and street lighting.
• Adopted the 2025/26 Operating Budget and Capital Improvement Program,
reinforcing long-term fiscal sustainability amid rising costs for utilities, contracts,
insurance, and infrastructure maintenance.
• Successfully navigated a year of leadership transition, with the Assistant Town
Manager stepping into the Town Manager role and advancing a strong leadership
culture during a period when many Department Directors and senior leaders were
new to their roles.
• Hosted visits from state legislators, including Senator Tim Grayson and
Assemblymember Rebecca Bauer-Kahan, to highlight Danville’s infrastructure,
housing, and fiscal challenges and demonstrate the local impacts of state policy
decisions.
• Continued active legislative advocacy through the Tri-Valley Cities Coalition,
tracking and providing input on state and federal legislation affecting housing,
transportation funding, public safety, and local government authority. The coalition
tracked and provided input on 10 state bills and one federal bill.
• Presented monthly legislative updates during regular Town Council meetings.
• Successfully recruited for, interviewed, and filled several Commission and Board
position vacancies.
• Concluded the year with the 44th Annual Mayoral Installation and Community
Service Awards.
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Economic Development and Community Events
• Administered the Business Promotion Grant Program and approved 15 Business
Promotion Grants totaling $27,600, providing assistance to over 192 local businesses
through collaborative events, marketing efforts, and seasonal programming.
• Promoted 96 local businesses and reached over 1,172,121 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.
• Launched and expanded destination marketing and business engagement initiatives,
including the Discover Danville mobile tour app, monthly business newsletters, and
seasonal campaigns tied to major community events.
• Hosted and supported a full calendar of 19 community events, drawing over 80,000
attendees in total, including the Kiwanis Danville July 4th Parade (40,000 attendees)
and the Lighting of the Old Oak Tree (10,000 attendees).
• 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.
• Scheduled 73 Danville-businesses to participate in the Danville Farmers’ Market as
the Merchant at the Market, increased from 31 in 2024.
• 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, and Visit Tri-Valley.
• Advanced a coordinated economic development strategy focused on Downtown
vitality, small business support, and activation of new public spaces created through
the Downtown Master Plan Catalyst Project.
• Activated Prospect Park Plaza with pop-up markets, live music, holiday
programming, and interactive experiences to maintain Downtown energy and foot
traffic during business transitions and seasonal fluctuations.
• Officially designated Downtown as a California Main Street and Main Street America
affiliate community.
Communications
• Led a comprehensive public education and outreach campaign supporting the LLAD
ballot process, resulting in successful voter approval. Outreach activities included:
118 phone calls and 24 text messages received on the dedicated LLAD phone line
50 QR code scans from fliers and signs
30 ballot reminder signs posted at park entries and along landscaped areas
Nixle message sent to 19,804 text and 11,428 email subscribers
3 email newsletters sent to 4,349 subscribers featuring LLAD information
1 in-person and 1 live Zoom community meetings, with an additional 70 meeting
views on YouTube
3 presentations to local community groups
21,000 spring newsletters distributed featuring LLAD
1,448 views for the LLAD webpages
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132 emails to and from the LLAD dedicated email address
20 posts in the past 90 days shared to Facebook and Instagram, with a total of
37,224 views
Information shared through partners such as Supervisor Candace Andersen’s
email newsletter, Chamber of Commerce email, HOA connections, and local
sports organization email lists.
• Launched the “Not My Kid” e-bike safety campaign, producing regionally shared
toolkits, videos, and educational materials that positioned Danville as a model for
coordinated education and enforcement. The campaign site on
DanvilleTownTalks.org has been visited more than 1,800 times.
• Increased Town social media followers and email subscribers while maintaining
strong open and engagement rates across platforms.
• Town social media account followers at year-end: 14,080 on Instagram and 12,553 on
Facebook.
• Created marketing materials for 118 Recreation, Arts & Community Services
programs, along with producing quarterly Activity Guides, Live Locally Newsletters,
and the annual Operating Budget.
• Completed a complete redesign of the Activity Guide, rebranding it as “Find the Fun”
and organizing the information in a customer-focused layout.
• Email marketing platform as well as a new youth-focused recreation activities email
that was expanded to a weekly update during the spring and summer. Total
subscriptions on the Town’s email platform are more than 16,000 (16.58% YoY
growth).
• Continued to expand the Town’s communications reach through Town Talks, social
media, targeted newsletters, and video content, maintaining some of the highest
engagement rates among peer agencies:
Instagram followers: Danville 14,080; Dublin 11,200; Walnut Creek 8,000;
Livermore 7,700; San Ramon 6,600; Pleasanton 2,200.
Email open rate: 57.8% (national average for government: 25-30%)
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.
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• 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 51 for the
year, a 27.2% decrease from the 10-year annual average of 70.1 commitments.
• Continued to emphasize community-oriented policing, proactive traffic
enforcement, and school-focused outreach in response to increased concerns
related to e-bikes, e-scooters, and traffic safety.
• Advanced a multi-pronged E-Bike Safety Action Plan encompassing education,
enforcement, commission review, and regional collaboration.
• Sustained strong community engagement through 56 events and programs,
including Citizens Academy, Coffee with the Cops, Recess with the Cops, and
National Night Out.
• Continued coordination with mental health response partners and regional
agencies to improve crisis response and emergency preparedness.
• Maintained Danville’s strong public safety performance, with high case clearance
rates and proactive service delivery throughout the year.
• 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.
• Handled a total of 27,090 service calls, representing a 20% increase from 22,540
calls, primarily attributed to enhanced proactive community policing initiatives.
• Enhanced traffic enforcement efforts in response to increased collision rates and
public complaints regarding driving conduct, resulting in citations increasing
from 2,418 to 4,925, a 104% increase.
• Achieved an 88% case closure rate for violent crimes (homicide, rape, robbery, and
aggravated assault), well above the national average of approximately 37%.
• Continued to work with the Federal Emergency Management Agency (FEMA)
and the California Office of Emergency Services (Cal OES) to recover up to $1.77
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. The Town has received $326,094.18 and is continuing to seek
reimbursement for the Front Street repair work totaling $1,453,051.
• The Town Council approved the updated Local Hazard Mitigation Plan.
Administrative Services
Finance
• Coordinated the preparation of the 2025/26 Operating Budget and Capital
Improvement Program for presentation to and consideration by the Town Council.
• Completed the 2024/25 Annual Comprehensive Financial Report (ACFR), realizing a
positive $9.22 million General Fund balance.
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• 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 21 consecutive years.
• Maintained numerous highly successful interagency partnerships to better serve and
support the community.
Information Technology
• Expanded the Townwide Fiber Optic Cable Interconnect, increasing internal network
speeds and improving system reliability across Town facilities and traffic
infrastructure.
• Continued deployment of cybersecurity enhancements, Windows 11 upgrades, and
high-definition security cameras at key facilities.
• Deployed new high-definition security cameras at the Town Offices, Police
Department, Danville Community Center, Library and Town Green.
• 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 provided yearly cyber security
awareness training.
• Conducted ongoing cybersecurity awareness training and phishing testing to protect
Town systems and data.
Development Services
Capital Improvement Program
• A-330 – Townwide Storm Drain System Management: Completed Phase II storm
facilities inspections at 80 locations and identified storm drain sites requiring
maintenance or repair under the Storm Drain Master Plan. The project has advanced
into the design and construction phase, with immediate repairs focused on storm
drain infrastructure along San Ramon Valley Boulevard and Hill Meadow Drive.
• A-513 – Camino Tassajara Parkway / Sycamore Valley Road Sound Wall: Completed
construction on 17 segments of Town-maintained sound walls along Sycamore Valley
Road and Camino Tassajara Parkway, improving neighborhood noise attenuation
and extending the service life of aging infrastructure.
• A-620 – Fiber Optic Cable Interconnect: Completed Phase I of a state-of-the-art fiber
network linking Town Offices with five downtown facilities, including the Town
Meeting Hall, Danville Community Center, Library, Veterans Memorial Building,
Village Theatre, and the future Arts District Maker Space and Pavilion. Phase I also
connected 17 traffic signals along the San Ramon Valley Boulevard and Hartz Avenue
corridor, significantly improving system reliability and capacity.
• A-362 – Downtown Improvements Project: Completed construction of the Downtown
Master Plan Catalyst Project, delivering new public gathering spaces, enhanced
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pedestrian safety features, and upgraded street lighting to support Downtown vitality
and placemaking.
• B-560 – Diablo Vista Park Capital Maintenance: Completed construction of the
redesigned Diablo Vista Park playground, including new interactive play equipment
for all ages, accessible play features, shade structures, picnic tables, exercise
equipment, landscaping, and lighting.
• C-610 – Pavement Management Program: Completed construction of the pavement
rehabilitation project, including concrete repairs, new ADA-compliant pedestrian
ramps, updated striping, and approximately 15 miles of roadway resurfacing.
• C-621 – Townwide Bicycle Facilities Improvements: Completed construction of
enhanced bicycle infrastructure, including a Class IIB buffered bike lane and bicycle
box along San Ramon Valley Boulevard, as well as bicycle sharrows on Front Street,
coordinated with the San Ramon Valley Boulevard Improvements Project.
Planning and Building
• Reviewed and processed 159 planning applications ranging from variances and land
use permits to subdivisions and development plans.
• Reviewed and approved 2,655 building permits, conducting 2,062 plan checks and
9,285 building inspections.
• Reviewed and processed 574 encroachment permits for private or utility-related
construction activity within the public right-of-way.
• Opened and facilitated the resolution of 235 Code Enforcement cases, with a 95% case
closure rate.
Transportation and Traffic Safety
• Successfully navigated a year of leadership transition, with the retired former Police
Chief stepping into the Transportation Manager role.
• Continued implementation of the Townwide Transportation and Traffic Safety
Program with a focus on pedestrian safety, neighborhood traffic calming, and
multimodal connectivity.
• Completed the Brookside Drive and Everett Drive Neighborhood Traffic
Management Programs, resulting in the installation of Category 2 traffic control
measures including updated speed limit signage and pavement markings to address
neighborhood speeding concerns.
• Advanced safety improvements along the Iron Horse Trail, including installation of
Rectangular Rapid Flashing Beacons (RRFBs) at multiple trail and school-area
crossings, significantly improving visibility and pedestrian safety at key intersections.
• Implemented enhanced bicycle infrastructure as part of the San Ramon Valley
Boulevard Improvements Project, including a Class IIB buffered bike lane, bicycle box
treatments, high-visibility striping, and video detection upgrades to improve safety
for cyclists and pedestrians.
• Completed design and construction elements associated with the Pavement
Management Program including concrete repairs, new ADA-compliant curb ramps,
updated striping, and resurfacing of approximately 15 miles of roadway.
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• Conducted Townwide speed surveys in compliance with California Vehicle Code and
MUTCD requirements, ensuring posted speed limits remain data-driven and
enforceable.
• Continued collaboration with regional transportation partners including the Contra
Costa Transportation Authority (CCTA), Tri-Valley Transportation Council (TVTC),
and TRAFFIX Joint Powers Authority to improve intraregional mobility, enhance
school transportation options, and minimize cut-through traffic impacts in residential
neighborhoods.
• Integrated transportation safety efforts with the Town’s broader E-Bike Safety Action
Plan, including presenting the issue to both the Parks, Recreation and Arts
Commission and the Bicycle Advisory Commission to solicit feedback and policy
input, and coordinating engineering, education, and enforcement strategies in
response to emerging mobility trends and community concerns.
Maintenance Services
• Continued proactive maintenance and rehabilitation of Town infrastructure, parks,
and public spaces, with a focus on extending asset life, improving safety, and reducing
long-term costs.
• Advanced compliance with AB 1572 by removing non-functional turf in passive park
and roadside areas and initiating corridor-level landscape planning to guide future
conversions and water-efficient design.
• Completed the annual creek cleaning program and coordinated storm drain
maintenance to reduce flood risk and improve system performance, particularly
ahead of the winter season.
• Performed roadway and right-of-way maintenance activities, including management
of the Town’s street sweeping contract covering more than 210 miles of streets and
over 6,600 curb miles swept, helping prevent pollutants from entering the Town’s
creek system.
• Supported delivery of major community events and public space activations through
extensive site preparation, utility support, and post-event restoration, ensuring safe
and well-maintained facilities during high-use periods.
• Installed Danville’s first permanent public art installation, Acorns of the Old Oak, in
coordination with Recreation, Arts and Community Services, reinforcing the Town’s
commitment to placemaking, arts, and community identity.
• Managed the process to update the Town’s Landscaping and Lighting Assessment
District for the first time since 2003, increasing annual LLAD revenue by
approximately $1.4M and making current service level standards in parks, roadside
landscaping and street lighting sustainable.
• Completed over 1,000 irrigation system repairs, effectively managing environmental
resources and reducing water waste.
• Collected 32,486 bags of garbage from parks, parking lots, trails and the Downtown,
keeping trash out of waterways and enhancing the Town’s community image.
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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 1,646 recreation classes which had a total of 20,903
participants. Of this total, 4,934 were senior participants.
• Provided social connections with 667 volunteers for various Town programs
throughout Town.
• Facilitated 238 indoor facility rentals, along with 520 picnic and 26 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 2025 seasons.
• Continued to feature and promote public art through a series of exhibits at the Village
Theatre & Art Gallery.
Attachment – Notes from 2025 Planning and Goal Setting Workshop
2025 ANNUAL TOWN COUNCIL PLANNING
& GOAL SETTING WORKSHOP
MEETING NOTES AND OUTCOMES
Friday, January 31, 2024, 8:30 a.m.
Oak Hill Park Community Center
2024 Highlights and Outcomes
• J. Calabrigo reviewed the highlights from the previous year including:
o Town of Danville received final approval of the Housing Element
update
o Downtown Catalyst Project
o PD – continue to be a safe city
o Economic Development – bringing new energy with community events
o Finance – finish the year with a positive fund balance
• Councilmember Stepper highlighted the community outreach team and the
creative marking materials produced.
• Councilmember Storer highlighted the work of staff that make the Town a
great place to live. Highlighted Downtown Master Plan, Town Offices.
Highlighted the positive fund balance, safest city, highlighted community
events with businesses- holiday decorations, expanding support to the
businesses.
• Councilmember Belotz thanked staff for helping them.
• Vice Mayor Arnerich highlighted the housing element, future housing projects
and recognized the communication/outreach. Highlighted the relationship
between staff and council to get things done.
• Mayor Morgan highlighted staff and all the things the Town has been able to
accomplish over the years.
Mid-Year 2024/25 Operating Budget Update
Town Council accepted the Mid-Year Operating Budget and discussed the
following:
• J. Calabrigo gave an overview of the report and highlighted that the focus is
on the expenditure size. Revenue is tracking positive to the forecast and
expenditures are tracking within the forecast.
• J. Calabrigo shared that FY 24/25 is the last year of repayment from the former
CDA.
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• J. Calabrigo discussed sales tax and shared that the Town has had a steady
downward trajectory of sales tax revenue.
• Mayor Morgan inquired on the decline of sales tax revenue; J. Calabrigo
shared he does not have Q3 numbers to look at specific sectors but highlighted
the change in the shares of the county pool revenue and change with POS.
• Councilmember Belotz inquired on the county pool; J. Calabrigo clarified that
all e-commerce revenue goes to the county and the county distributes it out to
each city.
• J. Calabrigo highlighted an increase in interest income, attributed to an
underestimate in the budget.
• J. Calabrigo highlighted increase in property tax and interest.
• Vice Mayor Arnerich recognized the increase in revenue from Recreation and
Development Services.
Mid-Year 2024/25 Capital Improvement Program Update
Town Council accepted the Mid-Year Capital Improvement Program update and
discussed the following:
• T. Williams provided an overview the report and highlighted that the Town
has invested XX million in capital improvement projects over the last
• Over the last year the Town of was able to complete XX project, with another
78 in the process.
• D. Casteel provided an update on the Downtown Master Plan Catalyst project
including the asphalt impression of the Danville tree at the intersections,
continue to work on Hartz Ave and the plaza, and the work has begun in the
Village Theatre. Anticipate Spring 2025 completion.
o Councilmember Stepper inquired on the total cost of the project and the
raised intersections.
o D. Casteel confirmed the project budget was $4.9 million and anticipate
finishing within the budget; D. Casteel confirmed the intersections are
raised; however, they are more gradual than anticipated.
o Councilmember Stepper inquired on the traffic study on the impact of
the traffic calming measures.
o Vice Mayor commended the great work on the project and inquired on
updating the Hartz, Railroad, Hartz Way intersection.
o Mayor Morgan shared feedback she received regarding the benches
currently being positioned with the back to the street.
• S. Jones gave an update on the San Ramon Valley Blvd pavement project
including the addition to bike safety measures.
