Danville Parks, Recreation & Arts Strategic Plan Update

danville parks recreation & arts

STRATEGIC PLAN UPDATE 2017–2027

ADOPTED JULY 5, 2017

PREPARED BY

MIG, INC.

Acknowledgements Â

Town Council Renee Morgan, Mayor

Newell Arnerich, Vice Mayor

Lisa Blackwell

Karen Stepper

Robert Storer

Arts Commission Beverly Kumar, Chair

Susan Gallinger, Vice Chair

Victoria Brooks

Celeste Evans

Harrison Gillette

Tricia Grame

Christina Richards

Susan Ritner

Parks and Leisure Services Commission Kevin Donovan, Chair

Kent Rezowalli, Vice Chair

Michael Cory

Randall Diamond

Sarah Guller

Jane Joyce

Stewart Proctor

Alesia Strauch

Town Staff Joe Calabrigo, Town Manager Rob Ewing, City Attorney Jed Johnson, Maintenance Services Director Henry Perezalonso, Recreation, Arts & Community Services Manager

Consultant Team Jamillah Jordan, MIG, Inc. Beth Martin, MIG, Inc. Lauren Schmitt, MIG, Inc.

EXECUTIVE SUMMARY The Danville Parks, Recreation and Arts Strategic Plan Update establishes a long-range vision and course of action for creating and sustaining a high quality, interconnected system of parks, recreation and arts facilities, services and programs. This Plan Update provides strategic recommendations and includes a variety of tools to preserve Danville’s flexibility to respond to emerging opportunities over the next ten or more years.

Community Driven Process

Vision Principles

Developed through a dynamic and community-

The seven Vision Principles laid out in the previous

driven process, the Plan Update reflects the needs,

2006 plan continue to provide an aspirational

interests and priorities of a diverse cross-section of

description of the Town’s future parks, recreation and

Danville community members.

arts system.

1. Parks are community places.

Over 800 community members participated in a

2. Parks are interwoven into the community.

broad range of outreach activities including:

3. Community members are engaged in

• Community Intercept Events

creating community spaces and becoming

• Online Questionnaire

park stewards.

• Targeted Stakeholder Interviews • Focus Groups • Community Workshop • Staff Strategy Session • Joint Commission Meetings

4. Amenities are located to promote comfort and sociability of public spaces.

5. Activities enhance the use of public spaces and community sociability.

6. Partnerships sustain parks, recreation and the arts.

7. Cultural arts enhance the livability of the community.

A Call to Action The 2017 Plan Update provides tools for the Town, the Commissions and the community to foster a progressive culture of arts and recreation in the coming years. To achieve the community’s vision, it is essential for Town partners and community stewards to actively support implementation of the Plan. The Strategic Directions highlighted on the following page outline recommendations for the Town to align with changing community preferences and evolving best practices. With the energy, commitment and passion of the Danville community, the parks, recreation and arts system will continue to evolve and thrive.

STRATEGIC DIRECTIONS Sustaining and Reinvesting in the System Revitalize and refresh Danville’s parks and facilities system on a regular basis to make each park multi-functional and exceptional. When Danville’s demographic profile warrants, new amenities, sites and operational resources will be added to keep the system high-functioning.

Active Transportation Trails and Pathways Connect Town parks and facilities through a system of on-street and off-street trails, paths and bike lanes serving active transportation users and providing a variety of experiences.

High Impact Arts Programming Provide innovative and low-cost arts and cultural performances and programming to inspire the community and activate Danville’s parks, recreation and arts system.

Danville will continue to grow its reputation of being an “Arts Town” by enlivening its parks and other public spaces through smaller arts and cultural performances and larger downtown events.

Recreation for All Provide recreation opportunities for Danville residents and visitors of all age groups and abilities. The Town will facilitate social connections, human development and lifelong learning by building community among residents at different stages of life.

Community Stewards and Partnerships Harness the power of partnerships through community designed and maintained projects, along with collaborations with regional and statewide entities. Residents will be active members of the planning, design and upkeep of facilities, promoting civic responsibility for the parks, recreation and arts system.

Table of Contents Chapter 1: Parks, Recreation and Arts System................................................................................ 1 Plan Purpose and Development .................................................................................................. 1 Relationship to General Plan ....................................................................................................... 1 Danville Community Context ....................................................................................................... 2 Planning Process .......................................................................................................................... 4 Chapter 2: Parks, Recreation and Arts Needs................................................................................. 7 Parks and Open Space ................................................................................................................. 7 System-Wide Assessment ............................................................................................................ 8 Community-Identified Needs and Best Practices ..................................................................... 11 Chapter 3: Vision Principles and Strategic Direction .................................................................... 15 Vision Principles ......................................................................................................................... 15 Strategic Directions ................................................................................................................... 17 Chapter 4: Strategic Direction Recommendations ....................................................................... 19 Sustaining and Reinventing the System .................................................................................... 19 Active Transportation Trails and Pathways ............................................................................... 21 High Impact Arts Programming ................................................................................................. 24 Recreation for All ....................................................................................................................... 27 Community Stewards and Partnerships ..................................................................................... 30 Chapter 5: Funding and Implementation Strategies .................................................................... 33 Recommended Projects ............................................................................................................. 33 Programs and Services Strategies ............................................................................................. 49 Project Prioritization................................................................................................................... 52 Funding and Implementation Strategies .................................................................................. 53 Annual Work Plans ..................................................................................................................... 55 Chapter 6: Next Steps ................................................................................................................... 57

List of Appendices Appendix A – Park Access Gaps Appendix B – Trail Access Gaps Appendix C – Cultural and Art Facility Gaps Appendix D – Types of Park Capital Improvements Appendix E – Project Prioritization and Implementation Criteria Appendix F – Potential Grant Funding Appendix G – List of Parks from Town of Danville 2030 General Plan Appendix H – Program Matrix Inventory Appendix I – Public Involvement Summaries

CHAPTER 1: PARKS, RECREATION AND ARTS SYSTEM PLAN PURPOSE AND DEVELOPMENT In 2006, the Town of Danville adopted the Parks, Recreation and Arts Strategic Plan, creating a long-range vision for parks, recreation and arts facilities, services and programs. The 2017 Plan Update is a strategic guide that builds on the existing Plan and accounts for a changing demographic profile, updated community preferences, and recent national best practices in recreation and arts.

The Plan Update integrates current information about parks, recreation and arts, drawing on GIS analyses, community engagement, best practices across the nation, and content from Danville’s General Plan and other applicable policies. The resulting Plan Update provides a comprehensive set of vision principles, strategic directions and recommendations.

This document is intended for use by Town staff, Parks and Leisure Services Commission and Arts Commission members, collaborating agencies and organizations, and other decision-makers in shaping a system that maintains the high quality of life enjoyed by Danville residents and visitors.

RELATIONSHIP TO GENERAL PLAN The Danville 2030 General Plan was adopted in March 2013. As a long-range planning document, the General Plan acknowledges the community’s desire for walkable neighborhoods, transportation options, a comprehensive network of park and recreation facilities and a diverse range of recreation and arts programs.

The goals and policies within the Mobility and Public Facilities chapters of the General Plan complement the vision of the Parks, Recreation and Arts (PRA) Plan to provide high-quality and well-connected parks, recreation and arts facilities and programming (see “Select Related General Plan Goals”). The Plan Update aims to provide strategic direction and guide investment on parks, recreation and arts to advance the goals and policies outlined in the General Plan.

Chapter 1 – Parks, Recreation and Arts System

Select Related General Plan Goals Goal 12: Create walkable neighborhoods and shopping areas, with streets that safely and comfortably accommodate pedestrians, bicyclists and transit users as well as motor vehicles.

Goal 13: Create viable transportation alternatives to the single vehicle occupant.

Goal 17: Provide a comprehensive network of high quality park and recreation facilities that are attractive, efficient, convenient to users, appropriately distributed throughout the community, and that reinforce community identity, culture, history, and visual character.

Goal 18: Provide a diverse range of recreation and cultural arts programs that meet the leisure-time needs of Danville residents, while promoting fitness, health, knowledge, and personal growth.

