HomeMy WebLinkAbout050625-03.1 OPERATING BUDGET DRAFT www.danville.ca.govTown of Danville
OPERATING BUDGET
BUDGET MESSAGE ..........................................................................................................................I - XIV
DIRECTORY OF PUBLIC OFFICIALS ..................................................................................................1
ORGANIZATIONAL CHART ...................................................................................................................2
TOWN VISION AND MISSION ...............................................................................................................3
THE COMMUNITY .....................................................................................................................................4
TOWN OF DANVILLE STATISTICS .....................................................................................................5
SUMMARIES
General Fund Balance & Fund Transfers ................................................................................7
Summary of Appropriations ........................................................................................................9
Revenues .........................................................................................................................................10
Expenditures ..................................................................................................................................16
Personnel Allocation....................................................................................................................23
GENERAL GOVERNMENT ...................................................................................................................29
Town Council ..................................................................................................................................30
Town Manager ...............................................................................................................................32
City Attorney ..................................................................................................................................34
City Clerk .........................................................................................................................................36
Community Outreach ..................................................................................................................38
Community Events .......................................................................................................................40
Economic Development ..............................................................................................................42
POLICE SERVICES ..................................................................................................................................45
Police Services Management ....................................................................................................46
Patrol ................................................................................................................................................48
Traffic ................................................................................................................................................50
Investigations .................................................................................................................................52
Emergency Preparedness ..........................................................................................................54
School Resource Program .........................................................................................................56
ADMINISTRATIVE SERVICES ............................................................................................................59
Administrative Services Management ...................................................................................60
Finance .............................................................................................................................................62
Information Technology ..............................................................................................................64
Human Resources ........................................................................................................................66
Risk Management .........................................................................................................................68
Animal Control ..............................................................................................................................70
Library Services ...........................................................................................................................72
Internal Services ...........................................................................................................................74
Asset Replacement .....................................................................................................................76
Table of Contents
2025–2026 Operating Budget & Capital Improvement Program
DEVELOPMENT SERVICES ................................................................................................................83
Development Services Management ......................................................................................84
Planning ...........................................................................................................................................86
Building ............................................................................................................................................88
Code Enforcement ........................................................................................................................90
Engineering .....................................................................................................................................92
Capital Project Management .....................................................................................................94
Transportation ...............................................................................................................................96
Clean Water Program ..................................................................................................................98
MAINTENANCE SERVICES ..........................................................................................................101
Maintenance Services Management ....................................................................................102
Building Maintenance ..............................................................................................................104
Park Maintenance .....................................................................................................................106
Roadside Maintenance ............................................................................................................108
Street Maintenance ...................................................................................................................110
Street Light Maintenance ........................................................................................................112
Traffic Signal Maintenance .....................................................................................................114
Equipment Maintenance ..........................................................................................................116
RECREATION, ARTS & COMMUNITY SERVICES ............................................................119
Recreation, Arts & Community Services Management .................................................120
Sports & Fitness ........................................................................................................................122
Facilities Management .............................................................................................................124
Cultural Arts ................................................................................................................................126
Youth Services ............................................................................................................................128
Teen Services .............................................................................................................................130
Adult Services .............................................................................................................................132
Senior Services ...........................................................................................................................134
SUCCESSOR AGENCY .....................................................................................................................137
TEN-YEAR FORECAST ....................................................................................................................141
BUDGET GUIDE ...................................................................................................................................171
ACKNOWLEDGEMENTS ................................................................................................................183
MASTER FEE SCHEDULE ........................................................................................................... XXX
Table of Contents
Town of Danville www.danville.ca.gov
CAPITAL IMPROVEMENT PROGRAM
CIP MESSAGE .......................................................................................................CIP1
SUMMARY TABLES ..............................................................................................CIP5
Two Year Project Timeline ..............................................................................Table A ...............CIP7
Summary of CIP Fund Activity .......................................................................Table B ...............CIP8
Appropriation and CIP Funding by Source..................................................Table C ...............CIP10
FY 2025/2026 Appropriation Forcasted Funding Needs........................Table D ...............CIP11
Summary of Appropriations by Funding Source .......................................Table E ...............CIP18
PAVEMENT MANAGEMENT PROGRAM ...............................................................CIP20 Projects Contributing to Overall Town Pavement Cond. Index .............Table L ...............CIP22
PROJECTS General Improvements .....................................................................................................................CIP24
Parks and Facilities by Project Number ......................................................................................CIP40
Transportation by Project Number ...............................................................................................CIP76
INDEX BY PROJECT NUMBER..............................................................................CIP108INDEX BY NAME ...................................................................................................CIP110
www.danville.ca.govTown of Danville
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May 1, 2025
TO: Mayor and Town Council FROM: Joseph Calabrigo, Town Manager
Tai J. Williams, Assistant Town Manager
Lani Ha, Finance Director/Treasurer SUBJECT: Draft 2025/26 Operating Budget
The Town’s financial planning process includes development of an annual Operating Budget
(Budget) and a Capital Improvement Program (CIP). This memorandum provides an
overview of the Draft 2025/26 Budget for Town Council review and consideration. A
separate memorandum summarizing the Draft Five-Year CIP, with a new cumulative 10-
year forecast, will be included in the introductory section of the CIP document.
The Budget serves as the Town’s annual service delivery plan, supporting its mission “to
deliver superior municipal services that make people’s lives better.” It includes summaries
of all projected revenues, service area goals and highlights, recommended expenditures,
capital project transfers, and ten-year revenue and expenditure forecasts.
As a living document, the Budget is subject to change throughout the year based on factors
ranging from broader economic shifts to specific service adjustments or unanticipated
emergencies. All Town finances are monitored closely and continuously throughout the
fiscal year to ensure timely responsiveness and transparency. Public Review and Input The draft Budget and CIP will be reviewed by the Town Council at four public study sessions
scheduled for 8:30 a.m. on May 6, 13, 20, and 27 (if needed), at the Town Offices located at
500 La Gonda Way. A public hearing to consider adoption of the Budget will be held at 5:00
p.m. on June 17, 2025, at the Town Meeting Hall, 201 Front Street. Public input is welcomed
at all scheduled meetings.
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SUMMARY The 2025/26 Budget reflects deliberate and careful financial planning to provide high-quality
municipal services while maintaining prudent reserves. Ten-year forecasting continues to
play a central role in evaluating fiscal sustainability and identifying when adjustments to
revenues or expenditures may be necessary to preserve long-term stability.
Total revenues of $45,434,120 are forecast, including $43,603,443 for the Town and
$1,830,677 for the Successor Agency. Town revenues include $32,723,274 from the
General Fund and $10,880,169 from Special (Restricted) Purpose sources.
BACKGROUND As the Town prepares the 2025/26 Operating Budget, Danville remains on solid fiscal
ground, with overall revenues tracking ahead of projections and expenditures within
budget. However, looking forward, the Town is entering a more complex and dynamic
economic environment that calls for careful planning, long-term discipline, and proactive
fiscal stabilization efforts. Like many communities, Danville faces a confluence of external pressures: persistent
inflation, rising utility, contract and insurance costs, geopolitical instability, climate-
related disruptions (such as atmospheric rivers), and uncertainty surrounding federal
economic policy. While inflation has begun to moderate—with the Consumer Price Index
(CPI) at 2.8% as of early 2025—it remains above the Federal Reserve’s target of 2%.
Meanwhile, interest rates, energy prices, and global conflicts continue to contribute to
economic uncertainty. Some analysts note signs of a potential recession, yet labor markets
remain relatively stable. As of March 2025, the broader economic picture remains mixed.
Revenue and Expenditure Trends Property tax remains the Town’s largest and most stable revenue source to support
ongoing municipal services. Although Danville receives only about 7% of the total
property taxes paid by local property owners, high valuations have kept pace with
inflation, helping to preserve revenue stability and growth.
In contrast, sales tax revenue has declined for two consecutive years following record
highs in 2021/22 and 2022/23. This trend reflects broader changes in consumer behavior,
such as increased online shopping, reduced activity in the automotive and fuel sectors,
and shifting allocations of e-commerce revenue (via the County Pool). As a result, sales
tax revenues are projected to remain flat in 2025/26, underscoring the importance of
continued vigilance and adaptability. The implementation of the Town’s newly certified Housing Element will bring significant
multifamily housing growth, which may shift long-term service demands and alter the
Town’s revenue mix. These developments will require ongoing evaluation and long-term
planning.
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One of the Town’s most pressing fiscal challenges is the structural imbalance in Lighting
and Landscape Assessment District 1983-1 (LLAD). Because assessment rates have
remained unchanged, with no escalator since 2003, LLAD revenues have increase only
3% over the subsequent twenty plus years, while expenses have increased by 78%.
Expenses have been driven by utility costs which have increased by 84%. This has
resulted in reliance on General Fund subsidies to sustain current service levels. However,
this annual subsidy has grown to $1.5 million per year, and absent the ability to utilize
LLAD reserves to further bridge the revenue gap, this approach is no longer sustainable. To address this imbalance, the Town has initiated a Proposition 218 process to seek
property owner approval for a new rate structure and updated assessment methodology
(LLAD 2025-1). The process will conclude on May 20. If approved, LLAD 2025-1 would
establish a more sustainable funding model for the maintenance of parks, street lighting,
and roadside landscaping. The new assessments would be applied beginning in August
2025. The draft budget assumes no change in LLAD revenue for the 2025/26 fiscal year. A second challenge is the Town’s reduced access to competitive State and Federal
infrastructure grants. In recent years, changes to funding criteria have increasingly
prioritized regionally designated “disadvantaged communities,” which limits Danville’s
eligibility—particularly for pavement rehabilitation projects. As a result, even though
Danville’s major arterial roadways support significant intraregional travel, limited access
to external funding has shifted the responsibility for their maintenance back to the
General Fund, placing additional strain on the Town’s discretionary resources. Finally, the retirement of the loan repayment from the former Community Development
(Redevelopment) Agency to the Town in 2026/27 will further reduce discretionary
General Fund capacity. Service Priorities Despite economic pressures, the Town remains committed to its mission to deliver high-
quality municipal services while protecting its long-term financial health. Careful
planning, transparent communication, and disciplined decision-making continue to
guide our efforts as we prepare for the future.
keep residents, businesses and property safe.
provide well-maintained public facilities.
protect our environment, preserve our history and retain our special character.
celebrate diversity, dignity and equality for all members of our community.
provide opportunities that support residents’ growth and enrichment.
promote and support economic vitality and growth.
represent and promote Danville’s best interests.
celebrate community through family oriented special events; and
effectively engage and communicate with residents and businesses.
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Service Delivery Approach Consistent with past practice, Danville remains committed to fiscal sustainability. This
begins at the policy level and translates into careful management practices and cost-
effective service delivery. Municipal services address the highest priority needs by
effectively combining Town personnel with contracted or privatized services and
partnerships with other service providers. Technology will continue to play an ever-
growing role in providing community access to Town services. These approaches have
allowed the Town to achieve and maintain:
balanced annual budgets with positive year-end fund balances
annual General Fund transfers to support high priority capital needs
appropriate operating and capital reserves
zero unfunded pension or other post-employment benefit liabilities; and
sustainable ongoing ten-year forecasts Within the context of the background provided, Table 1 illustrates the recent history for
Danville’s major sources of General Fund and Special Purpose revenues.
Table 1
Revenue History
(in $ millions) 2021/22 2022/23 2023/24 2024/25 2025/26
Actual Actual Actual Budget Budget
Total General Fund $ 31.31 $ 32.98 $ 34.53 $ 31.45 $ 32.72 Property Tax $ 17.81 $ 18.42 $ 19.34 $ 17.90 $ 18.90 Sales Tax $ 7.32 $ 7.32 $ 6.67 $ 6.57 $ 6.40 Franchise Fees $ 2.32 $ 2.44 $ 2.53 $ 2.38 $ 2.57 Recreation Fees $ 1.67 $ 2.18 $ 2.50 $ 2.57 $ 2.76 All Other $ 2.20 $ 2.62 $ 3.49 $ 2.02 $ 2.09 Total Special Revenue $ 11.94 $ 12.38 $ 12.85 $ 10.67 $ 10.88 Lighting & Landscape $ 3.22 $ 3.25 $ 3.29 $ 3.13 $ 3.14 Building & Planning $ 2.93 $ 3.46 $ 2.44 $ 2.75 $ 2.44 Gas Tax $ 1.97 $ 2.18 $ 1.94 $ 1.90 $ 1.94 All Other $ 3.82 $ 3.49 $ 5.18 $ 2.89 $ 3.36
Total Revenue $ 43.26 $ 45.36 $ 47.37 $ 42.11 $ 43.60
CDA/Successor Agency $ 2.28 $ 2.31 $ 2.21 $ 2.27 $ 1.83
Total Town & CDA Revenues $ 45.54 $ 47.67 $ 49.58 $ 44.39 $ 45.43 Operating Expenditures $ 30.02 $ 33.24 $ 38.27 $ 40.93 $ 42.44
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2025/26 Highlights A number of significant programs and initiatives planned for 2025/26 are expected to
contribute significantly to the overall quality of life enjoyed by Danville residents. Public Safety The Police Department will continue to build on its strong foundation of public safety,
innovation, and community partnership, that have established Danville as one of the
safest cities in California. With Part 1 crimes trending below the Town’s 10-year average
and case clearance rates consistently outperforming national benchmarks, the
department will maintain its focus upon crime prevention through a combination of
technology and investigative capacity. Community engagement will remain a
cornerstone, with programs like Coffee with the Cops, Citizens Academies, and youth
outreach evolving to meet the needs of Danville’s growing and diverse community. Economic Development Supporting a vibrant local economy remains a top priority. The Town has launched a
new Economic Development strategy grounded in a “four-legged stool” model—Town,
business owners, property owners, and the community—working together to strengthen
Danville’s business ecosystem. Guided by the Business Support Funnel (Awareness →
Interest → Conversion → Loyalty), the strategy centers on four key efforts: (1) business
education workshops; (2) destination marketing to highlight Danville’s unique appeal;
(3) promotional support to drive foot traffic; and (4) Downtown business engagement
through a grassroots business association. These efforts aim to strengthen local
businesses, enhance Downtown vitality, and align with evolving consumer trends. Downtown With the completion of the $4.9 million Downtown Catalyst Project, the Town has
fulfilled three key community priorities voiced during the COVID-19 pandemic: (1)
enhancing pedestrian safety by calming vehicle traffic through the downtown; (2)
expanding public gathering spaces, including the enhancement of Prospect Park Plaza
and creation of the flexible-use Theatre Plaza; and (3) significantly increasing lighting
along Hartz Avenue. With these improvements in place, the Town will now shift its focus
to activating these spaces through music, events, and community programming—a
central component of Danville’s Economic Development strategy. Diablo Road Trail The Diablo Road Trail will close a long-standing gap between the existing Barbara Hale
Trail and Mount Diablo State Park, enhancing regional connectivity and outdoor access.
The completed 2.1-mile trail will include an existing 0.5-mile segment, a recently
constructed 0.7-mile segment through the Magee Preserve development, and a 0.9-mile
segment across steep, challenging terrain to be built by the Town. Following significant
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redesign prompted by winter 2023 atmospheric storm damage—including a culvert
collapse and significant creek bank erosion—the Town has secured regulatory permits
and is now completing final engineering design work. The project is now advancing
toward a summer 2025 bid process, with construction anticipated to begin in fall 2025. Infrastructure Maintenance
Since incorporation, the Town has developed a broad array of community assets—
including roads, trails, bikeways, parks, public buildings, and turf fields—that are used
daily and remain a source of community pride. As this infrastructure network has
expanded and aged, so too has the need to dedicate a growing share of the capital budget
to maintaining it to ensure the long-term safety and functionality. Today, the majority of
the capital budget is focused on capital maintenance and infrastructure replacement. In
2025/26, three major maintenance projects are planned: The Pavement Management
Project (C-610), the Sycamore Valley Road Improvements Project (C-635), and the Diablo
Vista Park Playground Replacement Project (B-560). Housing With adoption and certification of a new General Plan Housing Element the Town has
updated various zoning standards to implement changes needed to accommodate the
development of new higher density housing within the Town. Efforts are continuing to
inform community residents of these state-mandated changes, while processing the first
development applications submitted under the new standards. Community Outreach The Town continues with active engagement efforts through a variety of methods and
platforms helping to build a strong connection with the community and support local
businesses. This includes a monthly email newsletter, social media efforts including
Nextdoor, Twitter, Instagram, and Facebook, the Live Locally Quarterly Newsletter and
the “Town Talks with the Mayor” program. These efforts highlight essential local
information. Sustainability Danville is part of MCE Clean Energy, a Community Choice Energy program, providing
ratepayers with greater choices for renewable energy options. The Town continues to
reduce electricity usage through operation of photovoltaic arrays at four separate Town
facilities. In 2024, the Town reduced water usage to maintain Town parks and roadsides
by 17% and 10%, respectively, for the past two years. Finally, efforts continue to
implement SB 1383, which is aimed at reducing disposal of organic materials generated
through various Town activities and services.
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2025/26 Operating Budget Summary The draft Budget continues to focus on the Town’s highest priorities. The Budget is
balanced, reserves funding for capital projects, and maintains appropriate reserves. Organization The draft 2025/26 Budget is presented to coincide with the Town current organizational
structure which includes six operating departments encompassing forty-six service
delivery divisions or programs. Revenues
Total revenues of $45,434,120 are forecast, including $43,603,443 for the Town and
$1,830,677 for the Successor Agency. Town revenues include $32,723,274 from the
General Fund and $10,880,169 from Special (Restricted) Purpose sources. General Fund General Fund revenues are forecast to total $32,273,274, an increase of 4.1% from 2024/25.
Property Tax, Sales Tax, Recreation Fees and Franchise Fees account for 93.6% of General
Fund revenues. The General Fund is forecast to account for 75.0% of Town revenues.
• Property Tax is forecast to total $18,900,000 (57.8% of total G.F. revenues), up 5.6% from
2024/25. Although the Town receives only 7% of total property taxes paid by Danville
property owners, strong growth in property valuation continues to increase property
tax revenues.
• Sales Tax is forecast to total $6,400,000 (19.6% of total G.F. revenues), down 2.5% from
2024/25. Sales Tax includes the 1% local business (Bradley Burns) share plus the
Town’s share of the county pool allocation attributable to “e-sales”.
• Recreation Fees and Charges are forecast to total $2,758,085, up 7.2% from 2024/25. The
2025/26 forecast reflects new growth in Recreation Fees and Charges following a four
year long recovery period resulting from the pandemic.
• Franchise Fees are forecast to total $2,573,592 up 7.8% from 2024/25. The increase is
due to increased solid waste franchise fees.
• All Other General Fund Revenues are forecast to total $2,091,597, up 3.4% from 2024/25. Special Purpose Special Purpose revenues are forecast to total $10,880,169, up 2.0% from 2024/25.
Lighting and Landscape assessments, Building and Planning fees, Gas Tax, Solid Waste
Vehicle Impact Fees, Measure J Return to Source funds and Clean Water assessments
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account for 94.2% of Special Purpose revenues. Special Purpose revenues are forecast to
account for 25.0% of Town revenues.
• Lighting and Landscape Assessment District revenues are forecast to total $3,144,908
Revenue growth is flat due to negligible new development and fixed assessments.
• Building and Planning revenues are forecast to total $2,440,744, down 11.4% from
2024/25. This follows an upswing in permit and application activity associated with
several large projects underway in prior years. As development activity is closely tied
to market conditions and the timing of individual projects, revenues in this category
are expected to vary from year to year.
• Gas Tax (Highway Users Tax) revenues are forecast to total $1,943,276, up 2.5% from
2024/25. Gas Tax funds continue to be critical to the Town’s ability to perform
ongoing public street maintenance.
• Solid Waste Vehicle Impact Fees are forecast to total $1,256,361 , up 35.8% from 2024/25.
This fee revenue helps to offset the impacts upon Town streets attributable to solid
waste and recycling collection vehicles. • Measure J Return to Source revenues are forecast to total $878,476, up 2.5% from
2024/25. Gas Tax revenues fund the Town’s Street and Traffic Signal Maintenance
programs and contribute to the annual Pavement Management Program.
• Clean Water Assessment revenues are forecast to total $584,020, up 1.0% from 2024/25.
Revenue growth is flat due to negligible new development and fixed assessments. Successor Agency Redevelopment Property Tax Trust Fund (RPTTF) revenues are received to pay Successor
Agency Recognized Obligations. Revenues are forecast to total $2,272,850 for 2024/25.
The Successor Agency will continue to receive RPTTF funds until all outstanding
obligations are retired by 2034/35.
Expenditures
Recommended operating expenditures total $42,442,316 are recommended, including
$41,271,040 for the Town and $1,171,276 for the Successor Agency. Town 2025/26 Operating Expenditures Recommended operating expenditures total $41,271,040 up 3.8% from 2024/25.
Operating expenditures are funded through $29,796,914 from the General Fund, and
$11,474,126 from Special Purpose revenue. Table 2 illustrates operating expenses by categories presented for each budgeted area of
service delivery.
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Table 2 Operating Expenses by Category
2024/25 2025/26 % %
Budget Budget Change Budget
Contracted Services $ 15,174,807 $ 15,581,180 2.7% 37.8%
Employee Expenses $ 14,732,995 $ 14,990,823 1.8% 36.3%
Program Activities $ 5,644,318 $ 5,888,708 4.3% 14.3%
Materials and Supplies $ 1,674,469 $ 1,809,632 8.1% 4.4%
Equipment $ 956,126 $ 1,337,094 39.8% 3.2%
Temporary Salaries $ 948,520 $ 991,920 4.6% 2.4%
Administration $ 629,231 $ 671,683 6.7% 1.6%
Total $ 39,760,466 $ 41,271,040 3.8% 100%
• General Government recommended expenditures total $3,424,706, a decrease of 1%
from the prior year. The reduction is primarily due to lower City Clerk costs in a non-
election year.
• Police Services recommended expenditures total $12,966,938, an increase of 5.8% over
the prior year. Increased costs are driven by escalating contractual personnel costs
and a 75% increase in liability insurance costs. The Town pays for the direct service
costs through the contract with the Contra Costa County Sheriff’s Office.
• Administrative Services recommended expenditures total $5,704,403, an increase of
8.8% over the prior year. Increased costs are driven by the need for additional Asset
Replacement expenditures, and increased contract costs for Library Services and
Animal Control through Contra Costa County.
• Development Services recommended expenditures total $5,416,686, an increase of 4.5%
over the prior year. Increased costs are driven by increasingly stringent Clean Water
compliance requirements mandated by the State Regional Water Quality Control
Board, and increased Capital Project Management costs. This department is 75.8%
funded through Special Purpose Revenue.
• Maintenance Services recommended expenditures total $9,586,277, an increase of 1.1%
over the prior year. Maintenance costs continue to be driven by water (EBMUD) and
electricity (PG&E) costs, which increase annually despite reduced usage. This
department is 69.3% funded through Special Purpose Revenue.
• Recreation, Arts and Community Services recommended expenditures total $4,172,030,
an increase of 0.9% over the prior year. This department is 66.1% funded through
Recreation Fees and Charges.
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Successor Agency
Recommended Successor Agency expenditures total $1,171,276, a decrease of 2.6% from
the prior year. Expenditures cover debt service payments approved as part of the Town’s
Recognized Obligation Payment Schedule (ROPS), and allowable administrative costs. Lighting and Landscape Assessment District (LLAD) 1983-1 The Townwide LLAD partially funds maintenance of street lighting, roadside
landscaping, public parks and buildings. Annual assessments are set pursuant to
Proposition 218. Assessment revenue is combined with transfers from the General Fund
and the use of LLAD reserves to fund LLAD operations. Last increased in 2003,
assessments are set at fixed rates with no escalator Table 3
2025/26 LLAD Fund Activity
LLAD
Zone
Operating
Expenses
Assessment
Revenue
Revenue
%
Difference Transfer In
(GF Subsidy)
Fund Balance
Net Chg (+/-)
A $ 1,242,269 $ 586,771 47.2% $ (655,498) $ 550,000 $ (105,498)
B $ 1,097,346 $ 750,686 68.4% $ (346,660) $ 200,000 $ (146,660)
C $ 1,016,796 $ 667,491 65.7% $ (349,305) $ 50,000 $ (299,305)
D $ 2,142,978 $ 1,139,960 53.2% $ (1,003,018) $ 700,000 $ (303,018)
$ 5,499,389 $ 3,144,908 57.2% $ (2,354,481) $ 1,500,000 $ (854,481)
* includes interest income on assessment revenue Revenues total $4,644,908 including $3,144,908 from assessments and a General Fund
transfer of $1,500,000. Recommended expenditures total $5,499,389, a decrease of 0.3%
from the prior year. The remaining available LLAD fund balance totals $2,347,225, a
decrease of 26.7% from the prior year.
Despite General Fund transfers of up to $1.5 million annually, all four LLAD zones (A-
D) continue to operate at significant deficits and are forecast to deplete reserves by
2026/27. An increase in assessments will be necessary in order to continue to maintain
parks, roadsides and street lighting at current service levels. Absent the ability to do so,
it will be necessary to undertake some significant service level reductions for these valued
community assets. General Fund Transfers and Designations Transfers In Community Development Agency (CDA) Loan Re-Payment – Debt re-payment of $659,401 is
included toward the balance owed to the Town under the Cooperative Loan agreement
between the Town and the former CDA. This loan will be retired in 2025/26.
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Transfers Out Recommended transfers and designations total $3,883,314 representing 11.7% of total
2025/26 General Fund revenues. This includes $1,500,000 to subsidize LLAD operations,
$1,833,314 for CIP General Purpose, $500,000 for Pavement Management and $50,000 for
Asset Replacement.
Staffing and Employee Costs
The Town workforce includes regular employees, contract employees (sworn police
officers) from the Contra Costa County Sheriff’s Office, and temporary part-time
employees. Table 4 illustrates budgeted staffing for fiscal years 2024/25 and 2025/26.
Table 4 Town Staffing – Total FTEs
Regular Employees 95.75 95.75
Contract Employees (Police) 30.00 30.00
Temporary Employees 33.75 24.75
Total 159.5 150.5
For 2025/26, regular employee expenses are increased by 1.75% to $14,990,823. Employee
salary ranges are recommended to be increased by 3.0%. Eligible Town employees
receive annual merit-based salary increases.
Town employees receive a 401k defined contribution pension and no Town-funded
retirement medical benefits. The Town has no unfunded pension or other post-
employment benefit liabilities. Operating Reserve Policy Resolution No. 35-98 established a minimum Operating Reserve level equivalent to 20%
of the annual operating budget. The current Operating Reserve is funded at $16,009,768.
The Operating Reserve equals 38.8% of the total operating budget, or 53.7% of the General
Fund budget.
Master Fee Schedule
The Town Council annually reviews all Town fees and charges and adopts a Master Fee
Schedule. For the most part, 2025/26, Fees and Charges are increased by 2.8% to reflect
the February over February increase in the San Francisco Bay Area Consumer Price Index. Ten-Year Forecasts
Ten-year forecasts cover fiscal years 2025/26 through 2034/35. Forecasts are updated
annually to assist with planning and ensure on-going sustainability of service delivery
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based upon availability of revenues. The forecasts illustrate that the Town will continue
to rely upon a combination of General Fund and Special Revenues to provide ongoing
service. Contracted services and utility costs are fueled by higher levels of inflation and
are expected to continue to increase at rates that outpace revenue growth.
Revenues Ten-year forecasts project an 9.06% increase in total revenues, from $45.34 million in
2025/26 to $49.55 million in 2034/35. General Fund revenues are forecast to increase by
12.94%, from $32.72 million to $36.96 million; Special Purpose revenues increase by
12.41% from $10.88 million to $12.23 million. Successor Agency revenues are forecast to
decline by 80.12% from $1.83 million to $363,932 as remaining debt obligations are retired.
Real Property Tax Trust Fund (RPTTF) revenues received by the Successor Agency
continue to fund the recognized obligations of the Agency but are reduced as Agency
debts are retired. All four LLAD zones (A-D) continue to operate at significant deficits and are forecast to
exhaust available reserves by 2026/27. Re-payment of the outstanding loan from the former Community Development
(Redevelopment) Agency to the Town will be completed in full by 2025/26, further
reducing General Fund revenues by $1.1 million annually.
Operating Expenditures Ten-year forecasts project operating expenditures to increase by 28.89%, from $41.27
million in 2025/26 to $50.33 million in 2034/35, equivalent to 2.89% annually. Successor
Agency expenditures decrease by 68.93% from $1.17 million to $363,932, as the 2001
Certificates of Participation and 2001 Taxable Revenue Bonds are retired in 2026/27 and
2028/29, leaving only the 2005 Certificates of Participation to be retired by 2035.
Transfers and Designations Forecasts project average annual General Fund transfers of $1,789,973 for all purposes,
including CIP General Purpose, Pavement Management, Asset Replacement and LLAD
operations. Absent an increase in LLAD assessments, a substantial portion of the annual
transfers will need to be allocated to subsidizing LLAD activities. Revenues of $659,401
in 2025/26 are included for repayment of the outstanding loan to the Town by the former
Community Development Agency. This loan is fully repaid in 2025/26. Forecasts project average annual transfers of $2,915,000 from the General Fund and
Special Revenue sources into the Pavement Management Program to support residential
street maintenance.
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SUMMARY
The draft 2025/26 Budget is balanced and maintains current service levels that provide
for the delivery of quality municipal services that address the highest priority community
needs. Appropriate operating and capital reserves are maintained.
The Town has no unfunded future liabilities related to employee pension or medical
costs. Subject to the Town’s ability to increase LLAD assessments for the first time since
2003, the ten-year forecasts for 2025/26 through 2034/35 illustrate that the Town is
continuing on a course that is fiscally sustainable.
www.danville.ca.gov •Town of Danville 1
Directory of Public Officials
• 2025–2026 Operating Budget & Capital Improvement Program 2
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Organizational Chart
www.danville.ca.gov •Town of Danville 3
Deliver superior municipal services that make people’s lives better. We:
Our Mission
•Keep residents, businesses and property safe
•Provide well‐maintained public facilities
•Protect our environment, preserve our history and retain the special character
•Celebrate diversity, dignity and equality for all members of our community
•Provide opportunities that support residents’ growth and enrichment
•Promote and support economic vitality and growth
•Represent and promote Danville’s best interests
•Celebrate community through family oriented special events
•Engage and communicate with residents and businesses effectively
IMPLEMENTATION
Town Council Administration Individual
•Annual Planning &
Goal Setting
•Identify and meet
Service Delivery
needs (Budget)
•Identify and meet
Facility needs (CIP)
•Maintain Fiscal
Sustainability
(Budget)
•Set Performance
Indicators (by
department/ work
group)
•Offer work that is
challenging, engaging
and meaningful
•Set Performance
Objectives and
standards
•Do meaningful work
that makes a
difference to other
people
•Keep key questions in
focus
“Small town atmosphere,
outstanding quality of life.”
Our Vision
Implementation
** Vision Idealized description of desired outcome that inspires, energizes and helps you
create a mental picture of your target.
** Mission Talks about HOW you will get to where you want to be (achieve your target)
Town Vision & Mission
• 2025–2026 Operating Budget & Capital Improvement Program 4
Danville was first established in 1858. The Town was settled by two young gold miners, Andrew and
Daniel Inman, who bought 400 acres in what is today known as the Old Town area of the downtown.
The Town was named after the Inmans’ hometown of Danville, Kentucky.
With the construction of the Bay Bridge in 1936 and the Caldecott Tunnel in 1937, central Contra
Costa County became accessible to the growing employment centers in San Francisco and Oakland.
Located in the center of the San Ramon Valley, the 1950s and 1960s saw Danville evolve into a
pleasant and desirable residential community. Completion of Interstate 680 in 1968 improved access
to the San Ramon Valley area and further contributed to increased residential growth in Danville. The decades of the 1970s and 1980s saw significant residential growth on the east side of I-680 with
the development of the Sycamore, Greenbrook, Sycamore Valley and Crow Canyon Corridor areas.
Incorporated in 1982 with a population of 26,900, Town population increased to 41,715 by 2000.
With a current population of 42,567, the Town has retained its suburban and semi-rural character,
with a mixture of older, well maintained neighborhoods, and newer subdivisions and homes. The community enjoys a wonderful location, climate, and environment. Preservation of open space,
major ridgelines, scenic hillsides, and other natural and scenic features are a high priority for the
community. Natural creeks, hiking and biking trails, and dedicated open space encircle the Town.
Mt. Diablo, at 3,849 ft. elevation, rises to the east, and the Las Trampas Regional Wilderness,
elevation 2,049 ft., creates the Town's western boundary. Downtown Danville is the historical center of Town. It offers boutique shopping, many resident-
serving businesses, and fine dining. Downtown features a combination of well-preserved historic
buildings, community buildings such as the Veterans Memorial Building, Village Theatre, the Library,
and a mixture of commercial, office and residential uses. The area is a source of pride to residents,
and is the location for many holiday and special events which attract visitors throughout the year
from around the Bay Area. Danville’s location in close proximity to technology, employment centers, and higher education,
coupled with a high level of public safety and excellent schools, continue to make it a popular and
sought after community, and a unique location within the dynamic and changing Tri-Valley. Danville's
citizens and the Town government are committed to preserving the best of the past while planning
for the future.
