Clovis City Council
May 16, 2022

Enterprise
Funds
General
Community
Sanitation
Sewer
Service Transit
Water
Service
Planning &
Development
Services

FUNDING SOURCES
Property Taxes 33,492,000
Sales & Use Tax 31,528,000
Other Taxes 11,105,000
Licenses and Permits 1,542,000 4,065,000
Fines 193,000
Use of Money & Property 106,000 61,000 325,000 53,000 334,000 60,000 From Other Agencies 5,053,000 9,245,000 197,000 Charges for Current Services 12,917,000 23,250,000 14,833,000 20,917,000 10,361,000 Other Revenues 372,000 116,000 25,000 190,000 23,000 Charges to Other Departments-ISF
Total Sources 96,308,000 23,427,000 15,183,000 9,298,000 21,441,000 14,706,000

EXPENDITURES/EXPENSES
Salaries-Regular 34,405,600 4,978,400 1,290,100 1,841,000 3,670,600 6,032,100 Overtime 4,665,500 457,500 19,300 107,400 135,600 85,000 Extra Help 1,451,100 142,700 7,700 1,322,500 27,700 115,000 Benefits 23,826,300 2,497,900 614,500 1,225,600 1,749,100 2,580,400 Vehicle Charges 5,570,500 5,223,100 347,700 1,160,400 661,700 269,500 Energy 2,679,000 26,000 1,417,500 3,360,000 Communications 281,800 15,500 2,500 90,000 18,000 49,200 Professional Services 6,246,100 5,791,500 6,347,500 520,900 3,177,600 2,683,500 Repair and Maintenance 393,400 89,400 422,600 1,098,500 State Mandates 1,055,000
Liability Insurance Prog-ISF 1,000
Special Events 4,500 7,000
Building and Equipment Rental 2,000 50,000
Office Supplies 81,700 68,000 5,500 41,000 16,000 Materials and Supplies 1,336,600 206,600 332,500 27,800 1,388,200 14,000 Travel and Meeting Expense 245,900 20,500 3,000 18,000 4,000 54,000 Training 714,400 63,500 24,200 6,500 62,500 43,000 Dues and Subscriptions 90,400 11,500 5,000 2,000 6,700 27,000 Administration and Overhead 10,673,300 3,561,700 2,786,900 1,235,100 3,347,200 2,582,800 Employee-Related ISF Charges
Debt Service 1,240,000
Capital Outlays/Improvements 915,300 2,345,300 3,766,000 1,165,000 2,325,500 314,000 Total Uses 93,583,400 26,604,100 18,632,500 8,722,200 21,073,900 14,873,500 2022-2023 BUDGET SUMMARY - BY FUND
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AGENDA ITEM NO. 14.

Funds Funds
Liability and
Property
Insurance
Employee
Benefits
General
Services Fleet Sewer
Park
Projects Streets Water

FUNDING SOURCES
Property Taxes
Sales & Use Tax
Other Taxes
Licenses and Permits
Fines
Use of Money & Property 6,000 133,000 4,000 32,000 From Other Agencies 634,000 739,000 14,422,000 Charges for Current Services 2,612,000 7,770,000 2,142,000 5,727,000 Other Revenues
Charges to Other Departments-ISF 5,017,000 34,899,800 14,386,200 12,960,600 Total Sources 5,017,000 34,905,800 17,765,200 12,960,600 7,774,000 2,881,000 14,422,000 5,759,000

EXPENDITURES/EXPENSES
Salaries-Regular 169,500 332,600 2,546,400 1,490,100 Overtime 1,200 1,200 54,300 15,000 Extra Help 40,000 36,000
Benefits 80,600 142,400 1,022,800 750,900 Vehicle Charges 6,200 15,200 133,300 58,300 Energy 1,241,900
Communications 195,000 1,000
Professional Services 10,900 385,700 106,500 Repair and Maintenance 2,657,900 1,060,500
State Mandates 25,000
Liability Insurance Prog-ISF 4,771,700
Special Events 96,000
Building and Equipment Rental
Office Supplies 454,000 1,500
Materials and Supplies 8,000 114,500 3,300,800 Travel and Meeting Expense 4,400 1,200 8,300 4,000 Training 22,500 57,600 63,000 14,900 Dues and Subscriptions 1,000 500 312,300 1,100 Administration and Overhead 60,900 104,000 513,200 1,170,800 Employee-Related ISF Charges 34,793,600
Debt Service 3,113,000 877,000 6,043,000 3,024,000 Capital Outlays/Improvements 50,000 2,297,500 2,633,600 1,111,000 1,543,000 17,832,000 4,345,000 Total Uses 5,126,000 35,605,200 15,153,100 11,547,000 7,154,000 1,543,000 17,832,000 7,369,000 Internal Service Capital Projects
2022-2023 BUDGET SUMMARY - BY FUND
31 277
AGENDA ITEM NO. 14.

Funds Trust Fund
Housing &
Community
Development
Landscape
Assessment
District
Community
Facilities Dist
2020-1
Total
Successor
Agency Trust
Fund*
FUNDING SOURCES Additions
Property Taxes 33,000 33,525,000 1,383,000
Sales & Use Tax 31,528,000
Other Taxes 11,105,000
Licenses and Permits 5,607,000
Fines 193,000
Use of Money & Property 1,114,000
From Other Agencies 7,545,000 37,835,000
Charges for Current Services 5,623,000 106,152,000 Other Revenues 726,000
Charges to Other Departments-ISF 67,263,600
Total Sources 7,545,000 5,623,000 33,000 295,048,600 1,383,000 EXPENDITURES/EXPENSES Deductions
Salaries-Regular 112,000 56,868,400
Overtime 5,542,000
Extra Help 3,142,700
Benefits 57,300 34,547,800
Vehicle Charges 6,100 13,452,000
Energy 8,724,400
Communications 653,000
Professional Services 2,000 4,693,000 5,700 29,970,900 20,000 Repair and Maintenance 27,000 5,749,300
State Mandates 1,080,000
Liability Insurance Prog-ISF 4,772,700
Special Events 107,500
Building and Equipment Rental 52,000
Office Supplies 667,700
Materials and Supplies 6,729,000
Travel and Meeting Expense 4,000 367,300 Training 1,072,100
Dues and Subscriptions 2,600 460,100
Administration and Overhead 13,800 26,049,700 Employee-Related ISF Charges 34,793,600
Debt Service 14,297,000 1,347,000
Capital Outlays/Improvements 7,745,000 48,388,200 Total Uses 7,942,800 4,693,000 32,700 297,487,400 1,367,000 Special Revenue
2022-2023 BUDGET SUMMARY - BY FUND
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AGENDA ITEM NO. 14.

SUMMARY OF REVENUES BY FUND

2021-2022
2020-2021 Revised 2022-2023
Actual Estimate Budget
GENERAL FUND 96,537,751 102,079,600 96,308,000

SPECIAL REVENUE FUNDS
Housing & Community Development 1,342,925 161,100 210,000 Landscape Maintenance District 4,739,977 5,103,400 5,623,000 Community Facilities Dist 2020-1 37,783 33,000 33,000

INTERNAL SERVICES FUNDS
Liability & Property Insurance 2,825,746 4,268,000 5,017,000 Employee Benefit 29,035,136 31,777,100 34,905,800
Fleet Maintenance 10,052,612 10,993,700 12,960,600
General Government Services 12,863,627 19,375,200 15,103,200

ENTERPRISE FUNDS
Community Sanitation 21,952,653 21,409,100 22,427,000
Sewer Service 14,320,444 15,038,800 15,183,000
Transit 6,700,946 7,824,600 9,298,000
Water Service 18,852,629 20,429,900 21,441,000
Planning & Development Services 11,537,681 11,478,000 14,706,000

CAPITAL IMPROVEMENTS FUNDS
Sewer Construction 7,669,170 8,151,000 7,774,000
Parks Projects 2,181,363 2,845,200 2,881,000
General Government Facilities 2,696,572 5,998,600 2,662,000 Street Construction 12,796,891 43,513,500 14,422,000
Water Construction 5,788,454 5,514,000 5,759,000
Refuse Construction 65,304 1,697,900 1,000,000
Housing & Community Development 252,565 202,500 7,335,000

TOTAL 262,250,229 317,894,200 295,048,600

SUCCESSOR AGENCY TRUST FUND
Clovis Successor Agencies*
1,385,891 1,250,000 1,383,000
*The Clovis Successor Agencies are Private Purpose Trust Funds and as such are reported separately and not included in Citywide totals.
34 280
AGENDA ITEM NO. 14.

General
32%
Special Revenue
2%Internal Services
21%
Enterprise
24%
Capital Improvement
21%

REVENUES BY FUND TYPE
General
37%
Special Revenue
2%
Internal Services
21%
Enterprise
28%
Capital Improvement
12%
General
33%
Special Revenue
2%
Internal Services
23%
Enterprise
28%
Capital Improvement
14%
2022-2023 BUDGET
2020-2021 ACTUAL
2021-2022 ESTIMATED
35 281
AGENDA ITEM NO. 14.

Property Taxes-General Fund
The gross assessed valuation (in millions) for Clovis is:
2017/18 $10,255 2019/20 $11,615 2021/22 $12,970 2023/24 $13,512 est. 2018/19 $10,806 2020/21 $12,456 2022/23 $13,241 est. 2024/25 $13,783 est.

Property Tax in lieu of VLF-General Fund
12,400,000
9,000,000
10,000,000
11,000,000
12,000,000
13,000,000
14,000,000
Actual
2018/19
Actual
2019/20
Actual
2020/21
ETC
2021/22
Budget
2022/23
Projected
2023/24
Projected
2024/25
18,680,000
10,000,000
11,500,000
13,000,000
14,500,000
16,000,000
17,500,000
19,000,000
20,500,000
Actual
2018/19
Actual
2019/20
Actual
2020/21
ETC
2021/22
Budget
2022/23
Projected
2023/24
Projected
2024/25
Property tax revenues have taken on a larger role in the General Fund's revenue structure due to actions taken at the state level. Vehicle License Fees (VLF), previously a state subvention revenue source, are now replaced with a like amount of property tax revenues. This is a permanent shift and will increase in the same percentage as increases in assessed valuation in the City. (See "Property Tax in lieu of VLF-General Fund" for the chart on this revenue). The County of Fresno assesses property owners within the county and distributes the tax to the appropriate agencies based on their sharing percentage. The City's share of the county-wide 1% is 18.57% of the gross taxes before reductions. In 2022/23, the City of Clovis is expecting to receive about $18,680,000 in property taxes on real and personal property. Growth in this revenue source is affected by several factors, such as increased assessed values due to new construction, increased base due to annexation, the statutory maximum increase in assessed value of 2% maximum per year, and changes in value related to property resale. On February 1, 2012, all redevelopment agencies in California were dissolved. Property tax revenues formerly distributed to redevelopment agencies as tax increment are now distributed to schools, counties, and cities in the project area. Property tax revenue is 18% of total General Fund revenue.

In 2004, the State permanently reduced the vehicle license tax rate, thus reducing the taxes allocated to counties and cites. The State's general fund backfill was also eliminated. Instead, counties and cities now receive additional transfers of property tax revenues in lieu of VLF. The property tax in lieu of VLF for the City increases annually in proportion to the growth in gross assessed valuation. This revenue represents 12% of General Fund revenue.

REVENUE BY SOURCE
36 282
AGENDA ITEM NO. 14.

REVENUE BY SOURCE
Major General Consumer Goods 31%
Segments: Auto Sales 19%
State & County Pools 15%
Building and Construction 13%
Restaurants & Hotels 10%
Fuel & Service Stations 6%
Franchise Fees-General Fund
Business Licenses-General Fund
Sales Tax-General Fund
31,070,000
21,000,000
24,500,000
28,000,000
31,500,000
35,000,000
Actual
2018/19
Actual
2019/20
Actual
2020/21
ETC
2021/22
Budget
2022/23
Projected
2023/24
Projected
2024/25
4,240,000
3,000,000
3,500,000
4,000,000
4,500,000
5,000,000
Actual
2018/19
Actual
2019/20
Actual
2020/21
ETC
2021/22
Budget
2022/23
Projected
2023/24
Projected
2024/25
2,840,000
2,200,000
2,400,000
2,600,000
2,800,000
3,000,000
3,200,000
Actual
2018/19
Actual
2019/20
Actual
2020/21
ETC
2021/22
Budget
2022/23
Projected
2023/24
Projected
2024/25
The City of Clovis receives sales tax revenue based on 1% of the taxable sales that take place within its boundaries.

The City and the County have agreed to share this 1%. The County receives 5%-8% of the City's 1%.

The City receives a Franchise Fee from Pacific Gas & Electric, Comcast Cable, and AT&T based on their gross receipts in Clovis. The revenue is projected to increase only slightly as AT&T moves customers from cable to satellite service that isn't subject to franchise fees. This revenue source is approximately 3% of the General Fund revenue.

Business Licenses are required of all businesses within Clovis. Most businesses pay fees based on gross receipts.

There is a minimum and a maximum business license fee, which is annually adjusted for inflation. Business license revenues are projected to remain at a normal revenue growth at the rate of inflation and adjusted for new businesses.

The top ten retailers generate 40% of the sales tax and the top 100 retailers generate 80% of the sales tax in Clovis. Sales Tax is 28% of the General Fund revenue. In 2020/21, revenues were anticipated to decrease due to the economic impact of COVID-19, but with the passage of AB-147 and its positive impact on sales tax on online sales, the City experienced better than anticipated results. The rebound from the swift and steep impacts of COVID-19 is expected to adjust to more normal growth patterns beginning in the 2022/23 budget year.
37 283
AGENDA ITEM NO. 14.

REVENUE BY SOURCE
Other Taxes-General Fund
Interest Revenue-General Fund
State Subventions-General Fund
1,917,000
1,000,000
1,250,000
1,500,000
1,750,000
2,000,000
Actual
2018/19
Actual
2019/20
Actual
2020/21
ETC
2021/22
Budget
2022/23
Projected
2023/24
Projected
2024/25
60,000
25,000
75,000
125,000
175,000
Actual
2018/19
Actual
2019/20
Actual
2020/21
ETC
2021/22
Budget
2022/23
Projected
2023/24
Projected
2024/25
5,455,000
2,600,000
3,100,000
3,600,000
4,100,000
4,600,000
5,100,000
5,600,000
6,100,000
Actual
2018/19
Actual
2019/20
Actual
2020/21
ETC
2021/22
Budget
2022/23
Projected
2023/24
Projected
2024/25
This category includes transient occupancy tax, real property transfer tax, and card room permits. Revenue from Transient Occupancy Tax as well as Cardroom Permits were impacted by COVID-19 as people adhered to shelter in place orders. As with many revenues impacted by the pandemic, consumer confidence in using hotels and entertainment is returning. Marriott's Courtyard opened in the Summer of 2021 and Residence Inn is opening in the Summer of 2022.

The City pools all available cash for investment purposes. Funds are invested in accordance with an investment policy. Interest is allocated from the pool in proportion to the daily cash balance attributable to each fund. The interest varies from year to year based on available cash for investment and the rate of return. The estimated rates of return for 2021/22 and 2022/23 are 1.0% and 1.12%, respectively.

This category includes revenue collected at the state level and redistributed back to local agencies on a per-capita basis. Revenue sources mainly include gas tax. The increase in 2021/22 and 2022/23 is largely due to transferring additional gas tax funds from street capital projects to street maintenance and lighting in the General Fund.38 284
AGENDA ITEM NO. 14.

REVENUE BY SOURCE
Grants-General Fund
Revenue From Other Agencies-General Fund
Revenue for Current Services-General Fund
6,352,000
5,000,000
5,500,000
6,000,000
6,500,000
7,000,000
Actual
2018/19
Actual
2019/20
Actual
2020/21
ETC
2021/22
Budget
2022/23
Projected
2023/24
Projected
2024/25
1,013,000
800,000
1,000,000
1,200,000
1,400,000
Actual
2018/19
Actual
2019/20
Actual
2020/21
ETC
2021/22
Budget
2022/23
Projected
2023/24
Projected
2024/25
1,938,000
500,000
2,500,000
4,500,000
6,500,000
8,500,000
10,500,000
12,500,000
14,500,000
Actual
2018/19
Actual
2019/20
Actual
2020/21
ETC
2021/22
Budget
2022/23
Projected
2023/24
Projected
2024/25
Sources of this revenue are from the state and federal governments. Revenues from programs such as Community and Development Block Grant, Highway Safety Programs, and Older Americans Act depend on availability and approval of funds for qualified city projects. The 2020/21 and 2021/22 increases are largely from reimbursements from the CA Office of Emergency Services for state fire assistance along with one time funding from the CARES Act and ARPA. Also, included in 2020/21 - 2023/24 is the SAFER grant awarded to hire 9 additional firefighters. Grants are usually projected at a three year average of reoccurring grants.

This revenue is from other public agencies including reimbursements. The majority of increase in revenue in 2019/20 - 2020/21 is due to additional reimbursements from FEMA in response to the COVID-19 pandemic along with additional funds for mandated claims received by the State.

This revenue category includes revenue from fees for landscape maintenance charges, charges for use of Police Reserves, weed abatement, alarm response, Senior and Recreation Center use charges, and park reservation fees.

The revenue in this category varies with service activity. 2021/22 and forward are projected to increase as the Senior and Recreation Centers along with parks reopen from closures caused by the COVID-19 pandemic. 39 285
AGENDA ITEM NO. 14.

REVENUE BY SOURCE
Other Revenue-General Fund
Administrative Charges-General Fund
Refuse / Street Cleaning Charges-Community Sanitation Fund 4,781,000
4,000,000
4,500,000
5,000,000
Actual
2018/19
Actual
2019/20
Actual
2020/21
ETC
2021/22
Budget
2022/23
Projected
2023/24
Projected
2024/25
502,000
100,000
200,000
300,000
400,000
500,000
600,000
Actual
2018/19
Actual
2019/20
Actual
2020/21
ETC
2021/22
Budget
2022/23
Projected
2023/24
Projected
2024/25
This category includes revenue from the sale of equipment, legal settlements, damage restitution, home owner property tax relief, and donations. 2022/23 reflects an anticipated donation for the new Senior Activity Center planned for opening in the summer of 2022.

Administrative charges result from the recovery of the cost of services provided for specific activities of the support services within the General Fund. These support activities include City Council, City Clerk, City Manager, City Attorney, Finance, and Personnel. This revenue source contributes about 4% of the General Fund revenue. 23,110,000
19,000,000
21,000,000
23,000,000
25,000,000
27,000,000
Actual
2018/19
Actual
2019/20
Actual
2020/21
ETC
2021/22
Budget
2022/23
Projected
2023/24
Projected
2024/25
Refuse charges are collected from both residential and commercial users based on different rates depending on type of service and frequency of service. Also included in the refuse revenue are charges for the City's greenwaste and recycling programs provided by private contract. The City Council approved rate increases in refuse charges of 4% July 1, 2005 and every July 1 thereafter, if necessary. Refuse rates are projected to decrease by 1.5% in 2022/23 and increase 4% each year after. Recycling and greenwaste rates are projected to increase by 4% annually. Street Cleaning charges are increasing $0.50 to a new rate of $2.75 per month in 2022/23 and are anticipated to grow based on the estimated increase in residential and commercial units. 40 286
AGENDA ITEM NO. 14.

REVENUE BY SOURCE
Sewer Charges-Sewer Service Fund
Water Charges-Water Service Fund
Sewer Bond Coverage Charges-Sewer Service Fund
14,830,000
13,000,000
14,000,000
15,000,000
16,000,000
17,000,000
Actual
2018/19
Actual
2019/20
Actual
2020/21
ETC
2021/22
Budget
2022/23
Projected
2023/24
Projected
2024/25
20,910,000
16,500,000
18,500,000
20,500,000
22,500,000
Actual
2018/19
Actual
2019/20
Actual
2020/21
ETC
2021/22
Budget
2022/23
Projected
2023/24
Projected
2024/25
Users are charged for the maintenance of sewer lines, treatment of waste water, operation of the Sewe r Treatment/Water Reuse Facility, and to meet bond covenants. Revenue is projected to grow proportionately to ne w units, along with rate increases 3% annually if deemed necessary. Increases of 3% are projected for 2022/23 through 2024/25.

Production, distribution, and treatment of water are charged to residential and commercial users based on usage.

Different rates are established for different types of users and different quantities used based upon the costs of delivering services. Factors that are considered in revenue projections include new units and rate increases. Council approved rate increases annually of 3%, if deemed necessary. 3% increases are projected for 2022/23 and projection years, and is intended to cover increased costs to treat and distribute potable water, major capital improvements, and to provide debt service coverage.

Beginning in 2012/13, the City implemented a sewer bond coverage charge to partially cover the debt service on development related bonds. Each year the coverage charge is evaluated for any revision necessary to meet required bond coverage. Beginning July 1, 2021, no bond charge is projected through June 30, 2025. (4,000,000)
(2,000,000)
-
2,000,000
4,000,000
Actual
2018/19
Actual
2019/20
Actual
2020/21
ETC
2021/22
Budget
2022/23
Projected
2023/24
Projected
2024/25
41 287
AGENDA ITEM NO. 14.

REVENUE BY SOURCE
Building Permits / Planning Fees / Engineering Fees-Planning & Development Fund Building permit activity for dwelling units: Total building valuation for 2021 was $389,542,000. 2018 2019 2020 2021
1350 848 1112 1238
Local Transportation Funding-Transit Funds
14,253,000
10,500,000
11,500,000
12,500,000
13,500,000
14,500,000
15,500,000
16,500,000
Actual
2018/19
Actual
2019/20
Actual
2020/21
ETC
2021/22
Budget
2022/23
Projected
2023/24
Projected
2024/25
The City collects a fee for each building-related permit issued. The fees are based on the national uniform building codes. The City's building activity was significantly impacted by the housing market downturn in 2008 resulting in decreased permit revenue. Permit revenue has steadily increased since the Great Recession of 2008 until the impact of COVID-19 on permits and fee flattened this revenue. 2022/23 shows an anticipated increase due to General Plan fees recognized for expenses related to the City's General Plan updates, along with anticipated increases in Building permits and charges for the City's Capital Improvement Program.

Planning fees are charged for processing requests for use permits or entitlement permits. This includes conditional use permits, zone changes, subdivision maps, and General Plan changes. The amount of revenue is directly related to the amount of advance development activity. Additional revenue is generated from the implementation of a fee to pay the cost to prepare and update the City's General Plan. Engineering fees are charged for the processing of private development plans and for inspection of public improvements required of the development. Revenue varies with the amount of development activity for subdivisions and public infrastructure projects. This category also includes charges for services to the City's Capital Improvement Program. 5,439,000
4,000,000
5,000,000
6,000,000
Actual
2018/19
Actual
2019/20
Actual
2020/21
ETC
2021/22
Budget
2022/23
Projected
2023/24
Projected
2024/25
This source of revenue is generated by a 1/4 cent tax on general sales, which is collected by the state and distributed to the local agencies on a formula basis for support of local transportation services. Starting in 2014/15, all LTF funding available to the City is required to be allocated to transit for cities with populations greater than 100,000. Revenue is recognized only when eligible expenses are incurred. 2022/23 funds will be used to complete the building of a new Transit Station.
42 288
AGENDA ITEM NO. 14.

REVENUE BY SOURCE
Measure C (1/2 cent Sales Tax) - Transit Funds
5,608,000
3,500,000
7,500,000
11,500,000
15,500,000
19,500,000
23,500,000
Actual
2018/19
Actual
2019/20
Actual
2020/21
ETC
2021/22
Budget
2022/23
Projected
2023/24
Projected
2024/25
This tax is a county-wide tax used to fund street improvements and transit operations. In November 2006, voters in Fresno County passed an extension to this program through 2027, generating more than $1.7 billion over 20 years.

Although the tax rate is the same, the distribution percentage changed resulting in an increase in the City of Clovis' share of this sales tax. The increase in 2021/22 represents the City's allocation of Measure C funds for Streets, Parks, and Transit. The majority of this amount is for reimbursement of funds from the Regional Transportation Program for specific street improvement projects such as widening of Herndon and traffic signal installation at Temperance and DeWolf and constructing a 6-lane divided expressway on Shaw from DeWolf to McCall with traffic signal, curb and gutter, and other major improvements.
43 289
AGENDA ITEM NO. 14.

SUMMARY OF EXPENDITURES BY FUND
2021-2022
2020-2021 Revised 2022- 2023
Actual Estimate Budget
GENERAL FUND 77,812,249 86,673,700 93,583,400

SPECIAL REVENUE FUNDS
Housing Successor - Clovis
Housing and Community Development 1,391,392 135,900 307,800 Landscape Maintenance District 4,003,130 4,270,400 4,693,000 Community Facilities Dist 2020-1 10,450 5,700 32,700

INTERNAL SERVICES FUNDS
Liability & Property Insurance 2,975,047 4,280,300 5,126,000 Employee Benefit 26,635,727 31,586,300 35,605,200
Fleet Maintenance 11,363,722 17,028,900 11,547,000
General Government Services 12,064,673 18,222,600 14,665,100

ENTERPRISE FUNDS
Community Sanitation 21,110,072 25,358,700 25,604,100
Sewer Service 13,151,887 16,930,300 18,632,500
Transit 6,262,863 7,215,900 8,722,200
Water Service 20,871,443 19,315,600 21,073,900
Planning & Development Services 10,793,113 11,997,200 14,873,500

CAPITAL IMPROVEMENTS FUNDS
Sewer Construction 6,330,589 8,935,200 7,154,000
Parks Projects 518,870 11,672,000 1,543,000
General Government Facilities 7,125,308 39,437,200 488,000 Street Construction 10,172,560 47,452,100 17,832,000
Water Construction 4,682,160 17,348,200 7,369,000
Refuse Construction 65,304 1,697,900 1,000,000
Housing and Community Development 1,232,621 207,300 7,635,000 TOTAL 238,573,180 369,771,400 297,487,400

SUCCESSOR AGENCY TRUST FUND
Clovis Successor Agencies*
1,367,977 1,365,000 1,367,000
*The Clovis Successor Agencies are Private Purpose Trust Funds and as such are reported separately and not included in Citywide totals.
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`
General
24%
Special Revenue
1%
Internal Services
19%
Enterprise
22%
Capital Improvement
34%

EXPENDITURES BY FUND TYPE
General
33%
Special Revenue
2%Internal Services
22%
Enterprise
31%
Capital Improvement
12%
General
33%
Special Revenue
2%Internal Services
23%
Enterprise
30%
Capital Improvement
12%
2022-2023 BUDGET
2020-2021 ACTUAL
2021-2022 ESTIMATED
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DEBT OBLIGATIONS
The City of Clovis has several long-term debt obligations consisting of tax allocation bonds, revenue bonds, long- term loans, capital leases, and long-term contracts. At the present time there is no outstanding general obligation bond debt.

The City utilizes long-term debt to fund its capital needs. It is City policy to undertake long-term debt to fund capital assets (including infrastructure) when those assets will be a benefit over several budget years and there is a need to conserve liquid assets (cash). The City has been able to finance various projects with very attractive rates due to the City's favorable credit rating.

General obligation bonds are direct obligations of the City and are backed by the full faith and credit of the City, requiring voter approval, and may have a tax rate set to cover repayment. General obligation debt is also subject to a legal debt limitation. The legal debt limit for fiscal year 2022/23 is calculated at 15% of total assessed valuation or $1,994,897,832. The City currently has no general obligation debt outstanding.

LEGAL DEBT LIMIT
Assessed Valuations $ 13,205,085,283
Add back exempt property 94,233,600
Total Assessed Value $ 13,299,318,883
Legal Debit Limit
15% of Total Assessed Value $ 1,994,897,832
The other long-term debts are payable from revenue sources that are not an obligation of the general taxpayer and do not fall under the legal debt limitation. These debts include, tax allocation bonds (which are an obligation of the Clovis Successor Agencies); loans, revenue bonds and contracts (which are an obligation of the revenues received in the water, refuse and sewer enterprise operations); and capital leases (which are leases secured by the leased asset). Total non-general obligation debt by type as of June 30, 2022, is as follows:

Long-Term Interfund Loans $22,800,000
Long-Term Loans 2,170,422
Capital Leases 13,834,128
Revenue Bonds 102,480,000
Long-Term Contracts 2,355,574
Total $143,640,124
Successor Agency Tax Allocation Bonds $ 10,415,000
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DEBT SERVICE REQUIREMENTS
(Principal and Interest Only)
Total Amount 2021-2022
Amount Outstanding 2020-2021 Revised 2022-2023
Issued 6/30/2022 Actual Estimate Budget
Long-Term Interfund Loans
* Sewer Developer Fund 15,300,000 15,300,000 0 0 0
* General Services Fund 7,500,000 7,500,000 0 0 0
Long-Term Loans
2003 State of CA-R & T Infrastructure 720,000 - 51,193 - - California Energy Project Loan 953,239 320,307 85,533 85,600 87,000 PG&E Energy Project Loan 220,121 - 22,771 11,400 -
California Energy Project Loan 70,700 16,369 8,285 8,400 10,000 2016 PG&E Energy Project Loan #3 168,239 51,272 19,227 19,300 20,000 2018 California Energy Project Loan 1,840,035 1,524,376 125,322 125,400 126,000 2020 PG&E Energy Project Loan #5 164,401 124,670 16,440 16,500 17,000 2020 PG&E Energy Project Loan #6 207,841 133,428 30,791 30,800 31,000 Capital Leases
Fire Station 31 Relocation 6,090,000 - 540,596 271,300 - Safety Facilities Solar 2,454,100 1,400,329 194,702 194,800 195,000 Fire Truck 625,411 - 74,124 - -
Pet Adoption Center 3,000,000 1,865,573 216,717 219,400 221,000 CAD Dispatch & Records Mgmt 531,000 - 82,772 - - 2013 Corporation Yard 14,377,528 5,880,117 1,271,578 1,279,400 1,277,000 Fire Truck, Fire & Police Vehicles 1,795,000 152,125 77,432 77,900 79,000 2015 Network, AV & Mobile Computers 400,000 - 41,678 - - 2015 Police/Fire Comm. Towers 1,810,000 682,041 202,636 204,200 205,000 2015 Solar Project 2,000,000 1,494,056 139,269 139,800 141,000 2016 Police/Fire Vehicles 1,460,000 188,785 262,866 49,700 50,000 2018 Police/Fire Vehicles 573,000 121,525 123,578 124,400 125,000 2019 Police/Fire Vehicles 1,125,000 356,618 243,665 245,500 246,000 2020 Police Vehicles 1,038,104 633,428 218,096 217,200 218,000 2020 Fire Truck 1,301,896 1,059,531 143,916 142,600 144,000 Revenue Bonds
2013 Waste Water 12,500,000 8,415,000 1,003,998 1,018,700 1,019,000 2015 Waste Water 21,600,000 20,630,000 1,044,785 1,048,100 1,046,000 2017 Waste Water 50,710,000 44,830,000 3,803,434 3,840,500 3,836,000 2013 Water Improvement 31,810,000 15,400,000 2,974,709 3,011,200 3,014,000 2021 Landmark Square Senior Center 13,355,000 13,205,000 90,501 552,000 657,000 Long-Term Contracts Payable
** 1993 WWTP Expansion/Upgrade
(Payable to the City of Fresno) 17,618,748 2,355,574 1,216,478 1,231,900 1,233,000 Total $213,319,363 $143,640,124 $14,327,092 $14,166,000 $13,997,000

SUCCESSOR AGENCY TRUST FUND
Tax Allocation Bonds
2008 Tax Allocation Bonds 19,100,000 10,415,000 1,340,251 1,344,000 1,342,000 * Repayments of principal are budgeted as transfers. Please see transfers schedule for more information. ** This contract was amended in September 2007. The amount shown is revised to reflect the current agreement with the City of Fre sno. 2022-2023 DEBT SUMMARY
The City of Clovis has various financing sources available to fund its capital needs. These financing sources include: tax allocation bonds, capital leases, loans, contracts and revenue bonds. The schedule below lists the amounts required to meet the principal and interest payments. The various issues have various funding sources, obligations, terms, interest rates, security, etc. Each type of debt is discussed in more detail in the following pages. 48 296
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2022-2023 DESCRIPTION OF LONG-TERM DEBT

Long-Term Interfund Loans

In 2022/23 the Sewer Construction - Developer Fund has no current plans to borrow from the Sewer Enterprise Fund to meet required bond covenants. The interest rate on the loan is variable and is set at the annual rate of return earned by the City's pooled cash and will be paid annually. Repayment will begin when development fee revenue exceeds revenue bond payment requirements.

In June 2022 the General Service Fund will borrow $7,500,000 from the Water Service Fund to finance the construction of Fire Station #6. The interest rate on the loan is variable and is set at the annual rate of return earned by the City's pooled cash. Repayment will begin in 2022/23 with annual principal payments of $750,000 and interest at the annual rate of return earned by the California State Local Agency Investment Fund (LAIF).

Capital Leases

In December 2006 the City entered into a fifteen-year lease for $6,090,000 for the relocation and construction of fire station #31. The interest rate on the lease is 4.00%. The last payment was made December 2021.

In June 2011 the City entered into a twenty-year lease for $2,454,100 for a solar project located at the police/fire headquarters and fire stations #1 and #5. The interest rate on the lease is 4.95%. The last payment is scheduled for June 2031. Included in the 2022/23 budget is $127,000 for principal and $68,000 for interest.

In June 2011 the City entered into a ten-year lease for $625,411 for a new fire truck. The interest rate on the lease is 3.36%. The last payment was made June 2021.

In July 2012 the City entered into a twenty-year lease for $3,000,000 for a new pet adoption center. The interest rate on the lease is 4.00%. The last payment scheduled is for July 2032. Included in the 2022/23 budget is $147,000 for principal and $74,000 for interest.

In July 2013 the City entered into a seven-year lease for $531,000 for a CAD (Computer Aided Dispatch) and RMS (Records Management System) for the Police Department. The interest rate on the lease is 2.97 The last payment was made July 2020.

In September 2013 the City entered into a fourteen-year lease for $14,377,528. The proceeds were used to refinance the 2001 Corporation Yard Revenue Bonds which were issued to pay for the construction of a new corporation yard and are recorded in the General Government Services Fund. The interest rate on the lease is 3.10%. The last payment is scheduled for March 2027. Included in the 2022/23 budget is $1,103,000 for principal and $174,000 for interest.

In March 2014 the City entered into a ten-year lease for $1,795,000 for a new fire truck ($692,000), four fire safety command vehicles ($299,000), and fifteen police vehicles ($804,000). The interest rate on the lease is

1.86%. The last payment is scheduled for March 2024. Included in the 2022/23 budget is $76,000 for principal and $3,000 for interest.

In August 2015 the City entered into a six-year $400,000 lease purchase for various computer equipment, including network switches, mobile data computers, and audio-video equipment. The interest rate on the lease is 1.72%. The last payment was made February 2021.

In August 2015 the City entered into an eleven-year $1,810,000 lease purchase for communications towers and equipment, of which $1,712,000 related to Police communications and $98,000 related to Fire communications. The interest rate on the lease is 2.35%. The last payment is scheduled for February 2026.

Included in the 2022/23 budget is $190,000 for principal and $15,000 for interest. 49 297
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Capital Leases – Continued

In November 2015 the City entered into a twenty-one year $2,000,000 lease purchase for solar projects at Miss Winkles Pet Adoption Center and three fire stations along with an LED lighting upgrade at the corporation yard. The interest rate on the lease is 3.48%. The last payment is scheduled for May 2036. Included in the 2022/23 budget is $89,000 for principal and $52,000 for interest.

In January 2016 the City entered into a ten-year $1,460,000 lease for the purchase of Police Department vehicles ($1,023,000) and Fire Department vehicles ($438,000). The interest rate on the lease ranges from

3.00% to 1.00%. The last payment is scheduled for January 2026. Included in the 2022/23 budget is $46,000 for principal and $4,000 for interest.

In April 2018 the City entered into a five-year $573,000 lease for the purchase of Police Department vehicles ($501,800) and Fire Department vehicles ($71,200). The interest rate on the lease is 3.00%. The last payment is scheduled for April 2023. Included in the 2022/23 budget is $122,000 for principal and $3,000 for interest.

In September 2018 the City entered into a five-year $1,125,000 lease for the purchase of Police Department vehicles ($313,500) and Fire Department vehicles ($811,500). The interest rate on the lease is 3.23%. The last payment is scheduled for September 2024. Included in the 2022/23 budget is $236,000 for principal and $10,000 for interest.

In July 2020 the City entered into a five-year $1,038,104 lease for the purchase of Police Department vehicles.

The interest rate on the lease is 1.71%. The last payment is scheduled for June 2025. Included in the 2022/23 budget is $208,000 for principal and $10,000 for interest.

In June 2020 the City entered into a ten-year $1,301,896 lease for the purchase of a fire truck. The interest rate on the lease is 1.71%. The last payment is scheduled for June 2030. Included in the 2022/23 budget is $125,000 for principal and $19,000 for interest.

The following is a schedule of the future lease payments for the City's capital leases:

Year Ending
June 30, Principal Interest Total
2023 2,469,000 432,000 2,901,000
2024 2,292,119 353,209 2,645,328
2025 2,154,728 287,846 2,442,574
2026 1,902,490 223,881 2,126,371
2027 1,811,087 164,271 1,975,358
2028 - 2032 2,642,202 357,128 2,999,330
2033 - 2036 562,502 32,872 595,374
Total $13,834,128 $1,851,207 $15,685,335

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Long-Term Loans
During 2001/02, the City entered into a twenty-year $720,000 agreement with the State of California for a loan to provide water and sewer infrastructure and street improvements for the research and technology park. The interest rate on this loan is 3.06%. The final payment was made August 2020.

During 2010/11 the City entered into a ten-year $953,239 agreement with the California Energy Commission for a loan to provide solar project funding. The interest rate on this loan is 3.00%. The last payment is scheduled for June 2026. Included in the 2022/23 budget is $77,000 for principal and $10,000 for interest.

During 2011/12 the City entered into a ten-year $220,121 agreement with the Pacific Gas & Electric for a loan to provide LED street light fixtures. The interest rate on this loan is 0.00%. The last payment was made December 2021.

During 2014/15 the City entered into a ten-year $70,700 agreement with the California Energy Commission for a loan to provide street light LED (Light Emitting Diode) retrofits. The interest rate on this loan is 1.00%.

The last payment is scheduled for June 2024. Included in the 2022/23 budget is $9,000 for principal and $1,000 for interest.

During 2015/16 the City entered into a nine-year $168,239 agreement with the Pacific Gas & Electric for a loan to provide LED lighting at the Corp Yard. The interest rate on this loan is 0.00%. The last payment is scheduled for February 2025. Included in the 2022/23 budget is $20,000 for principal and $0 for interest.

During 2018/19 the City entered into a seventeen-year $1,840,035 agreement with the California Energy Commission for a loan to provide LED lighting in City buildings. The interest rate on this loan is 1.00%. The last payment is scheduled for June 2035. Included in the 2022/23 budget is $111,000 for principal and $15,000 for interest.

During 2019/20 the City entered into a ten-year $164,401 agreement with the Pacific Gas & Electric for a loan to provide LED project funding. The interest rate on this loan is 0.00%. The last payment is scheduled for March 2030. Included in the 2022/23 budget is $17,000 for principal and $0 for interest.

During 2019/20 the City entered into a seven-year $207,841 agreement with the Pacific Gas & Electric for a loan to provide LED project funding. The interest rate on this loan is 0.00%. The last payment is scheduled for October 2027. Included in the 2022/23 budget is $31,000 for principal and $0 for interest.

The following is a schedule of the future payments for the City's long-term loans:

Year Ending
June 30, Principal Interest Total
2023 265,000 26,000 291,000
2024 264,111 19,850 283,961
2025 253,113 17,091 270,204
2026 244,193 12,547 256,740
2027 141,364 10,477 151,841
2028 - 2032 633,724 34,914 668,638
2033 - 2035 368,917 6,466 375,383
Total $2,170,422 $127,345 $2,297,767
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Long-Term Contracts Payable
In 1993 the City of Fresno issued Revenue Bonds for the upgrade and expansion of the Fresno-Clovis Regional Wastewater Treatment Plant (WWTP). The City of Clovis is obligated contractually to the City of Fresno to make semi-annual payments based on Clovis's share of the project. In January 1998 Clovis's share of the project was changed from 6.08% to 8.11% of the total $196,280,000 issued. The Revenue Bonds were issued in September 1993 at interest rates varying from 3.50% to 6.25% and payments run through September 2023. Included in the 2022/23 budget is $1,152,000 for principal and $81,000 for interest.

Below is a schedule of the future payments to the City of Fresno for these contracts:

Year Ending
June 30, Principal Interest Total
2023 1,152,000 81,000 1,233,000
2024 1,203,574 26,174 1,229,748
Total $2,355,574 $107,174 $2,462,748
Revenue Bonds
In July 2013 the City issued the 2013 Sewer Enterprise Revenue Bonds for $12,500,000 at interest rates varying from 2.00% to 5.00%. The proceeds were used to refinance the 1998 Sewer Enterprise Revenue Bonds for which proceeds were used to refund the 1991 Fowler Trunk Contract payable to the City of Fresno and the 1991 Armstrong Trunk Certificates of Participation. The last payment is scheduled for fiscal year 2027/28. Included in the 2022/23 budget is $615,000 for principal and $404,000 for interest.

In July 2013 the City issued 2013 Water Improvement Bonds for $31,810,000 at interest rates varying from

2.00% to 5.00%. The proceeds were used to refinance the 2003 Water Improvement Bonds for which proceeds were issued to pay for a surface water treatment plant, a water banking, plant, transmission lines and canal improvements; and to refund the Certificates of Participation for major water system improvements.

The final payment is scheduled for March 2028. Included in the 2022/23 budget is $2,265,000 for principal and $749,000 for interest.

In August 2015 the City issued the 2015 Wastewater Refunding Revenue Bonds for the purpose of refunding the $21,600,000 of outstanding 2005 Wastewater Bonds. The Wastewater bonds were issued to pay for the initial phase of construction of a new wastewater treatment plant needed due to planned development in the City. The bond was issued to pay for a pump station, sewer trunk, and a force main. The interest rate on the 2015 bonds carry interest rates varying from 2.00% to 5.25% with a True Interest Cost of 3.50%. The final payment on the 2015 Bonds is scheduled for August 2035, the same as the Refunded 2005 bonds. Included in the 2022/23 budget is $180,000 for principal and $866,000 for interest.

In August 2017 the City issued the 2017 Wastewater Refunding Revenue Bonds for the purpose of refunding the $50,710,000 of outstanding 2007 Wastewater Bonds. The Wastewater bonds were issued to pay for the initial phase of construction of a new wastewater treatment plant needed due to planned development in the City. The interest rate on the 2017 bonds carry interest rates varying from 2.00% to 5.00% with a True Interest Cost of 4.70%. The final payment on the 2017 Bonds is scheduled for August 2039, the same as the Refunded 2007 bonds. Included in the 2022/23 budget is $1,635,000 for principal and $2,201,000 for interest.