DANVILLE’S COMMUNITY CONTEXT Today, Danville is a primarily residential town. Over the last 40 years, much of the land that was originally agricultural and pastoral has been converted into suburban and urban residential development. Commercial uses and public facilities were built to support these residential uses, building on the charming Town center. As Danville grew and developed, its parks and protected open spaces were also expanded. Danville’s Town and regional parks of today are geographically dispersed and residents have a diverse range of community parks, neighborhood parks, Town-operated parks and regional parks in which to spend time.

Danville Town Green.

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Chapter 1 - Parks, Recreation and Arts System

Trails and open space in Danville.

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Chapter 1 – Parks, Recreation and Arts System

There has also been a push to preserve open space within the Town and protect the view of the scenic hillsides of the San Ramon Valley. Since the 1980s, Danville has worked with the East Bay Regional Park District (EBRPD) to acquire new acreage to remain as permanent public space. The Danville 2030 General Plan reports that over a quarter of the Town area (3,070 acres of the 11,600 acres within the Town) is classified as General Open Space.

Changes to the demographic makeup of Danville, paired with the nearly built-out park system, places increasing demands on the Town. Ninety-nine percent of respondents across engagement efforts for the Plan Update thought that parks, recreation and arts were important to quality of life in Danville. These results indicate that Town residents expect that Danville will continue to provide an excellent parks, recreation and arts system and services.

PLANNING PROCESS The Plan Update process, led by MIG, Inc., included three phases: Phase 1 - Where are we now?; Phase 2 - Where do we want to be?; and Phase 3 - How do we get there? These three phases (See “Plan Update Phases”) encompass efforts to identify current conditions, determine the community’s future vision, and create a dynamic plan for achieving the established vision.

Plan Update Phases.

COMMUNITY INVOLVEMENT The Plan Update was developed through a community-driven process and engaging with Danville residents was integral to each phase of the planning process. Through the public outreach program, the Town of Danville engaged over 800 community members through the following activities: •

Intercept Events. Danville staff and Commissioners brought interactive poster boards to locations throughout Danville to solicit people’s opinions on Danville’s parks, recreation and arts system. The intercept events gathered responses from approximately 300 people, and reached community members

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Chapter 1 - Parks, Recreation and Arts System

that may not normally attend traditional engagement events, such as meetings or workshops.

•

Online Questionnaire. The online questionnaire was a 23-question survey that asked participants to weigh in on a range of topics including parks and facilities, trails and pathways and recreation, cultural and art offerings. Open from February to March 2016, the questionnaire received 366 responses, which reflected a demographically representative sample of Danville’s population.

•

Stakeholder Interviews. Danville staff identified four key stakeholders within the Town who could provide in-depth perspectives on the Plan Update — including the Chamber of Commerce president, a real estate agent, an EBRPD representative, and the Sports Alliance COMMUNITY INVOLVEMENT president. The interviews helped shape ideas on how partnerships can expand Over 800 community members the Town’s capacity.

•

Focus Groups. Two focus groups were conducted to get insight into Town audiences that were not strongly represented in other engagement activities. A focus group with the Danville Youth Council and a focus group of school administrators from the San Ramon Valley Unified School District provided insight into potential partnerships between the Town, schools and school-aged youth.

•

participated in a broad range of outreach activities including:

Intercept Events Online Questionnaire Targeted Stakeholder Interviews Focus Groups Community Workshop

Community Workshop. On June 20, Staff Strategy Session 2016, the Town hosted a community Joint Commission Meetings workshop to update residents on the overall planning process and community input received to date. During the workshop, participants shared ideas and priorities on how trails and paths, partnerships, and arts and culture can be enhanced in Danville. Approximately 50 participants attended the workshop.

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Chapter 1 – Parks, Recreation and Arts System

Danville youth participates in an intercept event.

•

Staff Strategy Session. Danville officials and staff from across a variety of departments met to review community input received to date, discuss needs assessment results and review best practices in the field of parks, recreation and cultural arts. Staff engaged in a robust discussion on strategies to include in the Plan Update and on future community engagement efforts.

•

Joint Commission Meetings. The Arts Commission and the Parks and Leisure Services Commission met regularly to receive updates on the planning process and provide direction. Commissioners helped shape and conduct the community outreach program, and provided key insights into the Plan Update framework.

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CHAPTER 2: PARKS, RECREATION AND ARTS NEEDS PARKS AND OPEN SPACE Parks and open space significantly influence the high quality of life Danville community members experience. Within Danville’s Town limits, there are Town, school and regional parks, in addition to open space (See Map 1). Open space accounts for over a quarter of land within the Town, and parks account for just over ten percent.

Below are definitions for each of Danville’s park types: • Town Parks. These are parks that are owned, operated and maintained by the Town of Danville. These parks often contain amenities such as children’s play equipment, sports fields, picnic areas, bocce ball courts, a dog park, and walking trails.

• School Parks. The Town plans and develops the recreation facilities at each school park. Under a development and use agreement, the Town and the San Ramon Unified School District have agreed to different use and maintenance requirements for these facilities. Some school parks have adjacent pools or tennis courts with public access (these are not depicted on the map).

• Regional Parks. These parks lie within the Town limits, but are mainly owned, operated and maintained by the East Bay Regional Park District.

• Open Space. These areas are a mix of public and private ownership. The open space demarcation restricts the development and uses allowed.

Chapter 2 – Parks, Recreation, and Arts Needs

SYSTEM-WIDE ASSESSMENT Parks and open spaces are just one component of the system. This Plan Update also examined trails and art facilities. The project team conducted a needs assessment to understand how community members currently access these components and where there are gaps in the system. Maps illustrating this systemwide assessment and a gap analysis can be found in the appendices: • • •

Parks and Open Spaces – Appendix A Biking, Hiking and Walking Trails – Appendix B Cultural and Art Facilities – Appendix C

Iron Horse Trail.

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Chapter 2 – Parks, Recreation, and Arts Needs

COMMUNITY-IDENTIFIED NEEDS AND BEST PRACTICES Through the collaborative efforts of Town staff and Commissioners, Danville engaged a wide range of community members to collect input on needs and opportunities. This section highlights the main themes that emerged across the different engagement activities. Additionally, this section weaves in research and examples of parks, recreation and arts best practices from across the country that support the needs and vision articulated by the community.

Programming for Danville’s aging population One of the biggest demographic trends in Danville, and in many places across the nation, is the aging of our population. Between 2000 and 2010, the percentage of Danville residents that are 65 years and older increased from 10% to 14%. Tailoring activities and facilities to the needs of seniors was frequently mentioned throughout the community engagement activities.

Benefits of “serious leisure” activities.

Research shows that “boomers,” and those even older, have distinct living preferences from earlier generations of seniors. There has been an increase in research on the benefits of “senior leisure activities,” such as art-related programs and senior sports clubs that are highly interesting and fulfilling. It has been shown that these activities can provide physical, psychological, cognitive and social benefits.

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Chapter 2 – Parks, Recreation, and Arts Needs

More concerts and performances Danville residents enjoy the performances that are currently offered by the Town. The online questionnaire reported that nearly half of respondents have been to a concert series or performance hosted by the Town in the last year, and there is a desire for more concerts and performances in Danville.

Activating spaces through dance.

Cities and towns are using a wide variety of performances to activate public spaces.

The City of San Jose attracted visitors and residents to their centrally located Plaza de Cesar Chavez through a multi-week dance program called CityDance. Each week, the City brought in a dance teacher of a different style of dance (e.g., Bollywood, salsa, foxtrot, etc.) to give free outdoors dance lessons to the public.

Innovative public art Public engagement methods captured residents’ desire for new kinds of public art, including interactive, temporary, pop-up and “every day” art. For example, workshop participants responded favorably to a visual of a mosaic tile art installation incorporated into an outdoor staircase. Public engagement participants shared numerous ideas of innovative public art, often pulling from examples of nearby communities.

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Chapter 2 – Parks, Recreation, and Arts Needs

Public art creates arts linkages.

Funded in part by a National Park Service Preserve America grant, the Fourth Avenue Cultural Corridor in Edmonds, WA connects the commercial core to the Edmonds Center for the Arts. The design, with embellished pedestrian light poles and sculptures, incorporates public art with the larger goal of creating a corridor celebrating cultural tourism.

