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PROVEN PROGRESS 

Every day, I give you my absolute best and am proud to report that your support of me, my team, our city, and each other has produced incredible results! Scroll down to learn more about how we have improved Danville together. 

5  PILLARS OF PROVEN PROGRESS

STRONG STEWARDSHIP

You, as hard-working citizens, know that strong financial stewardship and prudent decision-making fuel strategic investment throughout our city, making the 4 additional pillars possible. 

Click on the icons or continue scrolling to learn more. 

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ECONOMIC

EXPANSION

Economic growth sustains good employment opportunities for our people and bolsters our property values.

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IMPROVED

INFRASTRUCTURE

Quality and well-maintained infrastructure is essential for our daily lives and the operation of our businesses.

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LEARN MORE

Safer Streets.png

SAFER

STREETS

Safety and security is essential for the well-being of our citizens and the success of our businesses.

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COMMUNITY

CARE

A strong sense of pride, culture, and connection helps folks flourish and our community thrive!

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LEARN MORE

OUR ACCOMPLISHMENTS

STRONG STEWARDSHIP

You, as hard-working citizens, know that strong financial stewardship and prudent decision-making fuel strategic investment throughout our city.

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Did you know that during his first term, the Williams Administration is on track to reinvest over $50 million of general reserves into projects that matter most to you? 

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Here is a list of some, but not all, of the Proven Progress in Strong Stewardship: 

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  • ​Greatly Increased General Fund Performance

    • In 11/6/2018, we started w/only $300,000 in General Reserves (GR); ordinance said we should maintain a $1.2 Million minimum.

    • Implemented non-emergent spending freeze, ending the year (4/30/19) w/$1.5 Million in GR.

    • Ended FY20 (4/30/20) w/$3.0 Million in GR.

    • Ended FY21 (4/30/21) w/$8.3 Million in GR. We kept $1.2 Million in GR, paid an additional $2.3 Million toward our unfunded Fire & Police Pension liabilities, set aside $4 Million for the demolition of Bresee and other Downtown buildings, and put the remainder aside for additional roadwork and economic development in 2022.

    • Ended FY 22 (4/30/22) w/~$9.4 Million in GR 

    • Ended FY23 (4/30/23) w/$6.9 Million in GR

    • Ended FY24 (4/30/24) w/$10.3 Million in GR

    • Ended FY25 (4/30/25) w/$5.5 Million in GR

    • Ended FY26 (4/30/26) w/$4.4 Million in GR

  • Updated Financial Policy to increase the GR requirement from $1.2 Million to $3 Million

  • Improved our Net General Fund Position by nearly $52 Million from -$36,528,014 in FY19 to +$15,130,770 in FY26.  

  • Improved the Overall City Net Financial Position by more than $82 Million from -$28,159,312 Million in FY19 to +$54,167,076 Million in FY26

  • Funding Police & Fire Pension Funds at 100% versus 90% required by state law and using all Cannabis funding to make additional payments has resulted in them being better funded by 13.96% (from 27.84% to 41.8%) & 18.24% (from 15.65% to 33.89%) respectively from 2019-2026.

  • Grants:

  • Received over $32 Million in new grants (excluding ARPA & DMT Funds), including a $3 Million Rebuild Downtowns & Main Streets Grant and over $3 Million for Police alone

  • Received over $12 Million in additional grant funding for Danville Mass Transit to complete tasks like remove leaky underground fuel tanks, replace buses, and make other capital improvements.

  • Refunded outstanding city bonds in 2019 due to improved bond rating from Baa3 to BBB, resulting in savings of $190,840.53 (5.34%).

  • Transitioned accounts payable from a centralized paper-based processed to a decentralized paperless process utilizing the existing accounting system at no cost.

  • Collected over $100,000 in previously owed but unpaid Hotel/Motel tax & Sales tax revenues through an agreement w/Azavar Government Solutions. On track to collect an additional $100,000/year moving forward. 

  • Paid off the city’s outstanding ERI (early retirement incentive) & four banknotes early resulting in savings of ~$80,000.

  • Transitioned Billing & Collections from Danville Sanitary District to the city, saving ~$50,000/year and implemented a quarterly collections process.

  • Spent a combined 500+ hours to complete the first Capital Improvement Plan in decades covering FY2023-2024 through FY2025-2026 to improve future planning and budgeting.  CIPs are now conducted on a rolling 3-year basis with a transition to 5 year basis in the works. 