In April 2021 the City issued the 2021 Lease Revenue Bonds for $13,355,000. The Lease Revenue Bonds were issued to pay for the construction RILandmark Square, which includes a senior center, transit hub and a Fresno County library. The interest rate on the 2021 bonds carry interest rates varying from

2.00% to 4.00% with a True Interest Cost of 2.48%. The final payment on the 2021 Bonds is scheduled for November 2051. Included in the 2022/23 budget is $280,000 for principal and $377,000 for interest. 52 300
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Revenue Bonds – Continued
The following is a schedule of the debt service payments for the City's revenue bonds:

Year Ending
June 30, Principal Interest Total
2023 4,975,000 4,597,000 9,572,000
2024 5,225,000 4,346,290 9,571,290
2025 6,340,000 4,063,844 10,403,844
2026 7,515,000 3,726,869 11,241,869
2027 7,895,000 3,353,244 11,248,244
2028 - 2032 26,415,000 11,852,433 38,267,433
2033 - 2037 25,075,000 6,576,709 31,651,709
2038 - 2042 13,795,000 1,370,039 15,165,039
2043 - 2047 2,770,000 486,001 3,256,001
2048 - 2051 2,475,000 125,114 2,600,114
Total $102,480,000 $40,497,543 $142,977,543
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SUCCESSOR AGENCY TRUST FUND

Tax Allocation Bonds

In April 2008 the former Clovis Community Development Agency issued tax allocation bonds in the amount of $19,100,000 at interest rates varying from 3.25% to 4.75%. The proceeds are being utilized to aid in the financing of the former Clovis Community Development Agency's projects and were used for the refunding of $7,170,000 aggregate principal amount of the Agency's outstanding 1996 tax allocation bonds. Due to the elimination of redevelopment, the City is acting as the Successor Agency. The City has completed the necessary requirements, and applied to the State Department of Finance for the "finding of completion." Upon award of the finding of completion from the Department of Finance, the remaining bond proceeds will be used for the original intended purposes. The last debt service payment is scheduled for the fiscal year 2037/38.

Included in the 2022/23 budget is $880,000 for principal and $462,000 for interest.

The following is a schedule of debt service payments for the 2008 Tax Allocation Bonds:

Year Ending
June 30, Principal Interest Total
2023 880,000 462,000 1,342,000
2024 915,000 421,511 1,336,511
2025 960,000 379,181 1,339,181
2026 995,000 333,972 1,328,972
2027 1,050,000 286,681 1,336,681
2028 - 2032 3,920,000 736,532 4,656,532
2033 - 2038 1,695,000 252,107 1,947,107
Total $10,415,000 $2,871,984 $13,286,984

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PERSONNEL
There are thirteen new positions being proposed for 2022-2023, as well as the reduction of one position, and the conversion of nineteen positions. The General Fund has six additions which are three Police Officers and one Communications Supervisor in the Police Department, one Maintenance Worker in the Parks Division of the Public Utilities Department, and one Business Systems Analyst in the Information Technology Division of the City Manager Department. The City Manager Department added a Senior Information Technology Analyst within the General Government Services Fund. Within the Enterprise Funds, the Planning and Development Services Department added one position while reducing one position and the Public Utilities Department added five positions. Also listed are nineteen position conversions, reorganized within the respective departments.

The following additional positions are recommended for 2022-2023:

Position Department
Business Systems Analyst (1) City Manager
Senior Information Technology Analyst (1) City Manager
Senior Planner (1) Planning and Development Services
Communications Supervisor (1) Police
Police Officer (3) Police
Engineering Technician (1) Public Utilities
Equipment Mechanic (1) Public Utilities/Fleet
Maintenance Worker (1) Public Utilities/Community Sanitation Maintenance Worker (1) Public Utilities/Parks
Maintenance Worker (1) Public Utilities/Water
Senior Sanitation Operator (1) Public Utilities/Community Sanitation The recommended position reductions in 2022-2023 are as follows:

Position Department
Permit Technician (1) Planning and Development Services The following positions are recommended for conversion in 2022-2023:

Position Department
Depart. Support Mgr. to Facilities Maint. & Purchasing Mgr. General Services Senior Building Inspector to Senior Plans Examiner Planning and Development Services Public Safety Dispatcher to Lead Public Safety Dispatcher Police Police Officers (8) to Police Corporals (8) Police
Police Corporals (5) to Police Sergeants (5) Police
Police Sergeant to Police Lieutenant Police
Systems Video Tech. (2) to Senior Sys. Video Analyst (2) Police During the year changes to the personnel allocation are made through budget amendments approved by Council. There are position reallocations between sections noted by account in the Operations Section to better reflect current work assignments.
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2021-2022 2022-2023 Change
2020-2021 Current Recommended Increase /
Department Prior Year Year Approved Positions (Decrease) City Manager 23.60 24.75 26.75 2.00
General Services 51.10 51.10 51.10 -
Finance 21.00 21.00 21.00 -
Planning & Development Services 55.00 60.85 60.85 -
Fire 73.00 73.00 73.00 -
Police 180.00 180.00 184.00 4.00
Public Utilities 169.30 176.30 182.30 6.00
TOTAL 573.00 587.00 599.00 12.00

SUMMARY OF POSITIONS

BY DEPARTMENT
Police
31%
Finance
4%
Fire
12%
City Manager
4%
Planning & Devlpmt
Services
10%
Public Utilities
30%
General Services
9%

CURRENT
2021-2022
Police
31%
Finance
4%
Fire
12%
City Manager
4%
Planning & Devlpmt
Services
10%
Public Utilities
30%
General Services
9%

RECOMMENDED
2022-2023
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2020-2021 Current Recommended Increase /
Department Prior Year Year Approved Positions (Decrease)

CITY MANAGER
Assistant City Manager/City Clerk 1.00 - - -
Assistant City Manager - 1.00 1.00 -
Business Systems Analyst - -1 . 0 0 1.00
Business Development Manager 1.00 1.00 1.00 - City Clerk - 1.00 1.00 -
City Manager 1.00 1.00 1.00 -
Community & Econ Development Dir 1.00 1.00 1.00 -
Deputy Director of Information Tech 1.00 1.00 1.00 - Executive Assistant 1.00 1.00 1.00 -
Geographic Information System Analyst 0.25 0.25 0.25 - Housing Program Coordinator 0.85 - - -
Information Technology Specialist 3.00 4.00 4.00 -
Information Technology Supervisor 2.00 2.00 2.00 -
Information Technology Technician 2.00 2.00 2.00 -
Management Analyst - 1.00 1.00 -
Principal Office Assistant 1.00 1.00 1.00 -
Public Affairs & Information Manager 0.50 0.50 0.50 - Senior Information Technology Analyst 7.00 6.00 7.00 1.00 Senior Information Technology Specialist - 1.00 1.00 - Staff Analyst 1.00 - - -
TOTAL 23.60 24.75 26.75 2.00

GENERAL SERVICES
Administrative Assistant 3.00 2.00 2.00 -
Assistant Building Technician 3.00 3.00 3.00 -
Building Maint Worker/Leadworker 2.00 2.00 2.00 -
Bus Driver 16.00 16.00 16.00 -
Department Support Manager 1.00 1.00 - (1.00)
Facilities Maintenance & Purchasing Mgr - - 1.00 1.00 Facilities Maintenance Supervisor 1.00 1.00 1.00 -
General Services Director 1.00 1.00 1.00 -
General Services Manager 1.00 1.00 1.00 -
Lead Bus Driver 4.00 4.00 4.00 -
Management Analyst 4.00 4.00 4.00 -
Personnel Technician 3.00 3.00 3.00 -
Personnel/Risk Manager 1.00 1.00 1.00 -
Principal Office Assistant 2.00 3.00 3.00 -
Public Affairs & Information Manager 0.10 0.10 0.10 - Recreation Leader 1.00 1.00 1.00 -
Recreation Specialist 2.00 2.00 2.00 -
Recreation Supervisor 1.00 1.00 1.00 -
Senior Center Nutrition Svs Worker 1.00 1.00 1.00 -
Senior Custodian 1.00 1.00 1.00 -
Transit Dispatcher 2.00 2.00 2.00 -
Transit Supervisor 1.00 1.00 1.00 -
TOTAL 51.10 51.10 51.10 -

BY DEPARTMENT

DETAIL OF POSITIONS
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DETAIL OF POSITIONS

BY DEPARTMENT
2021-2022 2022-2023 Change
2020-2021 Current Recommended Increase /
Department Prior Year Year Approved Positions (Decrease)

FINANCE
Accountant/Senior 3.00 3.00 3.00 - Accounting Supervisor 1.00 1.00 1.00 - Acctg Systems Tech/Senior/Principal 4.00 4.00 4.00 - Assistant Finance Director 1.00 1.00 1.00 - Deputy Finance Director 1.00 1.00 1.00 - Finance Director/Treasurer 1.00 1.00 1.00 - Principal Office Assistant 1.00 1.00 1.00 - Senior Account Clerk/Principal 9.00 9.00 9.00 - TOTAL 21.00 21.00 21.00 -

PLANNING & DEVELOPMENT SERVICES
Assistant Dir of Plan & Devlp Serv 1.00 - - - Assistant/Associate Planner 2.00 3.00 3.00 - Building Inspector/Sr Bldg Inspector 5.00 5.00 4.00 (1.00) Building Official 1.00 1.00 1.00 - Business Workflow Analyst - 1.00 1.00 - Business Workflow Specialist 2.00 1.00 1.00 - City Engineer 1.00 1.00 1.00 - City Planner 1.00 1.00 1.00 - City Surveyor - 1.00 1.00 - Construction Manager 1.00 1.00 1.00 - Deputy Building Official/Plan Checker 1.00 1.00 1.00 - Deputy City Planner 1.00 1.00 1.00 - Dir of Planning & Development Serv 1.00 1.00 1.00 - Engineer I/Engineer II/Civil Engineer 13.00 14.00 14.00 - Engineering Inspector 5.00 6.00 6.00 - Engineering Program Supervisor 1.00 1.00 1.00 - Engineering Tech/Sr Eng Tech 2.00 3.00 3.00 - Geographic Info System Analyst 0.75 0.75 0.75 - Geographic Info System Tech 1.00 1.00 1.00 - Housing Program Coordinator 0.15 - - - Management Analyst 2.00 1.00 1.00 - PDS Admin Services Manager 1.00 1.00 1.00 - Permit Technician 3.00 3.00 2.00 (1.00) Planning Technician I/II 1.00 2.00 2.00 - Plans Examiner/Senior Plans Examiner 3.00 4.00 5.00 1.00 Principal Office Assistant 2.00 1.00 1.00 - Public Affairs & Information Manager 0.10 0.10 0.10 - Senior Planner 1.00 1.00 2.00 1.00 Staff Analyst - 2.00 2.00 - Supervising Civil Engineer 2.00 2.00 2.00 - TOTAL 55.00 60.85 60.85 - 59 309
AGENDA ITEM NO. 14.

DETAIL OF POSITIONS

BY DEPARTMENT
2021-2022 2022-2023 Change
2020-2021 Current Recommended Increase /
Department Prior Year Year Approved Positions (Decrease) POLICE
Administrative Assistant 4.00 2.00 2.00 - Animal Control Officer 6.00 6.00 6.00 - Animal Services Aide - 1.00 1.00 - Communications Supervisor - - 1.00 1.00 Community Service Officer 16.00 14.00 14.00 - Crime Analysis Supervisor 1.00 1.00 1.00 - Crime Specialist 1.00 2.00 2.00 - Deputy Police Chief 1.00 - - - Digital Forensic Analyst 1.00 1.00 1.00 - Lead Public Safety Dispatcher 4.00 4.00 5.00 1.00 Management Analyst 2.00 2.00 2.00 - Police Captain 5.00 3.00 3.00 - Police Chief 1.00 1.00 1.00 - Police Corporal 14.00 15.00 18.00 3.00 Police Lieutenant 2.00 4.00 5.00 1.00 Police Officer/Recruit 75.00 78.00 73.00 (5.00) Police Sergeant 12.00 8.00 12.00 4.00 Police Service Manager 1.00 1.00 1.00 - Public Safety Dispatcher/PSO 19.00 19.00 18.00 (1.00) Principal Office Assistant 7.00 8.00 8.00 - Property & Evidence Supervisor 1.00 1.00 1.00 - Property & Evidence Technician 1.00 1.00 1.00 - Records Supervisor 1.00 1.00 1.00 - Senior Property/Evidence Technician - 1.00 1.00 - Senior Systems Video Analyst - - 2.00 2.00 Staff Analyst 1.00 2.00 2.00 - Systems Video Technician 2.00 2.00 - (2.00) Supervisor of Animal Services 2.00 2.00 2.00 - TOTAL 180.00 180.00 184.00 4.00 FIRE
Battalion Chief 3.00 3.00 3.00 - Deputy Fire Chief 1.00 1.00 1.00 - Deputy Fire Marshall (Captain) 1.00 - - - Fire Captain 18.00 18.00 18.00 - Fire Chief 1.00 1.00 1.00 - Fire & Life Safety Specialist 1.00 1.00 1.00 - Fire Engineer 18.00 18.00 18.00 - Fire Inspector I 1.00 1.00 1.00 - Firefighters 24.00 24.00 24.00 - Management Analyst 1.00 1.00 1.00 - Principal Office Assistant 2.00 2.00 2.00 - Spec Proj/Life Safety Enforcement Mgr 1.00 1.00 1.00 - Training Officer (Captain) 1.00 2.00 2.00 - TOTAL 73.00 73.00 73.00 - 60 310
AGENDA ITEM NO. 14.

DETAIL OF POSITIONS

BY DEPARTMENT
2021-2022 2022-2023 Change
2020-2021 Current Recommended Increase /
Department Prior Year Year Approved Positions (Decrease)

PUBLIC UTILITIES
Administrative Assistant 1.00 1.00 1.00 - Assistant Mechanic/Service Worker 5.00 5.00 5.00 - Assistant Public Utilities Director 2.00 3.00 3.00 - Assistant Water Systems Technician 4.00 4.00 4.00 - Disposal Leadworker 3.00 3.00 3.00 - Electrician 2.00 3.00 3.00 - Engineer I/Engineer II/Civil Engineer 4.00 6.00 6.00 - Engineering Tech/Sr Engineering Tech 2.00 1.00 2.00 1.00 Equipment Mechanic 6.00 6.00 7.00 1.00 Equipment Operator 2.00 2.00 2.00 - Fleet Maintenance Leadworker 2.00 2.00 2.00 - Fleet Maintenance Service Writer 1.00 1.00 1.00 - Fleet Manager 1.00 1.00 1.00 - Landfill Leadworker 1.00 1.00 1.00 - Landfill Supervisor - 1.00 1.00 - Maintenance Leadworker 6.00 6.00 6.00 - Maintenance Worker/Sr Maint Worker 39.00 39.00 42.00 3.00 Management Analyst 2.00 2.00 2.00 - Meter Reader 4.00 4.00 4.00 - Parks Maintenance Leadworker 3.00 3.00 3.00 - Parks Manager 1.00 1.00 1.00 - Parts Clerk 2.00 2.00 2.00 - Principal Office Assistant 6.00 6.00 6.00 - Public Affairs & Information Manager 0.30 0.30 0.30 - Public Utilities Director 1.00 1.00 1.00 - Senior Sanitation Operator 25.00 25.00 26.00 1.00 Senior Engineering Inspector 1.00 1.00 1.00 - Solid Waste Manager 1.00 1.00 1.00 - Street Maintenance Manager 1.00 1.00 1.00 - Street Sweeper Operator 6.00 6.00 6.00 - Supervising Civil Engineer 1.00 1.00 1.00 - Utility Manager 1.00 1.00 1.00 - Utility Worker 28.00 30.00 30.00 - Water Production Manager 1.00 1.00 1.00 - Water System Supervisor - 1.00 1.00 - Water System Technician 1.00 1.00 1.00 - Water Treatment Plant Operator 3.00 3.00 3.00 - TOTAL 169.30 176.30 182.30 6.00 CITY TOTAL 573.00 587.00 599.00 12.00
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OPERATIONS TABLE OF CONTENTS

Summary of Expenditures by Department and Function ......................................................................................... 64-65 City Council ............................................................................................................................................................. 66-67 City Attorney ............................................................................................................................................................ 68-69 City Manager Department
Summary & Performance Measures ............................................................................................... .......... 70-77 Administration ............................................................................................................... ............................ 78-79 Community & Economic Development ...................................................................................................... 80-81 Housing & Community Development Administration ............................................................................... . 82-83 City Clerk ................................................................................................................................................... 84-85 Information Technology ............................................................................................................................. 86-87 General Services Department
Summary & Performance Measures ............................................................................................... .......... 88-93 Personnel .................................................................................................................... .............................. 94-95 Employee Benefits ............................................................................................................ ........................ 96-97 Liability and Property Insurance ............................................................................................. ................... 98-99 Facilities Maintenance ........................................................................................................................... 100-101 Department Support ........................................................................................................... ................... 102-103 Senior Services .............................................................................................................. ....................... 104-105 Recreation ................................................................................................................... .......................... 106-107 Transit ...................................................................................................................... ............................. 108-109 Finance Department
Summary & Performance Measures ............................................................................................... ...... 110-113 Administration ............................................................................................................... ........................ 114-115 Planning and Development Services Department
Summary ...................................................................................................................... ......................... 116-117 Planning & Performance Measures .............................................................................................. ........ 118-120 Building & Performance Measures ........................................................................................................ 121-123 Engineering & Performance Measures ........................................................................................... ...... 124-126 Police Department
Summary & Performance Measures ............................................................................................... ...... 127-131 Patrol ....................................................................................................................... .............................. 132-133 Communication ................................................................................................................ ..................... 134-135 Investigations ............................................................................................................... ......................... 136-137 Youth Services ............................................................................................................... ....................... 138-139 Support Services ............................................................................................................. ...................... 140-141 Administration ............................................................................................................... ........................ 142-143 Animal Services .............................................................................................................. ...................... 144-145 Fire Department
Summary & Performance Measures ............................................................................................... ...... 146-149 Emergency Services ........................................................................................................... .................. 150-151 Life Safety and Enforcement .................................................................................................. ............... 152-153 Emergency Preparedness ..................................................................................................................... 154-155 Administration and Support Services .......................................................................................... .......... 156-157 Public Utilities Department
Summary & Performance Measures ............................................................................................... ...... 158-165 Street Maintenance ........................................................................................................... .................... 166-167 Street Lighting .............................................................................................................. ......................... 168-169 Storm Drain .................................................................................................................. ......................... 170-171 Parks ........................................................................................................................ ............................. 172-173 Landscape Maintenance District ............................................................................................... ............ 174-175 Fleet Maintenance ................................................................................................................................. 176-177 Community Sanitation ......................................................................................................... .................. 178-179 Wastewater ................................................................................................................... ........................ 180-181 Community Facilities District (CFD) 2020-01 ........................................................................................ 182-183 Water .................................................................................................................................................... 184-185 Clovis Successor Agencies
Summary & Administration & Debt Service ........................................................................................... 186-188 63 315
AGENDA ITEM NO. 14.
2021-2022
2020-2021 Revised 2022-2023
Actual Estimate Budget
City Council 334,149 350,400 394,500
City Attorney 894,489 1,101,900 1,113,000
City Manager 8,251,358 11,521,900 8,646,600
General Services 45,342,120 55,497,000 61,960,900
Finance 3,144,383 3,386,200 3,765,200
Planning & Development Services 10,793,113 11,997,200 14,873,500 Police 39,683,617 42,887,100 47,843,700
Fire 18,891,055 21,800,300 22,049,500
Public Utilities 81,111,485 94,479,500 93,819,500
Capital Improvements 30,127,411 126,749,900 43,021,000
TOTAL 238,573,180 369,771,400 297,487,400
General Government 7,576,845 8,164,200 8,838,800
Public Safety 58,574,672 64,687,400 69,893,200
Planning & Development Services 10,793,113 11,997,200 14,873,500 Capital Improvements 30,127,411 126,749,900 43,021,000
Public Utilities 63,628,110 71,000,700 75,386,100
Culture & Recreation 14,833,860 16,053,900 18,531,500
Internal Services 53,039,169 71,118,100 66,943,300
TOTAL 238,573,180 369,771,400 297,487,400

SUMMARY OF EXPENDITURES

BY DEPARTMENT

BY FUNCTION
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AGENDA ITEM NO. 14.
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EXPENDITURES BY FUNCTION
General Government
3%
Public Safety
25%
Planning & Development
Services
5%
Capital Improvements
13%
Public Utilities
26%
Culture & Recreation
6%
Internal Services
22%
2020-2021 ACTUAL
General Government
2%
Public Safety
24%
Planning & Development
Services
5%
Capital Improvements
14%
Public Utilities
26%
Culture & Recreation
6%
Internal Services
23%
2022-2023 BUDGET
General Government
2%
Public Safety
17%Planning & Development
Services
3%
Capital Improvements
35%
Public Utilities
20% Culture & Recreation
4%
Internal Services
19%
2021-2022 ESTIMATED
65 317
AGENDA ITEM NO. 14.

CITY COUNCIL SUMMARY
The City Council is the elected legislat ive body of the City of Clovis and ha s the overall responsibility for the scope, policy direction, and financing of City services an d all decisions concerning the expenditure of tax and other revenues utilized for the benefit of the citizens of Clovis. The City Council is also responsible for establishing land use policies through the City’s General Plan and zoning regulations.

The Mayor and City Council represent and lead the local government in de termining the overall vision for the community and its future. They also determine the mission of the local government in the conduct of its daily business of governance and service delivery. Within the structure of the Council-Manager form of government utilized by the City of Clovis, the Ci ty Council provides policy direction to the City Manager who is a professional manager responsible for administering City operations. In setting policy, the City Council works closely with citizen advisory commissions and committees, considers staff information and recommendations, and receives comments from citizens and the general public. In March 2021, the City held its last March odd year off cycle election. Elections will shift to November even years beginning in November 2022.

Department Goals 2022-2023
x Provide for orderly and planned community growth consistent with the vision adopted with the City’s General Plan.
x Make Clovis the Safest City in the Valley providing qu ick and effective responses to high priority calls for emergency services.
x Provide for economic development strategies to grow businesses, jobs, and to enhance the revenue base of the community; position the City to compete in the global market. x Provide for a financially sustainable City as the community grows. x Make Clovis a great place for families to live.
x Foster regional leadership by maintaining a distinct community identity and pride. x Encourage and promote citizen engagement and community leadership. x Maintain Clovis as a public sector employer of choice.

Budgetary Highlights
x Provide policy guidelines to update the provisions of the Clovis General Plan to guide future growth and revitalization of the community.
x Provide policy guidelines that assure the fiscal sustainability of the City for today and into the future. x Support efforts to attract investment and quality job cre ation in local business parks; strengthen partnerships with business, economic development organizations, an d educational resources in the region to facilitate economic diversity and an improved jobs-housing balance. x Review the community-wide survey and provide guid ance on service enhancements and expectations identified by residents.
x Maintain active membership in regional and statewid e organizations of local governments to participate in information sharing networks and provide training and legislative advocacy on matters of law and policy. x Support training and efforts in succession planning to create the next generation of City leaders. x Support opportunities for citizen engagement to prom ote better understanding of local governments and to foster the next generation of civic leaders.
x Continue to focus on core services and opportunities to partner for more efficient services. 66 318
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CITY COUNCIL
2021-2022
2020-2021 Revised 2022-2023
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 87,300 87,400 89,900
Benefits 112,610 113,000 115,300
Professional Services 162 0 200
Travel & Meeting Expense 11,387 20,000 44,000
Dues & Subscriptions 32,990 34,000 35,000
Admin & Overhead 89,700 96,000 110,100
TOTAL CITY COUNCIL 334,149 350,400 394,500
Interfund Charges 183,000 200,000 203,000
Use of Discretionary Funds 151,149 150,400 191,500
TOTAL 334,149 350,400 394,500

DETAIL OF POSITIONS
The City Council consists of five council members, who are elected at large.

SOURCES OF FUNDING67
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AGENDA ITEM NO. 14.

CITY ATTORNEY

DEPARTMENT SUMMARY
The City Attorney is an appointed o ffice established under the laws of th e State of California and the Clovis Municipal Code. Professional legal services for the City Attorney are presently obtained by contract as determined by the City Council. The City Attorney is the City's chief legal adviso r and represents the City in civil actions; prosecutes violations of the Municipal Code; drafts ordinances, resolutions, contracts, leases, deeds, covenants, bonds and other financial documents, and other legal documents required by the City Council, City Manager, City Commissions, and City Departments; and pursues right-of-way acquisitions.

All departments contribute a pro rata share to fund the pr imary operations of the City Attorney's office. When departments require litigation or special legal services funded by sources other than the General Fund, the additional expense is charged to the receiving department. In addition, development fees reimburse a portion of the City Attorney’s costs when the City must acquire a right-of-way for new projects, litigate, or otherwise intervene.

Department Goals 2022-2023
x Provide accurate and timely consultation and advice to City Council, the City Manager, and City departments. x Emphasize “best practices” for legal issues in administrative matters and also in the prevention of litigation through workshops and briefings on municipal law and through early involvement in major issues and projects. x Prosecute, defend, and manage litigation in a cost-effective manner.

Budgetary Highlights
x Provide ongoing legal review and consultation with the City Manager and City departments weekly. x Present a minimum of two workshops on legal issues to City Council and City departments during the year. x Present a comprehensive review of all litigation to City Council at least two times during the year with periodic case updates as needed.
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AGENDA ITEM NO. 14.
2021-2022
2020-2021 Revised 2022-2023
Actual Estimate Budget
Professional Services 876,489 1,074,000 1,074,000
Admin & Overhead 18,000 27,900 39,000
TOTAL CITY ATTORNEY 894,489 1,101,900 1,113,000
Intergovernmental Charges 684,000 748,000 743,000
Use of Discretionary Funds 210,489 353,900 370,000
TOTAL 894,489 1,101,900 1,113,000
The functions for this section are handled by contract.

CITY ATTORNEY

DEPARTMENT SUMMARY

SOURCES OF FUNDING

DETAIL OF POSITIONS

BUDGET DETAIL
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AGENDA ITEM NO. 14.

CITY MANAGER

DEPARTMENT SUMMARY
The City Manager is an appointed office established by the Clovis Municipal Code and under the laws of the State of California. The City Manager is appointed by the City Council to serve as the chief administrative officer. The City Manager is responsible for administer ing all operations, finances , activities, and projects consistent with City Council policy directives and appl icable municipal, state, and federal laws. The City Manager appoints and removes all employees on the re commendation of the various department heads and appoints and/or dismisses department heads subject to co nfirmation of the City Council. The City Manager also serves as the Executive Director of the Public Finance Authority which i ssues financing instruments to fund various projects. Various functions are under the City Manager Department including Administration, Economic Development, Affordable Housing, City Clerk, and Informa tion Technology. In previous years the City Clerk and Information Techinoly Division were under the City Clerk Deparmtent. This has shifted due to the reorganization of the City Clerk and Asissitant City Manager roles. The City Clerk Division now reports to the City Manager and the Information Technology Division is overseen by the Assistant City Manager.

Administration Section 25100
The City Manager's office is the administrative, cost- control center for the entire City operation and is responsible for ensuring that City Council policies are ca rried forward by action. Department staff also provides administrative support to the City Council, City Clerk, and oversees Information Technology.

Community & Economic Development Section 25200
The Community & Economic Development Department is responsible for fostering a healthy business environment by facilitating business development and investment to expand the City ’s tax base and for seeking an improved balance of jobs and housing in the City.

Housing & Community Development Sections 42750/49210
Housing & Community Development staff is responsible for the day-to- day operation of Clovis’ allocation of federal Community Development Block Grant (CDBG) program funds. This includes oversight to ensure that all CDBG expenditures are made in accordance with the regulations of the funder, the U.S. Department of Housing and Urban Development (HUD). Staff in this section also administers all ongoing affordable housing programs.

This includes Clovis’ home loan rehabilitation program, home repair grant program, home paint grant program, first-time homebuyer loan program, and the mobile home re placement loan program. Staff in this section is also responsible for the assets and liabilities of Clovis’ affo rdable housing programs. In addition, staff coordinates with county, state, and federal agencies to secure funding for ongoing and future affordable housing projects.

City Clerk Section 15000
Pursuant to local ordinance, the City Clerk is appointe d by the City Manager and co nfirmed by the City Council, taking on additional administrative duties as assign ed and supervised by the Ci ty Manager. Primary duties include the following major categories:
x Elections - As Elections Offic ial, the City Clerk conducts and oversees the municipal election process. Voter registration and voting is coordi nated with the Fresno County Clerk ’s Election Division and election services are provided by the County Clerk’s Election Division.
x Filing Official - The City Clerk is the local Filing Offi cial for all State and local financial disclosure statements which includes Statements of Economic Interestes for City Councilmembers, Commissioners, and designated employees in accordance with the City ’s Conflict of Interest Code. The City Clerk is also responsible for election campaign disclosure statements for all local candidates and campaign committees. x Legislative Administration - The City Clerk facilitates the execution of official and legislative processes. This includes administering oaths of office, attesting to official documents and the passing of resolutions and ordinances, participating in all City Council meetings, and filing all petitions and appeals. 70 322
AGENDA ITEM NO. 14.

x Municipal Code and Information Dissemination - The City Clerk maintains and publishes the Municipal Code, and prepares legal and promotional publications and notices of public hearings. x Records Management - The City Clerk's office records official actions and legislation of the municipal government, documenting the proceedings of meetings and retaining other legal and historical records.

Records are maintained while providing appropriate public access to government business. The City Clerk manages the proper maintenance and disposition of City records and information according to statute, and helps to preserve City history. The City Clerk is also responsible for an ongoing initiative to transfer all written documents to electronic images for ease of storage and retrieval.

Information Services/Communications Division Sections 36200/36300 The Information Technology Division is responsible for the implementation, maintenance, administration and security of the City’s information systems; and for coordinating technology projects and initiatives with other divisions, departments and with outside agencies. The Division has transition from reporting to the City Clerk to the Assistant City Manager. The Division’s services include cyber-security preparedness, telecommunications, geographic information systems, network infrastructure including fiber-optics, server and desktop virtualization, application and systems development, and 24x7 on-call support for Public Safety and other mission critical applications.

Department Goals 2022-2023
x Implement the vision, mission, strategic goals, and target actions set forth by the City Council. x Provide thorough and timely information about projects and proposals to the City Council to allow for informed decision making.
x Assist the City Council in developing growth management, public service, and financing policies to guide implementation of the General Plan Update, public service and facility master plans, and preservation and renewal of older neighborhoods.
x Assist the City Council in assessing new and/or changed policies and programs that will regain and expand the City's revenue and tax base and help attract jobs that will raise per capita income for residents, a leading indicator of economic vitality.
x Seek ways to reduce the cost of and/or demand for services and improve service delivery; assist the City Council in determining ways to develop and sustain funding resources for essential services. x Develop policies that support a sustainable community. x Provide learning opportunities for the next generation of City leaders. x Carry out the affordable housing function by managing the housing program assets, improving existing housing and increasing the supply of affordable housing. x Provide administrative support for special project assignments from the City Manager such as preparation for tax sharing agreements with the county and other public agencies. x Continue the planning and implementation of a Succession/Leadership team of managers preparing newer managers for future leadership positions.

City Clerk Division
x Implement the NetFile system for FPPC filings of the Statement of Economic Interests (Form 700) and Election Campaign Statements (Forms 460/470).
x Coordinate General Municipal Election.
x Select and implement a public records request management system. 71 323
AGENDA ITEM NO. 14.

x Provide timely response to citizens and departmental requests for information and advice. x Maintain an accurate record of City Council actions: minutes, ordinances, resolutions and agreements. x Update the Clovis Municipal Code as ordinances become adopted. x Improve the processing and approval of agreements through the City Council. x Provide timely and thorough responses to special project assignments for the City Manager.

Information Technology Division
x Continue to improve the security posture of the City’s information systems and protect from all vulnerabilities including unauthorized access, hacks and malware.
x Update and implement the City’s Telecommunications Master Plan for all related infrastructure (inclu ding fiber optics, wireless and video communications); and coordinate with other agencies including the City of Fresno, County of Fresno, the Clovis Unified School District and other agencies in the use of the City’s and regional fiber infrastructure.
x Provide technology, automation and innovation to the city and departments so staff works smarter not harder.
x Provide cyber-security awareness information, threat assessments and other training resources. x Continue to maintain the city’s network infrastructure, applications and systems and strive for 99% uptime. x Continue to improve the security of the City’s information systems from all vulnerabilities including unauthorized access, hacks and malware.
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AGENDA ITEM NO. 14.

CITY MANAGER

DEPARTMENT SUMMARY
Budgetary Highlights
Administration Division
x Monitor the results of budgetary performance and focus on long-term fiscal sustainability and recommend adjustments as necessary.
x Build a responsive and community service-oriented workforce. x Provide policy analysis concerning the impact of fiscal strategies upon the City’s long-range service plans; pursue future funding strategies for essential core services as directed by the City Council. x Provide oversight of the implementation of the General Plan, Sphere of Influence, and related public service and sustainable financial strategies.
x Establish effective communication strategies that promot e community activities, services, history, key projects, and citizen access to local government.
x Provide opportunities to build the organizational culture by education and information for employees; assist with skill and capacity building as part of the succession planning strategy.

Community & Economic Development Division
x Continue marketing strategy to encourage the medical industry to locate in Clovis, leveraging the investments being made by Clovis Community Hospital, California Health Sciences University, and other medical businesses.
x Encourage private sector development in the community by working with property owners, brokers and developers to make Clovis competitive in attracting new businesses. x Aggressively implement strategies of the Business Retention, Expansion and Attraction Program (Business REAP) to help businesses manage the COVID-19 economic impacts. x Work with the Tourism Advisory Committee and regional efforts to position Clovis as a regional and state tourist destination; support opportunities to host community special events that are aligned with community interests to aid in rebuilding the tourism economy in Clovis due to the COVID-19 economic impacts.

Housing Development Division
x Provide funds to repair/rehabilitate/construct 195 affordable housing units. x Assist developers in creating additional affordable housing in the community.

City Clerk Division
x Coordinate 2022 General Municipal Election.
x Implement the NetFile FPPC filing system.
x Select and implement a public records request management system. x Maximize utilization of technology to improve services. x Complete workflow analysis of all documents that flow through Administration to the City Council and update/streamline the approval/adoption process.
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AGENDA ITEM NO. 14.

Information Technology Division
x Assist the Finance Department with the selection of a Utility billing system software and Finance system. x Install additional fiber optic connections between City facilities. x Increase data storage capacity in its data centers.
x Upgrade the City’s core network and voice communications systems software. x Assist the Police Department in the upgrade of its Forensics Storage System. x Replace the Uninterruptable Power Supply (UPS) System in the Public Safety Building. x Assist the General Services Department with the network, communications and technology needs for the new Landmark Square facilities.
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CITY MANAGER

DEPARTMENT PERFORMANCE MEASURES
Administration Division
x The Administration Division’s Goal is to ensure that the City Council’s policies are implemented as efficiently as possible throughout all City Departments.

Community & Economic Development Division
x The department goal is to facilitate job growth in the City of Clovis and to continually improve the jobs/housing balance ratio until it is in balance. The jobs/housing balance is measured as the ratio between jobs and residents in the labor force. Communities wi th a job-to-housing ratio ranging from 0.8:1 to 1.25:1 are generally considered to be in balance. The City experienced severe job losses due to the economic impact of COVID-19 but has seen a significant gain in jobs in recent months and is almost back to pre- pandemic levels. Meanwhile, housing production has continued growing, requiring additional jobs to keep the jobs/housing balance ratio on target. The focus going forward will be further gains in job creation. 2020-2021 (actual) 2021-2022 (estimated) 2022-2023 (proposed) Total Jobs Increase/(Decrease) (2,500) 2,000 700
Jobs/Housing Balance Ratio .75:1 .79:1 .80:1
x Increase retail sales by encouraging occupancy of va cant retail space, development of new commercial retail and ensuring that existing retail businesses are offered the opportunity to expand their operations.

Retail sales are volatile due to the COVID-19 pandem ic but it has performed better than expected.

Disruptions in supply and shifting market trends wi ll impact this revenue stream going forward to some degree and continued growth likely won’t be sustained at the levels experienced the past few years. 2020-2021 (actual) 2021-2022 (estimated) 2022-2023 (proposed) Total Retail Sales Tax $27,177,319 $29,600,000 $31,070,000 Percentage Increase/(Decrease) 23.1% 8.91% 4.97%
Housing Development Division
The goal of the Housing Division is to increase and improve the supply of affordable housing. x Increase the supply of affordable housing: Provide fu nds for projects utilitzing the impact-fee reduction program for affordable housing and conduct first-time homebuyer program. z Improve the supply of affordable ho using: Provide housing rehabilitation and other services to at least 195 households to improve the quality of the housing st ock and the neighborhoods in which that housing is located.
2020-2021 (actual) 2021-2022 (estimated) 2022-2023 (proposed) New Units Constructed/Added 0 63 135
Rehabilitated Housing 50 25 50
Down Payment Assistance Program 0 0 10
Emergency Housing Payments 238 0 0
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AGENDA ITEM NO. 14.

City Clerk Division
The mission of the City Clerk Division is to protect the interests of the citizens, the Council, and other City departments of Clovis by administering applicable city and state laws and to preserve and maintain the integrity of the City’srecords with efficient records management. 2020-2021 (actual) 2021-2022 (estimated) 2022-2023 (proposed) x Conduct the General Municipal Election in accordance wi th state law in the most efficient and economical manner possible. Complete, but unofficial, results should be available by 10:00 p.m. on election night.

Unofficial Election Results 100% N/A 100%
x Implement the records management plan.

Implement the
Records Imaging System 75% 80% 85%
x Implement the NetFile system for FPPC filings of th e Statement of Economic Interests (Form 700) and Election Campaign Statements (Forms 460/470).

Implement the
Filing System 50% 75% 100%
x Operate the general records management program to provide accurate information and efficient response time for information requested by citizens, the City Co uncil, and City departments. An indicator would be the Public Records Act which provides for a ten-day response time.

Ten-Day Response Time 100% 100% 100%
76 328
AGENDA ITEM NO. 14.

CITY MANAGER

DEPARTMENT SUMMARY
2021-2022
2020-2021 Revised 2022-2023
Actual Estimate Budget
Administration 945,189 1,224,300 1,038,300
Community & Economic Development 901,643 1,016,100 1,215,600 Housing & Community Development 1,391,392 135,900 307,800 City Clerk 648,313 279,400 412,400
Information Technology 4,364,821 8,866,200 5,672,500
TOTAL ALL ACTIVITIES 8,251,358 11,521,900 8,646,600
General Fund 2,495,145 2,519,800 2,666,300
Housing & Community Dev Fund 1,391,392 135,900 307,800
General Services - Information Technology 4,364,821 8,866,200 5,672,500 TOTAL ALL FUNDS 8,251,358 11,521,900 8,646,600

BUDGET BY ACTIVITY

BUDGET BY FUND
77 329
AGENDA ITEM NO. 14.

City Manager Administration
Department Section 25100
2022-2023 Goals
x Assist the City Council with policy development and implementation of priority goals and target actions. x Provide oversight for implementation of the land use planning process and of the General Plan Update. x Implement the adopted budget in a timely manner and provide regular progress reports to the City Council to assure that financial targets and program goals are being met. x Provide alternatives and pursue plans for sustainabl e funding strategies for General Fund operations as directed by the City Council.
x Continue to seek ways to improve communications between City government and the general public. x Represent the City's interests in matters of regional and statewide significance.

Objectives to Meet the Goals
x Monitor state and federal legislation that affects munic ipal operations and financing through association with the League of California Cities, th e Council of Fresno County Governments, state and federal delegation participation and direct contact with legislators; re gularly advise the City Council on actions to support, oppose, or amend proposed legislation and ballot propositions that have a direct impact on City operations. x Provide oversight of the implementation of the General Plan and develop growth management and financial policies to guide the implementation. Sustain City se rvices and facilities, and renew and stabilize older neighborhoods.
x Continue to promote economic development strategies th at attract and retain businesses and jobs in Clovis in the post-redevelopment era.
x Monitor department work programs and budget activities monthly to determine continued need for actions and availability of funding; conduct periodic mana gement audits of City services and operations to meet service standards, reduce costs, reduce demand, or improve service delivery. x Continue to pursue cost effective communication meth ods that describe City services, financial plans, history and community projects, and how citizens may gain access to local go vernment; utilize online resources to feature City services and issues.
x Participate on various regional boards and committees to ensure representation of the City's interests and to gain information useful to advance the City’s goals.
x Monitor local economy closely to determine any changes that need to occur to ensure the City is fiscally sustainable.

Five-Year Outlook
This year’s budget is being written when the nation continues to reco ver from COVID-19 and is now facing further supply chain disruptions, labor shortages, and very high inflation pressure. Before the COVID-19 shelter-in-place order, the economy in Clovis was robust with reco rd low unemployment, growth, and commercial investment. This strong foundation has al lowed Clovis to experience a rapid rebound and is currently seeing unemployment rates back to pre-COVID r ates but needs the labor market to grow in order to meet businesses needs. Through COVID-19 the City was able to grow the Emergency Reserve and leverage additional fiscal aid available to better the position the Ci ty for the long term. An important ongoing initiative is working on the implementation of the General Plan which is planned for an update over the next few years. This program is as much a land use plan as it is a financial plan for the future of the City. Sustainability of the character, appearance and quality of li fe in the community as it continues to grow in the future will be the challenge. Economic development and job generation must remain a high priority for the City. Identifying and mentoring the next generation of City leaders will cont inue to be one of the major goals of the department.

When looking back upon in the City’s history, the COVID pandemic will be an historic downturn to take note of and plan for. The resiliency of our community relies on prudent fiscal policies, wise investments in the community, to provide a high level of service, well -crafted land use policies, and a robust economic development effort.
78 330
AGENDA ITEM NO. 14.

City Manager Administration
Department Section 25100
2021-2022
2020-2021 Revised 2022-2023
Actual Estimate Budget
Salaries - Regular 534,278 688,500 510,900
Extra Help 0 0 18,900
Benefits 214,846 229,800 209,100
Vehicle Charges 18,090 19,600 18,700
Professional Services 22 76,100 77,100
Materials & Supplies 9,999 8,000 13,000
Travel & Meeting Expense 3,552 20,500 25,500
Training 7,113 8,000 0
Dues & Subscriptions 5,089 6,400 6,400
Admin & Overhead 152,200 167,400 158,700
TOTAL ADMINISTRATION 945,189 1,224,300 1,038,300
Interfund Charges 595,000 644,000 599,000
Miscellaneous Income 37,905 77,000 77,000
Use of Discretionary Funds 312,284 503,300 362,300
TOTAL 945,189 1,224,300 1,038,300
Assistant City Manager/City Clerk 0.50 - - Assistant City Manager - 0.50 0.50 City Manager 1.00 1.00 1.00 Executive Assistant 1.00 1.00 1.00 Principal Office Assistant 0.20 0.20 0.20 Public Affairs & Information Manager 0.50 0.50 0.50 Staff Analyst 0.75 - -
TOTAL 3.95 3.20 3.20

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
79 331
AGENDA ITEM NO. 14.