Stewardship activities in Danville’s parks Community projects can empower residents to be part of the visioning, planning and upkeep for park projects. Residents and Danville staff proposed ideas for community-built and maintained projects including community gardens, a pump track, and a community-designed and maintained dog park.

Local art in community gardens.

The Big Daddy’s Complete Rejuvenating Community Garden was built on the lot of an abandoned gas station (by the same name) in Emeryville, CA. A local artist worked to incorporate whimsical metal sculptures throughout the garden, and now the City leases the lots to 20 families.

The garden hosts several community maintenance projects, and a local college class recently built a clay utility shed for the garden.

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Chapter 2 – Parks, Recreation, and Arts Needs

Active transportation connections While many residents frequently drive to parks, community members expressed their desire to use active transportation modes to get there. One of the identified barriers to walking and biking to nearby community amenities is the lack of a connected trail system. Through the online questionnaire, over half of participants noted that an expanded trail network would be a priority project for them.

Biking and walking between parks.

The City of Larkspur, CA identified through their Bicycle and Pedestrian Master Plan the importance of linking schools, parks, and other community landmarks through a connected bike and pedestrian trail network. The Corte Madera Creek Path connects residents to the Creekside Park.

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CHAPTER 3: VISION PRINCIPLES AND STRATEGIC DIRECTIONS VISION PRINCIPLES The seven Vision Principles laid out in the 2006 Plan continue to provide an aspirational description of the Town’s future parks, recreation and arts system.

These Vision Principles were informed by input from Commission meetings and public workshops for the 2006 Plan, and were validated and confirmed through the community input activities conducted for the 2017 Plan Update.

1. Parks are community places.

The vital role of parks, as centers of community activity, is an important one.

Parks are connectors that link people in the community and provide places where residents and families can actively congregate for recreation, cultural arts and social purposes.

2. Parks are interwoven into the community.

Danville links parks with other public spaces and community institutions such as trails, libraries, schools and theaters. Parks connect neighborhoods to the areas around them, reinforce a positive community identity and connect people of diverse backgrounds.

3. Community members are engaged in creating community spaces and becoming park stewards.

Residents, families, businesses, schools, churches, and all sectors of the community contribute ideas, volunteer hours, resources and support to enhance and care for Danville’s public spaces and activities. Periodic updating of administrative/operational strategies and new partnerships will promote use of facilities by a broader constituency. A new focus on stewardship as a responsibility for the entire community ensures that Danville facilities meet the diverse needs of residents and families.

Chapter 3 – Vision Principles and Strategic Directions

Families and kids participated in “May the Fourth” at the Village Green.

4. Amenities are located to promote comfort and sociability of public spaces.

New combinations of amenities encourage the types of activities that are desired by park users and increase park usage. Amenities may include new types of seating and gathering places, food, shade, various forms of art, and other physical amenities. The creative use of physical amenities provides comfort, establishes an image, acknowledges historical context, and adds to the environmental, economic and social benefits of the Town.

5. Activities enhance the use of public spaces and community sociability.

New types of recreational activities in parks increase the use of the Town’s public spaces by residents and enhance visitors’ interactions, choices, attractions and social opportunities. Activities such as games, cultural arts, music and public events increase usage of public spaces.

6. Partnerships sustain parks, recreation and the arts.

Strong partnerships and coalitions of public agencies, school districts, community organizations and private entities work to enhance Danville’s parks, recreation and cultural arts facilities, programs and services.

7. Cultural arts enhance the livability of the community.

A diverse cultural arts program creates a lively and attractive community in which to live, work and visit. High quality artistic statements enliven public spaces and can become symbols of civic pride and community identity.

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Chapter 3 - Vision Principles and Strategic Directions

STRATEGIC DIRECTIONS An added component of this Plan Update, the five Strategic Directions are intended to guide the Town of Danville in meeting changing community preferences and evolving best practices in the spheres of parks, recreation and arts.

A. Sustaining and reinvesting in the system Revitalize and refresh Danville’s parks and facilities system on a regular basis to make each park multi-functional and exceptional. When Danville’s demographic profile warrants, new amenities, sites and operational resources will be added to keep the system high-functioning.

B. Active transportation trails and pathways Connect Town parks and facilities through a system of on-street and offstreet trails, paths and bike lanes serving active transportation users and providing a variety of experiences. Some trails will be primary connectors, serving recreation users and active transportation commuters by efficiently linking parks, schools and other destinations. These connectors will have regional alignment outside of the Town’s boundaries. Other trails will highlight scenic routes and views, and should be used predominantly for recreation and fitness (such as running routes and hiking trails). Overall, the trails and pathways will be well-dispersed, connected and supportive of health and wellness.

C. High-impact arts programming Provide innovative and low-cost arts and cultural performances and programming to inspire the community and activate Danville’s parks, recreation and arts system. Danville will continue to grow its reputation of being an “Arts Town” by enlivening its parks and other public spaces through smaller arts and cultural performances and larger downtown events.

The installation of temporary and permanent public art will enrich public spaces. Arts programming will be inclusive and family friendly, with a focus on youth initiatives. The Town will leverage partnerships with community groups and strategically use staff resources.

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Chapter 3 – Vision Principles and Strategic Directions

Volunteer clean-up at Danville’s annual Lend a Hand Day.

D. Recreation for all Provide inclusive recreation opportunities for Danville residents and visitors of all age groups and abilities. Programmatic and capital improvements will serve the diverse needs and interests of the Danville community. Leverage universal design standards and multi-generational recreational programs to cement Danville’s reputation as an age-friendly community. Danville’s parks and facilities will continue to offer opportunities for self-directed and organized recreation. The Town will facilitate social connections, human development and lifelong learning by building community among residents at different stages of life and with different abilities.

E. Community stewards and partnerships Harness the power of partnerships through community designed and maintained projects, along with collaborations with regional and statewide entities. Residents will be active members of the planning, design and upkeep of facilities, promoting civic responsibility for the parks, recreation and arts system. Danville will continue to offer a wide variety of volunteer opportunities for residents of all ages to promote stewardship and civic engagement. The Town will also collaborate with regional and state-wide organizations to harness larger trends and leverage resources in parks, recreation and arts programming.

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CHAPTER 4: STRATEGIC DIRECTION RECOMMENDATIONS A.

SUSTAINING AND REINVESTING IN THE SYSTEM

Strengths 1. Danville’s parks are well-designed, with customized elements that contribute to each park’s identity, especially the play areas. The “Old West” theme of Osage Park is an example.

2. The most visited sites offer multiple functions and facilities. For example, Oak Hill Park includes a community building with a deck overlooking a water feature, a flexible lawn area used for a variety of activities and programs, a highly-used walking path, in addition to a large play area.

3. Sycamore Valley Park is a recent example of a highly successful park reinvestment, where the bocce courts were expanded and enhanced to meet growing community interest in this sociable activity for all ages.

4. Danville’s park maintenance staff have been successful in proactively addressing issues in Danville parks, and using green building methods and sustainable maintenance techniques.

5. Lighting and Landscape Assessment District (LLAD) funds have been critical to funding capital improvement projects such as Town-wide trails and sports field renovations that Danville residents enjoy today.

6. Danville’s General Plan establishes sound policy guidance on the amount and type of parkland Danville should have.

Resident plays on the Bocce Courts at Sycamore Valley Park.

Chapter 4 – Strategic Direction Recommendations

Recommendations 1. Continue using the Capital Improvement Program (CIP) to budget for major asset reinvestments, using it as a tool to refresh and reinvigorate existing parks and facilities. For example, Danville is rehabilitating Hap Magee Park playground in 2017 through the Capital Improvement Program (See Chapter 5 for details on recommended capital improvements).

2. Increase the multi-functionality and recreation value of existing parks and facilities through capital improvements that incorporate new recreation facilities and features. When warranted, these improvements will replace underutilized features and/or will be located to repurpose turf areas with low recreation value.

3. Formalize the “tiny flourishes” program and allocate an annual budget for “tiny flourish” enhancements that help achieve the Vision Principles, especially those that enhance sociability (Principles 4 and 5).