  • Concurrently rolled out a multi-year budget to accompany the Capital Improvement Plan, allowing for strategic budgetary planning into the future instead of evaluating only one year at a time. 

  • Paid off the city’s portion of the Public Building Commission bond early by fronting $1,256,948.85. This saved the taxpayers $413,783.67 (32.97% savings on refunded bonds). 

  • Renewed our municipal electric & gas services agreements, resulting in savings of ~$180,000/year to taxpayers.

  • Successfully terminated the City’s contract with TALK UC Express and Equifax Workforce Solutions, saving citizens ~ $11,000/year

  • Gained greater collection outcomes in small claims court by taking a more aggressive approach. 

  • Purchased computer equipment for Aldermen, leading to paperless agendas, etc. saving ~$15,000/year savings

  • Restructured Finance Division to:

  • Include a Deputy Comptroller, Grants Manager, and Staff Accountant, improving controls and compliance.

  • Increased cross-training within the department to enable continuity of compliance as well as provide some agility within the team.

  • Implemented tighter fiscal controls, such as:

  • Centralized purchasing for AP, updated purchasing policy, and trained departments to ensure consistent application

  • Required additional, more descriptive details on AP invoice descriptions.

  • Transitioned bank reconciliations from paper/Excel to using the ERP (Electronic Resource Planning).

  • Required all departments to make their own daily deposits and deposit entry into ERP to limit amount of money in offices and maximize our return on accounts and improve segregation of duties.

  • Required additional reviews and approvals on accounting entries

  • Improved records management (including a huge update & purge process) & began the process of digitizing all records such as real estate transactions, bids, FOIA’s, agreements & contracts.  Digitization nearly complete.

  • Implemented Laserfiche & Citizenserve software which allows citizens and businesses to submit license & permit applications electronically.  They also allow online payments for the first time for individuals renewing business licenses or applying for special permits.

  • Implemented Intradyn Software to improve response to FOIA Requests.

  • Trained new Deputy City Clerk & assisted with transition in City Treasurer’s office.

  • Placed all ordinances & resolutions on the city website for public access.

  • Rigorous IT Enhancements

    • Over the past seven years, the City has invested in technology with two goals in mind: giving employees better tools to do their work and making City services easily accessible for residents. Work that once depended on paper forms, duplicate data entry, and phone calls between departments now runs on shared systems that capture information once and make it available to everyone who needs it. Crews spend more of the day doing the work and less of it recording the work. For residents, the change is just as practical. Reporting a problem, finding City information, or requesting service no longer requires a call during business hours; requests can be submitted at any time, reach the right crew directly, and are tracked through completion. The result is a City that responds faster and asks less of the people it serves.

    • By implementing all of these initiatives and many others, the IT Division has saved citizens over $6 Million across the last 7 years!

    • Combined servers, reducing the cost of equipment, maintenance, power, etc.

    • Installed fiber-optic lines between buildings, allowing the use of more efficient and effective equipment.

    • Moved phone service to the cloud so there is no City-owned phone hardware to maintain.

    • Expensive old phone lines were replaced with cost effective cellular-based service at a fraction of the cost and other unnecessary equipment was eliminated.

  • Catching utility billing errors. By comparing property maps against utility billing records, the City can now spot properties receiving service that were never billed correctly. Finance can find and fix these systematically rather than waiting for someone to notice.

  • Yard waste sticker tracking. Sticker sales are mapped and audited, addresses verified automatically, and replacements handled quickly.

  • Garbage container mapping. Mapping which households have how many containers protects existing revenue and gives the City solid data.

  • Protecting City and Resident Information

  • Created a written security plan covering staff, procedures, and equipment, so the City works toward a defined goal instead of reacting to each new threat as it appears.  Many cities pay an outside security firm for this, but Danville has in-house expertise, which is both faster to act on and considerably less expensive.

  • Added layered protections and continuous monitoring for threats rather than checking periodically.

  • Implemented stronger sign-in requirements, taking a zero trust approach when it comes to accessing information systems.

ECONOMIC EXPANSION

Economic growth and sustainability is a key driver for the overall well-being of our community. It sustains good employment opportunities for our people and bolsters our property values.

 

Did you know the Williams Administration has attracted over $500 Million in business expansions and new developments resulting in approximately 750 new jobs?

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Here is a list of some, but not all, of the Proven Progress made toward Economic Expansion: 

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  • Over $500,000,000 in expansions and new developments and approximately 750 new jobs, including but not limited to:

    • Carle & Christie at the Riverfront - $95 Million medical facilities, 50 new jobs.

