Meet American Canyon Council Candidate David Oro

NAPA VALLEY, CA — Five candidates are running for two at-large seats on the American Canyon City Council.

We sent out questionnaires and reprinted candidate answers verbatim. Below, read the responses of David Oro, who is seeking a third term on the American Canyon City Council.

Oro was appointed to the American Canyon City Council in 2017.

In 2024, he ran in a tight race for mayor against Pierre Washington. Oro conceded the race with a little over 48 percent of the vote.

In the questionnaire, Oro, 53, identified traffic and infrastructure, economic vitality, and public safety as priorities.

What is your educational background?

I earned a Bachelor of Science degree from San Francisco State University. My education has been complemented by more than 25 years of professional experience in strategic communications and business, as well as extensive community and public service in American Canyon.

What is your professional background?

I am a communications executive, strategic advisor and small business owner with more than 25 years of experience. Since 2004, I have been the founder and principal of the Oro Group, advising startups and global technology companies. My career has included leading international teams, advising CEOs and executives, managing complex organizations and helping businesses navigate growth and change.

Have you ever held public office, whether appointive or elective?

Yes. I was appointed to the American Canyon City Council in 2017 and elected in 2018 and 2022. I served as Vice Mayor in 2020 and 2024. My public service has also included the American Canyon Fire Protection District, Napa Valley Tourism Corporation and Napa County LAFCO, along with City advisory committees before joining the Council.

What are the top three issues facing your district right now?

1. Traffic and infrastructure. We need to improve Highway 29 while creating alternatives to it. That means advancing the Highway 29 corridor improvements, moving the South Napa Junction/Rio Del Mar Eastside Connector forward, and beginning the long-term work to extend Newell Drive north to Green Island Road.

2. Economic vitality and smart growth. We need to execute the plans already in place for Broadway, Green Island Road and Watson Ranch—supporting local businesses, expanding our economic base, creating housing and ensuring infrastructure keeps pace with growth.

3. Quality of life and public safety. We must maintain strong police and fire services while investing in parks, trails, streets and a true community center where residents of all generations can gather, recreate and connect.

What is one specific policy you would implement in your first 100 days?

In my first 100 days, I would ask the City Council to establish a clear implementation path for the South Napa Junction Road connection to Rio Del Mar as our near-term Eastside Connector.

American Canyon has talked about creating parallel routes to Highway 29 for years. We made progress on the west side with Devlin Road. On the east side, our adopted plans already contemplate connecting Highway 29 with the Watson Ranch/Newell Drive area through Rio Del Mar or South Napa Junction Road.

The first step would be directing staff to identify the engineering, railroad approvals, right-of-way, funding and other regulatory steps required to advance the South Napa Junction connection, with specific milestones and a timeline brought back to the Council.

This would not replace the long-term goal of extending Newell Drive north to Green Island Road. We need both: a practical connection we can pursue now and a long-term plan for a complete Eastside Connector.

We have spent years studying and planning these connections. The first 100 days should be about establishing a path to implementation and getting the work moving

What is your plan to enact this plan and how would you measure success after one year?

I would begin by asking the Council to establish the South Napa Junction Road connection to Rio Del Mar as the City’s near-term priority for an Eastside Connector and direct staff to develop a clear implementation plan.

That plan should identify the engineering and design work, railroad coordination and approvals, right-of-way needs, environmental and regulatory requirements, funding sources, responsible agencies and a realistic schedule.

I would also pursue partnerships with regional, state and federal agencies to identify outside funding opportunities and reduce the burden on local taxpayers.

After one year, I would measure success by whether we have moved from discussion to execution: Is there an adopted project path and timeline? Have necessary engineering studies begun? Are railroad and agency discussions underway? Have funding sources been identified or applications submitted? Does the Council and public have clear milestones against which to measure progress?

We may not have a completed road in one year, but residents should be able to see that the project is moving forward, understand what comes next and hold us accountable for delivering it.

What is one specific change you would make to improve livability in your district?

I would move American Canyon closer to delivering a true community center, a place where residents of every generation can gather, recreate and connect.

For more than 20 years, I’ve watched our community grow. We have added homes, businesses, parks and other amenities, but we still lack a central community facility that reflects the city we have become.

A community center should provide flexible recreation and meeting space, youth and senior programming, community events and opportunities for families and neighbors to spend time together. It should complement our parks and other public facilities rather than duplicate them.

The first step is developing a realistic plan: what residents want, where it should be located, what it should include, what we can afford and how we can fund it responsibly. That means listening to the community and exploring grants, partnerships and other funding sources.

Livability is more than roads and buildings. It is also about creating places that strengthen our connections to one another and make American Canyon feel like home.

How would you improve transparency or accountability in your local government?

I think transparency and accountability work best when the community is engaged.

We already do a lot to make local government accessible. Our meetings are public, agendas and supporting materials are online, residents can participate in person or remotely, and the City communicates regularly through its website and social media. We also offer a Citizens Academy that gives residents a firsthand look at how local government works.

I’ve always encouraged residents to contact me directly, and I regularly offer to meet one-on-one. I wish more people would take me up on it. Some of the most useful conversations happen when we can sit down, talk through an issue and understand each other’s perspective.

Can we communicate better? Always. But I also want more people to participate. Come to a meeting. Ask questions. Join a committee or commission. Contact your Councilmembers.

This is our local government. The more of us who participate, the better we can understand the issues and make decisions together.

What makes you a better choice than your opponents?

Experience matters, especially right now. American Canyon is going through significant change on the City Council. I bring nearly a decade of Council experience, along with years of community service before I ever held office and more than 25 years of experience as a business owner and strategic advisor.

That experience means I understand how we got here, the decisions we’ve already made, the projects already underway and what it takes to move an idea from discussion to implementation. I’ve worked on issues involving traffic, water, public safety, housing, economic development, infrastructure and our city’s finances.

But experience doesn’t mean having all the answers. It means knowing how to listen, ask the right questions, work with people who have different perspectives and help turn good ideas into results.

With newer voices on the Council, I can provide continuity and institutional knowledge while welcoming new ideas. I know our community, I know the work ahead, and I’m ready to keep working with residents and my Council colleagues to get it done.