4. Strive to provide parks and recreation space within ½-mile walking or biking distance of each Town resident. Prioritize public parks and public space improvements in those residential areas that lack other recreation assets such as homeowner association (HOA) facilities.

5. Enhance downtown parks, facilities and public spaces to increase their ability to support community life and economic vitality (e.g., Town Green, Village Theatre complex).

6. Support emerging recreation activities to address trends and add variety to the recreation options in Danville. Examples suggested during the Plan Update process include a pump track or bike skills area, archery range, challenge course, dog agility course, skateboard facilities, pickleball and balance and core-strength stations.

7. Examine an increase in the Zone D LLAD assessment or secure additional dedicated funding for park maintenance and operations.

8. Continue to demonstrate leadership in water conservation.

9. Implement a turf conversion program (with an annual budget) to replace park turf with low or no recreational value with lawn alternatives (e.g., ecolawn, Carex pansa, etc.), low-water plantings and mulch.

10. Schedule quarterly water use reviews, track data and create a protocol for taking action to ensure efficient use of water resources.

11. Hire or train certified water management staff to oversee irrigation controllers.

12. Re-evaluate recreation fees to consider park maintenance costs. This means accounting for maintenance costs in the overall cost analysis to provide a more accurate picture. It could also mean re-setting cost recovery targets, establishing revenue sharing within the Town budget, or adjusting fees.

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Chapter 4 – Strategic Direction Recommendations

B.

ACTIVE TRANSPORTATION TRAILS AND PATHWAYS

Strengths 1. The Iron Horse Trail serves as an exceptional example of a multi-use trail that spans the town from North to South, creating a backbone to the trail network and connecting the Town to other jurisdictions across the region.

2. Public engagement results from the Plan Update revealed high interest from users to expand the trail network. The online questionnaire gathered input on priority projects and barriers; a high percentage of participants desire an expanded trail network (51%) and see lack of trail connections as a current barrier (36%).

3. Danville has a strong network of existing trails and bikeways and a thriving recreation culture.

4. Informal networks used for running and walking are key active transportation assets in Danville. Running groups within Danville, for example, have mapped out looped running routes that use informal trail connections and less busy on-street routes.

5. Easy access to trails through Sycamore Valley Regional Open Space and Las Trampas creates many hiking opportunities along the ridges and hilly terrain surrounding Danville.

Walker and dogs on Danville’s Iron Horse Trail.

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Source: Sun Kissed Hiker

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Chapter 4 – Strategic Direction Recommendations

Recommendations 1. Develop a regular bicycle or walking tour of Danville’s parks as a new recreation program. This tour could occur on a specific date, such as the first Sunday of each month, leave from the same location (especially for cycling tours) and follow a different route each occasion. Routes can also be made available online for a self-guided tour.

2. Create “Ciclovia” or “Sunday Streets” events where a looped route of streets and trails are closed to traffic and opened for citizens of all ages to interact with each other through exercise, entertainment and fun. Define the route so that as many Danville parks as possible are included as destinations along the route. Best practice examples from across California include Viva Calle SJ and Viva Parks programs in San Jose, Ciclavia in Los Angeles and Sunday Streets in Berkeley.

“Bike snake” as part of Viva Calle in San Jose, CA.

Source: Mercury News

3. Provide end-of-trip facilities (e.g., bike parking, bike repair station) for cyclists at parks and community centers.

4. Identify and mark “Safe Routes to Parks” from locations such as schools, shopping centers, libraries, after-school programs, community centers and residential neighborhoods.

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Chapter 4 – Strategic Direction Recommendations

5. Identify, mark and promote looped walking/running routes or “pedestrian arterials” throughout the Town that connect to parks, open spaces, reserves and community centers.

6. Develop both an online and print map of walking and running routes in Danville.

7. Fill in key missing connections in the existing bike and pedestrian network, such as between the Iron Horse Trail and Las Trampas or south from Oak Hill Park.

8. Participate in transportation planning and capital improvement efforts led by the Transportation Department to represent the parks and recreation perspective and the community’s interest in walking, biking and running. For example, explore whether the Town’s regular pavement management capital improvements can also help improve park connectivity (such as adding bike lanes when streets are repaved).

9. Advocate for longer-term, major transportation capital improvement projects to enhance active transportation connections, such as freeway and major intersection crossings. In cases where transportation capital improvements are proposed (e.g., intersections, road widening), advocate for nonmotorized and active transportation enhancements as part of the project.

Danville residents bicycle commute as part of Bike to Work Day.

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Chapter 4 – Strategic Direction Recommendations

C.

HIGH IMPACT ARTS PROGRAMMING

Strengths 1. Arts and culture abound at the Village Theatre, the Museum of the San Ramon Valley, and the Tao House—home to America's only Nobel Prize winning playwright Eugene O'Neill.

2. Danville has a robust performing theater program, centered at the Village Theatre facility. For FY 2015-16, Danville co-sponsored productions with groups such as the Role Players Ensemble Theatre, Danville Children's Musical Theater, and the Eugene O'Neill Foundation Festival, a practice that has continued for many years.

3. Danville’s historic downtown features shops, restaurants and art galleries that draw people from throughout the area.

4. Danville is positioned to become an arts hub in the region, based on the existing arts facilities and programs clustered in and near downtown.

5. Danville’s Arts Commission is a highly engaged and thoughtful group that keeps Danville on the cutting edge of arts trends and policies.

6. Community engagement results from the Plan Update overwhelmingly highlighted the public’s interest in attending more arts performances and events.

7. Danville’s state of the art library facilities host robust programming of literary arts events.

8. Existing partnerships with youth non-profits, such as Kids Country and Role Players Ensemble Theatre, bring art opportunities to many young people in Danville.

Village Theatre, Danville’s community theatre.

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Chapter 4 – Strategic Direction Recommendations

Recommendations 1. Integrate public art into parks and facilities. Potential methods include:

2.

3.

4.

5.

•

Commissioning artworks that interpret local history, events or significant individuals.

•

Integrating art into play areas (e.g., swings and climbing walls with artful elements) and other built features in parks.

•

Seeking artist-designed or embellished site furnishings (e.g., benches, light poles, tree grates, bollards, bike racks).

• Embellishing utility infrastructure.

Activate parks with temporary art projects or installations that encourage play and draw attention to lesser-known sites.

Develop infrastructure (such as small stages and platforms) that allow for “pop-up” performances with less preparation and effort by staff. For example, the Town Green could become a popular destination for Danville residents, and serve as the Town’s “living room” by adding features such as a larger stage or mobile table and seating options. In this capacity, the Town Green could be a multi-use space used for special events (such as “Music in the Park” and the Farmers’ Market).

Develop more programmatic attractions through informal “mini-art” performances (e.g., busking programs) located on street corners or other under-utilized public spaces to bring more performing arts viewing opportunities to residents.

Develop and put on a set of arts and culture events or activities for some of Danville’s community parks to further weave arts and culture into the park system. Best practice examples from across the country include the Flamenco Flash Mob of St. Paul, Minnesota that brings energy and festivity to the streets of St. Paul through a traveling flash mob of flamenco singers and dancers.

Flamenco Flash Mob in Minnesota.

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Source: AFCS Board

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Chapter 4 – Strategic Direction Recommendations

6. Create studio space or maker space to support local artists and arts programming.

7. Incorporate artists and art into youth recreation programming, partnering with schools and organizations serving young people.

8. Develop additional arts programming for visual and literary arts.

9. Use social media to promote the arts and the Arts Commission.

10. Market and promote Danville’s arts programming and events to raise awareness among Danville residents and visitors through social media such as Pinterest, Instagram, Facebook and other platforms.

11. Explore opportunities to create an arts endowment to provide long-term, stable funding for art-related venues and programs.

Kids’ Country is a Danville-based organization committed to providing arts. enrichment to children. Source: Kids’ Country

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Chapter 4 – Strategic Direction Recommendations

D.

RECREATION FOR ALL

Strengths 1. Danville offers a wide range of programming including dance, fitness, sports and arts for kids, adults and seniors.