With the adoption of the 2023-31 General Plan Housing Element the Town will step up efforts to plan
for housing stock that will provide a broader range of housing types for a wider range of income
levels in order to meet fair share housing requirements. Careful planning will ensure that new
development occurs in a way that protects the environment, while preserving the Town’s history and
special character. Achieving this goal requires the Town Council and Staff to continue to work
cooperatively with the County, utility districts, school district, fire district, other cities in the area, and
the community-at-large.
The Community
www.danville.ca.gov •Town of Danville 5
Town of Danville Statistics
www.danville.ca.gov •Town of Danville 6
www.danville.ca.gov •Town of Danville 7
General Fund Balance & Fund Transfers
www.danville.ca.gov •Town of Danville 8
www.danville.ca.gov •Town of Danville 9
Summary of Appropriations
www.danville.ca.gov •Town of Danville 10
General Fund Revenue Sources
www.danville.ca.gov •Town of Danville 11
Total Revenue Sources
• 2025–2026 Operating Budget & Capital Improvement Program 12
Summary of Revenue
www.danville.ca.gov •Town of Danville 13
• 2025–2026 Operating Budget & Capital Improvement Program 14
Summary of Revenue
www.danville.ca.gov •Town of Danville 15
www.danville.ca.gov •Town of Danville 16
Total Expenditures
www.danville.ca.gov •Town of Danville 17
Summary of Operating Expenditures
• 2025–2026 Operating Budget & Capital Improvement Program 18
Summary of Operating Expenditures
www.danville.ca.gov •Town of Danville 19
• 2025–2026 Operating Budget & Capital Improvement Program 20
Summary of Program Expenditures
www.danville.ca.gov •Town of Danville 21
Appropriations by Fund
www.danville.ca.gov •Town of Danville 22
Appropriations by Fund
www.danville.ca.gov •Town of Danville 23
Personnel Allocation
• 2025–2026 Operating Budget & Capital Improvement Program 24
Personnel Allocation Detail
www.danville.ca.gov •Town of Danville 25
• 2025–2026 Operating Budget & Capital Improvement Program 26
Personnel Allocation Detail
www.danville.ca.gov •Town of Danville 27
www.danville.ca.gov •Town of Danville 28
Personnel Allocation Detail
www.danville.ca.gov •Town of Danville 29
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Actual Adopted Adjusted Recommended
Town Council 195,229$ 262,778$ 396,389$ 268,334$
Town Manager 712,736$ 1,156,752$ 1,183,361$ 1,196,091$
City Attorney 542,758$ 481,502$ 517,266$ 506,750$
City Clerk 276,409$ 349,303$ 359,303$ 316,507$
Community Outreach 284,652$ 372,071$ 398,071$ 387,256$
Community Events 292,738$ 322,783$ 333,641$ 368,156$
Economic Development 401,904$ 515,319$ 535,978$ 381,612$
TOTAL 2,706,426$ 3,460,508$ 3,724,009$ 3,424,706$
FUNDING
General Fund 2,681,320$ 3,429,518$ 3,683,019$ 3,390,667$
Donations/Contributions 500$ 500$ 500$ 500$
PEG Fee $ 0 30,490$ 40,490$ 33,539$
TOTAL 2,681,820$ 3,460,508$ 3,724,009$ 3,424,706$
PERSONNEL FTE
REGULAR 11.00
PROGRAMS
General Government
• 2025–2026 Operating Budget & Capital Improvement Program 30
PROGRAM DESCRIPTION The Town Council is elected to represent the citizens of Danville and is charged with setting
policy for all areas of municipal affairs. The Town Council serves as the Successor Agency to
the former Community Development Agency, the Danville Financing Authority and the
Danville Disaster Council. The Council annually reviews and sets goals and priorities for the
Town government; adopts a balanced budget that identifies services to be provided and a
five-year Capital Improvement Program that prioritizes capital needs and spending. The Town
Council appoints commission, committee and board members, who advise the Council in
various areas. Council members serve in various capacities through participation in local, regional and state
organizations, including: League of California Cities, Association of Bay Area Governments,
Contra Costa Mayors’ Conference, Contra Costa Transportation Authority, County Connection,
RecycleSmart, Marin Clean Energy, Tri-Valley Transportation Council, East Bay Economic
Development Alliance, East Bay Regional Communications System Authority, Tri-Valley
Regional Rail Authority and the San Ramon Valley Citizen Corps Council. GOALS
Promote open government and encourage civic engagement.
Adopt a balanced operating budget and ensure that the Town remains on a fiscally
sustainable course long term.
Work towards enhancing the economic vitality of the downtown.
Represent the Town’s best interests by exercising leadership at the regional, state and
federal level. HIGHLIGHTS
In 2024/25, the Town Council:
o Initiated the process to update the Town’s Lighting and Landscape Assessment
District, including Proposition 218 proceedings to adjust assessment rates.
o Engaged with state and federal legislators to advocate for Danville’s best interests.
o Continued to invest in projects and programs to promote economic vitality.
o Continued to expand Council outreach programs.
In 2025/26, the Town Council will:
o Continue to set direction and policy for the betterment of, and in the interest of,
the Danville community.
o Continue with advocacy efforts at regional, state and federal levels.
o Approve an updated Emergency Operations Plan.
Town Council
www.danville.ca.gov •Town of Danville 31
EXPENDITURES
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Category Actual Adopted Adjusted Recommended
Employee Expenses 82,500$ 104,501$ 104,501$ 105,875$
Administration 62,523$ 89,278$ 91,889$ 93,460$
Materials & Supplies 18,732$ 21,100$ 26,100$ 21,100$
Contracted Services 31,474$ 47,899$ 47,899$ 47,899$
Program Activities $ 0 $ 0 126,000$ $ 0
TOTAL 195,229$ 262,778$ 396,389$ 268,334$
EXPENDITURE DETAIL
FUNDING
General Fund 194,729$ 262,278$ 395,889$ 267,834$
Donations/Contributions 500$ 500$ 500$ 500$
TOTAL 195,229$ 262,778$ 396,389$ 268,334$
Employee Expenses: Councilmember costs each month include: $1,369 salary; $208 health care
reimbursement; $51 deferred compensation; and $113 workers' compensation and FICA.
Administration: $47,810 for dues/memberships and $45,650 for meetings, travel, and conference
registration.
Materials and Supplies: $7,800 for community awards; $5,000 for Mayor's discretionary supply
fund; and $8,300 for Town-hosted activities, proclamation supplies, and postage.
Contracted Services: $31,000 for federal advocacy services; $15,000 for grant writing consultant
services; and $1,899 for recording the annual Community Awards event.
• 2025–2026 Operating Budget & Capital Improvement Program 32
PROGRAM DESCRIPTION
The Town Manager is appointed by the Town Council to serve as the Town’s chief administrator,
responsible for overseeing the day to day operations of the Town. The Town Manager also
serves as the Executive Director of the Danville Financing Authority and Director of Emergency
Services.
The Town Manager provides overall administration and direction for all areas of the Town
government including enforcing Town Ordinances, overseeing all Town contracts and personnel
and preparing the annual budget and Capital Improvement Program. The Town Manager
ensures that all goals established by the Town Council are met, supports the Town Council by
presenting information and recommendations that facilitate informed policy making, facilitates
communication among the Town Council, commissioners, Town staff and the community, and
coordinates.
GOALS
Assist the Town Council in establishing annual and long-term goals that support the vision
and mission of the Town government.
Ensure provision of effective, high quality public services to Town residents and
customers.
Carefully manage Town finances to balance the need to deliver service in areas of highest
priority, while ensuring long-term fiscal sustainability.
Create and maintain a workplace characterized by leadership, innovation, enthusiasm
and high standards of accomplishment.
Effectively partner with other government agencies and service providers.
HIGHLIGHTS
In 2024/25, the Town Manager’s Office:
o Worked with the Town’s lobbyists and the Tri-Valley coalition to monitor state
legislation and advocate positions that support Danville’s best interests.
o Ensured that the Downtown Master Plan Catalyst Project was completed on schedule.
o Successfully recruited and appointed a new Police Chief.
o Initiated a process to update the Town’s Lighting and Landscape District, including
Prop 218 proceedings to adjust assessment rates.
o Continued to pursue FEMA reimbursement for all recoverable costs related to
damage from winter 2022/2023 storms.
In 2025/26, the Town Manager’s Office will:
o Continue to advocate for local control at the federal, state, and regional level.
o Ensure that high priority capital projects continue to move forward on schedule.
o Maintain effective working relationships with the San Ramon, Valley Fire Protection
District, San Ramon Valley Unified School District, Contra Costa County and other
public and non-profit organizations that serve Danville.
Town Manager
www.danville.ca.gov •Town of Danville 33
EXPENDITURES
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Category Actual Adopted Adjusted Recommended
Employee Expenses 707,792$ 1,142,142$ 1,168,142$ 1,179,816$
Administration 3,582$ 13,265$ 13,874$ 13,650$
Materials & Supplies 1,362$ 1,345$ 1,345$ 2,625$
Contracted Services $ 0 $ 0 $ 0 $ 0
TOTAL 712,736$ 1,156,752$ 1,183,361$ 1,196,091$
EXPENDITURE DETAIL
FUNDING
General Fund 712,736$ 1,156,752$ 1,183,361$ 1,196,091$
TOTAL 712,736$ 1,156,752$ 1,183,361$ 1,196,091$
PERSONNEL
REGULAR FTE
Town Manager 1.00
Assistant Town Manager 1.00
Management Analyst 1.00
Executive Assistant to the Town Mgr.1.00
TOTAL REGULAR FTE:4.00
Administration: $3,590 for professional dues; $9,710 for meeting, travel and conference
registration; $350 for training.
Materials and Supplies: $2,625 for miscellaneous supplies and subscriptions.
• 2025–2026 Operating Budget & Capital Improvement Program 34
PROGRAM DESCRIPTION
The City Attorney is appointed by the Town Council and serves as the principal legal advisor
to the Town, including the Town Council, advisory boards and commissions and Town staff.
The City Attorney’s Office also oversees the risk management function. The City Attorney keeps Town officials aware of changes in the law, providing legal analysis at the earliest stage
of policy development, and works to develop a range of alternatives to achieve the desired
policy goals.
The City Attorney serves on the Board of Directors for the Municipal Pooling Authority, a risk
management and insurance pool for cities in the region.
GOALS
Advise the Town Council, commissions and staff on legal issues, including land use,
public safety, personnel, code enforcement, public records, ethics and the Ralph M.
Brown Act.
Minimize the Town’s exposure to litigation and associated costs.
Draft and review all Town ordinances, resolutions, contracts, leases and other legal
documents.
Manage litigation and other dispute resolution processes involving the Town.
HIGHLIGHTS
In 2024/25, the City Attorney’s Office:
o Assisted with drafting of ordinances implementing the 2023-2031 Housing
Element necessary to comply with new state laws regarding housing and
development.
o Completed a review with the Town Council of the Town’s Noise Ordinance.
In 2025/26, the City Attorney’s Office will:
o Work on process for disposition of 510 La Gonda Way for housing development.
o Begin review of Town’s Personnel Policies for potential updates.
City Attorney
www.danville.ca.gov •Town of Danville 35
EXPENDITURES
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Category Actual Adopted Adjusted Recommended
Employee Expenses 393,802$ 433,802$ 433,802$ 459,050$
Administration 3,757$ 2,500$ 2,500$ 2,500$
Materials & Supplies 4,510$ 5,200$ 5,550$ 5,200$
Contracted Services $ 0 $ 0 $ 0 $ 0
Program Activities 140,689$ 40,000$ 75,414$ 40,000$
TOTAL 542,758$ 481,502$ 517,266$ 506,750$
EXPENDITURE DETAIL
FUNDING
General Fund 542,758$ 481,502$ 517,266$ 506,750$
TOTAL 542,758$ 481,502$ 517,266$ 506,750$
PERSONNEL
REGULAR FTE
City Attorney 1.00
TOTAL REGULAR FTE:1.00
Administration: $2,500 for professional dues and mandatory continuing education.
Materials and Supplies: $5,200 for legal reference materials, postage and supplies.
Program Activities: $40,000 for outside counsel to provide legal assistance on specialized
matters such as tax and pension matters, land use and CEQA, and litigation not covered by
the Municipal Pooling Authority.
• 2025–2026 Operating Budget & Capital Improvement Program 36
PROGRAM DESCRIPTION
The City Clerk is an appointed officer of the Town and serves as the Town’s elections official,
administers the Town Council agenda and meeting process, maintains all legislative history,
coordinates the recruitment of Town advisory body members, ensures that required legal
notices are appropriately published, maintains the Municipal Code and performs other
statutory duties as required. The City Clerk complies with all federal and state laws including
the California Government Code, California Election Law, FPPC, Ralph M. Brown Act, and
Public Records Act. The City Clerk assists other departments by overseeing maintenance of
Town contracts and surety bonds, and conducts the public bidding process.
GOALS
Maintain the legislative history of the Town Council, Commissions, Boards and
Committees.
Provide public access to information and respond to requests for public records.
Serve as the Town’s elections official; conduct biennial Town Council elections and
special elections as necessary.
Maintain the Town’s Municipal Code and perform biannual Code updates.
Conduct biannual recruitments for Town Commissions, Boards and Committees.
HIGHLIGHTS
In 2024/25, the City Clerk’s Office:
o Conducted a municipal election in November 2024 and swore-in three members
for terms on the Danville Town Council.
o Assisted in the LLAD property owner balloting process.
o Prepared procedures and trained staff on new equipment in the Town Meeting
Hall.
o Enhanced the onboarding of new Commission and Board members.
o Increased opportunities for community engagement and public service.
o Continued to foster County-wide collaboration and sharing of information among
Agency Clerks in Contra Costa County.
o Facilitated the Town Design Awards process.
In 2025/26, the City Clerk’s Office will:
o Encourage community engagement and public service on Boards and Commissions.
o Promote transparency and public access to Town information.
o Promote Danville as a destination for Civil Marriage Ceremonies.
o Foster collaboration and sharing of information among agencies in Contra Costa
County while serving as Chair of CCC Agency Clerks.
o Coordinate the recruitment and appointment of Danville residents to serve as
volunteers on Town advisory bodies.
City Clerk
www.danville.ca.gov •Town of Danville 37
EXPENDITURES
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Category Actual Adopted Adjusted Recommended
Employee Expenses 221,170$ 228,656$ 228,656$ 238,392$
Administration 9,172$ 23,113$ 23,113$ 21,978$
Materials & Supplies 43,586$ 50,034$ 60,034$ 53,387$
Contracted Services 2,481$ 47,500$ 47,500$ 2,750$
TOTAL 276,409$ 349,303$ 359,303$ 316,507$
EXPENDITURE DETAIL
FUNDING
General Fund 251,803$ 318,813$ 318,813$ 282,968$
PEG Fee 24,606$ 30,490$ 40,490$ 33,539$
TOTAL 276,409$ 349,303$ 359,303$ 316,507$
PERSONNEL
REGULAR FTE
City Clerk 1.00
TOTAL REGULAR FTE:1.00
Contracted Services: $2,750 for Municipal Code update.
Administration: $12,283 for advertising; and $9,695 for dues and travel.
Materials and Supplies: $14,348 for software maintenance and licensing; $500 for records
management supplies; $33,539 for video streaming public meetings and zoom user subscriptions;
and $5,000 for miscellaneous supplies and printing.
• 2025–2026 Operating Budget & Capital Improvement Program 38
PROGRAM DESCRIPTION
Community Outreach promotes government transparency, communication, and civic
engagement through marketing, media relations, social media, and in-person efforts.
Community Outreach maintains a current Town website which provides information about
the Town Government and services; offers a printed quarterly newsletter; prepares and
distributes press releases that address current news and information; serves as a point of
contact for the community and media; and uses several social media platforms to provide
timely and relevant information on Town programs, events, and projects.
GOALS
Share accurate and timely information on Town activities, programs and services with
residents through printed publications, digital media, and in-person efforts.
Create opportunities for citizen involvement and engagement through the Town’s
website, community workshops, social media, outreach activities and special events.
Provide a consistent voice in emergency communication.
HIGHLIGHTS
In 2024/25, Community Outreach:
o Launched monthly family-focused email newsletter.
o Reached over 11,000 followers on Instagram and 10,500 followers on Facebook
through Town social media accounts and digital alerts.
o Verified by Meta both Town social media accounts.
o Launched monthly business-focused email newsletter.
o Implemented outreach campaign for the Downtown Master Plan Catalyst Project,
reaching business owners and residents through email, print newsletters, social
media, and in-person meetings.
o Drove education effort for Lighting & Landscape Assessment District 2025 balloting
process.
In 2025/26, Community Outreach will:
o Launch activities email focused on cultural arts.
o Evaluate the Town website for structural and organizational improvements.
Community Outreach
www.danville.ca.gov •Town of Danville 39
EXPENDITURES
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Category Actual Adopted Adjusted Recommended
Employee Expenses 195,457$ 269,021$ 269,021$ 260,631$
Administration 1,848$ 4,675$ 4,675$ 4,350$
Materials & Supplies 30,570$ 31,550$ 42,550$ 50,500$
Contracted Services $ 0 $ 0 $ 0 $ 0
Program Activities 56,777$ 66,825$ 81,825$ 71,775$
TOTAL 284,652$ 372,071$ 398,071$ 387,256$
EXPENDITURE DETAIL
FUNDING
General Fund 284,652$ 372,071$ 398,071$ 387,256$
TOTAL 284,652$ 372,071$ 398,071$ 387,256$
PERSONNEL
REGULAR FTE
Graphic Designer 1.00
Program Supervisor 1.00
TOTAL REGULAR FTE:2.00
Program Activities: $71,775 for printing and mailing of the quarterly Town newsletter.
Administration: $900 for outreach needs related to digital and social media promotion of Town
projects; and $3,450 for professional development (training, conferences, and memberships).
Materials and Supplies: $6,500 for printed marketing collateral, promotional items, supplies and
reference materials; $44,000 for software licenses ($19,000 for DanvilleTownTalks.org site;
$16,000 for Town website and AI Chatbot; $6,000 for email marketing service; $1,500 for walking
tour software; and $1,500 for various outreach software licenses less than $200 annually).
Contracted Services: Contracted design services brought in-house.
• 2025–2026 Operating Budget & Capital Improvement Program 40
PROGRAM DESCRIPTION
The Community Events program manages the Town resources for annual celebrations and
activities that enrich the quality of life for residents, promote the community and enhance
the local economy. This includes three types of events with varying degrees of support:
Category 1 (Town Events, primarily budgeted through Recreation, Arts and Community
Services); Category 2 (Town-Partnered Events); Category 3 (Town-Assisted Events). The
program budget includes allocation of resources from Maintenance Services and the Police
Department. GOALS
Bring the community together to celebrate the community and Danville’s heritage.
Facilitate family-friendly events that are safe and accessible to everyone, while
managing the events’ impact on traffic, circulation and access to private property.
Promote and foster economic vitality with a focus in downtown Danville.
Cultivate partnerships with community organizations, businesses and residents
through promotion of Community Events. HIGHLIGHTS
In 2024/25, Community Events:
o Executed the following large-scale events: the July 4th Parade, Hot Summer
Sundays Car Show, Devil Mountain Run, Oktoberfest, and Lighting of the Old Oak
Tree.
o Assessed application process and operational/safety protocols for new and
continuing events, making improvements for efficiency.
o Continued to add business-boosting elements to existing and new community
events, in partnership with Recreation, Arts and Community Services.
o Facilitated event adjustments due to Downtown construction, including moving
the Hot Summer Sundays Car Show to Front Street.
o Implemented standard budgeting guidelines and milestones for organizers.
In 2025/26, Community Events will:
o Work with Recreation, Arts and Community Services to support programming at
Prospect Park Plaza.
o Support at least 50 Town-wide community events and seek opportunities to
supplement the calendar with additional smaller events.
o Continue to evaluate event safety and consider actions to promote events that are
safe and enjoyable.
Community Events
www.danville.ca.gov •Town of Danville 41
EXPENDITURES
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Category Actual Adopted Adjusted Recommended
Employee Expenses 58,585$ 92,188$ 92,188$ 83,606$
Administration 1,197$ 1,850$ 1,850$ 5,000$
Materials & Supplies 27,129$ 30,800$ 41,658$ 63,750$
Contracted Services 174,287$ 165,800$ 165,800$ 174,800$
Program Activities 31,540$ 32,145$ 32,145$ 41,000$
TOTAL 292,738$ 322,783$ 333,641$ 368,156$
EXPENDITURE DETAIL
FUNDING
General Fund 292,738$ 322,783$ 333,641$ 368,156$
TOTAL 292,738$ 322,783$ 333,641$ 368,156$
PERSONNEL
REGULAR FTE
Program Specialist 0.50
TOTAL REGULAR FTE:0.50
Program Activities: $22,000 for Town co-sponsorship of the July 4th Parade; $14,000 for Town
co-sponsorship of the Lighting of the Old Oak Tree event; and $5,000 for Oktoberfest event.
Administration: $350 for professional development and training; and $4,650 for meals for event
staff (increased for adjusted allocation to appropriate budget, rather than general Police Services).
Materials and Supplies: $3,750 for general supplies and event signage; $25,000 for Maintenance
Services road closure supplies; $5,000 for portable restroom rentals; $21,500 one-time Downtown
wreath purchase; and $8,500 annual wreath installation.
Contracted Services: $139,000 for event overtime and safety; $10,000 for Oak Tree lighting;
$2,800 for portable restroom rentals for Music In The Park; $3,000 for July 4th Parade street
sweeping; and $20,000 for deployment of Meridian Safety Barricades.
• 2025–2026 Operating Budget & Capital Improvement Program 42
Economic Development
PROGRAM DESCRIPTION
Economic Development facilitates the retention and expansion of businesses in Danville,
while meeting the needs of the Danville community and greater Tri-Valley region. The
Economic Development team provides programs and resources to businesses and responds
directly to feedback from business owners.
GOALS
Support economic development activities across the community that have a positive
impact on the Town’s fiscal health.
Foster supportive conditions and offer valuable resources to help small businesses
and proprietors prosper.
Enhance the character and functionality of the Town to attract visitors and support
the quality of life for residents and businesses.
Deliver effective economic development programs that empower small businesses
through initiatives such as local business grants, marketing campaigns and community
events.
HIGHLIGHTS
In 2024/25 Economic Development:
o Launched the Discover Danville web-based app to encourage visitors to explore
historic sites, retail, and restaurants.
o Developed online business list marketing effort to support Discover Danville as a
destination.
o Expanded the Business Promotion Grant offerings to support $100 digital
marketing grants for Danville businesses.
o Launched revamped holiday campaign, incorporating in-store giveaways, live
music, social media marketing, and a holiday decorating contest.
In 2025/26, Economic Development will:
o Continue to monitor economic health and adapt programs and resources to
support local businesses.
o Seek accreditation as a California Main Street program.
o Develop educational opportunities for local businesses, working with partners such
as the Chamber of Commerce and community colleges.
o Seek feedback from local businesses through surveys and meetings to develop
impactful programs.
www.danville.ca.gov •Town of Danville 43
EXPENDITURES
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Category Actual Adopted Adjusted Recommended
Employee Expenses 260,819$ 399,939$ 399,939$ 267,412$
Administration 13,338$ 27,280$ 27,280$ 24,600$
Materials & Supplies 22,974$ 21,100$ 21,100$ 22,600$
Contracted Services 10,508$ 10,000$ 20,000$ 10,000$
Program Activities 94,265$ 57,000$ 67,659$ 57,000$
Other $ 0 $ 0 $ 0 $ 0
TOTAL 401,904$ 515,319$ 535,978$ 381,612$
EXPENDITURE DETAIL
FUNDING
General Fund 401,904$ 515,319$ 535,978$ 381,612$
TOTAL 401,904$ 515,319$ 535,978$ 381,612$
PERSONNEL
REGULAR FTE
Communication and Economic Development Manager 1.00
Program Specialist 1.50
TOTAL REGULAR FTE:2.50
Administration: $2,500 for advertising; $16,500 for dues/membership ($400 for Danville Area
Chamber of Commerce dues and events, $800 for CALED and MMANC, $7,800 for East Bay EDA,
$5,000 for i-GATE, and $2,500 for Visit Tri-Valley); and $5,600 for regional meetings, conference
registration and travel expenses.
Materials and Supplies: $8,500 for general supplies, printed material, uniforms, and promotional
items; $14,100 for software subscriptions ($6,600 for commercial real estate listings, and $7,500
for Prospector and RESimplify).
Contracted Services: $5,000 for consultant services for Comprehensive Economic Development
Plan (CEDP) implementation efforts and $5,000 for photography services.
Program Activities: $25,000 for holiday campaign; $25,000 for business promotion grants; and
$7,000 for Danville Information Center at the Museum of the San Ramon Valley. ($40,000 in costs
in prior year for Visit Tri-Valley TBID has been moved to a pass-through account to better reflect
the receipt and disbursement of this fee.)
www.danville.ca.gov •Town of Danville 44
www.danville.ca.gov •Town of Danville 45
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Actual Adopted Adjusted Recommended
Police Services Management 2,015,714$ 2,097,885$ 2,231,980$ 2,452,646$
Patrol 6,166,392$ 6,724,517$ 6,834,220$ 6,854,590$
Traffic 1,268,646$ 1,345,694$ 1,347,694$ 1,417,825$
Investigation 1,038,754$ 1,175,519$ 1,200,354$ 1,215,333$
Emergency Preparedness 284,390$ 134,863$ 228,772$ 142,182$
School Resource Program 580,807$ 778,590$ 778,590$ 884,362$
TOTAL 11,354,703$ 12,257,068$ 12,621,610$ 12,966,938$
FUNDING
Donations/Contributions $ 0 $ 0 26,041$ $ 0
General Fund 11,214,703$ 12,027,320$ 12,365,821$ 12,747,405$
Police - Abandoned Vehicle 40,000$ 54,748$ 54,748$ 44,533$
Police - SLESF 100,000$ 175,000$ 175,000$ 175,000$
TOTAL 11,354,703$ 12,257,068$ 12,621,610$ 12,966,938$
PERSONNEL FTE
CONTRACT 30.00
REGULAR 4.75
TEMPORARY*3.00
37.75
* part-time temporary hours converted to full time equivalents (FTE)
PROGRAMS
Police Services
• 2025–2026 Operating Budget & Capital Improvement Program 46
PROGRAM DESCRIPTION The Police Department works in partnership with the community to safeguard the lives, rights,
and property of the people they serve, and make people’s lives better in the Town of Danville.
Police services are delivered through a combination of contract services provided through the
Contra Costa County Office of the Sheriff and Town personnel and resources.
The Police Department maintains partnerships with the Sheriff’s Office and local, state and
federal agencies, including the City of San Ramon, San Ramon Valley Fire Protection District,
and San Ramon Valley Unified School District. Police services are augmented through the
service of four Reserve Officers and trained Volunteers in Police Services (VIPS).
GOALS
Recruit and maintain a highly skilled and trained team of sworn police personnel,
professional staff, police reserves and volunteers.
Effectively manage police resources and personnel to meet all community, regional,
state and federal requirements.
Coordinate community outreach efforts, including participation in neighborhood and
business crime prevention meetings, citizens academy and special events.
HIGHLIGHTS Police staffing ratios (0.70 officers per 1,000 population) and cost per resident ($288) are
significantly less than the averages for law enforcement agencies in Contra Costa County of
1.13 officers per 1,000 population and $468 per resident.
In 2024/25, Police Services Management:
o Continued to increase the level of in-person engagement with community groups
and businesses.
o Continued to meet with businesses and residents, engaging the community in
education and adaptive problem-solving.
o Continued to look for opportunities to provide information to, and engage with, the
community.
In 2025/26, Police Services Management will:
o Continue working with the community to address problems and implement crime
reduction strategies.
o Implement the strategic plan designed to improve officer capabilities and
wellness, prevent and solve crime, build trust and partnerships with the
community, and create and advance effective solutions to enhance public safety.
Police Services Management
www.danville.ca.gov •Town of Danville 47
EXPENDITURES
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Category Actual Adopted Adjusted Recommended
Employee Expenses 188,317$ 219,063$ 219,063$ 224,678$
Temporary Salaries 116,481$ 65,000$ 65,000$ 70,000$
Administration 34,421$ 33,000$ 43,000$ 34,250$
Materials & Supplies 118,616$ 35,000$ 92,104$ 62,371$ Contracted Services 1,191,979$ 1,197,542$ 1,170,171$ 1,252,497$ Equipment 137,178$ 253,000$ 347,362$ 340,980$ Program Activities 228,722$ 295,280$ 295,280$ 467,870$
TOTAL 2,015,714$ 2,097,885$ 2,231,980$ 2,452,646$
EXPENDITURE DETAIL
FUNDING
General Fund 2,015,714$ 2,097,885$ 2,211,980$ 2,452,646$ Donations/Contributions $ 0 $ 0 20,000$ $ 0
TOTAL 2,015,714$ 2,097,885$ 2,231,980$ 2,452,646$
PERSONNELCONTRACT FTE
Chief of Police 1.00
Administrative Lieutenant 1.00
TOTAL CONTRACT FTE:2.00
REGULAR FTE
Administrative Assistant 1.00
Community Services Officer 1.00
TOTAL REGULAR FTE:2.00
TEMPORARY FTE:*1.00
*part-time temporary hours converted to full time equivalents (FTE)
Program Activities: $402,870 ($13,429 per sworn officer) for liability insurance (an increase of
75%); $20,000 for community outreach and citizen academies; and $45,000 for cellular
Materials & Supplies: $62,371 for Naloxone kits; equipment and training supplies.
Temporary Salaries: $70,000 for part time temporary Police Assistant and Fleet Manager.
Contracted Services: $985,497 for sworn personnel; $265,000 dispatch service and $2,000 for
services and supplies via the Sheriff contract.
Administration: $26,250 for training and dues; $8,000 for Livescan.
Equipment: $192,000: $120,000 for current ALPR contract, $33,000 park surveillance, $13,000
ALPR retention, $26,000 for additional camera licensing and operations; $90,128 for body worn
and in-car cameras; $33,852 for EBRCSA Subscriber fees; $25,000 for general equipment
purchase and maintenance.
• 2025–2026 Operating Budget & Capital Improvement Program 48
PROGRAM DESCRIPTION
Patrol activities provide a proactive and visible law enforcement presence, 24 hours per day,
7 days per week. Danville is divided into three geographic patrol beats to provide patrol
coverage and allow patrol officers to respond to emergencies and protect life and property.
Emphasis is placed on providing effective and timely law enforcement services while
maintaining positive and proactive community contacts.
Patrol officers respond to crimes, calls for service, traffic accidents and emergencies. Patrol
staffing operates with a minimum of three officers per shift and strives to respond to Priority
I details (in-progress crimes) within five minutes and Priority II details within 15 minutes.
GOALS
Provide a visible and proactive law enforcement service to the public.
Augment patrol activities using Police Reserves, VIPS, foot and bicycle patrols.
Assist the Investigations Unit on criminal cases and prosecution with the District
Attorney’s Office.
Support the Traffic Unit by providing increased education and enforcement in the
various patrol beats.
HIGHLIGHTS
In 2024/25, Patrol:
o Conducted two Citizen Academies for teens and adults.
o Maintained a bait bike and package program aimed at targeting thieves
committing crimes in Town; the programs led to several arrests.
o Worked with the Investigations Unit to solve and close 11 of the 12 reported
felony assaults.
In 2025/26, Patrol will:
o Continue prioritizing response times for Priority I calls, ensuring they are under five
minutes.
o Continue community outreach efforts such as Recess with the Cops, Coffee with
the Cops and Storytime at the Library.
o Continue to use data to drive a problem-focused policing model for enforcement.
Patrol
www.danville.ca.gov •Town of Danville 49
EXPENDITURES
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Category Actual Adopted Adjusted Recommended
Administration 99,132$ 65,000$ 15,000$ 15,000$
Materials & Supplies 16,698$ 14,500$ 38,797$ 25,000$
Contracted Services 5,692,190$ 6,555,017$ 6,605,735$ 6,704,590$
Equipment 358,372$ 90,000$ 174,688$ 110,000$
TOTAL 6,166,392$ 6,724,517$ 6,834,220$ 6,854,590$
EXPENDITURE DETAIL
FUNDING
General Fund 6,056,747$ 6,724,517$ 6,828,179$ 6,854,590$
Police - Abandoned Vehicle 109,645$ $ 0 $ 0 $ 0
Donations/Contributions $ 0 $ 0 6,041$ $ 0
TOTAL 6,166,392$ 6,724,517$ 6,834,220$ 6,854,590$
PERSONNEL
CONTRACT FTE
Sergeant 4.00
Patrol Officer 16.00
TOTAL CONTRACT FTE:20.00
Contracted Services: $6,679,590 for sworn personnel and overtime; and $25,000 for Starchase
Pursuit Mitigation subscription.