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• D. Friedmann provided an update on the Diablo Road Trails project including
the permit from the Water Board and a draft permit from the California
Department of Fish and Wildlife. Scheduled to start in the summer.
• T. Williams highlighted the handout outlining CIP project timeline and shared
that some of the project will likely be higher than originally anticipated.
• T. Williams highlighted that looking forward majority of CIP projects are
maintenance and rehabilitation.
• T. Williams shared that the CIP outlook will look at a 10-year forecast verse
just 5 years out.
• K. Stepper addressed concerns received regarding the synthetic turf fields.
• M. Belotz inquired on CIP B-643 Non-functional Turf Replacement.
o D. Casteel clarified this is in response to state mandate AB 1572 to
eliminate nonfunctional turf and is primarily along Camino Tassajara
roadside. The mandate does not require replacement but will be
required to stop watering areas in two years.
Two Year Implementation Plan
Town Council accepted the Two-Year Implementation Plan report and discussed the
following:
• T. Williams provided an overview of the report and highlighted overarching
goal is about fiscal sustainability and economic sustainability specifically with
the LLAD.
• D. Casteel provided an update on the LLAD, shared that expenses are now at
approximately $5.5 million —this is mostly attributed to utilities including
power and water. February 4 TC meeting will kickstart the process to go out to
residents for a rate increase with a Resolution of Intention. In March, staff will
come back to authorize the proceedings, and ballots will be mailed out the first
week of April with education. Ballot period is 45 days.
o Mayor Morgan inquired on the logistics of returning ballots; D. Casteel
confirmed that they are mail in.
o Vice Mayor Arnerich inquired on community advocates; J. Calabrigo
discussed accessibility for residents to get questions answered
o Councilmember Beltz inquired on how the assessment works for multi-
unit properties.
o D. Casteel provided a handout that outlined what costs would look like
with the proposed assessment increase.
o Councilmember Belotz inquired on how Town Council can assist in the
education of the LLAD; J. Calabrigo provided guidance.
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• T. Williams discussed the Capital Improvement Program and highlighted the
focus will be on maintenance.
• J. Starnes discussed economic vitality and leveraging trends to assist in
marketing local business.
• Vice Mayor Arnerich inquired on what the Chamber of Commerce is working
on.
o J. Starnes confirmed the Chamber is looking to work on its relationship
with the Town and each can leverage events to best serve the business
community.
o Vice Mayor Arnerich shared that he would like to see specific initiatives
they are working on and the Town being ready to embraced whatever
those are.
• Mayor Morgan and Councilmember Storer discussed a focus on the downtown
businesses.
• J. Starnes discussed outreach strategies and highlighted opportunities open to
all businesses in the community and recap success of previous events.
• Mayor Morgan referenced the City of Walnut Creek’s Art Beautification Fund
and inquired on a similar program for Danville.
o R. Ewing shared that this would be a development impact fee and would
require a study to determine what the charge would be.
MID-YEAR 2025/26
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, 2025. This update highlights changes to the 2025/26 Operating
Budget (Budget) approved by the Town Council in June 2025 and sets the stage toward
planning for the upcoming 2026/27 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 17, 2026 Town
Council meeting.
As of December 31, 2025, 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
Budgeted revenues and expenditures are carefully and closely monitored throughout the
fiscal year. Town revenues are received during 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 2025/26
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 prior fiscal years.
Overall mid-year revenues are on track to exceed budget forecasts with expenditures on
track to finish the fiscal year within the total budget appropriation of $41.5 million. In
addition, the 2024/25 Annual Comprehensive Financial Report identified a positive fund
balance of $9.22 million for the prior year.
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Ten-year forecasts cover fiscal year 2025/26 through 2034/35. The increase in Town-
wide Lighting and Landscape Assessment District (LLAD) assessments approved by
property owners last year significantly improves special 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. However, revenue
attributable to re-payment of the loan from the former CDA to the Town ceases in
2025/26, reducing general fund revenue by $659,401.
The Town continues to monitor a variety of factors that affect and influence the economy.
Actions taken by the federal and state governments that affect policy, inflation levels and
interest rates are among variables having potential to impact the Town. These, along with
other trends and factors have the potential to impact availability and costs for utilities,
materials and supplies, contracted services and personnel moving forward.
MID-YEAR 2025/26 OPERATING BUDGET STATUS
At mid-year, total revenues are positive in comparison to the budget forecast while total
expenditures are within approved budget appropriations. 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 budget.
REVENUES
Total revenues of $45.0 million were forecast for 2025/26, a 6.9% increase from 2024/25.
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 $18,900,000 $ 8,487,530 44.9%
Sales Tax $ 6,400,000 $ 2,861,498 44.7%
Property Transfer Tax $ 465,662 $ 194,214 41.7%
Transient Occupancy $ 144,130 $ 29,371 20.4%
Business License $ 350,000 $ 325,765 93.1%
Franchise Cable $ 824,180 $ 172,574 20.9%
Franchise Solid Waste $ 714,000 $ 427,132 59.8%
Franchise Gas & Electric $ 1,035,412 $ 0 0.0%
Fines & Forfeitures $ 151,500 $ 53,443 35.3%
Interest Income $ 550,000 $ 741,931 134.9%
Rental Income $ 181,800 $ 142,697 78.5%
Recreation Fees and Charges $ 2,758,085 $ 1,271,802 46.1%
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Budget Mid-Year
Special Revenue Forecast Actual Total
Building and Planning $ 2,440,744 $ 1,718,426 70.4%
Engineering $ 405,545 $ 276,559 68.2%
Gas Tax $ 1,943,276 $ 996,923 51.3%
Measure J - RTS $ 878,476 $ 132,545 15.1%
Clean Water $ 584,020 $ 35,247 6.0%
LLAD - A $ 1,223,330 $ 682,840 55.8%
LLAD - B $ 547,624 $ 312,883 57.1%
LLAD - C $ 608,133 $ 347,543 57.1%
LLAD - D $ 2,189,644 $ 1,200,533 54.8%
Solid Waste VIF $ 1,256,361 $ 523,484 41.7%
General Fund
General Fund revenues exceed the budget forecast at mid-year.
Property Tax – The budget forecast is $18,900,000. Property tax is projected to account
for 57.8% of General Fund revenues. Actual prior year revenues totaled $20,132,054 for
2023/24 and $20,180,481 for 2024/25. Based upon mid-year receipts, revenues are
expected to exceed the budget forecast . No mid-year changes are recommended.
Sales Tax – The budget forecast is $6,400,000. Sales tax is projected to account for 19.6%
of General Fund revenues. Sales tax revenues have declined steadily since the fourth
quarter of 2022. Actual revenues of $6,672,729 in 2023/24 and $6,815,062 in 2024/25 were
attributable to state reconciliation adjustments and increases in the county pool rather
than a reversal of an underlying trend. Accordingly, sales tax revenues continue to be
forecast conservatively. Based upon mid-year receipts, revenues are expected to exceed
the budget forecast. No mid-year changes are recommended.
Property Transfer Tax – The budget forecast for 2025/26 is $465,662. Although local
property values have held steady, interest rates have dampened sales. As a result,
revenues have declined from a high of $1,013,688 in 2021/22 to $584,804 in 2024/25.
Mid-year revenues are on par with the prior two years and are expected to meet the
budget. No mid-year changes are recommended.
Business License Tax – The budget forecast for 2025/26 is $350,000. Business license
payments are due by August 1. Mid-year receipts represent 93.1% of the annual forecast,
slightly higher in comparison with the prior two years. No mid-year changes are
recommended.
Franchise Fees – The budget forecast for 2025/26 is $2,573,592. 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.
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Interest Income – The budget forecast for 2025/26 is $550,000. At mid-year, the Town has
realized $741,931, well in excess of the forecast. This is attributable to higher investment
yields on Town’s funds. Based upon mid-year income, revenues will exceed the budget
forecast. No mid-year changes are recommended.
Recreation Fees and Charges - The budget forecast for 2025/26 is $2,758,085. Recreation
fees and charges have experienced a progressive pandemic recovery. 2025/26 revenues
were forecast to increase by 7.2% from the prior year. Actual prior year revenues totaled
$2,500,772 for 2023/24 and $2,666,938 for 2024/25. Mid-year adjustments are
recommended to increase the Recreation Services budget by $110,082 through additional
class offerings and a new theater production. No further mid-year changes are
recommended.
Donations – No donation revenue was budgeted for 2025/26. No mid-year changes are
recommended.
Special Purpose Revenue
Special Purpose revenues exceed the budget forecast at mid-year.
Building and Planning – The budget forecast for 2025/26 is $2,440,744. Actual prior year
revenues totaled $3,559,487 for 2023/24 and $3,148,037 for 2024/25. At mid-year,
revenues collected represent 70.4% of the budget forecast. No mid-year changes are
recommended.
Gas Tax - The budget forecast for 2025/26 is $1,943,276. Actual prior year revenues
totaled $2,413,988 for 2023/24 and $2,565,570 for 2024/25. 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 2025/26 is $878,476. 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 $1,024,094 for
2023/24 and $1,071,472 for 2024/25. No mid-year changes are recommended.
Solid Waste Diversion Incentive Fees – The budget forecast for 2025/26 is $1,256,361.
Solid Waste DIF is collected from the Town’s solid waste and recycling haulers to offset
impacts of collecting vehicles upon Town streets. Solid Waste DIF was 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 $911,401 for 2023/24 and $1,077,562 for
2024/25. No mid-year changes are recommended.
Lighting and Landscape Assessment District – The budget forecast for 2025/26 is
$4,568,731. 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. Assessment rates were
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increased in 2025 for the first time in more than 20 years, reducing the dependence of the
LLAD upon subsidies from the General Fund. 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 $1,830,677 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 2025/26, the Town Council has approved one budget adjustment:
• Resolution No. 54-2025, authorizing receipt of $111,521.14 from the California
Highway Patrol for the Cannabis Tax Fund Grant Program.
Recommended Mid-Year Revenue Adjustments
Mid-year adjustments are recommended to:
• Increase Recreation, Arts and Community Services by $110,082, for the following
programs:
Adult Services: $25,000
Seniors Services: $8,333
Cultural Arts: $76,749
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 $ 46,857,943 $ 46,969,464 $ 47,079,546
General Fund $ 32,723,274 $ 32,758,095 $ 32,868,177
Special Revenue $ 12,303,992 $ 12,380,692 $ 12,380,692
Successor Agency $ 1,830,677 $ 1,830,677 $ 1,830,677
EXPENDITURES
The 2025/26 Operating Budget includes total operating expenditures of $41.46 million, a
4.3% increase from 2024/25.
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General Government – The budget for 2025/26 is $3,424,706. All programs are on track
to finish the fiscal year within budget. Additional appropriations are recommended in
City Clerk - $10,000 to cover increased Granicus costs; and Economic Development –
$30,000 to conduct a feasibility study for a Downtown Conference Venue initiative. Mid-
year adjustments are recommended to increase the City Clerk budget by $10,000 and
increase the Economic Development budget by $30,000. No further mid-year changes are
recommended.
Police Services – The budget for 2025/26 is $12,257,068. No mid-year changes are
recommended.
Administrative Services – The budget for 2025/26 is $5,704,403. No mid-year changes are
recommended.
Development Services – The budget for 2025/26 is $5,416,686. All programs are on track
to finish the fiscal year within budget. Additional appropriations are recommended in
Transportation - $59,000 for Town-wide Traffic Signal Maintenance due to increased
contract services costs from Contra Costa County; and $60,000 for a parking study
service. Two mid-year adjustments are recommended to increase the Transportation
budget by $119,000. No further mid-year changes are recommended.
Maintenance Services – The budget for 2025/26 is $9,775,455. No mid-year changes are
recommended.
Recreation, Arts and Community Services – The budget for 2025/26 is $4,172,030. Mid-
year adjustments are recommended to increase the Recreation, Arts and Community
Services budget by $106,950 in anticipation of additional contracted services to deliver
additional classes and newly secured theater production. Mid-year adjustments are
recommended to increase General Fund expenditure in the following program budgets:
• Adult Services - $15,000 to fund additional instructor fees.
• Senior Services - $5,000 to fund additional instructor fees.
• Cultural Arts - $86,950 to fund additional instructor fees, contracted services,
ticket split, administration, and materials and supplies.
Successor Agency
For 2025/26, Successor Agency operating expenditures total $1,171,276 for debt service
and administrative costs. The final payment on the outstanding balance owed under the
former CDA/Town loan is $659,401. All other 2025/26 Successor Agency expenditures
remain unchanged. No mid-year changes are recommended.
Expenditure Summary
To date, in 2025/26, the Town Council has approved one budget adjustment totaling
$174,241.
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• Resolution No. 66-2025, appropriating $174,241 from contingency funds to
authorize the purchase of a backhoe for the Maintenance Department.
Recommended Mid-Year Expenditure Adjustments
The following mid-year adjustments are recommended:
• General Government – City Clerk – Increase Contracted Services budget by
$10,000 (PEG Fund) and Economic Development – Increase Contracted Services
budget by $30,000 (General Fund)
• Recreation, Arts and Community Services – Adults Services – Increase Contracted
Services budget by $15,000 (General Fund) – Senior Services – Increase Contracted
Services budget by $5,000 (General Fund) – Cultural Arts – Increase Contracted
Services, Ticket Split, Administration and Material and Supplies budget by $86,950
(General Fund)
• Development Services – Transportation – Increase Contracted Services budget by
$119,000 ($59,000 from Gas Tax Fund, and $60,000 from Measure J Fund)
Staffing and Employee Costs
Employee costs are budgeted at $14,990,823. As of mid-year, approximately 44 percent
of the budget has been expended, and total costs are projected finish the fiscal year within
budget. One classification change is recommended to reclassify the Communications &
Economic Development Manager position to a Director level classification, restoring the
Director classification for the position that existed through May 2023. Sufficient funds
are available in the Employee Expense budget to accommodate this reclassification.
Table 3 illustrates 2025/26 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 $ 42,631,494 $ 42,805,735 $ 43,071,685
General Fund $ 29,796,914 $ 29,971,155 $ 30,108,105
Special Revenue $ 11,663,304 $ 11,663,304 $ 11,792,304
Successor Agency $ 1,171,276 $ 1,171,276 $ 1,171,276
Transfers and Designations
The 2025/26 budget includes General Fund transfers of $3,883,314, for the following
purposes:
• $1,600,000 for LLAD operations
• $500,000 for CIP - Pavement Management
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• $50,000 for Asset Replacement
• $1,733,314 for CIP – General Purpose
On December 16, 2025, the Town Council adopted Resolution No. 80-2025, approving the
2024/25 ACFR and transferring a total of $4,772,589 from the General Fund into the
Capital Improvement General Purpose Fund. This increased the total 2025/26 transfers
and designations to $8,655,903.
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 2026/27 budget process. No mid-year changes are recommended.
2026/27 OPERATING BUDGET
As the Town prepares to move forward with the 2026/27 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 is completed in 2025/26. Prior
year revenues were reduced from $1,100,000 in 2024/25 to $659,401 in 2025/26.
Though the Town has treated this as “one-time” rather than ongoing revenue, the
re-payment reduces the amount of general fund revenue available for transfer to
capital or non-operating purposes.
• 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 2025/26 Mid-Year Financial Overview and provide direction and
feedback to staff regarding any mid-year budget adjustments.