City Manager Community & Economic Development
Department Section 25200
The Community & Economic Development Department is ag gressively pursuing private sector investments for job generation. The Division will focus on job retention and renewed expansion efforts as this will be key to recovering and moving forward from the COVID-19 economic impacts. The department will work toward business development and investment to expand the City ’stax base and for seeking an improved balance of jobs and housing in the City. The department is responsible for marketing the Clovis Industrial Park and the Central Valley Research & Technology Business Park. In addition, the department markets industrial and commercial properties through cooperation with real estate brokers and landowners. The department works with businesses and industries wishing to locate in the City and is responsible for working with existing businesses to retain them in Clovis and to help them expand as necessary. The department is responsible for tourism activities to attract visitors to Clovis hotels and services. Al l of this work is done in coordination between the City departments and local/regional business organizations su ch as the Business Organization of Old Town, Clovis Chamber of Commerce, Clovis Tourism Advisory Comm ittee, Economic Development Corporation, Fresno County Workforce Investment Board, and Fresno-Clovis Convention and Visitors Bureau. 2022-2023 Goals
x Retain and expand existing Clovis businesses by assisting the business community handle the volatile economic conditions.
x Encourage new commercial and industrial development in the City. x Facilitate growth in the number of jobs available for residents improving the jobs-housing balance. x Implement goals and objectives of the updated City of Clovis Economic Development Strategy. x Implement the goals and objectives of the Business Retention, Expansion and Attraction Program.

Objectives to Meet the Goals
x Develop and maintain relationships with existing Clovis businesses through business visitations. x Develop and maintain relationships with commercial/ind ustrial real estate brok ers and assist them in marketing Clovis.
x Invest targeted resources to assist in an uptick in en trepreneurs starting businesses that come about due to COVID-19.
x Invest in assessing the retail market space Clovis offers and forecast space needs into the future to adjust land use plan accordingly.
x Continue to develop strategies to make Clovis competit ive in business attraction, including digital marketing tools and targeted trade show participation with special focus on the medical industry. x Provide project coordination for major retail and industrial projects to resolve problems and accelerate siting. x Continue to work with the Business Organization of Old Town, Fresno EDC, Small Business Development Center, Clovis Culinary Center, and the Workforce In vestment Board, to retain, expand and attract businesses.
x Continue to update inventory of available commercial an d industrial property; develop reliable contacts with commercial real estate brokers.
x Communicate with the business community and potentia l investors highlighting the economic development activities in Clovis.
x Work with the Tourism Advisory Committee, Clovis Hotel Association and Clovis Unified School District to increase tourism opportunities and grow related tax revenues. x Work with the Fresno County Workforce Investment Board (WIB) to provide training opportunities for businesses and residents of Clovis.

Five-Year Outlook
The Community & Economic Development Department will take the lead role in promoting and assisting commercial and industrial growth in the City of Clovis, seeking expansion of the local tax base. The department will be closely monitoring economic trends and needs in Clovis assist and guide businesses toward growth duign a period of economic uncertainty. The City will promote and assist marketing strategies to position the City of Clovis in the forefront of the medical, technol ogy and agile manufacturing business community. The department will coordinate work with other City departmen ts to develop and implement a plan to maximize the economic development potential of industrial and commercial zoned property throughout the City. 80 332
AGENDA ITEM NO. 14.

City Manager Community & Economic Development
Department Section 25200
2021-2022
2020-2021 Revised 2022-2023
Actual Estimate Budget
Salaries - Regular 354,305 313,500 413,800
Overtime 1,742 500 0
Extra Help 13,395 35,000 20,000
Benefits 146,945 138,800 171,700
Vehicle Charges 12,660 11,600 16,000
Professional Services 303,253 430,000 477,000
Materials & Supplies 4,430 0 0
Travel & Meeting Expense 4,085 5,100 15,100
Training 350 8,000 0
Dues & Subscriptions 1,178 2,500 2,800
Admin & Overhead 59,300 71,100 99,200

TOTAL COMMUNITY &
ECONOMIC DEVELOPMENT 901,643 1,016,100 1,215,600
Federal Grants 2,861 0 0
Intergovernmental Charges 60,000 60,000 60,000
Interfund Charges 10,000 10,000 10,000
Use of Discretionary Funds 828,782 946,100 1,145,600
TOTAL 901,643 1,016,100 1,215,600
Assistant City Manager - 0.50 0.50 Business Development Manager 1.00 1.00 1.00 Community & Economic Development Dir 1.00 1.00 1.00 TOTAL 2.00 2.50 2.50

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
81 333
AGENDA ITEM NO. 14.

City Manager Housing & Community Development Administration Department Sections 42750/49210
2022-2023 Goals
x Administer the Community Development Block Grant (CDBG) program in accordance with federal regulations, and in a manner that improves the commu nity by providing decent, affordable housing and a suitable living environment for low- to moderate-income residents of Clovis. x Preserve and expand Clovis’ supply of affordable housing. x Implement the Housing Element programs as applicable.

Objectives to Meet the Goals
x Utilize current federal and state funding to preserve the affordable housing supply. x Improve street and trail infrastructure in eligible low- to moderate-income neighborhoods. x Provide funds for ADA improvements throughout Clovis. x Assist with job creation for low- to moderate-income citizens of Clovis. x Plan and execute projects for the development of additional affordable housing. x Provide information to the public on affordable housing. x Establish and maintain relationships with federal, state, surrounding local and non-profit housing agencies. x Be a resource for affordable housing information for private developers, in an effort to promote private investment in affordable housing development.
x Provide funds to code enforcement in low- to moderate-income neighborhoods. x Research funding opportunities for affordable housing and complete funding applications.

Five-Year Outlook
Projects will be iden tified annually to preserve and expand Clo vis’ supply of affordable housing. In addition, projects will be identified annually to improve infrastr ucture and provide needed public services in low- to moderate-income neighborhoods in accordance with adopted policies. It is anticipated that the number of units created or rehabilitated will be 195. Staff in this Divisi on will continue to take advantage of all feasible opportunities to obtain funding for affordable housing, and will do so in accordance with the Housing Element and the General Plan. Staff will work with the private sector to encourage and incentivize the development of affordable housing.
82 334
AGENDA ITEM NO. 14.

City Manager Housing & Community Development Administration Department Section 42750/49210
2021-2022
2020-2021 Revised 2022-2023
Actual Estimate Budget
Salaries - Regular 61,740 37,500 112,000
Benefits 20,475 19,400 57,300
Vehicle Charges 0 2,000 6,100
Professional Services 1,236,869 5,800 2,000
Materials & Supplies 0 100 0
Travel & Meeting Expense 0 2,000 4,000
Dues & Subscriptions 2,500 2,600 2,600
Admin & Overhead 11,200 16,500 13,800
CCDA Capital Improvements 58,608 50,000 110,000

TOTAL HOUSING &
COMMUNITY DEV ADMINISTRATION 1,391,392 135,900 307,800
Federal Grants 0 134,800 307,800
Project Participation 1,391,272 0 0
Miscellaneous Income 120 1,100 0
TOTAL 1,391,392 135,900 307,800
Housing Program Coordinator 0.85 - -
Management Analyst - 1.00 1.00
TOTAL 0.85 1.00 1.00

DETAIL OF POSITIONS

BUDGET DETAIL

SOURCES OF FUNDING
83 335
AGENDA ITEM NO. 14.

City Manager City Clerk
Department Section 15000
2022-2023 Goals
x Implement the NetFile system for FPPC filings of the St atement of Economic Interests (Form 700) and Election Campaign Statements (Forms 460/470).
x Coordinate General Municipal Election.
x Select and implement a public records request management system. x Provide timely response to citizens and departmental requests for information and advice. x Maintain an accurate record of City Council actions: minutes, ordinances, resolutions and agreements. x Update the Clovis Municipal Code as ordinances become adopted. x Improve the processing and approval of agreements through the City Council. x Provide timely and thorough responses to special project assignments for the City Manager.

Objectives to Meet the Goals
x Complete the implementation of the NetFile electronic FPPC filing system that streamlines the management and submission process of the FPPC forms.
x Continue to implement a computerized records manage ment system that provides for efficient records retention and retrieval.
x Continue to provide timely responses to citizens and departmental requests for information. x Complete workflow analysis of all documents that fl ow through Administration to the City Council and update/streamline the approval/adoption process.
x Develop and train staff.
x Maximize utilization of technology to improve services.

Five-Year Outlook
The City Clerk's budget will vary from year to year depending on whether general City or special elections are scheduled. The next scheduled municipal election will be in November 2022, when three of the five seats on the City Council will be up for election. This will be a shif t from previous years as the City election has moved from March of odd years to November of even years.

The City Clerk’s division will analyze administrative workflow processes and work towards utilizing technology to improve and streamline services. Staff is working to impl ement the FPPC electronic filing system to improve the management and form submission process. Additionally , a records imaging system is being implemented for the storage and retrieval of City records but is supported on ly by part-time help and is taking several years to implement. The conversion of the records of the vari ous departments is planned to be a multi-year project.

What started in the Administrative Office with over 1,600,000 pages being scanned, including over 190,000 documents in the City Clerk’s office alone, is now in Phase IV, scanning Planning & Development Services ’ records, which will continue for several years due to the large volume of documents. 84 336
AGENDA ITEM NO. 14.

City 0DQDJHU City Clerk
Department Section 15000
2021-2022
2020-2021 Revised 2022-2023
Actual Estimate Budget
Salaries - Regular 143,889 142,400 148,600
Overtime 1,855 500 0
Benefits 65,105 67,300 69,500
Vehicle Charges 1,980 5,000 6,100
Professional Services 404,115 30,000 130,000
Travel & Meeting Expense 1,777 4,500 4,300
Training 4,403 4,000 4,000
Dues & Subscriptions 89 800 800
Admin & Overhead 25,100 24,900 49,100
TOTAL CITY CLERK 648,313 279,400 412,400
Interfund Charges 103,000 119,000 160,000
Miscellaneous Income 20 1,000 1,000
Use of Discretionary Funds 545,293 159,400 251,400
TOTAL 648,313 279,400 412,400
Assistant City Manager/City Clerk 0.30 - - City Clerk - 1.00 1.00
Principal Office Assistant 0.80 0.80 0.80 Staff Analyst 0.25 - -
TOTAL 1.35 1.80 1.80

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
85 337
AGENDA ITEM NO. 14.

City Manager Information Technology/Communications
Department Sections 36200/36300
2022-2023 Goals
The goals of the Information Technology Division are to provide timely and secure access to the financial systems, network and telecommunications systems, Police systems, and regional geographic information systems by all authorized personnel, train on changes to the systems, train new personnel on system use, and review and evaluate new systems for application on a City-wide basis. In 2022-2023, the Division will expand the telecommunications network and, with the installation of a significant amount of fiber optic cable throughout the City, additional maintenance will be added to the Division’s responsibilities. x Enhanced training for key personnel on the financial, network and telecommunications systems. x Enhanced documentation for the financial, network, and other systems. x Maintain, monitor and secure the network resources to ensure their availability to City staff. x Assist with the ongoing implementation of the Geographic Information System. x Completion of the installation and implementation of the Wireless Communication System.

Objectives to Meet the Goals
x Continue to prioritize cyber security and other information technology security efforts. x Provide key personnel with the training to allow for backup for the financial and network systems. x Provide staff resources to maintain and enhance support levels. x Develop the necessary backup systems to maintain access in the event of system problems. x Implement the necessary systems security infrastructure to ensure that network resources are protected and available to City staff.
x Devote time and personnel to continue expanding the Geographic Information System. x Maintain and enhance the City’s website and other online services. x Maintain the telecommunications, wireless and fiber optic systems.

Five-Year Outlook
The Division will continue to maintain the City’s telecommunications and network infrastructure to ensure that secure and reliable access is available to City staff. The Division will continue to enhance and participate with the conversion of the Financial System’s operating system. The Division will continue to upgrade and support the City’s Geographic Information System which will provide departments with a new way to provide the public with needed information. The Division will also be assisting the Police Department with its ongoing and new projects in coordination with the Fresno County Sheriff’s Department. The Division will participate in county- wide E-Government projects.
8
338
AGENDA ITEM NO. 14.

City 0DQDJHU Information Technology/Communications
Department Section 36200/36300
2021-2022
2020-2021 Revised 2022-2023
Actual Estimate Budget
Salaries - Regular 1,298,657 1,396,700 1,651,100
Overtime 40,307 45,000 46,500
Extra Help 20,418 25,000 30,000
Benefits 517,798 553,800 650,900
Vehicle Charges 31,013 38,300 39,400
Communications 230,936 186,400 187,900
Professional Services 149,353 100,200 115,000
Repairs & Maintenance 813,012 795,000 895,500
Office Supplies 34,921 57,500 40,000
Materials & Supplies 6,895 1,500 0
Travel & Meeting Expense 0 1,000 2,500
Training 10,349 36,000 55,000
Admin & Overhead 299,000 395,600 430,700
Capital Outlays - Computers 912,162 5,224,200 1,528,000 Capital Outlays - Vehicles 0 10,000 0

TOTAL INFORMATION TECHNOLOG
Y 4,364,821 8,866,200 5,672,500
Interfund Charges 4,352,728 8,851,800 5,658,500
Project Participation 12,000 14,400 14,000
Miscellaneous Income 93 0 0
TOTAL 4,364,821 8,866,200 5,672,500
Assistant City Manager/City Clerk 0.20 - - Business Systems Analyst - - 1.00
Deputy Director of Information Tech 1.00 1.00 1.00 Geographic Information Systems Analyst 0.25 0.25 0.25 Information Technology Specialist 3.00 4.00 4.00
Information Technology Supervisor 2.00 2.00 2.00
Information Technology Technician 2.00 2.00 2.00
Senior Information Technology Analyst 7.00 6.00 7.00
Senior Information Technology Specialist 0.00 1.00 1.00 TOTAL 15.45 16.25 18.25

DETAIL OF POSITIONS

BUDGET DETAIL

SOURCES OF FUNDING
87 339
AGENDA ITEM NO. 14.

GENERAL SERVICES

DEPARTMENT SUMMARY
The General Services Department is responsible for providing internal services to City departments and community services programs to the public. Internal se rvices provided by the General Services Department include: maintenance of City buildings and facilities; central purchasing and procurement of goods and services; and personnel and risk management services. Commun ity services provided by the General Services Department include senior citizen programs, public transit services, and community recreation programs.

Personnel/Risk Management Division Sections 30000, 31000, 32000 The Personnel/Risk Management Division is responsible for administering all aspects of personnel duties for the City. These duties include: ad ministration of the City’s Personnel Ordinance and Personnel Rules, employee classification, recruitment, orientation and training, employee benefits administ ration, personnel records management, and labor relations. This fiscal year the Divi sion was tasked with the changing COVID regulations and ensuring that the City was in co mpliance with the OSHA and the Fresno Health Department guidelines. The Division also administers the City’s risk management function which includes: procurement of various insurance coverages, processing liability claims, administration of the City’s workers’ compensation program, and development of employee safety/loss control programs.

The Personnel/Risk Management Division is an internally funded division consisting of revenue from all City departments, both general fund and enterprise funds.

Department Support Division Sections 33300, 33400
The Department Support Division is responsible for the pu rchase and acquisition of goods and services utilized for Department Support functions. Specific responsibi lities of the Division include: development of bid specifications and requests for proposals, administration of the City’s e-procurement system, administration of the City’s Purchasing Ordinance and Procedures, and administration of various contracts for goods and services provided to the City from outside vendors. The Division is also responsible for maintaining all City buildings and related equipment. The Division establishes maintenanc e schedules, coordinates procurement of supplies and equipment, performs building maintenance, repairs, and new construction, and administers various facility- related maintenance contracts.

The Department Support Division is an internally fund ed division consisting of revenue from all City departments, both general fund and en terprise funds. The costs for operations of the Division and the regular maintenance and utilities costs for the City facilities is $8,986,500. This does not include major projects or replacements.

Community Services Division Sections 34200, 34400, 34700, 34800 The Community Services Division consists of three sections:
x Senior citizen programs for people age 50+ at the Clovis Senior Activity Center x Public transit including the City’s Roundup demand-response transit program, the fixed-route Stageline transit program, and the City’s contract with Fresno Area Express (FAX) x The City of Clovis Recreation programs and facilities including the Clovis Rotary Skatepark, the Clovis Batting Range and the Clovis Recreation Center.

The Clovis Senior Activity Center section is funded pa rtially by discretionary funds, fees paid by seniors, donations, fundraising, and grants. Software at th e center tracks those seniors who sign in for lunch or a scheduled class. Seniors are not counted when visiting the center to socialize without attending a class or lunch, outside activities held at the center such as tax prepa ration or AARP driving class, or when attending a special event that does not require a ticket. In addition, the ce nter answers over 100 phone calls per day and provides information, assistance and referrals.
88 340
AGENDA ITEM NO. 14.

The discretionary general fund portion for the senior center for the FY 2022-2023 budget is approximately $1,0,00, of which $ ,00 is for senior center operations and $ ,000 is to pay debt service on the new  senior center building currently under construction in FY 22-23. Below is a breakdown of visitors to the senior center, discretionary fund contribution per visitor and per Clovis resident. NOTE: Due to the COVID-19 pandemic, the activity and visitor data below is an estimate using FY 2018-2019 numbers.

Clovis
Unduplicated
Senior Visitors
Fresno
Unduplicated
Senior Visitors
Total
Unduplicated
Senior Visitors
Annual
Discretionary
Contribution Per
Visiting Senior
1849 1756 3605 $298.61
Clovis Senior
Activity
Sign-ins
Fresno Senior
Activity
Sign-ins
Total Senior
Activity
Sign-ins
Annual Discretionary
Contribution Per
Activity
19,877 16,208 36,085 $29.83
Discretionary Cost Per
Resident
121,800 total
Discretionary Cost Per
Clovis Resident age 50+
35,322 total
$8.84 $30.48
The City of Clovis Recreation Sectio n is funded by a combination of participant fees and discretionary general fund dollars. The discretionary portion for recreatio n for the FY 2022-2023 budget is approximately $678,900.

An estimated 73,000 visits to recreation programs in FY 2022-2023 will equate to $9.30 per visit which is offset using general fund dollars.

Clovis Transit is funded through a combination of state funded Local Transportation Funds (LTF), State Transit Assistance (STA), local Measure C, and various state gr ants for special projects within the scope of the grant funding. Measure C funds are used to meet the farebox re venue requirements as part of the Transportation Development Act funding. No general fund dollars are used for transit services. Roundup service provides door- to-door service to disabled Clovis residents while Stag eline provides fixed-route bus service to the general public on a pre-determined route.

In October 2020, the Clovis City Co uncil approved a proposal to provide fare-free rides on Stageline and Roundup bus services. Additionally, the COVID-19 pandem ic severely impacted bus ridership as work and school sites shifted to a virtual model. The combination of zero fare collection, very low ridership, and stable operational costs resulted in an increase in cost per passenger trip on Roundup and Stageline bus services.

Operational costs per passenger trip are as follows:

Stageline Cost per
Passenger Trip
Roundup Cost per
Passenger Trip
$48.44 $127.68
89 341
AGENDA ITEM NO. 14.

Department Goals 2022-2023
x Maximize efficient expenditures of City funds.
x Increase efficiency of department workforce.
x Maintain internal services provided to City departments. x Provide transit, senior services and recreation services to the community.

Budgetary Highlights
x Complete position recruitments for all open positions. x Continue to improve operating systems in City facilities as additional facilities are added. x In cooperation with the City’s employee bargaining units, implementstrategies for containing costs related to employee benefit programs.
x Reinstate senior and recreation programs and services following the COVID-19 pandemic. x Utilize all available Clovis Recreat ion Center building space to impr ove recreational services and expand youth programs.
x Continue strategic fundraising efforts to support construc tion and operation of the new senior activity center building.
x Prepare to move senior center and transit operations to the Landmark Square facilities as they are completed in FY 22-23.
90 342
AGENDA ITEM NO. 14.

GENERAL SERVICES

DEPARTMENT PERFORMANCE MEASURES
The mission of the General Services Department is to provide quality internal services to support the operational and administrative needs of City departments and to provide community programs that meet the public transportation, senior services, and recreational needs of the public. x Employee recruitment will be conducted with the obje ctive of recruiting, testing, and selecting the most qualified candidates for departmental hiring. As a benc hmark, the Personnel/Risk Management Division will complete 95% of all recruitment within 90 days of receipt of authorized hiring request. 2020-2021 (actual) 2021-2022 (estimated) 2022-2023 (proposed) 90-Day Recruitment 100% 100% 95%
x Employee benefit programs will be administered in a manner that will ensure quality services and cost containment. The benchmarks will be to realize cost savings whenever possible, to continue to contain costs in the Employee Health Plan at or below the annual me dical inflation rates, and maintain quality health services without reducing benefit levels. The City of Clovis Health Insurance rates are below the California industry average of 7.0%.

Health Benefit Cost Containment Increased Costs Increased Costs Increased Costs of 4.05% of 5.95% Estimated at 3.25%
x The Risk Management Section will continue to emphasiz e the protection of the public, City employees, and City assets through training, risk identification, risk transfer, and insurance coverage procurement. As a benchmark, the number of annual work-related employee accidents resulting in the OSHA reporting 3+ lost workdays will be 20 or less, and safety/risk management training programs will be offered to all employees.

Injuries Involving 3+ Lost Work Days 12 15 18
Safety/Risk Management Training Programs 99 100 115
x The Facility Maintenance Section will respond to service requests related to maintenance of City facilities promptly. Staff will respond to facility service requests within 24 hours, 95% of the time.

Number of Service Requests 1110 1068 1103
Response Time Within 24 Hours 95% 85% 90%
x Major facility maintenance projects (i.e., those requir ing more than 5 days to complete) will be completed within budgetary parameters and within the projected period for the project. The benchmark is 95% of all major projects which will be completed on time and within budget. 2020-2021 (actual) 2021-2022 (estimated) 2022-2023 (proposed) Number of Major Projects 17 19 16
Projects Completed within Established 90% 95% 95%
Budget and Time Frame
Square Footage of Buildings/Facilities
Maintained 391,061 391,061 391,061
91 343
AGENDA ITEM NO. 14.

GENERAL SERVICES

DEPARTMENT PERFORMANCE MEASURES
Clovis Senior Activity Center will continue to safely offer social and supportive services/programs to the community and will add more programs as needed.
2020-2021 (actual) 2021-2022 (estimated) 2022-2023 (proposed) Program Participants/Contact 13,044 212,014 230,000
Nutrition Meals Served (In-Center) *0 * 0 *0
Nutrition Meals Served (Home-Delivered) *0 *0 *0
Number of Programs Offered 5 45 70
**FMAAA Lunch Program remains suspended through FY23

The City of Clovis Recreation will continue to safely offer recreational programs to the community and will offer additional activities as staffing and space allows.

Program Participants 35,309 90,840 100,000
Number of Programs Offered 12 65 80 The Community Services Division will provide responsive public transit to the community through the Roundup (demand response) and Stageline (fixed route) services . As a benchmark, the Roundup service will pick up 98% of its riders within 30 minutes of their request for Clovis destin ations and within 45 minutes for Fresno destinations. Stageline service will maintain scheduled headways and operate on time 96% of the time.

Clovis Destinations 98% 97% 99%
Fresno Destinations 97% 97% 99%
Maintain Scheduled Fixed-Route Headways 97% 98% 97%
92 344
AGENDA ITEM NO. 14.

GENERAL SERVICES

DEPARTMENT SUMMARY
2021-2022
2020-2021 Revised 2022-2023
Actual Estimate Budget
Personnel 708,679 805,900 899,800
Employee Benefits 26,635,727 31,586,300 35,605,200
Liability and Property Insurance 2,975,047 4,280,300 5,126,000 Facilities Maintenance 4,791,789 4,664,000 4,837,600
Department Support 2,908,063 4,692,400 4,155,000
Senior Services 446,973 1,193,300 1,359,700
Recreation 612,980 1,058,900 1,255,400
Transit 6,262,862 7,215,900 8,722,200
TOTAL ALL ACTIVITIES 45,342,120 55,497,000 61,960,900
General Fund 1,768,632 3,058,100 3,514,900
General Services Fund 7,699,852 9,356,400 8,992,600
Employee Benefits Fund 26,635,727 31,586,300 35,605,200 Liability and Property Insurance Fund 2,975,047 4,280,300 5,126,000 Transit Fund 6,262,862 7,215,900 8,722,200
TOTAL ALL FUNDS 45,342,120 55,497,000 61,960,900

BUDGET BY FUND

BUDGET BY ACTIVITY
93 345
AGENDA ITEM NO. 14.

General Services Personnel
Department Section 30000
2022-2023 Goals
The primary goal of the Personnel Section is to effectively administer the City's Personnel Ordinance and Regulations, and to provide quality personnel support services to City departments.

Specific goals include the following:
x Provide customer-oriented personnel services to all employees and City departments. x Develop training programs to meet employee needs in a changing work environment. x Maintain cooperative employee relations among management, employees, and employee bargaining units. x Maximize the efficient use of City resources and technology allocated to the Personnel Section. x Timely response to departmental requests for service. x Compliance with COVID-19 personnel related regulations.

Objectives to Meet the Goals
x Complete recruitment for vacated and newly authorized positions in a timely manner. x Survey and appraise employees' training needs and prepare programs to meet those needs. x Complete classification studies for specified employee groups or classes. x Administer bargaining unit contracts in cooperation with each employee bargaining unit to facilitate a productive, efficient, and professional work environment. x Track COVID-19 cases and provide timely COVID-19 related information and benefits to employees.

Five-Year Outlook
Legislative obligations and the ever-changing workplace wi ll continue to require modifications to the manner in which employee benefit programs are administered. Update d employee training programs will continue to be necessary in order to properly equip employees with the knowledge and skills to meet the requirements of the workplace.

Increasing service demands along with an increase in the number of employee retirements will require significant commitment of time and resources to meet the hiring and subsequent training needs of the various departments.
94 346
AGENDA ITEM NO. 14.

General Services Personnel
Department Section 30000
2021-2022
2020-2021 Revised 2022-2023
Actual Estimate Budget
Salaries - Regular 293,513 318,700 337,800
Overtime 58 600 1,000
Extra Help 11,435 5,200 15,000
Benefits 118,582 133,500 142,900
Vehicle Charges 15,660 15,700 15,700
Professional Services 126,242 164,000 186,000
Travel & Meeting Expense 0 1,200 3,500
Training 5,340 8,000 19,000
Dues & Subscriptions 4,749 4,500 4,800
Admin & Overhead 133,100 154,200 174,100
Insurance & Claims 0 300 0
TOTAL PERSONNEL 708,679 805,900 899,800
Federal Grants 939 0 0
Interfund Charges 287,000 322,000 329,000
Miscellaneous Income 90 0 0
Use of Discretionary Funds 420,650 483,900 570,800
TOTAL 708,679 805,900 899,800
Administrative Assistant 0.300 - - General Services Director 0.250 0.250 0.250 Management Analyst 0.300 0.300 0.300 Personnel/Risk Manager 0.300 0.300 0.300 Personnel Technician 1.900 1.900 1.900 Principal Office Assistant 0.300 0.600 0.600 TOTAL 3.350 3.350 3.350

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
95 347
AGENDA ITEM NO. 14.

General Services Employee Benefits
Department Section 31000
2022-2023 Goals
The primary goal of the Employee Benefits Section is to provide quality personnel benefits to employees and their dependents in an efficient manner while containing the cost of providing and administering those benefits.

Specific goals include the following:
x Control the City's costs in the areas of healthcare, workers' compensation, and retirement healthcare in light of new regulations and increasing health benefit costs and exposure. x Continue to develop and provide a quality benefit pa ckage for employees at reasonable costs in order to attract and retain well-qualified employees.

Objectives to Meet the Goals
x Continue to evaluate and implement administrative measur es to contain the cost of delivering benefits to employees and their dependents.
x Work with the represented bargaining units to identify health cost containment measures. x Provide employee training in the areas of health, safety and financial planning.

Five-Year Outlook
The City and the employee bargaining units will continue to pursue affordable, quality benefits through review of benefit plans and community resources to identify creative strategies for providing quality employee benefits at reasonable rates. The City ’s membership in the PRISM Insurance Authority has achieved savings in health costs through the combined purchasing power of the me mber agencies. Retiree healthcare continues as a significant issue as the number of employees approaching retirement age increases.

Risk identification and abatement, light duty work for injured employees, safety training, and efficient management of claims continue to be the focus of the City’s efforts to contain worker ’s compensation costs.

Access to improved safety/training modules that may be ut ilized interdepartmentally will continue to provide more effective employee training at reduced costs.
96 348
AGENDA ITEM NO. 14.

General Services Employee Benefits
Department Section 31000
2021-2022
2020-2021 Revised 2022-2023
Actual Estimate Budget
Salaries - Regular 286,903 312,900 332,600
Overtime 68 500 1,200
Benefits 118,710 134,300 142,400
Vehicle Charges 15,192 15,200 15,200
Professional Services 8,348 100 10,900
Special Events 44,273 74,000 96,000
Travel & Meeting Expense 0 700 1,200
Training 2,114 27,200 57,600
Dues & Subscriptions 0 300 500
Admin & Overhead 77,500 100,100 104,000
Health Insurance Program - ISF 9,696,999 10,248,200 11,217,900 Unemployment Charges - ISF 99,363 70,000 75,000
Workers Comp Program - ISF 1,853,615 3,310,000 4,007,000 Retirement Contribution - ISF 13,662,070 16,456,200 18,542,900 Deferred Compensation - ISF 770,572 825,600 920,800
Compensated Future Absences 0 0 30,000
Capital Outlays - Computers 0 11,000 50,000
TOTAL EMPLOYEE BENEFITS 26,635,727 31,586,300 35,605,200 Employee Benefit Charges 26,635,727 31,586,300 35,605,200 TOTAL 26,635,727 31,586,300 35,605,200

DETAIL OF POSITIONS
Administrative Assistant 0.350 - - General Services Director 0.125 0.125 0.125 Management Analyst 1.300 1.300 1.300 Personnel/Risk Manager 0.350 0.350 0.350 Personnel Technician 0.800 0.800 0.800 Principal Office Assistant 0.350 0.700 0.700 TOTAL 3.275 3.275 3.275

BUDGET DETAIL

SOURCES OF FUNDING
97 349
AGENDA ITEM NO. 14.

General Services Liability and Property Insurance
Department Section 32000
2022-2023 Goals
Risk reduction and the prote ction of the City’s assets, facilities, and employees from loss are the major goals of the Liability and Property Insurance Section. Services provided include automobile and general liability insurance, property insurance, employee bonds, safety training and loss control programs.

Specific goals include the following:
x Maintain safe facilities and workplace environment for employees and citizens. x Continue to use risk transfer programs to protect City assets. x Pursue subrogation and recovery as appropriate.
x Prevent losses before they occur via a proactive risk identification program. x Compliance with COVID-19 related health and safety requirements.

Objectives to Meet the Goals
x Minimize risk exposures by analyzing City policies and practices and updating the policies as needed. x Maintain and implement a comprehensive risk manage ment program for all City departments through departmental health and safety review committees and regular safety inspections. x Manage compliance with the City ’s updated Injury and Illness Prevention Plan including COVID-19 related updates.
x Manage the City’s insurance and risk pooling programs to maxim ize coverages in the most cost-effective manner.
x Continue the City’s participation/leadership in pooled risk mana gement organizations like the Central San Joaquin Valley R isk Management Authority and the Local Agency Workers’ Compensation Excess Authority.
x Continue required protocol to reduce the spread of COVID-19 at City workplaces.

Five-Year Outlook
The City's participation an d leadership in the Central San Joaquin Valley Risk Management Authority will continue to provide coverage at a reasonable cost. The program has provided a very stable environment in the sometimes volatile insurance market.

Loss reduction through risk identification/risk transfer as well as liability/safety training programs will continue to be the foundation of the City’s risk management efforts. 98 350
AGENDA ITEM NO. 14.

General Services Liability and Property Insurance
Department Section 32000
2021-2022
2020-2021 Revised 2022-2023
Actual Estimate Budget
Salaries - Regular 142,182 160,200 169,500
Overtime 68 500 1,200
Benefits 64,815 74,600 80,600
Vehicle Charges 6,183 6,200 6,200
Supplies - Safety 3,377 5,900 8,000
Travel & Meeting Expense 824 1,700 4,400
Training 13,474 17,200 22,500
Dues & Subscriptions 677 1,000 1,000
Admin & Overhead 47,700 96,500 60,900
Liability Insurance 2,695,747 3,916,500 4,771,700

TOTAL LIABILITY &
PROPERTY INSURANCE 2,975,047 4,280,300 5,126,000
Liability and Property Charges 2,975,047 4,280,300 5,126,000 TOTAL 2,975,047 4,280,300 5,126,000
Administrative Assistant 0.350 - -
Management Analyst 0.400 0.400 0.400 Personnel/Risk Manager 0.350 0.350 0.350 Personnel Technician 0.300 0.300 0.300 Principal Office Assistant 0.350 0.700 0.700 TOTAL 1.750 1.750 1.750

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
99 351
AGENDA ITEM NO. 14.

General Services Facilities Maintenance
Department Section 33300
2022-2023 Goals
The goals of the Facilities Maintenance Section are to maintain, preserve, and repair all City-owned buildings and facilities in a professional and cost-effective ma nner while continuing to provide exceptional customer service.

Specific goals include the following:
x Improve the maintenance, appearance and comfort of City facilities. x Provide safe facilities for the public and City employees. x Provide a high level of service to all City departments. x Assist City departments with their facility maintenance needs in a cost-efficient and prompt manner. x Automate facility maintenance tasks through computerized maintenance schedules. x Continue to upgrade and/or enhance existing mechan ical systems with energy efficient replacements or modifications.

Objectives to Meet the Goals
x Continue staff computer training to track and schedule facility maintenance more efficiently. x Ensure that facilities are in compliance with the Americans with Disabilities Act (ADA). x Monitor energy use to ensure that t he City’s energy ef ficiency measures are producing the projected savings in energy consumption and costs, and explore energy saving rebate incentives provided by the local public utility.
x Continue to improve the security of City facilities.
x Reduce energy use in all areas to the extent possible without compromising safety. x Coordinate, plan, and implement all facility related energy efficiency projects. x Analyze long-term facility repair needs.

Five-Year Outlook
Increasing facility operational costs will necessitate additi onal efforts to ensure that City facilities are operating as efficiently as possible. Due to COVID-19 state/county requirements, Facilities Maintenance will continue to perform duties outside the normal realm of practice to ensure staff and community safety. The cost of energy continues to rise each year, prompting the need to ex plore alternative long-term energy strategies to lower facility operating costs. The need for facility security measures continues to increase as the City purchases additional computers and sophisticated electronic equipment. Modifications to existing City buildings and the addition of new facilities will add significant square footage to the facilities maintained by the City and will increase the workload of the Section. The Civic Center facilities are approaching 46 years of age and will require on-going preventative maintenance to keep them in proper condition. The need to modernize facility systems of older City buildings will result in increased building and maintenance demands. 100
352
AGENDA ITEM NO. 14.

General Services Facilities Maintenance
Department Section 33300
2021-2022
2020-2021 Revised 2022-2023
Actual Estimate Budget
Salaries - Regular 689,585 714,100 752,000
Overtime 3,069 7,000 7,000
Benefits 308,927 322,400 317,100
Vehicle Charges 88,276 91,700 89,800
Communications 7,139 7,100 7,100
Professional Services 154,567 169,000 198,700
Repairs & Maintenance 1,098,685 1,360,600 1,708,400
Building & Equipment Rental 1,284 0 0
Materials & Supplies 197,877 60,400 75,000
Supplies - Safety 13,899 22,000 22,000
Supplies - Shop 8,015 12,400 8,000
Travel & Meeting Expense 31 0 3,800
Training 298 500 5,000
Dues & Subscriptions 260 1,000 1,000
Admin & Overhead 54,845 78,700 97,700
Debt Service 1,961,945 1,634,600 1,356,000
Lease Purchases 135,028 140,500 147,000
Capital Outlays - Public Works 0 5,000 5,000
Capital Outlays - Miscellaneous 50,128 0 0
Capital Outlays - Government Facilities 17,931 37,000 37,000 TOTAL FACILITIES MAINTENANCE 4,791,789 4,664,000 4,837,600 Rents & Concessions 47,693 46,500 49,000
Facility Reimb - County 30,223 35,000 35,000
Miscellaneous Income 211 269,000 0
General Services Charges 4,713,662 4,313,500 4,753,600
TOTAL 4,791,789 4,664,000 4,837,600
Administrative Assistant 0.500 0.500 0.500 Assistant Building Technician 3.000 3.000 3.000 Building Maintenance Leadworker 1.000 1.000 1.000 Building Maintenance Worker 1.000 1.000 1.000 Department Support Manager 0.600 0.600 - Facilities Maintenance & Purchasing Mgr - - 0.600 Facilities Maintenance Supervisor 1.000 1.000 1.000 General Services Director 0.250 0.250 0.250 Senior Custodian 1.000 1.000 1.000 TOTAL 8.350 8.350 8.350

SOURCES OF FUNDING

DETAIL OF POSITIONS

BUDGET DETAIL
101
353
AGENDA ITEM NO. 14.

General Services Department Support
Department Section 33400
2022-2023 Goals
The Department Support Section is responsible for the pu rchase and acquisition of goods and services utilized for internal department support functions. Specific respon sibilities of the Section include: development of bid specifications and request for proposals, administration of the City’s Purchasing Ordinance and Procedures, and administration of various contracts for goods and services provided to the City from outside vendors.

Specific goals include the following:
x Provide goods and services to City user departments in a timely manner. x Ensure compliance with the City’s Purchasing Ordinance and Procedures. x Provide quality goods and services for City needs.
x Ensure the highest overall value in the purchase of goods and services.

Objectives to Meet the Goals
x Continue to utilize cooperative purchasing arrangem ents for the acquisition of goods and services to maximize City purchasing power.
x Improve professional procurement processes through attainment of nationally recognized purchasing certification(s).
x Maintain the City’s e-procurement/bid-management system and prov ide training to all designated staff members.
x Implement purchasing system upgrades to meet the City’s future needs.

Five-Year Outlook
As the City’s p urchasing and procurement processes become more automated, additional staff training throughout City departments will be necessary to maintain skill levels with the attendant technology. The use of cooperative purchasing agreements an d the expanded use of electronic technology as a purchasing strategy will provide opportunities to the City for reducing supp ly costs and improving services to City departments.

Continuing education for employees assigned to the Department Support Section will be necessary to maintain skills and to accommodate changing technologies.
102
354
AGENDA ITEM NO. 14.

General Services Department Support
Department Section 33400
2021-2022
2020-2021 Revised 2022-2023
Actual Estimate Budget
Salaries - Regular 129,678 135,900 143,300
Overtime 726 800 800
Overtime 0 0 10,000
Benefits 47,287 51,500 54,800
Vehicle Charges 4,074 4,100 4,100
Energy 1,041,058 1,022,800 1,241,900
Professional Services 32,975 71,000 67,000
Repairs & Maintenance 46,300 45,000 54,000
Office Supplies 357,455 390,000 414,000
Materials & Supplies 4,669 8,000 9,500
Travel & Meeting Expense 121 2,000 2,000
Training 0 2,000 3,000
Dues & Subscriptions 0 700 1,300
Admin & Overhead 237,500 273,900 294,800
Debt Service 488,700 1,117,800 1,204,000
Lease Purchases 502,456 391,400 406,000
Capital Outlays - Office Equip/Furn 15,064 325,500 119,500 Capital Outlays - Fire Equip 0 850,000 125,000
TOTAL DEPARTMENT SUPPORT 2,908,063 4,692,400 4,155,000
Interfund Charges 2,908,027 4,692,400 4,155,000
Miscellaneous Income 36 0 0
TOTAL 2,908,063 4,692,400 4,155,000
Administrative Assistant 0.500 0.500 0.500 Department Support Manager 0.400 0.400 - Facilities Maintenance & Purchasing Mgr - - 0.400 General Services Director 0.250 0.250 0.250 TOTAL 1.150 1.150 1.150

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
103
355
AGENDA ITEM NO. 14.

General Services Senior Services
Department Section 34200
2022-2023 Goals
The City’s Senior Services programs are designed to provide qual ity senior-oriented education, recreation, and social services. The Senior Services Section seeks to offer a wide variety of services and to make those services accessible to the community’s older a dult population. The Senior Services Section continues to evaluate funding alternatives and creative methods of delivering services to seniors at a low cost.

Specific goals include the following:
x Administer a comprehensive Older Adult program for citizens 50 and better that supports independence, improves health, and encourages involvement in the community. x Utilize software that tracks participat ion and activity at the Senior Cen ter and evaluate the data for short- and long-term program planning.
x Continue to re-build programs and activities after suspending virtually all in-person classes and services due to the COVID-19 pandemic.
x Expand existing networks with local volunteers, community service groups and merchants to provide support for Senior Activity Center programs.
x Coordinate program opportunities for disabled and home-bound seniors.

Objectives to Meet the Goals
x Continue to locate new sources of program revenues, i.e., grants, fundraisers, and cooperative sponsorship of programs between the City, other agencies, community groups and the public. x Resume the full participation of volunteers and service groups to increase the delivery of program services. x Evaluate new potential programs for their ability financially self-supporting and well-attended. x Continue to promote the Clovis Senior Activity Center as a place for those 50 or better to discover opportunities for enrichment and engagement.

Five-Year Outlook
In March 2020, the Clovis Senior Acti vity Center was essentially shuttered due to the coronavirus pandemic and remained closed for most services. The Center reopened fu lly on July 1, 2021, and programs and services were resumed. Enhanced cleaning and the safety of part icipants and employees remain a priority while staff continues to rebuild and re-establish engagement with the 50+ community.

Concurrently, staff will be conducting program development for the new Senior Activity Center which is expected to be completed in 2023. Many programs will be offered with a new fee structure that will meet the needs of various senior ages, income levels and abilities. The ne w Senior Activity Center will provide opportunities for community and business partnerships in addition to strengthening its current community partnerships with the Fresno County Social and Supportive Services, the Fresno Madera Area Agency on Aging, the San Joaquin College of Law, Clovis Unified School District, St. Ag nes Medical Center, local hospitals and medical schools, and the many civic and service organizations that supplement the programs offered by the City of Clovis. 104
356
AGENDA ITEM NO. 14.

General Services Senior Services
Department Section 34200
2021-2022
2020-2021 Revised 2022-2023
Actual Estimate Budget
Salaries - Regular 160,468 173,400 179,500
Overtime 0 1,200 1,500
Extra Help 25,165 125,000 130,000
Benefits 86,998 123,600 121,300
Professional Services 11,046 30,500 46,600
Office Supplies 2,855 19,000 43,500
Travel & Meeting Expense 0 4,500 5,000
Training 8,251 300 300
Dues & Subscriptions 290 800 800
Admin & Overhead 151,900 715,000 831,200
TOTAL SENIOR SERVICES 446,973 1,193,300 1,359,700
Rents and Concessions 0 40,000 40,000
Federal Grants 35,520 0 0
User Fees 11,235 52,000 57,000
Senior Service Charges 2,632 28,000 35,000
Miscellaneous Income 2,905 3,000 202,000
Use of Discretionary Funds 394,681 1,070,300 1,025,700
TOTAL 446,973 1,193,300 1,359,700
Administrative Assistant 0.800 0.800 0.800 Recreation Specialist 1.000 1.000 1.000 Senior Center Nutrition Svs Worker 1.000 1.000 1.000 TOTAL 2.800 2.800 2.800

BUDGET DETAIL

DETAIL OF POSITIONS

SOURCES OF FUNDING
105
357
AGENDA ITEM NO. 14.