Equipment: $25,000 to fund the Automated Regional Information Exchange System (ARIES);
$30,000 for Small Unmanned Aerial System (sUAS) Program; $30,000 for software licenses and
database searches (FirstTwo, TLO, GPS Bait Devices, Crossroads E-Cite); and $25,000 for
miscellaneous equipment.
Administration: $10,000 for the Reserve Program; $5,000 for training and associations.
Materials and Supplies: $25,000 for uniforms and miscellaneous supplies.
• 2025–2026 Operating Budget & Capital Improvement Program 50
PROGRAM DESCRIPTION
The Police Traffic Unit works with the Town’s Transportation Division to improve traffic
safety through education, engineering and enforcement. The Traffic Unit provides for orderly
and safe traffic flow, and investigates and develops strategies to reduce traffic accidents,
traffic related injuries and fatalities, and property damage. The Traffic Unit provides parking
enforcement activities, with an emphasis on the downtown, and vehicle abatement services.
Identifying and removing abandoned vehicles is a high priority. The Abandoned Vehicle
Program provides funding to assist in this effort.
GOALS
Utilize officers on motorcycles and in patrol vehicles to enforce violations, traffic
safety in school zones, and speed enforcement on arterial roadways.
Support traffic safety education efforts through participation in the “Every 15
Minutes” DUI, CHP Start Smart, and Street Smarts traffic safety programs.
Provide parking enforcement to maintain availability of parking in commercial and
residential areas.
HIGHLIGHTS
In 2024/25, Traffic:
o Documented a traffic collision rate of 288 which is higher than the 10-year average
of 274 reported collisions.
o Continued to use a data-driven approach to strategically enforce the areas where
collisions were occurring, addressing the primary collision factors.
o Purchased new GPS traffic collision mapping equipment which will greatly enhance
data accuracy, speed of investigations, and reduce road closure times to benefit
the community.
In 2025/26, Traffic will:
o Continue to focus enforcement efforts in areas where collisions are occurring,
addressing the primary factors for those collisions.
o Work to improve traffic safety in residential areas and the downtown through
educating students and businesses in and near the downtown area.
o Participate in regional training efforts as a lead agency on the county-wide Injury
and Major Protocol Accident Call Out (IMPACT) team.
o Coordinate large scale enforcement efforts involving regional partners to reduce
the overall collision rate.
Traffic
www.danville.ca.gov •Town of Danville 51
EXPENDITURES
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Category Actual Adopted Adjusted Recommended
Employee Expenses 51,185$ 83,294$ 83,294$ 87,827$
Temporary Salaries 360$ 25,000$ 25,000$ 30,000$
Administration 302$ 4,000$ 4,000$ 4,000$
Materials & Supplies $ 0 5,000$ 5,000$ 5,000$
Contracted Services 1,215,845$ 1,208,400$ 1,208,400$ 1,270,998$
Equipment 954$ 20,000$ 22,000$ 20,000$
TOTAL 1,268,646$ 1,345,694$ 1,347,694$ 1,417,825$
EXPENDITURE DETAIL
FUNDING
General Fund 1,228,646$ 1,290,946$ 1,292,946$ 1,373,292$
Police-Abandoned Vehicle 40,000$ 54,748$ 54,748$ 44,533$
TOTAL 1,268,646$ 1,345,694$ 1,347,694$ 1,417,825$
PERSONNEL
CONTRACT FTE
Sergeant 1.00
Traffic Officer 3.00
TOTAL CONTRACT FTE:4.00
REGULAR
Community Services Officer 1.00
TOTAL REGULAR FTE:1.00
TEMPORARY FTE:*0.50
*part-time temporary hours converted to full time equivalents (FTE)
Equipment: $20,000 for purchase and maintenance of specialized equipment for the
reconstruction and documentation of accident scenes, speed enforcement, and other general
equipment.
Temporary Salaries: $30,000 for one part-time and temporary Parking Enforcement Officer.
Administration: $4,000 in dues, travel and conference expenses.
Materials and Supplies: $5,000 in specialized supplies for Traffic Enforcement Officers.
Contracted Services: $1,270,998 for sworn personnel and overtime.
Employee Expenses: $87,827 for a full-time Community Services Officer focused on parking
enforcement, traffic collision investigation, and investigation of cold, low level crimes.
• 2025–2026 Operating Budget & Capital Improvement Program 52
PROGRAM DESCRIPTION
The Investigations Unit conducts thorough, timely investigations of all felony and certain
misdemeanor crimes, working closely with the District Attorney’s Office to secure criminal
complaints and achieve case resolution. Additionally, the unit collaborates with regional task
forces, leveraging the broader law enforcement network to enhance crime prevention and
resolution efforts. The unit shares investigative data with county, state, and federal agencies,
compiles crime trend reports, and aids in proactive problem-solving in Danville.
GOALS
Provide follow-up investigations on all felonies and selected misdemeanor crimes,
obtain criminal complaints on cases and bring closure to cases, including recovery of
property.
Work proactively to prevent and solve crimes by establishing trends and developing
suppression and undercover operations to locate criminals and gather intelligence
information.
Educate residents and businesses about crime prevention strategies.
Train and develop investigative skills for Police Department staff.
HIGHLIGHTS
In 2024/25, Investigations:
o Used ALPR Technology and DNA to follow up on and solve cases.
o Hosted training and operations for the Internet Crimes Against Children Task Force
(ICAC) – searching for predators looking to victimize children via the Internet.
o Successfully maintained a case closure rate of 50% for residential and commercial
burglaries, more than double the national average.
In 2025/26, Investigations will:
o Work to reduce crime targeting businesses and vehicles.
o Work with neighboring agencies and partner on Task Forces aimed at reducing
crime in Danville.
o Continue community outreach to increase the awareness of crime trends.
Investigations
www.danville.ca.gov •Town of Danville 53
EXPENDITURES
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Category Actual Adopted Adjusted Recommended
Employee Expenses $ 0 $ 0 $ 0 $ 0
Temporary Salaries $ 0 70,000$ 70,000$ 80,000$
Administration 279$ 5,000$ 5,000$ 5,000$
Materials & Supplies 9,195$ $ 0 $ 0 49,000$
Contracted Services 786,146$ 746,519$ 746,519$ 763,333$
Equipment 1,170$ 10,000$ 11,573$ 15,000$
Program Activities 241,964$ 344,000$ 367,262$ 303,000$
TOTAL 1,038,754$ 1,175,519$ 1,200,354$ 1,215,333$
EXPENDITURE DETAIL
Equipment: $15,000 for specialized investigations equipment and fees to support equipment.
FUNDING
General Fund 1,038,754$ 1,175,519$ 1,200,354$ 1,215,333$
TOTAL 1,038,754$ 1,175,519$ 1,200,354$ 1,215,333$
PERSONNEL
CONTRACT FTE
Sergeant 1.00
Investigator 1.00
TOTAL CONTRACT FTE:2.00
TEMPORARY FTE:*1.50
*part-time temporary hours converted to full time equivalents (FTE)
Program Activities: $200,000 for Crime Lab services to provide DNA, crime scene analysis,
drug, alcohol and toxicology screening; $70,000 for Cal ID which provides for fingerprint
processing and identification; $15,000 for Jail Access Fees; and $18,000 for property and evidence
storage.
Temporary Salaries: $80,000 for two part-time Crime Prevention Specialists.
Administration: $5,000 for training and conference fees.
Contract Services: $763,333 for sworn personnel and overtime.
Material & Supplies: $49,000 for Flocks cameras.
• 2025–2026 Operating Budget & Capital Improvement Program 54
Emergency Preparedness
PROGRAM DESCRIPTION
Emergency Preparedness develops and maintains disaster response plans and coordinates
local efforts to maintain the Town in a state of readiness by means of strong community
outreach and emergency exercise participation. The Emergency Preparedness Program
highlights the importance of planning for and managing technological, human-caused, or
natural disasters, emphasizing its high priority.
All Town employees function as disaster service workers in the event of a declared
emergency and receive basic disaster preparedness training. San Ramon Valley agencies
work collaboratively to recruit and train disaster volunteers through the CERT program from
the San Ramon Valley Emergency Preparedness Citizen Corps Council (SRVEPCCC). Working
together with the members of the SRVEPCCC ensures the Town, and the entire San Ramon
Valley, is better able to plan for, respond to, and recover from a disaster. GOALS
Coordinate planning and response efforts with the San Ramon Valley Fire Protection
District, City of San Ramon, San Ramon Valley Unified School District, Contra Costa
County Office of Emergency Services, and community-based organizations such as the
American Red Cross.
Ensure the Town has resources and relationships to save lives, protect property, and
preserve the environment before and during a disaster, and restore services after a
disaster. HIGHLIGHTS
In 2024/25, Emergency Preparedness:
o Recruited new partners for Emergency Operations Center (EOC) response and
daily emergency planning.
o Coordinated Town efforts to seek reimbursement from FEMA and CalOES for
winter 2022/23 storm damages.
o Received FEMA/CalOES approval for updated Local Hazard Mitigation Plan.
In 2025/26, Emergency Preparedness will:
o Complete the update of the Town’s Emergency Operations Plan.
o Continue to provide Town EOC staff with the proper education and comfort with
each of their roles and responsibilities.
o Inform community of new Fire Hazard Severity Zone determinations for much of
the Town.
www.danville.ca.gov •Town of Danville 55
EXPENDITURES
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Category Actual Adopted Adjusted Recommended
Employee Expenses 91,880$ 100,763$ 100,763$ 108,082$
Administration 20,000.00$ 16,000$ 16,000$ 16,000$
Materials & Supplies 4,000$ 7,500$ 85,756$ 7,500$
Contracted Services $ 0 600$ 600$ 600$ Equipment 6,656$ 10,000$ 16,656$ 10,000$
Program Activities 161,854$ $ 0 8,997$ $ 0
TOTAL 284,390$ 134,863$ 228,772$ 142,182$
EXPENDITURE DETAIL
FUNDING
General Fund 284,390$ 134,863$ 228,772$ 142,182$
TOTAL 284,390$ 134,863$ 228,772$ 142,182$
PERSONNEL
REGULAR FTE
Emergency Services Manager 0.75
TOTAL REGULAR FTE:0.75
Equipment: $10,000 for EOC equipment and upgrades.
Administration: $10,000 for participation in the San Ramon Valley Emergency Preparedness
Citizen Corps Council; Annual California Emergency Services Association (CESA) dues are $75;
and $5,925 for other trainings.
Materials and Supplies: $3,000 for printing; $200 for reference materials; $2,000 for Nixle; and
$2,300 for supplies.
Contracted Services: $600 for planning services.
Employee Expenses: $108,082 for an Emergency Services Manager.
• 2025–2026 Operating Budget & Capital Improvement Program 56
PROGRAM DESCRIPTION
The School Resource Program works closely with the San Ramon Valley Unified School
District (SRVUSD) and the community to enhance student safety at public school sites
throughout the Town and provide programs that promote responsible decision-making and
development of life skills. The School Resource Program provides education, processes
juvenile citations and administers the juvenile diversion program.
The School Resource Program provides full-time sworn School Resource Officers (SRO) at San
Ramon Valley and Monte Vista High Schools, and one non-sworn Family and Community
Services Specialist who serves middle and elementary schools. A $100,000 COPS-SLESF grant
helps fund the cost for the San Ramon Valley High School Resource Officer, while SRVUSD
annually contributes $50,000 to help fund the Monte Vista High School Resource Officer.
GOALS
Provide security at high school campuses.
Engage and educate school communities, including students, parents, teachers and
administrators to foster youth development.
Provide a juvenile diversion education program as an alternative to prosecuting juvenile
offenders.
HIGHLIGHTS
In 2024/25, the School Resource Program:
o Continued the juvenile diversion program, with only one unsuccessful diversion for
the year.
o Worked with local agencies to educate youth, parents, and faculty on teen stress,
emerging trends with youth, and drug trends.
o Provided site threat analysis to school locations upon request.
In 2025/26, the School Resource Program will:
o Continue to educate youth, school faculty and parents on the dangers and trends
facing youth in our community.
o Continue to run a successful diversion program aimed at reducing the number of
juveniles that re-offend.
o Educate school staff on the best practices for responding to threats in the school.
School Resource Program
www.danville.ca.gov •Town of Danville 57
EXPENDITURES
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Category Actual Adopted Adjusted Recommended
Employee Expenses 86,780$ 127,802$ 127,802$ 134,626$
Administration $ 0 4,000$ 4,000$ 12,544$
Materials & Supplies 9,123$ 10,000$ 10,000$ 10,000$
Contracted Services 484,904$ 636,788$ 636,788$ 727,192$
TOTAL 580,807$ 778,590$ 778,590$ 884,362$
EXPENDITURE DETAIL
FUNDING
General Fund 480,807$ 603,590$ 603,590$ 709,362$
Police - SLESF 100,000$ 175,000$ 175,000$ 175,000$
TOTAL 580,807$ 778,590$ 778,590$ 884,362$
PERSONNEL
CONTRACT FTE
School Resource Officer 2.00
TOTAL CONTRACT FTE:2.00
REGULAR FTE
Program Coordinator 1.00
TOTAL REGULAR FTE:1.00
Contracted Services: $727,192 for sworn personnel and overtime.
Materials and Supplies: $10,000 for supplies to support elementary, middle and high school
programs.
Employee Expenses: $134,626 for the Community Outreach Coordinator.
Administration: $12,544 for training expenses.
www.danville.ca.gov •Town of Danville 58
www.danville.ca.gov •Town of Danville 59
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Actual Adopted Adjusted Recommended
Administrative Services Mgmt 627,129$ 357,370$ 357,370$ 384,463$
Finance 722,440$ 831,575$ 966,647$ 827,922$
Information Technology 684,672$ 805,809$ 892,319$ 837,038$
Human Resources 360,862$ 486,707$ 562,652$ 529,190$
Risk Management 1,212,558$ 1,668,100$ 1,668,100$ 1,705,650$
Animal Control 382,985$ 467,608$ 467,608$ 506,787$
Library Services 156,512$ 201,882$ 221,882$ 226,215$
Internal Services 220,849$ 292,012$ 382,833$ 292,012$
Asset Replacement 390,015$ 134,126$ 282,185$ 395,126$
TOTAL 4,758,022$ 5,245,189$ 5,801,596$ 5,704,403$
FUNDING
General Fund 4,033,606$ 5,029,983$ 5,359,443$ 5,229,509$
Various Funds 334,401$ 69,080$ 147,968$ 69,080$
Asset Replacement-General 390,015$ 134,126$ 282,185$ 395,126$
Asset Replacement-Library $ 0 12,000$ 12,000$ 10,688$
TOTAL 4,758,022$ 5,245,189$ 5,801,596$ 5,704,403$
PERSONNEL FTE
REGULAR 12.00
PROGRAMS
Administrative Services
• 2025–2026 Operating Budget & Capital Improvement Program 60
Administrative Services Mgmt.
PROGRAM DESCRIPTION
The Administrative Services Department encompasses various functions that support
internal and external Town operations. The Department includes: Finance, Information
Technology, Human Resources, Risk Management, Animal Control Services, Library, Internal
Services and Asset Replacement.
The Administrative Services Department maintains current knowledge of all laws,
requirements, procedures, and practices related to financial oversight and management, and
personnel. The Finance Director serves as the Town's Treasurer and oversees Department
operations.
GOALS
Ensure prudent safekeeping of the Town’s financial assets.
Maintain policies and processes to manage and operate Information Technology
infrastructure that supports all Town programs and staff.
Maintain a workplace that is fair, equitable and consistent with adopted personnel
policies and employment law.
Manage contracts for Animal Services and Library Services.
Anticipate and control risk through loss prevention strategies.
Manage Town assets, including vehicles, equipment, furnishings and supplies.
HIGHLIGHTS
In 2024/25, Administrative Services Management:
o Continued to manage contract services for internal services and expenditures.
o Implemented new technology (phone, audio, video) for the new Town Offices.
In 2025/26, Administrative Services Management will:
o Continue to manage various contracts for internal services and expenditures.
o Continue to implement new technology (phone, audio, video) for the new Town
Offices and other facilities (Town Meeting Hall, Community Center, Veterans
Memorial Building, Village Theatre).
www.danville.ca.gov •Town of Danville 61
EXPENDITURES
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Category Actual Adopted Adjusted Recommended
Employee Expenses 333,422$ 353,680$ 353,680$ 380,773$
Administration 292,819$ 3,410$ 3,410$ 3,410$
Materials & Supplies 888$ 280$ 280$ 280$
TOTAL 627,129$ 357,370$ 357,370$ 384,463$
EXPENDITURE DETAIL
FUNDING
General Fund 334,490$ 357,370$ 357,370$ 384,463$
Various Funds 292,639$ $ 0 $ 0 $ 0
TOTAL 627,129$ 357,370$ 357,370$ 384,463$
PERSONNEL
REGULAR FTE
Finance Director/Treasurer 1.00
Administrative Assistant 1.00
TOTAL REGULAR FTE:2.00
Administration: $3,410 includes expenses for dues, meetings, travel, and employee
development costs.
Materials and Supplies: $280 includes expenses for supplies and reference materials.
• 2025–2026 Operating Budget & Capital Improvement Program 62
Finance
PROGRAM DESCRIPTION
The Finance Division is responsible for safekeeping, management, and accounting of the
Town’s financial assets, to ensure that all assets are effectively managed to serve Danville’s
taxpayers.
Finance functions include accounting (accounts receivable, accounts payable, vendor
payments and payroll), budgeting (budget preparation, including long-term forecasting and
analysis), audits, asset management, purchasing and contracts, business license processing,
investment management and debt management.
The Finance Director serves as the appointed Town Treasurer responsible for investing and
managing all Town funds in accordance with the Town’s adopted Investment Policy.
GOALS
Protect the Town’s fiscal resources, investments and assets by following the Town’s
policies on purchasing and investments, consistent with state and federal regulations.
Carefully track the revenue and expenditures set forth in the budget (accounts
payable, accounts receivable, payroll and business licenses) by following
Governmental Accounting Standard Board (GASB) standards.
Work with the Town Manager and staff to prepare the Annual Operating Budget and
Capital Improvement Program, including long-term forecasting and analysis.
Prepare the Annual Comprehensive Financial Report (ACFR) in accordance with GASB
standards and facilitate an independent audit to ensure the integrity of the Town’s
financial reports.
HIGHLIGHTS
For the past 20 years, The Town has been recognized by the Government Finance
Officers Association (GFOA) for outstanding financial reporting in the Annual
Comprehensive Financial Report.
In 2024/25, the Finance Division:
o Implemented the American Rescue Plan Act (ARPA), following the Department of
Treasury guidelines to report and implement expenditures from the Coronavirus
Local Fiscal Recovery Funds and received both tranches of $5,323,869 each, in July
2021 and July 2022.
In 2025/26, the Finance Division will continue to implement the ARPA, reporting and
implementing approved expenditures for the total of $10,647,738.
www.danville.ca.gov •Town of Danville 63
EXPENDITURES
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Category Actual Adopted Adjusted Recommended
Employee Expenses 489,049$ 528,735$ 528,735$ 525,082$
Temporary Salaries 918$ $ 0 $ 0 $ 0
Administration 1,394$ 16,290$ 16,290$ 16,290$
Materials & Supplies 55,830$ 80,930$ 80,930$ 80,930$
Contracted Services 175,249$ 205,120$ 340,192$ 205,120$
Equipment $ 0 500$ 500$ 500$
TOTAL 722,440$ 831,575$ 966,647$ 827,922$
EXPENDITURE DETAIL
FUNDING
General Fund 680,678$ 762,495$ 818,679$ 758,842$
Various Funds 41,762$ 69,080$ 147,968$ 69,080$
TOTAL 722,440$ 831,575$ 966,647$ 827,922$
PERSONNEL
REGULAR FTE
Accounting Analyst 2.00
Accounting Technician 2.00
TOTAL REGULAR FTE:4.00
Equipment: $500 for miscellaneous equipment costs.
Administration: $7,500 for bank charges; $5,000 for temporary help and $3,790 for training,
Materials and Supplies: $74,500 for enterprise-wide accounting and software maintenance; and
$6,430 for reference materials and printing costs for the Annual Operating Budget and ACFR.
Contracted Services: $115,830 for independent investment management services and banking
fees; $56,000 for auditing services; and $33,290 for consulting services related to Property Tax,
Sales Tax and State mandates.
• 2025–2026 Operating Budget & Capital Improvement Program 64
Information Technology
PROGRAM DESCRIPTION
Information Technology (IT) continuously ensures the efficiency and effectiveness of the
Town’s technology services and support. IT provides customer-driven services in areas
utilizing networks, desktops, applications, remote computing, and telephones, including
related program and project management. These services are of the highest quality possible
and are consistent with customers’ needs, schedules, and budgets.
GOALS
Implement the next generation of technology throughout the enterprise to ensure the
Town has reliable and secure systems.
Assist departments with implementation of systems and applications to support Town
service priorities. Provide responsive, results and solutions-oriented service to internal
and external customers.
Develop information systems and structures that promote community outreach,
engagement, and transparency.
Maintain, upgrade, and replace critical systems and infrastructure.
Provide proven, state-of-the-art information technologies in the most strategic, cost-
effective, and efficient way possible to support internal Town operations and business
activities.
HIGHLIGHTS
In 2024/25, the IT Division:
o Replaced Town Meeting Hall technology with current state-of-the-art systems to
improve the quality of the audio-visual component of all Town meetings.
o Implemented a new point-of-sale (POS) payment system to accept credit card
payments at Police Department front counter.
o Implemented new technologies and refined technology and network
infrastructure in the new Town Offices. Improved bandwidth across all Town sites.
o In partnership with the Transportation Division, continued implementation of the
fiber optic network to interconnect Town business locations.
In 2025/26, the IT Division will:
o Continue to improve and refine technology in the Town Offices and throughout
the organization.
o Continue to expand online services available to businesses and residents.
o Find areas where efficiencies can be realized through technological improvements.
o Continue improving technology security as threats evolve. Continue managing CIP
and asset replacement projects.
www.danville.ca.gov •Town of Danville 65
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Category Actual Adopted Adjusted Recommended
Employee Expenses 598,922$ 572,659$ 572,659$ 603,888$
Administration 5,165$ 7,150$ 7,150$ 7,150$
Materials & Supplies 13,765$ 111,000$ 160,595$ 136,000$
Contracted Services 49,708$ 100,000$ 136,915$ 75,000$
Equipment 17,112$ 15,000$ 15,000$ 15,000$
TOTAL 684,672$ 805,809$ 892,319$ 837,038$
General Fund 684,672$ 805,809$ 892,319$ 837,038$
TOTAL 684,672$ 805,809$ 892,319$ 837,038$
REGULAR FTE
Chief Technology Officer 1.00
Information Technology Analyst 2.00
Information Technology Technician 1.00
TOTAL REGULAR FTE:4.00
EXPENDITURES
EXPENDITURE DETAIL
FUNDING
PERSONNEL
Administration: $7,150 for travel, dues, conferences, and training.
Materials and Supplies: $78,000 for software licensing; $45,000 for application software
maintenance; and $13,000 for miscellaneous supplies.
Contracted Services: $20,000 for Geographic Information Systems (GIS); $25,000 for
cybersecurity; $15,000 for network, email and website security; $5,000 for enterprise systems and
audio-video configurations; and $10,000 for on-call consulting services.
Equipment: $15,000 for security and miscellaneous new and replacement technology equipment.
• 2025–2026 Operating Budget & Capital Improvement Program 66
PROGRAM DESCRIPTION
Human Resources (HR) is responsible for maintaining a workplace that is fair, equitable, and
consistent with the Town's Personnel Policies and employment law. HR oversees the Town's
employment process, including recruitment and selection, employee development and
training, benefits administration, and safety for its workforce. HR also facilitates the Town's
employee engagement efforts.
GOALS
Recruit qualified, competent, well-suited applicants and retain an exceptional
workforce through employee engagement.
Provide the tools necessary to enhance employee development through technical, soft
skill, and leadership training opportunities.
Ensure compliance with applicable laws that regulate the workplace in safety, benefits,
and fair labor standards.
Educate employees on organizational policies and procedures.
Stay abreast of employment laws and ensure all employees are adhering to them.
HIGHLIGHTS
In 2024/25 Human Resources:
o Provided ongoing program administration in recruitment and selection, employee
engagement, employee relations, and benefits in compliance with new and existing
state and federal laws and regulations.
o Reviewed the Town’s employee attraction and retention program, including the
efforts used to establish the Town as an employer of choice.
o Continued to provide Town-wide professional development opportunities for staff
to hone/learn skills and provide outstanding customer service.
In 2025/26 Human Resources will:
o Evaluate and update HR systems and procedures to improve efficiency and accuracy
in personnel record management, payroll processing, and benefits administration.
o Identify key positions within the organization and develop succession plans to
ensure continuity in leadership and critical roles.
o Expand wellness programs and initiatives to promote physical, mental, and
emotional well-being among employees.
o Continue to foster a culture of transparency and open dialogue to boost employee
engagement.
o Begin review of the Town’s Personnel Policies for potential updates.
Human Resources
www.danville.ca.gov •Town of Danville 67
EXPENDITURES
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Category Actual Adopted Adjusted Recommended
Employee Expenses 284,511$ 322,573$ 322,573$ 365,056$
Administration 42,736$ 62,534$ 65,579$ 62,534$
Materials & Supplies 8,251$ 48,000$ 60,900$ 48,000$
Contracted Services 22,427$ 39,600$ 99,600$ 39,600$
Equipment 2,937$ 14,000$ 14,000$ 14,000$
TOTAL 360,862$ 486,707$ 562,652$ 529,190$
EXPENDITURE DETAIL
FUNDING
General Fund 360,862$ 486,707$ 562,652$ 529,190$
TOTAL 360,862$ 486,707$ 562,652$ 529,190$
PERSONNEL
REGULAR FTE
Human Resources Manager 1.00
Human Resources Technician 1.00
TOTAL REGULAR FTE:2.00
Administration: $23,400 for employee development/training; $9,000 for claims prevention; and
$30,134 for advertising, recruitment and meals.
Materials and Supplies: $14,500 for ergonomic furniture; $15,000 for employee recognition;
$6,000 for application software; and $12,500 for training supplies and reference materials.
Contracted Services: $20,500 for training; $7,500 for human resources specialty consultants; and
$11,600 for safety consultants, OSHA compliance services and pre-employment physicals.
Equipment: $14,000 for miscellaneous equipment.
• 2025–2026 Operating Budget & Capital Improvement Program 68
PROGRAM DESCRIPTION
The Town’s Risk Management Program seeks to anticipate and control risk through the use
of loss prevention strategies and established risk management principles and procedures.
The Town is a member of the Municipal Pooling Authority (MPA), a JPA including 17 of the 19
cities in Contra Costa County. The City Attorney operates as the Town’s risk manager and
serves on the Board of Directors for the MPA.
Through the MPA, the Town participates in pooled insurance for general liability,
employment liability, vehicle damage and workers’ compensation. These programs
effectively combine self-insurance with commercial excess insurance, resulting in the most
comprehensive coverage for the Town. The Town also purchases property insurance for all
Town facilities and earthquake coverage for critical Town facilities.
Examples of efforts aimed at avoiding major risk exposures include sidewalk and playground
inspection programs, employee training on workplace exposures and liabilities and
contractual risk transfer when appropriate.
GOALS
Proactively reduce the Town’s exposure to potential liability and provide adequate
insurance and/or risk transference for liabilities that do arise.
Work with the Municipal Pooling Authority to reduce the Town’s major risk exposures.
Evaluate all contracts to ensure appropriate insurance and indemnification is provided
to protect the Town.
Work closely with the MPA’s claims adjusters to quickly evaluate and handle all
liability claims received by the Town.
Partner with the Human Resources Division to maintain a safe work environment,
provide appropriate safety training and reduce employee injuries and workers’
compensation claims.
HIGHLIGHTS
In 2024/25, the Risk Management Program worked on implementing driver safety and
volunteer risk management policies.
In 2025/26, the Risk Management Program will continue to work with Maintenance to
reduce trip hazards and will begin a review/update of the Town’s Personnel Policies.
Risk Management
www.danville.ca.gov •Town of Danville 69
EXPENDITURES
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Category Actual Adopted Adjusted Recommended
Program Activities 1,212,558$ 1,668,100$ 1,668,100$ 1,705,650$
TOTAL 1,212,558$ 1,668,100$ 1,668,100$ 1,705,650$
EXPENDITURE DETAIL
FUNDING
General Fund 1,212,558$ 1,668,100$ 1,668,100$ 1,705,650$
TOTAL 1,212,558$ 1,668,100$ 1,668,100$ 1,705,650$
Program Activities:
• $1,260,750 for general liabilty, employment liability and active shooter insurance
• $8,400 for cyber security insurance
• $19,000 for vehicle insurance
• $145,000 for property insurance
• $250,000 for earthquake insurance (including the Veterans Memorial Building, Library
AATown Offices and two Community Centers)
Property and earthquake insurance premiums are increased due to industry losses leading to
rate increases and the completion of the 500 La Gonda Way building improvements.
• $2,500 for employee bonds
• $20,000 reserved for claims settlements
• 2025–2026 Operating Budget & Capital Improvement Program 70
PROGRAM DESCRIPTION
Animal Control services for the Town are provided through a contract with Contra Costa
County Animal Services. Animal control services are provided in order to protect the public
and animals in the Town and to prevent cruelty, abuse, and neglect of animals by enforcing
all state and local laws.
The contract covers mandated programs and enforcement of all animal related laws. This
includes rabies control, responding to and/or sheltering injured or stray animals,
enforcement of leash laws, investigating complaints regarding dangerous/potentially
dangerous animals or animal cruelty, animal licensing, lost and found, impounding dead
animals located on public property, providing spaying and neutering services, a vaccination
clinic and citizen requests for service.
In Contra Costa County, 18 of the 19 cities currently contract with the Contra Costa County
Animal Services Department to provide animal control services.
GOALS
Provide timely and effective animal control services to the residents of Danville in
accordance with Division 416 of the Contra Costa County Ordinance Code and
California Government Code Section 51301.
Shelter homeless, abandoned, and lost animals.
Provide information and resources to the public that enhance the quality of life of
animals in our community.
HIGHLIGHTS
In 2024/25, Animal Services:
o Conducted 435 activities, including:
Conducted 135 investigations involving animal bites, inhumane animal treatment,
noise ordinance violations and rabies.
Collected 132 deceased animals and responded to 105 calls for stray animals.
o Continued a pet retention program and enrichment programs aimed at keeping
animals in their homes and not in the care of the County. Provided monthly
performance metrics to measure customer service and performance.
In 2025/26, Animal Services will:
o Continue to provide timely and effective animal services to Town residents.
o Respond to calls for service within the Town in priority order, based upon the
following response goals:
Priority 1 (emergency) calls within 2 hours.
Priority 2 (serious need for attention but no immediate threat) calls within 12
hours
Priority 3 (no threat to both the animal and the public) within 24 hours
All other calls and follow-up within 3 – 5 days
Animal Control
www.danville.ca.gov •Town of Danville 71
EXPENDITURES
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Category Actual Adopted Adjusted Recommended
Contracted Services 382,985$ 467,608$ 467,608$ 506,787$
TOTAL 382,985$ 467,608$ 467,608$ 506,787$
EXPENDITURE DETAIL
FUNDING
General Fund 382,985$ 467,608$ 467,608$ 506,787$
TOTAL 382,985$ 467,608$ 467,608$ 506,787$
Contracted Services: Contract cost for service with Contra Costa County Animal Services.
For 2025/26, the per capita cost for Animal Services increased from $10.92 to $12.45. This is an
increase of 14.0% compared to the previous year.
• 2025–2026 Operating Budget & Capital Improvement Program 72
Library ServicesPROGRAM DESCRIPTION
The Danville Library serves as a resource and hub for community engagement critical
information, technology access, and enrichment opportunities for all ages. Built by the Town
and operated as a part of the Contra Costa County Library system, the Danville Library has
the fourth highest circulation of physical materials (138,516 YTD), third highest circulation of
e-materials (219,914 for 2024) and one of the highest active patron counts (28,437) of the 26
branches in the County Library system. Contra Costa County provides a base level of 40 hours of service for all branches in the
County Library system. In 2025/26, the County will allocate $1,017,994 to operate the
Danville Library. To provide a higher level of service for Danville residents, the Town will
allocate $215,527 to increase hours from 40 to 56 per week, Monday through Saturday, the
maximum hours available of the 26 branches in the system. The Town also funds all building
maintenance, capital and technology costs associated with the operation of the Danville
Library. The Library also benefits from the outstanding community support provided by the
Friends of the Danville Library, Danville Library Endowment and the Danville Library
Foundation. GOALS
Offer a robust collection of multilingual lending materials in print, video, audio and
electronic formats; and complimentary high-speed Internet access for the public.