Attachments
A – Mid-Year Revenue Comparison for 2021/22 – 2025/26
Attachment A
MID-YEAR REVENUE COMPARISON
2021/22 - 2025/26
2021/22 2022/23 2023/24 2024/25 2025/26
General Fund Budget Mid-Year %Budget Mid-Year %Budget Mid-Year %Budget Mid-Year %Budget Mid-Year %
Property Tax 15,200,000 6,798,599 44.7%16,200,000 6,846,134 42.3%17,000,000 7,286,187 42.9%17,900,000 8,075,752 45.1%18,900,000 8,487,530 44.9%
Sales Tax 5,250,000 2,630,587 50.1%6,000,000 3,011,151 50.2%6,500,000 2,837,576 43.7%6,565,000 2,726,097 41.5%6,400,000 2,861,498 44.7%
Transfer Tax 650,000 451,321 69.4%650,000 226,465 34.8%452,000 176,648 39.1%458,780 184,065 40.1%465,662 194,214 41.7%
Transient Occupancy 125,000 33,716 27.0%125,000 40,115 32.1%140,000 38,450 27.5%142,000 33,315 23.5%144,130 29,371 20.4%
Business License 325,150 304,771 93.7%350,000 311,334 89.0%350,000 306,088 87.5%350,000 308,329 88.1%350,000 325,765 93.1%
Franchise Cable 800,000 206,042 25.8%800,000 204,343 25.5%800,000 193,054 24.1%812,000 186,025 22.9%824,180 172,574 20.9%
Franchise Solid Waste 846,851 352,855 41.7%863,788 434,402 50.3%863,788 465,330 53.9%875,000 485,997 55.5%714,000 427,132 59.8%
Franchise Gas & Electric 575,403 0 0.0%575,000 0 0.0%575,000 0 0.0%700,000 0 0.0%1,035,412 0 0.0%
Fines & Forfeitures 150,000 30,803 20.5%150,000 32,643 21.8%150,000 38,932 26.0%150,000 44,177 29.5%151,500 53,443 35.3%
Interest Income 328,750 88,330 26.9%500,000 155,076 31.0%500,000 227,301 45.5%500,000 473,724 94.7%550,000 741,931 134.9%
Rental Income 170,035 72,080 42.4%178,521 91,657 51.3%178,521 759,879 425.7%180,000 89,203 49.6%181,800 142,697 78.5%
Recreation Fees and Charges 1,500,001 682,566 45.5%2,034,067 946,882 46.6%2,485,491 1,155,441 46.5%2,572,688 1,179,323 45.8%2,758,085 1,271,802 46.1%
2021/22 2022/23 2023/24 2024/25 2025/26
Special Revenue Budget Mid-Year %Budget Mid-Year %Budget Mid-Year %Budget Mid-Year %Budget Mid-Year %
Building and Planning 2,153,200 1,308,799 60.8%2,153,200 1,752,021 81.4%2,139,950 1,772,782 82.8%2,753,200 1,405,062 51.0%2,440,744 1,718,426 70.4%
Engineering 260,535 152,825 58.7%302,205 267,864 88.6%302,205 326,490 108.0%302,205 322,498 106.7%405,545 276,559 68.2%
Gas Tax 1,664,828 1,006,705 60.5%1,800,000 972,713 54.0%1,850,000 904,720 48.9%1,895,879 1,200,481 63.3%1,943,276 996,923 51.3%
Measure J - RTS 710,139 228,826 32.2%771,781 198,134 25.7%836,146 130,177 15.6%857,050 151,618 17.7%878,476 132,545 15.1%
Clean Water 272,700 22,187 8.1%572,700 5,580 1.0%572,700 8,777 1.5%578,332 32,087 5.5%584,020 35,247 6.0%
LLAD - A 583,858 336,915 57.7%583,858 332,875 57.0%583,858 335,884 57.5%583,858 325,510 55.8%1,223,330 682,840 55.8%
LLAD - B 746,968 411,144 55.0%746,968 335,223 44.9%746,968 417,131 55.8%746,968 415,669 55.6%547,624 312,883 57.1%
LLAD - C 664,183 366,405 55.2%664,183 375,670 56.6%664,183 372,553 56.1%664,183 373,019 56.2%608,133 347,543 57.1%
LLAD - D 1,134,741 603,759 53.2%1,134,741 608,582 53.6%1,134,741 615,899 54.3%1,134,741 611,683 53.9%2,189,644 1,200,533 54.8%
Solid Waste VIF 846,851 352,855 41.7%872,257 434,402 49.8%898,424 437,213 48.7%925,376 494,082 53.4%1,256,361 523,484 41.7%
MID-YEAR 2025/26 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 $201.3 million in capital projects, averaging $8.1 million
annually, significantly benefiting the community in numerous ways. Project funding has
come from various sources. This includes $77.1 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, major projects currently underway, 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 2026/27 – 2030/31 CIP
which will take place in spring 2026.
COMPLETED PROJECTS
The CIP currently includes a total of 77 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 the projects that were completed during
the 2025 calendar year:
• A-330 - Townwide Storm Drain System Management: Completed Phase II of the Storm
Drain Master Plan which included inspections at 80 sites that identified 77 locations in
need of maintenance or repair. This project has entered the design and construction
phase with an immediate focus on repair of the San Ramon Valley Boulevard and Hill
Meadow storm drain pipes.
• A-513 – Camino Tassajara Parkway/Sycamore Valley Road Sound Wall: Completed
construction on 17 segments of Town maintained soundwalls along Sycamore Valley
Road and Camino Tassajara Parkway.
• A-620 – Fiber Optic Cable Interconnect: Completed Phase I of the project establishing a
state-of-the-art fiber network linking the Town Offices with five downtown locations
including the Town Meeting Hall, Danville Community Center, Library, Veterans
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Memorial Building, Village Theatre and the future Arts District Maker Space and
Pavilion. Phase I also included connecting 17 traffic signals along the San Ramon
Valley Boulevard/Hartz Avenue Corridor.
• A-362 – Downtown Improvement Project: Completed construction of the DMP Catalyst
Project including community needs for more gathering spaces, enhanced pedestrian
safety, and enhanced street lighting.
• B-560 – Diablo Vista Park Capital Maintenance: Completed construction of the re-
designed playground including installation of interactive playground equipment for
all ages, accessible play features, shade structure, picnic tables, exercise equipment,
landscaping and lighting.
• C-305 – Traffic Management Program: Completed construction of the Brookside Drive
and Everett Drive Neighborhood Traffic Control Program recommending installation
of Category 2 traffic control devices including speed limit signs and pavement
markings.
• C-610 – Pavement Management: Completed construction of concrete repair, new
pedestrian ramps, striping and 15 miles of resurfacing during the pavement
rehabilitation project.
• C-621 – Townwide Bicycle Facilities Improvements: Completed construction of green
bicycle infrastructure including a Class IIB bicycle lane and bicycle box along San
Ramon Valley Boulevard, as well as bicycle sharrows on Front Street as part of a
companion project to C-600 - San Ramon Valley Boulevard Improvements Project.
MAJOR PROJECTS UNDERWAY
The following provides a status update on the Town’s CIP Two-Year Project priorities
currently underway:
1. A-330 Townwide Storm Drain System Management: The Storm Drain Master Plan has
been completed. The project has moved to design and construction phases starting in
Spring 2026 with flushing and repair of San Ramon Valley Boulevard and Hill
Meadow storm pipes.
2. A- 620 Fiber Optic Cable Interconnect: Design is complete for the segment of Sycamore
Valley Road between San Ramon Valley Boulevard to Camino Tassajara. This project
is a companion to Project C-634 - Traffic Signal Modernization. Construction is
scheduled to begin in Summer 2026.
3. B-628 - Town Green and Arts District: The Town Green Pavilion design is approximately
90% complete. The project is scheduled to go out to bid in April, with construction
anticipated to begin in late summer 2026.
4. B-629 – Arts District Maker Space: This companion project to B-628 is also at
approximately 90% design completion. Construction is expected to begin in late
summer 2026.
5. B-643: Non-functional Turf Replacement: In compliance with AB 1572, this project will
convert approximately 13 acres of non-functional turf to compliant landscape areas.
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The project is currently in the design phase, with construction expected to begin in
Fall 2026.
6. C-305 Traffic Management Program: This project is currently under construction and
includes installation of Rectangular Rapid Flashing Beacons (RRFBs) at five
intersections along the Iron Horse Trail, as well as at Stone Valley Road/Monte Sereno
and Love Lane/Railroad Avenue. The project is expected to be completed in Spring
2026.
7. C-055 Diablo Road Trail from Alameda Diablo to Tank Access Road: The project is currently
under construction. Additionally, design of the Hawk Signal at the intersection of
Diablo Road and Fairway Drive is 90% complete. The project is expected to be
completed December 2026.
8. C-599 – La Gonda Way Bridge Improvements: This project is currently in the
environmental and design stage. Total project cost is currently estimated at $6.03
million, with 88% of the cost eligible for federal funding through the Caltrans
Highway Bridge Program. Construction is anticipated to begin no earlier than
Summer 2028, subject to Caltrans approval of the final bridge configuration and
incorporation of recent Caltrans design guideline changes into the project design.
9. C-607 - Iron Horse Trail Crossing Improvements: The project is funded by a $350,000
federal earmark and consists of constructing raised crosswalk treatments along the
Iron Horse Trail at Paraiso Drive, El Capitan Drive and Greenbrook Drive, and
provides signing, striping, traffic signal and sidewalk improvements at the
intersection of Sycamore Valley Road/Camino Ramon. The project is currently out to
bid. Construction is expected to begin in Spring 2026.
10. C-610 - Pavement Management Program: The next round of residential slurry seal is
currently out to bid. Construction is expected to begin in Summer 2026.
11. C-634 - Town-Wide Traffic Signal Modernization: This is a multi-phased project
consisting of design and construction of traffic signal video detection systems,
Advanced Transportation Controller 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. Construction is expected to start in Spring 2026.
12. C-635 – Sycamore Valley Road Improvements: The scope of the project provides a new
pavement surface, green bicycle infrastructure and ADA curb ramps. Design is
complete and the project is expected to begin construction in Summer 2026.
Recommended Mid-Year Adjustments
• A-330 – Town-wide Storm Drain System Management: Appropriate $500,000 to A-330
– Storm Drain Management Systems to repair storm drain pipes along San Ramon
Valley Boulevard and Hill Meadow Place.
4
• Transportation Development Act Grant: Accept and appropriate $75,000 TDA grant to
capital improvement project C-621. The funds will be used to install Rectangular Rapid
Flashing Beacons (RRFB) at Iron Horse Trail intersections.
• Energy Efficiency Conservation Block Grant (EECBG): Accept and appropriate $76,480
to capital improvement project C-418. The funds will be used to replace incandescent
yellow bulbs on signal heads with LED fixtures.
CAPITAL PLANNING
Similar to the Operating Budget, the Town's capital priorities are shaped by Town Council
policy direction and are reviewed annually. Priorities are established based on Danville’s
strategic objectives, projected revenues that include allowances for unforeseen expenses,
and the Town’s capacity to deliver a defined number of projects given available staffing
and organizational resources.
Near Term Priorities
In the remaining fiscal year, the Town is focusing its resources on advancing the 19 high
priority projects (Attachment A) in the 2025/26 CIP. These efforts do not include resources
for preliminary planning of capital projects in the queue. As reflected in the 2025/26 CIP
two-year project timeline, the Town does not currently have the capacity to initiate new
projects without reprioritizing existing commitments.
Capital Maintenance
Since incorporation, the Town has built and maintained a substantial portfolio of
community assets, including roadways, trails, bikeways, parks, community facilities,
sports lighting, and athletic fields. As this infrastructure has matured, a growing share of
the CIP has appropriately shifted toward maintenance and rehabilitation to ensure these
assets remain safe, reliable, and cost-effective over their full life cycle.
Pavement Maintenance
At the December 9, 2025 Study Session, the Town Council received an update on the
Town’s infrastructure management strategy, including pavement life-cycle assumptions
and long-term funding needs. The initial analysis focused on major arterial roadways and
a subsequent refinement expanded the assessment to include all non-residential streets,
increasing the estimated annual pavement maintenance need by approximately $900,000.
Based on the updated assessment, the estimated annual funding requirement to fully
support the Town’s residential and non-residential pavement management program is
5
approximately $7.39 million. This figure reflects a pay-as-you-go approach and serves as a
planning target in years when outside funding is limited or unavailable.
Table 1. Annual Pavement Management Cost Estimates
Storm Drain Maintenance
The December 9, 2025 Study Session also included an update on the Storm Drainage
Master Plan, which identified approximately $13.6 million in storm drain capital
improvements and maintenance needs. Several of the identified projects have already
been completed, reducing the remaining unfunded need to approximately $11.5 million.
To address some of these remaining projects, it is recommended that the Town set aside
an annual funding commitment of approximately $2.3 million per year over the next 5-
year CIP cycle. As with pavement, this estimate reflects a fully self-funded scenario and
does not assume the use of grants or debt financing.
Non-Residential Roadways Life Expectancy Escalated Cost at
Trigger Year Annual Set-Aside
Camino Ramon 18 $4,343,000 $255,000
Old Camino Tassajara 14 $2,134,401 $152,457
Danville Blvd 10 $1,794,357 $172,534
Green Valley Road 10 $771,043 $80,317
Hartz Ave 17 $1,036,460 $60,259
El Cerro Blvd 13 $2,621,599 $198,606
Railroad Ave 9 $1,066,625 $115,937
Crow Canyon Road 5 $1,196,481 $224,000
Camino Tassajara EB 5 $3,681,524 $808,000
Camino Tassajara WB 10.5 $5,579,273 $533,123
Diablo Road 5 $4,167,392 $998,000
Sycamore Valley Road 20 $6,773,000 $339,000
San Ramon Valley Blvd 19 $6,477,709 $360,000
TOTAL $4,397,233
Residential Roadways $3,000,000
TOTAL $7,397,233
6
Combined Pavement and Storm Drain Needs
Taken together, pavement and storm drain systems represent an estimated annual
infrastructure maintenance requirement of approximately $9.69 million. This figure
reflects the full scale of ongoing capital maintenance needed to preserve critical
infrastructure (pavement and storm drain) and avoid more costly future repairs.
Funding Context and Strategy
The Capital Improvement Program is funded through a combination of General Purpose
and Special Purpose revenues. Historically, the Town has leveraged General Purpose
funds as local match to secure competitive State and Federal grants. In recent years,
however, access to external grant funding, particularly for roadway rehabilitation, has
become more limited as funding criteria increasingly prioritize designated communities of
concern and non-motorized transportation projects.
As a result, the Town has relied more heavily on General Purpose revenues to directly
fund transportation-related maintenance and rehabilitation, while continuing to maximize
available Special Purpose revenues. These include Gas Tax, Measure J return-to-source
funds, and local and regional traffic impact fees.
Looking ahead, the Town will address the approximately $9.69 million annual
infrastructure maintenance need through a combination of annual set-asides from Town
funds, strategic project phasing, continued pursuit of grant funding or federal earmarks
when available, and other funding mechanisms. These may include advocating for
increased return-to-source funding as part of the Measure J ½-cent transportation sales tax
reauthorization effort and updating local impact fees to help support infrastructure needs
associated with state-mandated residential growth.
SUMMARY
Through 2026, the Town’s Capital Improvement Program will remain focused on
completing a significant number of high-priority projects that are already underway. At
the same time, the increasing need to maintain and rehabilitate existing infrastructure
reinforces a strategic emphasis on delivering committed projects and preserving core
assets, rather than expanding the overall capital program.
The Town’s ability to add projects on a sustained basis will depend on aligning future
commitments with ongoing maintenance demands and securing additional or enhanced
revenue sources to support the full lifecycle cost of capital assets. Accordingly, any new
capital project proposals should be evaluated in the context of current workload, available
funding, and long-term maintenance obligations.
7
Attachments
A - CIP Two Year Priority Projects
2025–2026 Operating Budget & Capital Improvement Program • CIP 7
Table A
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)DESIGN BID CONTRACT CONSTRUCTION
A-620 Fiber Optic Cable Interconnect
(Sycamore Valley)DESIGN BID CONTRACT CONSTRUCTION
Fiber Optic Cable (Town-
Wide)DESIGN
B-560 Diablo Vista Park Playground
Replacement BID CONTRACT CONSTRUCTION
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 CONSTRUCTION
C-055 Diablo Road Trail DESIGN BID CONTRACT CONSTRUCTION
C-057 Diablo Trail Hawk Signal DESIGN BID CONTRACT CONSTRUCTION
C-305 Iron Horse Trail Crossings DESIGN CONSTRUCTION
C-521 West El Pintado Sidewalk
Improvement DESIGN BID CONTRACT CONSTRUCTION
C-599 La Gonda Way Bridge
Improvements DESIGN
C-607 Iron Horse Trail Crossings
(Greenbrook, El Capitan, Paraiso)DESIGN BID CONTRACT CONSTRUCTION
C-610 2025/26 Pavement Management
Project BID CONTRACT CONSTRUCTION DESIGN CONTRACT CONSTRUCTION
C-635 Sycamore Valley Road
Improvements DESIGN BID CONTRACT CONSTRUCTION
C-634 Traffic Signal Modernization DESIGN BID CONTRACT CONSTRUCTION
CCTA “Smart Signals”
(OBAG III)DESIGN BID CONTRACT CONSTRUCTION
Signal Modernization
(Federal Earmark)DESIGN BID CONTRACT CONSTRUCTION
Signal Safety Corridor
Project (HSIP)DESIGN BID CONTRACT CONSTRUCTION
• CIP TWO-YEAR PROJECT TIMELINE
ATTACHMENT A
SUSTAINING COMMUNITY EVENTS
SUMMARY
Community events are a defining feature of Danville and contribute to civic life, economic
activity, and community connection. While the number of event days has remained
relatively stable, the conditions under which events are planned and delivered have
changed significantly.
Public safety expectations and liability standards have shifted toward a safety-first model
that requires greater coordination, specialized resources, and physical infrastructure. At
the same time, the event organizer landscape has changed, with fewer professional
promoters and a growing number of smaller or less-experienced organizers. These
changes have occurred incrementally, but their combined impact is now material.