General Services Recreation
Department Section 34400
2022-2023 Goals
The Recreation Section will focus on administering activi ties at the Clovis Recreatio n Center, the Clovis Rotary Skatepark, the Clovis Batting Range, and Bicentennial Park, as well as promoting volunteer development. In addition, the Section will pursue long-term funding solutions for community recreation programming.

Objectives to Meet the Goals
x Complete reestablishment of programs and activities that were suspended due to the COVID-19 pandemic. x Offer consistent hours of operation for City recreation facilities, including the Clovis Recreation Center, Clovis Batting Range and Clovis Rotary Skatepark.
x Expand part-time clerical staffing to ensure the publ ic is assisted during posted office hours to meet increased demand.
x Coordinate with Parks Division staff to expand outdoor programs and activities. x Establish mobile recreation trailer program.
x Expand the use of volunteers to administer services.
x Analyze opportunities to secure stable funding for community recreation services. x Continue to maximize all available space at the existi ng Recreation Center for community programs and revenue generation.

Five-Year Outlook
Recreation programs are back in full swing after a comple te shut-down of the division. Staff continues to provide a wide variety of activities inside the Recreation Center , including a resumption of the popular youth and adult sports leagues. As the City grows, the demands for commun ity recreation and leisure activities continue to increase, so outdoor programs are planned to utilize available park space. Additionally, a mobile recreation van is under development which will bring sports and ac tivities into neighborho ods and special events. The City’s ability to provide adequate community recreation and leisure services in the future will continue to require creative solutions and joint efforts between the City, the public, the business community, and other local public agencies. The City will evaluate and r esearch additional opportunities to expand outdoor recreational facilities including the addition of much-needed sports fields.
106
358
AGENDA ITEM NO. 14.

General Services Recreation
Department Section 34400
2021-2022
2020-2021 Revised 2022-2023
Actual Estimate Budget
Salaries - Regular 208,094 226,400 242,400
Overtime 3,496 2,500 5,000
Extra Help 72,425 201,700 284,500
Benefits 115,959 162,900 173,900
Vehicle Charges 19,732 21,800 22,700
Communications 872 800 1,200
Professional Services 14,863 217,500 222,000
Repairs & Maintenance 54 1,000 1,000
Office Supplies 1,996 5,900 5,500
Travel & Meeting Expense 0 3,500 4,500
Training 0 7,000 14,000
Dues & Subscriptions 2,752 2,500 3,000
Admin & Overhead 162,700 180,900 227,200
Capital Outlays - Public Works 4,215 10,000 32,000
Capital Outlays - Miscellaneous 5,822 14,500 16,500
TOTAL RECREATION 612,980 1,058,900 1,255,400
Federal Grants 6,883 0 0
User Fees 68,267 385,000 390,000
Taxable Sales 459 500 1,000
Miscellaneous Income 6,758 0 0
Use of Discretionary Funds 530,613 673,400 864,400
TOTAL 612,980 1,058,900 1,255,400
Recreation Leader 1.000 1.000 1.000 Recreation Specialist 1.000 1.000 1.000 Recreation Supervisor 1.000 1.000 1.000 TOTAL 3.000 3.000 3.000

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
107
359
AGENDA ITEM NO. 14.

General Services Transit
Department Section 34700/34800
2022-2023 Goals
The City’s demand-response transit system (Roundup) and fixed-route transit system (Stageline) are designed to meet the local transit needs of all community resident s. These programs strive to provide dependable, safe and affordable transit services throughout the community. Specific transit goals include the following:
x Continue to provide a safe transportation environm ent for passengers and em ployees through enhanced cleaning protocols.
x Improve the quality of transit services provided by th e City by reviewing Stagel ine and Roundup services in order to provide on-time, efficient, and safe public transit that serves the largest segment of the population as reasonably as possible while maintaining minimum productivity standards within budgetary constraints. x Increase community awareness of the City ’s transit services through advertising and outreach and continue coordination between Fresno Area Express, Fresno County Rural Transit, and Clovis Transit. x Continue service delivery and route structure asse ssment through a comprehensive study that includes incorporation of electric vehicles and new technology.

Objectives to Meet the Goals
x Continue a community-wide marketing plan designed to increase awareness and ridership of the Roundup and Stageline services, including a focus on web-ba sed information. Coordinate advertising with FAX, including printed schedules and radio advertising.
x Coordinate with the Clovis Unified School District, FAX, and other public transit agencies in order to identify/ resolve transportation issues.
x Continue to maximize features and upgrades of the Roundup dispatch software and mobile terminals to improve efficiency on Roundup service. An analysis of ne w software features available on the market is on- going with a focus on efficiency and enhanced customer service features. x Advertise and promote the emergency registration syst em for people who would require transportation during an emergency evacuation.
x Plan for the opening of the new transit hub facility that will be located within the Landmark Square project, including routing of Clovis, FAX, and Fresno County Rural Transit Agency buses to the site. x Continue comprehensive fixed-route service evaluation fo r a redesign project providing connections to the new transit hub facility and other points of interest within the City. x Continue to evaluate data provided by the on-going p ilot project of two small zero-emission battery electric shuttle buses in relation to the California Air Resources Board requirement to convert to a zero-emission bus fleet.

Five-Year Outlook
Ridership has begun to improve as many employers an d educational institutions resume in-person work and classes. Projections indicate that it may take as long as ten years for public transit ridership to recover to pre- pandemic levels. Transit will continue to emphasize safe transportation for the community and employees through enhanced cleaning, security, and efficient op erations. There will also be a focus on providing information about routes and bus location in an easy and accessible format utilizing technology solutions.

Clovis will continue coordination wi th transit providers in the Clovis-Fresno Metropolitan area to meet the demand for inter-city transportation. The addition of a centrally located Clovis Transit Center in 2023 will allow for better customer contact, easier transfers, and much-nee ded training and office spac e. The new facility will also allow adequate space for travel training to increase ridership and sh ift some Roundup passengers to the Stageline service.
108
360
AGENDA ITEM NO. 14.

General Services Transit
Department Section 34700/34800
2021-2022
2020-2021 Revised 2022-2023
Actual Estimate Budget
Salaries - Regular 1,537,435 1,733,900 1,841,000
Overtime 43,039 71,400 107,400
Extra Help 940,158 1,003,000 1,322,500
Benefits 1,113,032 1,207,700 1,225,600
Vehicle Charges 885,193 1,071,000 1,160,400
Communications 54,248 80,000 90,000
Professional Services 394,804 475,500 520,900
Materials & Supplies 43,529 26,800 27,800
Travel & Meeting Expense 1,613 15,000 18,000
Training 5,434 6,000 6,500
Dues & Subscriptions 1,070 2,000 2,000
Admin & Overhead 1,020,000 1,225,600 1,235,100
Capital Outlays - Office Equip/Furn 223,307 298,000 343,000 Capital Outlays - Vehicles 0 0 822,000
TOTAL TRANSIT 6,262,862 7,215,900 8,722,200
Rents & Concessions 0 44,000 45,000
Taxes 1,821,219 1,689,000 1,753,000
State Grants 423,309 197,000 123,000
Local Transportation 4,018,334 5,285,900 6,801,200
TOTAL 6,262,862 7,215,900 8,722,200
Administrative Assistant 0.200 0.200 0.200 Bus Driver 16.000 16.000 16.000
General Services Director 0.125 0.125 0.125 General Services Manager 1.000 1.000 1.000 Lead Bus Driver 4.000 4.000 4.000 Management Analyst 2.000 2.000 2.000 Principal Office Assistant 1.000 1.000 1.000 Public Affairs & Information Manager 0.100 0.100 0.100 Transit Dispatcher 2.000 2.000 2.000 Transit Supervisor 1.000 1.000 1.000 TOTAL 27.425 27.425 27.425

DETAIL OF POSITIONS

BUDGET DETAIL

SOURCES OF FUNDING
109
361
AGENDA ITEM NO. 14.

FINANCE

DEPARTMENT SUMMARY
The Finance Department includes the functions of Financ e Administration and Debt Service. The department is a support department that provides financial services to all City departments and the public. The responsibilities of the department include: financial system maintenance, reporting, billing, accounts payable, payroll, licensing, investments, and bond administration.

Finance Section 35100
The Finance Administration Section is responsible for maintaining the financial accounting system, budgeting, financial reporting, utility billing and collection, busi ness license administration, accounts payable, payroll, investments, and bond administration. The Division provides support to the operating divisions regarding finance issues. The Section is also responsible for arranging all long-term financing.

Department Goals 2022-2023
x Provide support to other operating departments.
x Enhance training for key departmental personnel.
x Obtain long-term financing as needed.
x Refund existing bonds as appropriate.
x Select and begin implementation of a new Utility Billing software for the City. x Implement a blend of online utility billing with paper billing to move toward a paperless office. x Continue to utilize volunteers where appropriate to have both community involvement and shared responsibility.
x Provide accurate and timely financial information to facilitate a fair and equitable wage and benefit package for employees.
x Continue succession planning for key staff positions to make sure all major sections of the Finance Department have documented processes and procedures in place. x Cross-train staff in key Finance positions.
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AGENDA ITEM NO. 14.

FINANCE

DEPARTMENT SUMMARY
Budgetary Highlights
x Review and audit revenues and departmental budgets.
x Prepare the Annual Comprehensive Financial Report and the Annual Budget in conformance with established award criteria and submit for considerat ion of the Government Finance Officers Association (GFOA) awards.
x Prepare the Five-year Financial Forecast and present it to Council. x Continue to implement investment strategies to take advantage of safe investments and maximize yields within cash flow constraints.
x Annually update the indirect cost allocation plan.
x Continue to have front counter staff cross-trained so that adequate coverage can be maintained when absences occur.
x Continue to implement a process to scan accounting do cumentation to continue progress on the Finance “Go Green” efforts.
x Obtain long-term financing for capital acquisitions as needed. x Limit overtime in Finance with the use of more efficient work processes. x Attract top qualified candidates to Finance position s with the Clovis culture of excellent employment opportunities.
x Implement new Governmental Accounting Standards Bo ard (GASB) pronouncements as applicable to the City.
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AGENDA ITEM NO. 14.

FINANCE

DEPARTMENT PERFORMANCE MEASURES
The mission of the Finance Department is to safeguard th e assets and resources of the City through reasonable controls and to provide support services for the citizens, City Council, and other City departments. x Investment of the City’s idle cash will continue to be done in a manner consistent with the City’s investment objective, with primary emphasis upon preservation of principal while obtaining a reasonable rate of return.

As a benchmark, the City’s rate of return should be equal to or greater than 120% of the annualized 90-day Treasury-bill rate:
2020-2021 (actual) 2021-2022 (estimated) 2022-2023 (proposed) City Rate of Return 1.26% 0.96% 0.99%
Greater than 120% of Treasury rate 1988% 1716% 1222%
x On an annual basis, complete an Annual Comprehensiv e Financial Report (ACFR) prepared in conformity with generally accepted accounting principles, facili tate the conducting of an audit by an independent accounting firm, and receive an unqualified opinion that indicates that the financial statements presented fairly, in all material respects, the financial position of the City.

Achieving an
Unqualified Opinion Unqualified Opinion Unqualified Opinion Unqualified Opinion x Submit for consideration an ACFR and receive a Certificate of Achievement for Excellence in Financial Reporting from the GFOA.

Receive a Certificate of
Achievement for Excellence
In Financial Reporting Certificate Certificate Certificate x On an annual basis, complete an annual budget book; present it to the City Coun cil and present it to the GFOA for a Distinguished Budget Presentation Award.

Distinguished Budget
Presentation Award Budget A ward Budget Award Budget Award x All accounting-related functions such as accounts payable, payroll, busi ness license, utility billing, and monthly financial reports are to be completed by th e predetermined established deadlines. The benchmark is 98% on time.

On-time 98.8% 98.9% 98.9%
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AGENDA ITEM NO. 14.
2021-2022
2020-2021 Revised 2022-2023
Actual Estimate Budget
Administration 3,144,383 3,386,200 3,765,200
TOTAL ALL ACTIVITIES 3,144,383 3,386,200 3,765,200
General Fund 3,144,383 3,386,200 3,765,200
TOTAL ALL FUNDS 3,144,383 3,386,200 3,765,200

FINANCE

DEPARTMENT SUMMARY

BUDGET BY ACTIVITY

BUDGET BY FUND
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AGENDA ITEM NO. 14.

Finance Administration
Department Section 35100
2022-2023 Goals
The goals of the Finance Administration Section are to pr ovide quality financial information for the public, City Council, and the operating departments of the City and to safeguard the assets and resources of the City.

These goals include:
x Providing support to departments for finance-related questions, budget analysis and internal auditing. x Investing the City's idle cash to maximize the rate of return given the priorities of safety and liquidity. x Developing long-range financing plans as needed.
x Providing timely billing and collection for the City's enterprise operations. x Providing for the timely recording of new business license applications and existing business license renewals and searching relevant financial informatio n for businesses who have not obtained business licenses.
x Providing summary financial and budgetary reports for department and general public use as needed. x Completing upgrades to the utility billing system.

Objectives to Meet the Goals
x Analyze the department budgets quarterly for conf ormance with budgeted appropriations and revenue availability.
x Invest the City's cash in conformance with the adopted Investment Policy. x Work with underwriters and other consultants to arrange the most advantageous terms for any financing and review for refinancing opportunities.
x Maintain the billing and collection of the utility charges in accordance with established guidelines. x Maintain the business license system in accordance with existing business license policies. x Maintain existing financial reports and continue to develop summary financial and budgetary reports on a periodic basis.
x Select and begin implementation of a new Utility Billing system for the City. x Finalize the upgrade to the Paymentus online utility billing portal. x Use temporary staffing and volunteers to remain current on all financial activities.

Five-Year Outlook
This 2022-2023 budget is considered a shift from previous years. The City has received one-time funds from the federal and state governments in resp onse to the COVID-19 pandemic from the Coronavirus Aid, Relief and Economic Security (CARES) Act of 2020, and The Amer ican Rescue Plan Act (ARPA) of 2021. New building construction continues to hold in a positive direction. For the 2022-2023 year, we expect average residential and non-residential building construction. Purchases for automobiles and housing related goods continue to improve, and we expect a moderate increase in sales ta x revenues. However, due to the increasingly volatile economy, it is important that the City continue to cl osely monitor the economic conditions locally, statewide, and nationally, and policies at state and national levels that will impact the City ’s financial health. Overall property tax revenues should reflect the prior year’s assessed value increase along with an inflation factor not to exceed 2%.

Individual properties continue to show signs of an upwa rd trend. Revenue and expenditure monitoring continues to be a high priority, inclu ding the continuous review of financial tr ends in City-associated businesses. Finance activity will continue to include servicing new and exist ing utility accounts, business licenses, accounts payable, payroll, and investments. Finance will continue to be integr ally involved in the long-term financing, as necessary, for the City’s capital needs. The Finance Department will also assist in monitoring capital projects and the various assessment districts within the City. Revenue enhancements will be a top priority. 114
366
AGENDA ITEM NO. 14.

Finance Administration
Department Section 35100
2021-2022
2020-2021 Revised 2022-2023
Actual Estimate Budget
Salaries - Regular 1,761,484 1,821,300 2,000,300
Overtime 908 3,300 14,000
Extra Help 47,183 73,000 65,000
Benefits 755,598 829,800 894,500
Vehicle Charges 24,780 24,800 24,800
Professional Services 121,589 139,500 167,000
Office Supplies 670 2,000 2,800
Materials & Supplies 871 200 0
Travel & Meeting Expense 800 8,000 8,000
Training 14,181 20,000 20,000
Dues & Subscriptions 1,719 1,900 1,900
Admin & Overhead 414,600 462,400 566,900
TOTAL FINANCE ADMINISTRATION 3,144,383 3,386,200 3,765,200 Licenses 71,000 71,000 71,000
Annexation Processing Fee 45,000 45,000 30,000
Capital Development - Streets 60,000 60,000 60,000
User Fees 197,859 192,000 192,000
Interfund Charges 2,426,610 2,574,000 2,747,000
Miscellaneous Income 21,023 15,000 15,000
Use of Discretionary Funds 322,891 429,200 650,200
TOTAL 3,144,383 3,386,200 3,765,200
Accountant/Senior 3.00 3.00 3.00 Accounting Supervisor 1.00 1.00 1.00 Acctg Systems Tech/Senior/Principal 4.00 4.00 4.00 Assistant Finance Director 1.00 1.00 1.00 Deputy Finance Director 1.00 1.00 1.00 Finance Director/Treasurer 1.00 1.00 1.00 Principal Office Assistant 1.00 1.00 1.00 Senior Account Clerk/Principal 9.00 9.00 9.00 TOTAL 21.00 21.00 21.00

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
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AGENDA ITEM NO. 14.

PLANNING AND DEVELOPMENT SERVICES

DEPARTMENT SUMMARY
The Planning and Development Services Department is resp onsible for implementing the Clovis General Plan. It performs this duty by integrating the planning, engine ering, and building inspection activities of City development under a single departme nt. The department prepares and implements the Community Investment Program for all City departments. Planning and Develo pment Services is also responsible for all land-use planning for future development and adherence to city, state, and federal codes.

In 2019, Planning and Development Services staff developed the following mission for the Department:
“The Planning and Development Services Department is loyal to pres erving the Clovis Way of Life by employing excellence in cooperative planning, reliable engineering, and sustainable building controls.” Planning Division Section 74100
The mission of the Planning Division is to provide courte ous and timely service to the citizens and clients of the City of Clovis to assure a safe and well-planned comm unity. The Planning Division is responsible for the development and implementation of the General Plan and the analysis of development requests to ensure consistency with the General Plan, various Specific Pl ans, and the Development Code. The Planning staff is also responsible for preparing policies to carry out the goals and objectives of the General Plan, Specific Plans, Master Plans, and policy documents while assuring a thorough environmental analysis of each project.

Building Division Section 74200
The Building Division was created under Title 8 of the Clov is Municipal Code with the further authority provided by the State of California building statutes and applicable federal codes. The Building Division ’s mission is to provide minimum standards for the community that safeguar ds health, property, and public welfare by regulating the design, construction, quality of materials, use occu pancy, accessibility, location, and maintenance of all buildings and structures within the City.

Engineering Division Sections 74500-74550
The mission of the Engineering Division is to provide the City of Clovis with professional engineering services that ensure short and long-range plans are implemente d efficiently and cost-effectively. The Engineering Division continually strives to provide the highest level of quality services with the least impact in all project development cycles. The focus of the Division is to provide solution-oriented services that facilitate sustainable growth in the local economy, enhance the quality of life for Clovis citizens, and that offer secure and reliable infrastructure throughout our City. Of utmost importance to the Division is the management and efficient delivery of the City’s Community Inv estment projects, and ensuring private development adheres to all City requirements, standards, and conditions. Through careful planning, funding, and delivery of streets, sewer, water, parks, refuse, and general government projects, as well as private developm ent projects, this Division ensures the safety and usability of all the City’s investments. 116
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AGENDA ITEM NO. 14.
2021-2022
2020-2021 Revised 2022-2023
Actual Estimate Budget

BUDGET BY ACTIVITY
Planning 2,404,261 3,292,000 4,889,900
Building 2,831,696 2,628,000 3,115,900
Engineering 5,557,156 6,077,200 6,867,700
TOTAL ALL ACTIVITIES 10,793,113 11,997,200 14,873,500

BUDGET BY FUND
Planning & Development Services Fund 10,793,113 11,997,200 14,873,500 TOTAL ALL FUNDS 10,793,113 11,997,200 14,873,500

PLANNING AND DEVELOPMENT SERVICES

DEPARTMENT SUMMARY
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AGENDA ITEM NO. 14.

Planning and Development Planning
Services Department Section 74100
Planning Division Goals 2022-2023
The goals of the Planning Division are focused on implementing the Clovis General Plan and Specific Plans, managing the Planning Program activities that suppor t the General Plan, ensuring that all public and private development is consistent with the General Plan, the Development Code, City poli cies and state law, and coordinating public and private projects so that they result in a high-quality, sustainable community.

Planning goals for 2022-2023 include:
x Provide accurate information to the public regarding land development. x Implement 2014 General Plan policies and General Pl an EIR mitigation measures in conjunction with development proposals.
x Complete the initial phase of a General Plan update and commence the second phase as directed by the Council.
x Implement programs related to the Housing Element.
x Work with the local stakeholders to update the Housing Element (with completion by the end of 2023). x Implement the Central Clovis Specific Plan.
x Implement the Heritage Grove Master Plan Community Design Guidelines. x Implement the Loma Vista Master Plan.
x Provide for the logical growth of the City through th e initial processing and su bmittal of applications to amend the Sphere of Influence and expand the City boundaries through annexation. x Provide timely processing of applic ations to the Planning Commissi on and City Council in a manner consistent with the Division’s currentabilities and resources. x Maintain effective communication with citizens, the bu siness community, and interest groups on planning, building, and development-related issues.

Objectives to Meet the Goals
Manage staff resources on the following priorities:
x Implement the Development Code Update and continue to make modifications as necessary. x As the first phase of a General Plan update, work with a consulting team to prepare an evaluation and alternatives report addressing General Plan update strategies, including scope, consultant selection, advisory committee, etc.
x Work with property owners and the development community to prepare and update Master Plans for General Plan focus areas and urban centers.
x Implement the Central Clovis Specific Plan by creating pedestrian and bike facilities, and continue creating opportunities for alley cottage homes.
x Implement the no-net-loss analysis process for deve lopment applications and rezone properties as necessary to maintain the Regional Housing Needs Allocation. x Implement an electronic application process for planning applications. x Provide high-quality, non-funded citizen services.
x Participate in the City’s multi-department code enforcement team. x Evaluate existing Specific Plans and Master Plans, and re tire those that are out-of-date or no longer meet the City’s goals and objectives.
x Develop and publish materials for th e public to provide information an d increase transparency entitlement processes and related topics.

The Planning Division is charged with the timely proces sing of development application requests. Application processing time includes staff review, any additions or correcti ons necessary, and notification of public hearings as required. The following benchmarks have been set:

1. Processing of applications for Planning Commission action with CEQA Exemption: 9 weeks

2. Processing of applications for Planning Commission action with negative declaration: 15 weeks

3. Processing applications for City Council action with CEQA exemption: 13 weeks

4. Processing of applications for City Council action with negative declaration: 19 weeks

5. Processing Site Plan Review applications: 6 weeks
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AGENDA ITEM NO. 14.

Planning Division Performance Measures
The following is the expected measurement of the above-stated benchmarks:
2020-2021
(actual)
2021-2022
(estimated)
2022-2023
(proposed)
Applications processed to
Planning Commission within target time 93% 85% 80%
Applications processed to
City Council within the target time 82% 86% 80%
Site Plan Reviews processed
within the target time 79% 70% 75%
Data summarizing activity within the Planning Division is provided below:

Criteria Estimated 2021-2022 Activity
Planning Commission Meetings Conducted 11 Meetings
Applications Considered by the Planning Commission 34 Applications City Council Meetings Where Items Were Considered 19 Meetings Applications Considered by the City Council 44 Applications Neighborhood/Community Meetings Attended 20 Meetings
Five-Year Outlook
New residential subdivision activity continues to be relatively slow during the current fiscal year. Three applications for tentative maps were received in FY 2019-2020, six applications were submitted in FY 2020- 2021, and six have been received thus far in FY 2021-2022 through early April. Many of the newer maps that are being submitted and are making their way through the approval process are on smaller parcels and propose less than 50 new lots, which exempts these projects fr om detailed analysis of VMT (Vehicle Miles Traveled) impacts. The development community has cited the uncertainty created by the implementation of VMT requirements as a major factor in slowing the submittal of new maps. Some builders have also noted that the limited availability of residential land for sale is also proving to be a constraint.

While traditional subdivision activity is down, interest i n large-scale development continues to be strong. Three tentative maps currently in process propose more th an 500 new lots which require longer and more expensive environmental compliance processes, and in some instan ces require the preparation of master development plans. Significant staff time over the next year and beyo nd is expected to be dedicated to a handful of major projects that have been initiated (or are in the proces s of being initiated) by area property owners and/or developers, including the Shepherd North Sphere of Influence (SoI) Expansion; the Home Place Master Plan and Annexation Project in Loma Vista; a new Specific Plan and annexation project by the Ricchiuti family in Heritage Grove; and a Master Plan and prezoning project in the Northeast Urban Center southeast of SR 168.

In addition to the applications submitted by the developme nt community, the Planning Division is also beginning work on City-led initiatives that will facilitate complian ce with state laws and lay the groundwork for future development and growth of the City. Projects already underway include a VMT updat e to the General Plan and the preparation of the City’s Sixth Cycle Housing Element. The VMT update is expected to be completed during the early part of FY 2022-2023 and it will amend th e 2014 General Plan Circulation Element and complete a Supplemental Program EIR to address VMT requirements. The adoption of the Sixth Cycle Housing Element will occur in FY 2023-2024 and is required to achieve conf ormance with state Housing Law. In addition to these two projects, the Planning Division also commenced work on an overall update to the General Plan in FY 2021- 2022, beginning with an initial phase which will take the form of a review and audit of the existing General Plan.

Based on the results of the initial phase, staff will seek dire ction from the Council on initiating a full update to the General Plan, a process that generally takes 2 to 3 years or longer to complete.

Over the next several years, continued annexation and development within the Sphere of Influence should be expected, particularly in Heritage Grove and the remain ing undeveloped portion of Loma Vista. The Planning Division’s work program will combine developer-initiated applications with a series of long-term programs that will help the City facilitate development. Examples of such programs, in addition to those described above, include reconciling General Plan and zoning conflicts, retiring outdated Specific Plans, and updating parks Master Plans.
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AGENDA ITEM NO. 14.

Planning and Development Planning
Services Department Section 74100
2021-2022
2020-2021 Revised 2022-2023
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 941,290 989,700 1,169,800
Overtime 6,112 7,600 5,000
Extra Help 56,678 0 0
Benefits 360,945 388,500 444,700
Vehicle Charges 28,082 27,500 32,100
Communications 3,163 2,200 2,200
Professional Services 328,780 1,090,100 2,362,000
Special Events 2,740 2,000 2,000
Office Supplies 1,808 2,000 2,000
Travel & Meeting Expense 483 13,000 23,000
Training 5,272 3,000 3,000
Dues & Subscriptions 2,200 6,000 6,000
Admin & Overhead 665,000 757,400 784,100
Capital Outlays - Office Equip/Furn 0 2,000 53,000
Capital Outlays - Computers 1,708 1,000 1,000
TOTAL PLANNING 2,404,261 3,292,000 4,889,900

SOURCES OF FUNDING
State Grants 242,000 224,000 170,000
User Fees 2,125,546 3,047,000 4,698,900
Interfund Charges 17,480 5,000 5,000
Miscellaneous Income 4,235 1,000 1,000
Use of Discretionary Funds 15,000 15,000 15,000
TOTAL 2,404,261 3,292,000 4,889,900

DETAIL OF POSITIONS
Assistant/Associate Planner 2.00 3.00 3.00 Assistant Dir of Planning & Development Serv 0.40 - - Business Workflow Analyst - 0.30 0.30 Business Workflow Specialist - 0.30 0.30 City Planner 1.00 1.00 1.00 Deputy City Planner 1.00 1.00 1.00 Dir of Planning & Development Services 0.40 0.40 0.40 Geographic Information Systems Analyst 0.30 0.30 0.30 Geographic Information Systems Tech. 0.40 0.40 0.40 Housing Program Coordinator 0.15 - - PDS Admin Services Manager 0.40 0.40 0.40 Planning Technician I/II 1.00 2.00 2.00 Principal Office Assistant 0.80 0.40 0.40 Public Affairs & Information Manager 0.10 0.10 0.10 Senior Planner 1.00 1.00 2.00 Staff Analyst - 0.40 0.40 TOTAL 8.95 11.00 12.00
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AGENDA ITEM NO. 14.

Planning and Development Building
Services Department Section 74200
Building Division Goals 2022-2023
The goals of the Building Division, interrelated with the goals of other City departments, are to serve the public by carrying out the safety checks and inspections required by the California Building Codes and Municipal Code.

Building goals for 2022-2023 include:
x Ensure compliance with all codes for the constructi on, use, and occupancy of buildings and all of their various components.
x Maintain effective communication with citizens, the business community, and interest groups on planning, building, and development-related issues.
x Ensure that new development and construction confor m to development standards, design guidelines, and Accessibility requirements.
x Process all single-family residential plans within thre e weeks and all submitted commercial projects within four weeks.
x Respond to all field inspection requests within eight working hours. x Respond to all informational requests and housing complaints from the public within 72 hours. x Expand the use of new technology to keep pace with the increases in documentation requirements and to facilitate the retrieval of documents.
x Keep the community informed about current California Building Code requirements.

Objectives to Meet the Goals
x Provide expertise on the 2019 California Building , Electrical, Energy, Mechanical, and Plumbing Codes along with new state-mandated programs. This is a co de change year and starting January 1, 2023, we will be using the 2022 California Codes.
x Continue to expand the electronic services provided to our citizens and developers by allowing plans to be submitted, reviewed, and issued through our Citizen Self Service (CSS) portal. July 2020 saw the launch of a full residential online service through our portal. We are working toward the launch of commercial applications by the end of Summer 2022. Our comprehensive workflow management system will eventually integrate the functions of the Planning, Engineering, an d Building Divisions in the processing of entitlement approvals and the issuance of all regulatory applications.

Building Division Performance Measures
x Continue training on new codes and systems to perform the regulato ry enforcement role of the department.

Increase training in the areas of accessibility, fire suppression, energy, and electrical systems to ensure compliance with new state and federal regulations. Th e benchmark for Certified Building Division personnel training is 24 hours/person/year required by state law. 2020-2021 (actual) 2021-2022 (estimated) 2022-2023 (proposed) Hours of Training 30 hrs./ person 32 hrs./person 32 hrs./person Building permit plan
checks processed
within the target time
90% 95% 95%
Inspections Performed
within the target time 90% 95% 95%
The citizenry looks to the departmen t for enforcement of violations of the Clovis Municipal Code. With full staffing, the established goal is to resolve 95% of the violations reported within the budget year. The Division responds to a high degree of development requests and provides a focused response to code enforcement requests that pose a threat to life or safety.
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AGENDA ITEM NO. 14.

Five-Year Outlook
Commercial construction has resumed to a historical vol ume. Since 2012, there has been an average of approximately $45 million in commercial valuation each year. The 2021-2022 cycle is slightly less than in recent years but is still trending higher than our historical aver age. We expect FY 2022-2023 to resume a higher level of activity.

Residential development activity and solar system permitt ing are still very strong. Our historical average is approximately 750 units, comprising both single-family and multi-family units. The 2018-2019 cycle produced 848 single-family residential units, the 2019-2020 cycle produced 1,112 units, and 2020-2021 produced 1237 units. We expect the 2021-2022 and 2022-2023 wi ll be closer to the historical average of 750. 122
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AGENDA ITEM NO. 14.

Planning and Development Building
Services Department Section 74200
2021-2022
2020-2021 Revised 2022-2023
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 1,248,052 1,159,700 1,420,200
Overtime 4,203 17,400 13,000
Extra Help 108,686 75,000 55,000
Benefits 612,419 557,300 653,500
Vehicle Charges 56,667 62,300 73,700
Communications 10,661 16,000 16,000
Professional Services 349,877 232,000 267,000
Special Events 641 2,000 2,000
Office Supplies 3,915 4,000 4,000
Materials & Supplies 1,564 0 0
Supplies - Shop 299 1,000 1,000
Travel & Meeting Expense 12,927 10,000 20,000
Training 745 500 2,000
Dues & Subscriptions 7,519 7,000 7,000
Admin & Overhead 411,900 479,900 492,500
Liability Insurance Prog - ISF 0 1,000 1,000
Capital Outlays - Office Equip/Furn 459 2,000 87,000
Capital Outlay - Computers 1,162 900 1,000
TOTAL BUILDING 2,831,696 2,628,000 3,115,900

SOURCES OF FUNDING
User Fees 2,804,546 2,621,000 3,108,900
Miscellaneous Income 27,150 7,000 7,000
Use of Discretionary Funds 
TOTAL 2,831,696 2,628,000 3,115,900

DETAIL OF POSITIONS
Assistant Dir of Planning & Development Serv 0.30 - - Building Inspector/Senior Bldg Inspector 5.00 5.00 4.00 Building Official 1.00 1.00 1.00 Business Workflow Analyst - 0.40 0.40
Business Workflow Specialist 2.00 0.40 0.40 Deputy Building Official/Plan Checker 1.00 1.00 1.00 Dir of Planning & Development Services 0.30 0.30 0.30 Geographic Information Systems Analyst 0.20 0.20 0.20 Geographic Information Systems Tech. 0.30 0.30 0.30 PDS Admin Services Manager 0.30 0.30 0.30 Permit Technician 2.00 2.00 2.00 Plans Examiner/Senior Plans Examiner 3.00 4.00 5.00 Staff Analyst - 0.30 0.30
Principal Office Assistant 0.60 0.30 0.30 TOTAL 16.00 15.50 15.50
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AGENDA ITEM NO. 14.

Planning and Development Engineering
Services Department Sections 74500-74550
Engineering Division Goals 2022-2023
The Engineering Division will continue to concentrate on coordinating the orderly construction of public and private projects within the Clovis community. The Divisi on’s responsibility for review and approval of proposed development projects ensures that all development meets current City standards.

Engineering goals for 2022-2023 include:
x Delivery of all projects scheduled in the Community In vestment Program utilizing the best technology and equipment for the design, review, and improvement of infrastructure. x Achieve and maintain the highest level of customer servic e by actively responding to service requests from other departments and citizens.
x Ensure that private development activities meet City requirements, conditions, and standards. x Provide quick development project plan review and processing. x Implement and manage a fair and cost-effective impact fee program that funds necessary infrastructure to accommodate new development.
x Provide knowledgeable inspection services that assure quality construction, protecting the City’s interests. x Maintain an active traffic management program in cooperation with the Clovis Police Department that ensures transportation safety and that supports traffic enforcement. x Establish an updated and fiscally sound annual fi ve-year Community Investment Program to provide for appropriate infrastructure repair and enhancements.

Objectives to Meet the Goals
x Implement efficiency and accountability standards to consistently guide project delivery. x Implement streamlined procedures for the design and review of projects. x Implement appropriate public safety and convenience through design review measures. x Evaluate Division costs and update as necessary to ensure that the development processing fees charged are fair, equitable, and representative of the actual costs for the services provided. x Employ and train professional engineers to handle a dynamic workload and fluctuating market demands.

Engineering Division Performance Measures
x Complete Capital Investment projects on schedule. The current goal is to meet the schedule on 85% of projects. The Capital Investment Program fell far shor t of its goal in 2020-2021. This was attributed to operating short on engineering staff due to retention an d the addition of large Capital projects in the middle of the budget year.
x Complete development project reviews within benchmark turnaround times. For most projects, the goal is to achieve a 4-week turnaround on first submittals and a 2 -week turnaround on subsequent submittals. For larger, more complex projects, staff will work with project proponents on an agreeable turnaround time that may be longer. Staff will also work with the indust ry to develop criteria for these larger projects. x Keep traffic counting and speed studies up-to-date. The current goal is to have 100% of studies up-to-date. x Provide pertinent training to each engineering staff member.

2020-2021
(actual)
2021-2022
(Estimated)
2022-2023
(Proposed)
Completion of CIP projects on schedule 42% 85% 85%
Development Plan Check First submittal 67% 75% 95%
Development Plan Check subsequent
submittals 69% 80% 95%
Traffic Studies Up-to-date N/A (new measure) 100% 100%
Training (percent of staff receiving training) N/A (new measure) 54% 100% 124
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AGENDA ITEM NO. 14.

Five-Year Outlook
The City’s Engineering Division will continue its work on comm unity service and public facilities planning in support of the General Plan update and subsequent commun ity Master Plans. This includes continuing work on the implementation of the Parks Master Plan and provid ing for advance planning of infrastructure in newly developing areas. Strategizing on how to fund growth in the new areas continues to be a major part of these efforts.

As the City grows, constant efforts are made to keep up with the preservation of our increasing inventory of aging streets. At the same time, the City is facilitati ng expanded connections to the City of Fresno and the County of Fresno by building out regional corridors su ch as Herndon and Shaw Avenues to the edges of our City’ssphere ahead of development.

Staff education and training are imperative to enhance overall staff abilities and technical competence. Scarce resources and increased staff workloads require a consta nt search for ways to increase staff productivity.

Increased knowledge and skills will lead to increases in staff efficiency and effectiveness.

Engineering will continue to work on maintaining adeq uate turnaround times fo r plan checks and project reviews, addressing public concerns, looking for ways to streamline and reduce costs for development, and delivering projects promptly. As the City continues to grow and as new federal and state laws are imposed, the complexity and number of tasks and processes necessar y to complete a project and remain in compliance continue to increase. This is increasingly true for the grant-funded projects, which are administered by Caltrans.

This state and federal influence affect all aspects of the engineering program. As a result, the Engineering Division must adapt and will be reevaluating the staffing needs and goals in the coming year.

The pace of development did slow in 2021-2022. This slowdown has put a strain on the budget. The development community has indicated the slowdown is partially due to the uncertainty created by the implementation of VMT under CEQA causing many developers to go into a wait-and-see mode. There remains a high demand for housing, but interest rates are on the rise and the effects of the supply chain are still being realized in all aspects of the housing project and Capita l project delivery as well as the uncertainty and inflation caused by current world events. Despite this, the depa rtment has planned for a rebound in activity. If a sustained slowdown occurs, engineering staff that is curr ently assigned in other areas can be reassigned to Capital projects, which are well funded for the next few years. 125
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AGENDA ITEM NO. 14.

Planning and Development Engineering
Services Department Section 74500-74550
2021-2022
2020-2021 Revised 2022-2023
Actual Estimate Budget
Salaries - Regular 2,889,396 3,036,500 3,442,100
Overtime 57,848 61,000 67,000
Extra Help 20,171 20,000 60,000
Benefits 1,282,409 1,379,600 1,482,200
Vehicle Charges 140,573 141,100 163,700
Communications 24,577 30,000 31,000
Professional Services 59,983 54,600 54,500
Special Events 2,352 3,000 3,000
Office Supplies 3,252 10,000 10,000
Supplies - Safety 246 6,000 6,000
Supplies - Shop 1,704 7,000 7,000
Travel & Meeting Expense 0 11,000 11,000
Training 22,592 38,000 38,000
Dues & Subscriptions 2,039 14,000 14,000
Admin & Overhead 1,038,036 1,234,700 1,306,200
Capital Outlays - Office Equip/Furn 8,004 19,000 160,000 Capital Outlays - Computers 3,974 6,700 7,000
Capital Outlays - Public Utilities 0 5,000 5,000
TOTAL ENGINEERING 5,557,156 6,077,200 6,867,700

SOURCES OF FUNDING
Taxes 10,000 10,000 10,000
State Grants 19,724 17,000 17,000
User Fees 5,235,300 5,655,200 6,540,700
Miscellaneous Income 7,132 110,000 15,000
Use of Discretionary Funds 285,000 285,000 285,000
TOTAL 5,557,156 6,077,200 6,867,700

DETAIL OF POSITIONS
Assistant Dir of Planning & Development Serv 0.30 - - Business Workflow Analyst - 0.30 0.30
Business Workflow Specialist - 0.30 0.30 City Engineer 1.00 1.00 1.00 City Surveyor - 1.00 1.00
Construction Manager 1.00 1.00 1.00 Dir of Planning & Development Services 0.30 0.30 0.30 Engineer I/ Engineer II/ Civil Engineer 13.00 14.00 14.00 Engineering Inspector/Senior Eng Inspector 5.00 6.00 6.00 Engineering Program Supervisor 1.00 1.00 1.00 Engineering Tech/Senior Engineering Tech 2.00 3.00 3.00 Geographic Information Systems Analyst 0.25 0.25 0.25 Geographic Information Systems Tech 0.30 0.30 0.30 Management Analyst 2.00 1.00 1.00 PDS Admin Services Manager 0.30 0.30 0.30 Permit Technician 1.00 1.00 - Principal Office Assistant 0.60 0.30 0.30 Staff Analyst - 1.30 1.30
Supervising Civil Engineer 2.00 2.00 2.00 TOTAL 30.05 34.35

33.35 BUDGET DETAIL
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DEPARTMENT SUMMARY
The responsibility of the Police Department is to provide superior protection and service in a manner that builds public confidence and improves the quality of life in our community. To those we serve, we want to be the best! The department is organized into three major divisions which are comprised of seven budgetary sections as shown below.

Patrol Section 51000
The Patrol section is the most highly visible section of the Police Department. It is overseen by a captain and lieutenants. Each shift or team is directly supervised by a sergeant. Uniformed patrol and community service officers respond to calls for service, enforce all laws including City municipal codes, provide for safety and security of the public, and represent the Police Department in their daily contact with the citizens of Clovis. They also deal effectively and appropriately with the criminals they apprehend. The Police Chaplain Program assists our department members and the victims of crime during traumatic events or at times of grief. The Traffic Division focuses on traffic safety, educ ation, enforcement of traffic laws and implements DUI check points and DUI saturations. The Patrol Division’s effective and proactive approach toward eliminating criminal activity and protecting its citizens has helped create a safe community for the citizens of Clovis. Specialty units within the department such as SWAT, K-9 Unit, Crisis Negotiations, Bike Unit, EOD, UAV, and Jail operations fall under the Patrol Division as well.

Communications Section 51100
The Communications section provides dispatch services for the Police Department and serves as the central location for emergency and non-emergency calls made from within the City limits and surrounding areas.

Dispatchers receive calls from citizens and businesses, which are prioritized based on a series of questions.

They provide the appropriate resources and dispatch a police response when appropriate. Dispatchers monitor the regular activity, provide telecommunication support, and assist with incident coordination for the field units.

They serve as an information resource to police officers, CSOs, investigators, other agencies, and the public.

Dispatchers provide these services while utilizing the radio, telephone, computer, internet, camera systems, and other law enforcement database programs.

Investigations Section 52000
The Investigations section is overseen by a police captain, and is responsible for follow-up on all felony cases, cases of a sensitive nature, and preparing the cases for submittal to the District Attorney’s Office. The Division is comprised of two main components: general investigations and the Special Enforcement Team (SET). The types of investigations conducted range from computer crime and identity theft cases to sexual assault and sex offender programs, homicide investigations, robberies, property crimes, domestic violence follow-up and tracking, missing persons, and crime analysis and predictive policing. The unit also takes on special details when necessary, including assistance to SET, internal investigations, and officer-involved shooting investigations. The focus of SET tends to be on mid-level and street-level drug dealers and users causing blight in our City. They also focus on cases involving gang members, narcotics trafficking, human trafficking, prostitution, and pimping. They focus their investigations on those who are actively engaged in the gang lifestyle and committing crimes in our City. These units will also partner with other local, State, and Federal agencies for larger scale investigations where more detectives are needed for a safe and successful outcome.