Collaborate with community organizations and the Town to provide varied educational
and enrichment programs.
Provide a safe, accessible, and commerce-free environment for children, youth, teens,
adults and seniors to read, study, and work. HIGHLIGHTS
In 2024/25, the Danville Library: o Refreshed several high circulating collections including: adult classics, children's
fiction, and teen/young adult fiction.
o Completed additional building upgrades to improve overall user experience.
o Revamped and relaunched Saturday Story Times for working families and siblings
to attend and enjoy together.
o Launched Spring/Summer Nature Series to encourage young children to go outside to
learn and explore the world around them. In 2025/26, the Danville Library will: o Update seating in the library's wildly popular and highly-utilized Teen Zone.
o Introduce new weekday story time on Thursdays to accommodate more families.
o Prioritize school and classroom outreach to support CA Senate Bill 321 to get library
cards in the hands of as many students as possible.
o Partner with Town of Danville Recreation on permanent art installation and opening
celebration at the library this summer.
www.danville.ca.gov •Town of Danville 73
EXPENDITURES
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Category Actual Adopted Adjusted Recommended
Equipment $ 0 12,000$ 12,000$ 10,688$
Program Activities 156,512$ 189,882$ 209,882$ 215,527$
TOTAL 156,512$ 201,882$ 221,882$ 226,215$
EXPENDITURE DETAIL
FUNDING
General Fund 156,512$ 189,882$ 209,882$ 215,527$
Asset Replacement-Library $ 0 12,000$ 12,000$ 10,688$
TOTAL 156,512$ 201,882$ 221,882$ 226,215$
Program Activities: $215,527 to fund an additional 16 hours of library services per week. The
County will be contributing $1,017,994 towards 40 base hours at the Danville Library.
Equipment: Technology cost: $10,688.
• 2025–2026 Operating Budget & Capital Improvement Program 74
PROGRAM DESCRIPTION
Internal Services includes services and expenditures required to support all areas of Town
service delivery at all service delivery locations. This includes telecommunications
(telephone, cellular and facsimile), general office supplies, mail metering and postage and
maintenance associated with photocopiers in all locations housing Town staff.
GOALS
Procure all standard supplies in the most cost-effective and efficient manner possible,
utilizing Danville-based vendors whenever possible.
Provide a reliable telecommunications network for Town employees, including voice
calls, voice mail and facsimile access.
Provide reliable cellular and data support services that allow employees to access
electronic data and mail before, during and after the standard workday.
Maintain postal mail metering equipment and services that support the Town’s needs.
Manage cost-effective and reliable copy machines under a contract services
agreement.
HIGHLIGHTS
In 2024/25, Internal Services:
o Continued to operate the Town’s copy machines and other printing equipment and
upgraded equipment as needed.
o Continued to procure quality supplies, equipment and services at the best value
and price for Danville taxpayers.
o Continued to explore opportunities to implement “green” efforts – Town facilities
have been enrolled in the MCE Deep Green 100% renewable energy service.
o Continued to upgrade the Town voice mail system to allow further integration into
the Town’s data network.
o Continued to provide upgrades to the Town's cellular and data systems.
o Continued to implement SB 1383, statewide requirements to purchase products
made with 30% recycled materials.
In 2025/26, Internal Services will:
o Continue to keep the Town’s copy machines and other office equipment
operational.
o Continue to procure quality supplies, equipment, and services at the best value and
price for Danville taxpayers.
o Continue improving technology economies and efficiencies.
o Continue to implement the statewide requirements of SB 1383.
Internal Services
www.danville.ca.gov •Town of Danville 75
EXPENDITURES
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Category Actual Adopted Adjusted Recommended
Administration 642$ $ 0 11,408$ $ 0
Materials & Supplies 48,027$ 82,606$ 110,941$ 82,606$
Contracted Services 714$ $ 0 $ 0 $ 0
Equipment 44,967$ 103,000$ 140,622$ 103,000$
Program Activities 126,499$ 106,406$ 119,862$ 106,406$
TOTAL 220,849$ 292,012$ 382,833$ 292,012$
EXPENDITURE DETAIL
FUNDING
General Fund 220,849$ 292,012$ 382,833$ 292,012$
TOTAL 220,849$ 292,012$ 382,833$ 292,012$
Program Activities: $77,640 for landline phone services; $27,338 for mobile telephone services;
and $1,428 for cable television services.
Materials & Supplies: $22,700 for Town-wide supplies; $30,600 for postage; $5,906 for printing;
$22,400 for phone-related materials; and $1,000 for miscellaneous supplies.
Equipment: $84,000 for photocopier maintenance; $18,000 for telephone maintenance; and
$1,000 for miscellaneous equipment.
• 2025–2026 Operating Budget & Capital Improvement Program 76
PROGRAM DESCRIPTION
The Asset Replacement Program provides for the ongoing replacement of Town-owned
capital assets, including motor vehicles, specialized vehicles and equipment, office
furnishings and equipment, information technology equipment, building furnishings and
other materials. Assets are replaced based on an established schedule with strict
replacement criteria including public and employee safety, equipment age, maintenance
costs and resale value.
The Town’s vehicle inventory currently includes 9 hybrid vehicles and 10 electric vehicles,
comprising approximately 28 percent of the total vehicle fleet.
GOALS
Replace capital assets based upon the need to maintain safety standards and promote
efficiency in all areas of the Town government.
Replace Town vehicles in accordance with an established Vehicle Replacement Policy.
Migrate the Town vehicle fleet toward reducing GHG emissions and reducing fuel
consumption wherever possible and practical.
HIGHLIGHTS
In 2024/25, the Asset Replacement Program:
o Replaced IT equipment, including 20 computers and 25 monitors.
In 2025/26, the Asset Replacement Program will:
o Continue to replace IT equipment, including 20 computers and 25 monitors.
o Purchase one Ford F150 Lightning EV for the Maintenance Services Department.
o Purchase one hybrid or EV sedan and two Ford Interceptor utility vehicles for the
Police Services Department.
o Purchase one Ford Escape Hybrid for the Development Services Department.
Asset Replacement
www.danville.ca.gov •Town of Danville 77
EXPENDITURES
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Category Actual Adopted Adjusted Recommended
Contracted Services $ 0 $ 0 3,400$ $ 0
Equipment 66,386$ 64,126$ 136,382$ 64,126$
Vehicles 323,629$ 70,000$ 142,403$ 331,000$
TOTAL 390,015$ 134,126$ 282,185$ 395,126$
EXPENDITURE DETAIL
FUNDING
Asset Replacement-General 390,015$ 134,126$ 282,185$ 395,126$
TOTAL 390,015$ 134,126$ 282,185$ 395,126$
Equipment: $38,000 for computers and monitors; and $26,126 for network equipment
replacement.
Vehicles: $70,000 to purchase one Ford F150 Lightning EV for Maintenance; $222,000 to
purchase one hybrid or EV Sedan and two Ford Interceptor utility vehicles for Police; and $39,000
to purchase one Ford Escape Hybrid for Development Services.
• 2025–2026 Operating Budget & Capital Improvement Program 78
Asset Replacement
Administrative Policy
VEHICLE MAINTENANCE & REPLACEMENT
The Town of Danville owns, operates and maintains vehicles that are essential to various areas of the
Town’s service delivery. In order to maximize the life and usefulness of all Town-owned vehicles, the
Town has established this Vehicle Maintenance and Replacement Policy. The policy includes the
following sections:
• Maintenance Responsibility
• Vehicle Categories
• Replacement Criteria
• Vehicle Inventory
• New Vehicles
1. MAINTENANCE RESPONSIBILITY
The Town assigns all vehicles to specific personnel in order to increase accountability and enhance
vehicle care and longevity. The staff assigned to a vehicle is responsible for sharing maintenance
responsibility for the vehicle with the designated Fleet Maintenance Manager. Maintenance for all
Town vehicles occurs through a combination of centralized and de-centralized vehicle maintenance
services.
Centralized vehicle maintenance services are coordinated through the designated Fleet Maintenance
Manager. These services are provided to the Town through contracts with private vendors and
include all routine and specialized services required to keep vehicles in proper mechanical working
order. Examples of centralized vehicle maintenance services provided through the Fleet Maintenance
Manager include regular services such as oil changes, tune-ups, brake service and replacement, tire
replacement etc., and emergency or extraordinary repairs necessitated by a vehicle breakdown or
malfunction or vehicle involvement in a collision.
The Fleet Maintenance Manager keeps records on all vehicles and works with appropriate assigned
personnel to assure that a proper routine maintenance schedule is maintained at proper intervals.
De-centralized vehicle maintenance services include keeping all vehicles fueled and clean. The
appearance of each vehicle is the responsibility of the employee assigned to that vehicle. All Town
vehicles are expected to be maintained in clean condition both inside and out. In order to assure proper
levels of emergency preparedness, all vehicles are to be operated and maintained with a minimum of
½ tank of fuel at all times.
2. VEHICLE CATEGORIES
Following is a description of the various types of vehicles owned by the Town.
“Small Town Atmosphere Outstanding Quality of Life”
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Administrative Policy: Vehicle Maintenance and Replacement
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Category A-1: Police Patrol/Emergency Response Vehicles
These vehicles are assigned the highest priority. They are typically operated 16 hours per day, 7 days
per week, and accumulate, on average, 21,000 miles of annual usage. They are subject to frequent
starts and stops, high-speed operation and emergency response usage. They are used to transport
police officers, occasional civilians, and suspects who are placed under arrest and must be transported.
Given the type of usage, wear and tear on the vehicles is considerable and the need for consistent
reliability and dependability is extremely high.
Category A-2: Non-Patrol Police Vehicles
These vehicles provide secondary police response and are used to provide pro-active and community
based policing. They are driven on a daily basis, typically 5 days per week. Investigations vehicles
accumulate, on average, 17,000 miles of annual usage. They are driven at moderate to low speeds and
used to transport people and light equipment. Given the type of usage, wear and tear is moderate, and
the need for consistent reliability is moderate to high.
Category B-1: Maintenance Vehicles
These vehicles are operated by Community Services personnel assigned to Maintenance or Facilities.
They are typically driven on a daily basis, 5-7 days per week, and accumulate, on average, 9,000 miles
of annual usage. They are operated at moderate to low speeds and are used to transport people,
materials, tools and supplies to various job sites throughout town. These vehicles also respond to
emergency call out situations. Given the type of usage, wear and tear is moderate and the need for
consistent reliability is moderate to high.
Category B-2: Heavy Duty/Specialty Maintenance Vehicles
These vehicles are operated intermittently, typically several times per week. Given the nature of their
usage, these vehicles are not assigned to specific personnel, but rather are deployed on a job-by-job
basis. The vehicles are used to transport special equipment or to move or transport heavy loads. Wear
and tear is moderate, increasing with vehicle age. The need for consistent reliability is moderate.
Category C-1: Inspection and Pool Vehicles*
These vehicles are typically driven on a daily basis, 5 days per week and accumulate, on average, 5-
7,000 miles of annual usage. They are driven at moderate to low speeds and are used to transport
people and light equipment to job sites throughout town.
Certain types of inspection vehicles are intermittently operated in “off road” conditions. Inspector’s
vehicles are assigned to specific personnel, while pool vehicles are shared by staff members in various
departments. Given the type of usage, wear and tear is moderate and the need for consistent reliability
is moderate.
Category C-2: Other Assigned Vehicles*
• 2025–2026 Operating Budget & Capital Improvement Program 80
Asset Replacement
Administrative Policy: Vehicle Maintenance and Replacement
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These vehicles are assigned to specific individuals, who because of their position with the Town, may
be called upon to respond to emergency callouts on a 24 hour basis. These vehicles are driven on a
daily basis, 5 days per week and are home garaged during non-work hours. Given the type of usage,
wear and tear is moderate and the need for consistent reliability is moderate to high.
Category M-1: Police Motorcycles
The Police Traffic Division deploys a motorcycle unit to perform certain aspects of traffic enforcement.
Motorcycles are typically operated 8 hours per day, 4 days per week, and accumulate, on average, 6,000
miles of annual usage. They are subject to frequent starts and stops, high-speed operation and
emergency response usage. Given the type of vehicle and usage, the need for officer safety, reliability
and dependability is extremely high.
* For Categories C-1 and C-2, the Town is promoting fuel efficiency and conservation through the purchase of hybrid vehicles to perform these functions.
3. REPLACEMENT CRITERIA
A request to replace a vehicle must originate within the department that utilizes that vehicle. The
request should specify the category of vehicle, as well as the replacement criteria being met. It is
anticipated that routine vehicle replacement will occur through the Town’s annual operating budget
and asset replacement process.
The following criteria will be utilized to determine appropriate vehicle replacement intervals. In order
for to warrant replacement, a minimum of three of the following criteria must be met.
Category A-1: Police Patrol/Emergency Response Vehicles
1. Vehicle mileage exceeds 125,000 miles.
2. Annual maintenance costs exceed $4,000.
3. Overall condition of the vehicle is poor: peeling paint, torn seats, systems inoperable (A/C, seat
hardware, radio etc.), poor suspension.
4. Vehicle engine or transmission/drive train requires replacement.
5. Vehicle has sustained major body damage valued at over $6,000 to repair.
6. Vehicle age exceeds 4 years.
Category A-2: Non-Patrol Police Vehicles Category B-1: Maintenance Vehicles
Category C-1: Inspection, Pool & Other Vehicles*
Category C-2: Other Assigned Vehicles*
1. Vehicle mileage exceeds 125,000 miles.
2. Annual maintenance costs exceed $4,000.
3. Overall condition of the vehicle is poor: peeling paint, torn seats, systems inoperable (A/C, seat
hardware, radio etc.), poor suspension.
4. Vehicle engine or transmission/drive train requires replacement.
5. Vehicle has sustained body damage valued at:
www.danville.ca.gov •Town of Danville 81
Administrative Policy: Vehicle Maintenance and Replacement
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a. over $6,000 to repair if the vehicle is less than 5 years of age; or
b. over $4,000 to repair if the vehicle is greater than 5 years of age.
6. Vehicle age exceeds 10 years.
* Replacement of hybrid vehicles may also factor in extraordinary battery replacement costs once the
vehicle exceeds 5-7 years of age
Category B-2: Heavy Duty/Specialty Maintenance Vehicles
1. Vehicle mileage exceeds 80,000 miles.
2. Annual maintenance costs exceed $6,000
3. Overall condition of the vehicle is poor: peeling paint, torn seats, systems inoperable (A/C, seat
hardware, radio etc.), poor suspension.
4. Vehicle engine or transmission/drive train requires replacement.
5. Vehicle has sustained body damage valued at:
a. over $6,000 to repair if the vehicle is less than 5 years of age; or
b. over $4,000 to repair if the vehicle is greater than 5 years of age.
6. Vehicle age exceeds 15 years.
Category M-1: Police Motorcycles
1. Vehicle mileage exceeds 60,000 miles.
2. Annual maintenance costs exceed $3,000
3. Overall condition of the vehicle is poor: peeling paint, systems inoperable, poor suspension or
handling.
4. Vehicle engine or transmission/drive train requires replacement.
5. Vehicle has sustained body damage valued at:
a. over $4,000 to repair if the vehicle is less than 5 years of age; or
b. over $2,500 to repair if the vehicle is greater than 5 years of age.
6. Vehicle has sustained damage to the frame.
7. Vehicle age exceeds 5 years.
4. VEHICLE INVENTORY
A current Vehicle Inventory which includes all vehicles that have been authorized by the Town
Council, through the Town’s financial planning process, is included as Attachment A to this policy.
5. NEW VEHICLES
No new vehicles (an additional vehicle that has not been previously authorized) may be purchased or
added without the recommendation of the Town Manager and approval by the Town Council. Any
request to increase the vehicle inventory by adding a new vehicle, shall originate within the department
that will utilize the vehicle, and shall follow the following process:
1) A request from Department Head will be submitted to the Town Manager describing the need and
justification for the vehicle;
www.danville.ca.gov •Town of Danville 82
Asset Replacement
Administrative Policy: Vehicle Maintenance and Replacement
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2) The Town Manager will review and approve requests for inclusion in the draft annual operating
budget and asset replacement program. The vehicle request will then be presented to the Town
Council for consideration. Once approved by the Town Council, the vehicle will be added to the
Comprehensive Vehicle Inventory, and may be purchased.
3) Consideration of whether or not to add new vehicles to the Town Vehicle Inventory will only occur
through the annual operating budget process.
Attachment A: Town Vehicle Inventory
Updated April 25, 2025
www.danville.ca.gov •Town of Danville 83
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Actual Adopted Adjusted Recommended
Development Services Mgmt 657,607$ 470,164$ 470,164$ 476,206$
Planning 659,390$ 752,068$ 1,115,412$ 773,039$
Building 1,221,229$ 1,415,608$ 1,671,493$ 1,409,782$
Code Enforcement 117,275$ 132,884$ 132,884$ 142,411$
Engineering 342,819$ 442,779$ 505,848$ 485,242$
Capital Project Management 957,683$ 1,023,221$ 1,023,221$ 1,155,474$
Transportation 537,740$ 626,232$ 683,145$ 624,832$
Clean Water Program 271,282$ 318,097$ 318,097$ 349,700$
TOTAL 4,765,025$ 5,181,053$ 5,920,264$ 5,416,686$
FUNDING
Building & Planning 2,110,423$ 2,352,810$ 2,972,039$ 2,373,320$
Capital Improvement 91,464$ 115,538$ 115,538$ 69,603$
Clean Water 357,772$ 318,097$ 318,097$ 349,700$
Engineering 387,985$ 476,765$ 535,834$ 602,792$
Gas Tax 394,749$ 477,301$ 503,880$ 468,834$
General Fund 1,185,604$ 1,144,629$ 1,172,296$ 1,313,017$
Measure J 237,028$ 295,913$ 302,580$ 239,420$
TOTAL 4,765,025$ 5,181,053$ 5,920,264$ 5,416,686$
PERSONNEL FTE
REGULAR 25.00
PROGRAMS
Development Services
• 2025–2026 Operating Budget & Capital Improvement Program 84
PROGRAM DESCRIPTION
The Development Services Department protects public health, safety and welfare; preserves
Danville’s history; and retains the community’s special character. The Planning Division ensures
that all development applications are reviewed for consistency with the General Plan, Town
ordinances and development standards. The Building Division reviews permits, conducts plan
checks and performs inspection services to ensure the safety of new and remodeled structures.
Code Enforcement activities focus on neighborhood appearance and quality of life. Through
the Town’s Five-Year Capital Improvement Program, the Engineering, Transportation and
Capital Project Management teams ensure that the community’s infrastructure (roadways,
storm drains, parks, playgrounds, etc.) are safe and meet community standards. Through the
local Clean Water Program, the Department ensures ongoing compliance with the federally
mandated Clean Water Act. In collaboration with others, the Department secures grant funding,
monitors state and federal legislation that affects Danville, and advocates consistent with Town
Council direction.
GOALS
Ensure a seamless, consistent and responsive development review process that invites
and incorporates customer feedback.
Ensure compliance with all applicable state and federal laws and regulations related to
planning, building codes, transportation, engineering standards, clean water and
environmental protection. Work with state and federal legislators to represent and
advocate on behalf of Danville.
HIGHLIGHTS
In 2024/25 Development Services Management:
o Achieved regulatory approval for the Diablo Road Trail Project.
o Implemented OpenGov capital improvement budgeting software.
o Provided project management oversight of the Housing Element Action Plan.
o Provided project Management oversight of Fiber Optic Infrastructure installation on
Hartz Avenue, Front Street and San Ramon Valley Boulevard.
o Continued to grow outreach efforts using the Danville Town Talks platform.
In 2025/26 Development Services Management will:
o Provide project management oversight of construction of the Diablo Road Trail.
o Update the Neighborhood Traffic Management Program.
o Provide project management oversight of the Sycamore Valley Road Improvements
Project.
Development Services Mgmt.
www.danville.ca.gov •Town of Danville 85
EXPENDITURES
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Category Actual Adopted Adjusted Recommended
Employee Expenses 651,065$ 461,188$ 461,188$ 462,630$
Administration 3,550$ 5,001$ 5,001$ 9,601$
Materials & Supplies 2,992$ 3,975$ 3,975$ 3,975$
TOTAL 657,607$ 470,164$ 470,164$ 476,206$
EXPENDITURE DETAIL
FUNDING
General Fund 271,726$ 31,338$ 31,338$ 148,787$
Building & Planning 291,844$ 291,844$ 291,844$ 243,997$
Gas Tax 47,835$ 73,491$ 73,491$ 41,711$
Measure J 46,202$ 73,491$ 73,491$ 41,711$
TOTAL 657,607$ 470,164$ 470,164$ 476,206$
PERSONNEL
REGULAR FTE
Development Services Director 1.00
Administrative Assistant 2.00
TOTAL REGULAR FTE:3.00
Administration: $9,601 for professional dues, training, and meeting expenses.
Materials & Supplies: $3,975 for community outreach materials and supplies.
• 2025–2026 Operating Budget & Capital Improvement Program 86
PROGRAM DESCRIPTION
The Planning Division supports the Town’s mission by providing current and advanced planning
services to carry out the goals, objectives, and policies of the General Plan. Planning
implements policies and standards set forth in applicable specific plans, planning and land use
sections of the Municipal Code, and relevant design guidelines and standards, to promote the
orderly development of the Town. This ensures that new development will occur in a way that
protects the environment, while preserving the Town’s history and special character. Planning
monitors and implements changes to State law which impact local planning standards and
requirements.
Advanced planning efforts include maintaining an up-to-date General Plan as well as preparing
other long-range plans, studies and ordinance updates that may be needed to implement
federal and state legislation.
Staff support is provided to the Planning Commission, Design Review Board, HRC and Historic
Design Review Committee.
GOALS
Review and analyze planning applications to ensure consistency with the 2030 General
Plan, zoning ordinances and all other planning and design standards to ensure new
projects meet community standards.
Ensure environmental protection and mitigation pursuant to the California
Environmental Quality Act (CEQA).
Implement the 2023-31 Housing Element Action Plan.
Provide staff support and make recommendations on all planning matters that are
presented to the Town Council, Planning Commission, Heritage Resource Commission,
Design Review Board and Historic Design Review Committee.
HIGHLIGHTS
In 2024/25, Planning:
o Reviewed and approved the 99-unit senior condominium project at 425 El Pintado
Road.
o Completed and launched web-based historic walking tour of the Town’s heritage
resources/sites.
o Preliminary application review of the Village 200-unit apartment project.
In 2025/26, Planning will:
o Continue to implement the 2023-31 General Plan Housing Element Action Plan.
o Review and approve the Village 200-unit apartment project.
o Review and approve a 105-unit assisted living facility at 828 Diablo Road.
o Monitor emerging state housing legislation and advocate consistent with Town
Council direction.
Planning
www.danville.ca.gov •Town of Danville 87
EXPENDITURES
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Category Actual Adopted Adjusted Recommended
Employee Expenses 600,890$ 671,593$ 671,593$ 714,564$
Temporary Salaries $ 0 $ 0 $ 0 $ 0
Administration 4,412$ 14,825$ 14,825$ 13,825$
Materials & Supplies 5,746$ 11,150$ 11,150$ 19,150$
Contracted Services 48,342$ 54,500$ 417,844$ 25,500$
Equipment $ 0 $ 0 $ 0 $ 0
TOTAL 659,390$ 752,068$ 1,115,412$ 773,039$
EXPENDITURE DETAIL
FUNDING
General Fund 179,315$ 239,594$ 239,594$ 195,909$
Building & Planning 480,075$ 512,474$ 875,818$ 577,130$
TOTAL 659,390$ 752,068$ 1,115,412$ 773,039$
PERSONNEL
REGULAR FTE
Chief of Planning 1.00
Development Coordinator 1.00
Associate Planner 1.00
Assistant Planner 1.00
TOTAL REGULAR FTE:4.00
Contracted Services: $25,500 for consulting services associated with Housing Element Action
Plan Implementation, environmental overview of large developments, Energov implementation.
Administration: $6,200 for conference registration and associated travel; $7,625 for professional
dues and training.
Materials and Supplies: $6,100 for general supplies such as printing, postage and reference
materials and outreach; $11,650 for software maintenance and GIS mapping; $1,400 for Heritage
Resource Commission commemorative plaques.
• 2025–2026 Operating Budget & Capital Improvement Program 88
PROGRAM DESCRIPTION
The Building Division is responsible for ensuring public safety by providing responsive and
timely permitting, plan review, inspection, and building code enforcement services. These
services ensure that all building construction meets minimum safety requirements and is
fully compliant with applicable codes and standards.
Building reviews building permit applications and assists customers through the permit
process. Plan review involves checking construction drawings to verify code compliance
related to building safety, accessibility and energy efficiency. Inspection services are
provided on a timely basis to ensure that all construction complies with approved plans and
permits. Where appropriate, building code enforcement addresses construction that has
occurred without permits and/or inspections.
GOALS
Serves as the welcoming and customer-centric hub of the Town’s Municipal Office and
Permit Center.
Seek balance in the permitting process between enforcement and conformance with
intent of the applicable codes, standards and regulations being applied.
HIGHLIGHTS
In 2024/25, Building:
o Achieved on-time plan check performance objective for 90% or more of
applications submitted.
o Completed plan review and issued permits for major private development at 375
West El Pintado.
o Issued final building permits for single family Magee Preserve Project.
In 2025/26, Building will:
o Complete plan review and issue building permits for major private development
project at 3020 Fostoria Way (Borel).
o Issue Certificate of Occupancy for 600 Hartz Avenue.
o Meet the on-time plan check performance objective of 90% or more.
o Continue to provide exceptional customer service at the front counter as the
Town’s initial contact for the community.
Building
www.danville.ca.gov •Town of Danville 89
EXPENDITURES
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Category Actual Adopted Adjusted Recommended
Employee Expenses 960,138$ 1,000,188$ 1,000,188$ 1,074,113$
Temporary Salaries 620$ $ 0 $ 0 $ 0
Administration 16,362$ 52,200$ 52,200$ 51,700$
Materials & Supplies 116,772$ 135,720$ 137,401$ 156,469$
Contracted Services 121,427$ 221,000$ 475,204$ 121,000$
Equipment 3,282$ 4,000$ 4,000$ 4,000$
Program Activities 2,628$ 2,500$ 2,500$ 2,500$
TOTAL 1,221,229$ 1,415,608$ 1,671,493$ 1,409,782$
EXPENDITURE DETAIL
Equipment & Program Activities: $4,000 for building equipment and $2,500 for Ipad connectivity.
FUNDING
Building & Planning 1,221,229$ 1,415,608$ 1,671,493$ 1,409,782$
TOTAL 1,221,229$ 1,415,608$ 1,671,493$ 1,409,782$
PERSONNEL
REGULAR FTE
Chief Building Official 1.00
Permit Center Supervisor 1.00
Plans Examiner 1.00
Building Inspector 2.00
Development Services Technician 2.00
TOTAL REGULAR FTE:7.00
Administration: $25,050 for credit card transaction fees and bank-related charges; and $26,650
for professional dues, certifications, and mandatory annual trainings (including certified
accessibility training).
Materials and Supplies: $134,069 for permitting and GIS software maintenance and cloud
storage; $7,000 for reference materials and supplies; $15,400 for document scanning and
PPE/uniforms.
Contracted Services: $75,000 for contract plan check services and when project scope/size
exceeds the expertise of in-house staff; $45,000 for inspection coverage for scheduled and
unscheduled absences and training; and $1,000 for GIS consultant services.
• 2025–2026 Operating Budget & Capital Improvement Program 90
PROGRAM DESCRIPTION
Danville is made up of over 16,000 privately owned properties that exist within 75 different
residential neighborhoods and a number of commercial and office centers. Property
maintenance and the condition of private property has the potential to affect the quality of
life for neighbors and all Danville residents and businesses.
The Code Enforcement Officer manages the Town’s Code Enforcement Program by working
closely with residents, business owners, outside agencies, and other Town Departments and
Divisions to eliminate health, safety, and public nuisance violations that adversely affect the
quality of life in Danville.
The Code Enforcement Officer also assists Town residents with referrals to other agencies,
including Contra Costa Animal Services, Contra Costa Environmental Health and the Contra
Costa Mosquito and Vector Control District.
GOALS
Provide responsive Code Enforcement to support residents’ quality of life.
Encourage non-enforcement solutions to Code complaints wherever possible.
Refer residents to external resources for handling non-Town related concerns.
HIGHLIGHTS
In 2024/25, Code Enforcement:
o Responded to contacts from community members, resulting in 478 Code
Enforcement cases.
o Achieved the target Code Enforcement case closure rate of 90%.
o Participated in Code Enforcement Safety Training.
In 2025/26, Code Enforcement will:
o Increase outreach of the Code Enforcement program through public information
channels.
o Review and update Code Enforcement procedural guidelines.
o Achieve the target Code Enforcement case closure rate of 90%.
Code Enforcement
www.danville.ca.gov •Town of Danville 91
EXPENDITURES
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Category Actual Adopted Adjusted Recommended
Employee Expenses 115,554$ 127,684$ 127,684$ 137,011$
Administration 25$ 800$ 800$ 1,000$
Materials & Supplies 1,696$ 400$ 400$ 400$
Equipment $ 0 $ 0 $ 0 $ 0
Program Activities $ 0 4,000$ 4,000$ 4,000$
TOTAL 117,275$ 132,884$ 132,884$ 142,411$
EXPENDITURE DETAIL
FUNDING
Building & Planning 117,275$ 132,884$ 132,884$ 142,411$
TOTAL 117,275$ 132,884$ 132,884$ 142,411$
PERSONNEL
REGULAR
Assistant Planner/Code Enforcement Officer
TOTAL REGULAR FTE:
Program Activities: $4,000 for Code Enforcement and abatement costs.
Administration: $1,000 for professional development and training.
Materials & Supplies: $400 for supplies, reference materials and uniform.
FTE
1.00
1.00
• 2025–2026 Operating Budget & Capital Improvement Program 92
PROGRAM DESCRIPTION
The Engineering Division provides plan checking and construction inspection for street and
public works improvements, including the processing of drainage and utility design,
subdivision and development applications, right-of-way acquisition requests and all
encroachment and grading permits.
Engineering is responsible for ensuring that subdivision and permitted improvements on
private property and within the public right-of-way are designed and constructed safely and
consistent with conditions of approval and all applicable Town standards.
GOALS
Offer quality services that combine a strong foundation of engineering principles to
meet the needs of Town businesses and residents.
Design/plan, advise, administer, oversee and inspect all public works improvements
and subdivision developments and provide these services within budget and on time.
Ensure projects are compliant with state and federal regulations and Town policies
and procedures to enhance quality of life and protect the public health, safety and
well-being of those who live, work and play in the Town of Danville.
HIGHLIGHTS
In 2024/25, Engineering:
o Received regulatory approval and completed the design for the Diablo Trail
Project.
o Completed the design for the Diablo Vista Park Playground Renovation Project.
o Completed the Storm Drainage Master Plan Project phase 2.
In 2025/26, Engineering will:
o Complete construction of the Diablo Vista Park Playground Renovation Project.
o Support CIP Management on various Town-wide capital projects.
Engineering
www.danville.ca.gov •Town of Danville 93
EXPENDITURES
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Category Actual Adopted Adjusted Recommended
Employee Expenses 276,407$ 313,919$ 313,919$ 332,382$
Administration 3,561$ 7,050$ 7,050$ 7,050$
Materials & Supplies 14,726$ 20,310$ 22,730$ 22,810$
Contracted Services 45,907$ 100,000$ 160,649$ 121,500$
Equipment 2,218$ 1,500$ 1,500$ 1,500$
TOTAL 342,819$ 442,779$ 505,848$ 485,242$
EXPENDITURE DETAIL
FUNDING
General Fund 124,717$ 152,014$ 156,014$ 194,265$
Engineering 218,102$ 290,765$ 349,834$ 290,977$
TOTAL 342,819$ 442,779$ 505,848$ 485,242$
PERSONNEL
REGULAR FTE
Associate Civil Engineer 1.00
Landscape Architect 0.33
Public Works Inspector 1.00
TOTAL REGULAR FTE:2.33
Equipment: $1,500 for engineering field equipment and supplies.
Administration: $7,050 for professional dues, ongoing training and associated travel.
Materials and Supplies: $18,160 for software maintenance and licensing costs; and $2,150 for
safety clothing, reference materials, and supplies.
Contracted Services: $100,000 for engineering consulting services and subdivision plan checks.
• 2025–2026 Operating Budget & Capital Improvement Program 94
PROGRAM DESCRIPTION
The Capital Project Management Division is responsible for the planning, design and
construction of Town infrastructure projects included in the Five-Year Capital Improvement
Program (CIP). Capital Project Management coordinates preparation of the CIP, including
recommending project priorities, developing project cost estimates, identifying funding
sources and pursuing state and federal grants.