As a result, the Town’s role has evolved from primarily facilitative to more operational
and resource-intensive. This paper outlines the factors driving this shift, associated costs
and operational impacts, and potential approaches for aligning event delivery with
current safety requirements, community benefits, and organizational capacity.
DISCUSSION
New Operating Context
Over the past two decades, the operating context for community events has changed
significantly. Events are no longer planned primarily around logistics but are now
managed through a safety-first framework shaped by national incidents. What were once
simple street closures now function as a temporary critical infrastructure zone that
requires physical perimeter hardening, coordinated command across departments and
agencies, and real-time monitoring. These practices reflect widely adopted municipal
norms and are increasingly expected by insurers, public safety agencies, and the public.
Implications for the Town’s Role
As safety and oversight expectations have increased, so too has the Town’s role.
Historically, the Town’s involvement was primarily facilitative. Staff provided logistical
support and basic equipment, such as plastic barricades, while experienced organizers
managed event operations and perimeters with limited Town involvement.
2
For example, in 2008, a single organizer —Danville Area Chamber of Commerce —hosted
two two-day festivals and the Lighting of the Old Oak Tree, representing five event days
managed by one organization. The Chamber hired a professional promoter to handle
planning, setup, and barricade placement for the festivals. Police inspected street
closures, cleanup was handled by the promoter, and Maintenance supported signage and
barricade delivery.
Today, events now require sustained, cross-departmental coordination involving Police,
Maintenance, Economic Development, and Recreation, Arts & Community Services, as
well as coordination with the Contra Costa County Sheriff’s Office and the San Ramon
Valley Fire Protection District. Planning typically begins months in advance and
continues through event operations and follow-up, increasing both complexity and
resource requirements.
Industry Changes and Event Mix
The COVID-19 pandemic further altered the event industry. Many professional
organizers and vendors scaled back operations or exited the market, while production
costs increased due to heightened security requirements, vendor scarcity, labor shortages,
and rising insurance premiums. A 2022 international study found that the cost of hosting
a 1,500-person event increased by more than 40 percent post-pandemic, and a
Northstar/Cvent study projected an additional 12 percent increase between 2024 and
2025. In this environment, some established regional festival organizers have been
hesitant to expand or return.
While large festival-style events have not returned to Danville, overall community
activity has remained strong. Instead, the mix of events and organizers has shifted. As
shown in the graphic below, the total number of event days has increased only modestly,
while the number of organizers has more than doubled since 2008.
*See Attachment B for a list of included events by type.
In 2026, the Town has received applications for support of up to 27 event days in
partnership with 19 organizers, compared to 24 event days and eight organizers in 2008.
Approval of all proposed events is subject to Town Council action on February 17, 2026.
13 Street Closures 17 Street Closures 16 Street Closures
8
14
19
24 25 27
2
6
10
14
18
22
26
30
2008-14 2017 2026
Community Event Days*
and Organizers
Other Non-RACS Event Days
Street Closure Event Days
Organizers
Total Event Days
3
The Town’s Community Events program, supported by 0.5 FTE in the Operating Budget,
is designed to be facilitative, helping organizers navigate requirements rather than plan
events on their behalf. However, a growing share of organizers are new to public event
production and have limited familiarity with safety planning, permitting, and
operational requirements. As a result, Town staff provide more hands-on coordination
per event, regardless of size. This shift has increased Town involvement on a per-event
basis, even as the total number of event days remains stable.
Costs of Modern Events
The shift toward a safety-first approach for community events has introduced both direct
and indirect costs that extend beyond what is reflected in the Community Events budget.
Together, these costs reflect the resources required to plan and deliver events under
current public safety and liability standards.
2025 Direct and Indirect Costs
The adopted Community Events budget for fiscal year 2025/26 totals $368,156, including
$139,000 in contracted police overtime. While this budget captures direct expenditures, it
does not include regular salaried staff time, Maintenance Services overtime, volunteer
effort, or costs absorbed within departmental operating budgets. As a result, it
understates the full cost of hosting community events.
A significant cost driver is physical barricades and perimeter hardening. Although the
adopted budget included $20,000 for barricade costs based on prior-year spending, actual
expenditures reached $78,760 in FY 24/25 due to expanded event footprints and higher
unit costs.
Community events also generate indirect operational impacts. In 2025, more than 2,500
staff hours were devoted to event planning and operations. Due to the specialized nature
of event-day work, particularly for Police and Maintenance, some of this effort involved
overtime or adjustments to regular work schedules. Maintenance and professional staff
were redirected from routine duties to support event coordination.
Although the total number of event days remained relatively stable, the increased
number of organizers required more individualized coordination. Events were supported
across multiple weekends, reducing capacity for core services.
Implications for 2026 Event Costs
As shown in the graphic below, a sampling of events planned for 2026 reflects similar
cost patterns. Physical barricade costs alone are estimated at approximately $100,000,
driven by higher unit costs, additional events, and organizer requests for expanded event
footprints (Attachment A).
4
Given the full range of community events planned (Attachment B), and absent changes
to event design, staffing models, or cost recovery approaches, the Town’s financial
commitment to community events is expected to increase — even if the total number of
event days remains unchanged.
These event cost projections provide context for evaluating options to better align event
delivery with current safety requirements and available resources. However, these
projections do not reflect the value of regular salaried staff time, Maintenance Services
overtime, or volunteer effort. In addition to the Town-provided Volunteers in Policing
(VIPs) and Search and Rescue teams, event organizers supply substantial volunteer
support for day-of operations, without which events could not be delivered. For example,
organizers provide more than 200 volunteers for the July 4th Parade, approximately 100
for the Devil Mountain Run, and about 60 for car shows.
*Chart does not include proposed new events, such as a third car show and a block party on Church Street.
Current Management Practices
In response to the evolving events environment, staff have implemented operational
adjustments to better manage costs, workload, and coordination. These include
alternative barrier strategies when Meridian barricades are unavailable, shared use of
Sheriff-owned barricades to reduce rental costs, and alignment of event application
timelines to improve resource planning.
Staff also coordinate regularly with Downtown businesses to adjust event layouts,
promote local participation, and minimize access impacts. In addition, the Community
Events Policy adopted in 2023 enables alternative event models with reduced public
safety and public works involvement. Events supported through the Business Promotion
Grant program provide a lower-impact option that supports economic activity while
moderating demands on Town resources.
$15,242
$1,977
$87,518
$48,410
$39,531
$966 $966
$57,812
$0
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
$70,000
$80,000
$90,000
Projected 2026 Direct Event Costs*Police OT Equipment Funding Total
5
While these practices have improved event management, many cost and complexity
drivers remain outside the Town’s control. Even with a relatively stable number of event
days, further structural adjustments may be needed to align event delivery with current
safety requirements and available resources. These considerations inform the policy
options and recommendations presented for Council discussion.
Ensuring Long-Term Sustainability
While staff have adapted to the evolving events environment, many cost and complexity
drivers remain outside the Town’s control. Even with a relatively stable number of event
days, additional strategic and structural adjustments are needed to address changes in
event logistics, safety requirements, and costs. Potential approaches include:
1. Standardized Event Footprints, Barriers and Event Models
• Evaluate the installation of permanent or semi-permanent in-ground bollards to
reduce the recurring cost with temporary barricade deployment.
• Establish a limited set of standardized event footprints to improve efficiency in
planning, safety coordination, and logistics.
• Expand the use of lower-impact event models, such as those supported through
the Business Promotion Grant program, which allow for business activation and
community engagement without triggering the same level of public safety and
public works support required for large street closures.
2. Cost Recovery Approaches
• Evaluate the community benefit in determining Town resource use for events.
• Develop fee structure reflecting safety and infrastructure costs.
• Explore event sponsorship models to offset the costs of Town-supported events.
3. Event Staffing and Capacity
• Evaluate seasonal staffing options to support large-scale or high-impact events.
• Align the Community Events program with available staff and operational
capacity.
• Consider requiring large-scale events to demonstrate an established event plan or
use a professional event organizer as a condition of significant Town support.
RECOMMENDATION
Consider the information presented and direct staff to:
1. Evaluate permanent or semi-permanent in-ground bollards as a capital improvement
to reduce reliance on temporary barricades.
2. Analyze cost recovery approaches, including peer comparisons, to better align public
safety and infrastructure costs with the level of Town support.
6
3. Provide policy direction on (a) pursuit of event models that emphasize lower-impact
events, such as those supported through the Business Promotion Grant Program; and
(b) updates to qualification requirements for events requesting significant Town
partnership.
Attachment A – Proposed 2026 Event Footprints
Attachment B – Proposed 2026 Community Events
7
Attachment A
8
Attachment B
Other Non-RACS Community Events
1. Sat 4/18/26 The Sighting of the Moon Sha’mil, SRVIC
2. Thu 4/23/26 Shops and Hops The Museum of the San Ramon Valley
3. Thu 5/7/26 Sip & Stroll Danville Area Chamber of Commerce
4. Mon 5/25/26 Memorial Day Ceremony Viet Nam Veterans of Diablo Valley
5. Tue 6/2/26 Danville Restaurant Walk Danville Lions Club
6. Sat 6/6/26 Valley Pride PFLAG and Danville Congr. Church
7. Thu 8/13/26 Joybound Around Town in Danville Joybound Pets & People
8. Fri 8/14/26 Eugene O’Neill Festival Eugene O’Neill Foundation
9. Sun 10/4/26 Step Up for Down Syndrome Walk Down Syndrome Connection of the Bay Area
10. Wed 10/28/26 Fall Hallo-Wine Danville Area Chamber of Commerce
11. Thu 12/10/26 Paws & Claws in Downtown Danville Danville Area Chamber of Commerce
Street Closure Community Events
1. Sun 3/15/26 Molly's Pup-Purr-ee 30th Anniv. Molly's Pup-Purr-ee
2. Sun 5/3/26 Devil Mountain Run Team Blue Sky Events
3. Sat 6/13/26 Music in the Park Town
4. Sat 6/13/26 Passport to Wellness Danville Area Chamber of Commerce
5. Sun 6/14/26 A Brighter Day Car Show & Shine A Brighter Day
6. Sat 6/20/26 Neighborhood Street Party Danville Harvest
7. Sat 6/27/26 Music in the Park Town
8. Sat 7/4/26 Kiwanis-Danville 4th of July Parade Kiwanis Club of San Ramon Valley
9. Sat 7/11/26 Music in the Park Town
10. Sat 7/25/26 Music in the Park Town
11. Sun 8/30/26 Hot Summer Sundays Car Show Danville Merchants’ Association
12. Sun 9/20/26 Concours d'Elegance Car Show Danville d’Elegance Foundation
13. Fri 9/25/26 Homecoming Parade SRVHS
14. Sun 10/11/26 Run for Education San Ramon Valley Education Foundation
15. Wed 11/11/26 Veterans Day Celebration Veterans Memorial Building
16. Fri 11/27/26 Lighting of the Old Oak Tree Danville Area Chamber of Commerce
ECONOMIC DEVELOPMENT
WEEKDAY OPPORTUNITIES
SUMMARY
This paper presents an economic development strategy to intentionally position
Danville’s downtown civic facilities as coordinated venues for small to mid-sized
weekday professional gatherings, such as trainings, leadership retreats, and association
meetings. While different in form than traditional community events, these gatherings
function as a lower-impact way to bring visitors into Town facilities and downtown
businesses during regular business hours, increasing weekday patronage and facility
utilization without adding strain to weekend public safety and maintenance staffing,
when visitation is already strongest.
BACKGROUND
Danville’s economic development strategy is guided by a four-legged approach that
recognizes shared responsibility among:
1. The Town, which provides a safe, attractive, and functional environment through
infrastructure investment, public safety, marketing, and public space activation;
2. The Community, whose patronage supports local businesses;
3. Property Owners, whose leasing practices as well as investment in their properties
influence business viability; and
4. Business Owners, who convert visitation into sales through their offerings,
service, and understanding of the marketplace.
This framework is expressed through the Town’s Comprehensive Economic
Development Plan (CEDP), which established a values-based approach to strengthening
Danville’s local economy while preserving its small-town character.
DISCUSSION
Promoting economic development in Danville has long been a collaborative effort with
the business community. As local businesses continue to face competitive pressures,
increasing the number of downtown-focused community events is frequently raised as a
way to attract additional customers. While community events remain an important
economic development tool, they have historically been concentrated on weekends, when
downtown activity is already strongest. In contrast, downtown visitation is lighter during
weekday daytime hours.
2
Reliance on weekend events as the primary driver of additional consumer activity
presents inherent limitations. Weekend events require significant staffing support for
public safety, traffic control, maintenance, and coordination. Staffing capacity is finite,
weekend overtime is costly, and public safety resources may not be available to support
meaningful expansion, even if funding were provided.
In addition, community events do not benefit all businesses equally. Some business
owners have expressed concern that large weekend events, particularly those involving
street closures, can disrupt typical shopping patterns or deter regular customers.
Expanding weekend events would increase overtime costs, risk staff burnout, or require
reductions in service levels elsewhere, making this approach fiscally and operationally
unsustainable over time.
At the same time, staff has observed that downtown visitation is lighter during weekday
daytime hours, even though many retailers and dining establishments are open.
Together, these conditions suggest that complementary strategies focused on weekday,
daytime visitation may be a more effective way to support downtown businesses without
increasing pressure on weekend staffing resources.
Downtown Conference Venues Concept
This concept proposes to position Danville’s existing downtown civic facilities to function
collectively as venues for small to mid-sized weekday professional gatherings. Rather
than treating each facility as a stand-alone rental opportunity, the downtown is viewed
as a coordinated, walkable setting capable of hosting professional gatherings during
weekday, daytime hours.
This represents a shift from the Town’s current role as a passive receiver of facility rental
requests to a more intentional, place-based strategy. The concept does not involve
constructing new facilities or expanding tourism programming. Instead, it focuses on
selectively using existing civic assets to increase weekday visitation and improve facility
utilization, while remaining consistent with Danville’s scale and character.
While Danville does not currently have a hotel in or immediately adjacent to the
downtown area, the near-term opportunity is well suited to one-day professional
gatherings that do not require overnight accommodations or where lodging can be
located elsewhere in the region. Although this narrows the potential market, it remains
aligned with the objective of increasing weekday, daytime visitation and reflects the
operational capacity of existing facilities. Should a hotel be developed in or near
downtown in the future, this concept would have the potential to scale to support multi-
day conferences and expanded programming.
Peer communities such as San Luis Obispo, Healdsburg, Carmel-by-the-Sea, and
Petaluma demonstrate that small, walkable downtowns can successfully host
3
professional gatherings across multiple civic and cultural buildings without large-scale
conference infrastructure. In these settings, downtown streets and public spaces function
as connective tissue between venues, encouraging attendees to engage with local
restaurants, cafés, and shops throughout the day.
Recent meeting-industry research supports this approach. The International Association
of Conference Centres (IACC) Meeting Room of the Future Barometer reports that 55
percent of meeting planners now consider the physical characteristics of a venue to be a
critical factor in achieving meeting objectives, reflecting a growing preference for
distinctive, experience-driven settings. The same research shows growing importance
placed on food and beverage quality along with increased interest in specialty venues
such as theaters, museums, and civic buildings.1
Industry publications such as Midwest Meetings and reporting from Northstar Meetings
Group further note a shift toward so-called “Tier 2” destinations, where planners seek
walkable, character-driven environments.2 3 Research published by Meeting
Professionals International (MPI) and the American Society of Association Executives
(ASAE) similarly reflects sustained demand for small and mid-sized in-person meetings
that emphasize place-based experience and ease of movement.4 5
This concept aligns closely with the original intent of the CEDP by leveraging existing
Town facilities rather than constructing new ones, focusing on weekday, daytime use
when businesses are open, increasing utilization during lower-demand periods,
supporting downtown businesses through lunch, coffee, and retail activity, and reducing
reliance on weekend event overtime staffing.
Transferable Concepts from San Luis Obispo
In assessing viability, staff focused on identifying the underlying mechanics that enable
downtown conferences to function successfully in peer communities, rather than
attempting to replicate a specific program. Experience in communities such as San Luis
Obispo (SLO) points to five core concepts:
• Distributed venues, with conferences spread across multiple civic buildings.
• Walkability, where the downtown itself functions as the “hallway” between sessions.
• Weekday orientation, supporting businesses during their typical operating hours.
• Low-production formats, emphasizing dialogue and place rather than staging and
spectacle.
• Selective positioning, where downtown is presented as conference-capable for events
that fit community scale and character.