Youth Services Section 53000
The Youth Services Division is committed to providing services and programs that deter juvenile crime. The foundation of our service is consistent accountability for juvenile misbehavior and education about alcohol, drugs, and tobacco. The Youth Services Division is committed to supporting parents by providing information about parenting and education about juvenile trends related to alcohol, drugs, and tobacco use. The Youth Services Division will continue to work closely with the Clovis Unified School District (CUSD) and other agencies to encourage youth to improve their ability to make good decisions at home, at school, and in the community to consistently hold juveniles accountable and to support parents. The success for this service will be determined by maintaining a low juvenile rate of recidivism.
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DEPARTMENT SUMMARY

Support Services/Records, Property and Evidence Section 54000 This unit encompasses many diverse duties that focus on providing outstanding service to its customers and the citizens of Clovis. Functions include the department’s records maintenance function, citizen and business services, fleet management, equipment and supplies, report typing, court liaison, service of subpoenas, records requests, and distribution of records and reports to allied agencies. The Property and Evidence unit processes, catalogues, and stores all of the evidence collected in various cases, holds property that has been collected by the department, and determines the proper disposition for that property and evidence. Neighborhood corporals work closely with other city departments and businesses. Together they issue alcohol and entertainment permits within the City. They also work closely with the Planning Division on new development in the City. The Community Liaison works closely with the rental management and property owners to resolve any problems within the community.

Administrative Services Section 56000
The Administrative Services Unit is the office of the Chief of Police which provides leadership and general direction and oversight for the entire department. The Administrative Services Division is responsible for several functions, including administrative support to the Chief, special projects, research, internal audits and compliance, internal investigations, Homeland Security, grant administration, public information officer duties, hiring, employee injury, and oversight of workers’ compensation issues. The office support staff also performs a variety of personnel functions regarding recruitment and hiring, and also provides support for other division commanders.

Animal Services Section 59100
The Clovis Animal Services Division consists of the Animal Response Team, the Animal Receiving and Care Center, and the Miss Winkles Pet Adoption Center. The Animal Response Team is responsible for responding to calls for service in the community, investigating cruelty, issuing municipal code violations, and representing the City in Administrative Hearings. The Animal Receiving and Care Center is responsible for caring for approximately 3,000 animals per year. This includes pets that are released by their owners, stray dogs, injured animals, and deceased animals. The Miss Winkles Pet Adoption Center is responsible for adopting approximately 1,000 pets to citizens throughout the Central Valley. The Animal Services Division also provides public education about spaying/neutering pets, information about proper pet care, and information on both State and local animal laws.

2022-2023 Goals
x Meet response time goals for Priority 1, 2, and 3 calls. x Meet or exceed our goal of high customer satisfaction (90% or better) ratings. x Keep California Crime Index Rate as lowest in the valley - “Safest city in the Valley.” x Increase our efforts at combating gang and drug activity. x Conduct effective Traffic Safety programs and reduce traffic collisions and injury rates through effective enforcement practices.
x Develop future leaders in the department through succession planning. x Continue to engage with our community stakeholders through social media platforms. x Staff our Drone First Responder (DFR) program to support patrol operations. x Provide continuous and developmental training for all officers. x Actively pursue State and Federal grants for sworn officers and technology enhancements. x Increase community outreach through planned events in neighborhoods, parks, and schools.

Budgetary Highlights
x Increase sworn police officer positions by three.
x Restore Corporal, Sergeant, and Lieutenant positions to pre-pandemic levels. x Improve fleet by replacing older vehicles.
x Add a Communications Supervisor position.

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DEPARTMENT PERFORMANCE MEASURES

The mission of the Police Department is to provide exceptional protection and police-related services in a manner that builds public confidence and enhances the quality of life in Clovis.

x In order to protect the victims of crimes and to maintain the public’s confidence, a quick response time to emergency (Priority One) calls for service is critical. The benchmark is an average response time for emergency calls not to exceed 5 minutes.

2020-2021 (actual) 2021-2022 (estimated) 2022-2023 (proposed)

Priority 1 Average Response Times 3.97 Min 4.11 Min <5 Min Priority 2 Average Response Times 8.33 Min 8.49 Min <10 Min Priority 3 Average Response Times 13.12 Min 9.76 Min <15 Min

x Public support and satisfaction with our services are essential in maintaining a safe community. As an indicator, we strive to have Citizen Survey responses show either “Above Average” or “Excellent” service ratings at least 90% of the time.

Citizen Surveys 2020-2021 (actual) 2021-2022 (estimated) 2022-2023 (proposed) (Above Average or Excellent) 94% 93% 90%

x The comparative crime rate is a good indicator of how well the prevention and protection efforts are in addressing the criminal challenges to the community. Rates for both Fresno County and State-wide are not available for comparison purposes.

California Crime Index (Crimes/100,000 Population)

2021 (actual) 2022 (estimated) 2023 (proposed) Clovis 628 583 <700

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AGENDA ITEM NO. 14.

POLICE

DEPARTMENT SUMMARY
2021-2022
2020-2021 Revised 2022-2023
Actual Estimate Budget
Patrol 21,751,569 23,613,500 25,736,400
Communications 3,100,277 3,474,300 3,489,200
Investigations 4,611,876 5,130,400 5,888,500
Youth Services 637,492 735,100 761,700
Support Services 4,050,210 4,164,100 5,302,100
Administration 3,624,115 3,913,100 4,482,200
Animal Shelter 1,908,078 1,856,600 2,183,600
TOTAL ALL ACTIVITIES 39,683,617 42,887,100 47,843,700
General Fund 39,683,617 42,887,100 47,843,700
TOTAL ALL FUNDS 39,683,617 42,887,100 47,843,700

BUDGET BY ACTIVITY

BUDGET BY FUND
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Police Patrol
Department Section 51000

2022-2023 Goals

x Meet response time goals for Priority 1, 2, and 3 calls. x Meet or exceed our goal of high customer satisfaction (90% or better) ratings. x Keep California Crime Index Rate at one of the lowest rates in the Valley. x Staff our Drone First Responder (DFR) program to support patrol operations. x Address all quality-of-life issues to maintain a healthy community. x Monitor and address gang, parole, and probation related incidents. x Increase community outreach through planned events in neighborhoods, parks, and schools.

Objectives to Meet the Goals

x Review crime rates, response times, and officer productivity to assess deployment, shift schedules and beat alignment to provide optimum service.
x Continue to plan and staff DUI checkpoints, increase DUI saturation patrols, and improve public awareness and comprehension of the seriousness of DUI.
x Continue aggressive traffic enforcement to reduce collisions and injuries related to collisions. x Evaluate and respond to neighborhood quality of life issues. Work with other City departments to ensure that CSO enforcement efforts have the greatest impact.
x Analyze property crime data and develop special enforcement plans, including stakeouts, forecasted crime patterns, saturation patrol, and parole/probation searches. x Utilize patrol volunteers to handle non-emergency calls for service (i.e., house checks and Municipal Code violations) to keep patrol officers available to respond to higher priority calls for service. x Increase enforcement on gang members and gang-related activity. x Utilize the Beat Corporal Program to continue the monitoring of parolees living in the City. x Strive to meet all the expectations of our department’s mission and philosophy. x Involve officers in school programs to enhance relationships between students of all ages and the Police Department.
x Continue to provide community outreach events (i.e., Clovis Night Out, Cops and Kids Camp, etc.). x Actively engage in solving quality of life issues within the community.

Five-Year Outlook
Population growth and development remain a concern because of increased demand on law enforcement services without sufficient resources to meet those needs in a timely manner. The Patrol division has reached critical levels, limiting the ability to engage in proactive long-term solutions. Workload study recommendations are being considered for re-deployment of resources to meet these demands. Leadership development and succession training will be of key importance.

In the coming five years, we will continue to evaluate the need to develop additional patrol sectors to manage resources, meet community expectations, and prepare for growth associated with development within the proposed neighborhood communities. It will also be crucial for the Police Department to remain engaged in the development process to assist in creation of safe neighborhoods and commercial development. We will also address challenges posed in existing neighborhoods to ensure safety and well-being for all of the citizens of Clovis.
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AGENDA ITEM NO. 14.

Police Patrol
Department Section 51000
2021-2022
2020-2021 Revised 2022-2023
Actual Estimate Budget
Salaries - Regular 9,959,153 10,309,100 11,323,000
Overtime 1,194,362 1,336,100 1,092,200
Extra Help 213,105 256,000 341,000
Benefits 7,311,031 7,930,600 9,144,200
Communications 129,022 95,000 125,000
Professional Services 406,803 444,200 421,000
Repairs & Maintenance 7,970 4,300 3,600
Office Supplies 108,485 129,600 108,500
Supplies - Safety 76,091 65,000 70,000
Travel & Meeting Expense 23,200 27,000 26,000
Training 70,371 162,000 154,700
Dues & Subscriptions 5,742 6,700 5,600
Admin & Overhead 2,052,700 2,547,500 2,637,700
Capital Outlays - Computers 2,733 5,000 5,000
Capital Outlays - Police Equipment 189,787 290,400 270,900 Capital Outlays - Communications 1,014 5,000 8,000
TOTAL PATROL 21,751,569 23,613,500 25,736,400
Taxes 1,663,673 1,871,000 2,098,000
Other Permits 0 12,000 12,000
Fines & Fees 143,616 180,000 181,000
State Grants 324,935 305,000 314,000
Federal Grants 188,581 0 0
Program Participation 15,849 469,000 484,000
Mandated Claims 489,199 0 0
Planning & Processing Fees 12,368 12,000 12,000
User Fees 142,131 160,000 61,000
Miscellaneous Income 4,556 10,000 10,000
Use of Discretionary Funds 18,766,661 20,594,500 22,564,400 TOTAL 21,751,569 23,613,500 25,736,400
Community Service Officer 12.00 11.00 11.00 Deputy Police Chief 1.00 - - Police Captain 5.00 3.00 1.00 Police Corporal 12.00 13.00 16.00 Police Lieutenant 2.00 4.00 5.00 Police Officer/Recruit 63.00 64.00 59.00 Police Sergeant 10.00 6.00 10.00 TOTAL 105.00 101.00 102.00

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
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AGENDA ITEM NO. 14.

Police Communications
Department Section 51100

2022-2023 Goals

x Meet response time goals for Priority 1, 2, and 3 calls. x Meet or exceed our goal of high customer satisfaction ratings. x Improve radio communication coverage and reliability. x Strategize with State and local agencies to implement and refine inter-operability of radio, phone, and data systems.
x Explore options for increasing and improving the City camera system, which includes monitoring capabilities.
x Implement and maintain software and hardware consistent with State requirements for NextGen 911. x Maintain and improve the functionality and capabilities of the backup communications center.

Objectives to Meet the Goals

x Continue to hire and train qualified communications personnel. x Continue to add radio receiver sites to enhance coverage in the metropolitan and adjacent rural areas. x Continue to work with the City of Clovis I.T. Division, State, County, and various product vendors to ensure the equipment utilized in the Communications Center is compatible with the most current technology available to support the City’s future growth.
x Expand wireless video capabilities.
x Enhance connectivity to CUSD to allow expansion into their internal campus video system. x Work with Cal OES, Clovis I.T. Division, product vendors, and allied agencies to successfully incorporate all aspects of NextGen 911 relative to State timelines.

Five-Year Outlook

The department will continue to upgrade equipment to meet or exceed State standards and work to keep our environment a positive and efficient workplace. As the community grows and calls for service increase, it will be necessary to expand staffing levels in the Communications Center to maintain the quality of service we provide to our citizens. During the next five years, the department will begin construction on a permanent alternate communication center site which will mirror our current communications center. The department will also work to update and upgrade our emergency operations center (EOC) dispatch location. Lastly, as the Fresno County Sheriff’s Office leaves their alternate communication center behind (located inside of our current communications center), the department will expand and incorporate that space to accommodate the anticipated growth.
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Police Communications
Department Section 51100
2021-2022
2020-2021 Revised 2022-2023
Actual Estimate Budget
Salaries - Regular 1,494,495 1,554,500 1,698,300
Overtime 330,939 317,000 273,700
Extra Help 974 1,600 200
Benefits 869,217 952,700 1,035,400
Communications 64,224 45,200 60,200
Professional Services 33,289 28,300 28,300
Repairs & Maintenance 25,834 23,500 18,500
Office Supplies 8,792 9,000 9,000
Materials & Supplies 7,479 1,500 1,000
Travel & Meeting Expense 0 2,400 2,400
Training 292 13,000 13,000
Dues & Subscriptions 142 0 1,300
Admin & Overhead 264,600 525,600 347,900
TOTAL COMMUNICATION 3,100,277 3,474,300 3,489,200
Use of Discretionary Funds 3,100,277 3,474,300 3,489,200 TOTAL 3,100,277 3,474,300 3,489,200

DETAIL OF POSITIONS
Lead Public Safety Dispatcher 4.00 4.00 5.00 Public Safety Dispatcher/PSO 18.00 18.00 17.00 TOTAL 22.00 22.00 22.00

BUDGET DETAIL

SOURCES OF FUNDING
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AGENDA ITEM NO. 14.

Police Investigations
Department Section 52000

2022-2023 Goals

x Continue to explore new technology to enhance the functions and goals of investigations. x Reimplement Domestic Violence programs and prevention. x Continue using crime analysis to find crime trends and attack those issues. x Monitor and analyze criminals associated with AB 109. x Explore ways to enhance communication within the department. x Enhance knowledge and expertise within the Investigations Unit. x Continue to ensure that drug and gang activities in the community are not tolerated. x Continue to focus on the street level dealers within our community. x Increase tactical expertise of the Special Enforcement Team (SET) and General Investigations. x Enhance computer forensic equipment (Gray Key 2).
x Increase the number of investigators with high technology investigative experience. x Utilize forensic analysts.
x Work with other agencies to attack the issues related to street gangs within our city. x Utilize narcotics K-9s.

Objectives to Meet the Goals

x Utilize the full-time Computer Forensic Analyst position dedicated to processing computer and high technology evidence. Collaborate with other law enforcement agencies to share resources in targeting high- tech criminals.
x Gain and retain membership to online databases to increase our sources of information and intelligence. x Continue providing advanced technology training to investigators and disseminate acquired knowledge to patrol officers to combat criminal activity.
x Continue the partnership with the District Attorney’s Office, U.S. Marshal’s Service, the A.T.F., the F.B.I. and allied units such as MAGEC and ACT to track, arrest, and prosecute more criminals. x Continue to aggressively seek out opportunities to seize assets obtained from the illegal sales of narcotics. x Train with other units to provide a cohesive base of tactical knowledge for improved officer safety.

Five-Year Outlook

The General Investigations and SET unit will need to continue to build expertise and investigative preparedness to meet the challenges of tomorrow.

The use of advanced technology by suspects to commit criminal acts is exploding. Over the next five years we can expect advanced technology will continue to be used by suspects to manufacture documents that will then be used in criminal activity. Identity theft and EDD thefts continue to be two of the fastest growing crimes and by all indications will continue over the next several years.

Drug use is the basis for many property and violent crimes within our community. There is a nexus between drug sales and gang activity as well. We will continue to investigate allegations and utilize officers from other divisions to assist in investigations and operations that are related to drug use and sales.

Gang activity has increased. Much of this has to do with AB 109, prison realignment, and overcrowding issues at the local level. The SET Unit will be focusing on preventing gangs from overtaking neighborhoods and gaining strength or influence in any specific area.
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AGENDA ITEM NO. 14.

Police Investigations
Department Section 52000
2021-2022
2020-2021 Revised 2022-2023
Actual Estimate Budget
Salaries - Regular 2,182,492 2,473,900 2,803,900
Overtime 316,242 173,400 178,500
Extra Help 47,738 55,000 50,000
Benefits 1,598,893 1,857,700 2,224,100
Vehicle Charges 6,060 6,100 6,100
Communications 23,346 22,000 23,000
Professional Services 98,003 91,800 131,600
Materials & Supplies 5,247 4,000 4,500
Supplies - Police 17,613 17,000 30,000
Supplies - Safety 1,555 2,000 5,000
Travel & Meeting Expense 8,678 13,800 13,800
Training 6,158 31,000 21,000
Dues & Subscriptions 1,240 2,200 2,200
Admin & Overhead 296,500 378,200 392,800
Capital Outlays - Police Equipment 2,111 2,300 2,000
TOTAL INVESTIGATIONS 4,611,876 5,130,400 5,888,500
Federal Grants 29,978 0 0
User Fees 0 5,000 0
Use of Discretionary Funds 4,581,898 5,125,400 5,888,500 TOTAL 4,611,876 5,130,400 5,888,500
Community Service Officer 1.00 1.00 1.00 Crime Specialist - - 1.00 Digital Forensic Analyst 1.00 1.00 1.00
Management Analyst 1.00 1.00 1.00 Police Captain - - 1.00 Police Corporal 2.00 2.00 2.00 Police Officer/Recruit 12.00 14.00 14.00 Police Sergeant 2.00 2.00 2.00 Public Safety Dispatcher/PSO 1.00 1.00 1.00 TOTAL 20.00 22.00 24.00

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
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AGENDA ITEM NO. 14.

Police Youth Services
Department Section 53000

2022-2023 Goals

x Deter and prevent juvenile crime by holding youth accountable through the Juvenile Work Program. x Maintain a fifteen percent recidivism rate for juveniles referred to the Diversion Program. x Keep the City clean of graffiti.
x Provide opportunities for youth to get involved in positive activities.

Objectives to Meet the Goals

x Plan and coordinate juvenile proactive Police operations to identify, prevent, and intervene when juveniles engage in underage drinking and/or drug use.
x Provide youth leadership opportunities through the Police Explorer Post. x Provide juvenile drug and alcohol education.
x Remove graffiti within 24-48 hours after the initial report.

Five-Year Outlook

Youth Services will continue to provide services that prevent crime, reduce the calls for service to our patrol unit, and encourage youth to engage in positive behavior and activities. Youth Services is focused and dedicated to the delivery of meaningful crime prevention and crime reduction services for the next five years. 138
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AGENDA ITEM NO. 14.

Police Youth Services
Department Section 53000
2021-2022
2020-2021 Revised 2022-2023
Actual Estimate Budget
Salaries - Regular 228,573 284,900 297,700
Overtime 20,230 31,600 29,500
Extra Help 92,587 80,000 100,000
Benefits 151,272 173,700 176,600
Vehicle Charges 6,060 6,100 6,100
Communications 1,603 2,000 2,000
Professional Services 10,559 14,100 11,100
Office Supplies 1,460 1,800 1,800
Materials & Supplies 3,171 3,100 3,000
Supplies - Police 2,058 2,000 2,000
Supplies - Safety 0 5,300 0
Supplies - Shop 10,508 16,000 10,000
Travel & Meeting Expense 2,512 1,700 2,700
Training 5,010 0 5,000
Dues & Subscriptions 1,100 0 1,100
Admin & Overhead 92,800 104,800 105,100
Capital Outlays - Computers 7,989 8,000 8,000
TOTAL YOUTH SERVICES 637,492 735,100 761,700
Use of Discretionary Funds 637,492 735,100 761,700
TOTAL 637,492 735,100 761,700
Community Service Officer 2.00 1.00 1.00 Police Service Manager 1.00 1.00 1.00 Staff Analyst - 1.00 1.00 TOTAL 3.00 3.00 3.00

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
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AGENDA ITEM NO. 14.

Police Support Services
Department Section 54000

2022-2023 Goals

x Continue to provide a high level of both in-house and offsite training that enhances the professional skills of Police Department personnel by collaborating with supervisors to select the proper and necessary training for individuals.
x Continue to provide a high level of service to those customers who utilize our permit process and maintain local and State policies and ordinances that apply to our Clovis businesses. x Continually look for new ways to manage the costs associated with the fleet and to provide the highest visibility of patrol presence in our community.
x Research and implement new products and services to keep the Police Department on the cutting edge of new tools and technologies to provide citizens with a greater level of service. x Continue to work with the District Attorney to provide the best possible cases for prosecution. x Assist officers when possible with data entry.

x Continue to improve and monitor feedback from citizens on the quality of service they receive from our employees.

Objectives to Meet the Goals

x Continue to obtain POST certification for both skills and knowledge training and perishable skills training. x Utilize the Leads software program to create effici encies and analyze data related to Fleet, Records, and Training goals.
x Train department personnel on new technology.
x Improve our services to the public under the requirements of the Public Records Act. x Work with staff to update and create the department’s website for access to public records. x Continue to audit the property room to employ the best practices. x Continue the destruction of unnecessary property and evidence. x Utilize the on-line auctioning of unclaimed property. x Continue to improve workflow and keep National Incident-Based Reporting System (NIBRS) timely. x Gather the data from our new customer service survey technology to improve service levels.

Five-Year Outlook

Technology will continue to drive the majority of the Support Services Division’s new initiatives as well as improvements on current systems. We must look at obtaining POST certification of many of our in-house training classes to increase training opportunities and to reduce the negative fiscal impact of non-reimbursed training for our personnel. In order to assist in crime analysis, case management, and the transfer of information both in-house and in the field, the Records Section must utilize advanced technology to create efficiencies for the Records Section and the Police Department. We will work with the New World system, adapt to new methods of reporting crimes and other incidents, and work on the storage of records and the entry of data into the system.

The Neighborhood Services Corporals will become more involved in City growth and development giving much needed input to City planners. They will also use their expertise in City event planning and assist the Patrol and Investigative Divisions with criminal investigations and neighborhood blight issues that are often products of the economy. The Community Liaison Corporal will work with beat corporals, officers, and CSOs to address blight issues and problem tenants in our community.
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AGENDA ITEM NO. 14.

Police Support Services
Department Section 54000
2021-2022
2020-2021 Revised 2022-2023
Actual Estimate Budget
Salaries - Regular 877,981 922,200 1,215,600
Overtime 10,344 25,300 20,700
Extra Help 181,875 180,200 180,000
Benefits 435,790 450,700 515,500
Vehicle Charges 1,861,328 1,707,200 2,555,900
Communications 9,632 11,000 11,000
Professional Services 215,187 214,600 141,900
Repairs & Maintenance 38,848 57,600 44,200
Office Supplies 958 2,100 2,000
Materials & Supplies 7,266 5,400 8,400
Supplies - Police 95,324 91,000 96,000
Supplies - Safety 0 2,800 100
Travel & Meeting Expense 595 2,000 2,100
Training 2,592 23,000 17,000
Dues & Subscriptions 685 2,900 2,900
Admin & Overhead 235,100 308,000 330,800
Capital Outlays - Computers 76,705 158,100 158,000
TOTAL SUPPORT SERVICES 4,050,210 4,164,100 5,302,100
Other Permits 42,546 32,000 32,000
User Fees 90,354 58,000 60,000
Miscellaneous Income 20,609 28,000 29,000
Use of Discretionary Funds 3,896,701 4,046,100 5,181,100 TOTAL 4,050,210 4,164,100 5,302,100
Administrative Assistant 2.00 2.00 2.00
Communications Supervisor - - 1.00
Crime Specialist - 1.00 -
Principal Office Assistant 6.00 6.00 6.00 Property & Evidence Technician 1.00 1.00 1.00 Property & Evidence Supervisor 1.00 1.00 1.00 Records Supervisor 1.00 1.00 1.00
Senior Property/Evidence Technician - 1.00 1.00
Senior Systems Video Analyst - -2 . 0 0
Systems Video Technician 2.00 2.00 -
TOTAL 13.00 15.00 15.00

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
141
393
AGENDA ITEM NO. 14.

Police Administration
Department Section 56000/56300

2022-2023 Goals

x Seek ways to minimize departmental overtime use.
x Look for solutions to minimize on-duty injuries through effective fitness programs and training. x Encourage new physical fitness activi ties for Police Department employees. x Continue to work with and establish public-based relationships to deter and detect crime. x Utilize social media and mainstream media to promote the Police Department mission to all segments of the community.
x Prepare and implement a new five-year forecast to address growth and strategies within the City. x Encourage, support, and strive for creative ways to do Police work. x Continue to build working relationships and partnerships with Clovis Unified School District. x Develop leaders within the Police Department.
x Continue to build trust and working relationships with citizens and the business community.

Objectives to Meet the Goals

x Restructure staffing throughout the department.
x Establish leadership training and succession planning within the supervisor ranks. x Promote the department through the preparation of the department’s monthly and annual reports. x Produce public service announcements, news releases, and special presentations designed to inform the community about services and programs that the Police Department offers. x Assist other City departments with public service announcements, news releases, and other special presentations designed to inform the community about services and programs that the City of Clovis offers. x Research new State and Federal grants available to local municipalities. x Network with other public safety agencies regarding grant funding through the existing Department of Homeland Security collaborative group.
x Utilize data from our New World CAD/RMS system to examine and evaluate all aspects of our department’s functions.

Five-Year Outlook

Administrative Services Division is essentially the Office of the Chief of Police, and all of the functions and tasks which are the responsibility of Administrative Services and are in support of the Office of the Chief of Police.

This office will continue to cast a vision and set a direction for the department. The goal of this office is to encourage and support the employees of the Police Department to find and implement creative solutions to Police work and problem solving.

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AGENDA ITEM NO. 14.

Police Administration
Department Section 56000/56300
2021-2022
2020-2021 Revised 2022-2023
Actual Estimate Budget
Salaries - Regular 550,987 575,700 848,600
Overtime 970,808 1,122,500 1,121,500
Extra Help 4,405 0 0
Benefits 489,482 615,100 880,100
Vehicle Charges 8,190 10,900 11,000
Communications 114,186 8,000 8,000
Professional Services 110,795 80,900 90,900
Materials & Supplies 25,178 38,100 7,000
Travel & Meeting Expense 6,718 14,000 16,000
Training 248,341 212,500 256,000
Dues & Subscriptions 3,657 4,700 4,500
Admin & Overhead 933,900 966,700 1,049,300
Capital Outlays - Police Equipment 157,468 261,500 189,300 Capital Outlays - Safety Equipment 0 2,500 0
TOTAL ADMINISTRATION 3,624,115 3,913,100 4,482,200
State Grants 150,452 213,400 105,000
Federal Grants 153,319 100,400 254,000
Mandated Claims 127,729 130,600 0
User Fees 87,811 221,000 166,000
Use of Discretionary Funds 3,104,804 3,247,700 3,957,200 TOTAL 3,624,115 3,913,100 4,482,200
Administrative Assistant 2.00 - - Community Service Officer 1.00 1.00 1.00 Crime Analysis Supervisor 1.00 1.00 1.00 Crime Specialist 1.00 1.00 1.00 Management Analyst 1.00 1.00 1.00 Police Captain - - 1.00 Police Chief 1.00 1.00 1.00 Principal Office Assistant - 1.00 1.00 TOTAL 7.00 6.00 7.00

DETAIL OF POSITIONS

SOURCES OF FUNDING

BUDGET DETAIL
143
395
AGENDA ITEM NO. 14.

Police Animal Services
Department Section 59100

2022-2023 Goals

x To develop a Clovis Animal Care System that is responsive to animal calls for service from citizens and that provides excellent care to animals.
x The Animal Services Division will increase the ability to communicate with and educate citizens about animal-related issues.
x To provide public education about proper pet care.

Objectives to Meet the Goals

x Increase the number of citizens and businesses who actively support Clovis Animal Services. x Provide information about the importance of spaying and neutering pets to help manage the over-population of domestic dogs and cats.
x Develop brochures, presentations, and social media sites to provide education, increase adoptions, and create opportunities to financially support the Miss Winkles Clovis Pet Adoption Center. x Continue to provide volunteer opportunities for citizens. x Develop multiple fundraising opportunities for citizens and businesses. x Continue to provide high quality animal care and adoptions. x Continue to educate the public about proper animal care.

Five-Year Outlook

Clovis Animal Services will work toward increasing our community’s understanding about proper care for animals and to increase the number of public-private partnerships to raise money for animal care.

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396
AGENDA ITEM NO. 14.

Police Animal Services
Department Section 59100
2021-2022
2020-2021 Revised 2022-2023
Actual Estimate Budget
Salaries - Regular 666,525 580,800 790,200
Overtime 41,009 56,800 32,400
Extra Help 111,611 120,000 120,000
Benefits 303,629 289,100 396,700
Vehicle Charges 6,060 6,100 6,100
Communications 7,862 5,000 7,000
Professional Services 149,399 144,800 144,800
Repairs & Maintenance 2,451 8,300 2,400
Materials & Supplies 17,237 17,200 15,300
Supplies - Safety 75,622 69,900 74,500
Travel & Meeting Expense 1,126 0 1,000
Training 2,032 4,000 5,000
Dues & Subscriptions 1,715 1,700 1,500
Admin & Overhead 521,800 552,900 586,700
TOTAL ANIMAL SHELTER 1,908,078 1,856,600 2,183,600
Licenses 33,550 75,000 78,000
Fines & Fees 5,560 10,000 10,000
Miscellaneous Income 2,686 3,000 3,000
Use of Discretionary Funds 1,866,282 1,768,600 2,092,600 TOTAL 1,908,078 1,856,600 2,183,600
Animal Control Officer 6.00 6.00 6.00 Animal Services Aide - 1.00 1.00 Principal Office Assistant 1.00 1.00 1.00 Staff Analyst 1.00 1.00 1.00 Supervisor of Animal Services 2.00 2.00 2.00 TOTAL 10.00 11.00 11.00

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
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AGENDA ITEM NO. 14.

FIRE

DEPARTMENT SUMMARY
The Fire Department is responsible for providing Fire Suppression, Technical Rescue, Hazardous Materials Spill/Release Mitigation, Emergency Medical Servic es (EMS), Life Safety and Enforcement Services and Emergency Preparedness for the citizens of Clovis. T hese responsibilities are distributed through three divisions. The department continues to promote sound plan ning, economic efficiency, and effective use of City resources while providing essential and valuable services.

Emergency Operations Section 61000
The Emergency Operations Division is responsible for providing the resources needed by Fire Department personnel who respond daily to requests for emergen cy and non-emergency services from the citizens of Clovis. The Operations Division activities include: responding to fires, emergency medical services, mutual/automatic aid, motor vehicle accidents, wildland , and public assistance. The Training Bureau activities include training of new employees, in-service training fo r all department employees, certification and licensure, and coordinated use of the Fire Training Center. Su pport Services Bureau activities include: apparatus maintenance, facilities maintenance, and station supp lies. The Communications Bureau has the responsibility for coordinating dispatch services to the Fire Department. Fi re dispatch services are provided via a contract with the Fresno County Emergency Medical Services Divisi on. Dispatch services coordinate the emergency response of all City fire resources and mutual or automatic aid resources.

Community Risk Reduction Section 62000
The Community Risk Reduction Division is responsible for providing community risk reduction activities through two bureaus: Fire Prevention and Emergency Preparedn ess. The Fire Prevention Bureau supports local businesses and building development through activities such as inspections and plan review to ensure occupancies comply with fire codes, standards and local ordinances. Additional risk reduction is performed through public education where citizens learn about actions they can take to reduce their fire risk and learn emergency preparedness skills that are essential during times of crisis. Within the Division, the Investigations Team has the responsibility to investigate all fires for cause and origin.

Emergency Preparedness Section 63000
The Emergency Preparedness Bureau has the responsibilit y for preparing and carrying out emergency plans to protect property and the citizens of Clovis in case of actual or threatened conditions of disaster or extreme peril.

This includes having an emergency plan in place, maintaining an Emergency Operations Center (EOC), and ensuring that policies and procedures are compliant wi th the National Incident Management System (NIMS) guidelines and exercises are conducted to evaluate system effectiveness. Within the Emergency Preparedness section are the Hazardous Materials Team and Urban Search and Rescue Team. These teams are capable of responding throughout California to emergency incide nts that require specialized tools, equipment and personnel.

Fire Administration Section 64000
The Fire Administration Division is responsible for supporting all department operations, administering the Accreditation program, and the development and admi nistration of the Fire Department budget. Fire Administration provides administrative analysis, report preparation, coordination of programs, incident response data management, timekeeping, and other routine duties performed daily that support the delivery of emergency and non-emergency services. Fire Ad ministration also identifies, writes , and manages grants to supplement funding for all department programs.
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AGENDA ITEM NO. 14.

FIRE

DEPARTMENT SUMMARY
2022-2023 Goals
x Continue to provide an effective emergency response delivery system that provides the necessary resources to minimize the loss of life, property damage, loss of tax revenue, and damage to the environment.
x Continue to make community risk reduction efforts by enforcing fire and life safety codes. x Continue to maintain an emergency and non-emergency response capability that maximizes public and private resources to deal with human-caused or natural-caused disasters. x Continue to maintain and evaluate community outreach programs focused on education, hazard mitigation, and abatement that meet the varying needs of our customers. x Maintain an accredited status through the Center for Public Safety Excellence (CPSE). x Continue to explore all applicable grant sources and private partnerships to fund programs, services, equipment, and personnel.

Budgetary Highlights
x Complete the purchase and training for the department ’s new NFPA compliant Self-Contained Breathing Apparatus (SCBA), which will be in service for the next 15 years. x Depending on the supply, purchase and outfit two emergency command vehicles. x Complete the construction and opening of a 3,000 sq. ft. metal building to be located at the Training Center, which will serve as temporary housing for the Fire Stat ion #2 crew for approximately one year while Fire Station #2 is demolished and rebuilt.
x Complete the bid award and rebuilding of Fire Station #2 to be reopened in fall 2023. x Continue to review the cost recovery efforts for State Mandated fire inspections, new development, developer impact fees (DIF), weed abatement, and incidents caused by gross negligence. 147
399
AGENDA ITEM NO. 14.

FIRE

DEPARTMENT PERFORMANCE MEASURES
The Mission of the Clovis Fire Department is to provide for the fire and life safety of the community in the most professional, courteous and efficient manner possible.

Performance measures that are indicative of the mission of the Clovis Fire Department are as follows:

Emergency Services
x It is documented that cardiac arrest survival rates decline rapidly with every passing minute and fires grow significantly every minute. After seven (7) minutes, less than 50% of heart attack victims will survive without CPR, and a fire can reach a point of a flashover. It is documented that flashover is the point where temperatures in the area (room/building) of the fire reach 1,500 degrees, causing all combustible materials within the room to suddenly ignite, dramatically reducing a victim ’s chance of survival and increasing the loss of property.
2020-2021 (actual) 2021-2022 (estimated) 2022-2023 (proposed) First Arrival, Total Response
EMS in under 6:30 7:32 8:00 7:30
Fire in under 7:00 8:24 8:00 7:30
MVA/Rescue in under 7:00 7:08 7:43 7:15
ERF in under 10:30 10:42 11:53 10:30
Fires Contained to Room of Origin 76% 70% 80% Total Number of Calls for Service 10,274 10,772 10,750
Total Number of EMS Calls 6,566 7,134 7,100
Life Safety and Enforcement
x Maintaining property values and prot ecting the community from significan t destruction of property by fire provides a safe and secure and economically vibran t environment for the citizens of Clovis. Sprinkler requirements for residential and commercial occupancies, greater than 2,500 square feet, are examples of how simple requirements can have a major impact on community risk reduction. Public education has demonstrated the benefit of reducing the impacts that emergencies have on the community. Performing life safety inspections in all public buildings, has be en shown to reduce fire lo ss, and sustains the local economy through continued employment and sales of goods.

State Mandated Fire Inspections 333 of 336 – 99% 327 of 342 – 96% 330 of 342 – 95% Completed
Number of Children Receiving
Life Safety Information 6,200 6,200 6,500
Fire Department Financial Benchmarks
Percentage of Discretionary Funds 89% 89% 89% Total Injury Claim Costs $111,397 $40,351 $150,000 Total Fire Loss $2,403,523 $2,936,340 $2,100,000 148
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AGENDA ITEM NO. 14.

FIRE

DEPARTMENT SUMMARY
2021-2022
2020-2021 Revised 2022-2023
Actual Estimate Budget

BUDGET BY ACTIVITY
Emergency Services 17,162,564 19,809,500 20,103,400
Life Safety and Enforcement 627,887 663,600 685,300
Emergency Preparedness 104,803 193,300 142,300
Fire Administration 995,801 1,133,900 1,118,500
TOTAL ALL ACTIVITIES 18,891,055 21,800,300 22,049,500

BUDGET BY FUND
General Fund 18,891,055 21,800,300 22,049,500
TOTAL ALL FUNDS 18,891,055 21,800,300 22,049,500

149
401
AGENDA ITEM NO. 14.

Fire Emergency Services
Department Section 61000
2022-2023 Goals
x Provide the first unit on the scene of an emergency medic al call with a Total Response Time of six minutes and thirty seconds (6:30), 90% of the time. This includes one minute and thirty seconds of call processing, 1 minute for turnout, and four minutes for travel.
x Provide the first unit on the scene of a fire call, fo llowing dispatch, with a Total Response Time of seven minutes (7:00), 90% of the time. This includes one minu te and thirty seconds of call processing, one minute and thirty seconds for turnout, and four minutes for travel. x Provide an Effective Response Force (currently 16 to 19 firefighters) on-scene of a fire call within a Total Response Time of ten minutes and thirty seconds (10:30), 90% of the time. x Continue to implement response time improvements in the Loma Vista area as shown by the annual data review.
x Continue to implement recommendations within the adopted Standards of Cover Plan regarding distribution, concentration, and staffing of emergency response resources. x Provide efficient and effective 9-1- 1 call processing and dispatch of the Fire Department through the contract service agreement with Fresno County EM S. Dispatch emergency units within two minutes (2:00) of receiving the 9-1-1 call, 90% of the time.
x Continue to save property and contents at a value greater than the Department’s total annual budget. x Continue to focus on attaining a 90% or higher “excellent” rating on customer service satisfaction surveys through the delivery of professional emergency and non-emergency services to the citizens of Clovis.

Objectives to Meet the Goals
x Maintain minimum staffing of emergency response resources distributed to meet community needs. Provide quality service to the community.
x Confine fires to room of origin for 80% of incidents. x Lower demand for fire services from above average service users through code amendment processes and other enforcement strategies.
x Reduce and prioritize activities that pull fire apparatus out of their first due response districts. x Ensure that personnel is adequately trained and prepared to respond to “all-risk” emergency situations through ongoing training.
x Maintain dispatch performance standards for the contra ct period through a Continuous Quality Improvement (CQI) program.

Five-Year Outlook
The challenge over the past couple of years, which wi ll continue for the foreseeable future, is the required funding to provide industry best practice fire protec tion and emergency medical serv ices to a community that has grown significantly over the last ten years. The Department ’s cost per capita is well below the average of comparable fire departments within the Central Valley. Developing additional funding for public safety services is needed in order to meet the current service demand. Over the last four years, the Department has failed to meet the adopted benchmark response time goals. The demand for services continues to increase each year and the Department is at a critical point of needing additional staffing to meet current and future demands. 150
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AGENDA ITEM NO. 14.

Fire Emergency Services
Department Section 61000
2021-2022
2020-2021 Revised 2022-2023
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 6,613,748 7,508,400 7,917,400
Overtime 2,817,613 2,962,400 1,660,900
Extra Help 29,754 40,000 45,000
Benefits 4,371,824 5,333,000 5,696,300
Vehicle Charges 815,231 925,500 1,792,400
Communications 17,951 24,000 25,000
Professional Services 425,854 498,500 499,000
Repairs & Maintenance 45,975 111,500 95,500
Special Events 1,804 1,000 2,000
Office Supplies 3,471 6,000 6,500
Materials & Supplies 61,738 55,100 35,500
Supplies - Safety 206,517 190,000 135,000
Supplies - Shop 446 1,500 1,500
Travel & Meeting Expense 17,968 55,000 35,000
Training 78,955 122,000 111,500
Dues & Subscriptions 2,174 3,000 3,300
Admin & Overhead 1,596,500 1,830,100 1,929,600
Capital Outlays - Fire Equipment 38,508 93,000 72,000
Capital Outlays - Communications 15,626 45,000 35,000
Capital Outlays - Vehicles 907 4,500 5,000
TOTAL EMERGENCY SERVICES 17,162,564 19,809,500 20,103,400

SOURCES OF FUNDING
Taxes 797,941 755,000 755,000
Fines & Fees 0 200 0
State Grants 2,296,542 1,850,500 300,000
Federal Grants 311,479 1,330,000 1,330,000
Project Participation 34,841 47,500 45,000
User Fees 29,241 26,000 26,000
Miscellaneous Income 1,820 4,000 2,000
Use of Discretionary Funds 13,690,700 15,796,300 17,645,400 TOTAL 17,162,564 19,809,500 20,103,400

DETAIL OF POSITIONS
Battalion Chief 3.00 3.00 3.00 Deputy Fire Chief 1.00 1.00 1.00 Fire Captain 18.00 18.00 18.00
Fire Engineer 18.00 18.00 18.00 Firefighters 24.00 24.00 24.00
Training Officer (Captain) 1.00 2.00 2.00 TOTAL 65.00 66.00 66.00
151
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AGENDA ITEM NO. 14.

Fire Life Safety and Enforcement
Department Section 62000
2022-2023 Goals
x Provide fire and life safety educ ation classes with use of selected on-duty personnel and other community partners targeting youth, seniors, and high-risk groups. x Inspect 90% of all non-State Mandated occupancies on a bi-annual basis. x Complete 90% or higher of all State Mandated Inspections and continue with cost recovery for this unfunded mandate.
x Maintain metrics and data maintenance system for publ ic education efforts and community risk reduction activities.
x Ensure all plan checks are completed within ten (10) days of submission, 90% of the time. x Ensure new construction and tenant improvement inspections are completed within one day of the initial request, 90% of the time.
x Provide a weed abatement program to ensure that vacant lots/properties meet health, fire hazard, and appearance standards with available staff.
x Fully investigate and determine the cause and origin of all fires. x Research and secure grant opportunities with favorable cost/benefit ratios. x Update and review all Fire Prevention-related codes and standards to reflect changes in state, federal, and local codes.

Objectives to Meet the Goals
x Return all fire protection system plans for permit issu ance within ten (10) days of submittal and provide inspections within 24 hours of the request.
x Ensure that vacant lots and properties are cleaned to City municipal code weed abatement standards. x Continue to inspect all public occupancies at least every two years using on-duty crews and Fire Prevention staff.
x Present life safety messages through various forms of media to maintain community awareness. x Conduct fire investigations to determine fire cause and origin and maintain skill levels of Fire Investigators. x Use a team approach to enforce code compliance for special events or hazards. x Implement an approved Master Fee Schedule for specific activities provided for user s that place inordinate or unnecessary demand for service on the public safety system.

Five-Year Outlook
New development plan checks and inspections will continue to be a priority for the Life Safety and Enforcement Division. After analyzing annual inspection results for the past three years, our focus continues to be comprehensive evaluation of occupancies to ensure th e safety of customers and response personnel. The Department will continue performing life safety inspec tions on all public occupancies and State Mandated occupancies. We will continue our public education pr ogram in conjunction with the Alisa Ann Ruch Burn Foundation and the Clovis Unified School District. This program will allow us to reach approximately 9,000 K-6 th graders annually, which has a measurable impact on on e of our most at-risk populations. Conducting thorough fire cause investigations, prosecuting for suspected arson crimes, and providing juvenile fire-setter intervention programs are additional functions to maintaining a fire-safe community. 152
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AGENDA ITEM NO. 14.