Major activities include: 1) project design, rights-of-way acquisition, environmental review,
agency permitting, specification preparation, and bid processing; 2) construction management,
evaluating bids on construction contracts, qualifying contractors, inspecting construction work,
progress payments, change orders and notices of completion; and 3) preparing and maintaining
record maps and documentation of streets, infrastructure, CIP project construction, legal
descriptions for property transactions and grant administration.
GOALS
Facilitate cost-effective and timely design and construction of various public works
projects to meet present and projected community needs.
Communicate the pendency and status of all projects to affected users, residents, and
property owners to minimize construction-related impacts.
Manage a Pavement Management Program that maintains the Town’s Pavement
Condition Index (PCI) through preventative maintenance and overlay projects.
Solicit and secure grant funding from various sources to support CIP projects.
HIGHLIGHTS
In 2024/25, Capital Project Management:
o Implemented OpenGov capital improvement budgeting software.
o Completed 2024/25 Pavement Management Project.
o Completed construction of the Downtown Master Plan Catalyst Project.
o Completed the San Ramon Valley Boulevard Improvements Project.
In 2025/26, Capital Project Management will:
o Complete design of the Town Green and Arts District Pavillion Project.
o Complete design of the Arts District Maker Space.
o Begin construction of Sycamore Valley Road Improvements Project.
Capital Project Management
www.danville.ca.gov •Town of Danville 95
EXPENDITURES
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Category Actual Adopted Adjusted Recommended
Employee Expenses 947,161$ 938,371$ 938,371$ 1,082,424$
Administration $ 0 2,300$ 2,300$ 2,300$
Materials & Supplies 10,522$ 82,550$ 82,550$ 70,750$
Contracted Services $ 0 $ 0 $ 0 $ 0
TOTAL 957,683$ 1,023,221$ 1,023,221$ 1,155,474$
EXPENDITURE DETAIL
FUNDING
General Fund 609,846$ 721,683$ 721,683$ 774,056$
Engineering 169,883$ 186,000$ 186,000$ 311,815$
Clean Water 86,490$ $ 0 $ 0 $ 0
Capital Improvement 91,464$ 115,538$ 115,538$ 69,603$
TOTAL 957,683$ 1,023,221$ 1,023,221$ 1,155,474$
PERSONNEL
REGULAR FTE
City Engineer 1.00
Senior Civil Engineer 1.00
Landscape Architect 0.67
Civil Engineering Associate 1.00
Public Works Inspector 1.00
TOTAL REGULAR FTE:4.67
Administration: $2,300 for professional training and development expenses.
Materials and Supplies: $69,200 for CIP software maintenance and licensing; and $1,550 for
printing, reference materials and supplies.
• 2025–2026 Operating Budget & Capital Improvement Program 96
PROGRAM DESCRIPTION
The Transportation Division provides programs and services that ensure safe and efficient
multi-modal travel throughout the Town. Impacts of traffic congestion upon the Town’s
residents are addressed by operating local traffic management programs, reviewing local
development projects, engaging in regional coordination and advocacy, and pursuing
regional and local transportation improvements and funding.
Transportation manages a network of traffic signals, flashing beacons, radar display signs,
lighted crosswalks, signage, pavement markings, and bicycle and pedestrian facilities, and
oversees the Neighborhood Traffic Management Program (NTMP).
Staff support is provided to the Bicycle Advisory Commission.
GOALS
Ensure safe, reliable and efficient transportation systems for all modes including
motorists, pedestrians and bicyclists.
Support education, engineering and enforcement efforts by delivering effective traffic
safety education initiatives, traffic calming programs, and capital projects that
reinforce community quality of life.
Implement parking management strategies that support the Town’s economic
development efforts.
Provide staff support and make recommendations on all bicycle matters that are
presented to the Town Council.
HIGHLIGHTS
In 2024/25, Transportation:
o Reviewed and closed 14 Neighborhood Traffic Management Program projects.
o Completed installation of high visibility bike lane and bike box, crosswalk striping
treatments, pedestrian signal upgrades and traffic signal video detection cameras
along San Ramon Valley Boulevard.
In 2025/26, Transportation will:
o Begin Construction of the Diablo Trail Project.
o Complete installation of Rapid Rectangular Flashing Beacons along the Iron Horse
Trail Corridor at 7 intersections.
o Complete Bicycle Master Plan bike and pedestrian wayfinding design and identify
wayfinding locations.
Transportation
www.danville.ca.gov •Town of Danville 97
EXPENDITURES
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Category Actual Adopted Adjusted Recommended
Employee Expenses 466,011$ 516,732$ 516,732$ 504,132$
Administration 3,427$ 8,650$ 8,650$ 8,650$
Materials & Supplies 3,438$ 7,250$ 7,250$ 18,450$
Contracted Services 63,096$ 92,100$ 149,012$ 92,100$
Equipment 1,768$ 1,500$ 1,501$ 1,500$
TOTAL 537,740$ 626,232$ 683,145$ 624,832$
EXPENDITURE DETAIL
Equipment: $1,500 for traffic data collection/monitoring equipment and maintenance.
FUNDING
General Fund $ 0 $ 0 23,667$ $ 0
Gas Tax 346,914$ 403,810$ 430,389$ 427,123$
Measure J 190,826$ 222,422$ 229,089$ 197,709$
TOTAL 537,740$ 626,232$ 683,145$ 624,832$
PERSONNEL
REGULAR FTE
Transportation Manager 1.00
Traffic Engineering Associate 1.00
Transportation Program Analyst 1.00
TOTAL REGULAR FTE:3.00
Administration: $8,650 for professional dues, training, conferences, and travel.
Materials and Supplies: $16,600 for transportation planning/traffic engineering software and
licensing; $1,850 for printing, postage, reference materials, safety clothing and uniforms.
Contracted Services: $20,000 for the Street Smarts Program; $55,000 for
consultants/studies; $5,000 for Congestion Management Agency (CMA); $7,100 for subregional
transportation planning (SWAT); $4,000 for signs and striping; $1,000 for EV Charging Station
Services.
• 2025–2026 Operating Budget & Capital Improvement Program 98
PROGRAM DESCRIPTION
The Clean Water Program was established to comply with the Federal Clean Water Act and
California’s Porter-Cologne Water Quality Control Act, which require local agencies to
eliminate or reduce polluted urban runoff. Danville is part of the Contra Costa Clean Water
Program which includes Contra Costa County and 18 other cities. The Program is regulated
by a Municipal Regional Permit (MRP) which is issued by the San Francisco Regional Water
Quality Control Board (RWQCB).
GOALS
Reduce pesticides, trash, PCBs, mercury, and other pollutants.
Implement MRP development regulations for private and public projects.
Conduct construction, business and illicit inspections and code enforcement.
Complete maintenance activities per the MRP.
Perform outreach and education on storm water pollution prevention.
Implement Green Infrastructure Plan per MRP requirements.
HIGHLIGHTS
In 2024/25, the Clean Water Program:
o Updated the Clean Water Ordinance to match current program requirements.
o Ensured MRP 3.0 compliance for all CIP and private development projects.
o Achieved a 97% trash reduction goal.
o Continued to implement the Town’s Green Infrastructure Plan.
In 2025/26, the Clean Water Program will:
o Ensure MRP 3.0 compliance for all CIP and private development projects.
o Continue to implement the Town’s Green Infrastructure Plan.
o Continue to map and manage trash on private lands greater than 10,000 square
feet.
o Update GIS map to reflect newly constructed clean water facilities.
Clean Water Program
www.danville.ca.gov •Town of Danville 99
EXPENDITURES
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Category Actual Adopted Adjusted Recommended
Employee Expenses $ 0 100,097$ 100,097$ $ 0
Administration 18,366$ 26,500$ 26,500$ 26,500$
Materials & Supplies $ 0 3,000$ 3,000$ 3,000$
Contracted Services 252,183$ 188,000$ 188,000$ 319,700$
Equipment $ 0 500$ 500$ 500$
Program Activities 733$ $ 0 $ 0 $ 0
TOTAL 271,282$ 318,097$ 318,097$ 349,700$
EXPENDITURE DETAIL
FUNDING
Clean Water 271,282$ 318,097$ 318,097$ 349,700$
TOTAL 271,282$ 318,097$ 318,097$ 349,700$
Equipment: $500 for MRP 3.0 implementation tools/devices.
Contracted Services: $230,000 for CCCWP group permit costs; $50,000 for Clean Water
inspections; $18,700 for environmental consulting; $20,000 for GIS asset mapping and Green
Infrastructure Plan; and $1,000 for water testing.
Administration: $25,000 for State Water Resources Board and Green Business Program
fees/permits and $1,500 for professional dues and training.
Materials and Supplies: $3,000 for supplies.
www.danville.ca.gov •Town of Danville 100
www.danville.ca.gov •Town of Danville 101
FY 23/24 FY 24/25 FY 24/25 FY 25/26PROGRAMSActualAdopted Adjusted Recommended
Maintenance Services Mgmt 410,537$ 445,608$ 564,936$ 493,589$
Building Maintenance 1,623,845$ 1,081,490$ 1,085,364$ 1,122,889$
Park Maintenance 2,505,095$ 2,885,261$ 2,967,199$ 2,925,063$
Roadside Maintenance 1,939,590$ 2,321,358$ 2,407,241$ 2,213,111$
Street Maintenance 1,024,944$ 1,165,479$ 1,172,853$ 1,193,757$
Street Light Maintenance 815,504$ 919,244$ 919,244$ 967,368$
Traffic Signal Maintenance 210,020$ 241,500$ 241,500$ 241,500$
Equipment Maintenance 352,640$ 421,500$ 481,313$ 429,000$
TOTAL 8,882,175$ 9,481,440$ 9,839,650$ 9,586,277$
FUNDING
Clean Water 375,163$ 434,542$ 434,542$ 439,896$
Donations/Contributions 8,558$ $ 0 $ 0 $ 0
Gas Tax 859,801$ 972,437$ 979,811$ 995,361$
General Fund 3,152,805$ 2,850,200$ 3,072,247$ 2,946,286$
L L A D - Zone A 1,087,516$ 1,286,879$ 1,301,190$ 1,187,637$
L L A D - Zone B 852,074$ 1,034,479$ 1,106,051$ 1,025,474$
L L A D - Zone C 815,504$ 919,244$ 919,244$ 967,368$
L L A D - Zone D 1,730,754$ 1,983,659$ 2,026,565$ 2,024,255$
TOTAL 8,882,175$ 9,481,440$ 9,839,650$ 9,586,277$
-$ -$
PERSONNEL FTE
REGULAR 28.00
TEMPORARY*3.75
31.75
* part-time temporary hours converted to full time equivalents (FTE)
Maintenance Services
• 2025–2026 Operating Budget & Capital Improvement Program 102
Maintenance Services Management
PROGRAM DESCRIPTION
Maintenance Services Management oversees the Maintenance Services Department to
ensure that Town-owned facilities retain a positive appearance, maximize functionality, and
enhance the quality of life for Danville residents.
Staff support is provided to the Parks, Recreation and Arts Commission and Sports Alliance.
Maintenance Services Management works closely with the San Ramon Valley Unified School
District on collaborative maintenance efforts, including Town-School District school parks,
tennis courts, and swimming pools. GOALS
Provide leadership, oversight, and support to Maintenance Services staff to ensure
outstanding customer service and maximize performance and productivity.
Manage the Town-wide Lighting & Landscape Assessment District (LLAD) and the
Department’s fiscal resources to ensure cost-effective service delivery.
Manage contracts for parks and roadside landscaping, equipment maintenance, water
feature maintenance, street sweeping, street light repairs, custodial services, security
systems and communication equipment.
Respond promptly to service requests from residents, Sports Alliance members and
Town staff. HIGHLIGHTS
In 2024/25, Maintenance Services Management:
o Completed the Benefit Analysis and coordinated the balloting process to update
the Town’s Lighting and Landscape Assessment District for the first time since
2003.
o Evaluated potential expansion sites for the UgMO underground sensor irrigation
management system.
o Assisted with management of Capital improvement Projects, such as the
Downtown Master Plan.
In 2025/26, Maintenance Services Management will:
o Begin new contracts for Roadside Landscape Maintenance Services in Zone A and
Zone B.
o Continue to implement changes to ensure compliance with AB1572 and its
nonfunctional turf requirements.
o Assist with management of Capital Improvement Projects, including the Diablo
Vista Park Playground Replacement.
www.danville.ca.gov •Town of Danville 103
EXPENDITURES
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Category Actual Adopted Adjusted Recommended
Employee Expenses 348,465$ 381,708$ 381,708$ 428,689$
Administration 7,853$ 15,000$ 15,000$ 15,500$
Materials & Supplies 32,513$ 38,000$ 38,537$ 38,500$
Contracted Services 20,141$ 10,000$ 128,791$ 10,000$
Equipment 1,565$ 900$ 900$ 900$
TOTAL 410,537$ 445,608$ 564,936$ 493,589$
EXPENDITURE DETAIL
FUNDING
General Fund 410,537$ 445,608$ 564,936$ 493,589$
TOTAL 410,537$ 445,608$ 564,936$ 493,589$
PERSONNEL
REGULAR FTE
Maintenance Services Director 1.00
Maintenance Services Coordinator 1.00
TOTAL REGULAR FTE:2.00
Contracted Services: $10,000 for GIS consultant services.
Administration: $6,500 for taxes and fees; and $9,000 for training, professional dues and travel.
Materials and Supplies: $16,000 for uniform services; $6,000 for protective and safety clothing;
$9,500 for application software; $6,000 for office supplies, postage, and printing at the Town
Service Center; and $1,000 for furniture.
Equipment: $900 for lease costs.
• 2025–2026 Operating Budget & Capital Improvement Program 104
Building Maintenance
PROGRAM DESCRIPTION
Building Maintenance is provided through a combination of Town staff and service contracts to
maintain approximately 140,000 square feet of heavily utilized public buildings in a safe and
aesthetically pleasing condition.
Building Maintenance tracks maintenance performed at each individual Town building and
maintains a ten-year building asset replacement plan. Buildings are continuously improved to
meet user needs and regulatory requirements. Capital improvement projects are identified
and scheduled as needed.
Facilities include:
Danville Library
Veterans Memorial Bldg. & Senior Center
Town Meeting Hall
Village Theatre and Art Gallery
Danville Community Center
Oak Hill Park Community Center
Hap Magee Ranch Park houses (3)
Park restrooms (16)
Teen Centers at Charlotte Wood, Diablo
Vista and Los Cerros Middle Schools
Danville Town Offices
Town Service Center
GOALS
Respond in a timely manner to requests for service in all Town-owned and managed
buildings.
Administer contracts for a variety of custodial, plumbing, HVAC, electrical and pest
management services.
Perform regular facility inspections and immediately address safety and/or maintenance
issues required to be performed.
HIGHLIGHTS
In 2024/25, Building Maintenance:
o Repainted the exterior and interior of the Village Theatre and Art Gallery.
o Continued water conservation efforts by replacing the drinking fountain at Oak Hill Park with
a bottle filling station.
o Focused on energy conservation efforts, completing the conversion to LED lighting fixtures in
the Town Meeting Hall.
In 2025/26, Building Maintenance will:
o Continue to focus on water and energy conservation improvements within all facilities.
o Complete annual San Ramon Valley Fire Protection District inspections and ensure
compliance in all Town-owned buildings.
o Replace higher-efficacy HEPA filters in all facilities quarterly.
www.danville.ca.gov •Town of Danville 105
EXPENDITURES
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Category Actual Adopted Adjusted Recommended
Employee Expenses 335,668$ 384,390$ 384,390$ 402,089$
Temporary Salaries 41,189$ 48,000$ 48,000$ 50,000$
Administration 329$ 3,000$ 3,000$ 3,000$
Materials & Supplies 59,342$ 51,900$ 53,714$ 51,900$
Contracted Services 171,261$ 171,590$ 173,650$ 173,990$
Equipment 29,722$ 52,650$ 52,650$ 52,650$
Program Activities 986,334$ 369,960$ 369,960$ 389,260$
TOTAL 1,623,845$ 1,081,490$ 1,085,364$ 1,122,889$
EXPENDITURE DETAIL
FUNDING
General Fund 1,141,142$ 540,745$ 542,682$ 561,446$
LLAD - Zone D 482,703$ 540,745$ 542,682$ 561,443$
TOTAL 1,623,845$ 1,081,490$ 1,085,364$ 1,122,889$
PERSONNEL
REGULAR FTE
Maintenance Supervisor 1.00
Maintenance Worker 2.00
TOTAL REGULAR FTE:3.00
TEMPORARY FTE:*1.75
*part-time temporary hours converted to full time equivalents (FTE)
Temporary Salaries: $50,000 for two part-time, temporary custodial workers.
Materials & Supplies: $26,000 for custodial/paper supplies and $25,900 for other supplies.
Contracted Services: $97,000 for custodial services; and $76,990 for alarm services, floor
refinishing, carpet cleaning, gutter and window cleaning, and painting.
Equipment: $52,650 for repair costs associated with equipment at the Town Offices, Library,
Community Centers, Village Theatre, Service Center, and various park buildings.
Program Activities: $336,460 for gas and electricity, $29,600 for sewer and $23,200 for water.
Administration: $2,000 for taxes and fees and $1,000 for training.
• 2025–2026 Operating Budget & Capital Improvement Program 106
Park Maintenance
PROGRAM DESCRIPTION
Park Maintenance is responsible for 198 acres of Town-owned and/or managed parks and
community facilities that enhance residents’ quality of life and support recreational and
enrichment activities offered through the Town and community organizations. Park
Maintenance responds to public requests and supports Town-sponsored programs such as
the Music in the Park concert series, adult softball at Sycamore Valley and Diablo Vista Parks
and bocce ball at Sycamore Valley Park. Water usage is continually monitored to meet East
Bay Municipal Utility District (EBMUD) water use and consumption restrictions.
GOALS
Provide for safe, attractive and well-maintained parks, trails and open space.
Provide daily litter control, landscape maintenance, irrigation system, play area and
hardscape inspections/repairs to keep Town-maintained parks safe for public use.
Maintain and inspect Town-maintained fields to meet sports league standards and
allow for recreational use.
Utilize integrated pest management practices to eradicate pests and weeds.
HIGHLIGHTS
In 2024/25, Park Maintenance:
o Completed several drainage improvement projects at Hap Magee Ranch Park,
including the children’s play area water feature and the Canine Corral dog park.
o Continued to utilize organic fertilizers for all Town-maintained sports fields.
o Maintained positive relationships with sports user groups, including facilitating the
installation of a new scoreboard at Sycamore Valley Park.
In 2025/26, Park Maintenance will:
o Assist with the Diablo Vista Park Playground Replacement project.
o Continue to identify areas that can reduce water usage and leverage technology to
irrigate more efficiently to offset continually rising water costs and comply with
AB1572 requirements.
o Renovate the Canine Corral at Hap Magee Ranch Park, including installing new sod,
refinishing benches, and completing fencing repairs.
www.danville.ca.gov •Town of Danville 107
EXPENDITURES
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Category Actual Adopted Adjusted Recommended
Employee Expenses 931,595$ 1,076,391$ 1,076,391$ 1,101,193$ Temporary Salaries 32,721$ 38,000$ 38,000$ 38,000$
Administration 26,239$ 29,000$ 29,000$ 29,000$
Materials & Supplies 145,031$ 136,500$ 142,010$ 140,500$
Contracted Services 631,590$ 600,200$ 676,628$ 607,200$
Equipment 13,105$ 11,000$ 11,000$ 11,000$
Program Activities 724,814$ 994,170$ 994,170$ 998,170$
TOTAL 2,505,095$ 2,885,261$ 2,967,199$ 2,925,063$
EXPENDITURE DETAIL
FUNDING
General Fund 1,248,486$ 1,442,347$ 1,483,316$ 1,462,251$
LLAD - Zone D 1,248,051$ 1,442,914$ 1,483,883$ 1,462,812$
Donations/Contributions 8,558$ $ 0 $ 0 $ 0
TOTAL 2,505,095$ 2,885,261$ 2,967,199$ 2,925,063$
PERSONNEL
REGULAR FTE
Maintenance Supervisor 1.00
Maintenance Specialist 3.00
Maintenance Worker 5.00
TOTAL REGULAR FTE:9.00
TEMPORARY FTE:*1.50
*part-time temporary hours converted to full time equivalents (FTE)
Contracted Services: $486,200 for landscape maintenance; $7,000 for consulting services;
$6,000 for trails and hardscape repairs; $2,000 for irrigation maintenance; $56,000 for pond
maintenance; $38,000 for custodial services; and $12,000 for tree maintenance.
Temporary Salaries: $38,000 for two temporary, seasonal Park Maintenance Workers.
Administration: $26,000 for LLAD reimbursement costs and $3,000 for training costs.
Materials and Supplies: $38,000 for litter removal; $53,000 for irrigation; $20,000 for hardscape;
$25,500 for plants and other supplies and $4,000 for protective clothing.
Equipment: $11,000 for equipment purchases, leases and warranties.
Program Activities: $978,000 for water; $14,000 for electricity; $4,170 for sewer; and $2,000 for
sports field lighting.
• 2025–2026 Operating Budget & Capital Improvement Program 108
Roadside Maintenance
PROGRAM DESCRIPTION
Roadside Maintenance is responsible for over 60 acres of roadside landscaping, medians and
community areas, striving to provide safe, aesthetically pleasing streetscape areas, including
clean and safe pedestrian pathways. Water usage is continually monitored to meet EBMUD
water usage restrictions.
GOALS
Provide for safe, attractive and well-maintained roadsides and medians.
Conduct regular irrigation system inspections and repairs.
Perform daily litter control.
Prune trees, control weeds and replace plant material as needed.
Identify and evaluate long-term maintenance needs on an annual basis.
HIGHLIGHTS
In 2024/25, Roadside Maintenance:
o Completed several large tree safety projects along major roadways with minimal
impact on traffic and surrounding residents.
o Completed a major tree planting project along Camino Tassajara as part of AB1572
compliance efforts to reduce water use.
o Renovated landscaping in medians and roadsides on San Ramon Valley Boulevard,
Sycamore Valley Road, and El Capitan Drive.
In 2025/26, Roadside Maintenance will:
o Continue with landscape replacement projects on roadsides and medians to
promote efficient water usage and aesthetically pleasing landscapes, while
ensuring compliance with AB 1572.
o Complete projects in the Downtown, such as tree pruning and landscape
improvements, prior to the July 4th Parade and Lighting of the Old Oak Tree event.
o Proactively complete tree pruning projects to minimize any potential negative
impacts on the public right-of-way and private properties.
www.danville.ca.gov •Town of Danville 109
EXPENDITURES
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Category Actual Adopted Adjusted Recommended
Employee Expenses 837,892$ 921,358$ 921,358$ 806,111$ Temporary Salaries 11,254$ 18,000$ 18,000$ 18,000$
Administration 12,989$ 17,000$ 17,000$ 17,000$
Materials & Supplies 57,104$ 79,100$ 82,684$ 79,100$
Contracted Services 548,029$ 653,500$ 735,799$ 660,500$ Equipment 3,297$ 3,500$ 3,500$ 3,500$
Program Activities 469,025$ 628,900$ 628,900$ 628,900$
TOTAL 1,939,590$ 2,321,358$ 2,407,241$ 2,213,111$
EXPENDITURE DETAIL
FUNDING
LLAD - Zone A 1,087,516$ 1,286,879$ 1,301,190$ 1,187,637$
LLAD - Zone B 852,074$ 1,034,479$ 1,106,051$ 1,025,474$
TOTAL 1,939,590$ 2,321,358$ 2,407,241$ 2,213,111$
PERSONNEL
REGULAR FTE
Maintenance Superintendent 1.00
Maintenance Supervisor 1.00
Maintenance Specialist 1.00Maintenance Worker 4.00
TOTAL REGULAR FTE:7.00
TEMPORARY FTE:*0.50
*part-time temporary hours converted to full time equivalents (FTE)
Contracted Services: $245,000 for Zone A and $290,000 for Zone B; $45,000 for tree services;
$11,000 for LLAD consultant; $9,500 for irrigation/hardscape repairs; $60,000 for taking over
maintenance of Camino Ramon landscaping along I-680.
Temporary Salaries: $18,000 for a part-time, temporary worker to assist with various activities.
Administration: $17,000 for LLAD reimbursement costs.
Materials and Supplies: Irrigation, litter, hardscape and planting supplies; $36,600 for Zone A and
$42,500 for Zone B.
Equipment: $3,500 for equipment puchases, leases and warranties.
Program Activities: $222,000 for Zone A water and $380,000 for Zone B water; $23,000 for Zone
A electricity and $3,900 for Zone B electricity.
• 2025–2026 Operating Budget & Capital Improvement Program 110
Street Maintenance
PROGRAM DESCRIPTION
Street Maintenance is provided through a combination of Town staff and contract services to
maintain approximately 145 miles of streets and roadways, 4,700 storm drain inlets, 6.1
miles of roadside ditches and 4.6 miles of creeks and channels.
Street Maintenance performs a number of activities to comply with the Federal Clean Water
Act and reduce the flow of pollutants and trash into storm drains and waterways. Street
sweeping is performed on a monthly basis for all residential streets and weekly for
commercial streets; a minimum of 500 catch basins and Town-maintained drainage channels
are inspected and/or cleaned annually.
GOALS
Repaint pavement legends, striping and curb markings to enhance safety.
Maintain safe streets and sidewalks by performing inspections and repairing potholes,
curbs and gutters.
Conduct cleaning, repair, replacement and installation of traffic signs to ensure they
are legible and functional for motorists and pedestrians.
Maintain creeks and channels to reduce potential for flooding and property damage.
HIGHLIGHTS
In 2024/25, Street Maintenance:
o Repainted all yellow crosswalks near Baldwin Elementary School and Diablo Vista
Middle School prior to the start of the school year.
o Repainted all red curb throughout the Town – approximately 60,000 linear feet.
o Inspected Town-maintained and private drainage facilities prior to winter to
minimize flood risk to the maximum extent possible.
o Swept over 6,000 curb miles of streets, maintaining the streets in a clean and safe
condition while also reducing the amount of pollutants that enter storm drains.
In 2025/26, Street Maintenance will:
o Continue managing the street sweeping services contract.
o Inspect and repair or replace damaged sections of sidewalks, curbs and gutters in
high traffic areas.
o Inspect and clean all Town drainage facilities in advance of winter, which will help
prevent damage during storm events.
www.danville.ca.gov •Town of Danville 111
EXPENDITURES
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Category Actual Adopted Adjusted Recommended
Employee Expenses 601,074$ 677,729$ 677,729$ 703,507$
Materials & Supplies 24,191$ 49,750$ 53,422$ 47,250$
Contracted Services 323,729$ 364,000$ 367,702$ 366,000$
Equipment 2,964$ 2,000$ 2,000$ 2,000$
Program Activities 72,986$ 72,000$ 72,000$ 75,000$
TOTAL 1,024,944$ 1,165,479$ 1,172,853$ 1,193,757$
EXPENDITURE DETAIL
FUNDING
Gas Tax 649,781$ 730,937$ 738,311$ 753,861$
Clean Water 375,163$ 434,542$ 434,542$ 439,896$
TOTAL 1,024,944$ 1,165,479$ 1,172,853$ 1,193,757$
PERSONNEL
REGULAR FTE
Maintenance Supervisor 1.00
Maintenance Specialist 1.00
Maintenance Worker 3.00
TOTAL REGULAR FTE:5.00
Program Activities: $75,000 for electricity costs.
Contracted Services: $300,000 for street sweeping and catch basin cleaning; $8,000 for
drainage, sidewalk and asphalt repairs; and $58,000 for work on street signs and markings.
Materials and Supplies: $17,000 for signs, markings, paint and supplies; $12,000 for asphalt
supplies; $16,500 for concrete, drainage and hardscape supplies; and $1,750 for protective
clothing.
Equipment: $2,000 for equipment purchases, leasing or maintenance of equipment.
• 2025–2026 Operating Budget & Capital Improvement Program 112
Street Light Maintenance
PROGRAM DESCRIPTION
Street Light Maintenance provides for safe, well-lighted streets by funding utility costs,
performing monthly street light inspections and undertaking necessary repairs on
approximately 692 Town-owned street lights; and funding utility costs for an additional
2,827 Pacific Gas & Electric (PG&E) owned street lights.
Repair requests to PG&E and the Town’s street light maintenance contractor are sent
electronically, which allows the Town to monitor the status of requests through the PG&E
website and the contractor’s database.
GOALS
Conduct proactive, regular inspections within three street lighting zones, including
Downtown Danville, main arterial streets and residential areas.
Respond to requests for street light repairs from the public in a timely manner.
Determine the responsible agency for reported street light maintenance issues and
notify of necessary repairs.
HIGHLIGHTS
Street light maintenance includes electricity costs associated with all PG&E and Town-owned
lights, and maintenance and repairs associated with Town-owned lights. Electricity rates
continue to increase significantly and account for the majority of the program costs.
LED street lights have been installed on Sycamore Valley Road, Camino Tassajara and in the
Downtown area, increasing the effectiveness of lighting while reducing costs in these areas.
Further opportunities to utilize LED technology and other energy saving measures continue
to be pursued.
In 2024/25, Street Light Maintenance:
o Continued to manage the street light maintenance contract, maintaining an active
relationship with the contractor to facilitate fast repairs and outstanding service
quality.
o Facilitated approximately 85 street light repairs.
o Coordinated the replacement of street lights damaged by vehicular accidents.
In 2025/26, Street Light Maintenance will:
o Proactively inspect Downtown, arterial and residential street lights.
o Continue to facilitate timely repairs to street lights.
www.danville.ca.gov •Town of Danville 113
EXPENDITURES
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Category Actual Adopted Adjusted Recommended
Employee Expenses 154,468$ 166,244$ 166,244$ 213,368$
Administration 2,691$ 10,000$ 10,000$ 10,000$
Materials & Supplies $ 0 6,000$ 6,000$ 6,000$
Contracted Services 25,389$ 37,000$ 37,000$ 38,000$
Program Activities 632,956$ 700,000$ 700,000$ 700,000$
TOTAL 815,504$ 919,244$ 919,244$ 967,368$
EXPENDITURE DETAIL
Administration: $10,000 for LLAD reimbursement costs.
Materials and Supplies: $6,000 for repair parts, supplies, and protective clothing.
Contracted Services: $33,000 for street light repairs and $5,000 for consulting services.
Program Activities: $700,000 for electricity costs.
FUNDING
LLAD - Zone C 815,504$ 919,244$ 919,244$ 967,368$
TOTAL 815,504$ 919,244$ 919,244$ 967,368$
PERSONNEL
REGULAR FTE
Maintenance Worker 2.00
TOTAL REGULAR FTE:2.00
• 2025–2026 Operating Budget & Capital Improvement Program 114
Traffic Signal Maintenance
PROGRAM DESCRIPTION
Traffic Signal Maintenance maintains and operates a network of 54 traffic signals, traffic
control signage, radar display signs, illuminated crosswalks, and overhead flashing beacons in
a manner that ensures mobility for Danville residents. Traffic signal maintenance is
accomplished through a contract with the Contra Costa County Public Works Department.
The program also contributes to a percentage of maintenance costs associated with the six
Caltrans-owned and operated traffic signals proximate to the Interstate 680 on and off
ramps within Danville.
GOALS
Maintain and operate a roadway system consisting of 54 optimally timed and
coordinated traffic signals, traffic control signage and striping.
Continuously improve operation of the transportation network through application of
available technologies, capital improvements and traffic signal timing enhancements.
Conduct proactive, regular inspections of traffic signal apparatus, illuminated
crosswalk warning systems, flashing beacons and radar display signs.
Promptly respond to public inquiries regarding traffic signal operations.
HIGHLIGHTS
In 2023/24, Traffic Signal Maintenance:
o Provided 1,650 hours of traffic signal maintenance and project services.
o Installed two Dynamic Message Signs to enhance pedestrian safety.
o Installed/replaced Radar Speed Display Signs at three locations.
o Installed/configured eight Video Detection Systems at three intersections along
Camino Ramon corridor.
In 2024/25, Traffic Signal Maintenance will:
o Provide technical support for installation/configuration of video detection
systems, signal cabinet replacement and battery back-up systems at 20
intersections as part of Traffic Signal Modernization Project (C-634) and eight
video detection systems at five intersections as part of San Ramon Valley
Improvements Project (C-600).
o Replace battery back-up systems components at ten intersections.
www.danville.ca.gov •Town of Danville 115
EXPENDITURES
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Category Actual Adopted Adjusted Recommended
Contracted Services 210,020$ 241,500$ 241,500$ 241,500$
TOTAL 210,020$ 241,500$ 241,500$ 241,500$
EXPENDITURE DETAIL
FUNDING
Gas Tax 210,020$ 241,500$ 241,500$ 241,500$
TOTAL 210,020$ 241,500$ 241,500$ 241,500$
Contracted Services: $238,000 for traffic signal hardware maintenance, and management system
software maintenance and licensing; $3,500 for Fostoria Way traffic signal maintenance.