2. The online community questionnaire results revealed that 35% of respondents considered Danville’s variety and availability of recreation classes and programs “very good”; followed by 28% indicating they were “satisfactory”; and 14% of respondents indicating that they were “excellent.”

3. Danville provides a diverse array of social and recreational experiences including health and fitness programs, sports leagues, and special interest classes that cater to residents of all ages.

4. For teens, activities such as the summer DesTEENation Camp and the “Do Cool Things That Matter” camp continue to be well attended. In addition, the Teen Centers at Diablo Vista and Charlotte Wood Middle Schools have seen increased daily attendance.

5. The Danville Senior Center offers an array of ongoing services and classes including computer tutoring, crafting, cooking classes, film salons, dancercise, and senior football, among others.

6. The expansion of the Veterans Hall to include a seniors’ wing has increased the availability of senior programming in a centrally located area.

7. For seniors, the popularity of Town-offered programs, such as the Senior Sneaker trips, continues to be high due in large part to the robust communication tools such as the Silver Streak newsletter.

Danville Senior Sneaker trip to Safari West.

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Chapter 4 – Strategic Direction Recommendations

Recommendations 1. Apply universal design principles as the preferred guidance for design solutions in parks, striving to exceed Americans with Disabilities Act requirements.

2. Pilot a new program to check out recreation equipment (e.g., game boards/pieces, bocce sets, ping-pong paddles/balls, hammocks etc.) for park visitors to borrow at key sites with on-site or adjacent public facilities.

Consider marketing employment opportunities to youth to serve as equipment check-out coordinators.

3. Recruit or develop programs for alternative sports that can take place in existing parks and make use of existing outdoor recreation facilities. These sports activities may not use rectangular and diamond sports fields.

Examples include cross country running, bike polo, parkour and cycling.

4. Promote youth activities in Danville’s downtown area (e.g., ping pong, skating, interactive public art, etc) to make downtown a family friendly destination.

Urban ping pong table in London.

Source: Urban 75

5. Explore mobile recreation elements and “pop-up” programming to expand the recreation opportunities available to residents and visitors. For example, the City of Irvine has substantially broadened their offerings through the

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Chapter 4 – Strategic Direction Recommendations

Mobile Recreation Program, which includes free games and activities for youth ages six and older.

6. Leverage special event programming to activate parks on a more regular basis. This includes developing a series of smaller scale events held at more locations, more frequently.

7. Develop a protocol or proposal system for collecting, monitoring and evaluating new recreation trends for all age groups and abilities to ensure Danville is on the cutting-edge of recreational programming.

Inclusive park design.

8. Collaborate with the Danville Youth Council and Youth Commissioners to refresh teen and youth programs and activities. Keep Danville both current and ahead of the curve on youth recreation trends (e.g., PokĂŠmon Go).

9. Leverage technology to promote recreation opportunities and experiences and virtually activate residents of all ages. Examples include using Google Earth, Snapchat and Instagram to geo-tag Danville park sites and special recreation events.

10. Develop and adapt spaces that encourage multiple generations to mix and recreate together (e.g., dog parks).

11. Work with the Planning Department to seek designation as an AARP AgeFriendly Community.

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Chapter 4 – Strategic Direction Recommendations

COMMUNITY STEWARDS AND PARTNERSHIPS Strengths 1. Danville’s Recreation, Arts & Community Services (RACS) Department Head, Program Supervisors and Coordinators hold national certifications as Certified Park and Recreation Executive and Professionals by the National Recreation and Park Association (NRPA). As a result, staff stay abreast of national and regional park trends and transfer best practices to Danville.

2. Danville’s active and engaged Parks and Leisure Services Commission and Arts Commission members are residents with demonstrated interest and commitment to improving the parks, recreation and arts system.

Arts Commission and Parks and Leisure Services Commission meeting.

3. The RACS Department actively collaborates with other departments and divisions within the Town government, including Maintenance Services, Economic Development and Transportation Divisions.

4. Danville has a strong relationship with other jurisdictions and governmental entities, including the County and the School District.

5. To broaden its reach and connection to Danville residents, the RACS Department and Maintenance Services Department foster and maintain partnerships with sports leagues, HOAs, community-based organizations, the Danville Area Chamber of Commerce, community colleges, local businesses and many other groups.

6. The Town of Danville has consistently demonstrated its commitment to public engagement and participation in planning efforts (e.g., robust community engagement program for the 2017 Plan Update and various park design projects).

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Chapter 4 – Strategic Direction Recommendations

Recommendations 1. Incorporate inclusive and culturally appropriate public involvement opportunities to encourage citizen participation in projects and programs recommended in this Plan Update, building on the Town’s strong track record in this area.

2. Assign staff support to proactively identify partners to be matched with certain improvement projects, to supplement public investment and build community ownership of the parks, recreation and arts system.

3. Continue to build the relationship with the San Ramon Valley Unified School District to secure additional programming space and athletic field time at school sites.

Adult softball at Sycamore Valley Park.

4. Explore partnerships with HOAs to widen the number and location of facilities and associated programs offered to residents. Identify and research potential issues related liability and insurance.

5. Establish collaborations between the Town and other organizations and businesses through “sister partnerships” that increase the amount of available open space for passive and active activities. An example includes partnering with local businesses to showcase and support local visual artists.

6. Partner with the health community to identify synergies between Danville’s park and recreation programs and the efforts of local medical centers to promote healthy lifestyles and preventive health measures.

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Chapter 4 – Strategic Direction Recommendations

7. Develop community-built and maintained projects such as pocket parks, community gardens, or pump tracks through volunteer “community maintenance groups” or “adopt-a-park groups” that are invested in maintaining these projects (e.g., Friends of the Dog Park, Bocce Ball Heroes).

8. Identify opportunities to collaborate with the East Bay Regional Park District (EBRPD) and develop proposals to present to EBRPD based on community interest.

9. Expand volunteer opportunities for all ages to include different interest areas (e.g., arts, nature, hands-on stewardship, recreation, mentoring, etc.) with different levels of time commitment. Prioritize volunteer recruitment, management and recognition to support the volunteer infrastructure.

10. Establish a criteria-based review procedure, application process and model management/operations agreement for community groups to propose projects within parks. Examples in other communities where community groups have built and sometimes maintain recreation facilities include offleash dog areas, bike parks/pump tracks, mountain bike single-track trail courses and community gardens.

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CHAPTER 5: FUNDING AND IMPLEMENTATION STRATEGIES The Plan Update is intended to guide the future decisions and development of Danville’s parks, recreation and arts system over the next 10 years. This chapter describes recommended capital projects and programmatic changes for parks, trails, arts integration and recreation facilities. It also provides recommendations and tools for prioritizing projects that meet community needs and for phasing projects based on the Town’s available resources.

The following sections are included in this chapter: • Recommended Projects • Program and Services Strategies • Prioritization Criteria • Funding and Implementation Strategies • Annual Work Plans

RECOMMENDED PROJECTS Danville has fully developed and nearly built out most of the parks within the Town boundary. As the population grows and existing facilities age, Danville should focus on how to reinvest in its parks and arts system through enhancing existing assets and designing new programs and features as needed. Project recommendations are provided for the following: • Parks • Arts Integration • Trails • Recreation Facilities The following recommendations are drawn from the strategic directions described in Chapter 4.

Chapter 5 – Funding and Implementation Strategies

Parks Projects are recommended for each of the park sites within the Danville system (see Table 5.1). The type of capital improvements proposed for parks are categorized within 10 types of improvements, described in Appendix D.

“Music in the Park” concert.

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Hap Magee Ranch Park

Oak Hill Park

Osage Station Park

Sycamore Valley Park

Master Plan or Feasibility Study

Water Conservation/Operational Effi i Land Acquisition/Use Agreement

Low Water Use Plantings

Internal Looped Path

Bicycle End-of-Trip Facilities

Outdoor Performance Space

Interpretation/Education

Art Integration

Tiny Flourishes

See Major Facility Table

Diablo Vista Park

Acres

Park Development/Redevelopment

Community Parks

New Facilities/Features

Major Asset Reinvestment

Table 5.1: Recommended Projects by Park

●

●

Description

31.8

Connect to the adjacent open space with a natural surface hiking trail system that includes multiple loops and lengths. Continue to reinvest in the major assets at this park, and keep the sports fields in top condition. Retain the "snake", and consider adding more play opportunities that appeal to older kids. Consider adding another picnic shelter at the top of the hill, adjacent to the grass. Repurpose the basketball court with a picnic shelter to provide a picnic option further from Tassajara Road but still easily accessible from the parking lot. Consider an off-leash dog park as a future amenity. Undertake a 30-year Master Plan for capital projects.