Fire Life Safety and Enforcement
Department Section 62000
2021-2022
2020-2021 Revised 2022-2023
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 322,318 328,300 350,200
Overtime 29,762 33,100 44,500
Extra Help 33,028 24,000 2,500
Benefits 159,524 152,400 157,100
Vehicle Charges 6,335 6,100 6,100
Professional Services 13,517 33,100 28,000
Repairs & Maintenance 0 500 500
Office Supplies 1,078 3,000 3,000
Material & Supplies 0 2,500 1,000
Supplies - Police 0 500 500
Supplies - Safety 0 1,500 1,500
Supplies - Shop 0 500 500
Travel & Meeting Expense 155 5,500 8,000
Training 328 8,500 8,500
Dues & Subscriptions 1,363 4,500 6,000
Admin & Overhead 59,100 56,100 63,900
Capital Outlays - Vehicles 1,379 3,500 3,500

TOTAL LIFE SAFETY AND
ENFORCEMENT 627,887 663,600 685,300

SOURCES OF FUNDING
Other Permits 9,130 4,500 4,000
Planning & Processing Fees 111,660 120,000 120,000
User Fees 121,311 95,500 94,000
Miscellaneous Income 2,009 3,300 3,000
Use of Discretionary Funds 383,777 440,300 464,300
TOTAL 627,887 663,600 685,300

DETAIL OF POSITIONS
Deputy Fire Marshall (Captain) 1.00 - -
Fire & Life Safety Specialist 1.00 1.00 1.00 Fire Inspector I 1.00 1.00 1.00 Special Proj/Life Safety Enforce Mgr 1.00 1.00 1.00 TOTAL 4.00 3.00 3.00
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AGENDA ITEM NO. 14.

Fire Emergency Preparedness
Department Section 63000
2022-2023 Goals
x Provide mitigation and response planning for large-scale natural and man-made disasters. x Provide simulated and classroom emergency preparedness training to identified City personnel consistent with the NIMS.
x Provide leadership and training fo r the coordinated use of civilian volunteers in emergency and non- emergency responses.
x Ensure local hazard mitigation and emergency oper ations plans are effective and represent current capabilities. Mitigation and emergency operation pla ns will represent an all-hazard approach based on critical infrastructure, risk analysis of hazards presen t within the community, and functional access the population requires.
x Provide the support necessary to ensure the Clovis Em ergency Response Team (CERT) continues to serve the citizens when called upon.

Objectives to Meet the Goals
x Conduct interdepartmental training sessions related to the City ’s Emergency Plan, EOC O perations, Incident Command, Standardized Emergency Management System (SEMS), and NIMS guidelines. x Provide essential training to specialty team personnel in the handling and mitigation of hazardous conditions and technical rescue emergencies. Participate in regional training exercises. x Continue the use of CERT volunteers in supporting field operations and public events. x Maintain minimum tools and equipment necessary for our specialized teams to respond effectively and safely to hazardous conditions, specialized rescues, building collapses, and other results of natural and man-made disasters.
x Maintain the City of Clovis Hazardous Materials Inci dent Response Plan, Emergency Operations Plan (EOP), and Municipal Code to reflect current SEM/NIMS mandates. x Maintain the use of GIS/FireView data software to be utilized for community risk reduction, emergency response analysis, and planning purposes.

Five-Year Outlook
The City will maintain minimum capabi lities for the EOC, as mandated by SEMS and NIMS. Alternative funding from various federal/state grants will be targeted to ensure that essential staff receives training in EOC operations. Increased volunteer development and deployment throughout the City have helped support emergency response and support activities, as appropriate. Specialty team personnel will seek grant funding and other external financial resources to secure equipmen t and necessary training essential to maintain current capabilities in the handling of hazardous materials and urban search and rescue emergencies. Utilize analytic and data software in measuring outputs against perfo rmance level objectives for a majority of Department responsibilities.
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AGENDA ITEM NO. 14.

Fire Emergency Preparedness
Department Section 63000
2021-2022
2020-2021 Revised 2022-2023
Actual Estimate Budget

BUDGET DETAIL
Overtime 20,688 35,000 44,000
Benefits 300 4,000 800
Professional Services 5,700 8,500 8,500
Repairs & Maintenance 0 6,500 5,000
Materials & Supplies 166 2,800 2,500
Supplies - Safety 1,587 12,000 6,000
Travel & Meeting Expense 525 7,500 4,000
Training 3,467 31,000 26,500
Dues & Subscriptions 201 2,000 2,000
Admin & Overhead 3,300 4,000 4,500
Capital Outlays - Fire Equip 68,212 78,500 37,000
Capital Outlays - Vehicles 657 1,500 1,500
TOTAL EMERGENCY PREPAREDNESS 104,803 193,300 142,300

SOURCES OF FUNDING
Federal Grants 39,708 31,000 31,000
Use of Discretionary Funds 65,095 162,300 111,300

TOTAL 104,803 193,300 142,300
155
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AGENDA ITEM NO. 14.

Fire Fire Administration
Department Section 64000
2022-2023 Goals
x Maintain accreditation through the CPSE for the years 2018-2023, reaccreditation process to start during this fiscal year.
x Maintain an ISO rating of Class 2.
x Maintain a cost per capita ratio of less than $170 per year. x Manage the Fire Department budget to maximize revenues and pursue alternative funding sources to maintain services at the highest level possible.
x Identify and implement efficiencies in the Fire Department budget, payrol l, administrative support, and other program activities.
x Attain and manage grants to support all Department activities. x Assist and monitor the Emergency Operations and Community Risk Reduction Divisions with program development and monitor performance with true data analytics. x Provide administrative support for the Emergency Operations and Community Risk Reduction Divisions.

Objectives to Meet the Goals
x Monitor the Fire Department budget and programs mont hly to determine the contin ued need for actions and the availability of funding.
x Continue cross-training administrative support personnel in key areas to improve coverage and workflow. x Complete annual Accreditation Compliance Report for the CPSE to maintain accreditation status. x Maintain the Fire Department planning documents inc luding the Self-Assessment document, Strategic Plan, and the Standards of Coverage Life Safety Services Plan. x Continue to aggressively investigate, document, and recover costs on incidents where cost recovery for services is allowed by law.
x Manage a comprehensive succession plan and promotional testing process for the Fire Department.

Five-Year Outlook
Meeting service demands with limited resources will be the Fire Administra tion Division’s greatest challenge.

Developing efficiencies in how the Fire Department prov ides service is a key factor in mitigating the challenges of increased service demands and increases in new development areas. 156
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AGENDA ITEM NO. 14.

Fire Fire Administration
Department Section 64000
2021-2022
2020-2021 Revised 2022-2023
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 408,229 413,500 439,700
Overtime 10,420 16,300 17,300
Extra Help 44,655 42,000 42,000
Benefits 246,221 261,800 274,700
Vehicle Charges 166,907 151,600 170,000
Professional Services 16,160 112,500 31,500
Repairs & Maintenance 0 500 500
Special Events 4,421 2,500 2,500
Office Supplies 2,032 4,500 5,000
Materials & Supplies 48 1,500 1,500
Travel & Meeting Expense 1,384 11,500 12,000
Training 20,173 25,000 25,000
Dues & Subscriptions 2,301 2,500 2,500
Admin & Overhead 71,900 86,200 92,300
Capital Outlays - Fire Equip 950 2,000 2,000
TOTAL FIRE ADMINISTRATION 995,801 1,133,900 1,118,500

SOURCES OF FUNDING
Use of Discretionary Funds 995,801 1,133,900 1,118,500
TOTAL 995,801 1,133,900 1,118,500

DETAIL OF POSITIONS
Fire Chief 1.00 1.00 1.00
Management Analyst 1.00 1.00 1.00 Principal Office Assistant 2.00 2.00 2.00 TOTAL 4.00 4.00 4.00
157
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AGENDA ITEM NO. 14.

PUBLIC UTILITIES

DEPARTMENT SUMMARY
The Public Utilities Department is a service and mainte nance organization with the principal duty of providing essential municipal services and maintaining the City’s investment in infrastructure . These services include water supply and distribution, wastewa ter collection and treatm ent, solid waste collection and disposal, and street cleaning. The infrastructure maintained by the department includes the City's street system, traffic signals, street lighting, parks, and street landscap ing. Services also include procurement and maintenance of the City’s fleet of vehicles and equipment. The department plays a leading role in water and wastewater planning to ensure that these essential services are available when needed.

Organizationally, the department is divided into two divi sions, with operational and budgetary responsibilities as shown below. Traffic Signals, Street Lighting, Storm Drai n, Fleet, Wastewater, and Water Sections report to one Division Head, while Street Maintenance, Parks, Solid Wa ste, and Street Cleaning Sections report to another Division Head.

UTILITIES, SIGNALS, STREET LIGHTING, AND FLEET DIVISION Signals and Street Lighting Section 72000
Responsible for maintenance of traffic signals, the cost of energy/repairs/replacements for PG&E-owned streetlights within the City, energy and materials for City-owned streetlights, and maintenance of City-owned streetlights.

Storm Drain Section 72500
Provides a funding source separate from the operat ions budget to pay the overtime costs for after-hours emergency response to storms. This includes providing sandbags, pumping flooded areas, monitoring stream channels, placing warning signage, and pumping temporary storm drainage basins when needed.

Fleet Maintenance Section 75000
Responsible for maintaining the City’s fleet of vehicles and equipment.

Fleet Acquisition Section 75100
Acquires vehicles and equipment and administers the fleet depreciation account.

Wastewater Section 76500
Responsible for operating and maintaini ng the City's sewer collection system consisting of sewer pipelines and lift stations, and manages a contract for maintenance and operation of the City’s Water Reuse Facility. Also manages the City's 11.6% ownership and capacity rights in the Fresno-Clo vis Wastewater Treatment Plant, as well as performs rate analysis and master planning.

Community Facilities District (CFD) No. 2020-1 Section 42800 Provides a funding so urce separate from the wast ewater operations budget to pay for the operation and maintenance of temporary sewer facilities which serv e new development in the Dr y Creek Preserve Service Area. This includes maintenance of a te mporary lift station, administration of the CFD, accumulation of funds for future permanent master planned wastewater facilities, and accumulation of funds for decommissioning of temporary facilities.

Water Section 77000
Responsible for the production and distribution of the Ci ty's water supply via a network of water mains, wells, and a surface water treatment plant, and maintains treatmen t and/or disinfection facili ties on all wells, thus ensuring pure and safe drinking wate r that meets all state and federal st andards. This Section also conducts groundwater recharge programs, rate analysis, and ma ster planning. Operation and maintenance of the recycled water system is also performed by this Section. 158
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PUBLIC UTILITIES

DEPARTMENT SUMMARY

STREET MAINTENANCE, COMMUNITY SANITATION, AND PARKS DIVISION Street Maintenance Section 71000
Responsible for providing preventative and corrective main tenance on City streets, sidewalks, and alleys. This section also maintains pavement markings such as lane lines, legends, crosswalks, and limit lines, as well as regulatory, warning, information, and street name signs.

Parks Section 73000
Responsible for providing maintenance to City parks, trails, street landscaping, trees, and numerous recreational facilities, including playgrounds, picnic site s, and park restrooms. Maintains Old Town streetscape and provides grounds maintenance at City administrati ve facilities. Some of these areas are maintained by Parks personnel, while others are maintained through contracts administered by the Parks Section. Also provides support for civic activities such as hanging banners and decorating for Christmas, Rodeo Weekend, Big Hat Days, and Farmer's Market. The Parks Sectio n administers the Landscape Maintenance Assessment District (LMD), which provides funding for maintenance of certain parks, trails, street landscaping, streetlights, and neighborhood architectural enhancement features for areas within the LMD.

Landscape Maintenance District Section 73200
Provides a source of funds and an account for revenue derived from assessments through the LMD. Personnel and expenses for maintaining LMD landscaping, architectu ral, and recreational features are incorporated in the Parks budget.

COMMUNITY SANITATION
Refuse Collection Section 76100
Responsible for collecting and disposing of municipal so lid waste generated by residential and commercial customers located within City limits. For improved cost accounting and control, the Refuse Collection Unit is further organized into four sub-accounts identified as 76100 Administration, 76110 Residential, 76120 Commercial, and 76130 Community Cleanup.

Refuse Landfill Section 76200
Responsible for all operations necessary to dispose of municipal waste at the City’s landfill in accordance with county, state, and federal requirements.

Refuse Contracts Section 76300
Provides an account for municipal refu se-related services to the community through contracts with private vendors. These include refuse compactor and roll-off se rvices for larger businesses, along with residential and commercial recycling and organics collection programs.

Street Cleaning Section 77500
Responsible for providing routine sweeping for all City st reets to remove dirt and debris left on roadways and gutters and to reduce debris in local waterways. Residential streets are swept twice per month and downtown streets are swept twice per week. The street sweeping oper ation contributes greatly toward reducing particulate matter and improves air quality, storm water quality, and the overall quality of life for residents of Clovis. 159
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AGENDA ITEM NO. 14.

PUBLIC UTILITIES

DEPARTMENT SUMMARY
2022-2023 Goals
The major goals of the Department are to:
x Strategically plan for and manage the City of Clovis water supply in a safe and effective manner while monitoring and maintaining the local aquifer within the Kings Basin by employing operational methods of direct and indirect recharge, conjunctive use, and effective use of surface water supply in maintaining and ensuring future sustainability.
x Focus service delivery on the needs of our customers, conduct maintenance activities as effectively and efficiently as possible to provide reliable and cost-effec tive service to our citizens, and prolong the useful life of the City’s infrastructure and fleet.
x Keep abreast of county, state, and federal regulations relating to water, recycled water, wastewater, refuse, fleet operations, and storm runoff, as well as monitor changing compliance requirements and adjust operations as needed.
x Conduct landfill operations in an effective, efficien t, and safe manner to conserve landfill space and comply with federal and state regulations.
x Enhance recycling programs to maintain the City’s diversion rate above the state-required minimums and employ new programs and processes to increase municipal solid waste diversion. x Actively inventory and replace missing and expired pl ant material and increase the inspection rate of City landscaped areas. Maintain the current level of service in the General Fund areas and maintain City landscape at an acceptable level, balancing water usage, potential drought restrictions, and available resources.
x Expand operation of the recycled water distribution system. x Protect the City’s investment in infrastructure by maximizing the condition of the City street network through the use of the City’s pa vement management system (PMS). Take full advantage of any available street improvement funding sources.

Budgetary Highlights
x Maximize the use of available surface water supply at the Surface Water Treatment Plant and in the City- owned recharge facility and flood control basins for gro undwater replenishment. Develop strategic plans for additional water supplies and implementation of the Sustainable Groundwater Management Act (SGMA). x Continue contracting services for street-side and median landscaping, focu sing in-house staff on maintenance of City parks, Old Town, Civic Center, tree hazard mitigation, and landscape restoration.

Appropriately use LMD funds for periodic plant materi al replacement. Utilize available resources to meet peak seasonal maintenance demands.
x Utilize more efficient compaction methods to increase the lifespan of the landfill. Acquire and utilize additional cover material for the active phase of the landfi ll by continuing import of suitable soil and sorting and refining of on-site material through a contractual agreement. x Increase the level of service provided by the Refu se Residential section to address growth in the City through the addition of one Senior Sanitation Op erator position. Complete implementation of a routing software program to maximize customer service for residential, commercial, and street sweeping operations.
x Operation of granular activated carbon treatment facilities for the removal of TCP from the groundwater. 160
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AGENDA ITEM NO. 14.

PUBLIC UTILITIES

DEPARTMENT PERFORMANCE MEASURES
The mission of the Public Utilities Department is to provid e for the well-being and enjoyment of the citizens and businesses of Clovis through the delivery of essential an d dependable services. These services include potable and recycled water supply, wastewater and solid waste dispos al, beautification of parks and other open spaces, maintenance of streets and traffic systems, and maximization of City infrastructure ’suseful life through planned preventative maintenance. In addition, it is also the Depa rtment’s mission to assist all City departments in their service delivery by providing a well-maintained and re liable fleet of vehicles and equipment. It is the Department’s goal to provide these services as efficiently and effectively as possible.

UTILITIES, SIGNALS, STREET LIGHTING, AND FLEET DIVISION Signals and Street Lighting – 72000
x Provide traffic signal maintenance to 88 traffic signal s and strive to keep approximately 11,400 streetlights working. Approximately 9,850 of these streetlights are owned and maintained by PG&E, and service requests for PG&E-owned lights are routed to them. The street lighting section maintains approximately 1,550 City-owned streetlights, of which approximately 750 are decorative style lights, and the remaining 800 are standard cobra head style lights.

Storm Drain – 72500
x Provide off-hour emergency response during significan t rainfall events. This is a random function and performed as needed. FMFCD ultimately designs, operates, and maintains the storm drainage system; however, City staff will respond to storm events to maintain the safety and health of Clovis residents.

Fleet Maintenance – 75000 2020-2021 (actual) 2021-2022 (estimated) 2022-2023 (proposed) y Fleet Availability 94% 95% 95%
y Preventative Maintenance (% of
Scheduled Work)
60% 62% 65%
Wastewater – 76500 2020-2021 (actual) 2021-2022 (estimated) 2022-2023 (proposed) y Clean all City sewers every two years 212% 188% 180%
y Provide high level of customer
satisfaction by keeping system
complaints (stoppages) below 2 per
1,000 population

0.03% 0.02% 0.00%
Water Service – 77000 2020-2021 (actual) 2021-2022 (estimated) 2022-2023 (proposed) y Meet all demands for water
consumption (acre-feet delivered)
25,700 26,000 26,500
y Monitor system costs for unusual
fluctuations ($/acre-foot delivered)
$501 $539 $568
y Provide high level of customer
satisfaction by keeping complaints
under 2 per 1,000 population

2.0 1.5 2.0
The City serves water to the City of Clovis and to Tarpey Village in the County of Fresno; therefore, the figures above include the Tarpey Village population.
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AGENDA ITEM NO. 14.

PUBLIC UTILITIES

DEPARTMENT PERFORMANCE MEASURES

STREET MAINTENANCE, SANITATION, AND PARKS DIVISION
Street Maintenance – 71000 2020-2021 (actual) 2021-2022 (estimated) 2022-2023 (proposed) y Weighted Average PCI 74 74 74
y Prepare streets for slurry/cape seal 290,000 sy 320,000 sy 320,000 sy y Repair AC pavement as needed 347 tons 350 tons 350 tons y Repair concrete sidewalks as needed 70 cu. yds. 65 cu. yds. 65 cu. yds. y Repaint all lane striping as needed 100% 75% 100%
y Replace/repair/install signs 1,300 signs 2,300 signs 1,300 signs Approximately 68% of Street Maintenance is funded by impact fees and easement rental charges, and the remaining 32% is funded by gas taxes and Measure C. Streets Maintenance does not budget for any General Fund use. This year, effort was shifted from lane stri ping to painting crosswal ks and sign replacement. The 2022-2023 fiscal year focus will shift back to normal lane striping and sign replacement operations.

Parks/Landscape Maintenance –
73000/73200
(Includes Landscape Maintenance District)
2020-2021 (actual) 2021-2022 (estimated) 2022-2023 (proposed) y Efficiently use City resources and contract services to maintain an increasing inventory and intensity of parks/landscaping:
- Total acres maintain (as of July 1) 515 523 540
- Maintenance cost/acre/year $11,134 $11,885 $12,000
- General Fund acres maintained 207 212 212
- Maintenance cost/acre/year $8,415 $9,236 $9,434
- LMD acres maintained 308 312 348
- Maintenance cost/acre/year $12,997 $13,647 $12,356
Refuse Collection – 76100 2020-2021 (actual) 2021-2022 (estimated) 2022-2023 (proposed) y Perform refuse pickup (excludes
CCU) – Tons collected
55,400 tons 56,400 tons 57,400 tons
y Achieved % 100% 100% 100%
y Monitor system costs for unusual
fluctuations ($/ton)
$165 $194 $185
Refuse Collection includes all residential and commercial collection.

Refuse Landfill – 76200 2020-2021 (actual) 2021-2022 (estimated) 2022-2023 (proposed) y Landfill refuse received (including
CCU) – Tons landfilled
63,600 tons 64,000 tons 64,300 tons
y Compliance % 100% 100% 100%
y Monitor system costs for unusual
fluctuations ($/ton)
$52 $65 $62
Landfill performance is based on landfill operations receiving all residential, commercial, sweeping, Community Cleanup debris, and wastewater and Surface Water Treatment Plant waste. 162
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AGENDA ITEM NO. 14.

Recycling Contracts – 76300 2020-2021 (actual) 2021-2022 (estimated) 2022-2023 (proposed) y Total tons recycled through private
vendor contracts for curbside
recycling and organics programs
(does not include all waste diverted
from City’s landfill)
26,557 tons 26,000 tons 26,600 tons
y Monitor costs for unusual
fluctuations ($/ton)
$187 $220 $231
y City AB 939, AB 341, & AB 1826
diversion compliance
Yes Yes Yes
Contracting includes all residential recycling. Roughly 45% is for the blue recycling cart and 55% is for the green organics cart.

Street Cleaning – 77500 2020-2021 (actual) 2021-2022 (estimated) 2022-2023 (proposed) y Sweep 100% of residential streets
twice monthly, major street sweeping
weekly – Total miles swept
56,200 mi. 56,000 mi. 56,000 mi.
y Achieved % 100% 100% 100%
y Monitor service costs for unusual
fluctuations ($/mile)
$22.30 $29.70 $25.28
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AGENDA ITEM NO. 14.

PUBLIC UTILITIES

DEPARTMENT SUMMARY
2021-2022
2020-2021 Revised 2022-2023
Actual Estimate Budget
Street Maintenance 2,515,005 2,738,400 2,857,300
Street Lighting 1,955,545 2,351,800 2,459,900
Storm Drain 10,578 29,800 32,700
Parks 6,119,653 6,449,900 6,886,400
Landscape Maintenance District 4,003,130 4,270,400 4,693,000 Fleet Maintenance 11,363,722 17,028,900 11,547,000
Community Sanitation 21,110,072 25,358,700 25,604,100
Wastewater 13,151,887 16,930,300 18,632,500
Community Facilities Dist 2020 10,450 5,700 32,700
Water 20,871,443 19,315,600 21,073,900
TOTAL ALL ACTIVITIES 81,111,485 94,479,500 93,819,500

BUDGET BY FUND
General Fund 10,600,781 11,569,900 12,236,300
Landscape Maintenance District 4,003,130 4,270,400 4,693,000 Community Sanitation Fund 21,110,072 25,358,700 25,604,100 Sewer Service Fund 13,151,887 16,930,300 18,632,500
Community Facilities Dist 2020 10,450 5,700 32,700
Fleet Maintenance Fund 11,363,722 17,028,900 11,547,000 Water Service Fund 20,871,443 19,315,600 21,073,900
TOTAL ALL FUNDS 81,111,485 94,479,500 93,819,500

BUDGET BY CATEGORY
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AGENDA ITEM NO. 14.

Public Utilities Street Maintenance
Department Section 71000
2022-2023 Goals
The goals of the Street Maintenance Section are to provide a well-maintained street system for the orderly, safe, and convenient travel of vehicles in and through the City , and to protect the City’s infrastru cture investment through the application of appropriate preventative maintenance and repair strategies.

Specifically, these goals include:
x Provide efficient maintenance of City streets, sidewalks, and alleys. x Provide timely and efficient repairs of potholes and tripping hazards in the City’s streets and sidewalks. x Protect the safety of the public through well-maintained street striping, legends, and street signs. x Structure the preventative maintenance and repair program to maximize the City’s average Pa vement Condition Index.

Objectives to Meet the Goals
x Re-stripe the entire City street system as needed.
x Provide structural repair of streets in preparation for application of slurry seal. x Crack seal streets included in slurry seal project in addition to selected streets needing treatment. x Apply slurry seal to streets after 10 years of service. x Maintain the inventory of the City's signs and computerize the data to manage sign replacement. x Provide landscape maintenance along street right-of-ways through contract services. x Provide repairs to concrete curb, gutter, and sidewalks. x Provide regular in spections of the City’ s streets and evaluate the need for maintenance using the Pavement Management System.
x Utilize new procedures to maintain and repair pavement to maximize return on investment. x Work with Engineering Division to identify key priority areas for capital improvement projects.

Five-Year Outlook
Many streets in the City are reaching their maturity and wi ll require significant attention over the next five years.

These streets were installed in the ‘60s, ‘70s, and ‘80s, and while preventative maintenance has done much to prolong their life, many need more costly overlay or recons truction. This will require focused effort by both the Street Maintenance Section and Engineering Division to ensure that all available funds are allocated where the most benefit will be derived. The City’s strategy is to allocate th ese limited resources in a manner that maximizes the average Pavement Condition Index (PCI), rath er than fixing the worst streets first. The City will continue to use preventative maintenance methods such as rubberized asphalt cape seals to keep the overall Pavement Condition Index as high as possible and to maxi mize the limited funds available. City staff is in the final stages of the process for upgrading the Pavement Management System and expect the new program to be fully implemented in the coming year. During this transition, the data-calculated PCI number has been incomplete as staff continues to input data into the new program. The estimated PCI number is approximately

74. The passage of SB1 has increased funding opportunities and as a result, the Street Maintenance Section does not budget any general funds. Streets Maintenance may encumber minimal funds in a prior year, which would show as a General Fund rollover the subsequent year. A t the currently projected funding level, the overall condition of the City’s street system (as measured by the Pav ement Condition Index) is predicted to decline slowly over the next 5 years and will continue to decline unless additional funding sources are identified. The City is exploring additional funding methods in order to maintain the existing system as well as the expansion of the system as laid out in the General Plan.
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AGENDA ITEM NO. 14.

Public Utilities Street Maintenance
Department Section 71000
2021-2022
2020-2021 Revised 2022-2023
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 1,005,903 1,023,700 1,072,300
Overtime 24,089 30,500 30,500
Extra Help 0 0 2,000
Benefits 547,317 556,100 537,000
Vehicle Charges 303,914 323,700 372,600
Communications 5,497 6,900 6,900
Professional Services 138,481 183,400 217,400
Repairs & Maintenance 13,330 21,500 21,500
Building & Equipment Rental 0 500 500
Office Supplies 207 300 300
Materials & Supplies 248,732 265,200 265,500
Supplies - Shop 4,117 5,000 5,000
Travel & Meeting Expense 0 3,000 3,000
Training 3,454 9,300 9,300
Dues & Subscriptions 377 500 500
Admin & Overhead 202,156 245,600 264,300
Capital Outlays - Office Equip/Furn 232 2,700 2,700
Capital Outlays - Public Utilities 11,926 14,000 12,000 Capital Outlays - Vehicles 5,273 44,000 24,000
Capital Outlays -Miscellaneous 0 2,500 10,000
TOTAL STREET MAINTENANCE 2,515,005 2,738,400 2,857,300

SOURCES OF FUNDING
Taxes 711,287 859,500 939,000
Planning & Processing Fees 2,317 3,000 3,000
Engineering Processing Fees 30,967 28,500 29,000
Interfund Charges 1,757,000 1,827,000 1,871,300
Miscellaneous Income 12,709 14,200 15,000
Use of Discretionary Funds 725 6,200 0
TOTAL 2,515,005 2,738,400 2,857,300

DETAIL OF POSITIONS
Administrative Assistant 0.05 0.05 0.05
Assistant Public Utilities Director 0.05 0.10 0.10
Engineer I/Engineer II/Civil Engineer 0.10 0.20 0.20
Maintenance Leadworker 2.00 2.00 2.00
Maintenance Worker/Senior Maint Worker 9.00 9.00 9.00 Management Analyst 0.14 0.14 0.14
Principal Office Assistant 0.30 0.30 0.30
Senior Engineering Inspector 0.35 0.25 0.25
Street Maintenance Manager 1.00 1.00 1.00
Supervising Civil Engineer 0.05 0.05 0.05
Utility Worker 2.00 2.00 2.00
TOTAL 15.04 15.09 15.09
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AGENDA ITEM NO. 14.

Public Utilities Street Lighting
Department Section 72000
2022-2023 Goals
The goal of the Signals and Street Lighting Section is to provide functional traffic signals and well-illuminated streets for the safety of motorists and pedestrians.

Specifically, these goals include:
x Maximize the public's convenience and safety.
x Aid law enforcement in crime prevention.

Objectives to Meet the Goals
x Ensure that all City-owned traffic signals are properly maintained by City staff. x Ensure that PG&E-owned streetlights are properl y maintained by PG&E. Ensure that City-owned streetlights are properly maintained by City staff.
x Pay energy costs for all PG&E and City-owned streetlights. x Provide accurate underground service alert marking of traffic signal and City-owned street lighting facilities.

Five-Year Outlook
Costs to fund streetlight maintenance will continue to in crease due to the ever-increasing number of lights that are installed with new development and City capital impr ovement projects, as well as increasing PG&E energy and maintenance costs. Most City-owned streetlights have been retrofitted with LED fixtures to reduce energy costs and maintenance, and all new stre etlights are going in as LEDs to reduce long-term costs. Existing PG&E lights were retrofitted to LED during 2016-2017, improving the lighting in the City due to the longer life of the LED bulbs, which require less maintenanc e. Traffic signal maintenance costs will continue to increase with the addition of new signals as the City expands.
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AGENDA ITEM NO. 14.

Public Utilities Street Lighting
Department Section 72000
2021-2022
2020-2021 Revised 2022-2023
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 108,431 118,000 197,000
Overtime 11,053 14,900 19,300
Benefits 43,319 46,800 80,600
Vehicle Charges 36,232 38,500 58,200
Energy 1,594,441 1,675,000 1,809,000
Repairs & Maintenance 85,550 136,000 156,000
Materials & Supplies 17,150 30,500 30,500
Supplies - Safety 469 2,000 2,000
Training 0 500 1,100
Admin & Overhead 58,900 89,600 106,200
Capital Outlays - Vehicles 0 200,000 0
TOTAL STREET LIGHTING 1,955,545 2,351,800 2,459,900

SOURCES OF FUNDING
Taxes 681,448 947,000 1,033,000
User Fees 11,021 12,300 12,000
Miscellaneous Income 7,455 7,600 6,000
Use of Discretionary Funds 1,255,621 1,384,900 1,408,900 TOTAL 1,955,545 2,351,800 2,459,900

DETAIL OF POSITIONS
Assistant Public Utilities Director 0.10 0.10 0.10
Electrician 1.00 2.00 2.00 TOTAL 1.10 2.10 2.10
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AGENDA ITEM NO. 14.

Public Utilities Storm Drain
Department Section 72500
2022-2023 Goals
The goal of the Storm Drain Section is to protect the health, welfare, safety, and property of Clovis residents, to protect storm water quality, and to protect property from the hazards of flooding.

Specifically, these goals include:
x Provide a well-maintained storm drain system by performing annual maintenance. x Prevent flooding of private and public property by responding quickly to emergency situations. x Protect storm water quality through implementatio n of and compliance with the National Pollutant Discharge Elimination System (NPDES) program.

Objectives to Meet the Goals
x Maintain temporary storm water basins.
x Provide sandbags and assistance to residents during flooding. x Set up pumps in flooded areas.
x Ensure maintenance of all storm drain systems in coop eration with the Fresno Metropolitan Flood Control District (FMFCD).
x Continue to work with the FMFCD on NPDES issues.

Five-Year Outlook
The transfer of all permanent flood control facilities to the Fresno Metropolitan Flood Control District was completed in 1991-1992. Implementation of the Storm Drai n Master Plan is a joint activity between Clovis and FMFCD. FMFCD is included in the preliminary review of development projects to provide advice on appropriate conditions necessary to implement the master plan and th e NPDES regulations. The City is a co-permittee with FMFCD, the City of Fresno, Fresno County, and CSUF in the municipal permit for storm water discharge. The agencies currently operate under a pe rmit related to a State Order issued in 2016. The City's role under the permit includes implementation of development design conditions, inspection duri ng construction, annual reporting, employee training, and cooperation with FMFC D in program enforcement. Most costs in this budget activity are largely a function of the rainfall amounts re ceived during each winter, as overtime costs are funded from this budget. Lighter rainfall years usually result in lower expenditures. 170
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AGENDA ITEM NO. 14.

Public Utilities Storm Drain
Department Section 72500
2021-2022
2020-2021 Revised 2022-2023
Actual Estimate Budget

BUDGET DETAIL
Overtime 3,340 7,500 7,500
Benefits 560 400 200
Vehicle Charges 4,307 2,800 3,000
Professional Services 745 4,700 7,200
Repairs & Maintenance 0 500 500
Office Supplies 0 100 100
Materials & Supplies 1,026 12,000 12,000
Admin & Overhead 600 800 1,200
Capital Outlays - Public Utilities 0 1,000 1,000
TOTAL STORM DRAIN 10,578 29,800 32,700

SOURCES OF FUNDING
Use of Discretionary Funds 10,578 29,800 32,700
TOTAL 10,578 29,800 32,700
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AGENDA ITEM NO. 14.

Public Utilities Parks
Department Section 73000
2022-2023 Goals
x The goal of the Parks Section is to maintain City recreational facilities, streetscape, parks and other landscaped open space areas, trees, and building gr ounds at a reasonable cost and in the best possible condition, commensurate with available funding.
x Maintain 5,23 acres consisting of:
- 74 parks totaling 153 acres. Two of these parks include active recreational areas with lighted baseball diamonds, lighted soccer fields, snack bars, restroom buildings, and beach volleyball and basketball courts. Twelve are medium-sized parks th at include picnic areas, play lots, restrooms, and open spaces. The remaining 60 parks are passive neighborhood and mini-parks, most with tot lots that are scattered throughout the community.
- 272 acres of green belts, street gardens, and landscaped median islands. - 98 acres of trails and paseos.
- Architectural neighborhood entry lighting and structural features. - 6 acres of building grounds at the Civic Center, Old Town Clovis, Senior Center, the Los Altos Corporation Yard, the new Police/Fire Headquarters, and miscellaneous City properties. - 20 acres of undeveloped park land and miscellaneous public right-of-way property. - Approximately 41,500 City street trees.
x Participate in landscape plan design and review, as we ll as landscape construction inspection services, to ensure quality landscapes at reasonable maintenance costs. x Participate in master planning for future growth and in fill areas to implement sustainable and maintainable landscape that is consistent with operational constraints and limited budgets. x Coordinate and schedule park facility use for picnics, special park events, and sports activities.

Objectives to Meet the Goals
x Continue to implement productivity-enhancing landscape design standards. x Continue contracting for maintenance services for stree t-side and median landscap ing, focusing in-house staff on maintenance of City parks, Old Town, Civic Center, and tree hazard pruning. x Continue to develop the GIS landscape layer and im plement paperless cost accounting and maintenance activity documentation.
x Maintain a cost accounting system for maintenance activiti es that will assist with cost containment, future design of facilities and landscapes, and cost recovery. x Implement efficient strategies and defer some periodic maintenance activities in order to maximize the level of service consistent with funding levels.
x Utilize volunteers and community service personnel to assist City forces when available. x Improve the maintainability of currently landscaped area s through specific revisions to the planting palette and irrigation systems.
x Develop and implement new landscape designs to comply with water-efficient landscape standards. x Develop and implement a refurbishing plan for deferred areas within the General Fund parks and grounds.

Five-Year Outlook
City parks and recreational facilities will continue to be heavily used by the public, creating a demand for additional facilities. The level of service in the LMD ar eas will continue to be high, consistent with the LMD funding levels. There will continue to be a noticeable difference between the level of service in the LMD areas and the General Fund areas. Cost-saving measures are no longer adequate to cover maintenance and capital replacement costs within certain benefit zones in the LMD. LMD elections will need to occur in the benefit zones that do not have an automatic escalation adjustment in or der to maintain sufficient funding levels. Grant funding will continue to be sought for the conversion of older irrigation systems and playground replacement. 172
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AGENDA ITEM NO. 14.

Public Utilities Parks
Department Section 73000
2021-2022
2020-2021 Revised 2022-2023
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 1,236,902 1,318,600 1,528,500
Overtime 81,847 70,800 71,500
Extra Help 6,162 35,000 35,000
Benefits 760,518 785,500 808,800
Vehicle Charges 435,338 469,800 479,000
Energy 772,507 847,500 870,000
Communications 2,002 11,000 12,500
Professional Services 1,994,438 2,054,800 2,105,000
Repairs & Maintenance 26,786 39,100 44,200
Building & Equipment Rental 12,126 1,500 1,500
Office Supplies 113 500 500
Materials & Supplies 374,576 342,700 362,500
Supplies - Safety 16,953 15,000 15,000
Supplies - Shop 12,654 12,000 12,000
Travel & Meeting Expense 0 100 10,000
Training 4,061 2,800 3,500
Dues & Subscriptions 1,368 1,500 1,500
Admin & Overhead 364,937 426,700 505,500
Liability Insurance Program - ISF 1,834 0 0
Capital Outlays - Office Equip/Furn 317 0 0
Capital Outlays - Public Utilities 14,214 15,000 19,900 TOTAL PARKS 6,119,653 6,449,900 6,886,400

SOURCES OF FUNDING
Rents & Concessions 6,556 6,800 6,000
Facility Reimbursements 89,831 82,000 88,000
Planning & Processing Fees 20,079 25,000 30,000
Engineering Processing Fees 14,728 19,000 19,000
User Fees 4,014,522 4,306,100 4,730,000
Miscellaneous Income 7,575 11,000 10,000
Use of Discretionary Funds 1,966,362 2,000,000 2,003,400 TOTAL 6,119,653 6,449,900 6,886,400

DETAIL OF POSITIONS
Administrative Assistant 0.05 0.05 0.05
Assistant Public Utilities Director 0.10 0.30 0.30
Engineer I/Engineer II/Civil Engineer 0.10 0.15 0.15
Maintenance Worker/Senior Maint Worker 10.40 10.40 11.40 Management Analyst 0.18 0.18 0.18
Parks Maintenance Leadworker 3.00 3.00 3.00
Parks Manager 1.00 1.00 1.00
Principal Office Assistant 1.05 1.05 1.05
Utility Worker 6.00 6.00 6.00
TOTAL 21.88 22.13 23.13
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AGENDA ITEM NO. 14.

Public Utilities Landscape Maintenance District
Department Section 73200
2022-2023 Goals
The goal of the City's Landscape Maintenance District (LMD) is to keep the parks, greenbelts, streetscape, urban forest, and lighting systems located within the LMD in good condition for the enjoyment of the citizens of Clovis at reasonable costs to property owners in the LMD. Approximately 62% of the City’s landscaped acreage is within the LMD.

Specific goals include:
x Provide quality, cost-effective maintenance services for LMD parks, landscape, and other facilities. x Manage the benefit zone fees and budgets to ensure th at charges are adequate to provide the required level of service along with adequate replacement reserves, while at the same time ensuring that excessive funds are not collected.
x Monitor water use on public open spaces through de ployment of water-wise landscape plans, drought- tolerant plantings, and irrigation delivery technology.

Objectives to Meet the Goals
x Apply design and productivity strategies that provide ae sthetically pleasing facilities and landscaping at a reasonable cost.
x Apply cost accounting measures that accurately identi fy costs, facilitate full cost recovery, and identify inefficiencies.
x Adjust LMD assessments annually, consistent with the covenants. x Manage benefit zone reserves such that they are adequate to provide for replacement of enhancement features as required.
x Continue contracting for maintenance services for stre et-side and median landscaping, focusing in-house staff on maintenance of City parks, Old Town, Civic Center, and tree hazard pruning.

Five-Year Outlook
Outdoor recreation activity is steadily increasing. The Lo ma Vista area is showing growth, with new housing tracts springing up around the future planned Loma Vista City Center. Zone 1 (north of Herndon Avenue to Shepherd Avenue) is also showing significant growth. In addition, Heritage Grove is beginning development north of Shephard Avenue and west of Sunnyside Aven ue. Several of the benefit zones have accumulated sufficient reserves and are adjusted annually, if nee ded, to coincide with maintenance costs. Some of the benefit zones still need to build reserves.

The LMD as a whole continues to have adequate reserves to carry it through 2023. Benefit zones without the capability of an automatic assessment will periodically require an assessment increase election. 174
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AGENDA ITEM NO. 14.

Public Utilities Landscape Maintenance District
Department Section 73200
2021-2022
2020-2021 Revised 2022-2023
Actual Estimate Budget

BUDGET DETAIL
Professional Services 4,003,130 4,270,400 4,693,000

TOTAL LANDSCAPE
MAINTENANCE DISTRICT 4,003,130 4,270,400 4,693,000

SOURCES OF FUNDING
Tax Assessments 4,003,130 4,270,400 4,693,000
TOTAL 4,003,130 4,270,400 4,693,000
175
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AGENDA ITEM NO. 14.

Public Utilities Fleet Maintenance
Department Section 75000
2022-2023 Goals
The goal of the Fleet Maintenance Section is to maintain, in a cost-effective manner, the City’s vehicles and related equipment at a safe and dependable level.

Objectives to Meet the Goals
x Maximize useful life of vehicles and equipment.
x Minimize callbacks.
x Provide quality and competitive services to City departments. x Monitor and evaluate vehicle/equipment operational costs. x Consider life-cycle costs when adding or replacing vehicles. x Administer the capital depreciation account to ensure timely replacement of all equipment and vehicles. x Utilize private vendors as appropriate for specific fleet servicing needs.

Five-Year Outlook
As the state and federal governments adopt more string ent pollution control regulations, especially as they relate to diesel-fueled on-road and off-road heavy eq uipment, the City is being tasked with installing new emission control devices or replacing vehicles with new vehicles with compliant engines. This means that vehicles are occasionally replaced earlier than normal.

In 2021, the Fleet Maintenance Section was also task ed with the maintenance of two new electric-powered transit buses as a pilot project. The California Air Reso urces Board adopted the Innovative Clean Transit (ICT) regulation in December 2018, requiring large transit ag encies to begin purchasing zero-emission buses (ZEBs) as soon as 2023, with the goal of transitioning all tran sit buses in California to zero-emission technology by 2040. The City is considered a small transit agency and wi ll be required to purchase only zero-emission transit vehicles after 2030.

The Fleet Maintenance Section will continue participation in cooperative purchasing arrangements for fleet parts and services in order to save money and to improve efficiency. Th e City’s current joint purchasing program with the City of Fresno, Fresno County, and the Fresno and Clov is Unified School Districts continues to provide the City with quality parts at significantly reduced prices.

In 2021-2022, sufficient funds were transferred from the General Fund to the Fleet Capital Fund to add the Police and Fire Departments back into the fleet renewal prog ram beginning in fiscal year 2022-2023. This will allow City staff to plan for the replacement of aging police and fire vehicles strategically and financially. Each department will also ultimately save money by not having to pay the in creasing interest rates with lease purchase financing.
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AGENDA ITEM NO. 14.