1 International Association of Conference Centres (IACC), Meeting Room of the Future Barometer, 2025
2 Midwest Meetings, “Tier 2 Cities for Meetings,” July 16, 2025
3 Northstar Meetings Group, Meetings & Conventions and Successful Meetings industry reporting
4 Meeting Professionals International (MPI), Meetings Outlook
5 American Society of Association Executives (ASAE), Meeting and Event Trends
4
Staff’s assessment indicates that Danville already exhibits many of these enabling
conditions, including multiple civic facilities within a compact, walkable downtown;
recent public realm investments that support pedestrian movement and gathering; lower
weekday facility utilization compared to evenings and weekends; and the ability to
selectively promote appropriate uses without creating a new event-driven program.
Illustrative Economic Activity
Using current FY 2025/26 facility rental rates, a one-day, weekday professional
conference with approximately 100 attendees utilizing the Village Theatre, Town Meeting
Hall, and the Veterans Memorial Building could generate approximately $4,700–$5,000
in facility rental revenue. Attendees could also generate approximately $7,500 in daytime
spending at downtown restaurants, cafés, and retail shops.
These figures are illustrative and intended to demonstrate order-of-magnitude potential
rather than serve as a forecast.
Facility Hourly Rate Hours Estimated
Revenue
Village Theatre (plenary) $121 9 $1,089
Town Meeting Hall $109 9 $981
Veterans Memorial Building $300 9 $2,700
Total Facility Rental Revenue $4,770
Downtown Business Spending Attendees Daily
Expenditures
Estimated
Revenue
Dining (Lunch, Coffee, Snacks) 100 $50 $5,000
Retail/Gift Purchases 100 $25 $2,500
Downtown Business Spending $7,500
Total Estimated Daily Economic Activity $12,270
Facility Readiness Considerations
Many audiovisual and connectivity systems within Town-owned facilities are aging and
no longer meet current expectations for professional meetings or trainings. Targeted
technology updates would serve as enabling investments to improve reliability, user
experience, and operational efficiency across multiple uses, while supporting increased
weekday utilization without altering the facilities’ primary community-serving role.
5
RECOMMENDATION
Consider the information presented and authorize an appropriation of $30,000 to retain a
consultant to conduct a focused evaluation of the Downtown Conference Venues concept,
including:
• Market analysis and conference niche identification
• Facility and program utilization assessment, including readiness, scheduling
flexibility, potential rate structures, and conference packaging options
• Evaluation of benefits, risks, and resource implications
Further direct staff to assess the technology investments necessary to support this concept
and incorporate any recommended improvements into the FY 2026/27 Capital
Improvement Program for consideration.
IMPLEMENTATION OF NEW BROWN ACT
AND MANDATED ETHICS & FISCAL
TRAINING LEGISLATION
EXECUTIVE SUMMARY
In the 2025 California legislative session, lawmakers passed 917 bills, of which Governor
Gavin Newsom signed 794 into law. Of those enacted by the State, two will significantly
affect how local governments operate.
SB 707 represents the most comprehensive update to the Ralph M. Brown Act in decades.
SB 827 modifies existing ethics training requirements and introduces a new mandatory
financial training requirement for local government officials. This memorandum
summarizes the key provisions of both laws and, with respect to SB 707, identifies areas
where policy direction from the Town Council is required.
DISCUSSION
SB 707 – Brown Act Amendments
SB 707 is a major modernization of the Ralph M. Brown Act. Its stated purpose is to
expand public access to local government and update meeting procedures to reflect
evolving technologies. As part of a late legislative compromise, the most significant
provisions were delayed until July 1, 2026, providing local agencies time to plan for
implementation.
Some of these mandated changes will require amendments to the Town Council Rules of
Procedure, last updated in 2018 (Attachment A). Items requiring Town Council policy
direction are identified as “Policy Questions” and discussed later in this memorandum.
A. Provisions Effective January 1, 2026
Although most requirements were deferred, several provisions took effect on January
1, 2026. The City Clerk has led implementation of these items:
•Providing copies of the Brown Act to Town Council and advisory body members
(complete).
•Providing a list of available meeting locations for Town Council and advisory
bodies (complete).
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• Evaluating staffing and technology resources to ensure compliance (in progress).
• Identifying subsidiary advisory bodies that may teleconference meetings (pending;
see Policy Questions under Recommendations).
• Removing the sunset date on restrictions related to Councilmember social media
interactions concerning Town business (no Town action required)
• Extending the requirement to provide an oral summary of compensation to
include department heads and similar officers prior to final action, a practice the
Town has followed for several years (complete)
• Allowing remote participation as a reasonable accommodation for members with
disabilities and revising existing “emergency” and “just cause” remote
participation rules (in progress)
B. Provisions Effective July 1, 2026
The following requirements will become effective July 1, 2026. Many of these changes
are mandated by legislation with no discretion and Town staff will develop the
required implementation measures. Once finalized, all changes will be reported to
the Town Council.
• Remote Access: Far and away the most significant change is the requirement to
provide remote access to all regular Town Council meetings, using either two-way
telephonic or audiovisual platforms. Special, emergency, subcommittee, and
liaison meetings are exempt. The Town Council must also determine which
advisory bodies will be subject to this requirement (see further discussion under
Policy Questions under Recommendations).
• Meeting Disruptions: The Council must adopt a policy to address meeting recess
and reconvening procedures when phone or internet service is disrupted. When a
disruption occurs, meetings must recess for at least one hour, with a good-faith
effort to restore access, before resuming.
• Meeting Decorum: Presiding officers will have the authority to remove disruptive
individuals participating both in-person and remotely.
• Outreach: The Council must determine what “reasonable efforts” should be made
to “invite groups that do not traditionally participate in public meetings” and
which groups to reach out to. (see further discussion under Policy Questions under
Recommendations).
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•Language Access: Provide reasonable assistance to members of the public who
wish to translate a public meeting or receive an interpretation, including providing
double the standard speaking time when translation services are used.
•Agenda Access: The Town will need to take a number of steps to: modify agenda
posting practices; ensure agendas and other documents are published in machine-
readable and searchable formats; provide information on the Town’s website
homepage containing clear explanations of the meeting process, instructions for
public comment, a calendar of meeting dates, and links to agendas. The City Clerk
and IT staff are actively working on this effort.
•Translation: The Town must provide a physical location for the public to post
agendas that are translated into a language other than English. However, the Town
is not required to provide the translation and is not responsible for content posted
by the public. Note that the Town is below the threshold requirements of the bill
to translate or post agendas into a language other than English.
Fiscal Impacts
Implementation of SB 707 will require updates to the Town website, revisions to Town
Council policies and procedures, assessment of staffing needs, and confirmation that
audiovisual infrastructure supports remote participation. Following Town Council
direction, staff will evaluate costs and return with funding recommendations.
SB 827 – Ethics and Financial Training Requirements
In 2005, the State adopted AB 1234, which established mandatory ethics training for
elected and appointed local officials receiving compensation or expense reimbursement.
In Danville, this applies to the Town Council and all commissions. Training was required
within one year of assuming office and every two years thereafter. SB 827 expands and
modifies these requirements.
Amendments to Ethics Training
SB 827 makes the following changes to AB 1234 ethics training:
•Expanded Applicability: The training will now be required for department heads
and any other employees designated by the Town Council. Town staff will adopt
a list of suggested job classifications for review and approval by the Council at an
upcoming meeting.
•Accelerated Timeline: New officials and employees subject to the training
requirement must complete the training within six months of taking office, not the
previous 12-month window.
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• Website Information: The Town’s website will need to contain “clear instructions
and contact information” for anyone requesting the public records tracking
compliance. This goes beyond the previous record-keeping requirements for proof
of completion of training.
New Financial Training Requirement
SB 827 also establishes a new mandatory financial training program with the following
elements:
• Applicability: Town Council, commissions, Town Manager, City Attorney,
department heads, and any additional employees designated by the Council.
• Minimum Instruction: Requires a minimum of two hours of instruction covering:
Financial administration and short- and long-term fiscal management
Capital financing, debt management, revenue mechanisms, pensions,
investments, and safeguarding public resources
Fiscal planning principles relevant to oversight, procurement, and contracting
• Timeline: Officials in place before January 1, 2026, must complete training by
January 1, 2028, and every two years thereafter. Those appointed or hired after
January 1, 2026, must complete training within six months, then biennially.
• Recordkeeping Requirement: Recordkeeping and website requirements mirror
those for ethics training.
Unlike AB 1234 ethics training, it does not appear that the State will provide a model
curriculum. Local agencies are currently exploring consultant-developed programs. Staff
will continue monitoring options to identify a qualified training provider.
RECOMMENDATION
Review the information presented and provide direction on the following Policy
Questions arising from the implementation of SB 707:
1. Remote Participation Format: The law allows either audiovisual (Zoom or equivalent)
or audio-only public participation. The Town Meeting Hall is already equipped for
audiovisual platforms. While early experiences with visual participation presented
challenges, cities statewide report that audio-only participation does not eliminate
inappropriate conduct. Consequently, the policy question is:
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Policy direction is requested regarding which meeting types would utilize remote
audiovisual or simply audio participation format:
a. Town Council Meetings
b. Town Council Study Sessions
c. Workshops involving the Town Council
2. Facilities Used for Remote Audiovisual Participation: Following determination of
which meeting types will utilize audiovisual remote participation, policy direction is
requested on which facility should host those meetings:
a. Town Meeting Hall, which is currently equipped to support remote access; or
b. Community Room at 500 La Gonda Way, which would require audiovisual
upgrades currently estimated at $150,000.
3. Applicable Commissions: Policy direction is requested on which advisory bodies, if
any, should be subject to SB 707 remote participation requirements. A Contra Costa
County City Clerks survey reflects varied approaches among peer agencies, and
feedback from the Public Managers Association indicates that expanding these
requirements to commissions would likely require additional staffing at meetings.
4. Outreach to Underrepresented Groups: Direction on reasonable outreach efforts to
inform groups that do not traditionally participate in public meetings. Staff has begun
compiling options and welcomes Council input.
DATE: February 6, 2026
TO: Mayor and Town Council
FROM: Tai Williams, Town Manager
SUBJECT: Town Council Guidelines – Annual Review & Updates
Service as an elected official carries the responsibility of public trust. The decisions made
by the Town Council affect the Town, its residents, and the organization in lasting ways.
While outcomes matter, the process and manner by which decisions are reached are
equally important. Over time, the way the Council conducts its work shapes both its
effectiveness and the quality of its working relationships internally and externally.
The Town Council Guidelines (Attachment A) were originally drafted by the Town
Council in 2003 to support effective governance by articulating values and expectations
for how the Council works with one another, with the public, and with staff. Over time,
the document has evolved into a combination of intentions, behavioral norms, and
references to adopted policies and operating practices. For example, the annual Mayoral
rotation, which is procedural in nature, is embedded deep within the document. This
format worked well under prior leadership that relied on deep institutional knowledge
developed over many years.
As the organization evolves, it has become clear that the current structure of the
Guidelines is less helpful for newer staff and for a Town Manager who, while having long
tenure with the Town, was not directly involved in the development or application of
many of these understandings. In their current form, the Guidelines can blur the
distinction between guidance, expectations, and formal authority.
This discussion item is intended to create greater clarity going forward. Specifically, the
purpose of this discussion is to:
1.Organize the Guidelines to distinguish between three governance areas:
a.Purpose and intent, which articulate shared values and expectations.
b.Rules of conduct and behavioral norms, which guide how Councilmembers
interact with one another, staff, and the public.
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c.Operating Procedures which describe how specific actions or processes are
carried out. This distinction is intended to ensure expectations are clear,
appropriately applied, and easy to understand and implement.
As part of this organizational update, the Guidelines would incorporate adopted
policies and procedures not currently reflected in a consolidated manner,
including but not limited to:
i.Annual Mayoral Rotation (Attachment B).
ii.Proclamations, including procedures for requesting special recognition
(Attachment C):
(1) by the Town Council presented at a Town Council meeting;
(2) by the Town Council *not* presented at a Town Council meeting; and
(3) Certificate of Mayoral recognition.
The first two categories are signed by all five Councilmembers whereas the
third category is signed only by the Mayor.
iii.Flag Display, guided by adopted policy including which flags may be
considered to be raised on an annual basis (Attachment D).
iv.Town Council Meeting Procedures, which will be updated consistent with
direction provided by the discussion related to implementation of SB 707.
The current meeting procedures are included Attachment E for reference.
2.Seek Council feedback on several specific governance questions that have been
raised over the past year. Council direction would be included in the updated
Guidelines, as appropriate:
a.Role of the Mayor during public hearings. When questions arise from the public,
should responses be handled based on each Mayor’s preferred meeting style, or
should there be a more consistent approach across meetings?
The Council may also wish to consider a hybrid approach, including when it may be helpful
for staff to clarify responses as needed.
b.Role of Councilmember liaisons to advisory commissions. For clarity, is the
liaison role intended to be primarily observational and informational, or should
Councilmembers actively participate in discussion and provide feedback?
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The Council may wish to consider that liaison input can be perceived differently depending
on the commission, topic, or context. It may at times be welcomed as helpful guidance or,
in other instances, viewed as unduly influential.
c.Attendance at non-Town Events: How should the Council approach attendance
at private or invitation-only events when all Councilmembers are invited, but the
event is not a duly noticed meeting?
This discussion is intended to consider public perception and whether there is shared
comfort among Councilmembers regarding how such participation may reasonably be
viewed by an outside observer.
d.Shared Discretionary Costs: How would the Town Council like to handle shared
or discretionary costs associated with Council activities? What steps, if any, should
be agreed upon in advance before such costs are incurred?
This discussion is intended to promote transparency and shared understanding regarding
financial or time commitments, and to clarify what, if any, steps should be agreed upon in
advance before such commitments are made.
e.Business Reimbursement Policy: Government Code Section 53232.2, enacted as
part of Assembly Bill 1234 and effective January 1, 2006, governs expense
reimbursement for local agency officials. The area generating the most questions
for those traveling is meal reimbursement.
In light of inflation and regional variation in travel costs, the Council may wish to consider
aligning the Town’s per diem rates with those established by the U.S. General Services
Administration (GSA), used by many cities and state agencies to provide administrative
simplicity, as the GSA provides annual updates that reflect regional cost differences.
RECOMMENDATION
Consider the information and direct staff to update the Town Council Guidelines to:
a.Reaffirm Town Council Guidelines and re-organize as described in Section 1.
b.Confirm 2026 Mayoral Rotation (Attachment B)
c.Provide direction on governance questions in Section 2.
Attachments
A – 2025 Town Council Guidelines
B – Annual Mayoral Rotation
C - Proclamation Guidelines (updated 2021)
D – Outdoor Flag Policy
E – Town Council Rules of Procedures (Reso 42-2018)
TOWN COUNCIL GUIDELINES
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PURPOSE
These Town Council Guidelines were initially drafted by the Town Council in 2003, for
the purpose of establishing parameters that would be used to guide Council conduct and
support positive governance. The efficacy of these ground rules is entirely dependent
upon the personal commitment made by each council member. These Guidelines are
revisited and reviewed annually by the Town Council to allow for discussion of changes
or updates that the Council feels may be warranted.
I. GROUND RULES
The Town Council will follow four basic ground rules in order to work effectively
together on an ongoing basis:
1.Keep focused!
2.Use inquiry vs. judgment - hear all points!
3.Be respectful of one another
4.Focus on issues not people
II.VALUES
The top three values identified by the Town Council are:
1.Honesty, Integrity, Trust, Ethics
2.Leadership/Clear Direction/Vision
3.Fiscal Responsibility
III. EXPECTATIONS, NORMS & COMMITMENTS
A. For meetings:
1.Be prepared; read the packet thoroughly before the meeting.
2.Ask questions or provide questions of staff in advance of the meeting so staff
can prepare.
3.Give credit and positive feedback.
4.Challenge issues rather than personalities; don’t criticize fellow council
members.
5.Be mindful of negative body language; eye rolling; audible sighing.
6.Give speakers three minutes without responding; make sure due attention is
given. Show respect.
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7.Keep feedback constructive.
8.At meetings, disclose information that you have that is relevant.
9.Avoid the following:
a.surprises d.personal attacks
b. grandstanding e.condescending/sarcastic tone
c.side conversations f. emotional escalation
10.The Town Manager will manage the agenda process. Councilmembers may
request placement of items on the agenda, but only the Town Council may
direct placement of items. Video recordings of public meetings constitute a
public record and cannot be edited.
11.Each councilmember has the opportunity to be heard and to present their
respective views. Once a matter has been discussed and the Town Council
renders a decision (vote taken), that decision becomes the Town Council
position. It is expected that individual councilmembers will respect this
process and represent individual decisions that have been made by the full
Town Council to the community and elsewhere as appropriate, regardless
of their individual views.
12.To facilitate quality video recording for public meetings:
a.make sure that your microphone is turned on and speak directly into
the microphone.
b. be mindful of verbal and non-verbal communication.
13.At the conclusion of study sessions or regular meetings, the Town Council
will summarize and clarify direction (action items/next steps).