    • The Golden Nugget Danville - $110 Million casino, sports-betting, and restaurant facility, 300 new jobs

    • Sunnyside & Seven Point - ~$2 million dispensary developments; 40 new jobs

    • FedEx - 150 new jobs

    • Viscofan Expansion - $25 million, 30 new jobs

    • Marriott TownPlace Suites

    • AutoZone Expansion

    • Bunge Expansion

    • Flex-n-Gate Expansion

    • WorkSource Expansion

    • Kirchner Redevelopment ~$6.5 Million

  • New Restaurants:

    • Starbucks

    • 7 Brew

    • Jersey Mike’s

    • Pancho’s

    • Sol del Mar #2

    • Ela’s Eatery

    • Lake Harbor Chinese

    • Jimmy John's / Sonic Development

    • Chick-fil-A

  • Other Developments, including but not limited to: Dollar General on Bowman, Dollar Tree on Fairchild, Harbor Freight, Head Start, 2 OSF On-Call’s, Quickwash South, Smitty's Car Wash, Take 5.

  • Led downtown revitalization efforts through strategic demolitions, Tax Increment Financing (TIF) incentives, and redevelopment activities, helping achieve approximately 80% occupancy Downtown versus 80% vacancy previously.

  • The lowest unemployment in over 30 years pre-pandemic (4.9%). 5.8% as of August 2026. 5% is considered full employment.

  • Invested over $5.3 Million in TIF projects supporting over 70 local businesses and improving infrastructure in those areas.

  • Granted ~$500,000 to Small Business to help with operating expenses in response to COVID-19, and ~$1 Million to individuals for rent, mortgage, and car payment assistance.

  • Supported local businesses and their employees by encouraging them to stay open during unlawful prolonged shutdown “orders”. Required businesses that remained open to follow all other safety protocols to keep people as safe as possible (servers masked, dividers between booths, 6 feet between tables, etc.) 

  • Drafted redevelopment agreements that are bringing millions of dollars of investment into our community.

  • Led development of the 2050 Comprehensive Plan which will guide the development of our community over the next 25 years.

IMPROVED INFRASTRUCTURE

Quality and well-maintained infrastructure is essential for our every day lives and the operation of our businesses.

 

Did you know that the Williams administration assessed the city’s entire roadway network, completed maintenance on approximately 80% of city streets, cleaned/inspected/assessed ~70% of sanitary & storm sewers, and developed a multi-year Capital Improvement Plan?

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Here is a list of some, but not all, of the Proven Progress made toward Improved Infrastructure: 

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Road & Sidewalk Improvements

  • Inventoried & assessed the city’s entire roadway network & completed some level of maintenance (crack seal 22%, sealcoat 56%, cape seal 22%, mill & overlay 2%, or reconstruction ~1%) on ~80% of City streets in the last 7 years. 

  • $32.7M in Transportation Improvements, including: capital projects/annual maintenance programs related to pavement, sidewalks, bridges, and lights/signals/signs. 

  • Our Global PCI (Pavement Condition Index) improved from 63/100 to 65/100.  This may seem insignificant, but with pavement infrastructure funding locally and nationwide significantly underfunded, one would expect conditions to decline, not improve.  Additionally, most other benchmarking communities in our regions have lower network ratings and/or are in a state of constant decline.

  • Assessed 40% of sidewalk network repairing, replacing and replacing 2.5% and adding new sidewalk in high-traffic areas.

  • Implemented Modern Pavement Management - including semi-regular pavement condition assessment

  • Established funding, completed the first cycle, and started the second cycle of a 5-year maintenance preservation cycle for all seal coat streets.  PW Operations crews have prepped all of these streets with asphalt to increase water flow and ride-ability on the roads each of these years.

  • Road reconstruction projects include: Denmark & Old Ottawa, Jackson/Voorhees Intersection (grant funded), Madison, Columbia, S. Beard (grant funded), Edwards (grant funded), Unit Blocks of W Harrison, & Lafayette/Robinson/North (80% complete).

  • State bridge data from the Illinois Department of Transportation now loads automatically instead of being typed in by hand.

  • Pothole tracking. Every pothole repair is recorded and mapped. Streets that keep needing patches show up clearly, which tells the City where full resurfacing would cost less over time than repeated patching.