• 2025–2026 Operating Budget & Capital Improvement Program 116
Equipment Maintenance
PROGRAM DESCRIPTION
Equipment Maintenance ensures that all Town vehicles and equipment are properly
maintained to allow safe operation with maximum useful life. Contracted services,
equipment repairs and gasoline costs support a fleet of 58 vehicles. Specific criteria have
been developed and incorporated into a ten-year replacement schedule that includes each
type and piece of equipment used by the Town. Once due for replacement, vehicles and
equipment are evaluated further to ensure that replacement is necessary and appropriate.
GOALS
Schedule and perform routine maintenance service and repairs on all Town vehicles.
Replace vehicles that meet specific criteria set forth in the Town’s Vehicle
Replacement Policy; coordinate auction of vehicles taken out of service.
Maintain and repair specialized equipment including a turf tractor, backhoe, forklift,
message boards, and other smaller pieces of equipment and machinery.
Conduct daily inspections of two-cycle equipment, including generators, weed eaters,
blowers, chain saws and specialty equipment, such as concrete saws, boring tools and
small engine turf equipment.
HIGHLIGHTS
In 2024/25, Equipment Maintenance:
o Proactively inspected and maintained equipment, resulting in nearly 100%
equipment up time.
o Completed service and repairs on equipment such as the backhoe and forklift, to
ensure they operate effectively and maximize their useful lifespans.
o Deployed a new message board for traffic safety announcements and special
events.
In 2025/26, Equipment Maintenance will:
o Continue to build a greener fleet of hybrid and electric vehicles.
o Continue to perform preventative maintenance on the fleet to keep overall costs
down.
o Comply with AB 1346, which banned the sale of certain gas-powered equipment.
www.danville.ca.gov •Town of Danville 117
EXPENDITURES
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Category Actual Adopted Adjusted Recommended
Administration 3,893$ 5,000$ 5,000$ 5,000$
Materials & Supplies 179,820$ 201,000$ 201,000$ 206,000$
Contracted Services 17,142$ 30,000$ 30,039$ 32,000$
Equipment 149,385$ 182,500$ 192,274$ 182,500$
Program Activities 2,400$ 3,000$ 53,000$ 3,500$
TOTAL 352,640$ 421,500$ 481,313$ 429,000$
EXPENDITURE DETAIL
FUNDING
General Fund 352,640$ 421,500$ 481,313$ 429,000$
TOTAL 352,640$ 421,500$ 481,313$ 429,000$
Contracted Services: $5,000 for towing expenses; and $27,000 for tractor, forklift, backhoe, and
other maintenance.
Administration: $5,000 for fuel fees paid to the State Board of Equalization.
Materials & Supplies: $206,000 for gasoline and supplies for Town-owned vehicles.
Equipment: $100,000 for police vehicle maintenance; $80,000 for maintenance of all other Town
vehicles; and $2,500 for miscellaneous equipment purchases.
Program Activities: $3,500 for underground storage tank insurance.
www.danville.ca.gov •Town of Danville 118
www.danville.ca.gov •Town of Danville 119
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Actual Adopted Adjusted Recommended
373,743$ 393,545$ 393,545$ 399,984$
Sports and Fitness 674,310$ 736,349$ 739,779$ 732,706$
Facilities Management 571,249$ 654,873$ 654,873$ 683,168$
Cultural Arts 712,430$ 776,639$ 776,639$ 806,570$
Youth Services 547,705$ 577,816$ 577,816$ 583,545$
Teen Services 375,702$ 441,648$ # 441,648$ 439,421$
Adult Services 131,171$ 159,857$ 159,857$ 154,246$
Senior Services 374,005$ 394,481$ 399,445$ 372,390$
TOTAL 3,760,315$ 4,135,208$ 4,143,602$ 4,172,030$
FUNDING
General Fund 1,265,054$ 1,560,520$ 1,568,914$ 1,411,945$
Recreation Fees & Charges 2,494,859$ 2,572,688$ 2,572,688$ 2,758,085$
Donations & Contributions 402$ 2,000$ 2,000$ 2,000$
TOTAL 3,760,315$ 4,135,208$ 4,143,602$ 4,172,030$
PERSONNEL FTE
REGULAR 15.00
TEMPORARY 18.00
33.00
* part-time temporary hours converted to full time equivalents (FTE)
PROGRAMS
Recreation, Arts &
Commmunity Services
Management
RACSRecreation, Arts & Community Services
• 2025–2026 Operating Budget & Capital Improvement Program 120
PROGRAM DESCRIPTION
Recreation, Arts and Community Services (RACS) Management ensures that the Department’s
mission to provide recreational experiences, promote health and wellness, foster human
development and the arts are met. Efforts include program oversight, resource management
and cost recovery.
Staff support is provided to the Arts Advisory Board, Art Gallery Curatorial Committee, Parks,
Recreation and Arts Commission, Senior Advisory Commission, Trails Sub-Committee, Sports
Alliance, and Veterans Memorial Building Board of Trustees.
GOALS
Support development of innovative, high-quality programs and services offering growth
and enrichment opportunities, in collaboration with partner organizations, in order to
meet the needs and interests of Danville residents.
Effectively manage the Department’s fiscal resources to ensure program and facility
revenues and expenditures are within the established cost recovery plan.
Lead and support Department staff to ensure outstanding customer service and
maximize departmental performance.
Support Town commissions, boards and committees and facilitate training and networking
opportunities for commissions, board and committee members.
HIGHLIGHTS
In 2024/25, Recreation, Arts and Community Services Management:
o Continued to work with the Parks, Recreation and Arts Commission and Arts
Advisory Board to implement the strategies and recommendations of the Parks,
Recreation and Arts Strategic Plan.
o Worked with Senior Advisory Commission to continue implementation of the Age
Friendly Road Map.
o Continued to provide new and successful recreation and art programming
opportunities throughout the year in all areas of the Department.
In 2025/26, Recreation, Arts and Community Services Management will:
o Work with the Parks, Recreation and Arts Commission and Arts Advisory Board to
continue to implement and expand the strategies and recommendations of the Plan
Update, focusing on the Town Green, Pickleball, Tiny Flourishes, Weber Property
and back side of Oak Hill Park.
Recreation, Arts & Community Svcs. Mgmt.
www.danville.ca.gov •Town of Danville 121
EXPENDITURES
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Category Actual Adopted Adjusted Recommended
Employee Expenses 270,768$ 289,477$ 289,477$ 300,916$
Temporary Salaries 1,408$ 5,000$ 5,000$ $ 0
Administration 6,354$ 11,500$ 11,500$ 11,500$
Materials & Supplies 84,250$ 85,068$ 85,068$ 85,068$
Contracted Services 10,963$ 2,500$ 2,500$ 2,500$
TOTAL 373,743$ 393,545$ 393,545$ 399,984$
EXPENDITURE DETAIL
FUNDING
General Fund 373,743$ 393,545$ 393,545$ 399,984$
TOTAL 373,743$ 393,545$ 393,545$ 399,984$
PERSONNEL
REGULAR FTE
Recreation, Arts & Com. Svcs. Director 1.00
TOTAL REGULAR FTE:1.00
Contracted Services: $1,000 for Graphic Designer services associated with the quarterly
Activity Guide and special projects; and $1,500 for other Commission projects.
Administration: $11,500 for professional dues, training, travel, and conferences.
Materials and Supplies: $20,000 in postage for the quarterly Activity Guide; $55,000 for
Activity Guide printing; $8,000 for marketing materials; and $2,068 for general and
Commission supplies.
• 2025–2026 Operating Budget & Capital Improvement Program 122
PROGRAM DESCRIPTION
The Sports and Fitness Program promotes health and wellness by offering a variety of year-
round activities, fitness classes and sports leagues for all ages. Annually, the Program offers
over 150 fitness classes and aquatics programs serving over 1,500 community members.
Youth and adults participate in sports leagues, including basketball, softball, and bocce ball
leagues. The Junior Warriors Basketball Program provides youth in kindergarten through
high school the opportunity to play organized basketball in a recreational, nurturing
environment.
GOALS
Provide active recreational opportunities for youth and adults through sports leagues.
Strengthen water safety and fitness in the community by providing seasonal aquatics
programs at the Monte Vista and San Ramon Valley High School Community Pools.
Promote health and wellness by offering a variety of sports and fitness classes for all
ages.
HIGHLIGHTS
In 2024/25, Sports and Fitness:
o Added a girl's flag football program.
o Added new contract instructors for youth sport programs.
o Added new Danville Wave Riders Lifeguard Games that taught lifeguard skills and
promoted team competitions.
In 2025/26, Sports and Fitness will:
o Reintroduce an adult basketball sports league.
o Focus on summer staff retention in Aquatics for the current and following year.
o Continue to research the addition of diverse and high-quality youth sport
programs.
Sports & Fitness
www.danville.ca.gov •Town of Danville 123
EXPENDITURES
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Category Actual Adopted Adjusted Recommended
Employee Expenses 182,464$ 190,533$ 190,533$ 189,464$
Temporary Salaries 164,591$ 180,000$ 180,000$ 189,400$
Administration 55,072$ 4,779$ 4,779$ 4,505$
Materials & Supplies 29,551$ 42,183$ 42,183$ 30,883$
Contracted Services 240,077$ 312,374$ 315,804$ 312,374$
Equipment 2,555.00$ 6,480$ 6,480$ 6,080$
TOTAL 674,310$ 736,349$ 739,779$ 732,706$
EXPENDITURE DETAIL
FUNDING
General Fund 112,387$ (4,702)$ (1,272)$ (9,337)$
Sports and Fitness 561,923$ 741,051$ 741,051$ 742,043$
TOTAL 674,310$ 736,349$ 739,779$ 732,706$
PERSONNEL
REGULAR FTE
Program Supervisor 0.50
Program Coordinator 1.00
TOTAL REGULAR FTE:1.50
TEMPORARY FTE:*5.00
*part-time temporary hours converted to full time equivalents (FTE)
Contracted Services: $256,999 for instructor fees; $36,375 for softball and basketball officials;
$10,000 for custodial services; and $9,000 for bocce ball court preparation.
Equipment: $6,080 for backboards, kick boards, swim aids, and bocce ball equipment.
Temporary Salaries: $189,400 for seasonal part-time temporary employees to assist with
classes, programs, camps and aquatics.
Administration: $4,505 for dues, training, conference registration and marketing.
Materials and Supplies: $30,883 for sports equipment, staff, and team uniforms.
• 2025–2026 Operating Budget & Capital Improvement Program 124
PROGRAM DESCRIPTION
Facilities Management schedules and supports usage of all Town parks and facilities, including
Town programs, classes and activities, and rentals for private, non-profit, commercial or
government users. Danville parks, sports fields and community facilities under management
include:
Danville Library and Community Center
Town Meeting Hall
Veterans Memorial Building and Danville Senior Center
Oak Hill Park Community Center
Diablo Vista, Hap Magee Ranch, Oak Hill, Osage Station, and Sycamore Valley Parks
John Baldwin, Green Valley, Greenbrook, Montair and Vista Grande School Parks
Los Cerros Middle School Gymnasiums, Monte Vista High School Community Pool and
Tennis Courts, and San Ramon Valley High School Tennis Courts
GOALS
Maintain a balanced reservation schedule of facility use to include Town programs, co-
sponsored groups and private rentals.
Provide high-quality customer service before, during and after facility use.
Maximize community use of Town and School District facilities.
Manage facility revenues/expenditures within the established cost recovery plan.
HIGHLIGHTS
In 2024/25, Facilities Management:
o Rented sports fields to Sports Alliance user groups at pre-pandemic levels.
o Increased picnic table rentals.
In 2025/26, Facilities Management will:
o Continue to develop and update the Facility Use Guidelines to provide rental
information to all users.
o Continue ongoing replacement of furniture and audio-visual equipment in all of the
Town’s rentable facilities.
Facilities Management
www.danville.ca.gov •Town of Danville 125
EXPENDITURES
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Category Actual Adopted Adjusted Recommended
Employee Expenses 458,224$ 528,363$ 528,363$ 506,638$ Temporary Salaries 99,292$ 75,520$ 75,520$ 83,520$
Administration 12,487$ 1,940$ 1,940$ 73,960$
Materials & Supplies 302$ 35,800$ 35,800$ 5,800$
Contracted Services 434$ 1,500$ 1,500$ 1,500$
Equipment 510$ 11,750$ 11,750$ 11,750$
TOTAL 571,249$ 654,873$ 654,873$ 683,168$
EXPENDITURE DETAIL
FUNDING
General Fund 37,749$ 148,767$ 148,767$ 175,576$
Facilities Management 533,500$ 506,106$ 506,106$ 507,592$
TOTAL 571,249$ 654,873$ 654,873$ 683,168$
PERSONNEL
REGULAR FTE
Program Supervisor 0.50
Administrative Assistant 2.00
Facility Attendant 2.00
TOTAL REGULAR FTE:4.50
TEMPORARY FTE:*2.00
*part-time temporary hours converted to full time equivalents (FTE)
Contract Services: $1,500 for miscellaneous facility maintenance services.
Equipment: $11,750 for furniture replacement at specific facilities.
Temporary Salaries: $83,520 for part-time temporary Facilities Attendants to assist with
operation of Town-managed facilities; staff to assist with inquiries at the Front Desk of the Danville
Community Center and Senior Center and one Program Assistant to cover the Facilities office at
the Danville Senior Center.
Administration: $1,960 for dues, training,and conference registrations. $72,000 for department
ActiveNet registration software fees.
Materials and Supplies: $2,100 for uniforms and supplies; $3,000 for furniture replacement; and
$700 for printing and marketing materials.
• 2025–2026 Operating Budget & Capital Improvement Program 126
PROGRAM DESCRIPTION
Based at the Village Theatre and Art Gallery, Cultural Arts provides a variety of activities and
opportunities for residents of all ages in the visual, performing and musical arts. Cultural Arts
works to enhance cultural experiences, encourage participation in the arts and supports
Danville’s small-town atmosphere.
GOALS
Enrich experiential learning through visual arts exhibits, performances, camps, classes
and workshops.
Cultural Arts schedules and supports usage of the Village Theatre & Art Gallery including
Town programs, classes and activities, and rentals for private, non-profit, commercial or
government users.
Rotate Gallery exhibits every 10 weeks featuring varied types of artwork, with
complementing programs that enhance the visitor experience; offer educational
workshops for all ages.
Offer a variety of shows by partnering with local theatre and entertainment groups with
an eye toward diverse content: cinema, live theatre, live music and comedy for all ages.
HIGHLIGHTS
In 2024/25, Cultural Arts:
o Hosted four Music in the Park concerts and four Moonlight Movies.
o Hosted four art exhibitions in the Village Theatre Art Gallery.
o Hosted musical concert series and comedy shows at the Village Theatre.
o Hosted a Murder Mystery Dinner in partnership with Danville Senior Center.
o Partnered with the Danville Library to host two Kidchella events.
o Partnered with SPARC Theater to perform Shakespeare in the Village Theatre.
o Implemented a public art piece: A carved acorn outside of the Town Meeting Hall.
o Implemented a new student film festival at the Village Theatre.
In 2025/26, Cultural Arts will:
o Continue to implement Art Integration as directed by the Parks, Recreation and Arts
Strategic Plan.
o Offer public art opportunities that will increase economic vitality in downtown
Danville—including a permanent art exhibit featuring bronze acorns.
o Promote the Village Theatre as a rentable venue in order to increase revenue.
o Provide cultural arts opportunities at the newly installed Prospect Park Plaza and
Theatre Plaza.
o Offer field trips and tours at the Village Theatre and Art Gallery.
Cultural Arts
www.danville.ca.gov •Town of Danville 127
EXPENDITURES
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Category Actual Adopted Adjusted Recommended
Employee Expenses 388,906$ 398,669$ 398,669$ 414,735$
Temporary Salaries 77,574$ 80,500$ 80,500$ 86,000$
Administration 19,409$ 21,020$ 21,020$ 21,935$
Materials & Supplies 37,356$ 36,000$ 36,000$ 30,250$
Contracted Services 180,567$ 231,000$ 231,000$ 235,500$
Equipment 8,618$ 9,300$ 9,300$ 18,000$ Program Activities $ 0 150$ 150$ 150$
TOTAL 712,430$ 776,639$ 776,639$ 806,570$
EXPENDITURE DETAIL
FUNDING
General Fund 380,084$ 464,639$ 464,639$ 457,320$
Cultural Arts 331,944$ 310,000$ 310,000$ 347,250$
Donations & Contributions 402$ 2,000$ 2,000$ 2,000$
TOTAL 712,430$ 776,639$ 776,639$ 806,570$
PERSONNEL
REGULAR FTE
Program Superintendent 1.00
Program Coordinator 2.00
TOTAL REGULAR FTE:3.00
TEMPORARY FTE:*2.00
*part-time temporary hours converted to full time equivalents (FTE)
Materials and Supplies: $21,250 for public art, uniforms and event supplies to include Art
Integration Projects; $250 for postage; $6,250 for marketing materials; $2,000 for art sales; and
$500 for ActiveNet and CAFE Software.
Contracted Services: $30,000 for AudienceView Professional ticketing software; $72,500 for
Cultural Arts Events and Gallery exhibit preparation; $56,000 for class instructor fees and $77,000
for camp instructor fees.
Temporary Salaries: $86,000 for part-time temporary employees to assist with program efforts.
Administration: $1,700 for licensing; $750 for advertising; $12,500 for ticket splits for Village
Theatre events; and $6,985 for training, conference registration and dues.
Equipment: $16,500 for equipment rentals and purchases for Village Theatre; $1,500 for benches
and a-frames outside the Art Gallery.
Program Activities: $150 admission fee to visit local and regional art galleries.
• 2025–2026 Operating Budget & Capital Improvement Program 128
PROGRAM DESCRIPTION
Youth Services provides social, recreational and educational experiences for youth from
babies through 10 years old, by offering safe spaces to play and learn. Each year, over 7,500
youth participate in enrichment classes, day camps, exploration events and adaptive
recreation activities for physically and developmentally disabled persons.
GOALS
Deliver theme-based seasonal camps and extended day care opportunities that
provide enriching experiences for youth and meet the needs of parent/guardian
schedules.
Deliver quality year-round classes that foster youth life skills, education and
enrichment in a welcoming environment.
Through partnerships with non-profit organizations, provide opportunities for
community members with disabilities to participate in activities and programs.
Host youth-centered events that encourage family participation.
HIGHLIGHTS
In 2024/25, Youth Services:
o Offered diverse programs, activities and family-friendly events.
o Offered high-quality seasonal camps.
o Provided opportunities for youth to volunteer within their community.
In 2025/26, Youth Services will:
o Offer traditional and contract camps during the summer.
o Offer family-friendly annual events.
o Offer themed monthly youth programming.
o Provide additional programming for the RADD population.
Youth Services
www.danville.ca.gov •Town of Danville 129
EXPENDITURES
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Category Actual Adopted Adjusted Recommended
Employee Expenses 172,218$ 169,706$ 169,706$ 173,395$
Temporary Salaries 136,423$ 152,500$ 152,500$ 154,500$
Administration 6,158$ 7,320$ 7,320$ 8,210$
Materials & Supplies 24,272$ 36,470$ 36,470$ 31,620$
Contracted Services 196,996$ 190,400$ 190,400$ 194,400$
Equipment $ 0 1,420$ 1,420$ 1,420$
Program Activities 11,638$ 20,000$ 20,000$ 20,000$
TOTAL 547,705$ 577,816$ 577,816$ 583,545$
EXPENDITURE DETAIL
FUNDING
General Fund (27,926)$ 44,421$ 44,421$ (33,655)$
Youth Services 575,631$ 533,395$ 533,395$ 617,200$
TOTAL 547,705$ 577,816$ 577,816$ 583,545$
PERSONNEL
REGULAR FTE
Program Supervisor 0.50
Program Coordinator 1.00
TOTAL REGULAR FTE:1.50
TEMPORARY FTE:*4.00
*part-time temporary hours converted to full time equivalents (FTE)
Temporary Salaries: $154,500 for part-time temporary employees to assist with classes,
programs, and activities.
Administration: $7,710 for dues, travel, permits and professional development; and $500 for
advertising.
Program Activities: $20,000 for admission charges for Youth Summer Camps.
Materials and Supplies: $27,800 for class, camp, mobile recreation and event supplies; and
$3,820 for staff uniforms and postage.
Contracted Services: $16,000 for transportation; and $178,400 for instructors and speakers.
Equipment: $1,420 for Summer Camps and Art & Rec on the Go equipment.
• 2025–2026 Operating Budget & Capital Improvement Program 130
PROGRAM DESCRIPTION
Teen Services provides recreational, social and educational experiences for youth ages 11 to
18. The Division’s programs offer positive alternatives during the hours of 3:00 p.m. to 5:30
p.m. when youth are more vulnerable to crime. After school teen programs offered at all
Danville middle schools provide a safe place to hang out, learn new skills, develop friendships
and receive adult support. Programs are designed to promote youth development.
The Danville Youth Council fosters leadership development, planning and decision-making
skills, responsibility and service to others.
GOALS
Offer complimentary after school Teen Centers located at Charlotte Wood, Diablo
Vista and Los Cerros Middle Schools that provide a fun, enriching and safe space for
youth.
Provide teens with activities and experiences for social, leadership and decision-
making skill development, including classes, day camps, workshops, special events and
excursions.
Advise the Danville Youth Council, which teaches youth leadership and independence
and develops teens into mentors for the younger generation.
Hire teens and offer volunteer opportunities as a means to teach life skills,
responsibility and leadership development.
HIGHLIGHTS
In 2024/25, Teen Services:
o Introduced decorating themes at the Teen Centers.
o Worked with Danville Youth Council to create a new multicultural event as well
as a service project.
o Hosted Teen Night Outs and Teen Day Outs.
In 2025/26, Teen Services will:
o Continue to offer new and varied enrichment programs and special events for
teens.
o Focus on new programs that could be housed at the Teen Center facilities for
teens.
o Increase programs and resources for mental health alongside the Danville Youth
Council.
Teen Services
www.danville.ca.gov •Town of Danville 131
EXPENDITURES
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Category Actual Adopted Adjusted Recommended
Employee Expenses 163,032$ 173,810$ 173,810$ 173,553$
Temporary Salaries 97,118$ 127,500$ 127,500$ 129,000$
Administration 3,195$ 5,290$ 5,290$ 5,310$
Materials & Supplies 16,495$ 27,548$ 27,548$ 18,058$
Contracted Services 66,081$ 77,000$ 77,000$ 78,000$
Equipment 332$ 500$ 500$ 500$
Program Activities 29,449$ 30,000$ 30,000$ 35,000$
TOTAL 375,702$ 441,648$ 441,648$ 439,421$
EXPENDITURE DETAIL
FUNDING
General Fund 186,433$ 245,912$ 245,912$ 207,921$
Teen Services 189,269$ 195,736$ 195,736$ 231,500$
TOTAL 375,702$ 441,648$ 441,648$ 439,421$
PERSONNEL
REGULAR
Program Supervisor
Program Coordinator
TOTAL REGULAR FTE:
TEMPORARY FTE:*
*part-time temporary hours converted to full time equivalents (FTE)
Temporary Salaries: $129,000 for part-time temporary employees to assist with classes,
programs, and activities.
Administration: $4,810 for professional development, dues, training and travel; and $500 for
advertising.
Program Activities: $35,000 for admission/teen camp charges.
Materials and Supplies: $13,398 for afterschool program and summer camp supplies; $2,500 for
teen snacks; and $2,160 for staff uniforms.
Equipment: $500 for replacement of chairs and tables at Teen Centers.
Contracted Services: $51,000 for teen instructor fees; and $27,000 for transportation for summer
camps field trips.
1.50
3.50
FTE
0.50
1.00
• 2025–2026 Operating Budget & Capital Improvement Program 132
PROGRAM DESCRIPTION
Adult Services provides year-round opportunities for adults to participate in recreational,
social and educational activities, classes and programs. In addition, the program manages
volunteer efforts Town-wide.
GOALS
Offer quality enrichment and lifelong learning programs for the community’s adults.
Provide activities that offer opportunities for social, recreational and healthy
experiences for adults including classes, workshops, special events and excursions.
Foster opportunities for the community to give back through volunteering.
HIGHLIGHTS
In 2024/25, Adult Services:
o Expanded and diversified enrichment class offerings to promote lifelong learning
and well-being, prioritizing health and wellness programs that focus on ability
rather than age.
o Strengthened partnerships with the Community Outreach Team to enhance
visibility and engagement through targeted social media campaigns and print
marketing.
o Increased volunteer engagement by enhancing meaningful service opportunities
including senior day trip volunteer hosts and volunteer servers at the senior
lunch program.
o Advanced programming initiatives aligned with the Danville Age-Friendly Road
Map to foster an inclusive and accessible environment for all adults.
In 2025/26, Adult Services will:
o Further expand enrichment class offerings to meet evolving community needs,
ensuring a well-rounded selection of wellness, arts, and lifelong learning
opportunities tailored to ability rather than age.
o Enhance outreach efforts through strategic digital and print marketing
collaborations, broadening community awareness and participation.
o Continue cultivating high-impact volunteer experiences, supporting ongoing
programs, fostering community connections, and interviewing for additional
volunteer positions.
o Implement new and innovative strategies informed by the Danville Age-Friendly
Road Map, reinforcing Danville's commitment to an age-friendly and engaged
community.
Adult Services
www.danville.ca.gov •Town of Danville 133
EXPENDITURES
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Category Actual Adopted Adjusted Recommended
Employee Expenses 76,676$ 73,357$ 73,357$ 65,036$
Temporary Salaries 1,000$ 15,000$ 15,000$ 19,500$
Administration 390$ 300$ 300$ 2,010$
Materials & Supplies 5,439$ 9,200$ 9,200$ 3,200$
Contracted Services 47,666$ 62,000$ 62,000$ 64,500$
TOTAL 131,171$ 159,857$ 159,857$ 154,246$
EXPENDITURE DETAIL
FUNDING
General Fund 2,036$ 44,857$ 44,857$ 36,246$
Adult Services 129,135$ 115,000$ 115,000$ 118,000$
TOTAL 131,171$ 159,857$ 159,857$ 154,246$
PERSONNEL
REGULAR FTE
Program Supervisor 0.50
TOTAL REGULAR FTE:0.50
TEMPORARY FTE:*0.50
*part-time temporary hours converted to full time equivalents (FTE)
Temporary Salaries: $19,500 for part-time temporary staff.
Contracted Services: $64,500 for instructor fees and new programs.
Administration: $2,010 for professional dues, training, travel and conferences.
Materials and Supplies: $1,500 for volunteer recognition; and $1,700 for marketing materials,
uniforms and miscellaneous event expenses.
• 2025–2026 Operating Budget & Capital Improvement Program 134
PROGRAM DESCRIPTION
Senior Services provides year-round opportunities for participation in recreational, social
and educational activities, classes, and programs. Over 5,000 active adults over the age of
55 participate in social, recreational and educational programs provided by the Town each
year. Several low-cost and free programs and services are provided. Senior Services also
provides staff support for the Senior Advisory Commission.
GOALS
Provide activities that offer opportunities for social, recreational, fitness and healthy
experiences for seniors including classes, workshops, community events and
excursions.
Offer affordable programs for seniors.
Offer quality enrichment, lifelong learning programs and referral services for seniors
in collaboration with nonprofit and private sector service providers.
Promote senior programming through the quarterly Activity Guide that is mailed to
all residents.
HIGHLIGHTS
In 2024/25, Senior Services:
o Provided a low-cost Monday Senior Lunch Program and volunteer engagement
opportunities in partnership with Contra Costa County's Café Costa, promoting
social connections and nutritional well-being.
o Offered diverse online and in-person enrichment classes, including language, arts,
and health and wellness programs tailored to seniors' interests and abilities.
o Hosted engaging in-person Buzz Sessions, seasonal pop-up events, the Senior
Variety Show, Senior Mingles, Tea Dances, and day trips, fostering social
engagement and active aging.
In 2025/26, Senior Services will:
o Maintain and expand affordable, high-quality programming to support active
aging, with fitness and wellness offerings based on ability rather than age.
o Continue to leverage the Danville Age-Friendly Road Map to guide programming
that fosters inclusivity, social engagement, and lifelong learning.
o Strengthen and enhance signature events and experiences, such as Buzz Sessions,
Senior Mingles, and seasonal celebrations, that promote meaningful community
connections.
o Evaluate and evolve services to ensure they remain responsive to the needs and
interests of Danville's senior community.
Senior Services
www.danville.ca.gov •Town of Danville 135
EXPENDITURES
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Category Actual Adopted Adjusted Recommended
Employee Expenses 185,537$ 192,670$ 192,670$ 180,079$
Temporary Salaries 55,635$ 48,500$ 48,500$ 44,000$
Administration 4,215$ 2,411$ 2,411$ 2,411$
Materials & Supplies 12,487$ 19,650$ 24,614$ 14,650$
Contracted Services 98,761$ 106,250$ 106,250$ 102,250$ Equipment $ 0 5,000$ 5,000$ 5,000$
Program Activities 17,370$ 20,000$ 20,000$ 24,000$
TOTAL 374,005$ 394,481$ 399,445$ 372,390$
EXPENDITURE DETAIL
FUNDING
General Fund 200,548$ 223,081$ 228,045$ 177,890$
Senior Services 173,457$ 171,400$ 171,400$ 194,500$
TOTAL 374,005$ 394,481$ 399,445$ 372,390$
PERSONNEL
REGULAR FTE
Program Supervisor 0.50
Program Coordinator 1.00
TOTAL REGULAR FTE:1.50
TEMPORARY FTE:*1.00
*part-time temporary hours converted to full time equivalents (FTE)
Temporary Salaries: $44,000 for part-time temporary employees.
Administration: $2,411 for professional dues, travel, training, permits and conferences.
Program Activities: $24,000 for admission charges associated with Senior Sneaker trips.
Materials and Supplies: $6,150 for event supplies and marketing materials for Lend a Hand Day,
special events and trips; $3,500 for senior sports; $5,000 for additional programs.
Contracted Services: $20,000 for transportation costs; $2,500 for events; $4,750 for bocce ball
court preparation; and $75,000 for instructor fees.
Equipment: $5,000 for furniture replacement.
www.danville.ca.gov •Town of Danville 136
www.danville.ca.gov •Town of Danville 137
FY 23/24 FY 24/25 FY 24/25 FY 25/26Actual Adopted Adjusted Recommended
Successor Agency 2,048,243$ 1,172,850$ 1,202,716$ 1,171,276$
TOTAL 2,048,243$ 1,172,850$ 1,202,716$ 1,171,276$
FUNDING
Successor Agency RPTTF 2,048,243$ 1,172,850$ 1,202,716$ 1,171,276$
TOTAL 2,048,243$ 1,172,850$ 1,202,716$ 1,171,276$
PROGRAMS
Successor Agency
• 2025–2026 Operating Budget & Capital Improvement Program 138
PROGRAM DESCRIPTION
The Danville Community Development (Redevelopment) Agency (CDA) was established in 1986, in accordance with state-enacted Redevelopment Law, and was responsible for
carrying out the goals of the 1986 Redevelopment Plan. Implementation of those goals assisted private property owners and businesses, spurred private re-investment in the
project area and reduced or eliminated blighted conditions that existed when the Agency
was established.
In 2011, the State enacted ABx1 26, which eliminated redevelopment. Effective February 1,
2012, the CDA was dissolved and all assets were transferred to the Town, acting as the
Successor Agency for the former CDA. The role of the Successor Agency is to wind down the
affairs of the former CDA. This wind down process initially required the biannual preparation
of a Recognized Obligation Payment Schedule (ROPS), listing all of the ongoing obligations of
the former CDA. Each ROPS had to be submitted to, and approved by, the Successor Agency’s
Oversight Board, the County Auditor-Controller and the State Department of Finance.
Approval of each ROPS allowed the Successor Agency to receive Redevelopment Property Tax
Trust Fund (RPTTF) funds in an amount equal to the obligations contained on the approved
ROPS. The law also required the Successor Agency to identify and dispose of all assets.
In April 2017, the State Department of Finance approved the Last and Final ROPS for the
Successor Agency. This approval established the precise amount of each RPTTF payment due
to the Successor Agency until all of its obligations are retired in 2035. The Successor Agency
also completed disposition of all assets in 2017. Taken together, these steps eliminated the
need for the Oversight Board and the preparation of any further ROPS.
HIGHLIGHTS
RPTTF revenues are projected to fully fund all 2025/26 Enforceable Obligations included on the Last and Final ROPs filed with the State. This includes:
Debt service payments associated with the 2001 and 2005 Certificates of Participation
(to be retired in 2026 and 2035).
Debt service payments associated with the 2001 Taxable Revenue Bonds (to be
retired in 2028).
Repayment of the outstanding $659,401 debt to the Town under the 2011 Re-
entered Cooperation Agreement between the former CDA and the Town (to be
retired in 2026).
Allowable administrative costs.