B. In General:
1.When invited to meet with a constituent or advocate to discuss a specific
issue or project, inform the Town Manager and encourage the constituent
or advocate to meet with all councilmembers to provide similar
information.
2.In situations where conflicts arise that impede the function of the Town
Council, councilmembers will attempt to resolve issues on a one-on-one
basis. Depending upon the circumstances, it may also be appropriate for
the Town Manager to facilitate resolution among the affected members.
C. When dealing with the Town Manager and staff…
1.Treat staff as professionals; don’t publicly criticize an individual staff
member.
2.The Town Council takes action as an elected body, rather than
individually. Allow staff to handle administrative functions and limit
individual requests for staff support.
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3.When interacting with the Town staff, remember:
a.Staff may be contacted for the purpose of asking questions or seeking
information (asking). Whenever possible, direct questions to
department heads or senior staff.
b.Work requests or assignments should only be directed to the Town
Manager (directing).
c.Comments or concerns regarding staff should be directed to the Town
Manager in private.
4.As an individual council member, do not ask the Town Manager to do
something that is contrary to the direction of the Town Council.
5.Do not draw staff members into disagreements among councilmembers.
6.Do not solicit political support from staff or involve staff in any political
activity.
7.Try to give credit and positive feedback (on behalf of the Council).
8.When dealing with the press, the public or anyone external to the Town
government, staff’s role is to communicate the policy, direction or action
determined by the Town Council. Staff does not speak for the Town
Council, nor will the staff speculate as to what action the Town Council may
take on any issue or subject.
9.Staff occasionally conducts or attends working meetings that
councilmembers are not invited to attend due to the nature of the meeting
(e.g. - meetings to discuss development proposals and/or conditions and
special event wrap-up meetings). Should other meeting participants invite
a member of the Council, that councilmember should talk to the Town
Manager before attending.
(Please refer to Attachment A for additional material describing the roles of the Town
Council and Town staff)
D. When dealing with media and public…
1.State your view, avoid repeating a reporter's terms.
2.Try to speak in sound bites.
3.Clarify the position: "the Town's decision is….", "my opinion is…."
4.Once a decision is made, don't discredit the decision, or criticize your
colleagues for having made it. Also, don't influence the media to.
5.Identify issues where it may be appropriate to develop a “party line” for
presentation to the press or public to assure that a consistent message is
delivered, and key points are covered.
6.Inform the Town Manager when you've spoken to the media.
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E. When representing the Town in other forums…
1.Present and support decisions or positions made by the full Town Council
– e.g. "the Town Council's position is X, and this issue been decided."
2.If you are presenting a personal point of view or opinion, make it clear: "the
Town Council hasn't discussed or decided this issue, my opinion is Y."
3.When appointed to or assigned a sub-committee, committee, or liaison role,
councilmembers are representing the Town rather than themselves.
4.Make sure to distinguish between political activity and Town business.
5.If invited to attend a function as a Town representative, don't campaign.
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
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each new councilmember received (highest # of votes goes first, etc.)
Incumbent councilmembers move up by a number of years equivalent
to the number of new councilmembers elected (i.e. 2 new members
means that the others move up 2 years).
8.Provides direction to the Town Manager on use of the annual ‘Mayor’s
Discretionary Fund’, which is intended to be used for a public
improvement, program, or event that is located within the town, and
accessible to the general public.
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.
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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
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ATTACHMENT A
(This material has been assembled from various sources and is provided to the Town Council
for information purposes).
ROLES & RESPONSIBILITIES OF TOWN COUNCIL, TOWN MANAGER &
TOWN STAFF
The degree to which policy and administration mix in a given community can
sometimes become an issue. There is no clear demarcation between the two – but
there is the need for everyone involved to be cognizant of roles. The opportunity to
periodically revisit this subject provides an opportunity to ask questions, address
issues and better define the process for the Town Council and the Town Manager.
As the elected body who represents the community, the Town Council must be able
to communicate the vision of the Town and set the tone. The Town Manager and staff
are responsible for seeing that the vision is carried out.
A. Role of the Town Council:
1.Representational: The Town Council is directly accountable to constituents.
The Town Council must balance individual and group demands with the needs
of the entire community.
2.Governmental: The Town Council makes policy, adopts legislation,
establishes/adopts budgets and adjudicates issues. The Town Council sets the
mission and goals for the organization. They explain and promote programs.
Individual council members are expected to:
a.Interact with constituents
b.Serve on Town Council sub-committees
c.Serve in a liaison role
d.Attend public events and ceremonies
3.Financial Oversight: The Town Council adopts an annual operating and
capital budget and is responsible for appropriating funds and approving
contracts pursuant to Town policy. The Town Council adopts an investment
policy and assures adherence to that policy.
4.Intergovernmental: Council members represent the Town on various
intergovernmental and regional boards.
5.Supervisorial: The Town Council appoints and evaluates the Town Manager
and City Attorney, as well as advisory commissions and boards.
6.Business Management: Council members sit as members of the Financing
Authority and Civic Improvement Corporation.
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B. Role of the Town Manager:
1.Communication: The Town Manager must develop a rapport with council
members through maintaining frequent contact with each member. The Town
Manager must provide equal information to each member and provide early
warning on problems.
2.Policy Implementation: The Town Manager assists the Town Council in
identifying and focusing on goals. The Town Manager is responsible for
interpreting policies set by the Town Council for staff and making sure Town
Council intent is implemented after a decision is made.
3.Professionalism: The Town Manager (through the Town staff) is responsible
for:
a.Providing professional recommendations and making sure that all viable
options are presented for Town Council consideration.
b.Maintaining a professional position despite political pressure.
c.Providing good customer service and follow-up.
4.Organizational: The Town Manager is responsible for developing leadership
abilities among the staff, building a decisive and responsive management team
and holding staff accountable for results. The Town Manager is also expected
to maintain good relationships with employee groups.
5.Foster Teamwork: The Town Manager fosters teamwork with the Town
Council by becoming knowledgeable on key issues that are important to the
Town Council, expressing views and providing perspective to the Town
Council on key issues. The Town Manager can also coach council members
and help to refine their skills, and buffer the Town Council when appropriate.
6.Financial Stewardship: The Town Manager submits an annual budget for
Town Council consideration and is responsible for keeping the Town in sound
financial condition.
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ATTACHMENT B
Events and Activities Qualifying for Reimbursement
Government Code Section 53232.2(b) requires that each local agency adopt a written
policy specifying the types of events or activities qualifying for reimbursement of
expenses. Following is a list of events and activities for which the Town Council
may expend Town funds or seek reimbursement:
1.Attending educational seminars or conferences designed to improve
officials’ skill and information levels regarding municipal governance;
2.Participating in and attending meetings of regional, state and national
organizations whose activities affect the Town’s interests (including, but not
limited to, the League of California Cities, the National League of Cities, the
U.S. Conference of Mayors and the Contra Costa Mayors’ Conference);
3.Meeting with representatives of regional, state and national government to
present information or testimony related to proposed or pending legislation
or administrative actions that may impact the Town and its operations;
4.Attending functions of local civic or community organizations where there
is a clear nexus between the event and the official’s function or job, i.e., not
purely social events;
5.Attending meetings, seminars or similar functions regarding economic
development or attracting or retaining businesses to the Town where there
is a clear nexus between the event and the official’s function or job and the
event is consistent with Town policy; and
6.Any other event or activity related to the public official’s duties and
approved in advance by the Town Council at a public meeting.
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TWENTY WAYS TO OFFEND TOWN COUNCIL COLLEAGUES
The responsibility for the effectiveness and success of an elected body ultimately lies
with the members of that body. If you don’t really care about working cooperatively
with your colleagues, here are some surefire ways to agitate them:
1.Attempt to dominate meetings.
2.Cut off statements of colleagues.
3.Magnify errors of colleagues.
4.Make fun of colleague’s statements.
5.Tell colleagues they are wrong.
6.Insist upon pontificating.
7.Appeal directly to the audience.
8.Amend a motion and then don’t vote for it.
9.Don’t show up at scheduled events.
10.Request a special meeting or meeting time and fail to attend.
11.Commit to a position before the meeting.
12.Take individual credit for group accomplishments.
13.Fail to actively listen to colleagues.
14.Pressure colleagues to take a position before the meeting.
15.Pack the meeting for pressure purposes.
16.Violate a colleagues’ confidence.
17.Covertly use the media to achieve your agenda.
18.Force a vote on a key issue before the group is ready.
19.Criticize staff in public.
20.Fail to prepare for meetings.
Excerpted from the “Elected Officials Little Handbook.”
DANVILLE MAYORAL ROTATION
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Excerpt from the Town Council Guidelines:
2026 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:
2026 - Newell Arnerich
2027 - Robert Storer
2028 - Karen Stepper
2029 - Mark Belotz
2030 - Renee Morgan
d.If one new councilmember is elected or appointed, they are placed at the end of
the rotation and incumbent members move up one year.
e.If more than one new councilmember is elected, they are placed at the end of the
rotation in an order determined by the number of votes that 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).
PROCEDURES REGARDING REQUESTS
FOR SPECIAL RECOGNITION
The Town may receive requests for special recognition via the public or the Town
Council. Requests may include proclamations, designating a day in someone’s honor,
months, or presentation of a Key to the Town. These requests may be considered in
connection with individuals and/or organizations who are Danville residents or Danville
based. All such requests should be directed to the Town Manager’s office for review,
approval and processing as spelled out below.
PROCLAMATIONS
Section 1: General Criteria for consideration of a Town Proclamation:
Requests must:
A. Fall into the broad category of “promoting the public good,” as part of the
mission of local government.
B. Be consistent with Danville’s role as a local government agency responsible to
the citizens of the Town; and represent a purpose upon which Town Council
action is appropriate or necessary.
1.Recognize individual Danville citizens or Danville-based organizations
whose extraordinary contributions and achievements have community -
wide significance;
2.Call public attention to a significant community event, service, or program
in support of a Danville based non-profit; (e.g., Discovery Counseling
Center – Alcohol Awareness Month)
3.Requests for proclamations received in support of non-profit organizations
based outside of Danville may be considered if the organization has a broad
reach on Danville citizens and the local community (e.g., cancer awareness,
hospice, parks, and recreation month, etc.).
4.Recognize community services provided to the Town of Danville at the
request of county and/or state government agencies. (e.g., National Red
Cross Month)
C. Not be political in nature; or generate demands to provide “equal time” to interests
or organizations whose views may be contrary to the organization making the
request.
D. Not be issued as marketing, advertisement, or commercial promotion of a for-
profit business.
E. Not be inconsistent with previous policy or past actions taken by the Town
Council.
2
Section 2: Types of Proclamations
Proclamations may fall into one of three categories:
A. Proclamations that are requested for placement on a regular Town Council
Agenda
B. Proclamations that are not requested for placement on a regular Town Council
Agenda; and
C. Certificates of Mayoral Recognition
A determination as to the appropriate category for a proclamation request shall be made
by Town staff and may involve consultation with the Mayor if appropriate.
A. Proclamations that are requested for placement on a regular Town Council
Agenda
These proclamations meet all identified criteria and are presented as part of a regular
Town Council meeting under “Presentations and Proclamations”. These proclamations
are signed by the entire Town Council. Proclamations may include requests to proclaim
weeks or months in honor of certain specific causes.
B. Proclamations that are not requested for placement on a regular Town Council
Agenda
These are proclamations that are not requested for placement on a regular Town Council
Agenda (e.g., Operation Welcome Home, Eagle Scout). This determination may be made
by staff, or upon consultation with the Mayor. These proclamations shall contain the
signatures of all five council members, either via original signature, or if constrained by
time, via electronic signature. A copy of the proclamation shall be provided to all five
members of the Council so that all members are aware of all proclamations.
C. Certificates of Mayoral Recognition
A Certificate of Recognition is similar in appearance to a proclamation but is less
formal. Certificates of Recognition are issued at the discretion of the Mayor and signed
by the Mayor. Individual Councilmembers may request through the Mayor that a
Certificate be prepared and issued. Certificates of Recognition are used to acknowledge
an individual or group achievements, contributions to the community, or to recognize a
noteworthy event or occasion (e.g., celebrating a 100th birthday; 50th wedding
anniversary, recognizing a local business for a specific achievement ). A copy of all such
certificates shall be provided to all five members of the Council so that all members are
aware of all such certificates.
3
Section 3: Requesting a Proclamation
Danville residents may request a proclamation through Danville Connect or via e-mail to
Diane Friedmann, dfriedmann@danville.ca.gov. All proclamation requests require
completing a “Request for Proclamation” form or, in the case of an Eagle Court of Honor,
an Eagle Court Questionnaire.
Approximately three weeks are required to receive and process a proclamation request
to completion. If a resident requests placement of a proclamation on a specified Town
Council meeting date, the Town Manager’s staff will make every effort to accommodate
the request. Residents will be informed that Town Council meetings are held on the
1st and 3rd Tuesday of each month, except for January and August when the Town
Council meets once per month. The Town Council dates and times are available on the
Town website. (www.danville.ca.gov). This also applies to requests asking the Town to
mail proclamations.
When a proclamation has been prepared and placed on a town council agenda, a follow-
up proclamation e-mail is sent to the resident containing the following information:
•Date the proclamation has been placed on the Town Council agenda
•Town Council meeting start time and location.
•Request for the name, title and organization of the person who will be accepting the
proclamation at the Town Council meeting.
HONORARY DAYS AND KEYS TO THE TOWN
A Proclamation or Certificate of Mayoral Recognition may be used to proclaim an
honorary day for an individual or organization to commemorate a significant personal
or professional achievement (i.e., a 100th birthday, a retirement, etc.).
The Town Council or the Mayor, in their discretion, may also present the recipient with
a Key to the Town. This recognition may be appropriate in circumstances that include,
acts of heroism, meritorious service, or other types of outstanding community service,
significant athletic or academic achievements, or other actions deemed worthy by the
Town Council.
The Mayor shall inform all members of the Council when either of these honors are
bestowed.
The supply of Keys to the Town shall be maintained by Town staff. Any mayor wishing
to present a key shall obtain the key from staff. So that the Town can track the supply of
keys and determine when additional supply is required.
Attachment A – Proclamation Form
Attachment B – Eagle Court of Honor Questionnaire
ADMINISTRATIVE STAFF REPORT 7.1
TO: Mayor and Town Council June 16, 2020
SUBJECT: Resolution No. 46-2020, adopting an Outdoor Flagpole Display Policy; and
Resolution No. 47-2020, approving the display of the Rainbow Flag during
the month of June
BACKGROUND
The Town of Danville's unwritten practice has been to fly the American and California flags
at all Town facilities equipped with one or more flagpoles (these facilities are the Town
offices, the Library/ Community Center, the Veterans Memorial Building and the Town
Meeting Hall). In addition, the Town flies the POW/MIA flag at flagpoles located at the
Veterans Memorial Building and the All Wars Memorial at Oak Hill Park.
The Town of Danville does not have a policy addressing the display of commemorative flags
at Town facilities. In light of requests to display the Rainbow flag as part of Pride Month,
the Town Council requested information regarding how such policies work, particularly
whether allowing some commemorative flags means that the Town would need to allow all
requests for such flags. The Town Council discussed this item at a public study session on
March 10,2020 and directed staff to prepare a draft policy for consideration.
DISCUSSION
The display of the United States and California flags is largely governed by federal and state
law. There are also federal and state laws addressing the display of the POW/ MIA flag on
specified dates, but not year-round as the Town has displayed it. The display of other
commemorative" flags is left to the discretion of local jurisdictions, subject only to First
Amendment concerns, because such flags and the messages they convey are considered a
form of speech. Those cities which desire to display commemorative flags have adopted
local policies declaring that the city's flagpoles are "non-public forums," meaning that they
are not intended to serve as a forum for anyone other than the city itself to speak. Under
the government speech doctrine, the government itself may "speak" or express opinions
without creating a public forum where others may demand the right to display a flag.
The draft policy attached to this report is modeled on those adopted by other cities
throughout the Bay Area and includes the following elements:
The policy addresses the display of the flags of the United States, California, and the
Town (the Town does not currently display the Town flag on outdoor flagpoles but
plans to do so in the future).
The policy identifies that the POW/ MIA flag shall be flown at the Veterans Memorial
Building and the All Wars Memorial whenever the United States flag is flown,
consistent with longstanding practice.
The policy states that commemorative flags are "an expression of the Towri s official
sentiments" and their display must be requested by a member of the Council itself.
This requires approval by adoption of a resolution.
The policy states that any commemorative flag shall be flown for no longer than 31
days and shall be flown only at the Library/ Community Center flagpole. At the
March 10 Council study session, this location was identified as the most appropriate.