●

9.0

Proceed with the major playground renovation planned for 2017. Retain Canine Corral dog park. Formalize trail connection to Lewis Lane. Add new facilities that are compatible with the ranch environment: bicycle skills course, nature play near the existing play area and near San Ramon Creek, adventure/challenge features, performance infrastructure. Formalize connection from Las Trampas to Mount Diablo Regional Trail and develop a trailhead at Hap Magee, near La Gonda Way. Develop a long-term plan for the dog park surface.

Consider a plan for the fallen oak tree in the large meadow.

●

47.3

Reinvest in the playground area. Connect the Oak Hill trail system to the south and to Weber Lane, as part of the master plan for the Weber/Town parcel. Consider disc golf. Create a return loop through Los Cerros School or along the fire trail. As part of the Weber/Town master plan, consider a quieter/more contemplative area including shade structures for picnicking, nature play, and a more visible entry and trail connection from Weber.

●

30.1

Continue to reinvest in the major park assets, and keep the sporting fields and rose garden in top condition.

Reinvest in playground and purchase new playground equipment that encourages imagination and creativity.

Enrich the park by developing and locating outdoor curriculum-based learning opportunities throughout the park area. Consider incorporating a nature play space that encourages children to connect, play and learn in nature. Investigate the possibility of installing a skate park where the bocce courts were planned in the park’s 30-year Master Plan. Incorporate the surrounding landscape and vegetation into the play and learning habitats.

●

48.9

Continue to re-invest in the park assets. Keep sporting fields in top condition. Maintain the water play feature.

Develop formalized, looped paths that connect the park assets to Sycamore Valley Regional Open Space Preserve. Activate the currently under-utilized lawn area with new features for a range of age groups, such as a skate park along Camino Tassajara. Consider installing a dog agility course to meet the growing demand for dog play areas. Repurpose and/or replant underutilized turf areas or replant with Eco-lawn, a slow-growing drought-tolerant turf. Install shade structures near the playground area. Invest in future amenities, like the potential for electronic play equipment.

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See Major Facility Table

Park Development/Redevelopment

Master Plan or Feasibility Study

Water Conservation/Operational Effi i Land Acquisition/Use Agreement

Low Water Use Plantings

Internal Looped Path

Bicycle End-of-Trip Facilities

Outdoor Performance Space

Interpretation/Education

Art Integration

Tiny Flourishes

New Facilities/Features

Major Asset Reinvestment

Neighborhood Parks Danville South Park

1.4

Encourage use of lawn area through flexible programming and recreation classes. Encourage new interest in the park through new use, like a potential Pickle Ball Court. Install temporary public art and adult exercise equipment to attract a range of ages. Develop and install artistic signage for wayfinding. Add interpretive, nature play elements to support learning and stewardship of the park.

Greenbrook School Park

1.0

Create a stronger connection to Iron Horse Regional Trail by filling in missing links to the bike and pedestrian networks. Build shade structures near picnic areas. Formalize pedestrian connections to school site and the other community resources (e.g., Greenbrook Kids Country).

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Mini/Pocket Parks Bret Harte Park

0.67

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El Pintado Park

0.18

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Front Street Park

0.36

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Prospect Corner Park

0.06

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Railroad/Hartz Ave Park

0.07

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Railroad/Linda Mesa Park

0.09

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Develop a Master Activation Plan for all downtown parks, in collaboration with the Economic Development Program. Integrate art and interpretive education to enliven these parks. Use low-water plantings to enhance the connection to nature while conserving water.

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Special Use Sites Town Green

3.4

Develop a Master Public Realm Plan for the Town Green and the Village Theatre that identifies a comprehensive set of improvements, activation and arts programming, including a potential Musical Garden.

Includes Front Street properties.

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See Major Facility Table

Park Development/Redevelopment

Master Plan or Feasibility Study

Water Conservation/Operational Effi i Land Acquisition/Use Agreement

Low Water Use Plantings

Internal Looped Path

Bicycle End-of-Trip Facilities

Outdoor Performance Space

Interpretation/Education

Art Integration

Tiny Flourishes

New Facilities/Features

Major Asset Reinvestment

Village Theatre Complex

1.28

See Town Green.

West Briar Knolls Midden

4.91

Develop an interpretive plan for this walking area.

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John Baldwin Elementary School

6.41

Renew and expand joint use agreements with the San Ramon Valley School District develop and operate school sites for local and Town recreation purposes.

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Greenbrook Elementary School

0.40

Renew and expand joint use agreements with the San Ramon Valley School District develop and operate school sites for local and Town recreation purposes.

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Green Valley School

5.03

Renew and expand joint use agreements with the San Ramon Valley School District develop and operate school sites for local and Town recreation purposes. Formalize walking looped routes to better connect the park to the school, communities and hiking connections to the open space preserves.

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Montair School

1.97

Renew and expand joint use agreements with the San Ramon Valley School District develop and operate school sites for local and Town recreation purposes.

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Charlotte Wood Middle School

5.06

Renew and expand joint use agreements with the San Ramon Valley School District develop and operate school sites for local and Town recreation purposes.

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Vista Grande Elementary School

3.21

Renew and expand joint use agreements with the San Ramon Valley Unified School District develop and operate school sites for local and Town recreation purposes.

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San Ramon Valley High School

0.32

Renew and expand joint use agreements with the San Ramon Valley Unified School District to develop and operate school sites for local and Town recreation purposes.

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Monte Vista High School

1.7

Renew and expand joint use agreements with the San Ramon Valley Unified School District to develop and operate school sites for local and Town recreation purposes.

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School Parks

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Chapter 5 – Funding and Implementation Strategies

Arts Integration The table below includes recommendations to integrate arts into Danville, in addition to the arts integration opportunities shown for specific parks and trail improvements (see Tables 5.1 and 5.3).

Resident enjoys an art class.

Table 5.2: Arts Integration Recommendations

Project

Description

Arts Trail

Develop an “arts trail” downtown that guides residents and visitors between art installations, galleries and studios located downtown.

Use sidewalk treatments, such as sidewalk mosaics, to visually mark the route.

Art Gallery

If feasible, relocate Art Gallery to a larger space in the Village Theatre Complex or the Town Green Complex. Explore as part of the Art Studio Space Feasibility Study.

Art Studio/Maker Space

Conduct a Feasibility Study for art studio space and/or maker space, also exploring the possibility of an expanded art gallery as an optional element. This should include “messy rooms” for painting, sculpture and other art, as well as more traditional classroom and multi-use space. Explore options for both new construction and reuse of existing buildings (including Danville Community Center).

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Chapter 5 – Funding and Implementation Strategies Project

Description

Temporary Art Installations

Place temporary sculptures in areas to enliven or “activate” streets and areas in parks and recreation facilitates to which the Town hopes to bring attention. Temporary art installations allow Danville to feature a rotating number of emerging and revered artists and highlight art that reflects topical issues.

Art in Empty Store Fronts

Commission local artists to develop artwork displays or more creative interactive artistic projects to bring life to vacant store fronts. If issues of liability can be successfully negotiated with landlords, use these vacant storefronts to host pop-up art galleries or be the viewing location of an artist in residency.

Functional Art

Place functional art, such as decorated and interesting benches, planters, bike storage, tree grates and pedestrian lighting on pathways and trails, in parks, and other spaces in the public realm.

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Chapter 5 – Funding and Implementation Strategies

Trails The table below includes recommendations for different types of trail facilities.

Those facilities with a bullet are especially suited to integration of art.

Table 5.3: Trail Project Recommendations

Project

Description

Trailheads

Develop and enhance trailheads to increase their visibility and to include wayfinding information about connectivity and available route options. Consider incorporating art into Trailhead enhancements.