Successor Agency
www.danville.ca.gov •Town of Danville 139
EXPENDITURES
FY 23/24 FY 24/25 FY 24/25 FY 25/26
Category Actual Adopted Adjusted Recommended
Administration 3,080$ 4,000$ 4,000$ 4,000$
Contracted Services 20,189$ 19,900$ 49,766$ 19,900$
Debt Service 2,024,974$ 1,148,950$ 1,148,950$ 1,147,376$
TOTAL 2,048,243$ 1,172,850$ 1,202,716$ 1,171,276$
FUNDING
Successor Agency RPTTF 2,048,243$ 1,172,850$ 1,202,716$ 1,171,276$
TOTAL 2,048,243$ 1,172,850$ 1,202,716$ 1,171,276$
www.danville.ca.gov •Town of Danville 140
www.danville.ca.gov •Town of Danville 171
Assumptions
www.danville.ca.gov •Town of Danville 172
Assumptions
www.danville.ca.gov •Town of Danville 173
Fund Structure
GENERAL FUND
The General Fund is the general operating fund of the Town. It is used to account for all
financial resources except those required to be accounted for in another fund. The major
revenue sources for this Fund are property taxes, sales taxes, franchise fees, unrestricted
revenues from the State, fines and forfeitures and interest income. Expenditures are made for
all operating departments, designations, and capital appropriations.
SPECIAL REVENUE FUNDS
Special Revenue Funds are used to account for the proceeds of specific revenue sources that
are restricted by law to expenditures for specific purposes. Major Special Revenue funds for
the Town include:
LLiigghhttiinngg aanndd LLaannddssccaappee AAsssseessssmmeenntt DDiissttrriicctt ((LLLLAADD)) ((ZZoonneess AA -- DD)) -- Assessments paid by
property owners who receive street lighting services, and by all residents for landscape
and park maintenance services, are received into this Fund. The assessments are used to
pay for the energy cost of the street lighting system, as well as community roadside,
median and park landscape expenditures.
BBuuiillddiinngg//PPllaannnniinngg FFuunndd - This Fund receives building inspection, plan review and planning
fees collected during the building permit process.
PPEEGG FFuunndd - Contract negotiations with the Town’s cable service providers include a $0.60
per subscriber PEG fee for Public, Government and Educational programming. These fees
are restricted to capital expenditures for the provision of these programming services.
PPoolliiccee SSppeecciiaall RReevveennuuee FFuunnddss:: SSLLEESSFF,, AAbbaannddoonneedd VVeehhiiccllee aanndd AAsssseett SSeeiizzuurree -- The
Supplemental Law Enforcement Services Fund (SLESF) is established by Government Code
Sections 30061-30065. The Abandoned Vehicle and Asset Seizure Funds are established
by the State and distributed to participating agencies. The Canine Fund was established to
account for the donations received by the Town for the funding of the police canine
program and has been combined with the Donations Fund starting in FY 2008-09. These
funds are restricted to the provision or enhancement of police services.
EEnnggiinneeeerriinngg FFuunndd -- This Fund receives engineering and subdivision development fees
collected during the building permit process.
GGaass TTaaxx FFuunndd - This Fund is used to account for the portion of the taxes paid on the
purchase of gasoline which the Town receives and are restricted to street and related
improvements and maintenance costs. This includes funds received from SB1-The Road
Repair and Accountability Act of 2017.
CClleeaann WWaatteerr ((ffoorrmmeerrllyy kknnoowwnn aass SSPPCCPP oorr NNPPDDEESS)) - This Fund is used to account for
assessments paid by property owners for administration, inspection and maintenance of
the storm drain system and for street sweeping.
• 2025–2026 Operating Budget & Capital Improvement Program 174
MMeeaassuurree JJ RReettuurrnn TToo SSoouurrccee -- In 1988, Contra Costa voters approved a one-half cent sales
tax for transportation purposes. Eighteen percent of the funds collected throughout the
County are distributed back to each local jurisdiction on the basis of population and road
miles. The Town utilizes a portion of these funds for pavement management and
transportation planning. Receipt of these funds is tied to compliance with the Town’s
General Plan Growth Management Element. In 2004 voters approved Measure J which
continues the one-half cent sales tax for an additional 25 years.
SSoolliidd WWaassttee VVeehhiiccllee IImmppaacctt FFeeee –– This fund receives impact fees collected through the
solid waste franchise to partially offset the impacts associated with solid waste, recycling
and yard waste refuse vehicles using Town streets.
DDoonnaattiioonnss//CCoonnttrriibbuuttiioonnss - This Fund receives miscellaneous donations for various
programs in the Town.
CAPITAL PROJECTS FUNDS
Capital Projects Funds are used to account for the financial resources to be used for the
acquisition and construction of major capital facilities.
CCaappiittaall IImmpprroovveemmeenntt PPrrooggrraamm GGeenneerraall PPuurrppoossee RReevveennuuee FFuunndd - This Fund receives
appropriations from the General Fund, based upon the policy discretion of the Town
Council, and is used to fund any high priority capital project.
CCiivviicc FFaacciilliittiieess CCaappiittaall PPrroojjeeccttss FFuunndd - This Fund receives appropriations from the General
Fund, based upon the policy discretion of the Town Council, and is used to fund new civic
facilities such as the Danville Library, Community Center, Village Theatre improvements
and the Veterans' Memorial Hall.
DDeevveellooppmmeenntt IImmppaacctt FFeeeess - Fees and charges collected through AB 1600 to mitigate
impacts associated with new development. Examples include SCC Regional and Sub-
Regional fees, Park in-lieu fees, Child Care fees, Transportation Impact Fees, Commercial
Transportation Impact Fees and Downtown Parking in-lieu fees. All development impact
fees are collected and tracked in their own respective segregated accounts.
PPaarrkk CCaappiittaall PPrroojjeeccttss FFuunndd - Park in-lieu fees paid by new development and outside grants
for park development are deposited into this Fund for park capital improvements.
AAsssseett RReeppllaacceemmeenntt FFuunnddss -- GGeenneerraall - Contributions are made into this Fund from the
General Fund and selected Special Revenue funds for the eventual replacement and
refurbishment of vehicles, technology infrastructure, heavy equipment, and office
equipment.
AAsssseett RReeppllaacceemmeenntt FFuunndd -- LLiibbrraarryy//CCoommmmuunniittyy CCeenntteerr - Contributions are made into this
Fund from the General Fund for the eventual replacement and refurbishment of the
Library/Community Center and related assets.
Fund Structure
www.danville.ca.gov •Town of Danville 175
SSppeecciiaall AAsssseessssmmeenntt DDiissttrriicctt CCaappiittaall PPrroojjeeccttss FFuunnddss - During the period from 1985 to 1990,
the Sycamore Valley Assessment District (SVAD), Tassajara Ranch Assessment District
(TRAD) and the Northeast Roadway Improvement Assessment District (NERIAD) were
formed within the Town of Danville to construct improvements in these areas. These three
capital projects funds are used to account for the funds allocated for capital
improvements of the assessment districts. Construction is complete in the SVAD and
TRAD, with the remaining funds being used for ongoing capital improvements and
maintenance. Certain capital projects have yet to be completed in NERIAD.
DEBT SERVICE FUNDS
Debt Service Funds are used to account for financial resources to be used for, and the
payment of, principal and interest on general long-term debt.
FFoorrmmeerr CCoommmmuunniittyy DDeevveellooppmmeenntt DDeebbtt SSeerrvviiccee//SSuucccceessssoorr AAggeennccyy FFuunndd –– In 2011, the
former Community Development Agency was dissolved, and the Successor Agency was
created. Future revenues to the Successor Agency are limited to the amounts that are on
the approved biannual Recognized Obligation Payment Schedule submitted to and
approved by the California Department of Finance. These funds will continue to pay for
outstanding debt obligations associated with the 2001 and 2005 COPs, the 2001 TRBs and
the 2011 Re-entered Cooperation Agreement.
TRUST AND AGENCY FUNDS
Trust and Agency Funds are used to account for assets held by the Town in a trustee or agent
capacity for individuals, private organizations, other governments and/or other funds. The
monies deposited into these funds are not available for municipal use.
EEmmppllooyyeeee DDeeffeerrrreedd CCoommppeennssaattiioonn PPllaann - This Fund is used to account for assets held for
employees in accordance with Internal Revenue Code Section 457. This program allows
employees to defer a portion of their salary until future years. The deferred compensation
plan is voluntary, and the proceeds are not available to employees until termination,
retirement, death or unforeseeable emergency. This Plan is administered by Lincoln
National Life Insurance Company and is self-directed by each employee.
EEmmppllooyyeeee DDeeffiinneedd CCoonnttrriibbuuttiioonn PPeennssiioonn PPllaann - This Fund is used to account for assets held
for employees in accordance with Internal Revenue Code Section 401(a). The pension
plan, which is entirely employer funded, covers all eligible employees. This Plan is
administered by Lincoln National Life Insurance Company and is self-directed by each
employee.
DDeeppoossiittss FFuunndd -- This Fund is composed of money temporarily deposited with the Town.
Examples of deposits include cash improvement bonds posted by developers,
performance bonds posted by contractors, and rental deposits.
• 2025–2026 Operating Budget & Capital Improvement Program 176
TAXES
PPrrooppeerrttyy TTaaxx - A tax based on the assessed value of real and personal property. Danville
receives about 7.6% of the 1% real property tax, which homeowners pay. The 1% property
tax limit is set by Proposition 13. Since FY 2004-05, the State enacted revenue swap for 67%
of the Motor Vehicle License Fees is considered property tax.
RReeddeevveellooppmmeenntt PPrrooppeerrttyy TTaaxx TTrruusstt FFuunndd ((RRPPTTTTFF)) –– RPTTF revenues are received by the
Successor Agency in amounts that meet annual debt obligations plus administrative costs as
approved by the State.
PPrrooppeerrttyy TTrraannssffeerr TTaaxx - A tax imposed upon the transfer of real property, charged at a rate of
$0.55 per $1,000 of property value.
HHoommeeoowwnneerr TTaaxx RReelliieeff - The State grants homeowners up to a $7,000 exemption against the
assessed valuation when computing the real property tax if the owner occupies the dwelling.
The State then reimburses cities and other local governments for their tax loss.
SSaalleess aanndd UUssee TTaaxx - A tax levied on goods and services at the point of sale. Sales tax in
Danville is 8.25%, of which one percent (1%) is returned to Danville.
TTrraannssiieenntt OOccccuuppaannccyy TTaaxx ((TTOOTT)) - A tax levied on hotel room rental income, to compensate
local governments for additional services to tourists. Danville’s TOT is charged at a rate of
6.5%.
FFrraanncchhiissee TTaaxx oonn UUttiilliittiieess - A tax levied on gross receipts generated by PG&E and TV cable
companies doing business in Danville for their use of Town’s streets (right-of-way). The tax is
1% on PG&E and 5% on cable companies. Telephone companies are exempt by state law.
FFrraanncchhiissee FFeeee oonn SSoolliidd WWaassttee -- A fee levied on gross receipts generated by solid waste
disposal companies doing business in Danville for their use of the Town’s streets, currently
set at 10% of the gross receipts.
MMoottoorr VVeehhiiccllee IInn--LLiieeuu FFeeee ((MMVVLLFF)) – The Town portion of the total motor vehicle license fees
collected throughout the State are distributed to cities on the basis of population. During FY
2004/05 the State permanently reduced the MVLF by 67%, and swapped the portion of
revenues due to local agencies for property tax. As of FY 2011/12, “VLF in Excess” fees,
allocated under R&T 11005(b), are allocated to local government by the State. All other VLF
fees were traded for Gas Tax.
GGaass TTaaxx - Each city and county in California receives a portion of the gasoline tax collected
throughout the State, based upon a complex formula using population and street miles.
BBuussiinneessss LLiicceennssee TTaaxx - An annual tax imposed on businesses operating within Danville,
generating gross receipts of $10,000 or more per year. The fee is generally $100, plus $10
per full time employee.
Major Revenue Sources
www.danville.ca.gov •Town of Danville 177
FEES AND CHARGES
DDeevveellooppmmeenntt IImmppaacctt FFeeeess - Fees imposed upon builders/developers under AB 1600, for the
privilege of developing a parcel of land and thus realizing a profit. These fees are generally
collected during the building permit process and are used to defray the cost of operating the
Town’s development services functions, as well as improve the Town’s infrastructure that will
be used by new and current residents. The Fee Schedule that sets the rates is reviewed
annually by the Town Council. Development impact fees include fees for development
planning, development engineering, building permit processing, building plan checking, park
dedication, child care, and storm water pollution control.
RReeccrreeaattiioonn RReennttaallss -- Charges for the rental of Town-owned facilities, such as the Town
Meeting Hall, the Village Theatre, park facilities, sports fields and tennis courts. These rates
are set by the Town Council and are reviewed regularly.
RReeccrreeaattiioonn PPrrooggrraamm FFeeeess -- Fees charged to participants of recreation and enrichment
programs to fund the cost of the program. These include fees for youth, cultural, and senior
service programs. These rates are set by the Town Council and are reviewed regularly.
SSoolliidd WWaassttee VVeehhiiccllee IImmppaacctt FFeeeess –– An impact fee levied on the solid waste and recycling
franchisee to partially offset the impacts generated by solid waste, recycling and yard waste
refuse vehicles using Town streets.
PPaarrkkiinngg aanndd TTrraaffffiicc FFiinneess – The Town portion of fines collected for moving and parking
violations under the California Vehicle Code and the Danville Municipal Code.
OOtthheerr FFiinneess - Include DUI, abandoned vehicle and asset seizure fines. Danville uses Contra
Costa County as the collection agent. The County retains an administrative fee and remits the
balance to Danville.
OOtthheerr SSeerrvviiccee CChhaarrggeess - Fees charged for miscellaneous services such as police services and
financial documents. These rates are set by the Town Council and are reviewed regularly.
MISCELLANEOUS REVENUES
GGrraannttss -- Federal or state government funds distributed for specific purposes, most typically
on a reimbursement or competitive basis. Examples include FEMA (disasters), ISTEA (roads),
and Measure J (transportation).
IInntteerreesstt IInnccoommee - Income earned on invested cash. Danville is limited in the types of securities
which it may invest in, regulated primarily by state law and local policy.
RReennttaall IInnccoommee -- Rent on property other than those used for recreational purposes. Examples
include revenue from cellular leases and rental of real property for commercial use.
CCoonnttrriibbuuttiioonnss - Contributions from individuals or businesses, generally for a specific purpose.
www.danville.ca.gov •Town of Danville 178
ASSESSMENT DISTRICTS
LLiigghhttiinngg aanndd LLaannddssccaappiinngg AAsssseessssmmeenntt DDiissttrriicctt - An assessment levied on homeowners to be
used only for operation, maintenance and improvements to the Town’s street lighting and
roadside and park landscaping. The assessment varies, depending upon the benefit received,
and is collected on the property tax roll. Assessment rates are approved by the property
owners through a balloting procedure specified by Proposition 218, and are levied annually
by the Town Council.
SSttoorrmmwwaatteerr PPoolllluuttiioonn CCoonnttrrooll PPrrooggrraamm AAsssseessssmmeenntt - An assessment levied on homeowners to
be used only for operation, maintenance and improvements of the Town’s Stormwater
Pollution Control Program. The assessment is collected on the property tax roll. These rates
are set by the Town Council and are reviewed annually.
Major Revenue Sources
www.danville.ca.gov •Town of Danville 179
AApppprroopprriiaattiioonn -- An authorization by the Town Council to make expenditures and incur
obligations for a specific purpose. An appropriation is usually limited in amount as to the
time it may be expended.
AAsssseesssseedd VVaalluuaattiioonn -- A dollar value placed on real estate or other property by Contra Costa
County as a basis for levying property taxes.
AAsssseessssmmeenntt BBoonnddss -- Debt issued by an Assessment District to finance local infrastructure
improvements. Property owners are assessed for the benefit to their properties and make
periodic installment payments to pay the debt service on these bonds.
AAsssseessssmmeenntt DDiissttrriicctt -- A group of property owners organized to finance the construction of
infrastructure such as water, sewer or street improvements, or maintenance of local
improvements such as landscaping, community facilities and street lighting. Typically,
assessment bonds are sold to finance the capital costs of infrastructure construction projects.
Annual assessments on the property owners are used to pay debt service on assessment
bonds, or maintenance costs for operating expenditures.
AAsssseett -- Resources owned or held by a government, which have monetary value.
AAsssseett RReeppllaacceemmeenntt -- A budget category which budgets all equipment having a unit cost of
more than $5,000 and an estimated useful life of over one year. Capital Outlay is budgeted in
the operating budget.
AAuuddiitt -- A review of the Town’s financial and accounting records and supporting documents by
an independent auditing firm to substantiate revenues, expenditures, year-end funds,
reserves, and cash on hand.
BBeeggiinnnniinngg//EEnnddiinngg FFuunndd BBaallaannccee -- Resources available in a fund from the prior/current year
after payment of the prior/current year’s expenses. This is not necessarily cash on hand.
BBoonndd -- A city may raise capital by issuing a written promise to pay a specific sum of money,
called the face value or principal amount, at a specified date or dates in the future, together
with periodic interest at specified rates.
BBoonndd RReeffiinnaanncciinngg -- The payoff and re-issuance of bonds to obtain better interest rates and/or
bond conditions.
BBuuddggeett -- A financial plan listing an estimate of proposed appropriations or expenses and the
proposed means of financing them for a particular time period. The budget is recommended
until it has been approved by the Town Council.
BBuuddggeett MMeessssaaggee -- A general discussion of the recommended budget as presented in writing
by the Town Manager to the Town Council.
Glossary
• 2025–2026 Operating Budget & Capital Improvement Program 180
CCaappiittaall AAsssseett -- Assets such as buildings, machinery, furniture and other equipment that are of
significant value and that have a useful life of more than one year. Capital assets are also
called fixed assets.
CCaappiittaall IImmpprroovveemmeenntt -- A permanent addition to the City’s assets, including the design,
construction or purchase of land, buildings, facilities or major renovations to these.
CCaappiittaall IImmpprroovveemmeenntt PPrrooggrraamm ((CCIIPP)) -- A multi-year capital improvement plan including project
prioritization, identified funding sources and recommended expenditures. The Town’s CIP
plans for five years and is updated annually.
CCaappiittaall PPrroojjeeccttss –– Physical/infrastructure improvements generally with a cost of $10,000 or
more and a useful life of one year or more. Examples include a new park, building, streets and
roads.
CCoonnssuummeerr PPrriiccee IInnddeexx ((CCPPII)) -- A statistical description of price levels provided by the U.S.
Department of Labor. The index is used as a measure of the increase in the cost of living.
CCoonnttiinnggeennccyy -- A budgetary reserve set aside for emergencies and unforeseen expenditures
not otherwise budgeted.
CCoonnttrraacctteedd SSeerrvviicceess -- Services rendered by private firms, individuals, or other governmental
agencies. Examples include maintenance, plan check, and professional consulting services.
DDeebbtt SSeerrvviiccee -- Payment of the principal and interest on an obligation resulting from the
issuance of bonds or notes.
DDeebbtt SSeerrvviiccee RReeqquuiirreemmeennttss -- The amount of money required to pay interest on outstanding
debt and required contributions to accumulate monies for future retirement of term bonds.
DDeeffiicciitt -- An excess of expenditures or expenses over resources or revenues.
DDeessiiggnnaattiioonn -- A budgetary reserve set aside for a specific project to be undertaken at a future
time.
EEmmppllooyyeeee BBeenneeffiittss -- Contributions made by the Town to meet commitments or obligations for
the Town’s share of costs for the 401(a) Defined Contribution Retirement Plan and medical
insurance while employed.
EEnnccuummbbrraanncceess -- An obligation to pay funds, the expenditure of which has not yet occurred.
They cease to be encumbrances when the obligations are paid or otherwise terminated.
EExxppeennddiittuurree -- The payment of cash on the transfer of property or services for the purpose of
acquiring an asset, service or settling a loss.
FFiissccaall PPoolliiccyy -- A government’s policies with respect to revenues, spending, and debt
management as these relate to government services, programs and capital investment. Fiscal
Glossary
www.danville.ca.gov •Town of Danville 181
policy provides an agreed-upon set of principles for the planning and programming of
government budgets and their funding.
FFiissccaall YYeeaarr ((FFYY)) -- A twelve-month period of time that runs from July 1 through June 30.
FFiixxeedd AAsssseett -- Assets of significant value and having a useful life of more than one year, such
as buildings, machinery, furniture, and other equipment (also called capital assets).
FFuullll--TTiimmee EEqquuiivvaalleenntt PPoossiittiioonn ((FFTTEE)) -- The number of regular full- and part-time positions
employed by the Town, converted to the decimal equivalent of full-time positions based on
1950 hours per year.
FFuunndd -- An independent fiscal and accounting entity used to record all financial transactions
related to the specific purpose for which the fund was created.
FFuunndd BBaallaannccee -- As used in the budget, the amount of financial resources available for use.
Generally, this represents the cumulative balance of all the annual operating surpluses and
deficits since the fund’s inception.
GGAASSBB -- Governmental Accounting Standards Board. A private, non-governmental organization
that is the source of generally accepted accounting principles used by State and Local
governments.
GGeenneerraall FFuunndd -- The general operating fund of the Town, used to account for all financial
resources except those required to be accounted for in another fund. The major revenue
sources for this Fund are property taxes, sales taxes, franchise fees, unrestricted revenues
from the State, fines and forfeitures and interest income.
GGooaallss -- The expected result or achievements of a budget program. GGrraanntt -- Contribution or gifts of cash or other assets from another governmental entity to be
used or expended for a specific purpose, activity or facility.
IInntteerrffuunndd TTrraannssffeerrss -- Monies appropriated from one fund to another to finance the operations
of another fund or to reimburse the fund for expenses and overhead.
MMuunniicciippaall CCooddee -- A code containing all Town Council-approved ordinances currently in effect;
and defining Town standards for areas such as planning, zoning, building, etc.
OOppeerraattiinngg BBuuddggeett -- Annual appropriation of funds for on-going service delivery costs,
including salaries and benefits, services and supplies, debt service, and capital outlay.
OOppeerraattiinngg EExxppeennsseess -- Expenditures for materials, supplies and services which are ordinarily
consumed within a fiscal year and which are not included in program inventories.
OOppeerraattiinngg RReesseerrvvee -- A reserve against the General Fund balance which could be used in the
case of a financial emergency. The Town’s policy is to reserve 20% of the fiscal year’s
General Fund operating expenses.
www.danville.ca.gov •Town of Danville 182
OOppeerraattiinngg RReevveennuueess -- Funds received as income to pay for ongoing operations, including
sources such as taxes, assessments, fees for services, interest income, and operating grant
revenues.
OOrrddiinnaannccee -- A formal legislative enactment by the Town Council, and included in the
Municipal Code. It is the full force and effect of law within Town boundaries unless pre-
empted by a higher form of law. An ordinance has a higher legal standing than a resolution.
OOvveerrhheeaadd AAllllooccaattiioonnss -- A cost necessary for the functioning of the organization as a whole,
but which cannot be directly assigned to one program. Examples include the allocation of
legal, financial and personnel services.
PPaavveemmeenntt MMaannaaggeemmeenntt PPrrooggrraamm -- An ongoing program to repair and resurface Town-
maintained public streets.
PPeerrssoonnnneell -- Full-time, part-time and temporary employees of the Town, including overtime,
and all employee benefits such as health insurance and retirement.
PPrrooggrraamm -- A group of related activities performed by one or more organizational units for the
purpose of accomplishing a function for which the Town is responsible.
RReeddeevveellooppmmeenntt PPrrooppeerrttyy TTaaxx TTrruusstt FFuunndd ((RRPPTTTTFF)) -- With the passage of ABx1 26 in FY 2011-12,
property tax increment was eliminated and replaced with Redevelopment Property Tax Trust
Fund revenues, which are received by the Successor Agency in amounts that meet approved
annual debt obligations.
PPrrooppoossiittiioonnss 44 aanndd 111111 –– Laws that create a restriction on the amount of revenue which can
be appropriated in any fiscal year. The limit is based on actual appropriations during the
1978-79 fiscal years and is increased each year using the growth of population and inflation.
Not all revenues are restricted by the limit, only those which are referred to as “proceeds of
taxes”.
RReeiimmbbuurrsseemmeenntt -- Payment of remittance on behalf of another party, department or fund.
RReesseerrvvee -- An account used to legally segregate a portion of the fund balance for a specific
use.
RReessoolluuttiioonn -- A special order of the Town Council which has a lower legal standing than an
ordinance.
RReevveennuueess -- Amounts received for taxes, assessments, fees, permits, licenses, interest,
intergovernmental and other sources during the fiscal year.
SSeerrvviiccee LLeevveell IInnddiiccaattoorrss -- Services or products which comprise actual or expected output of a
given program. Focus is on results, not measures of workload.
SSttuuddyy SSeessssiioonn -- A meeting of the Town Council to review the draft Operating Budget and
Capital Improvement Program in detail, prior to the budget hearing and final adoption.
Glossary
www.danville.ca.gov •Town of Danville 183
Acknowledgements
PHOTOGRAPHY CREDITS
Jenn Starnes
ACKNOWLEDGEMENTS
Administrative Services: Maggie Chow
Alexyz Lemus
General Government: Jon Corry
Marie Sunseri
Development Services: Fred Korbmacher
Maintenance Services: Dave Casteel
www.danville.ca.gov •Town of Danville 184
www.danville.ca.gov •Town of Danville 141
Ten-Year Forecast
www.danville.ca.gov •Town of Danville 142
www.danville.ca.gov •Town of Danville 143
www.danville.ca.gov •Town of Danville 144
www.danville.ca.gov •Town of Danville 145
• 2025–2026 Operating Budget & Capital Improvement Program 146
Fund Activity
www.danville.ca.gov •Town of Danville 147
• 2025–2026 Operating Budget & Capital Improvement Program 148
Fund Activity
www.danville.ca.gov •Town of Danville 149
• 2025–2026 Operating Budget & Capital Improvement Program 150
Fund Activity
www.danville.ca.gov •Town of Danville 151
• 2025–2026 Operating Budget & Capital Improvement Program 152
Fund Activity
www.danville.ca.gov •Town of Danville 153
• 2025–2026 Operating Budget & Capital Improvement Program 154
Fund Activity
www.danville.ca.gov •Town of Danville 155
• 2025–2026 Operating Budget & Capital Improvement Program 156
Revenue
www.danville.ca.gov •Town of Danville 157
• 2025–2026 Operating Budget & Capital Improvement Program 158
Revenue
www.danville.ca.gov •Town of Danville 159
• 2025–2026 Operating Budget & Capital Improvement Program 160
Revenue
www.danville.ca.gov •Town of Danville 161
• 2025–2026 Operating Budget & Capital Improvement Program 162
Revenue
www.danville.ca.gov •Town of Danville 163
• 2025–2026 Operating Budget & Capital Improvement Program 164
Expenditure
www.danville.ca.gov •Town of Danville 165
• 2025–2026 Operating Budget & Capital Improvement Program 166
Expenditure
www.danville.ca.gov •Town of Danville 167
• 2025–2026 Operating Budget & Capital Improvement Program 168
Expenditure
www.danville.ca.gov •Town of Danville 169
www.danville.ca.gov •Town of Danville 170
Town of Danville
Master Fee Schedule
For User and Cost Recovery Fees Fiscal Year 2025/26
DRAFT
Adopted by the Danville Town Council
Effective XXXX
Development Services and Community Development Fees
Effective XXXX
Master Fee Schedule 2024/25
MISCELLANEOUS Fee For Service
Photo Copies $0.20 per sheet
Records Search $50 per hour
Plan Size Copies $2 per sheet
Off-Site Document Retrieval Fee $90 per document
Administrative Citation Late Fee $25
Hartz Avenue Banner Permit $260
Street Light Pole Banner Permit $120
CITY CLERKCity Clerk Certification $15/document
Certified Copy $5 first page, $3 each additional page
Records on Flash Drive $1
Agenda Subscription - Mail $30
Recording Fee - Rescind of Notice of Non-Compliance $48
Civil Marriage Ceremony Fee $200
FINANCE
Town Financial Plan1 $25
Town Comprehensive Annual Financial Report1 $25
Business License Name Listing $25
Business License Verification Letter $25
Returned Payment Item $25
Returned Payment Item (second time)$35
Other Business License Fees Per Ordinance 93-3
Credit Card Processing Fee 2.99%, $2.00 Minimum
1The Town Financial Plan, the Town Comprehensive Annual Financial Report and the Town's
Municipal Code are available on the Town’s web site at www.danville.ca.gov
Page 1
Master Fee Schedule 2024/25
POLICE Fee For Service
Accident Reports $5 each
Alarm Response Fee No Fee – first offense
$50 – second offense
$150 – third offense
$300 – thereafter
A.B.C. Letter for One Day Sale Permit $35
Booking Fee Reimbursement County Charge
Disturbance Call-back $60 per hour/officer for second or more calls
Failure to Obey Sign/Marking $45
Fingerprinting (Livescan)$30 plus agency fee as required
Fingerprinting (ink and card)$10 per card
Oversized Vehicle $125
Restricted Parking $45
Towed Vehicle Release $140
Trespass on Public Grounds $25
Fix-It Ticket Non-Resident Fee $10
Zone 1 $25/year
Zone 2 & 3 $50/year
DUI Emergency Response Reimbursement Personnel Cost
Officer: $157.61/hr.; $109.75 Overtime
Sergeant: $179.01/hr.; $109.75 Overtime
Fees Assessed by Outside Agencies Actual cost to include but not limited to the following:
Lab Costs to include:
Urine Test
Breath Test
Blood Test
Blood Withdrawal Services
Toxicology Analysis to include:
Acid/Neutral Drug Screen
Basic Drug Screen
Comprehensive Drug Screen
Specialty Drug Screens
Rush Analysis
Note: Any fees paid by credit card subject to processing fee of 2.99%, $2.00 minimum
Downtown Employee Parking Permits
Page 2
Master Fee Schedule 2024/25
ALL FEES ARE HOURLY RATE
INCLUDES SETUP & CLEANUP Group III Group IV Group V Group VI
Community Facilities (Resident)Nonprofit Private Commercial Government*
Danville Community Center
Valley Oak & Las Trampas w/Kitchen $199 $269 $376 $154
Valley Oak w/Kitchen $180 $244 $339 $139
Las Trampas Room $45 $60 $84 $34
Arts & Crafts Room $27 $36 $51 $21
Lounge $27 $36 $51 $21
Town Green Hourly w/Bandstand $84 $113 $158 $64
Library
Mt. Diablo Room $49 $65 $92 $38
Town Meeting Hall
Auditorium $65 $89 $124 $51
Village Theatre
Art Gallery $47 $63 $88 $36
Hourly Rate/2 hour min.$73 $100 $139 $56
Pre-Production/Load-in Rate $54 $73 $103 $43
Ticket Surcharge Actual Actual Actual Actual
Veterans Memorial Building
Community Hall ABC w/Kitchen $180 $244 $339 $139
Community Hall AB w/ Kitchen $125 $169 $237 $97
Community Hall BC $102 $138 $193 $78
Community Hall A w/Kitchen $78 $106 $148 $60
Community Hall B or C $63 $86 $119 $49
Meeting Room - Senior Wing $66 $90 $126 $51
Arts & Crafts - Senior Wing $27 $36 $51 $21
Conference Room $22 $29 $40 $17
Oak Hill Park Community
Banquet Room w/Kitchen $180 $244 $339 $139
Meeting Room ABC $65 $89 $124 $51
Meeting Rooms AB or BC $46 $61 $86 $35
Meeting Rooms A, B or C $27 $36 $51 $21
Large Grass Area $61 $83 $115 $47
Hap Magee Ranch Park
Swain House $80 $107 $149 $60
Cottage $80 $107 $149 $60
Magee House $101 $136 $191 $77
Meadow w/Gazebo $84 $113 $158 $64
Prospect Park Plaza2 hour Max N/A $20 N/A N/A
Note: Any fees paid by credit card subject to processing fee of 2.99%, $2.00 minimum
*Applicable to government agencies.