Consideration of Request to display the Rainbozn Flag for the month of June
As indicated above, the Town has received several requests to display the Rainbow flag for
the month of June in recognition of LGBTQ Pride Month. At the Council's March study
session to discuss the flag policy, several members of the Council asked to have this request
considered by the Council if a policy was adopted allowing such flags. Those requests
satisfy the requirement of the draft policy to have the item requested by a member of the
Town Council. Given the delay in bringing the flag policy itself to the Council for action
and the fact that June is Pride Month, both resolutions are being presented at the same time.
If the Council adopts a flag policy allowing for commemorative flags, the Council may then
consider the request to display the Rainbow flag. The proposed resolution contains findings
outlining what Pride Month and the Rainbow flag represent.
PUBLIC CONTACT
Posting of the meeting agenda serves as notice to the general public.
FISCAL IMPACT
None.
Flag Policy 2 June 16, 2020
RECOMMENDATION
Adopt Resolution No. 46-2020, adopting an Outdoor Flagpole Display Policy; and, adopt
Resolution No. 47-2020, approving the display of the Rainbow Flag during the month of
June.
Prepared by:
z6e4r---. e-:(—
Robert B. Ewing
City Attorney
Attachments: A -Resolution No. 46-2020
Exhibit 1 - Town of Danville Flag Policy
B -Resolution No. 47-2020
Flag Policy 3 June 16, 2020
DocuSign Envelope ID: A3C6D5E8-FIEF-4974-B6CD-4227D55352F1
RESOLUTION NO. 46-2020
ADOPTING AN OUTDOOR FLAGPOLE DISPLAY POLICY
WHEREAS, the Town of Danville displays the United States Flag, the California State
Flag and the POW/ MIA Flag on various Town -owned flagpoles; and
WHEREAS, the Town does not have a written policy regarding the display of such flags
or the display of any commemorative flags on Town -owned flagpoles; and
WHEREAS, the Town Council desires to establish a flagpole policy for the outdoor
display of flags on Town -owned flagpoles, including commemorative flags other than
the United States and California flags, in a manner which does not create a public forum;
now, therefore, be it
RESOLVED, that the Danville Town Council hereby adopts the Outdoor Flagpole
Display Policy attached hereto as Exhibit 1.
APPROVED by the Danville Town Council at a special meeting on June 16, 2020 by the
following vote:
AYES:
NOES:
ABSTAINED:
ABSENT:
kJ •
APPROVED AS TO FORM: ATTEST:
F
DocuSigned by:
Fwd
CITY ATTORNEY CITY CLERK
ATTACHMENT A
DocuSign Envelope ID: A3C6D5E8-F1EF-4974-B6CD-4227D55352F1
TOWN OF DANVILLE
OUTDOOR FLAGPOLE DISPLAY POLICY
The Danville Town Council hereby establishes a flagpole display policy regarding: 1) the
outdoor display of the flags of the United States, the State of California, the Town of
Danville, and the National League of Families POW/MIA flag on flagpoles at Town -
owned facilities; and 2) the outdoor display of commemorative flags on flagpoles at
Town -owned facilities.
In adopting this policy, the Town Council declares that the Town's flagpoles are not
intended to serve as a forum for free expression of the public, but rather for the display
of Federal, State, and Town Flags, and any commemorative flag as may be authorized by
the Town Council as an expression of the Town Council's official sentiments. The
purpose of this flagpole policy is to provide procedural guidance for the outdoor display
of flags on Town -owned flagpoles.
Policy
Standards.
Flags shall be displayed in accordance with Federal and State statutes, including, but not
limited to, Title 4, Chapter 1 of the United States Code; Sections 430 through 439 of the
California Government Code; and this policy.
II. Procedure.
A. United States Flag, California State Flag, and Town of Danville Flag
1. When flags are displayed on a single pole, the order from top to bottom shall be:
the United States Flag, the National League of Families POW/MIA flag (where flown, see
Section 13.3 below),the California State Flag, and the Town of Danville Flag.
2. When the flags are flown from adjacent flagpoles, the United States Flag shall be
flown at the highest point of honor, which is either the tallest flagpole or the flagpole the
furthest to the left from the standpoint of the observer. The California State Flag shall be
placed in the second position of honor. The Town of Danville Flag, if displayed, shall be
placed in the third position of honor.
3. Where both the United States Flag and the California State Flags are flown, they
shall be of the same size. No flag displayed shall be larger than the United States Flag.
4. Flags shall be displayed during operating hours on all days on which the Town is
open for business, and on national and state holidays, at a minimum. Flags may be
displayed twenty-four (24) hours a day so long as they are illuminated during darkness.
EXHIBIT 1
DocuSign Envelope ID: A3C6D5E8-F1EF-4974-B6CD-4227D55352F1
B. Commemorative Flags
1. The Town's flagpoles are not intended to serve as a forum for free expression by
the public. The Town shall display commemorative flags only if authorized by the Town
Council as an expression of the Town's official sentiments. Any such authorization shall
be given at a duly noticed meeting of the Town Council. The Town Council shall only
consider a request to display a commemorative flag if the request is made by a member
of the Council.
2. The National League of POW/MIA Families flag shall be flown at the following
locations at all times when the United States Flag is flown: the Veterans Memorial
Building and the All Wars Memorial at Oak Hill Park.
3. Commemorative flags (other than the POW/MIA flag) shall be displayed
exclusively on the flagpole at the Town Library/ Community Center. They shall be
displayed for a period of time that is reasonable or customary for the subject that is to be
commemorated, but generally no longer than thirty-one (31) continuous days. Such flags
shall be displayed in the last position of honor.
DocuSign Envelope ID: 6A1A95A4-7E48-4AC4-8533-808FC4FDA5F9
RESOLUTION NO. 47-2020
APPROVING THE DISPLAY OF THE RAINBOW FLAG DURING THE
MONTH OF JUNE
WHEREAS, the Town of Danville has a diverse Lesbian, Gay, Bisexual, Transgender and
Questioning ("LGBTQ") community, whose members live, attend school and work in
Town: and
WHEREAS, the Town of Danville is committed to supporting visibility, dignity and
equity for all members of the community and preventing discrimination and bullying
based on sexual orientation and gender identity; and
WHEREAS, June has become a symbolic month in which the LGBTQ community and
supporters come together in various celebrations of pride, with cities across the country
recognizing and celebrating June as LGBTQ Pride Month; and
WHEREAS, on June 2, 2020, the Danville Town Council presented a proclamation
declaring June 2020 as LGBTQ+ Pride Month in Danville; and
WHEREAS, the Rainbow flag has been recognized since the 1970s as a symbol of LGBTQ
pride; and
WHEREAS, the Town has adopted a policy regarding the display of commemorative
flags on Town -owned outdoor flagpoles which allows individual councilmembers to
request that commemorative flags be displayed or flown as a means of reflecting the
Town's viewpoint; and
WHEREAS, members of the Town Council have requested that the Town Council
approve the flying of the Rainbow Flag for the month of June to further symbolize the
Town's official recognition of June as LGBTQ Pride Month and to symbolize the Town's
viewpoint in celebrating the diversity of and support for the Towri s LGBTQ community;
now, therefore, be it
RESOLVED, that the Danville Town Council approves the display of the Rainbow Pride
Flag for the month of June in a manner consistent with the Town's Outdoor Flagpole
Display Policy.
ATTACHMENT B
DocuSign Envelope ID: 6A1A95A4-7E48-4AC4-8533-808FC4FDA5F9
APPROVED by the Danville Town Council at a special meeting on June 16, 2020 by the
following vote:
AYES:
NOES:
ABSTAINED:
ABSENT:
MAYOR
APPROVED AS TO FORM: ATTEST:
DocuSigned by:
neD.
aC40ADBF4BF...
CITY ATTORNEY CITY CLERK
PAGE 2 OF RESOLUTION NO. 47-2020
RESOLUTIONNO422018AMENDINGTHEDANVILLETOWNCOUNCILRULESOFPROCEDUREWHEREAStheDanvilleTownCouncilhasadoptedRulesofProcedurewhichgoverntheconductofTownCouncilmeetingsandWHEREASthoseRulesofProceclurehavebeenreviewedandamendedasnecessaryandappropriateovertheyearsthemostrecentarnendmentbeingin2000andWHEREAStheTownCouncillequestedareviewoftheRulesofProcedurewhichreviewwascompletedbyTownstaffandWHEREAStheproposedamendmentstotheRulesofProcedureaddresschangesinstatelawchangesintechnologyandchangesincouncilpracticenowthereforebeitRESOLVEDthattheTownCouncilamendstheTownCouncilRulesofProcedureasshowninattachedExhibit1tothisresolutionAPPROVEDbytheDanvilleTownCouncilataregularmeetingonApril172018bythefollowingvoteAYESArnerichBlackwellMorganStepperStorerNOESNoneABSTAINEDNoneABSENTNoneAPPROVEDASTOFORMATTESTCITYATTORNEYCITYR
DANVILLETOWNCOUNCILRULESOFPROCEDURE1REGULARMEETINGSuTimeRegularmeetingsoftheTownCouncilshalltypicallybeheldonthefirstandthirdTuesdaysofeachmonthatthehourof730pmTheTownCouncilshallnotscheduleregularmeetingsuponadaydesignatedasaholidayoranelectiondayTheTownCouncilshallannuallysetthedatesforallregularmeetingsforthesucceedingyearbyresolutionbPlaceAllregularmeetingsoftheTownCouncilshallbeheldintheplacedesignatedbyordinancePublicAllmeetingsoftheTownCouncilshallbeopentothepublicprovidedhowevertheTownCouncilmayholdclosedsessionsasprovidedbythelawsoftheStateofCalifornia2STUDYSESSIONSTheTownCouncilshallmeetinastudysessiorytypicallyonthesecondTuesdayofeachmonthThesemeetingsshalltypicallybeginat900amandbeheldattheTownOfficesat5L0LaGondaWuyTheTownCouncilshallannuallysetthedatesforallstudysessionsforthesucceedingyeñbyresolutionStudysessionsshallbeopentothepublicandagendasshallbepostedasrequiredbytheRalphMBrownActtheBrownActStudysessionsshallbeheldtoallowtheTownCounciltoconsidertopicsforpossiblefutureactionortogatherinformationontopicsofinteresttotheTownNoactionshallbetakenonitemsappearingonastudysessionagenda3AGENDAREVIEWTheMayorandoneCouncilmemberrotatingmonthlywillattendtheagendareviewmeetingat830amintheTownOfficesonthedayofeachregularlyscheduledTownCouncilmeetingThepurposeofthismeetingistoreviewtheagendaandmeetingpacketwiththeTownManagerCityAttorneyandreportauthors4SPECIALMEETINGSAspecialmeetingmaybecalledinaccordancewiththeprovisionsoftheBrownAct1RevisedApril172018EXHIBIT1
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8Communications9PublicHearings10AdministrativeStaffReports1lInformationalStaffReports12CouncilReports13AdjournmentTheCityClerkshallmarkwiththewordConsentthoseitemsontheagendaregardingwhichitcanreasonablybeexpectedthattherewillbenodiscussionbymembersoftheTownCounciltheTownstafforinterestedpersonsintheaudienceTheTownCouncilshallconsideralloftheitemsontheagendamarkedconsentatonetimebyvoteafteramotionhasbeendulymadeandsecondedIfanymemberoftheTownCouncilorTownstafloranyinterestedpersonintheaudiencerequeststhataconsentitemberemovedfromthelistofconsentitemssuchitemshallbetakenupforconsiderationanddispositionintheorderinwhichitislistedontheagendaCitizensmayaddresstheTownCouncilonmattersnotcontainedontheagendaduringtheportionoftheagendadesignatedFortheGoodoftheTownTheTownCouncilshallnottakeanyactionduringthisportionoftheagendaAmajorityoftheTownCouncilmayorderthatamatterraisedduringtheFortheGoodoftheTownportionbeplacedontheagendaofasubsequentmeetingforconsiderationandactionbytheTownCouncil72READINGOFMINUTESUnlessthereadingoftheminutesofaTownCouncilmeetingisrequestedbyamemberoftheTownCouncilsuchminutesmaybeapprovedwithoutreadingiftheCityClerkhaspreviouslyfurnishedeachmemberwithacopythereofRegularmeetingsoftheTownCouncilshallberecordedbytheCityClerkwhoshallretaintherecordsforfiveyearsfollowingthemeetingatwhichtheywererecordedTheaudioandvideorecordingsshallconstituteasupplementtotheCityClerkswrittenminutes13uRULESOFDEBATEOfficerMaTheMayororsuchothermemberoftheTownCouncilasmaybepresidingmaymovesecondanddebatefromtheChairsubjectonlytosuchlimitationsofdebateasareimposeduponallmembersTheMayorshallnotbedeprivedofanyoftherightsandprivilegesofaCouncilmemberbyreasonofactingasthePresidingOfficerbGettingtheFloorEverymemberdesiringtospeakshalladdresstheChairanduponrecognitionbythePresidingOfficershallconfineremarkstothequestionunderdebate4RevisedApril172018
InterruptionsAmemberoncerecognizedshallnotbeinterruptedwhenspeakingunlessitbetocallthatmembertoorderorashereinotherwiseprovidedIfamemberwhilespeakingbecalledtoorderthemembershallceasespeakinguntilthequestionoforderbedeterminedandifinordershallbepermittedtoproceeddMotiontoReconsiderAmotiontoreconsideranactiontakenmayonlybemadeatthemeetingatwhichtheactionwastakenoratthenextsucceedingregularmeetingoftheTownCouncilAmotiontoreconsideranyactiontakenbytheTownCouncilmaybemadebyamemberoftheprevailingsidebutmaybesecondedbyanymemberandmaybemadeatanytimeandhaveprecedenceoverallothermotionsorwhileamemberhastheflooritshallbedebatableRemarksoftheCouncilmemberACouncilmembermayrequestthroughthePresidingOfficertheprivilegeofhavinganabstractofhisstatementonanysubjectunderconsiderationbytheTownCouncilenteredintotheminutesIftheTownCouncilconsentstheretosuchstatementshallbeenteredintotheminutesÐRulesofOrderExceptasotherwiseprovidedinthisresolutionthecurrenteditionofRobertsRulesofOrdershallgoverntheconductofthemeetingoftheTownCouncilGContinuanceAnyitemontheagendamaybecontinuedtoasubsequentmeetingbyamajorityvoteofthosememberspresentandeligibletovoteonthematter74ADDRESSINGTHECOUNCILAnypersondesiringtoaddresstheTownCouncilonanitemappearingontheagendamustobtainrecognitionbythePresidingOfficeruWrittenWrittencommunicationsshallbedeliveredtotheCityClerknolaterthan500pmontheWednesdayimmediatelyprecedingtheregularTownCouncilmeetingforwhichthewrittencorrununicationisintendedinordertobeincludedinthemeetingpacketIntheeventthatmaterialsrelatedtoanyitemontheagendaarereceivedbytheTownaftertheagendaispostedtheCityClerkshallmakethemavailabletotheTownCouncilandthepublicasrequiredbyGovernmentCodeSection549575AsrequiredbythatstatutetheplacewheresuchrecordsmaybeviewedbythepublicshallbetheTownOfficesat510LaGondaWaybVerbalCommunicationsInterestedpersonsintheaudienceortheirauthorizedrepresentativesmayaddresstheTownCouncilbyverbalcommunicationsonanymattersoverwhichtheTownCouncilhascontrolUnlessotherwisemodifiedbytheMayorasprovidedforinSection5aboveeachspeakershallbelimitedtothreeminutesperitemonwhichtheyaddresstheTownCouncil5RevisedApril172018
HandoutsAudiovisualPresentationsMembersofthepublic maybringprintedoraudiovisualmaterialstopresentfortheCouncilsconsiderationItisrequestedthatforanyprintedmaterialsaminimumofeightcopiesbeprovidedtotheCityClerkfordistributiontotheTownCouncilInordertoensurecompatibilityandsecuritywiththeTownssystemsanyaudiovisualpresentationshouldbeemailedtotheCityClerkatleast24hourspriortotheTownCouncilmeetingSpeakersbringingaudiovisualpresentationstotheCouncilmeetingmayalsohanddelivertheirpresentationinanacceptablefileformatonaUSBflashdrivetotheCityClerknolaterthanL5minutespriortothemeetingDuetopotentialerrorsintechnologyorcompatibilitytheTowncannotguaranteethatpresentationswillbefunctionalontheTownsequipmentInadditiontimespentsettingupthepresentationoncethespeakeriscalledshallcounttowardsthespeakersallottedtimePrintedhandoutsarehighlyrecoûunendedasabackupAnyprintedoraudiovisualpresentationsshallbecomeapartofthepublicrecordandshallberetainedbytheCityClerkInordertoensurethisifthespeakerdoesnotprovideacopyofthepresentationtheCityClerkmayneedtokeepanyflashdrivepresentedatthemeetinginordertomakeacopyafterwhichtheoriginalwillbereturnedtothespeaker15ADDRESSINGTHECOUNCILAFTERMOTIONMADEAfteramotionismadebytheTownCouncilnopersonshalladdresstheTownCouncilwithoutfirstsecuringthepermissionofthePresidingOfficer76MANNEROFADDRESSINGCOUNCILEachpersonaddressingtheTownCouncilshallbeaskedtogivehisorhernameandaddressfortherecordAllremarksshallbeaddressedtotheTownCouncilasabodyandnottoanymemberthereofNopersonotherthantheTownCouncilandpersonhavingthefloorshallbepermittedtoenterintoanydiscussioneitherdirectlyorthroughamemberoftheTownCouncilwithoutthepermissionofthePresidingOfficerNoquestionshallbeaskedaCouncilmemberexceptthroughthePresidingOfficerNoPersonmayaddresstheTownCouncilformorethanthreeminutesunlessthePresidingOfficerallowsmoretime17VOTINGuMembersoftheTownCouncilshallvotebyvoicevoteonallordinancesresolutionsandothermattersunlessarollcallvoteisrequiredbylaworisrequestedbyaCouncilmemberSilenceshallberecordedasanaffirmativevoteThePresidingOfficershallannouncetheresultsofthevoteTheCityClerkshallshowonordinancesandresolutionsthenamesofCouncilmembersvotingAyeandNoAbstainedorAbsent6RevisedApril172018
u bThevoteonanymatterbeingconsideredbytheTownCouncilmaybedelayedbythePresidingOfficeruntilallmembersoftheTownCouncilpresentforameetingandnotexcusedarepresentattheCounciltableAmemberoftheTownCouncilwhohasaconflictofinterestregardinganymatterbeingconsideredbytheTownCouncilshalldeclaretheconflictandexcusehimselforherselffromparticipatingintheTownCouncilsdeliberationsanddecisionregardingthatmatterasrequiredbylaw18ORDERANDDECORUMByCouncilmembersuVhiletheTownCouncilisinsessionthemembersmustpreserveorderanddecorumandamembershallneitherbyconversationnorotherwisedelayorinterrupttheproceedingsorthepeaceoftheTownCouncilnordisturbanymemberwhilespeakingorrefusetoobeytheorderoftheTownCounciloritsPresidingOfficerexceptasotherwisehereinprovidedbBOtherPersonsAnypersonmakingpersonalimpertinentorslanderousremarksorwhoshallbecomeboisterouswhileaddressingtheTownCouncilorwhoshallbyconversationsorotherwisedelayorinterrupttheproceedingsorthepeaceoftheTownCouncilordisturbanymemberwhilespeakingorrefusetoobeytheordersoftheTownCounciloritsPresidingOfficershallbeforthwithbarredbythePresidingOfficerfromfurtheraudiencebeforetheTownCouncilunlesspermissiontocontinuebegrantedbyamajorityvoteoftheTownCouncilEnforcementofOrderandDecorumThePresidingOfficermaydesignateaTownemployeeasSergeantatArmsThePresidingOfficershallcarryoutallordersandinstructionsgivenattheTownCouncilmeetingUponinstructionofthePresidingOfficeritshallbethedutyoftheSergeantatArmsastoanypersonwhoviolatestheorderanddecorumofthemeetingtoremoveandbarsuchpersonfromtheTownCouncilmeetingViolationoftheorderanddecorumofaTownCouncilmeetingisamisdemeanordSmokingSmokingasdefinedinSection722oftheDanvilleMunicipalCodeshallnotbepermittedintheCouncilChambersduringthemeetingsoftheTownCouncil19SPECIALCOMMITTEESAllspecialcommitteesoftheTownCouncilshallbeappointedbythePresidingOfficerwiththeapprovaloftheTownCouncil7RevisedApril172018
20PROTESTSAnyCouncilmembershallhavetherighttohavethereasonsforhisdissentfromorprotestagainstanyactionoftheTownCouncilenteredintotheminutes27TERMSOFTHEMAYORANDVICEMAYORBeginningwiththefirstregularmeetinginDecemberthetermofofficeoftheMayorandViceMayorisoneyearTheelectionorremovalofaMayororViceMayorrequiresthreeaffirmativevotes22ADJOURNMENTAmotiontoadjournshallalwaysbeinorderanddecidedwithoutdebate8RevisedApril172018
DATE: December 18, 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 29, 2025 to December 18,
2025. 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
Do
w
n
t
o
w
n
Diamond Strategic Solutions Service 185 Front St. #108E
Filia Retail 495 Hartz Ave. Apt. C
Kibi’s Cafe Restaurant 21 Railroad Ave.