Routes

Define and mark looped running and walking routes throughout the Town with signs or pavement treatments

Wayfinding

Establish consistent wayfinding for on- and off-street trails that alert users to upcoming facilities and attractions and other access information. Involve an artist in the development of the wayfinding program

Gap

Prioritize on and off-street trail connections that address trail gaps noted in Chapter 2.

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Arts Integration ●

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Chapter 5 – Funding and Implementation Strategies

Recreation and Arts Facilities The table below includes recommendations for each existing indoor facility.

An arts class at the Village Theatre.

Table 5.4: Indoor Facility Recommendations

Existing Indoor Facilities

Recommendations

Danville Community Center

Maintain building shell and systems.

Add equipment check-out here or at the library for recreation items to use in Town Green park (e.g., picnic blankets, ping pong paddles, hammocks, badminton or volleyball).

Explore reuse of this center for arts programming as part of the Art Studio Space Feasibility Study.

Town Meeting Hall

Maintain building shell and systems, and refresh paint and finishes when warranted.

Village Theatre

Renovate the Village Theatre.

Connect and enclose dressing room for performers as part of the Village Theatre renovation.

Veterans Memorial Building and Senior Center

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Chapter 5 – Funding and Implementation Strategies Existing Indoor Facilities

Recommendations

School-based Teen Centers (Charlotte Wood, Diablo Vista and Los Cerros Middle Schools)

Maintain building shell and systems, and refresh paint and finishes when warranted.

Southern Pacific Railroad Depot

Continue to partner with the Museum of the San Ramon Valley to keep this National Register structure in good condition and available to the public.

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Chapter 5 – Funding and Implementation Strategies

Table 5.5 below identifies outdoor recreation facilities to consider for Danville’s park system, to augment and diversify the existing inventory of sports fields, courts and playgrounds. Each of these facilities will serve as a destination, and therefore is most suitably located in a community park or special use area. Each can be incorporated into a footprint approximately the size of a pair of tennis courts, except for the disc golf course (which can be incorporated with other uses). Artistic design and elements can be woven into the design of these outdoor recreation facilities. Those facilities with a bullet are especially suited to integration of art.

Table 5.5: Potential Destination Outdoor Recreation Facilities

Facility

Description

Arts Integration

Skate Park

Skate parks are dedicated facilities for skateboarding, inline skating, scootering and, in some cases, BMX bike riding. There are three styles of skate parks: Bowl parks include bowls between 3’ and 12’ deep, emulating the pool skating experience.

Street plaza parks contain obstacles designed to emulate street features such as stairs, railings and benches.

Flow parks combine elements of both bowl parks and street plaza parks.

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Bicycle Park

This type of facility is designed to give riders an opportunity to learn the basics of off-road bicycling, or to build skills. Bicycle parks may include: Bike Pump Track: A feature that generates momentum on a bike without pedaling. By shifting weight on the bike and “pumping” over rollers and through turns, a rider can produce forward motion.

Bike Flow Trail: A purpose-built trail that maximizes the natural attributes of the terrain while minimizing interruptions imposed by sharp turns or abrupt braking. Flow trails are generally descents, though some climbing sections may be included. They create a rolling rhythm by smoothly combining features like banked turns, rollers, and jumps to guide riders through the landscapes in a seamless fashion.

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Chapter 5 – Funding and Implementation Strategies Facility

Description

Arts Integration

Bike Dirt Jump or other Skills Features: A launching platform or other obstacle course features designed to produce air time, teach balance and other bike skills.

Disc Golf Course

Disc golf is played much like traditional golf, using a flying disc, or Frisbee®. The object is to throw a disc from a tee area to a target or “hole”, with the fewest throws. Courses are usually designed with nine or 18-holes, and usually combine wooded and open terrain with topographical variety. A nine-hole disc golf course can be established on as little as five acres of land, according to the Professional Disc Golf Association.

Archery Range

An archery range has targets at specific distances, with the maximum distance about 80 yards. Terrain may be uneven or rough, and it may be in a wooded area. In some cases, targets with bullseyes are used. Alternatively, 2D animal targets or 3D animal models are used for bowhunting practice.

Dog Agility Course

Dog agility is a dog sport in which a handler directs a dog through an obstacle course in a race for both time and accuracy. A “standard” agility course has 15-22 obstacles of different types.

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Destination Play Area (Universally Accessible)

A destination play area is a large play area designed to engage people for 2 or more hours. A universally accessible play area should support integrated play, and be designed to have all areas usable by people of all ages and abilities, to the greatest extent possible, without the need for adaptation.

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Nature Play Area

A nature play area is made of natural components such as plants, logs, water, sand, mud, boulders, hills and trees. The goal of a nature play area is to inspire children to explore the natural world in a safe, device free environment (that does not negatively impact natural resources).

●

Pickleball Courts

Pickleball is a paddle game that combines elements of tennis, badminton and ping-pong. It is played with a paddle and plastic ball with holes, and can be played as singles or doubles. A pickleball court measures 20×44 feet (the same size as doubles badminton). The same court is used for both singles and doubles play. The net height is 36 inches at the

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Chapter 5 – Funding and Implementation Strategies Facility

Description

Arts Integration

sidelines and 34 inches in the middle. The court is striped similar to a tennis court, and can be dedicated to pickleball or be converted from existing tennis courts.

Futsal Court

Futsal is similar to a scaled down version of soccer.

It is played between two teams of five players each, one of whom is the goalkeeper. It can be played indoors or outdoors, on a lined hard court surface.

Outdoor Fitness Area

An outdoor fitness area includes durable fitness equipment for all ages and fitness levels that brings a social, multi-generational element to outdoor public spaces. Typically provided in a fitness cluster of 4-10 pieces, the low-impact, low-maintenance exercise equipment can be grouped in an activity spot, provided adjacent to traditional playgrounds, or dispersed along trails for a par course experience. Surfacing under equipment should meet current codes for exercise equipment.

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Chapter 5 – Funding and Implementation Strategies

PROGRAMS AND SERVICES STRATEGIES Danville offers a robust set of recreation programs, a multi-layered communication strategy and strong resident participation. This Plan Update supports the continuation of the Town’s successful existing programs and services. This section recommends potential new programs and services to help advance the strategic directions and recommendations highlighted in Chapter 4.

Each of these potential programs and services should be structured as a pilot to test the proposed approach. After the initial testing phase, Danville should evaluate the activity and determine whether to repeat it, adjust it, or discontinue it.

The following strategies are drawn from the strategic directions described in Chapter 4.

Develop an arts and culture-focused program series for Town Green.

(Implements Chapter 4 recommendations C.5, D.5) • Design the program.

• This series should be regular (weekly if possible), offered on a typically offpeak day, and coordinated with the business community.

• The series should be attractive to multiple age groups, and different from other offerings. As an example, a dance program series (using recorded music) would offer a different style of dance (swing, salsa, ballroom, etc.) each week with a free lesson at the beginning.

• It should be designed for ease of set up and take down.

• Develop a budget and staffing plan.

• Seek sponsors and develop a donor program to support the series.

• Promote the series.

• Implement the pilot season.

Develop a program to fund temporary works by local and regional artists.

(Implements recommendation C.1) • Secure a small budget allocation for artist stipends, with the intent that this becomes an annual allocation.

• Develop criteria for art or artist selection and an application process.

• Collaborate with the local arts community to publicize the program.

• Select the preferred artist or work.

• Coordinate with the artist on installation for the specified amount of time.

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Chapter 5 – Funding and Implementation Strategies Develop an Open Street / Ciclovia event. (Implements recommendation B.2) • Conduct phone interviews with event organizers in other cities to gain insights on event design and logistics. See Boulder Green Streets and Berkeley Sunday Streets for smaller municipality examples.

• Work with Transportation and other relevant Town departments/divisions to plan a route. The route should be at least two miles in length, looped and have stops at several park sites.

• Recruit partners, sponsors and volunteers.

• Promote the event.

• Implement the pilot and document the outcomes.