  • Reworked Denmark Road Causeway, adding pedestrian bridge & sidewalk from Old Ottawa to Gilbert.  This provides better connectivity throughout our community and better access to one our greatest assets, Lake Vermilion. 

  • 1100 block Jackson St. shared use path/road construction, Midtown TIF & Major Downtown sidewalk repairs/replacements, Griffin/CSX RR crossing safety improvements.

  • Maintained open roads & safe driving conditions in the Major February 2022 winter storm that saw 15 inches of snowfall in 24 hours.

  • Route 1 Safety Mitigation at South Entrance to Meijer/Lowe's

 

Sewer & Stormwater/Drainage Projects:

  • Televised/cleaned/inspected/assessed 70% of all sanitary & storm sewers & 850 manholes and mapped 100% of the storm sewer system, correcting & modernizing city-wide sanitary sewer maps.

  • $25.7 Million in Sewer Improvements, including capital projects/annual maintenance programs related to stormwater, sanitary sewers/pump stations

  • Greatly improved sewer asset maintenance & replacement cycle. 

  • Replaced/upgraded 25% of all sanitary sewer pump stations. 

  • Repaired, lined, and replaced 12.5% of all sanitary sewer lines & 1.25% of all storm sewer lines.

  • Completed NW sanitary reconstruction ($7 million w/$2.1 million forgiven).

  • Mapped 100% of the city’s storm sewer system in Geographical Information Systems in preparation for the Capital Improvement Plan.

  • Completed 8/10 top projects from the Stormwater Master Plan, greatly reducing and in many instance eliminating flooding of streets, homes, and neighborhoods.

  • For the past 4 years, in addition to all other normal operations, we have established a regular cleaning program of storm sewer structures.

  • Repaired, cleaned up, &/or reconfigured detention ponds/ditches around the SSA Detention Basis (Lynch Rd).

  • Completed major drainage improvements on Countryway, Dearborn, Hinkley, Highland, Suncrest, Myrtle, Rivercrest, Lakeshores, & Turtle Run.

  • Improved sewer manhole inspections. Condition of each manhole is now recorded in one place, so repair money goes to the pipes actually in the worst shape rather than the ones that generated the most complaints.

  • Storm drain cleaning and condition tracking. Crews record both the cleaning and the condition of each drain while they are there, which lets the City schedule repairs before something fails during a storm.

  • Federal water inspections. The City is required under federal Clean Water Act rules to inspect stormwater outfalls. Crews now do this on a tablet with time-stamped, location-tagged photos, so the City has proof the inspections happened.

 

Other Areas

  • Oversaw EPA approval of H&L Landfill closure & Leachate Collection System demolition.

  • Yard waste Site - upgraded power and utilities along with total clean

  • Public works - new efficient HVAC installation and interior upgrades

  • Office & Training Manager developed multiple Training Programs to help us more effectively serve citizens.

SAFER STREETS

Safety and security is essential for the well-being of our citizens and the success of our businesses.

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Did you know that the City of Danville saw a substantial reduction in every category of crime covered by the UCR (Uniform Crime Report) from 2018-2025?  Danville’s overall crime rate decreased by 26.4% and violent crime rate decreased by 63.3%.

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Here is a list of some, but not all, of the Proven Progress made toward Safer Streets: 

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Police

We have been able to see an encouraging trend in a significant decrease in violent crime such as gun related incidents, criminal homicides, and domestic violence.  Property crimes had shown a respectable decrease through late 2024, however; they have risen in all areas that are potentially impacted by pretrial release and non-detainable offenses.  The correlation is reasonable due to multiple offenses by the same offenders, however; still speculative without providing data and analysis for local offenses. We believe that with the lower violent crime, based on the feedback from citizens who live in vulnerable areas as well as other citizens we speak to, they feel safer and their fear of victimization is reduced, increasing their quality of life.

Though not necessarily measurable, personnel feel that they are supported by most of the community.  Anecdotal, but reasonable, the number of notices of appreciation greatly outweigh the complaints.  With the help of dash cams and BWCs many complaints are exceptionally cleared as being false or unfounded based on the evidence and subsequent investigation.  Most of the “failure to meet standards” are self-reported within the department that result in corrective measures.  As a Department we are encouraged by our direction but also identify there is always room for improvement and growth. 

 

  • Eliminated Director of Public Safety position and reinstated Police & Fire Chiefs.

  • Hired 17 additional officers, moving the force from 54 officers to 71.