Oculus Financial Group Service 318 Diablo Road Ste. 150
Oliveri Law Service 199 E Linda Mesa Ave. Ste 3
RateSecure Service 321 Hartz Ave. Ste. 204-E
Talus, Inc. Service 480 San Ramon Valley Blvd.
Unit L
Taverna Sorrentina Restaurant 100 Railroad Ave. #G
Danville Family Therapy Service 425 El Pintado Rd. #168
Grace Notes Music Therapy Service 101 Town and Country Drive
Unit J
The NOW Service 310 Sycamore Valley Rd. W
Coming Soon
Business Name Business Type Address
Do
w
n
t
o
w
n
Gaylor Design Build Service 825 Hartz Way
Get Yours Fitness Service 480 San Ramon Valley Blvd. Ste.
D
Jung Don Katsu Restaurant 120 E. Prospect Ave.
Kit’s Organic Juice Restaurant 442 Hartz Ave.
Promo Dog Inc. Service 355 Hartz Ave. Ste. D
Stem Salon Service 301 Hartz Ave. Ste. 101
Tamahime Restaurant 301 Hartz Ave. #106
Vivaire Wellness Spa Retail 301 Hartz Ave. #107
Chronic Tacos Restaurant 420 Diablo Road
Cuppa Yo Danville Restaurant 730 Camino Ramon Ste. 190
Danville Gas Service 3500 Camino Tassajara
Farnoosh Lak DMD Dental Corp Service 520 La Gonda Way Ste. 204
FreshJu Restaurant 623 San Ramon Valley Blvd.
Indulge Salon Service 510 Sycamore Valley Rd.
Closed
Business Name Business Type Address
Pop Up: The Cashmere Sale
(October 18 - December 17) Retail 444 Hartz Ave.
HERITAGE RESOURCE COMMISSION
REPORT AND SUMMARY- 2025
The Heritage Resource Commission (HRC) is responsible for preserving Danville's
historic resources. Its duties include maintaining the Town's Inventory of Historic
Resources, enforcing the Historic Preservation Ordinance and Design Guidelines,
reviewing applications for alterations to heritage sites, educating citizens about the
Town’s heritage, recommending new heritage designations to the Town Council, and
advising on incentives for renovating and restoring historic properties.
2025 HIGHLIGHTS
• Historic Survey Sub-Committee: Formed to maintain the integrity of the Town's
Survey of Historic Properties. This sub-committee evaluates and recommends
updates to the survey, identifying structures of potential historic significance and
assessing properties for inclusion in the Town Heritage Resource Survey. The
Commission approved a resolution recommending that the Danville Grange Hall at
743 Diablo Road be designated as a Heritage Resource. The Commission approved
an updated Historic Survey in February 2025.
• Public Outreach Sub-Committee: Established to raise awareness about Danville's
history and its historic preservation efforts. A notable achievement is the
development and installation of 24 informational bronze plaques on Town Heritage
Resources, enhancing historical awareness in the community. One new plaque, for
the Danville Livery and Creamery site, was created, installed and officially
designated on December 18, 2025.
• Downtown Historic Walking Tour: The Commission continues to actively work on
adding content to the online walking tour of 34 historic downtown sites. Each site
features professional photos, historical images, and detailed descriptions, making
history accessible through modern technology. The tour has been made available to
the public and the Commission and the Town are actively promoting its use.
WHAT’S AHEAD IN 2026
• The Heritage Resource Commission is poised to extend its outreach efforts with the
creation of a new plaque commemorating the Danville Grange. The Commission
will continue to work to enhance and promote the Town’s online walking tour.
2
• The Commission will review an application to add two residential units to the
existing commercial building located at 300 Diablo Road. The applicant would offer
the dedication of the existing building as a Danville Heritage Resource and will also
ask for a Historic Preservation Incentive Package.
BICYCLE ADVISORY COMMISSION
REPORT AND SUMMARY - 2025
The Bicycle Advisory Commission (BAC) worked with Town staff to review and comment
on bicycle infrastructure projects aligned with the Townwide Bicycle Master Plan. The
following bicycle infrastructure projects were completed or substantially advanced in 2025:
• C-055: Diablo Road Trail: Construction began for a new Class I Shared-Use Path from
Fairway Drive to Mt. Diablo Scenic Blvd. This major trail extension will improve
regional access to Mt. Diablo and support anticipated increases in multi-use trail
traffic. The project is expected to be completed in Winter 2026.
• C-305: Traffic Management Program: The project is currently under construction for
the installation of Rectangular Rapid Flashing Beacons (RRFBs) at five intersections
along the Iron Horse Trail and two additional intersections at Stone Valley
Road/Monte Sereno and Love Lane/Railroad Avenue. The project will be
completed in Spring 2026.
• C-600: San Ramon Valley Blvd. Improvements: Installed Class IIB Buffered Bicycle
Lanes from San Ramon Valley Blvd. to Camino Tassajara, a bike box at the Iron
Horse Trail intersection and bicycle sharrows on Front Street. This project enhances
safety and connectivity along a key east-west corridor.
• 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. The project is currently out
to bid. Construction is expected to begin in Spring 2026.
• 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.
Safety-Focused Spot Improvements – 2026 Implementation Update
The following safety-focused spot improvements will be implemented throughout 2026 to
enhance visibility and detection at key intersections and trail crossings:
2
Video Detection
A major project, supported by multiple funding sources, will continue to install advanced
video detection cameras at most of the 56 signalized intersections in Town. This upgrade
will leave only six intersections requiring future enhancements. These basic systems use
AI-powered object detection to reliably detect vehicles, bicycles, and pedestrians; they also
provide valuable traffic counts and turning movement data for improved signal operations
and planning.
With additional funding, these systems offer future-proof capabilities through over-the-air
software updates, enabling advanced features such as real-time adaptive signal timing,
enhanced safety analytics, V2X connectivity preparation, and priority for vulnerable road
users.
Public Outreach, Education, and Events
The Bicycle Advisory Commission continued to expand and enhance public outreach on
bicycle education and safety. In 2025, the Commission actively participated in:
• Bike to Wherever Day — Attended and promoted safe cycling practices as part of
this popular regional event.
• Bike Festival in San Ramon (as part of the Street Smarts Festival) — Featured a new
focus on various e-mobility platforms, including e-bikes, e-motorcycles (e-moto),
and e-scooters. The Commission engaged the community through interactive
demonstrations, safety information booths, and discussions on responsible use of
these rapidly growing modes of transportation.
The Commission maintained its strong emphasis on e-mobility safety through the ongoing
work of the e-bike/e-scooter public outreach sub-committee. This group continued close
collaboration with Danville staff to:
• Update and promote the public service announcement video on e-bike and
motorized scooter safety.
• Post informational videos on e-bike safety on social media.
These efforts reflect the Commission’s commitment to the “Five E’s” (engineering,
encouragement, education, enforcement, and evaluation) of the Bicycle Master Plan while
addressing the evolving landscape of e-mobility in Danville. The BAC looks forward to
continued implementation of the many corridor and spot improvements planned for 2026.
CODE ENFORCEMENT ACTIVITY 2025
The chart below summarizes the code enforcement activity for the 2025 calendar year.
2025 Summary: All Code Enforcement Cases
Case Type Case Status Subtotal by
Type
# Initiated by
Community
% Initiated by
Community Open Closed
Building 1 26 27 25 93%
Construction 0 4 4 4 100%
Encroachment 0 40 40 40 100%
Fence 0 7 7 5 71%
Home Occupation 1 4 5 5 100%
Noise 0 24 24 23 96%
Nonessential Business 0 1 1 1 100%
Nuisance 0 5 5 5 100%
Other 3 70 73 67 92%
Public Records 1 1 2 0 0%
Screening 3 9 12 12 100%
Signs 0 11 11 11 100%
Tree 0 10 10 10 100%
Zoning 4 10 14 12 86%
Total 13 222
235 220 94% Total Cases 1/1/25 –
12/31/25:
File #Type Name Address Description Status
DP21-0006 R Diamond Construction 359 & 375 West El
Pintado 50-unit senior condominium development.Under Construction
DP21-0010 R Magee Preserve South side of Diablo
and Blackhawk Rds.
Development Plan allowing the development of a 69-unit single
family subdivision on a 410 acre site. Under Construction
DP22-0009 R Borel 3020 Fostoria Way Development Plan for a proposed 16-unit multifamily development
including 124 townhomes and 43 affordable apartment units. Under Construction
DP21-0012 C 212 Front Street Building 212 Front St New 3,395 square foot two-story commercial building combining two
existing parcels.Under Construction
SD 9543 R Ponderosa 2830 Camino Tassajara Major Subdivision to allow for the development of nine single family
homes on a three acre site.Under Construction
DP21-0003 C Diablo Road Self-Storage
Building 344 Diablo Rd Development Plan to redevelop the property with a new 22,847
square foot self-storage building.
Approved/
Demolition
Complete
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.
Under Construction
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
LUP25-0001 C Sloat Materials Yard 1435 San Ramon Valley
Blvd Soils and Material yard to replace Diablo Road facility.Under Construction
DP24-0008 R Darby Plaza 425 El Pintado Rd Preliminary Development application to build a four-story
multifamily senior housing condominium development with 99 units.Approved
DP24-0009 R Sloat Garden Center
(The Ivy) 828 Diablo Rd Development Plan to allow a 105-unit assisted living facility. Approved
PLANNING COMMISSION AND DESIGN REVIEW BOARD ACTIVITY 2025
R = Residential C = Commercial MU= Mixed Use M=Municipal
Legend
DP25-0012 R The Lanes 200 Boone Ct Development Plan to allow a 49-unit townhouse development.Approved
MS858-2025 R Diablo Road Minor
Subdivision 861 Diablo Rd Subdivision of a 1.4-acre parcel into three single-family lots.Approved
DP25-0002 R Town & Country
Shopping Center
101-119 Town &
Country Dr Development Plan for a four-story 200-unit apartment building. Under Review
DP25-0013 R Community
Presbyterian Church 222 W. El Pintado Development Plan for around 68 multifamily units and an expansion
of the church facilities. Under Review
DP18-0020 C 198 Diablo Road
Commercial 198 Diablo Rd Construction of an approximately 10,600 square foot two-story
commercial building.Approved
DP20-0012 R Loyal Dragon Loyal Dragon Pl Architectural approval for four single family residences associated
with a previously approved subdivision.Approved
SD 6264 R Vandam Subdivision
Tatum Lane
2449 & 2451 Tassajara
Ln
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
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.Approved
DP24-0004 R 910 Podva Lane 910 Podva Ln Development Plan for a four lot single family residential
development.Approved
CIP B-628 M Town Green Pavilion Front St New pavilion on the Town Green.Approved
DP25-0008 C Chevron 145 Hartz Ave Revised exterior paint and new awnings.Approved
DP25-0004 C Pete's Brass Rail 201 Hartz Ave Revised exterior paint.Approved
2
DP25-0007 C Darren Jeweler 495 Hartz Ave Revised exterior paint.Approved
DP25-0001 C Incontro/Albi's Beer
Garden 455 Hartz Ave Construction of an outdoor beer garden in the rear parking lot.Approved
DP25-0010 R Bond Subdivision 824 Danville Blvd,
Parcel D Construction of a new single family home.Approved
DP25-0009 R McNeil Ln 36 McNeil Ln Construction of a new single family home.Approved
SD 9673 R Sycamore Hills Hill Meadow Pl Major Subdivision and Development Plan to allow a 30-unit single-
family residential subdivision on a 47-acre site.Under Review
LUP25-0019 C Wood Ranch Event
Center 2900 Camino Tassajara Indoor/outdoor event center on a portion of the 17-acre Wood Ranch
property.Under Review
DP25-0019 R Diablo Road 300 Diablo Rd Request to allow the addition of two residential units to an existing
commercial building of historical importance.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
PUD24-0002 R Elworthy East (Martin
Hills Ranch)
Terminus of Borica
Drive and Como Way
Planned Unit Development rezoning and major subdivision to allow a
clustered 22-lot single family subdivision on a 100-acre site.
Under Review/EIR
Being Prepared
R Diablo Road - Castle
Construction 315-319 Diablo Rd Development of a 67-unit townhouse project.Anticipated
2