Public Utilities Fleet Maintenance
Department Section 75000
2021-2022
2020-2021 Revised 2022-2023
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 1,316,116 1,383,100 1,490,100
Overtime 15,676 15,000 15,000
Extra Help 20,594 15,000 36,000
Benefits 731,066 754,000 750,900
Vehicle Charges 45,639 59,900 58,300
Communications 845 1,000 1,000
Professional Services 75,005 99,000 106,500
Repairs & Maintenance 916,054 815,500 1,060,500
State Mandates 13,961 25,000 25,000
Office Supplies 2,221 2,700 1,500
Materials & Supplies 2,854 3,300 3,300
Supplies - Safety 11,120 15,000 15,000
Supplies - Shop 2,357,526 3,140,500 3,282,500
Travel & Meeting Expense 0 1,100 4,000
Training 14,614 14,900 14,900
Dues and Subscriptions 1,030 1,100 1,100
Admin & Overhead 1,002,000 1,167,900 1,170,800
Liability Insurance Program - ISF 400 2,000 0
Debt Service 93,406 80,700 64,000
Lease Purchases 1,057,360 791,600 813,000
Capital Outlays - Office Equip/Furn 1,034 1,000 1,100
Capital Outlay - Computers 3,613 5,000 5,000
Capital Outlays - Public Utilities 157,595 88,600 60,000 Capital Outlays - Vehicles 3,523,993 8,546,000 2,567,500 TOTAL FLEET MAINTENANCE 11,363,722 17,028,900 11,547,000

SOURCES OF FUNDING
State Grants 0 272,400 0
Long-Term Proceeds 2,340,000 0 0
Fleet Maintenance Charges 9,002,360 16,705,300 11,547,000 Miscellaneous Income 21,362 51,200 0
TOTAL 11,363,722 17,028,900 11,547,000

DETAIL OF POSITIONS
Administrative Assistant 0.05 0.05 0.05
Assistant Mechanic/Service Worker 5.00 5.00 5.00 Assistant Public Utilities Director 0.10 0.15 0.15 Equipment Mechanic 6.00 6.00 7.00 Fleet Maintenance Leadworker 2.00 2.00 2.00 Fleet Maintenance Service Writer 1.00 1.00 1.00 Fleet Manager 1.00 1.00 1.00 Management Analyst 0.16 0.16 0.16 Parts Clerk 2.00 2.00 2.00 Principal Office Assistant 1.00 1.00 1.00 TOTAL 18.31 18.36 19.36
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AGENDA ITEM NO. 14.

Public Utilities Community Sanitation
Department Sections 76000/77500
2022-2023 Goals
x Provide a clean and healthy environment for the community to support economic development and quality of life by efficiently collecting municipal solid waste generated by City commercial and residential customers and by routinely removing dirt and debris from all City streets, curbs, and gutters. x Provide efficient, effective, and environmentally sound collection services to our customers. x Collect, haul, and dispose of munici pal solid waste in compliance with local, county, state, and federal regulations.
x Increase recycling and waste reduction.
x Maintain accurate records and monitor all outsourced service contracts. x Provide resources and superior customer service and operational efficiency, including increasing public awareness for proper disposal of waste and recycling and waste reduction programs. x Ensure compliance with local, state, and federal laws. x Provide financial assurance for landfill closure costs, post-closure care costs, and corrective action costs.

Objectives to Meet the Goals
x Provide recycling and organics services to resident ial and commercial customers. Encourage and educate customers about keeping our environment clean and pres erving resources, along with compliance with state recycling and organics mandates.
x Provide collection of all residential and commercial /industrial municipal waste at competitive rates by continuing to evaluate and monitor the operational processes. x Utilize on-board technology to meet or exceed industry standards for collection services. x Sweep all residential streets twice per month and the Downtown Central Business District twice per week. x Conduct leaf removal from City streets during fall months. x Continue to conduct the Community Cleanup program twice annually for Clovis residential neighborhoods. x Continue to utilize professional consultants and contra ctors to assist the City with compliance to county, state, and federal regulations.
x Implement and operate programs to comply with state regulations relating to the control of groundwater, surface water degradation, and landfill gas migration.
x Provide customer service representatives to meet with new commercial customers to discuss their individual needs in an effort to provide the most economical and logical service available. x Maintain compliance with the landfill gas regulations. x Meet financial test requirements established by the State of California, Title 27.

Five-Year Outlook
The current landfill cell in use was completed in the spring of 2013 and is anticipated to provide disposal capacity for the City until the year 2027. Implementation of new, effective techniques in operations may extend the timeline by a few years.

Current projections of the five-year funding outlook indicate that all known operational and environmental compliance issues can be managed with an adjustment in rates below the current 4% annual increase approved by a Proposition 218 election in 2004 and incorporated into the Clovis Municipal Code. Rates for 2022/23 FY were recommended to be decreased by

1.5% in November of 2021 to compensate for the street sweeping rate increase from $2.25 to $2.75/month. The five-year forecast shows a projected -1.5% increas e for the 2022-2023 fiscal budget year and a 4% increase in rates thereafter annually for the five-year horizon that will maintain current and future operations at an acceptable level. Solid Waste operations will continue to require the services of professional consultants/vendors, as many facets of the solid waste industry require expertise and resources not available in-house. This will be particularly true for state regulation compliance and the use of specialized contract services to refine unsuitable stockpiled material to use as cover on the active phase of the landfill. Private consultants or vendors will be utilized throughout the next five years to provide needed services. Methods to extend the life of the landfill will continue to be pursued. The City continues to comply with the S tate’swaste diversion goals, including an outreach program to notify businesses of the S tate’s mandatory commercial recycling and organics requirements. Solid Waste revenues have not declined significantly as a result of these new regulations, but it is possible that they could decline in the future as more businesses utilize recycling and organics services and subsequently reduce their refuse service. The sweeping operation is affected by current and pending federal storm water regulations and air quality regulations. Increased street cleaning is being viewed as a good management practice to reduce pollutants entering the air and storm water runoff. Street Sweeping operations ar e managed under a separate budget section for accountability and control.
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AGENDA ITEM NO. 14.

Public Utilities Community Sanitation
Department Section 76000/77500
2021-2022
2020-2021 Revised 2022-2023
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 4,154,985 4,484,200 4,978,400
Overtime 393,611 475,800 457,500
Extra Help 90,442 140,000 142,700
Benefits 2,357,039 2,504,100 2,497,900
Vehicle Charges 4,435,919 4,903,100 5,223,100
Energy 18,751 25,000 26,000
Communications 7,132 15,500 15,500
Professional Services 4,561,926 5,499,100 5,791,500
Repairs & Maintenance 3,518 139,400 89,400
State Mandates 929,953 1,050,000 1,055,000
Building & Equipment Rental 70 25,000 50,000
Office Supplies 211,048 281,300 274,600
Travel & Meeting Expense 32,396 71,500 84,000
Dues & Subscriptions 14,363 13,500 11,500
Admin & Overhead 3,047,700 4,063,400 3,561,700
Capital Outlays - Public Utilities 681,224 1,046,300 950,300 Capital Outlays - Vehicles 139,603 521,500 245,000
Capital Improvements 30,392 100,000 150,000
TOTAL COMMUNITY SANITATION 21,110,072 25,358,700 25,604,100

SOURCES OF FUNDING
User Fees 21,110,072 25,358,700 25,604,100
TOTAL 21,110,072 25,358,700 25,604,100

DETAIL OF POSITIONS
Administrative Assistant 0.30 0.30 0.30
Assistant Public Utilities Director 0.85 1.05 1.05 Disposal Leadworker 3.00 3.00 3.00 Engineer I/Engineer II/Civil Engineer 1.25 1.70 1.70 Engineering Tech/Senior Engineering Tech - - 0.20 Equipment Operator 2.00 2.00 2.00 Landfill Leadworker 1.00 1.00 1.00 Landfill Supervisor - 1.00 1.00 Maintenance Worker/Senior Maint Worker 1.00 1.00 1.00 Management Analyst 0.65 0.65 0.65 Principal Office Assistant 2.05 2.05 2.05 Public Affairs & Information Manager 0.10 0.10 0.10 Public Utilities Director 0.50 0.50 0.50 Sanitation Operator/Sr Sanitation Operator 25.00 25.00 26.00 Senior Engineering Inspector 0.10 0.25 0.25 Solid Waste Manager 1.00 1.00 1.00 Street Sweeper Operator 6.00 6.00 6.00 Supervising Civil Engineer 0.35 0.35 0.35 Utility Worker 13.00 15.00 15.00 TOTAL 58.15 61.95 63.15
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AGENDA ITEM NO. 14.

Public Utilities Wastewater
Department Section 76500
2022-2023 Goals
The goals of the Wastewater Section are to collect, tr eat, and dispose of all wastewater generated within the City and to ensure compliance with all appropriate local, state, and federal regulations.

Specifically, these goals include:
x Provide adequate maintenance of the City's sewer main s and lift stations, which allows for the efficient collection of wastewater.
x Provide for the treatment of wastewater generated within the City.

Objectives to Meet the Goals
x Operate, clean, and repair almost 430 miles of sani tary sewer mains and seven existing sewer lift/pump stations, including a new temporary lift station added in fiscal year 2021-2022. x Record video of the City sewer mains to identify pr oblems and to make recommendations for capital improvement projects.
x Provide accurate underground service alert marking of sewer facilities. x Utilize up-to-date telemetry to monitor sewer lift stat ion operations in the most efficient and economical manner.
x Upgrade outdated supervisory control and data acquisition (SCADA) software that is no longer supported and does not adhere to current industry security st andards for industrial control systems (ICS). Modern SCADA will provide ease of use and advanced functionality for operators, developers, and system administrators.
x Operate the ST-WRF for the City’s new growth ar eas through the City’s design, build, and operate contractor (JACOBS, formerly CH2MHill).
x Monitor and report to the Regional Water Quality Cont rol Board data from the discharges from the Water Reuse Facility to the recycled water use areas and the NPDES-permitted discharge points. x Operate the sewer lift stations and the recycled water pump station and distribution system constructed to serve the new growth areas of the City.
x Work with consultants on the Wastewater System Master Plan and the Recycled Water Master Plan Updates to evaluate service delivery to future growth associated with the current General Plan.

Five-Year Outlook
The Fresno-Clovis Regional Wastewater Treatment Plant continues to upgrade and replace various components and facilities. The City of Clovis will continue to share in most of these costs. New growth areas that are outside the current service areas will ultimately be served by the Clovis Water Reuse Facility. This facility provides tertiary treated recycled water that is us ed in the City as an addit ional water source in lieu of potable water. The NPDES permit for the facility was adopted on April 4, 2019. It became effective on June 1, 2019, and is set to expire on May 31, 2024. Additional monitoring and studies will occur during this five-year permit term and will result in additional requirements in the next permit term. A 3% rate increase is included in the forecast period to keep up with rising operating, ma intenance, and capital costs, and to maintain a sufficient fund balance for future bonding cap acity. There remain sufficient funds in the bond charge fund balance collected in prior years to continue the full $7.30 per mo nth rebate to customers. The amount of the rebate is evaluated each year and the bond charge may be needed depending on the number of development units and the corresponding revenue.
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AGENDA ITEM NO. 14.

Public Utilities Wastewater
Department Section 76500
2021-2022
2020-2021 Revised 2022-2023
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 1,025,549 1,096,700 1,290,100
Overtime 14,567 19,300 19,300
Extra Help 0 0 7,700
Benefits 514,952 564,600 614,500
Vehicle Charges 353,410 323,000 347,700
Energy 1,209,848 1,350,000 1,417,500
Communications 1,624 2,500 2,500
Professional Services 5,331,202 6,039,000 6,347,500
Repairs & Maintenance 59,527 182,600 422,600
Office Supplies 303 4,000 5,500
Materials & Supplies 145,687 166,500 332,500
Travel & Meeting Expense 4,112 21,200 27,200
Dues and Subscriptions 5,238 5,000 5,000
Admin & Overhead 2,491,400 3,191,100 2,786,900
Debt Service 1,239,322 1,238,900 1,240,000
Capital Outlays - Office Equip/Furn 2,294 2,500 2,500
Capital Outlays - Public Utilities 37,616 73,400 213,500 Capital Impr - Sewer 715,236 2,650,000 3,550,000
TOTAL SEWER 13,151,887 16,930,300 18,632,500

SOURCES OF FUNDING
User Fees 13,151,887 16,930,300 18,632,500
TOTAL 13,151,887 16,930,300 18,632,500

DETAIL OF POSITIONS
Administrative Assistant 0.20 0.20 0.20
Assistant Public Utilities Director 0.35 0.60 0.60
Engineer I/Engineer II/Civil Engineer 0.80 1.50 1.60
Engineering Tech/Senior Engineering Tech 0.75 0.25 0.65 Maintenance Leadworker 1.00 1.00 1.00
Maintenance Worker/Senior Maint Worker 6.00 6.00 7.00 Management Analyst 0.28 0.28 0.28
Principal Office Assistant 0.35 0.35 0.35
Public Affairs & Information Manager 0.10 0.10 0.10
Public Utilities Director 0.20 0.20 0.20
Senior Engineering Inspector 0.25 0.25 0.25
Supervising Civil Engineer 0.25 0.25 0.25
Utility Manager 0.50 0.50 0.50
Utility Worker 2.25 2.00 2.00
TOTAL 13.28 13.48 14.98
181
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AGENDA ITEM NO. 14.

Public Utilities Community Facilities District No. 2020-01 Department Section 42800
2022-2023 Goals
The goal of Community Facilities District No. 2020-1 (Dry Creek Preserve Sewer Facilities and Services) is to collect the appropriate funds to fina nce all costs associated with the ma intenance and operation of certain temporary public sewer facilities and the eventual replacement of those temporary facilities with permanent public sewer facilities. This includes maintenance of a temporary lift station, administration of the CFD, accumulation of funds for fu ture permanent master planned wastewater facilities, and accumulation of funds for decommissioning of temporary facilities.

Specific goals include:
x Provide quality, cost-effective maintenance services for temporary sewer facilities. x Manage the CFD tax assessment and budget to ensure th at charges are adequate to provide the required level of service along with adequate replacement reserv es, while at the same time ensuring that excessive funds are not collected.

Objectives to Meet the Goals
x Operate, clean, and repair temporary facilities to the same level of service of permanent facilities. x Apply cost accounting measures that accurately identify costs, facilitate full co st recovery, and identify inefficiencies.
x Manage reserves such that they are adequate to provide for replacement of temporary facilities as required.

Five-Year Outlook
The formation of CFD 2020-01 was adopted via Council resolution in 2020, authorizing the levy of a special tax each fiscal year on property within the CFD. The special tax is to be levied through Fiscal Year 2119-2120 for authorized facilities or until all authorized facilities ha ve been constructed or acqu ired, whichever occurs first. 182
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AGENDA ITEM NO. 14.

Public Utilities Community Facilities District 2020-1
Department Section 42800
2021-2022
2020-2021 Revised 2022-2023
Actual Estimate Budget

BUDGET DETAIL
10,450 5,700 5,700
00 2 7 , 0 0 0
10,450 5,700 32,700

SOURCES OF FUNDING
10,450 5,700 32,700
Professional Services
Repairs & Maintenance

TOTAL COMMUNITY
FACILITIES DIST 2020
Tax Assessments
TOTAL 10,450 5,700 32,700
183
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AGENDA ITEM NO. 14.

Public Utilities Water
Department Section 77000
2022-2023 Goals
The goal of the Water Section is to deliver pure and sa fe drinking water meeting or exceeding state and federal standards. Specifically, these goals include:
x Produce and efficiently deliver enough water to se rve our customers and ensure that the water delivered meets or exceeds all state and federal standards.
x Provide high-level customer satisfaction with regard to complaint response and meter reading. x Maintain a level of system pressure for adequate fire flow and meeting peak customer demands. x Preserve and manage our groundwater supplies to meet the future needs of our customers. x Implement appropriate demand reductio n methods to both preserve our su pplies and to minimize costs for our customers.
x Increase production at the Surface Water Treatment Plant (SWTP). x Increase groundwater recharge at the Marion Basin.

Objectives to Meet the Goals
x Continue to monitor production wells and the distribution system for consti tuents as required by state and federal regulations.
x Utilize up-to-date telemetry to monitor demands and pr ogram well operations in the most efficient and economical manner.
x Upgrade outdated supervisory control and data acquisition (SCADA) software that is no longer supported and does not adhere to current industry security st andards for industrial control systems (ICS). Modern SCADA will provide ease of use and advanced functionality for operators, developers, and system administrators.
x Maintain and rehabilitate wells to provide a stable water supply, maintain and update the SWTP, and protect the quality of the water provided to our customers by aggressively implementing the backflow prevention program.
x Increase utilization of surface wat er and the SWTP to decrease reliance on groundwater; continue to expand radio read meters in the system.
x Provide treatment facilities for wells which do not meet state standards; expand de livery of recycled water from the ST-WRF to select customers for irrigation in lieu of potable water. x Maximize use of the City’s dedicated recharge facility to preserve the groundwater aquifer. x Encourage water conservation through various programs and rate structures. x Work with consultants on the Water System Master Pl an Update to evaluate service delivery to future growth associated with the current General Plan.
x Work with other agencies in the Kings Basin as a me mber of the North Kings Groundwater Sustainability Agency (NKGSA) to implement the Sustainable Groundwater Management Act (SGMA).

Five-Year Outlook
New state and federal regulations continue to be reviewed and adopted. This makes it increasingly challenging and costly to furnish water that meets or exceeds qual ity standards established by the Safe Drinking Water Act.

Monitoring for Per- and Polyfluoroalkyl Substances (PFAS) began in 2019 and is continuing. 1,2,3 TCP monitoring began in 2018 and is continuing. The results of this monitoring (and previous monitoring) will likely result in additional water quality standards that the City’s source s may not meet without additional treatment, such as granular activated carbon. Due to the 2014- 2015 drought conditions and court decisions related to water rates around that same time, revised rates were adopted in the 2015-2016 fiscal budget year. The rate schedules include a normal schedule and a schedule that may be utilized when drought or mandated reductions in water sales are required. These rate structures will allow the enterprise fund to better weather reduced demand conditions. The City is a member of the NKGSA and is working collectively with the agency in order to implement the Sustainable Groundwater Management Ac t (SGMA) passed in 2014. These imposed regulations have increased costs to the City through the purchase of additional surface water supplies and intentional recharge to meet the sustainability requirements developed in the Groundwater Sustainability Plan (GSP), which was adopted by the NKGSA Board and su bmitted to the state in 2020. The five-year forecast shows a projected 3% increase in rates annually.
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AGENDA ITEM NO. 14.

Public Utilities Water
Department Section 77000
2021-2022
2020-2021 Revised 2022-2023
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 3,096,806 3,211,800 3,670,600
Overtime 120,819 131,600 135,600
Extra Help 8,920 0 27,700
Benefits 1,641,593 1,670,200 1,749,100
Vehicle Charges 562,312 626,000 661,700
Energy 2,892,844 3,200,000 3,360,000
Communications 11,149 18,000 18,000
Professional Services 6,570,215 1,753,600 3,177,600
Repairs & Maintenance 565,757 1,947,700 1,098,500
Office Supplies 988,866 959,000 1,429,200
Travel & Meeting Expense 24,524 44,200 73,200
Admin & Overhead 2,960,743 3,771,000 3,347,200
Liability Insurance - ISF 2,000 0 0
Capital Outlays - Office Equip/Furn 2,883 5,000 5,000
Capital Outlays - Public Utilities 1,217,333 1,445,500 1,443,500 Capital Outlays - Vehicles 178,121 382,000 727,000
Capital Improvements 26,558 150,000 150,000
TOTAL WATER 20,871,443 19,315,600 21,073,900

SOURCES OF FUNDING
User Fees 20,871,443 19,315,600 21,073,900
TOTAL 20,871,443 19,315,600 21,073,900

DETAIL OF POSITIONS
Administrative Assistant 0.35 0.35 0.35
Assistant Public Utilities Director 0.45 0.70 0.70
Assistant Water Systems Technician 4.00 4.00 4.00
Electrician 1.00 1.00 1.00
Engineering Tech/Senior Engineering Tech 1.25 0.75 1.15 Engineer I/Engineer II/Civil Engineer 1.75 2.45 2.35
Maintenance Leadworker 3.00 3.00 3.00
Maintenance Worker/Senior Maint Worker 12.60 12.60 13.60 Management Analyst 0.59 0.59 0.59
Meter Reader 4.00 4.00 4.00
Principal Office Assistant 1.25 1.25 1.25
Public Affairs & Information Manager 0.10 0.10 0.10
Public Utilities Director 0.30 0.30 0.30
Senior Engineering Inspector 0.30 0.25 0.25
Supervising Civil Engineer 0.35 0.35 0.35

Utility Manager 0.50 0.50 0.50
Utility Worker 4.75 5.00 5.00
Water Production Manager 1.00 1.00 1.00
Water System Supervisor - 1.00 1.00
Water System Technician 1.00 1.00 1.00
Water Treatment Plant Operator 3.00 3.00 3.00
TOTAL 41.54 43.19 44.49
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AGENDA ITEM NO. 14.

CLOVIS SUCCESSOR AGENCIES

TRUST FUND SUMMARY
Fiscal Year Principal Interest Total
22/23 880,000 462,000 1,342,000
23/24 915,000 421,511 1,336,511
24/25 960,000 379,181 1,339,181
25/26 995,000 333,972 1,328,972
26/27 1,050,000 286,681 1,336,681
27/28 1,095,000 237,078 1,332,078
28/29 1,150,000 185,163 1,335,163
29/30 1,205,000 130,703 1,335,703
30/31 230,000 97,375 327,375
31/32 240,000 86,213 326,213
32/33 250,000 74,575 324,575
33/34 265,000 62,344 327,344
34/35 275,000 49,519 324,519
35/36 290,000 36,100 326,100
36/37 300,000 22,088 322,088
37/38 315,000 7,481 322,481
Total $10,415,000 $2,871,984 $13,286,984
In April 2008 the former Clovis Community Development Agency issued tax allocation bonds in the amount of $19,100,000 at interest rates varying from 3.25% to 4.75%. The proceeds are being utilized to aid in the financing of the former Clovis Community Development Agency's projects and were used for the refunding of $7,170,000 aggregate principal amount of the Agency's outstanding 1996 tax allocation bonds. Due to the elimination of redevelopment, the City is acting as the Successor Agency. The City has completed the necessary requirements, and applied to the State Department of Finance for the "finding of completion".

Upon award of the finding of completion from the Department of Finance, the remaining bond proceeds will be used for the original intended purposes. The last debt service payment is scheduled for the fiscal year 2037/38. Included in the 2022/23 budget is $880,000 for principal and $462,000 for interest.

The following is a schedule of debt service payments for the 2008 Tax Allocation Bonds:

The purpose of the Clovis Successor Agencies is to wind down the activities of the former Redevelopment Agency. The Successor Agencies' activities are reported as a trust fund and are therfore not included in the City of Clovis' budget. These schedules are presented for informational purposes. 186
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AGENDA ITEM NO. 14.

TRUST FUND SUMMARY
2021-2022
2020-2021 Revised 2022-2023
Actual Estimate Budget
Redevelopment Property Tax Trust Fund 1,367,977 1,365,000 1,367,000 TOTAL SUCCESSOR AGENCIES 1,367,977 1,365,000 1,367,000
Admin & Overhead 357 0 0
Professional Services 20,000 16,000 20,000
Debt Service 1,347,620 1,349,000 1,347,000
TOTAL SUCCESSOR AGENCIES 1,367,977 1,365,000 1,367,000

CLOVIS SUCCESSOR AGENCIES

ADDITIONS

DEDUCTIONS
Per AB 1X26, the City of Clovis became the Successor Agency for the purpose of winding down the activities of the former Redevelopment Agency. The operational activities are limited to administering the housing and urban development loans, a tax sharing agreement with Sierra Vista Mall, and the administrative costs associated with the oversight of the elimination of the former Redevelopment Agency. 187
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AGENDA ITEM NO. 14.

COMMUNITY INVESTMENT PROGRAM

BUDGET SUMMARY
The 2022 - 2023 Community Investment Program represents a major portion of the total recommended budget and is devoted to improvements to the physical infrastructure that supports and sustains continued community development.

Some of the more noteworthy proposed projects in the 2022 - 2023 Community Investment Program are:
ƒ Ongoing American with Disabilities Act (ADA) improvements throughout the City of Clovis. ƒ Reconstruction of existing Fire Station 2.
ƒ Design and construction of asphalt overlays and roadway rehabilitation for arterial, collector and local neighborhood streets.
ƒ Continue securing water for current climate conditions and future development in accordance with the General Plan.
ƒ Continued assistance in the repair and rehabilitation of affordable housing.

The projects included in the proposed 2022 - 2023 budget are summarized on the following pages. The prior and future year expenditures are shown only for those specific projects that are phased over multiple years. Prior and future year expenditures for nonspecific, recurring projects, such as miscellaneous extensions and preventative maintenance are not typically shown. The projects included in the 2022 - 2023 budget may increase or decrease the burden to the current operating budgets depending on the project. Each section summary includes an explanation of the impact to the operating budget. The Five-Year Community Investment Program follows the budget summary.

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AGENDA ITEM NO. 14.
2022 - 2023 COMMUNITY INVESTMENT PROGRAM

GENERAL GOVERNMENT FACILITIES
The capital projects for the General Government Services Facilities Program are comprised of acquisition and development of new facilities, improvements to existing facilities, and maintenance of existing improvements required by City departments to enable them to adequately carry out their mission.

The major projects proposed for 2022 - 2023 are:
ƒ Assessment of the capital needs for City facilities.
ƒ Rehabilitation of existing City facilities for compliancy with ADA. ƒ Upgrades and repairs to Fire Station Facilities.
ƒ Reconstruction of existing Fire Station 2 on Minnewawa Avenue south of Shaw Avenue.

The proposed government facilities projects should reduce or have a minimal effect on the cost of general services and other departmental operations.

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444
AGENDA ITEM NO. 14.

PRIOR BUDGET FUTURE
General Government Facilities: YEARS YEAR YEARS
Section 90000
Public Safety Services
Fire/Police Training Site 0 43,000 0
Police/Fire Headquarters Parking Lot Slurry 0 50,000 0
Public Services and Utilities
Capital Assessment 0 300,000 0
Public Services and Utilities
Fiber Security/Fiber Optics 40,000 95,000 628,000
TOTAL 40,000 488,000 628,000
Budget Year Revenues:

General Fund 488,000
TOTAL 488,000

SUMMARY
2022 - 2023 COMMUNITY INVESTMENT PROGRAM

GENERAL GOVERNMENT FACILITIES
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AGENDA ITEM NO. 14.
2022 - 2023 COMMUNITY INVESTMENT PROGRAM
SEWER CAPITAL PROJECTS – ENTERPRISE AND DEVELOPER
The Sewer Capital Projects - Enterprise budget includes projects that will repair and/or replace existing sanitary sewer mains that are severely deteriorated or are not adequately sized for the flows now being experienced.

These sewer mains present continual maintenance problems.

The Sewer Capital Projects - Developer budget includes the debt service payments for the 2013 Wastewater Revenue Bond, the 2015 Wastewater Revenue Bond, and the 2017 Sewer Revenue Bond which is the previous 2007 Sewer Revenue Bond for the Sewage Treatment and Water Reuse Facility (ST-WRF) and related components that has been refinanced. Also included in this budget are improvements associated with the Recycled Water System and construction of sewer projects driven by new development.

The sewer capital projects planned for 2022 - 2023 include:
ƒ Design and reconstruction of sanitary sewer mains in various streets. ƒ Work on the Sewer and Recycled Water Master Plans.

The sewer main improvement projects for 2022 - 2023 are intended to repair the existing mains that have the highest maintenance or service call frequency. It is expected that repairing these mains will result in a reduction in the time spent by City maintenance personnel, thereby reducing the maintenance cost to the sewer enterprise operation.

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AGENDA ITEM NO. 14.

PRIOR BUDGET FUTURE
Sewer Capital Project - Enterprise: YEARS YEAR YEARS
Section 91000
Sewer Facility Improvements 582,400 140,000 560,000
Subtotal 582,400 140,000 560,000
Sewer Capital Projects - Developer:

Extensions
Miscellaneous Extensions 50,000 50,000 200,000
Master Planning
Wastewater Master Plan 50,000 500,000 100,000
Sewer System Improvements
Pump Stations 388,000 385,000 0
Debt Services
Bond Handling Charges 160,000 178,000 200,000
2013 Wastewater Revenue Bond 1,018,700 1,019,000 9,183,000 2015 Wastewater Revenue Bond 1,048,100 1,046,000 27,439,000 2017 Wastewater Revenue Bond 3,840,500 3,836,000 63,465,000 Subtotal 6,555,300 7,014,000 100,587,000
TOTAL 7,137,700 7,154,000 101,147,000
Budget Year Revenues:

Sewer Enterprise 140,000
Major Sewer Fees 7,004,000
Sewer Connections 10,000
TOTAL 7,154,000

SUMMARY
2022 - 2023 COMMUNITY INVESTMENT PROGRAM

SEWER PROJECTS
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447
AGENDA ITEM NO. 14.
2022 - 2023 COMMUNITY INVESTMENT PROGRAM

PARK IMPROVEMENTS
The Park program consists of master planning, design and construction of park improvements. Community park improvements are funded by development fees and state grants when available. Neighborhood parks are installed by development. Park development fees are paid by all new developments constructed within the City of Clovis.

Major projects planned for 2022 - 2023 include:
ƒ Acquire property for the development of future parks and trails designated in the General Plan. ƒ Continued development of and/or updating Master Plans for City Parks. ƒ Continued preliminary Master Planning for a Regional park in the Northeast. ƒ Dog Park installation and improvements at Letterman and Sierra Bicentennial Park.

The addition of the proposed improvements to the Park’s inventory will increase the annual maintenance and operations budget by approximately $30,000 per year for the planned dog parks. Maintenance of acquired land for future parks and the construction of a newly paved trail will have a minimal effect initially on the annual operational costs to Parks and the General Fund account. Upon the build out of these facilities, funding should be increased to meet the additional burden placed on the maintenance and operations budget. The proposed 2022 - 2023 Parks maintenance and operational budget is balanced to meet the level of service expected by the Community.

This year's budgeted projects will continue to make major contributions to the development of park facilities throughout the City.

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AGENDA ITEM NO. 14.

PRIOR BUDGET FUTURE
Park Improvements: YEARS YEAR YEARS
Section 93000
Park Improvements
Park Property Acquisition 0 1,000,000 4,000,000
Miscellaneous Park Improvements 538,500 120,000 400,000 Community Park Improvements 0 250,000 500,000
Trail System Survey 20,000 20,000 80,000
Trail Improvements 0 153,000 0
TOTAL 558,500 1,543,000 4,980,000
Budget Year Revenues:

Measure "C" Extension 336,000
Park Fees 804,000
Federal/State/Other Agency Grants 403,000
TOTAL 1,543,000

SUMMARY
2022 - 2023 COMMUNITY INVESTMENT PROGRAM

PARK IMPROVEMENT PROJECTS
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AGENDA ITEM NO. 14.

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2022 - 2023 COMMUNITY INVESTMENT PROGRAM

STREET IMPROVEMENTS
Street Improvement Projects are funded by state and federal gas taxes, state and local sales taxes, major street development fees, Community Development Block Grants, and reimbursements from other agencies for work completed in their jurisdictions. Funding for street projects is also provided by federal transportation grants.

Traffic signal installations are partially determined by a traffic signal priority list. The highest priority projects are based on traffic volumes, accidents, pedestrian numbers, vehicle speeds, and congestion.

Not all of the street programs that are ranked high on a priority list are placed in the current year budget. Many of these facilities are tied to funding sources or to other programs that are required to occur prior to, or concurrently with, the needed street improvement (such as underground improvement installation, new development and right of way purchase constraints).

Project priorities and street locations were determined using the Pavement Management System (PMS). Arterial, collector and local street reaches throughout the City were given a Pavement Condition Index (PCI) rating. The PMS was then used to develop a long term maintenance solution using the designated PCI values. Technical and Management teams evaluated the PMS recommendations to validate project necessity. Many of the recommended projects were shifted to later years due to funding constraints in the street improvement account.

Major projects planned for 2022 - 2023 include:
ƒ Improvements of City owned public right of way for compliancy with the American with Disabilities Act (ADA). ƒ Sealing and rejuvenation programs of the various street surfaces to increase longevity and reduce deterioration.
ƒ Continued installation of pedestrian and bicycle improvements at various locations. ƒ Design and construction of traffic signal improvements at various intersections. ƒ Design of signal interconnect and adaptive signalization for major street corridors. ƒ Reconstruction and street widening of various streets to improve safety and traffic flow. These streets ha ve been identified as part of the City’s Pavement Management System.

This budget provides for an aggressive schedule of street repair, overlay and reconstruction. Street overlay projects as identified in this year’s budget and five-year plan have provisional estimated costs for construction.

Some of the projects may not be of acceptable condition for overlaying and may be considered for street reconstruction. Estimated funding for these projects will be re-evaluated as street reconstruction is more costly than a street overlay. This may have an impact on the delivery of projects that have been identified in the Community Investment Program for street improvements.

Staff continues to investigate alternative construction methods for street rehabilitation to reduce project expenditures. The alternative construction methods will be administered through pilot projects in which a rigorous inspection program will be used to evaluate project success. The success factors include projects costs, pavement condition, pavement resilience and pavement longevity.

With the reconstruction of some of the proposed streets, new paved lanes may be added to the street maintenance inventory. However, those same projects will be designed with a minimum twenty-year life expectancy and may involve reconstructing older, lower standard streets. Overall, the impact on the street maintenance fund is expected to be nominally reduced.
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AGENDA ITEM NO. 14.

PRIOR BUDGET FUTURE
Street Improvements: YEARS YEAR YEARS
Section 95000
Reimbursement
Miscellaneous Street Widening 271,000 250,000 1,000,000 Preventative Maintenance
Slurry & Crack Seals 1,541,000 690,000 2,740,000
Bridge and Stream Crossings
Leonard/Enterprise Canal Bridge 50,000 1,800,000 5,000
Pedestrian Facilities
Bicycle, Pedestrian and Handicap Facilities 596,000 167,000 868,000 ADA Survey and Projects 150,000 250,000 1,807,000
Traffic Signal/Intersection Improvements
Missing from the Summary Tab 0 185,000 1,813,000
New Traffic Signals 154,500 1,860,000 1,440,000
DeWolf/Owens Mountain Roundabout 0 175,000 1,560,000
Reconstruction, Overlay and Widening Projects
Miscellaneous Repairs & Alleys 1,098,000 155,000 920,000 Armstrong Avenue Improvements 1,012,000 70,000 3,915,000 Ashlan Avenue Improvements 391,000 900,000 2,280,000
Barstow Avenue Improvements 744,500 640,000 4,185,000
Bullard Avenue Improvements 789,000 70,000 850,000
Clovis Avenue Improvements 745,000 900,000 285,000
Fowler Avenue Improvements 165,000 1,975,000 355,000
Gettysburg Avenue Improvements 50,000 1,050,000 630,000 Herndon Avenue Improvements 7,775,000 70,000 3,086,000
Minnewawa Avenue Improvements 593,000 1,900,000 1,827,000 Nees Avenue Improvements 0 70,000 2,720,000
Shaw Avenue Improvements 19,921,000 1,400,000 720,000
Sunnyside Avenue Improvements 223,000 1,940,000 3,010,000 Temperance Avenue Improvements 0 70,000 1,755,000
Willow Avenue Improvements 0 70,000 2,665,000
Local Streets and ADA Ramps 2,276,000 1,175,000 4,700,000 TOTAL 38,545,000 17,832,000 45,136,000
Budget Year Revenues:

HUTA funding including SB1 4,309,000
Measure "C" Extension 2,914,000
Federal/State/Other Agency Grants 7,199,000
Street Improvement Fund Balance 3,410,000
TOTAL 17,832,000

SUMMARY
2022 - 2023 COMMUNITY INVESTMENT PROGRAM

STREET IMPROVEMENT PROJECTS
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AGENDA ITEM NO. 14.
2022 - 2023 COMMUNITY INVESTMENT PROGRAM
WATER CAPITAL PROJECTS – ENTERPRISE AND DEVELOPER
The proposed Water Capital Projects budget for 2022 - 2023 contains projects that will improve the water distribution system. Projects are also scheduled to improve water quality by the addition of treatment facilities at existing wells and increase the reliability of the water supply by the addition of auxiliary power generators.

The Water Capital Projects - Developer budget includes the debt service payments for the Water Revenue Bond.

Projects include installation of well facilities, well site development and surface water treatment plant enhancements. Also included is reimbursement for developer constructed projects serving new areas of the community.

Major projects planned for 2022 - 2023 include:
ƒ Investment for Water Development.
ƒ Construction of new water mains, install/replace water services, and make new connections to improve the City’s water distribution system at various locations throughout the City. ƒ Construction and improvements at various well sites.
ƒ Continued examination and development for new well sites throughout the City of Clovis. ƒ Design for an additional storage tank at the Surface Water Treatment Plant. ƒ Acquisition of property for future water storage reservoirs in the northeast area. ƒ Construction of granular activated carbon treatment facilities for removal of 1,2,3-Trichloropropane (TCP) from groundwater wells.

The projects included in the proposed budget are necessary in order to maintain adequate service, accommodate continued growth, and comply with state and federal regulations. These projects further enhance the overall supply and distribution system.

The new facilities proposed in the 2022 - 2023 programs are anticipated to impact the water enterprise operation budget. The impacts consist of the increased load on human resources, energy costs, and material costs, which are anticipated to be approximately $50,000 in the first year of operation.

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AGENDA ITEM NO. 14.

PRIOR BUDGET FUTURE
Water Capital Projects - Enterprise Fund: YEARS YEAR YEARS Section 96000
Water Mains
Various Water Main Replacement 70,000 25,000 515,000
Well Site Improvements
Well Replacements 700,000 755,000 143,000
Well Upgrades 216,400 90,000 3,295,000
Subtotal 986,400 870,000 3,953,000
Water Capital Projects - Developer:

Section 97000
Extensions
Miscellaneous Extensions 50,000 50,000 200,000
Master Planning
Water Conveyance System 25,000 25,000 100,000
Water Storage Facilities
Water Revenue Bond - Debt Service 3,031,200 3,044,000 15,100,000 Water Storage Reservoir #9 2,360,000 1,400,000 17,000,000 Water Storage Reservoir #10 1,800,000 1,500,000 28,500,000 Water Well Improvements
Various Well Site Development 60,000 480,000 525,000
Subtotal 7,326,200 6,499,000 61,425,000
TOTAL 8,312,600 7,369,000 65,378,000
Budget Year Revenues:

Water Enterprise 870,000
Water Major Facilities 6,489,000
Water Connections 10,000
TOTAL 7,369,000

SUMMARY
2022 - 2023 COMMUNITY INVESTMENT PROGRAM

WATER PROJECTS
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AGENDA ITEM NO. 14.
2022 - 2023 COMMUNITY INVESTMENT PROGRAM

COMMUNITY SANITATION
The capital projects for the Community Sanitation Program consist of improvements to the existing landfill site as mandated by state law, and expansion of the landfill.

The projects proposed for 2022 - 2023 are:
ƒ Improvements to the landfill flare onsite to meet new requirements by San Joaquin Valley Air Pollution Control District.

The new projects proposed in the 2022 - 2023 programs are not anticipated to impact the Community Sanitation operation budget.

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454
AGENDA ITEM NO. 14.

PRIOR BUDGET FUTURE
Community Sanitation Improvements: YEARS YEAR YEARS
Section 99500
Community Sanitation Improvements 1,706,300 1,000,000 17,755,000 TOTAL 1,706,300 1,000,000 17,755,000
Budget Year Revenues:

Community Sanitation Enterprise Fund 1,000,000
TOTAL 1,000,000

SUMMARY
2022 - 2023 COMMUNITY INVESTMENT PROGRAM

COMMUNITY SANITATION PROJECTS
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AGENDA ITEM NO. 14.
2022 - 2023 COMMUNITY INVESTMENT PROGRAM

HOUSING AND COMMUNITY DEVELOPMENT
The Housing and Community Development budget consists of projects related to self-help and low to moderate income home building.

Major expenses for 2022 - 2023 include:
ƒ Assistance in the repair and rehabilitation of affordable housing. ƒ Assist Low-Moderate income families with first home purchase.

The Agency continues to focus resources on owner-occupied single-family housing projects for housing rehabilitation and new construction through the Low and Moderate Income Housing Program. These projects will have no operational cost impacts.

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AGENDA ITEM NO. 14.

PRIOR BUDGET FUTURE
Housing and Community Development: YEARS YEAR YEARS
Section 42750/49210
Home Repair Loans 0 5,000,000 320,000
Home Improvement Grants 130,000 135,000 600,000
First Time Homebuyer Loans 0 1,000,000 400,000
Affordable Housing Project 77,300 1,500,000 600,000
TOTAL 207,300 7,635,000 1,920,000
Budget Year Revenues
Federal/State/Other Agency Grants 7,335,000
Housing Successor Agency Fund Balance 300,000
TOTAL 7,635,000

SUMMARY
2022 - 2023 COMMUNITY INVESTMENT PROGRAM

HOUSING & COMMUNITY DEVELOPMENT
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FIVE-YEAR COMMUNITY INVESTMENT PROGRAM

TABLE OF CONTENTS

Summary of Five-Year Community Investment Projects ........................................................................................................................................................... C18-C19

General Government Facilities ................................................................................................................................................................................................... C20-C26

Sewer Capital Projects - Enterprise ........................................................................................................................................................................................... C27

Sewer Capital Projects - Developer ........................................................................................................................................................................................... C28-C31

Park Improvements .................................................................................................................................................................................................................... C32-C35

Street Improvements ................................................................................................................................................................................................................. C36-C48

Water Capital Projects - Enterprise ............................................................................................................................................................................................ C49-C51

Water Capital Projects - Developer ............................................................................................................................................................................................ C52-C57

Community Sanitation Improvements ........................................................................................................................................................................................ C58-C59

Housing and Community Development ..................................................................................................................................................................................... C60

Glossary of Terms, Acronyms, and Abbreviations ..................................................................................................................................................................... C62-C63

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AGENDA ITEM NO. 14.

C18

FIVE-YEAR COMMUNITY INVESTMENT PROGRAM

The Five-Year Community Investment Program represents an effort to identify major capital needs and schedule projects consisten t with community priorities and available funding. The Capital Program will continue to provide major investments into the community within the identified funding. Most of the funding for these projects will come from grants, development fees and tax revenues. The implementation of the parks and o pen space master plan is contingent on obtaining new funding sources.

Major projects include:

x Design, construction and replacement of water mains and wells to serve the current capacity and new development. x Design and reconstruction of existing Fire Station 2 on Minnewawa Avenue south of Shaw Avenue. x Site acquisition in the Southeast and Northwest areas for future City parks. x Continuing design, construction and maintenance of the trail system within the Clovis area. x Assisting the Community in the development, repair and rehabilitation of affordable housing. x Continued improvement to the City’s infrastructure including street reconstruction and sewer and water collection/distribution facilities. x Design and construction of various traffic signals throughout the City. x Construction of bike lanes on various streets throughout the City.

Implementation of the Five-Year Community Investment Program will require new sources of financing. Several important projects are identified in the Government Facilities, Streets and Water Programs for which there is no assured funding. Without increased participation by lo cal, state and federal governments and agencies, accomplishment of these projects will be delayed.

A summary of revenue and expenditures for the Five-Year Program is presented on the facing page, followed by individual project sheets with greater detail on scope and financing.
462
AGENDA ITEM NO. 14.