  • Constituted the following units to better prevent, combat, and solve crimes:

    • Reinstated our POP (Problem Oriented Policing) Unit

    • Created CHU (Community Housing Unit) and Street Crimes Unit.

    • Cross-assigned Task Force Officers to VMEG, US Marshals and BATF (Bureau of Alcohol, Tobacco and Firearms) bringing much-needed additional resources to our community.

  • Added 4 full-time Civilian positions, including Crime Intel Analyst, to better support the police department's efforts.

  • Seized over 850 illegal guns off the streets (nearly 90% more than previous years) and destroyed most of them (some kept for evidentiary purposes).

  • Reduced Crime from 2018-2025 in all UCR Categories:

    • Murders: -58.3%

    • Rapes: -30.2%

    • Robberies: -81.6%

    • Aggravated Assaults/Batteries: -63.2%

    • Burglary: -41.2%

    • Theft: -3.2%

    • Motor Vehicle Theft: -18.2%

    • Arson: -66.7%

  • Reduced Shots Fired, Shootings, & Victims of Shootings by -67.1%, -63.6%, and -65.7% respectively.

  • Replaced fleet of nearly 50 vehicles and acquired an Armored Tactical Vehicle “BEAR” ($400,000.00+ if purchased) donated from ILEAS

  • Created a new Police & Community Training Center which includes our Virtual Reality Training System (WRAP Reality) and was used for over 1,000 hours of community meetings/trainings, including record numbers of Citizens & Junior Citizens Police Academies

  • Rebuilt Friendly Town (Youth Training Facility) with both new and remodeled buildings as well as a new 1600 ft2 classroom and equipment through grant money and donations.

  • Implemented the following to better directly serve and protect our citizens:

    • Created Embedded Law Enforcement Crisis Counsellors positions in collaboration with Crosspoint Human Services

    • Introduced Deflection Services and options to Vermilion County Law Enforcement

    • Started domestic violence initiative with patrol & created a domestic violence detective position to better assist victims and support prosecution of perpetrators.

    • Provide Critical Incident Response Training to local schools, businesses, and churches

    • Enhanced Friendly Town Community Outreach events to over 4,000 participants.

    • Enhanced collaboration & partnership w/numerous social service agencies such as CRIS, SRC, Crosspoint, STEP Recovery, Step Up, TASC, DART, etc.

    • Created the Security Camera Registration app, which allows citizens to voluntarily register their security cameras at their homes/businesses. The Police investigators can then contact the camera owners if any incidents occur in the area.

    • Implemented an Online Reporting System for low-level crimes to make it easier for citizens to report offenses and receive reports.

    • Renegotiated Community Partnerships and MOUs, including the addition of more School Resource Officers  

  • Initiated the following to help us operate more efficiently and effectively:

    • LERMS Records System

    • Purchased an incinerator, which allows for the quick & safe on-site destruction of narcotics.

    • Evidence Processing System and Software (BEAST)

    • Field Training Software

    • Phone & Computer Data Recovery Systems

    • Real Time Crime System w/Verkada Video Management System

    • Video Redaction Software

    • LexisNexis Traffic Crash Reporting System

    • DPD ordinance violation tickets are now automatically generated and in the legal department computer system instead of receiving a hard copy from DPD and having to manually enter all the information into the legal department computers.

  • Installed the following camera systems, which have played a critical role in solving  numerous crimes ranging from simple traffic accidents and vandalism to homicides:

    • Verkada cameras in all City parks.

    • Body worn and new car cameras.

    • License plate readers

    • Retail crime cameras.

    • Mobile Camera System.

  • Purchased the following additional equipment to better protect our officers:

    • New ballistic patrol shields & Level 3 Vests for patrol squads

    • New ballistic vests, tools, and weaponry for ERU

    • K9 Ballistic Protection (donations)

  • Implemented the National Testing Network (NTN), which eliminates the need for costly testing & provides for a much more efficient & effective hiring process.

  • Improved recruitment and retention by:

    • Implementing Retirement Healthcare Savings Plans

    • Developing Wellness Program & Crisis Intervention Team

  • Training

    • Created Training Team of approved instructors and approved curriculum through Illinois Law Enforcement Training and Standards Board (ILETSB)

    • Became the training and resource hub and model for Vermilion County law enforcement agencies.