Resident Fee for Service
RECREATION, ARTS AND COMMUNITY SERVICES
Page 3
Master Fee Schedule 2024/25
ALL FEES ARE HOURLY RATE
INCLUDES SETUP & CLEANUP Group III Group IV Group V Group VI
Community Facilities
(Non-Resident)Nonprofit Private Commercial Government*
Danville Community Center
Valley Oak & Las Trampas w/Kitchen $239 $322 $452 $154
Valley Oak w/Kitchen $216 $292 $409 $139
Las Trampas Room $53 $72 $101 $34
Arts & Crafts Room $32 $44 $60 $21
Lounge $32 $44 $60 $21
Town Green w/Bandstand $101 $136 $190 $64
Library
Mt. Diablo Room $58 $80 $111 $38
Town Meeting Hall
Auditorium $78 $106 $149 $51
Village Theatre
Art Gallery $56 $75 $106 $36
Hourly Rate/2 hour min.$88 $118 $166 $56
Pre-Production/Load-in Rate $65 $88 $124 $43
Ticket Surcharge Actual Actual Actual Actual*BLOCK PRICING
Veterans Memorial Building
Community Hall ABC w/Kitchen $216 $292 $409 $139
Community Hall AB w/Kitchen $151 $203 $283 $97
Community Hall BC $121 $165 $230 $78
Community Hall A w/Kitchen $94 $127 $177 $60
Community Hall B or C $76 $103 $144 $49
Meeting Room - Senior Wing $81 $108 $152 $51
Arts & Crafts - Senior Wing $32 $44 $60 $21
Conference Room $26 $34 $48 $17
Oak Hill Park Community
Banquet Room w/Kitchen $216 $292 $409 $139
Meeting Room ABC $78 $106 $149 $51
Meeting Rooms AB or BC $55 $74 $104 $35
Meeting Rooms A, B or C $32 $44 $60 $21
Large Grass Area $73 $100 $139 $47
Hap Magee Ranch Park
Swain House $94 $128 $179 $60
Cottage $94 $128 $179 $60
Magee House $120 $163 $227 $77
Meadow w/ Gazebo $101 $136 $190 $64
Prospect Park Plaza2 hour Max N/A $24 N/A N/A
*Applicable to government agencies.
Note: Any fees paid by credit card subject to processing fee of 2.99%, $2.00 minimum
Non-Resident Fee for Service
RECREATION, ARTS AND COMMUNITY SERVICES
Page 4
Master Fee Schedule 2024/25
ALL FEES ARE HOURLY RATE
INCLUDES SETUP & CLEANUP Group III Group IV Group V Group VI
Community Facilities (Resident)Nonprofit Private Commercial Government*
Town-Managed SRVUSD Facilities
Baldwin Elementary School
Multi-Use Room SRVUSD SRVUSD†NA SRVUSD†
Diablo Vista Middle School
Community Gym SRVUSD SRVUSD†NA SRVUSD†
Los Cerros Middle School
Community Gym SRVUSD SRVUSD†NA SRVUSD†
Monte Vista High School
Community Pool SRVUSD SRVUSD†NA SRVUSD†
Lifeguard $23/hour $23/hour $23/hour $23/hour
Tennis Courts A, B, C & D $7/hour $10/hour $13/hour $6/hour
Tennis Courts E, F, G & H SRVUSD SRVUSD†NA SRVUSD†
San Ramon Valley High School
Tennis Courts SRVUSD SRVUSD†SRVUSD†SRVUSD†
†Rate based on the San Ramon Valley Unified School District Fee
Park Facilities
Group Picnics
Diablo Vista, Hap Magee Ranch, Oak Hill, Osage Station & Sycamore Valley
Half Day per Table $12 $17 $23 $10
Sports Fields/Courts (hourly)
Tennis Courts $10 $13 $19 $8
Bocce Ball Courts $17 $22 $30 $12
Sand Volleyball/Outdoor Basketball Courts $17 $22 $30 $12
Baseball/Softball/Soccer Fields- Natural Tu $17 $22 $30 $12
Baseball/Softball/Soccer Fields - Atificial T $23 $30 $43 $18
Other (hourly)
Lighting $28 $37 $52 $21
Litter and Special Maintenance $51 $51 $51 $51
*Applicable to government agencies.Note: Any fees paid by credit card subject to processing fee of 2.99%, $2.00 minimum
Resident Fee for Service
RECREATION, ARTS AND COMMUNITY FACILITIES
Page 5
Master Fee Schedule 2024/25
ALL FEES ARE HOURLY RATE
INCLUDES SETUP & CLEANUP Group III Group IV Group V Group VI
Community Facilities (Non-Resident)Nonprofit Private Commercial Government*
Town-Managed SRVUSD Facilities
Baldwin Elementary School
Multi-Use Room SRVUSD SRVUSD†NA SRVUSD†
Diablo Vista Middle School
Community Gym SRVUSD SRVUSD†NA SRVUSD†
Los Cerros Middle School
Community Gym SRVUSD SRVUSD†NA SRVUSD†
Monte Vista High School
Community Pool SRVUSD SRVUSD†NA SRVUSD†
Lifeguard $23/hour $23/hour $23/hour $23/hour
Tennis Courts A, B, C & D $9/hour $11/hour $16/hour $6/hour
Tennis Courts E, F, G & H SRVUSD SRVUSD†SRVUSD†SRVUSD†
San Ramon Valley High School
Tennis Courts NA SRVUSD†SRVUSD†SRVUSD†
†Rate based on the San Ramon Valley Unified School District Fee
Park Facilities
Group Picnics
Diablo Vista, Hap Magee Ranch, Oak Hill, Osage Station & Sycamore Valley
Half Day per Table $15 $20 $27 $10
Sports Fields/Courts (hourly)
Tennis Courts $12 $17 $23 $8
Bocce Ball Courts $19 $26 $35 $12
Sand Volleyball/Outdoor Basketball Courts $19 $26 $35 $12
Baseball/Softball/Soccer Fields - Natural T $19 $26 $35 $12
Baseball/Softball/Soccer Fields - Artificial $27 $36 $51 $18
Other (hourly)
Lighting $33 $45 $62 $21
Litter and Special Maintenance $51 $51 $51 $51
*Applicable to government agencies.
Note: Any fees paid by credit card subject to processing fee of 2.99%, $2.00 minimum
Non-Resident Fee for Service
RECREATION, ARTS AND COMMUNITY FACILITIES
Page 6
Master Fee Schedule 2024/25
Miscellaneous Fees All Uses/Groups
Security/Cleaning/Damage Deposit (refundable)
Community Facilites (including meadow and grass area)Varies per facilityGroup Picnics of 100 or more $104/ea.
Facility Attendants
Attendant Overtime $52/hour
Box Office Attendant $26/hour
Theatre Technician/House Staff $26/hour
Theatre Technician Overtime $52/hour
Equipment
Portable Projector & Screen $136/useCocktail Tables $11/use
White Ceremony Chairs $3/each
Podium $35/use
Theatre Equipment
Box Office Set up Fee $104/show
Ticket Sales Maintenance Fee**$2/ticket
Marketing/Marquee Billing $104/showFollow Spot (including operator)$52
Upright Piano (tuning, moving, cleaing)$300
Theatre/Art Gallery Block Schedule Pricing
Group III Group IV Group V Group VI
Resident Fee for Service Nonprofit Private Commercial Government4 - Hour Block $440 $598 $837 $351
6 - Hour Block $745 $974 $1,322 $604
8 - Hour Block $999 $1,297 $1,756 $814
Additional Hourly Rate $173 $236 $330 $135
Non-Resident Fee for Service
4 - Hour Block $528 $718 $1,004 $351
6 - Hour Block $894 $1,169 $1,586 $604
8 - Hour Block $1,199 $1,556 $2,107 $814 Additional Hourly Rate $207 $283 $396 $135
Facility Reservations/PermitsPhotography/Filming Permit
Change Request
Unscheduled Rental Use
Cancellation Charge91 days or more
61-90 days
31-60 days
30 days or less
Sports AllianceLighting
Diablo Vista Park - 60 foot lighting
Soccer/Lacrosse/Rugby Fields
Baseball/Softball FieldsEquipment Removal
* Rates will be adjusted to match SRVUSD rates upon approval.
** Ticket fee charged for tickets $5 and up and only sold through our box office or online ticketing site.
All fees subject to an annual increase based on the CPI (SF-Oakland)
Note: Any fees paid by credit card subject to processing fee of 2.99%, $2.00 minimum
Block Scheduling includes the use of the Theatre, standard equipment, queueing software for lighting,
sound, projections, the dressing room, the Art Gallery / Lobby, and the concessions area. 1 Staff I
included for rentals 4 to 5 hours in length and 2 staff included for rentals 6 hours or more in length.
$407
$19/each
RECREATION, ARTS AND COMMUNITY FACILITIES
$78
Forfeit Deposit
Forfeit Deposit + 50% of rental fees
Deposit + 100% of rental fees
Two times hourly rate
$27.62/hour*
$18.41/hour*
$7.15/hour*
$4.40/hour*$151.92/hour*
Page 7
Master Fee Schedule 2024/25
Environmental Assessment Fee Additional Fees
Initial Study leading to standard Declaration of
Environmental Significance (ND)$1,557
Environmental Impact Report (EIR)Consultant fee to prepare EIR
plus 33%
Initial Study leading to Mitigated Negative Declaration
of Environmental Significance (MND)$2,294 $135 hourly after 17 hours of
staff work
Consultant prepared Mitigated Negative Declaration of
Environmental Significance
Consultant fee to prepare MND
plus 33%
Notice of Exemption Projects $50 $50 to County Clerk with Notice
of Determination
Notice of DeterminationDepartment of Fish & Wildlife Notice of
Determination Fee for ND or MND $2,916.75
Department of Fish & Wildlife Notice of
Determination Fee for EIR $4,051.25
Notice of Determination for County Clerk and
remainder to F&W $50
Development Plan
Conceptual or Pre-submittal $311-$623-
$934
$135/hr after 7 hours of staff
work
Preliminary Residential Development Application $3,239
Administrative - to include minor Scenic Hillside $623-$1,246
Administrative – Single Family $2,491 $135/hr after 23 hours of staff
work
Public Hearing
Residential – Minor Projects $5,294 $135/hr after 40 hours of staff
work
Residential – Larger or More Complex Projects $7,941 $135/hr after 60 hours of staff
work
Non-residential Minor Projects $5,294 $135/hr after 60 hours of staff
work
Non-residential –Larger and/or More Complex
Projects
$7,941 $135/hr after 60 hours of staff
work
Scenic Hillside or Major Ridgeline – Minor Projects $5,294 $135/hr after 60 hours of staff
work
Scenic Hillside or Major Ridgeline – Larger and/or
More Complex Projects
$7,941 $135/hr after 60 hours of staff
work
Final Development Plan Processed with PUD
Application
$1,401 $135/hr after 60 hours of staff
work
Final Development Plan Processed with PUD
Application or as an amendment
$5,294 $135/hr after 40 hours of staff
work
Traffic Study Review $701 Per Review
Note: Any fees paid by credit card subject to processing fee of 2.99%, $2.00 minimum
DEVELOPMENT SERVICES - Planning
Fee is subject to change every
calendar year. Please check
their web site at
www.wildlife.ca.gov
Page 8
Master Fee Schedule 2024/25
Land Use Permit Fee Additional Fees
Temporary/Seasonal Use – Recurring Request/Event $156-$467
Large Family Child Care Facility (8-14 children)$1,868
Temporary Mobile Home $1,246
Minor Project without Public Hearing $270-$934
Minor Item with Public Hearing $2,336 $135/hr after 17 hours of staff
work
Child Care Facility (>14 children)$5,294 $135/hr after 40 hours of staff
work
Congregate Care Facility $5,294 $135/hr after 40 hours of staff
work
Major Item with Public Hearing $10,276 $135/hr after 76 hours of staff
work
Telecommunication Permit requiring No Public Hearing $3,425 $135/hr after 25 hours of staff
work
Telecommunication Permit requiring Public Hearing $5,291 $135/hr after 25 hours of staff
work
Telecommunication – Permit Extension $934
Traffic Study Review Included
$363 per review after 2nd review
LUP combination with other permit $623
Old Town Parking in Lieu Fee Per Resolution No. 24-2017
Per Space for Retail*$4,139
Per Space for other uses*$18,033
* Subject to Annual CPI Adjustments
Note: Any fees paid by credit card subject to processing fee of 2.99%, $2.00 minimum
DEVELOPMENT SERVICES - Planning
Page 9
Master Fee Schedule 2024/25
Subdivision Fee Additional Fees
Major Subdivision – Five lots or more $7,941 $135/hr after 60 hours of staff
work
Traffic Study Review $1,038 Per Review
Minor Subdivision – Four lots or less $5,294 $135/hr after 40 hours of staff
work
Time Extension for Major or Minor Subdivision $778
Rezoning
PUD – Rezoning – for Smaller and/or Less Complex
Projects
$6,851 $135/hr after 51 hours of staff
work
PUD – Rezoning – for Larger and/or More Complex Projects $10,276 $135/hr after 76 hours of staff
work
Traffic Study Review $1,012 Per Review
Rezoning - Commercial, Residential, Office & Industrial $10,276 $135/hr after 76 hours of staff
work
Commercial Zoning Designation – More Complex Project $10,276 $135/hr after 76 hours of staff
work
Variance
Commercial or submitted in conjunction with other
application
$467-
$934
Single Family Residence Processed as Administrative
Permit - Complex - Moderate - Simple
$1557 -
$1194 -
$830
Public Hearing $2,336
Reasonable Accommodation $100
Note: Any fees paid by credit card subject to processing fee of 2.99%, $2.00 minimum
DEVELOPMENT SERVICES - Planning
For projects appealed to/or
referred to Planning Commission
for action - $135/hr after 11 hours
of staff work
Page 10
Master Fee Schedule 2024/25
Sign Fee Additional Fees
Freestanding sign without Design Review Board
Freestanding sign with Design Review Board
Wall sign or freestanding sign copy change without
Design Review Board
Sign Requiring Design Review Board Review
Master Sign Program less than five tenant spaces
Master Sign Program five tenant spaces or more
Temporary Promotional Sign Permit
General Plan Amendment
GPAs – Land Use Designation Change Submitted with
PUD Rezoning $7,941 $135/hr after 60 hours of staff work
GPAs – Land Use Designation Change Submitted as Stand-
alone Application $12,456 $135/hr after 92 hours of staff work
Traffic Study Review $1,012 Per Review
GPAs – Text Amendment $5,294
$135/hr after 40 hours of staff work
Design Review Board
Conceptual or Pre-submittal
Administrative - Residential
Administrative - Commercial
New SFR Hillside (Scenic Hillside or Major Ridgeline)$3,114
$135/hr after 23 hours of staff work
New MFR < 5 units $2,803
$135/hr after 21 hours of staff work
New MFR > 5 units $3,737
$135/hr after 28 hours of staff work
Office, Commercial or Industrial $3,425
$135/hr after 25 hours of staff work
Special Planning Studies
Storm Water Control Plan Review
Property Recordings
Parcel Merger
Lot Line Adjustment
Note: Any fees paid by credit card subject to processing fee of 2.99%, $2.00 minimum
$619/lot
$619/lot
DEVELOPMENT SERVICES - Planning
Consultant fee plus 33% administrative fee
Consultant fee plus 33% administrative fee
$260-$519-$779
$415-$830-$1,246
$415-$830-$1,246
$337
$540
$104
$467-$986
$1,246
$1,557
No charge
Page 11
Master Fee Schedule 2024/25
Miscellaneous Fee Additional Fees
Time Extension – Administrative Action - no site check
required $467
Time Extension – Non-Administrative Action $1,246
Appeals $311
Requests for Reconsideration $1,246
Archaeological Review (Sonoma State Clearinghouse)$59 Pass-through fee to Sonoma State
Zoning Certificate Letter
Residential $779
Commercial $1,246
Zoning Review of Building Permit
File Research
LaserFiche Files
Newspaper Advertising
Public Notice by Staff
Tree Removal Permit
Residential $234
Commercial $623
Documents
Capital Improvement Program Document $23Town of Danville Landscape and Irrigation Project
Procedures and Standards $23
Town-wide Trails Master Plan $54
General Plan $31
General Plan Map, Beautification Guidelines, Base Map,
Specific Plan $7
Parks, Recreation and Arts Strategic Plan $47
Zoning Map, Downtown Master Plan, Standard Plan $16
Traffic and Engineering Survey $5
Aerial Photo
Hard copy, up to 42-in x 60-in $16
Computer file on CD or E-mail $3
Note: Any fees paid by credit card subject to processing fee of 2.99%, $2.00 minimum
$0.86 per-piece plus $135 per mail-out
$132.00
DEVELOPMENT SERVICES - Planning
$137/hr after 2.5 hours of staff work
$137/hr after 2.5 hours of staff work
No charge
Page 12
Master Fee Schedule 2024/25
Service Fee
Map Check 2-10 lots - $2,697 + $255/1ot
>10 lots - $5,037 + $37/1ot
Improvement Plan
<=$50,000 = 3.5% of project cost
>$50,000 & <$100,000 = 3.25% of project cost
>$100,000 = 3.0% of project cost
Engineering
<=$50,000 = 5.5% of project cost
>$50,000 & <$100,000 = 5.25% of project cost
>$100,000 = 5.0% of project cost
One year operational cost + 10%
Encroachment Permit
$131 per hour, 2 hour minimum
$214 per hour, 1 hour minimum
$214
$32
$214 for projects <=$2,000;
5.5% of construction cost for projects >$2,000
Grading Plan Check Less than 50 cy:$221
Greater than 50 cy:$221 + % of Construction Cost1 + Volume Fee2
Construction Cost1:Less than $10,000 use 0.5%
$10,000 to $100,000 use 1.0%
More than $100,000 use 1.5%
Volume Fee2: 50 cy to 1,000 cy use $1.10 per 100 cy
1,001 cy to 10,000 cy $0.23 per 100 cy + $209.00*
10,001 cy or more use $0.73 per 100 cy + $1,206.00*
* For Soils Report Review
Grading Permit Under 50 cy:$43
50 cy to 100 cy:$67
101 cy to 1,000 cy:$67 for first 100 cy + $33 for each additional 100 cy
1,001 cy to 10,000 cy:$355 for first 1000 cy + $27 for each additional 1000 cy
10,001 cy to 100,000 cy:$594 for first 10,000 cy + $120 for each additional 10,000 cy
100,001 cy or greater:$1,681 for first 100 cy + $67 for each additional 10,000 cy
Note: Any fees paid by credit card subject to processing fee of 2.99%, $2.00 minimum
Operation of public street lighting system
DEVELOPMENT SERVICES - Engineering
Review of improvement plans - street,
drainage and landscaping work
Inspection of installation of street, drainage
and landscaping improvements
Street Lighting
Projects >$2000
For Public Utility Companies
All Others
Valet Permit
Oversize/Wide Load Permit
Drainage Permit
Projects <= $2000
Page 13
Master Fee Schedule 2024/25
SERVICE Fee
Grading Inspection Less than 50 cy:$221
Greater than 50 cy:$221 + % of Construction Cost1 + Volume Fee2
Construction Cost1:Less than $10,000 use 2.0%
$10,000 to $100,000 use 1.5%
More than $100,000 use 1.0%
Volume Fee2: 50 cy to 1,000 cy use $9 per 100 cy
1,001 cy to 10,000 cy $110 + $4 per add'l 100 cy
10,001 cy or more use $568 + $2 per add'l 100 cy
$93
$230
$378
Residential $56
Multi-residential $228
Commercial $464
Consultant Fee plus 33%
Actual Cost (California Government Code 4216.5)
$106 for each new or revised lot or parcel
$398
$228 per document
$2,496
$2,496
Note: Any fees paid by credit card subject to processing fee of 2.99%, $2.00 minimum
Photography/Filming Permit
DEVELOPMENT SERVICES - Engineering
Finish Grading Inspection
Single family residential lot
Commercial Project, per building
Debris/Clean-up Deposit
A deposit shall be paid at permit issuance to assure the clean-up of the site and/or public right-of-
way. This deposit shall be returned to the applicant if it can be determined at certification of
occupancy that the site and surrounding areas have been restored.
NPDES (National Pollutant Discharge Elimination System) Prevention of Drainage Runoff
Storm Water Control Plan Review
Underground Service Alert Location Fee
Base Map Revision for Town Computerized
Base Map
Certificate of Correction or Amended Map
Revise a recorded document
Easements
Vacation of Right-of-Way
Abandon a Public Right-of-Way
Page 14
Master Fee Schedule 2024/25
Building Permits Fee
Building Permit Fee (includes Inspection )As permitted by the California Building Code - shown in
table below
Electrical Sub-Permit 20% of building permit fee
Plumbing Sub-Permit 17% of building permit fee
Mechanical Sub-Permit 18% of building permit fee
Swimming Pool, Spa or Hot Tub Permits Equivalent to building permit plus any required electrical or
plumbing permits
Plan Review
Structural and Architectural Plan Review*65% of building fee
Plumbing Plan Review*20% of structural and architectural plan review
Electrical Plan Review*17% of structural and architectural plan review
Mechanical Plan Review*18% of structural and architectural plan review
Master Plan Verification Review
(subdivisions)
75% of structural/architectural plan review2
Planning Division – Plan Check $75 - $150. Over $100,000 valuation, $300
Planning Division - Wireless Cell Site 750/per site
Engineering Division – Plan Check $50 - $100. Over $300,000 valuation, $300
MWELO – Plan Check $900 Performance MWELO Plan Check
(Model Water Efficiency Landscape Ordinance)$450 Prescriptive MWELO Plan Check
Investigations
As determined by Chief Building Official Not to exceed $1,000, Minimum $229
Fees Assessed by other Agencies Actual Cost
Building Permit Fee Table
Total Valuation Fee
$1.00 to $500 $23.50
$501 to $2,000 $23.50 for the first $500 plus $3.05 for each additional $100,
or fraction thereof, to and including $2,000
$2001 to $25,000 $69.25 for the first $2,000 plus $14.00 for each additional
$1,000, or fraction thereof, to and including $25,000
$25,001 to $50,000 $391.25 for the first $25,000 plus $10.10 for each additional
$1,000, or fraction thereof, to and including $50,000
$50,001 to $100,000 $643.75 for the first $50,000 plus $7.00 for each additional
$1,000, or fraction thereof, to and including $100,000
$100,001 to $500,000 $993.75 for the first $100,000 plus $5.60 for each additional
$1,000, or fraction thereof, to and including $500,000
$500,001 to $1,000,000 $3,233.75 for the first $500,000 plus $4.75 for each
additional $1,000, or fraction thereof, to and including
$1,000,000
$1,000,001 and up $5,608.75 for the first $1,000,000 plus $3.15 for each
additional $1,000 or fraction thereof.
Note: Any fees paid by credit card subject to processing fee of 2.99%, $2.00 minimum
DEVELOPMENT SERVICES - Building
* The plan review fees calculated shall be associated with one round of plan review (first round comments plus a back check)
Additional rounds of plan review shall be assessed additional plan review fees based upon an hourly rate of $148 per hour.Page 15
Master Fee Schedule 2024/25
DEVELOPMENT SERVICES - Building
Established Fees Fee
Minimum Building Permit (inspection) fee for any permit $115
Kitchen Remodel/Alteration - Non Structural $747
Bathroom Remodel/Alteration - Non Structural $547
Powder Room Remodel/Alteration $347
Residential Window Replacement Permit $115 each (1-2 windows) $237 (3-13 windows)
$342 (14 – 26 windows) $452 (27 or more)
Residential Patio Door Replacement Permit $115 each (1 or 2 doors) $189 (3 or more)
Residential Home Demolition Permit $505
Pool and/or Spa Remodel $547
Pool Demolition Permit $310
Detached Storage Shed - with no trades $289 (not to exceed 250 square feet)
Standard Residential Re-roof Permit $310
Furnace and A/C Replacement Permit $196
Water Heater, Furnace, A/C Replacement $115/ea.
Photovoltaic (Residential and Non-Residential)Fee = A+Bv
Where:A = fixed fee component = $188.83
B = variable fee component based upon kWp rating of
system = 6.625 $/kWp
v = rating of photovoltaic system in kWp
Strong Motion Instrumentation Program
Residential 0.013% of valuation (minimum $0.50)
Commercial 0.028% of valuation (minimum $0.50)
California Building Standards Fee $1 per $25,000 of total valuation
Comprehensive Planning Fee 0.1% of valuation (maximum $2,000)
Documentation Fee $10 plus $1 per page
Additional Fees That May Apply
Inspections outside of normal business hours $155 per hour1 (4 hour minimum)
Reinspection/Administration Fee $115 minimum1
Inspections for which no fee is specifically indicated
(including but not limited to MWELO)$115 minimum1
Additional plan review required by changes, additions or
revisions to plans $148 per hour1
Permit Reactivation $115 (minimum fee)2
Request for Duplicate Plans $42 plus cost of copies
Temporary Certificate of Occupancy $263 (commercial/industrial only)
Investigation fee for work without requisite permit or
unauthorized occupancy
Determined by Chief Building Official not to exceed
$1,000, Minimum $229
Fine for not complying with Construction and Debris
Ordinance 1% of valuation not to exceed $1,000
Note: Any fees paid by credit card subject to processing fee of 2.99%, $2.00 minimum
1 Or the total hourly cost to the jurisdiction, whichever is greatest. This cost
shall include supervision, overhead, equipment, hourly wages and fringe
benefits of the employees involved.
2 Only applies to eligible permits as determined by the Chief Building
Official.
Administrative Fees That Apply to All Permits
Page 16
Master Fee Schedule 2024/25
Occupancy & Type New Remodel New Remodel New Remodel
APARTMENT HOUSES:CONV. HOSPITALS HOTELS/MOTELS:
Type 1 or II F.R 1 $197.11 $96.47 Type 1 or II F.R.1 $309.36 $150.54 Type I or II F R 1 $224.46 $106.52
(Good)$242.68 $112.10 Type II: 1-Hour $214.68 $108.37 Type III: 1-Hour $194.46 $98.82
Type V – Masonry Type III: 1-Hour $220.03 $107.76 Type III-N $185.34 $84.37
(or Type III) $160.89 $85.13 Type V: 1-Hour $207.37 $99.94 Type V: 1-Hour $169.34 $95.11
(Good)$197.11 $94.77 Type V: N $166.01 $79.06
Type V DWELLINGS:
Wood Frame $141.79 $84.96 Type V – Masonry $168.22 $100.51 INDUSTRIAL PLANTS
(Good)$182.23 $90.88 (Good)$215.34 $99.23 Type 1 or II F.R.1 $126.45 $72.43
Type I Basmt/Garage $83.11 $43.05 Type V–Wood Frame $149.56 $90.08 Type II: 1-Hour $88.03 $66.80
(Good) $205.34 $96.55 Type II: N $80.88 $64.60
AUDITORIUMS: (Major Remodel)$132.56 Type III: 1-Hour $96.92 $66.91
Type 1 or II F.R.$232.92 $110.09 Kitchen no structure $162.84 Type III-N $91.34 $64.84
Type II: 1-Hour $168.68 $96.18 With structure $168.14 Tilt-up $66.67 $60.40
Type II: N $159.55 $92.14 Bathrooms $162.84 Type V: 1-Hour $91.34 $66.48
Type III: 1-Hour $177.36 $92.72 Type V: N $83.58 $61.32
Type III-N $168.22 $89.72 BASEMENTS:
Type V: 1-Hour $169.59 $92.42 Semi-Finished $44.69 $42.43 JAILS:
Type V: N $158.24 $89.44 (Good)$51.56 $45.17 Type 1 or II F.R.$353.58 $176.22
Unfinished $32.44 $26.77 Type III: 1-Hour $323.37 $168.05
BANKS: (Good)$39.33 $32.16 Type V: 1-Hour $242.48 $137.35
Type 1 or II F.R.$329.14 $148.77
Type II: 1-Hour $242.48 $138.71 FIRE STATIONS:LIBRARIES:
Type II: N $234.69 $134.12 Type 1 or II F.R.$254.24 $129.71 Type 1 or II F.R.$258.69 $131.20
Type III: 1-Hour $267.57 $138.28 Type II: 1-Hour $167.33 $93.07 Type II: 1-Hour $189.33 $100.78
Type III-N $258.04 $135.53 Type II: N $157.79 $90.55 Type II: N $180.01 $94.69
Type V: 1-Hour $242.48 $138.69 Type III: 1-Hour $183.13 $93.37 Type III: 1-Hour $200.02 $101.18
Type V: N $232.23 $126.75 Type III-N $175.33 $89.47 Type III-N $190.01 $92.73
Type V: 1-Hour $171.78 $91.60 Type V: 1-Hour $187.78 $99.85
BOWLING ALLEYS:Type V: N $162.90 $89.51 Type V: N $180.01 $86.47
Type II: 1-Hour $113.35 $71.68
Type II: N $105.79 $66.63 HOMES FOR THE ELDERLY:MEDICAL OFFICES:
Type III: 1-Hour $123.33 $72.34 Type 1 or II F.R.$230.46 $118.86 Type 1 or II F.R.1 $265.56 $144.55
Type III-N $115.33 $68.70 Type II: 1-Hour $187.12 $92.79 Type II: 1-Hour $204.90 $107.81
Type V: 1-Hour $83.11 $71.35 Type II: N $179.13 $88.07 Type II: N $194.71 $103.68
Type III: 1-Hour $194.91 $93.10 Type III: 1-Hour $222.24 $112.43
CHURCHES:Type III-N $175.33 $82.73 Type III-N $206.91 $104.84
Type 1 or II F.R.$220.45 $110.29 Type V: 1-Hour $188.23 $90.27 Type V: 1-Hour $200.45 $108.19
Type II: 1-Hour $165.57 $82.73 Type V: N $181.82 $86.85 Type V: N $193.35 $102.74
Type II: N $157.34 $76.67
Type III: 1-Hour $180.01 $83.09 HOSPITALS:
Type III-N $172.00 $76.84 Type 1 or II F.R.1 $362.68 $174.75
Type V: 1-Hour $168.22 $82.67 Type III: 1-Hour $300.26 $147.73 2 Deduct 20% for shell-only permits.
Type V: N $158.24 $71.61 Type V: 1-Hour $286.45 $142.20
The building permit fee is based on valuation and computed from the table below, approved on June 18, 2002 and increased by
applying the Engineering News Record (ENR) San Francisco Area Building Cost Index History (1915-2011) index. The valuation table
below has been increased by 5.2% per the 2021-2022 Consumers Price Index (CPI)
DEVELOPMENT SERVICES - Building
Building Permit Valuation Table
Average Cost per Square Foot by Occupancy & Type
1 Add 0.5% to total cost for each story
over three.
Page 17
Master Fee Schedule 2024/25
Occupancy & Type New Remodel New Remodel New Remodel
OFFICES2:RESTAURANTS:THEATERS:
Type 1 or II F.R.$237.36 $124.69 Type III: 1-Hour $216.47 $150.31 Type 1 or II F.R.$244.02 $132.24
Type II: 1-Hour $158.90 $106.40 Type III-N $198.24 $145.46 Type III: 1-Hour $177.79 $104.31
Type II: N $151.37 $99.33 Type V: 1-Hour $198.24 $148.11 Type III-N $169.34 $96.60
Type III: 1-Hour $171.56 $104.35 Type V: N $190.45 $142.90 Type V: 1-Hour $167.33 $102.28
Type III-N $164.03 $99.49 Type V:N $158.24 $86.65
Type V: 1-Hour $160.70 $103.12 SCHOOLS:
Type 1 or II F.R.$247.13 $148.13 WAREHOUSES1
PRIVATE GARAGES:Type II: 1-Hour $168.68 $117.00 Type 1 or II F.R.$109.79 $71.60
Wood Frame $132.56 $37.93 Type III: 1-Hour $180.45 $117.01 Type II or V: 1-Hr $65.10 $42.91
Masonry $60.88 $38.29 Type III-N $173.57 $102.46 Type II or V: N $61.11 $41.77
Open Carports $36.91 $25.13 Type V: 1-Hour $169.14 $112.73 Type III: 1-Hour $73.77 $42.89
Type V: N $161.37 $99.97 Type III-N $70.24 $39.99
PUBLIC BUILDINGS:
Type 1 or II F.R.1 $274.22 $145.74 SERVICE STATIONS:AIR CONDITIONING:
Type II: 1-Hour $222.24 $111.14 Type II:N $149.33 $75.03 Commercial $9.33
Type II: N $212.47 $107.03 Type III:1-Hour $155.81 $78.57 Residential $7.77
Type III: 1-Hour $230.68 $114.17 Type V: 1-Hour $132.67 $74.91 Sprinkler System $5.77
Type III-N $222.66 $106.66 Canopies $62.23 $41.40
Type V: 1-Hour $211.12 $110.72 MISCELLANY2
Type V: N $203.59 $102.94 STORES:Deck/covered porches $82.48
Type 1 or II F.R.1 $183.13 $99.49 Retaining Wall
PUBLIC GARAGES:Type II: 1-Hour $112.00 $86.24 less than 4’ $82.48
Type I or II F.R.1 $108.65 $62.05 Type II: N $109.56 $84.11 4’ and more $154.63
Type I or II open p $81.56 $57.84 Type III: 1-Hour $136.23 $85.80 Balcony $57.48
Type II: N $62.23 $55.07 Type III-N $127.79 $99.66 Trellis/Arbor $28.73
Type III: 1-Hour $82.22 $59.31 Type V: 1-Hour $114.69 $85.20
Type III-N $73.11 $55.38 Type V: N $106.00 $82.10
Type V: 1-Hour $74.89 $58.59
1 Add 0.5% to total cost for each story over three.
2 Deduct 20% for shell-only permits.
Note: Any fees paid by credit card subject to processing fee of 2.99%, $2.00 minimum
DEVELOPMENT SERVICES - Building
Building Permit Valuation Table
Average Cost per Square Foot by Occupancy & Type
Page 18