Pilot a mobile or “pop-up” recreation program. (Implements recommendation D.4) • Determine program type. Examples of well-established mobile programs include Pittsburgh's Roving Art Cart for drawing, painting, making art; Irvine’s Mobile Recreation Program for general fun and recreation; and, MobileFit San Antonio which has fitness classes and health screening.

• Seek partners.

• Develop a regular schedule of stops at parks, possibly including other sites (e.g., schools, HOA sites).

• Secure necessary equipment and materials, set up a van and schedule/hire staff.

• Promote the schedule and activities.

• Implement the schedule.

Expand outdoor/environmental program offerings, in collaboration with partners. (Implements recommendation D.2, E.5, E.8) • Recruit partners (e.g., EBRPD, Audubon) with expertise and established programs.

• Schedule new opportunities for guided hikes/walks, birdwatching, nature exploration, and local history interpretation throughout the park system.

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Chapter 5 – Funding and Implementation Strategies Develop expanded youth employment opportunities focused on park activation. (Implements recommendations D.1, D.3, D.7) • Identify potential jobs to activate Danville parks, such as equipment checkout, program support staff (e.g., Town Green series, mobile recreation), park activation (e.g., setting up movable furnishings, books, chess games), and busking (e.g., music performance).

• Develop a budget.

• Review with Danville Youth Council and Youth Commissioners.

• Implement the youth employment program.

Youth Baseball Team participating in the Fourth of July Parade in Downtown Danville.

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Chapter 5 – Funding and Implementation Strategies

PROJECT PRIORITIZATION The prioritization criteria reflect the values expressed by the community during the Plan Update engagement efforts and mirror the strategic directions provided in Chapter 3 and Chapter 4. These prioritization criteria should be used to guide decision making and project sequencing, as well as to rank projects to meet community needs.

Danville should prioritize, plan and implement projects that: • Contribute to system sustainability • Enhance existing facilities • Enhance partnerships or volunteerism • Strengthen Danville’s art identity • Increase connectedness of the parks, recreation and arts system See Appendix E for more detailed descriptions and guiding questions for the criteria.

Table 5.6: Prioritization Criteria Scores

Strengthens art identity

0-5

Increases connectedness of system

0-5

Score Range

Enhance existing facilities

Enhance partnerships or volunteerism

PROJECT

Contributes to System Sustainability

Prioritization Criteria

0-5

0-5

0-5

TOTAL

Ex. Project 1

5

5

0

4

5

25

Ex. Project 2

4

5

4

4

5

30

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Chapter 5 – Funding and Implementation Strategies

FUNDING AND IMPLEMENTATION STRATEGIES Danville’s annual Operating Budget and Capital Improvement Program have established the General Fund and LLAD Zone D as important sources of maintenance and capital expenses for arts, parks and recreation projects. The Town will need to continue to diversify and seek new funding sources as Danville’s population grows and costs are expected to increase in future years.  Explore new or expanded special assessment district opportunities.

Danville’s 2015-2016 Operational Budget identified that LLAD expenditures exceed annual assessment revenues for Zone D. The Town should explore an increased assessment rate for Zone D or establish a new special assessment districts to fund capital improvements and maintenance. New special assessment districts may make sense in areas where there is an economic development benefit to facilities, such as exploring a Community Facilities District (CFD) for Downtown Parks.  Actively pursue partnerships and cost sharing agreements with other agencies and institutions. The Town has effectively developed partnerships, such as with the San Ramon Valley Unified School District and to provide recreation and community services and programs. New partnerships and cost sharing arrangements should be explored. Examples of potential new partnerships include collaborating with the East Bay Regional Park District and Contra Costa County to connect trails and develop new trailheads.

Other agreements include partnerships with Bay Area museums and arts organizations to locate temporary public art throughout Danville.  Align recreation fees with park maintenance costs. To better address cost recovery, work to align recreation fees with the costs of maintaining the areas of focus. For example, currently the Danville maintenance staff bear the cost of setup for Town events, whereas revenue is accrued in a different department.  Encourage volunteerism and community-built projects. Some community organizations have the interest and capacity to build specialized recreation facilities. Examples of facilities built by volunteers and advocacy groups in other cities and towns include community gardens, bike skills areas, disc golf courses, mountain bike trail networks, hiking trails, dog parks and museums.

The Town may wish to establish standards and agreements for communitybuilt projects, and encourage organizations that meet Town standards to make approved arts and park enhancements.

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Chapter 5 – Funding and Implementation Strategies  Consider voter-supported funding measures when appropriate. The Town should explore the feasibility of voter-supported funding measure to determine whether the community is willing to pay for larger recreation and arts enhancements.  Continue to pursue grants. The Town has effectively used grants in the past for park, recreation and arts projects. The City should continue to track grants available to public agencies, and apply for those that can support projects and programs outlined in this Chapter. Potential grant funding to support outlined projects and programs can be found in Appendix F.

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Chapter 5 – Funding and Implementation Strategies

ANNUAL WORK PLANS Each year, staff and the Commissions will sit down together to develop a work plan that addresses implementation of the recommendations within the Plan Update.

The work plan prioritizes projects and initiatives and defines a lead staff member and lead Commissioner for each project.

Work plan development could occur during a joint meeting of the Commissions, during which progress on Plan Update implementation can also be evaluated.

Prior to the annual work plan meeting, each Commissioner should be asked to provide a maximum of 3-5 projects they would like to champion to Town staff. Staff will collect these ideas and initially evaluate the ideas using the following criteria (Appendix E provides a more detailed description of each criterion):    

Operational Impact Capital Improvement Component Staff Time Time Frame

Then, the work plan will be developed and refined within the meeting, using the format provided in Table 5.7. The final work plan will define which staff member and which Commissioner will take the lead on advancing each prioritized project or initiative.

Table 5.7: Example Work Plan Format

PROJECT OR INITIATIVE

Time Frame

Staff Time

Capital Improvement Component

Operational Impact

Implementation Criteria

Ex. Project or Initiative 1

+

H

M

10+

Ex. Project or Initiative 2

+/-

M

L

5-10

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Chapter 5 – Funding and Implementation Strategies

Orienting New Commissioners The Plan Update is intended to be the guiding document for both Commissions.

When new Commissioners come on board in coming years, they will need to be oriented to the Plan Update and its components. As part of this orientation, Town staff should standardize the onboarding process for new Commissioners to ensure new Commissioners have a more detailed understanding of the current state and operations for Danville’s parks, recreation and arts system, as well as the vision principles which have been in place for more than 10 years.

Standardized onboarding procedures can include:  Providing the new Commissioner with a copy of the Plan Update and Chapter 5 of the 2030 General Plan;  Meeting one on one with the new Commissioner and Commission chair to provide an overview of the strategic directions and the previous year’s Annual Work Plan;  Assigning an existing Commissioner to be a mentor to the new Commissioner; and  Setting up a guided tour of the system, led by Town staff or assigned mentor Through a consistent orientation and onboarding process, the shared knowledge contained within this Plan Update will be passed onto future Commissioners, providing the basis for continued progress on implementation through the annual work plan process.

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CHAPTER 6: NEXT STEPS Led by Danville’s Recreation, Arts and Community Services Department, the effort to update this Strategic Plan began nearly three years ago. With support and partnership from the Parks and Leisure Services Commission and the Arts Commission, along with other community leaders, Town staff set out to evaluate goals, strategies, and future areas of emphasis.

This 2017 Plan Update represents the focused efforts of staff and Commissioners, who worked alongside MIG staff to engage the Danville community and to develop the Plan recommendations. This process engaged a wide range of community members and organizations committed to Danville’s success. The planning process also led to greater integration and collaboration between the two Commissions, a pattern that will continue in the future.

The Vision Principles and Strategic Directions identified in this Plan Update will support, elevate, and further advance parks, recreation and arts in Danville. This document is designed to provide guidance and direction, yet be flexible enough to allow Danville to respond to unforeseen opportunities that may arise over the next ten or more years.

The 2017 Strategic Plan provides tools for the Town, the Commissions and the community to foster a progressive culture of recreation and arts in the coming years. Through the energy, dedication and passion of the Danville community, the parks, recreation and arts system will continue to evolve and thrive.

View of Downtown Danville.