    • Top 3 tiers of command completed advanced management and leadership training through executive education and continued developmental training through Northwestern University Staff & Command and/or the FBI National Academy

Fire

  • Reduced overtime from $808,530 in 2018 to $375,676 in 2025 (53.5%)

  • Brought in ~$700,000 in new grant funding, which includes replacing all 50 of our self-contained breathing apparatus & portable radio systems/communication equipment.

  • Acquired new apparatus and equipment that helped us more effectively fight fire, provide rescue services, and save lives, including:

    • Replaced all but 1 fleet vehicle

    • Replaced 2/3 fire engines

    • Replaced ladder truck

    • Replaced all attack hose and fire attack nozzles

    • Replaced all airbags, extraction, and portable extrication equipment

  • Strengthened existing and implemented new training programs for all ranks of the Department to ensure departmental efficiency & effectiveness:

    • Performed over 50,000 hours of training since 2023 alone

    • Received over 224 new certifications in that same time period

    • Restored Fire Department Investigations, Hazmat and Technical Rescue Teams to full strength

    • Instituted Drivers Programs to ensure proper vehicle operations

    • Officer Mentorship Programs to strengthen existing and prepare future departmental leadership

  • Updated Technology to help us operate more efficiently & effectively:

    • Replaced Fire Department Records Management System 

    • Upgraded Fire Investigation Software

    • Replaced all Department Mobile Detection Devices (MDTs)

    • Fire pre-plans in the truck. Firefighters heading to a building can now see where the utility shut-offs are, what hazards are inside, and where the nearest hydrant is on a screen in the apparatus rather than in a binder back at the station.

  • Greatly improved firefighter health:

    • 85.7% Decrease in On-Duty Injuries

    • 21.5% Reduction in Sick Leave Usage

    • 66.6% Reduction in Workers Compensation Usage

    • 89.9% Reduction in Light Duty Days Used

  • Greatly increased fire inspections, prevention, & education/community outreach:

    • Added Fire Inspector Position, allowing us to complete nearly 900 Inspections/year versus only approximately 260 annually previously

    • Installed nearly 400 free smoke detectors throughout the community

    • Increased fire prevention education from only serving kindergarteners to include all students through middle school.

COMMUNITY CARE

A strong sense of pride, culture, and connection helps folks flourish and our community thrive!

 

Did you know the Williams administration has invested energy and money to reduce blight, improve our shared recreational spaces, and transform the way people feel and talk about Danville?

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Here is a short list of Proven Progress in Community Care: 

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Blight Elimination & Neighborhood Revitalization 

  • Demolished ~600 dilapidated structures in neighborhoods & on main thoroughfares from 2019-Present versus an average of 10-15/year in the past.  Higher profile demolitions include:  Bresee, Tower, Oddfellows Building – Chart Records, Danville Township Building, Studio 25, Jiffy Lube, Paxton Warehouse, Bullock Garages, Kids Closet, Dine Machine, Model Star Dry Cleaner, Millikin Dry Cleaner, & 6 units in Fair Oaks. 

  • Successfully revitalized and stabilized the Community Development Block Grant (CDBG) Program after facing potential funding reductions due to prior fund management issues. Distributed just shy of $7 Million in Community Development Block Grant funds to low income households/areas to support home renovations & infrastructure improvements. 

  • Invested just shy of $4 Million in ~150 households to help rehabilitate their homes.  All of this money came from external grant sources.

  • Granted ~$500,000 for rent/mortgage assistance during COVID-19.

  • Instituted additions to city court orders whereby the city obtains authority to abate property violations if the owner does not do so. 

  • Ended prosecution of ordinance violations for other municipalities, allowing us to prosecute roughly 20% more of the code violations in Danville.  

  • Obtained agreement with the Vermilion County Trustee that has provided better enforcement of the vacant buildings ordinance.   

  • Instituted a Problem Properties Committee to identify, evaluate, and address serious blight concerns affecting properties and neighborhoods throughout the city.

  • We have added 2 rental housing inspectors to ensure that rental properties remain safe, sanitary, and habitable for occupants and that property owners comply with all applicable maintenance and housing code requirements.

  • More aggressively enforced the city’s property maintenance ordinance/code & developed the monthly Public Service Memo to provide monthly statistics, program updates, and information regarding the City's code enforcement, rental inspection, and property maintenance activities, promoting transparency and public awareness of efforts to maintain safe and well-maintained neighborhoods.

  • Added additional court dates during the growing season to process weed, tall grass, and other environmental violations that adversely affect neighborhoods.

  • We eliminated sentencing hearing dates, now holding them on the same date as the trial, which reduces the number of days the citizens and staff need to attend.  We have also scheduled all citations for the same property on the same court date.  Previously, citizens were coming to city hall on multiple days for different citations.  This has allowed citizens to address all issues on the same court date.

  • Implemented & restructured the Side Lot Program, moving from less than 5 lots sold to getting more than 160 back on the tax rolls.

  • Hazardous tree tracking. When the City Arborist identifies a dangerous tree along a street, that information goes straight to the crew that removes it. Response times improved, and the City now has a clear record from the day a hazard was identified to the day it was removed.

  • $1M USDA Forestry Grant for Community Roots - Tree City Designation, hazardous tree removal, tree plantings, etc.

  • Invested over $600,000 in homeless shelter rehabilitation projects, including work with the Dwelling Place and Danville Rescue Mission

  • Extra garbage pickups. Requests used to be tracked in pieces across different places. Dispatchers and field crews now work from the same system, and completion is confirmed in real time.

  • City lot mowing. The City can see where crews and contractors actually mowed each day, and confirm contractors did the work they billed for.

  • Demolition tracking. A shared spreadsheet was replaced with a single dashboard showing the real status of every property in the demolition process.

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Community Relations - Established this Division whose efforts have transformed how people talk and feel about Danville!

  • Improved communication with our citizens and raised their awareness through:

    • Providing regular updates via press releases and speaking engagements

    • Direct texting service & mobile app

    • Educational and community-focused videos, such as the Aldermen & PW series

    • Created and distributed the City-Wide Mailer to every household in the 61832 area, expanding resident access to City information.

    • Established the Neighborhood Association Matching Grant outreach program and increased direct engagement with neighborhood organizations.

    • Developed citywide mailers, welcome packets for new residents and employees and branding campaigns.

    • Launched the new City website and created and implemented an updated website and resource guide for Mass and Rural Transit.

    • Increased social media presence (LinkedIn, Facebook, Instagram, TikTok, NextDoor, YouTube, etc.) achieving monthly social media reach exceeding 18,000 residents with tens of thousands of monthly views and engagements

    • Developed resource cards with the Police Department to improve awareness of community support services.

    • Public maps online. Residents can look up City boundaries and facility locations themselves, which takes routine questions off the phones.

  • Creation & Coordination of incredible community events:

    • First Friday Events - generated over $337,000 in revenue to fund free or low-cost events such as Potterfest & Danville’s Got Talent that bring thousands of people together Downtown each month, supporting local businesses, creating positive experiences, and enhancing the culture of our city

    • Fall Festival/Holiday Events are so successful that vendors often run out of products.

    • Assumed leadership of Labor Day Parade coordination.

  • Led and implemented the first comprehensive City of Danville rebrand, including a new logo, slogan, visual identity, website, social media brand standards, advertisements, business cards, press releases, and city materials.

  • Created community branding initiatives including City banner projects and gateway branding partnerships to increase community pride and strengthen the City's identity.

  • Created the new Harrison Park Clubhouse identity and branding package, aligning one of the City's most utilized community facilities with the larger City rebrand effort.

  • Greatly improved the city’s outdoor holiday & seasonal décor

  • Brought together hundreds of volunteers who dedicated thousands of hours doing clean-ups and serving at various events.

While each accomplishment may seem small on its own, together they tell the story of what Community Relations truly is. Our division serves as the voice, bridge, and brand of the City of Danville, connecting residents with local government, providing accessible and timely information, supporting local businesses and community organizations, and fostering meaningful civic engagement.

 

More importantly, our work is helping shape the Danville story. Every social media post, community event, business partnership, press release, and resident interaction is an opportunity to influence how people perceive our city. To attract new businesses, residents, visitors, and investment, we must continue changing perceptions both online and in person by highlighting Danville's strengths, celebrating successes, and building trust through authentic engagement.

 

Community Relations is more than communications. It is strategic place branding that strengthens community pride, enhances our reputation, and positions Danville as a vibrant, welcoming, and forward-thinking community. One project, one event, and one conversation at a time, we are helping create a narrative that encourages people not only to visit Danville, but to invest in its future.

 

 Community Health and Wellness

  • Danville Aquatic Center – greatly expanded program offerings

    • Senior Swims

    • Mommy and Me Swim

    • Aqua-Be-Fit Exercise Class

    • Lap Swims

    • Teen & Adult Swim Nights

    • Served multiple visits from community groups such as: AMBUCS, Boys & Girls Club, & YMCA Swim Team practices

    • All school-aged students in Danville received a free admission

  • Community Events in Parks, such as:

    • Adult easter egg hunt at Danville Stadium (170 attended)

    • Paint and sip at Harrison Park Clubhouse (70 attended)

    • Community movie night at Fischer for Arbor Day (about 100 attended)

    • “Danville Open 2025 Presented by Millennium Golf Discs” event at our PREMIER 18-hole course (PDGA sanctioned C-Tier Tournament, ~150 attended)

    • Harrison Park hosted a very successful (And will again) the APWA (American Public Works Association) Prairie Branch Golf Outing (~75 attended)

 

Danville Mass Transit

  • Operating at 100% service levels with a full staff of bus operators for the first time in years.  

  • Fixed route ridership has increased by over 160,000 since 2021, an 32% increase.

  • In January of 2026, we took over rural transportation for all of Vermilion County, providing over 4,200 rides/month.  Hundreds of people would not be able to work, receive training/educational opportunities, make it to medical appointments, or even get groceries without these services.

  • Purchased a Cummins generator so that we are able to provide service to our citizens in times of power outages.

  • Entered into an agreement with Greyhound to use our Transfer Zone as a hub to connect people to their national bus lines.

  • Purchased 4 new 35’ GILLIG buses & applied for 4 more super-medium duty buses to continue providing service between Danville & Champaign.  

  • Technology upgrades for both city and rural transit service such as better radio equipment through FirstNet and trip scheduling and notifications for riders.

 

Human Relations

  • Updated complaint intake process to better serve citizens.

  • Served as part of the United Way Committee to help laid-off workers with housing and other assistance during the COVID-19 Pandemic.

  • Organized 7 Plaintiffs Day.

  • Assisted hundreds of individuals with various needs.

 

Improved Virtual Public Engagement 

  • Built a new more user-friendly website so residents can find information more rapidly and efficiently.

  • Created the Report It app, which replaced a third party application & saved the city $10,000+ per year. It allows the public to submit problems online and city staff to better track service status.

  • Implemented TextMyGov to provide important information to residents instantly via text message.

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Parks, Public Property, & Operations

We have increased our functions for operations by starting the implementation of software that allows us to track data for production and resources expensed. This has allowed us to focus in performing the tasks that our crews are able to save the City the most money and contracting things out that are not beneficial for us to perform. These changes continue to improve our overall impact on how we can serve this City in the highest possible way.

 

We’ve spent approximately $3.1M on Parks improvements and an additional $13.2M in Major Parks’ Facilities Upgrades:

 

  • Cannon Park- new lighting & multi-use courts

  • Carver Park- court upgrades on basketball and tennis

  • Danville Aquatic Center (Garfield Pool): renovated pool and added liner, added new pumphouse, slides & slide pool, bathhouse, pool deck & gutters.

  • Danville Stadium - lighting upgrade, new roof & siding, major interior renovations including addition of accessible bathroom, & new sign in partnership with Hegeler Foundation.

  • Ellsworth Park, including new equipment, walkways, sports field, basketball court, 18-hole disc golf, & concessions/restrooms (grant funded)

  • Elmwood Park- New basketball court and new playground equipment

  • Espenscheid Park – new fencing, storage facility, and improved pathways

  • Garfield Park- new pool, new football field, playground equipment, pavilion, walking paths. basketball court renovation and Boys & Girls Club addition

  • Harrison Park Clubhouse- Complete Remodel and additional usable space

  • Harrison Park Golf Course: hired a licensed PGA Professional who offers lessons, remodeled Golf Shop, renovated all course barns, outbuildings and on-course restrooms, upgraded irrigation pump and pump house, & added new scoreboard

  • Liberty Park- lighting upgrades and addition of pickleball (new playground on the way)

  • Lincoln Park-Friendly Town renovation with new classroom addition, basketball court renovation, concession renovation, restroom renovation, and parking lot upgrades

  • Winter park- partnered with w/AMBUCS to refresh & upgrade Playground for Everyone & DACC to install turf softball field

  • Commissioned design work for Riverfront & Westside Trails Development, including connection to Kickapoo Rail Trail.

  • Partnered with Vermilion County Trail Alliance to allow public multimodal trail development in West Harrison Park.

  • Received roughly $450,000 in relief funds from the wind storms in 2024 due to the record keeping from these changes.

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VOTE ON OR BEFORE FEBRUARY 23RD!
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