Projects 2022-2023 2023-2024 2024-2025 2025-2026 2026-2027 or Late r General Services 488,000 1,670,000 4,310,000 90,000 30,303,000 Sewer 7,154,000 8,086,000 6,859,000 8,254,000 176,744,000 Parks 1,543,000 3,080,000 1,815,000 1,260,000 29,100,000 Streets 17,832,000 14,989,000 8,425,000 13,685,000 20,425,000 Water 7,369,000 21,236,000 28,996,000 7,374,000 255,295,000 Community Sanitation 1,000,000 0 75,000 300,000 17,380,000 Housing and Community Development 7,635,000 480,000 480,000 480,000 480,000 TOTAL 43,021,000 49,541,000 50,960,000 31,443,000 529,727,000 Sources of Funding
Fund Balance 5,618,000 6,205,000 1,865,000 421,000 25,766,000 Revenue from Agencies 22,446,000 15,822,000 9,695,000 14,523,000 21,756,000 Developer Capital Fees 13,567,000 14,207,000 14,813,000 12,911,000 26,439,000 Enterprise Revenues 1,390,000 3,060,000 2,500,000 2,500,000 3,950,000 Long-Term Financing 0 0 0 0 0

Property Sale Proceeds 0 0 0 0 0
*Unfunded 0 10,247,000 22,087,000 1,088,000 451,816,000 TOTAL 43,021,000 49,541,000 50,960,000 31,443,000 529,727,000 *Unfunded projects in future years will require adjustments in rates and changes, or savings in prior year projects.

SUMMARY OF

FIVE-YEAR COMMUNITY INVESTMENT PROGRAM
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463
AGENDA ITEM NO. 14.
90000 2022-23 2023-24 2024-25 2025-26 2026-27
ACCT PROJECT LOCATION or Later DESCRIPTION

PUBLIC SAFETY SERVICES
71057 Facilities Administration 80,000 d
Master Plan
71096 Clovis Explorers/Youth Leadership Building improvements for the Clovis PD Facility Improvements 5,000 d Explorer/Youth Leadership facility. 75,000 c (General Fund)
71440 Fire Station 7 600,000 a
Northwest Area 1,100,000 d
9,000,000 c
150,000 f (Developer Fees)
Downtown Special Event
71341 Street Bollards
Phase II 40,000 d
600,000 c
Fire / Police Training Site
71104 Site Drainage around Training Props 8,000 d 35,000 c
(General Fund)
Shade Structures 20,000 d
105,000 c
(General Fund)
Master plan for relocation of Fire
Administration headquarters.
(General Fund)
Design and construction of a new fire
station in the northwest area. Adjacent to a
major street.

Install three 20'x30' metal shade structures
on site.

Install removable bollards at downtown
intersections for public safety during
downtown events. Phase II: Pollasky from
Fifth to Ninth. (General Fund)
Install valley gutters around the training
props on site to improve drainage.

GENERAL GOVERNMENT FACILITIES
a = acquisition, c = construction, d = design, f = development fees.

See glossary at the end of this section for an explanation of acronyms and abbreviations.

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AGENDA ITEM NO. 14.
90000 2022-23 2023-24 2024-25 2025-26 2026-27
ACCT PROJECT LOCATION or Later DESCRIPTION

GENERAL GOVERNMENT FACILITIES
Onsite Roads 25,000 d
75,000 c
(General Fund)
Gate on North End 15,000 d
40,000 c
(General Fund)
Police/Fire Headquarters
71271 Slurry Seal Parking Lot 7,000 d
43,000 c
(General Fund)
71437 Security Fencing 5,000 d
55,000 c
(General Fund)
71453 Public Safety Facility 50,000 c
Flooring Repair
Police/Fire Headquarters
71456 Gym Patio Cover 20,000 d
115,000 c
(General Fund)
Interview Room Remodel 20,000 d
35,000 c
(General Fund)
Install automatic rolling gate to access
easement on the north property line.

Install 2 feet (additional height) of wrought
iron fencing to existing police and fire
administration yard for security purposes.

Convert two existing small interview rooms
into one large one.

Install permanent cover over the outdoor
area next to the gym to expand the
exercise area. Approximately 30'x100'.

Construct 30' wide x 150' long street east of
training center and 30' wide pavement north
to the north.

Replace flooring in miscellaneous rooms
with new carpet. (General Fund)
Crack and slurry seal the fenced in parking
pavement.
a = acquisition, c = construction, d = design, f = development fees.

See glossary at the end of this section for an explanation of acronyms and abbreviations.

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AGENDA ITEM NO. 14.
90000 2022-23 2023-24 2024-25 2025-26 2026-27
ACCT PROJECT LOCATION or Later DESCRIPTION

GENERAL GOVERNMENT FACILITIES
Police/Fire Headquarters
Atrium Water Feature 10,000 d
Replacement 20,000 c
(General Fund)
Property Room Expansion 200,000 d
1,500,000 c
(General Fund)
Police Substation
Loma Vista Location
200,000 d
1,500,000 c
(General Fund and Development Fees)
Heritage Grove Location 450,000 a
350,000 d
2,500,000 c
(General Fund)
71380 Shooting Range
Locate Site 10,000 d
250,000 a
Site Development 175,000 d
Phase I 1,150,000 c
Phase II 2,900,000 c
Animal Services 450,000 d
Replace 908 Villa Facility 5,000,000 c
Building near Fire Station 6 that would
house an alternate dispatch site,
community room, and briefing room.

Expand the current storage space within
current building for property and evidence.

Replace water feature located in the atrium
with a low maintenance rock wall.

Building near Fire Station 7 that would
house an alternate dispatch site,
community room, and briefing room.

Conduct a feasibility study for a shooting
range and acquire land.
(General Fund)
Replace current facility at 908 Villa to meet
the increased needs of animal control.
(General Fund)
Develop site for shooting range.

Phase I: pistol range, Phase II: Civil
improvements, shotgun and rifle ranges.
(General Fund)
a = acquisition, c = construction, d = design, f = development fees.

See glossary at the end of this section for an explanation of acronyms and abbreviations.

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466
AGENDA ITEM NO. 14.
90000 2022-23 2023-24 2024-25 2025-26 2026-27
ACCT PROJECT LOCATION or Later DESCRIPTION

GENERAL GOVERNMENT FACILITIES
Villa Yard Reorganization
Police Storage Facilities 120,000 d
1,200,000 c
(General Fund)

PUBLIC SERVICES AND UTILITIES
71464 Capital Assessment
General Government Facilities 300,000 d
(General Fund)
71359 Civic Center Expansion
Acquire State Facility 450,000 a
(General Fund)
Civic Center Plaza
71361 Landscape/Irrigation
Replacement 100,000 c 150,000 c
Phase Approach
71362 Bollard Replacement
Phase Approach 140,000 c
(General Fund)
71392 ADA Improvements Address ADA compliancy standards in Phase Approach 300,000 c the Civic Center campus.
(General Fund)
Acquisition of State courthouse for office
expansion and demolition of the building.

Construct facilities for impounding and
storage of evidence including an area for
the Community Service Work Program.

Develop master plan, design and install
replacement irrigation and landscaping for
the Civic Center including the Courthouse,
Senior Center, PDS, City Hall and Library.
(General Fund)
Remove/replace all existing pedestrian light
bollards with higher density & efficiency for
night security.

Assess the Capital needs and maintenance
required for all general government
facilities.
a = acquisition, c = construction, d = design, f = development fees.

See glossary at the end of this section for an explanation of acronyms and abbreviations.

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AGENDA ITEM NO. 14.
90000 2022-23 2023-24 2024-25 2025-26 2026-27
ACCT PROJECT LOCATION or Later DESCRIPTION

GENERAL GOVERNMENT FACILITIES
71363 Tree Planter Rehabilitation 5,000 d
Parking Lot 70,000 c
(General Fund)
Corporation Yard
Parking Improvement 1,300,000 a
150,000 d
71417 Yard lighting, Safety and Improve the lighting for the transit bus Security 70,000 c area for safety and security purposes. (Proposition 1B funded)
71397 ADA Master Planning 20,000 20,000
Landscape Improvements
Willow - Shaw to Ashlan & 35,000 d
Ashlan - Willow to Winery 315,000 c
(Contingent on CalFire Grant)
Park Maintenance
Sierra Bicentennial Park
Sunnyside and Sierra
75031 Accessibility Improvements 5,000 d
70,000 c
75030 Play Field and Lighting 30,000 d
750,000 c
ADA Master Plan Improvements.
(Contingent on CDBG Grant)
Construct a baseball/soccer field and install
sports lighting.
(Contingent upon a future grant and
General Fund)
Install landscape and irrigation in the
median island.

Continue ADA Master Plan compliance and
upgrades.
(General Fund)
Improvements to Public Utilities parking
facilities.
(Sewer, Water, and Refuse Fund)
Rehabilitate parking lot tree planters
between the library and I.S. building.
a = acquisition, c = construction, d = design, f = development fees.

See glossary at the end of this section for an explanation of acronyms and abbreviations.

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AGENDA ITEM NO. 14.
90000 2022-23 2023-24 2024-25 2025-26 2026-27
ACCT PROJECT LOCATION or Later DESCRIPTION

GENERAL GOVERNMENT FACILITIES
Parking Lot Lighting 15,000 d
60,000 c
Sierra Bicentennial Park
Sunnyside and Sierra
Upgrade Existing Sports Field 20,000 d
Lighting 170,000 c
(General Fund)
Stadium Lighting 15,000 d
80,000 c
(General Fund)
Multi-purpose Pad 25,000 d
Replacement 250,000 c
(General Fund)
Volleyball Court 25,000 d
110,000 c
(General Fund)
Rotary Park
Upgrade Existing Sports Field 55,000 d
Lighting 615,000 c (General Fund)
Kiwanis Park
Tenth and DeWitt
75540 Irrigation and Lighting 5,000 d
35,000 c
Temperance/Gettysburg 15,000 d
Northwest Corner-Greenbelt 125,000 c
Install additional lights to improve security.
(Contingent upon a future grant and
General Fund)
Install additional lighting to existing poles to
increase visibility on the playing field.

Remove and replace existing landscape
and irrigation of greenbelt.
(Contingent Upon Funding)
Replace the basketball multi-purpose pad
which is deteriorating.

Remove and replace irrigation system and
install security lighting.
(Community Donations)
Install one additional sand volleyball court
to facilitate tournament play.

Replace the existing sports field lights with
LED lights to lower maintenance costs.

Replace the existing sports field lights with
LED lights to lower maintenance costs.
a = acquisition, c = construction, d = design, f = development fees.

See glossary at the end of this section for an explanation of acronyms and abbreviations.

C25
469
AGENDA ITEM NO. 14.
90000 2022-23 2023-24 2024-25 2025-26 2026-27
ACCT PROJECT LOCATION or Later DESCRIPTION

GENERAL GOVERNMENT FACILITIES
Fiber Optics/Communications
71408 Citywide Public Safety 10,000 d 10,000 d Installation of fiber and hubs for Public Fiber Optics System 75,000 c 100,000 c Safety connection throughout the City. (General Fund)
71254 Citywide Public Safety 10,000 d
Fiber Optics System 75,000 c
71450 Miscellaneous Fiber Optic 10,000 c 10,000 c 10,000 c 10,000 c Installation
71401 Fiber Documentation 10,000 c 5,000 c 5,000 c 5,000 c 5,000 c Fire Station No.2 to Letterman 15,000 d
Park Water Tower 86,000 c
(Contingent Upon Funding)
Shaw Avenue - Clovis to Fowler 19,000 d
Clovis Avenue - Shaw to Fourth 183,000 c

TOTAL- GENERAL
GOVERNMENT FACILITIES 488,000 1,670,000 4,310,000 90,000 30,303,000 Current system is limited due to all lines
being used, a link is needed to Sierra Vista
Mall's cameras for public safety.
(Contingent Upon Funding)
Upgrade existing limitation of fiber system
for camera's and City network.

Develop and implement a fiber labeling and
documentation system for new and existing
fiber optic lines. (General Fund)
Miscellaneous fiber optic repair and
installation. (General Fund)
Installation of new fiber cable in existing
conduit along Leonard from Bullard to
Ashlan. (General Fund)
a = acquisition, c = construction, d = design, f = development fees.

See glossary at the end of this section for an explanation of acronyms and abbreviations.

C26
470
AGENDA ITEM NO. 14.
91000 2022-23 2023-24 2024-25 2025-26 2026-27
ACCT PROJECT LOCATION or Later DESCRIPTION

SEWER FACLITY IMPROVEMENTS
72632 Sewer Main Replacement 140,000 d
Santa Ana w/o Clovis 560,000 c

TOTAL - SEWER CAPITAL
P R O J E C T S - E N T E R P R I S E 1 4 0 , 0 0 0 5 6 0 , 0 0 0000 Replace sewer main in Santa Ana from
DeWitt to Clovis Avenue.

SEWER CAPITAL PROJECTS - ENTERPRISE FUND
a = acquisition, c = construction, d = design, f = development fees See glossary at the end of this section for an explanation of acronyms and abbreviations.

C27
471
AGENDA ITEM NO. 14.
92000 2022-23 2023-24 2024-25 2025-26 2026-27
ACCT PROJECT LOCATION or Later DESCRIPTION

EXTENSIONS
72010 Miscellaneous Extensions 50,000 c 50,000 c 50,000 c 50,000 c 50,000 c

MASTER PLANNING
Wastewater Collection System
73200 Master Plan 500,000 d 25,000 d 25,000 d 25,000 d 25,000 d (Development & GPA Consultant Fees)

SEWAGE TREATMENT - WATER REUSE FACILIT
Y
Sewage Treatment - Water
Reuse Facility
Phase 2 1,500,000 d
22,000,000 c
(Development Fees)
Phase 3 2,500,000 d
32,500,000 c
(Development Fees)
Clovis Sewage Treatment - Water Reuse Facility - Offsite Improvements 73205 Shepherd Pump Station 1,500,000 a
with Force Main 1,500,000 d
18,250,000 c
(Development Fees)
DeWolf Trunk Sewer 1,300,000 d
6,800,000 c
(Development Fees)
Sewer in DeWolf from Owen's Mountain to
Bullard. Needed to serve the Northwest.

Install sewer mains and laterals at various
locations.

Increase plant capacity from 2.84 MGD to

5.68 MGD.

Increase plant capacity from 5.68 MGD to

8.34 MGD.

Master planning for the conveyance of
wastewater and required facilities for new
General Plan update.

Pump Station located at Willow/Shepherd.

Force main in Shepherd from Willow to
DeWolf. Needed to serve the Northwest.

SEWER CAPITAL PROJECTS - DEVELOPER
a = acquisition, c = construction, d = design, f = development fees See glossary at the end of this section for an explanation of acronyms and abbreviations.

C28
472
AGENDA ITEM NO. 14.
92000 2022-23 2023-24 2024-25 2025-26 2026-27
ACCT PROJECT LOCATION or Later DESCRIPTION

SEWER CAPITAL PROJECTS - DEVELOPER

RECYCLED WATER SYSTEM IMPROVEMENTS
Pump Station No. 1 100,000 d
Shepherd/Dry Creek 450,000 c
(Development Fees)
73225 Pump Station No. 3 40,000 d
DeWolf/Owens Mountain 450,000 c
(Development Fees)
Recycled Water Mains
Shepherd Avenue 300,000 d
Willow to Temperance 3,000,000 c
Sunnyside Avenue 200,000 d
Shepherd to Marion Basin 1,800,000 c
State Route 168 300,000 d
Temperance to Shepherd 3,000,000 c

SEWER SYSTEM IMPROVEMENTS
72597 Pump Station E 385,000 c
Pump Addition
Wastewater Pump Station 100,000 d
Herndon/Clovis 266,000 c
(Development Fees)
Construct pump station to help serve the
northwest area.

Partial construction of pump station and
related connection to sewer main.

Construct pump station at DeWolf Avenue
and Owens Mountain Parkway.

Install master planned recycled water main
in Shepherd Avenue to serve the northwest
area. (Development Fees)
Install master planned recycled water main
in Sunnyside Avenue for basin discharge.
(Development Fees)
Install master planned recycled water main.
(Development Fees)
Install additional pump to keep up with
demand. (Development Fees)
a = acquisition, c = construction, d = design, f = development fees See glossary at the end of this section for an explanation of acronyms and abbreviations.

C29
473
AGENDA ITEM NO. 14.
92000 2022-23 2023-24 2024-25 2025-26 2026-27
ACCT PROJECT LOCATION or Later DESCRIPTION

SEWER CAPITAL PROJECTS - DEVELOPER
Sewer Mains
Nees Avenue 50,000 d
Dry Creek to Sunnyside 500,000 c
Sewer Mains
Heritage Avenue 15,000 d
E/O Temperance 180,000 c
Enterprise Avenue 15,000 d
W/O Locan 180,000 c

DEBT SERVICES
67201 Bond Handling Charges 178,000 50,000 50,000 50,000 50,000 Handling Charges. 67898
63390
2013 Wastewater Revenue Bonds
67750 Principal 615,000 645,000 675,000 1,500,000 4,980,000 Debt Service Principal. 67850 Interest 404,000 373,000 340,000 287,000 383,000 Debt Service Interest. 2015 Wastewater Revenue Bonds
67757 Principal 180,000 190,000 1,060,000 495,000 18,705,000 Debt Service Principal. 67857 Interest 866,000 856,000 825,000 788,000 4,520,000 Debt Service Interest.

Install new 8 inch PVC sewer main and
services.
(Reimbursement from property owners)
Install new 8 inch PVC sewer main and
services.
(Reimbursement from property owners)
Install 15 inch PVC sewer main per the
Master Plan.
a = acquisition, c = construction, d = design, f = development fees See glossary at the end of this section for an explanation of acronyms and abbreviations.

C30
474
AGENDA ITEM NO. 14.
92000 2022-23 2023-24 2024-25 2025-26 2026-27
ACCT PROJECT LOCATION or Later DESCRIPTION

SEWER CAPITAL PROJECTS - DEVELOPER
2017 Wastewater Revenue Bonds
67775 Principal 1,635,000 1,720,000 1,805,000 2,590,000 37,080,000 Debt Service Principal. 67875 Interest 2,201,000 2,117,000 2,029,000 1,919,000 14,205,000 Debt Service Interest.

TOTAL - SEWER CAPITAL
PROJECTS - DEVELOPER 7,014,000 7,526,000 6,859,000 8,254,000 176,744,000 a = acquisition, c = construction, d = design, f = development fees See glossary at the end of this section for an explanation of acronyms and abbreviations.

C31
475
AGENDA ITEM NO. 14.
93000 2022-23 2023-24 2024-25 2025-26 2026-27
ACCT PROJECT LOCATION or Later DESCRIPTION
75600 Park Property Acquisition 1,000,000 a 1,000,000 a 1,000,000 a 1,000,000 a 1,000,000 a (Development Fees)
75015 Misc. Park Improvements 120,000 c 100,000 c 100,000 c 100,000 c 100,000 c 63390

COMMUNITY PARKS
(15 acres or greater)
Sierra Bicentennial Park
Sunnyside and Sierra
Sports Field Area Modifications 25,000 d
160,000 c
(Contingent Upon Funding)
75019 Dog Park Improvements 78,000 c
(Park Bond Act Per Capita Grant Funded)
Letterman Park
75039 Dog Park Improvements 172,000 c
(Park Bond Act Per Capita Grant Funded)
Sierra and Temperance
Security Lighting, Landscaping 60,000 d
Irrigation, Hardscape, Structures 500,000 c

Acquire property for the future development
of City park sites and trails.

City participation in miscellaneous projects
and unforeseen expenses that are
development related.

Modification and improvement of existing
sports field per Master Plan.

Continued site grading and installation of
turf, trees, irrigation, security lighting,
hardscape and structures. (Contingent
upon Grant Funding and Community
Contributions)
Modification and improvement of existing
dog park.

Installation of a dog park on the existing
park site.

PARK IMPROVEMENTS

a = acquisition, c = construction, d = design, f = development fees See glossary at the end of this section for an explanation of acronyms and abbreviations.

C32
476
AGENDA ITEM NO. 14.
93000 2022-23 2023-24 2024-25 2025-26 2026-27
ACCT PROJECT LOCATION or Later DESCRIPTION

PARK IMPROVEMENTS
76071 Playlot Construct playlot with play equipment.
65,000 c (Development Fees)
Amphitheater 40,000 d
300,000 c
Regional Park
Northeast area
75065 Master Plan 25,000 d
(Development Fees)
Sports Complex 65,000 d
Located within Regional Park 1,250,000 a
1,000,000 c (Contingent upon Funding)

AREA PARKS
(3 to 20 acres)
Railroad Park
Peach and Alluvial
Workout Station 15,000 d Install a fitness workout station. 45,000 c (Contingent upon Funding)

BASIN PARKS
Basin 1E
Ashlan and Gould Canal
75122 Landscaping and Play Fields 40,000 d
450,000 c
Construct cover over stage. (Contingent
upon Grant Funding and FMFCD
Participation)
Construction of baseball and soccer
facilities, irrigation, trees, and turf.
(Development Fees and FMFCD
Participation)
Continue development of master plan for a
City of Clovis regional park site.

Develop facilities, including lighting, for
soccer fields and baseball diamonds.

a = acquisition, c = construction, d = design, f = development fees See glossary at the end of this section for an explanation of acronyms and abbreviations.

C33
477
AGENDA ITEM NO. 14.
93000 2022-23 2023-24 2024-25 2025-26 2026-27
ACCT PROJECT LOCATION or Later DESCRIPTION

PARK IMPROVEMENTS
Basin 1E
Ashlan and Gould Canal
75123 Recreation Facilities 17,000 d
114,000 c
75124 Restroom 15,000 d
125,000 c
75125 Field "Sports" Lighting 25,000 d
208,000 c
TRAILS
75591 Trail System Survey 20,000 d 20,000 d 20,000 d 20,000 d 20,000 d 75592 Trail Counter Display 50,000 c
Clovis Old Town Trail
71415 Restroom 40,000 d
200,000 c
Dry Creek Trail
Willow to Old Town Trail 83,000 d
455,000 a
828,000 c
Dry Creek Trail Lighting
Minnewawa to 25,000 d Install lighting along trail.

Cottonwood Park 215,000 c (Contingent upon Funding)
Bike and pedestrian survey and counting
data for Clovis trail system. (Measure C
Funded)
Complete unfinished portion of trail.
(Contingent Upon Grant Funding)
Construct sports lighting.(Contingent upon
Grant Funding)
Construct a handicap unisex restroom
adjacent to Fire Station 3 for trail users to
alleviate use of Station restrooms.
(Contingent upon Funding)
Construct restroom. (Contingent upon
Grant Funding)
Install recreation fields, parking lot ramps.
(Development Fees and FMFCD
Participation)
Install bike and pedestrian counting display
on the Clovis trail system. (Measure C
Funded)

a = acquisition, c = construction, d = design, f = development fees See glossary at the end of this section for an explanation of acronyms and abbreviations.

C34
478
AGENDA ITEM NO. 14.
93000 2022-23 2023-24 2024-25 2025-26 2026-27
ACCT PROJECT LOCATION or Later DESCRIPTION

PARK IMPROVEMENTS
Dry Creek/Enterprise Canal
Trail Connection 25,000 d
W/O Fowler 85,000 c
(Measure C Funded)
Enterprise Canal Trail 35,000 d
E/O Sunnyside 120,000 c
(Contingent upon Measure C Funding)
Gould Canal Trail
75581 Peach to Minnewawa 153,000 c
(Contingent Upon CDBG Funding)
75580 Fowler to DeWolf 250,000 a
(Development Fees)
Sierra Gateway
Regional Trail
Shepherd to DeWolf
75630 Phase II 20,000 d Install trail lighting.
750,000 c (Contingent upon Grant Funding)
SR168/Enterprise Canal
Pedestrian Bridge
74980 Phase II - Final Design 1,800,000 d
Phase III - Construction 250,000 a
21,000,000 c
TOTAL - PARKS 1,543,000 3,080,000 1,815,000 1,260,000 29,100,000 Construct pedestrian bridge over SR168
east of Temperance along the Enterprise
Canal Trail. (Contingent upon Funding)
Purchase property for the future
development of the Gould Canal Trail.

Construct connection between the two
existing trails west of Fowler.

Complete unfinished portion of the trail on
the bank of the canal. Contingent on an
agreement with Fresno Irrigation District.

Grading and surface improvements to the
canal bank to be used as a trail.

a = acquisition, c = construction, d = design, f = development fees See glossary at the end of this section for an explanation of acronyms and abbreviations.

C35
479
AGENDA ITEM NO. 14.
95000 2022-23 2023-24 2024-25 2025-26 2026-27
ACCT PROJECT LOCATION or Later DESCRIPTION

REIMBURSEMENTS
74010 Misc. Street Widening 250,000 c 250,000 c 250,000 c 250,000 c 250,000 c

PREVENTATIVE MAINTENANCE
74020 Slurry Seals and Pavement 40,000 d 40,000 d 40,000 d 40,000 d 40,000 d Rejuvenation 480,000 c 490,000 c 500,000 c 510,000 c 520,000 c 74561 Trail Pavement Maintenance 10,000 d 10,000 d 10,000 d 10,000 d 10,000 d 100,000 c 70,000 c 70,000 c 70,000 c 70,000 c
74971 Pavement Maintenance 10,000 d 10,000 d 10,000 d 10,000 d 10,000 d Crack Seal 50,000 c 50,000 c 50,000 c 50,000 c 50,000 c (HUTA Funded)

BRIDGE AND STREAM CROSSINGS
74529 Leonard/Enterprise Canal 1,800,000 c Replace and widen bridge section at Leonard and Enterprise Canal.
(HBRR Grant Funded)
74559 Bridge Maintenance Plan 5,000 d
City participation in miscellaneous projects
and provisions for unforeseen expenses.
(HUTA Funded)
Asphalt/sand slurry sealing and pavement
rejuvenation of various City streets.

Locations prioritized on a yearly basis using
Pavement Management System.
(Measure C Funded)
Establish Plan for Bridge Maintenance.
(HBRR Grant Funded)
Asphalt/sand slurry sealing and pavement
rejuvenation of the City Trails. Locations
prioritized on a yearly basis using Pavement
Management System.
(Measure C Funded)
Crack sealing of various city streets.

Locations prioritized on a yearly basis using
Pavement Management System.

STREET IMPROVEMENTS
a = acquisition, c = construction, d = design, f = development fees See glossary at the end of this section for an explanation of acronyms and abbreviations.

C36
480
AGENDA ITEM NO. 14.
95000 2022-23 2023-24 2024-25 2025-26 2026-27
ACCT PROJECT LOCATION or Later DESCRIPTION

STREET IMPROVEMENTS

RESEARCH AND TECHNOLOGY PARK
Phase 2 372,000 a
Alluvial e/o Armstrong 25,000 d
3,082,000 c

PEDESTRIAN / BICYCLE FACILITIES
74110 Bicycle and Pedestrian 57,000 c 57,000 c 57,000 c 57,000 c 57,000 c Facilities
74210 Misc. Concrete 10,000 d 10,000 d 10,000 d 10,000 d 10,000 d Improvements 100,000 c 100,000 c 100,000 c 100,000 c 100,000 c 74211 ADA Survey 50,000 d 50,000 d 50,000 d 50,000 d 50,000 d Citywide survey of City facilities located within the City's public right-of-way.
(HUTA Funded)
74886 Misc. Wheelchair Ramps 100,000 c 150,000 c 150,000 c 150,000 c 150,000 c Various Locations
74016 ADA Transit 15,000 d Improve existing bus stop locations to Various Locations 95,000 c meet ADA compliance.
(LCTOP Funded)
74201 Sidewalk Improvements 100,000 d
Sierra Vista School Neighborhood 897,000 c
Install wheelchair accessible (ADA) ramps
at various locations.
(CDBG & Measure C ADA Funding)
Curb, gutter, sidewalk improvements and
repairs at various locations. Includes ADA
compliance.
(HUTA Funded)
Construct pedestrian and bicycle facilities at
various locations.
(LTF Article 3 Funding)
Westerly extension of Phase 1
improvements along Alluvial Avenue,
including Armstrong Avenue.
(Street Fee Reimbursement)
Install sidewalk and access ramps on
neighborhood streets around Sierra Vista
school. (Contingent on ATP funding)
a = acquisition, c = construction, d = design, f = development fees See glossary at the end of this section for an explanation of acronyms and abbreviations.

C37
481
AGENDA ITEM NO. 14.
95000 2022-23 2023-24 2024-25 2025-26 2026-27
ACCT PROJECT LOCATION or Later DESCRIPTION

STREET IMPROVEMENTS

PEDESTRIAN / BICYCLE FACILITIES
Santa Ana Sidewalk Repair 15,000 d Replace sidewalk for ADA compliance Peach to Villa 75,000 c and accessibility concerns.
(Contingent on CDBG funding)
Villa Avenue Sidewalk Repair 20,000 d Replace sidewalk for ADA compliance Gettysburg to Santa Ana 90,000 c and accessibility concerns. (Contingent on CDBG funding)

LANDSCAPING IMPROVEMENTS
74023 LMD Landscape Improvements
Sunnyside - Fwy. 168 to Alluvial 5,000 d
Alluvial - Clovis to Sunnyside 75,000 c
74866 Landscape Maintenance District - Area 2
Fowler Landscaping 19,000 d
Gettysburg to Ashlan 188,000 c
74024 Shaw Avenue Improvements
Willow - Clovis 25,000 d
115,000 c
74564 LMD - Benefit Zone 1 & 3
Clovis Center Median 5,000 d Remove and replace existing landscape Sierra to Herndon 75,000 c and irrigation. (LMD Reserves) Evaluate existing landscaping, design and
install new landscaping and irrigation.
(General Government Services Fund and
LMD Reserves)
Modify soil and re-landscape to improve the
current median and outside travel lane
areas.
(LMD Funded)
Modify soil and re-landscape to improve the
current median and outside travel lane
areas.
(LMD Funded)
a = acquisition, c = construction, d = design, f = development fees See glossary at the end of this section for an explanation of acronyms and abbreviations.

C38
482
AGENDA ITEM NO. 14.
95000 2022-23 2023-24 2024-25 2025-26 2026-27
ACCT PROJECT LOCATION or Later DESCRIPTION

STREET IMPROVEMENTS

TRAFFIC SIGNAL/INTERSECTION IMPROVEMENTS
74585 Armstrong/Nees
Traffic Signal 1,300,000 c
74584 Shepherd/Peach
Traffic Signal 560,000 c
Sunnyside /Nees 120,000 d
Traffic Signal 50,000 a
1,270,000 c
74767 DeWolf/Owens Mountain 125,000 d
Roundabout 50,000 a
1,560,000 c
74595 Shepherd Signal Interconnect
Peach to DeWolf 1,300,000 c
74687 Shaw & Herndon 65,000 d
Adaptive Signalization 738,000 c
Willow to Clovis
74218 Shaw 60,000 d
Adaptive Signalization 545,000 c
Cole to DeWolf
74185 Herndon 60,000 d
Adaptive Signalization 530,000 c
Clovis to Locan
Install traffic signal.
(CMAQ Grant Funded)
Install traffic signal.
(CMAQ Grant Funded)
Install traffic signal.
(Contingent on CMAQ funding)
Install roundabout at the intersection.
(Contingent on CMAQ funding)
Install signal interconnect in Shepherd.
(CMAQ Funded)
Install adaptive signalization in Shaw from
Willow to Clovis and Herndon from Helm to
DeWitt. (Contingent on HSIP funding)
Install adaptive signalization in Shaw from
Cole to DeWolf.
(Contingent on CMAQ funding)
Install adaptive signalization in Herndon
from Clovis to Locan.
(Contingent on CMAQ funding)
a = acquisition, c = construction, d = design, f = development fees See glossary at the end of this section for an explanation of acronyms and abbreviations.

C39
483
AGENDA ITEM NO. 14.
95000 2022-23 2023-24 2024-25 2025-26 2026-27
ACCT PROJECT LOCATION or Later DESCRIPTION

STREET IMPROVEMENTS

RECONSTRUCTION AND WIDENING PROJECTS
74215 Miscellaneous Repairs 125,000 c 125,000 c 125,000 c 125,000 c 125,000 c (HUTA Funded)
Alley Improvements
74936 Alley - Jefferson to Brookside 30,000 d Alley reconstruction at three locations.

Brookhaven/Rosebrook 170,000 c (Contingent on CDBG Funding) Alley - Jefferson to Brookside 30,000 d Alley reconstruction at three locations.

Brookfield/Cole 170,000 c (Contingent on CDBG Funding)
Alley - Jefferson to Estabrook 25,000 d Alley reconstruction at three locations.

Beverly/San Jose 125,000 c (Contingent on CDBG Funding) Armstrong Avenue Improvements
Ashlan to Gould Canal 25,000 d
150,000 c
74692 Bullard to Sierra 70,000 d
1,100,000 c
Shaw to Gettysburg 65,000 d
565,000 c
Shaw to Barstow 70,000 d
1,050,000 c
Herndon to Alluvial 60,000 d
350,000 c
Reconstruct/overlay street.
(Contingent upon Funding)
Overlay street.
(Contingent upon SB1 Funding)
Reconstruct/overlay street.
(Contingent upon HUTA Funding)
Perform miscellaneous repairs at various
locations.

Overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(SB1 Funded)
a = acquisition, c = construction, d = design, f = development fees See glossary at the end of this section for an explanation of acronyms and abbreviations.

C40
484
AGENDA ITEM NO. 14.
95000 2022-23 2023-24 2024-25 2025-26 2026-27
ACCT PROJECT LOCATION or Later DESCRIPTION

STREET IMPROVEMENTS
74691 Alluvial to Nees
480,000 c
Ashlan Avenue Improvements
74554 Willow to Peach 125,000 d
1,365,000 c
Temperance to Locan 70,000 d
720,000 c
74569 DeWolf to Locan
900,000 c
Barstow Avenue Improvements
Fowler to Armstrong 35,000 d
310,000 c
74991 Villa to Minnewawa
570,000 c
74301 Sunnyside to Fowler 70,000 d
1,050,000 c
Clovis to Sunnyside 70,000 d
1,250,000 c
Willow to Villa 70,000 d
1,400,000 c
Overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(SB1 Funded)
Overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(Measure C Funded)
Reconstruct/overlay street.
(SB1 Funded)
Reconstruct/overlay street.
(Contingent upon Measure C Funding)
Reconstruct/overlay street.
(Contingent upon SB1 Funding)
Reconstruct/overlay street.
(SB1 Funded)
a = acquisition, c = construction, d = design, f = development fees See glossary at the end of this section for an explanation of acronyms and abbreviations.

C41
485
AGENDA ITEM NO. 14.
95000 2022-23 2023-24 2024-25 2025-26 2026-27
ACCT PROJECT LOCATION or Later DESCRIPTION

STREET IMPROVEMENTS
Bullard Avenue Improvements
74071 Villa to Minnewawa 70,000 d
600,000 c
74151 Minnewawa to DeWitt
250,000 c
Clovis Avenue Improvements
74596 Shepherd to Teague
900,000 c
Sierra to Fifth 35,000 d
250,000 c
DeWolf Avenue Improvements
Bullard to Barstow 35,000 d
200,000 c
Fifth Street Improvements
Woodworth to Clovis 25,000 d
120,000 c
Fowler Avenue Improvements
74997 Alluvial to Nees
1,300,000 c
74992 Ashlan to City Limits
675,000 c
Overlay street.
(Contingent upon Funding)
Restripe and modify the connection and
transition of Bullard to Fifth Street.
(Contingent upon Funding)
Overlay street.
(SB1 Funded)
Reconstruct/overlay street.
(SB1 Funded)
Overlay street.
(Contingent upon HUTA Funding)
Reconstruct/overlay street.
(STBG Grant Funded)
Overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(STBG Grant Funded)
a = acquisition, c = construction, d = design, f = development fees See glossary at the end of this section for an explanation of acronyms and abbreviations.

C42
486
AGENDA ITEM NO. 14.
95000 2022-23 2023-24 2024-25 2025-26 2026-27
ACCT PROJECT LOCATION or Later DESCRIPTION

STREET IMPROVEMENTS
Alluvial to Herndon 35,000 d
320,000 c
Gettysburg Avenue Improvements
Temperance to Armstrong 60,000 d
570,000 c
74977 Sierra Vista Pkwy to Clovis
1,050,000 c
Herndon Avenue Improvements
Armstrong to Temperance 55,000 d
490,000 c
74186 Fowler to Armstrong 70,000 d
1,750,000 c
Villa to Clovis 65,000 d
726,000 c
Locan Avenue Improvements
Bullard to Barstow 30,000 d
335,000 c
Shaw to Barstow 30,000 d
320,000 c
Reconstruct/overlay street.
(Contingent upon Funding)
Overlay street.
(Contingent upon Funding)
Overlay street.
(Contingent upon Funding)
Overlay street.
(Contingent upon SB1 Funding)
Reconstruct/overlay street.
(Measure C Funded)
Overlay street.
(Contingent upon Funding)
Overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(SB1 Funded)
a = acquisition, c = construction, d = design, f = development fees See glossary at the end of this section for an explanation of acronyms and abbreviations.

C43
487
AGENDA ITEM NO. 14.
95000 2022-23 2023-24 2024-25 2025-26 2026-27
ACCT PROJECT LOCATION or Later DESCRIPTION

STREET IMPROVEMENTS
Minnewawa Avenue Improvements
74059 Alluvial to Herndon
1,900,000 c
South of Herndon 15,000 d
42,000 c
Nees to Teague 70,000 d
840,000 c
Barstow to Bullard 60,000 d
565,000 c
Gettysburg to Ashlan 35,000 d
200,000 c
Nees Avenue Improvements
74509 Temperance to Locan 120,000 d
500,000 a
1,750,000 c
74427 Clovis to Sunnyside 70,000 d
350,000 c
Peach Avenue Improvements
Shepherd to Teague 45,000 d
440,000 c
Teague to Nees 35,000 d
290,000 c
Street Widening.
(Contingent upon Funding)
Reconstruct/overlay street.
(Contingent upon Measure C Funding)
Reconstruct/overlay street.
(Contingent upon Funding)
Reconstruct and Widening.
(RSTP Grant Funded)
Overlay street.
(Contingent upon Funding)
Overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(Contingent upon Funding)
Reconstruct street.
(Contingent upon Funding)
Reconstruct/overlay street.
(Contingent upon Funding)
a = acquisition, c = construction, d = design, f = development fees See glossary at the end of this section for an explanation of acronyms and abbreviations.

C44
488
AGENDA ITEM NO. 14.
95000 2022-23 2023-24 2024-25 2025-26 2026-27
ACCT PROJECT LOCATION or Later DESCRIPTION

STREET IMPROVEMENTS
Gettysburg to Ashlan 70,000 d
964,000 c
74729 Ashlan to Dakota 55,000 d
515,000 c
Pollasky Avenue Improvements
Third to Sierra 25,000 d
210,000 c
Shaw Avenue Improvements
74844 Armstrong to Temperance
1,400,000 c
Temperance to Locan 45,000 d
440,000 c
Peach to Villa 35,000 d
200,000 c
Sierra Avenue Improvements
74993 Willow to Peach
340,000 c
Villa to Clovis 75,000 d
1,050,000 c
Sunnyside Avenue Improvements
Nees to Alluvial 70,000 d
935,000 c
Reconstruct/overlay street.
(Contingent upon SB1 Funding)
Reconstruct/overlay street.
(Contingent upon Funding)
Overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(Contingent upon Funding)
Overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(STBG Grant Funded)
Reconstruct/overlay street.
(Contingent upon Measure C Funding)
Overlay street.
(Contingent upon Funding)
Overlay street.
(Measure C Funded)
a = acquisition, c = construction, d = design, f = development fees See glossary at the end of this section for an explanation of acronyms and abbreviations.

C45
489
AGENDA ITEM NO. 14.
95000 2022-23 2023-24 2024-25 2025-26 2026-27
ACCT PROJECT LOCATION or Later DESCRIPTION

STREET IMPROVEMENTS
74994 Fifth to Barstow
1,300,000 c
74966 Third to Fifth
570,000 c
74514 Barstow to Shaw 70,000 d
1,020,000 c
Teague Avenue Improvements
Willow to Peach 70,000 d
1,078,000 c
Minnewawa to Clovis 35,000 d
305,000 c
Temperance Avenue Improvements
74512 Herndon to SR168 70,000 d
800,000 c
Bullard to Barstow 40,000 d
320,000 c
Alluvial to Herndon 60,000 d
535,000 c
Third Street Improvements
74286 Clovis to Tollhouse 70,000 d
1,200,000 c
Reconstruct/overlay street.
(Contingent upon SB1 Funding)
Street Widening.
(Measure C Funded)
Reconstruct/overlay street.
(Contingent upon SB1 Funding)
Overlay street.
(Contingent upon Funding)
Replace curb & gutter. Coordinate with
installation of water main.
(Contingent upon SB1 Funding)
Reconstruct/overlay street.
(Contingent upon Funding)
Reconstruct street.
(Measure C Funded)
Overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(Contingent upon STBG Funding)
a = acquisition, c = construction, d = design, f = development fees See glossary at the end of this section for an explanation of acronyms and abbreviations.

C46
490
AGENDA ITEM NO. 14.
95000 2022-23 2023-24 2024-25 2025-26 2026-27
ACCT PROJECT LOCATION or Later DESCRIPTION

STREET IMPROVEMENTS
Tollhouse Improvements
Herndon to Temperance 25,000 d
150,000 c
Fowler to Armstrong 35,000 d
260,000 c
Sunnyside to Fowler 35,000 d
375,000 c
Villa Avenue Improvements
Gettysburg to Swift 25,000 d
170,000 c
Willow Avenue Improvements
Sierra to Herndon 35,000 d
270,000 c
74514 Shaw to Barstow 70,000 d
880,000 c
Sierra to Bullard 35,000 d
170,000 c
Bullard to Barstow 35,000 d
185,000 c
Overlay street.
(Contingent upon HUTA Funding)
Overlay street.
(Contingent upon Funding)
Overlay street.
(Contingent upon HUTA Funding)
Overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(Contingent upon STBG Funding)
Overlay street.
(Contingent upon Funding)
Overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(Contingent upon Funding)
a = acquisition, c = construction, d = design, f = development fees See glossary at the end of this section for an explanation of acronyms and abbreviations.

C47
491
AGENDA ITEM NO. 14.
95000 2022-23 2023-24 2024-25 2025-26 2026-27
ACCT PROJECT LOCATION or Later DESCRIPTION

STREET IMPROVEMENTS
Local Streets
74995 Local Street Improvements 50,000 d 50,000 d 50,000 d 50,000 d 50,000 d Various Streets 800,000 c 800,000 c 800,000 c 800,000 c 800,000 c Cape Seal Program
Rehabilitation Program
74567 ADA Ramps for Local Street 25,000 d 25,000 d 25,000 d 25,000 d 25,000 d Improvements 300,000 c 300,000 c 300,000 c 300,000 c 300,000 c

TOTAL - STREET
IMPROVEMENTS 17,832,000 14,989,000 8,425,000 13,685,000 20,425,000 Improve access ramps at the same
locations as the local street Improvement
project to satisfy ADA requirements.

Overlay various streets in local
neighborhoods as programmed through the
Pavement Management System (PMS) - per
separate document.
a = acquisition, c = construction, d = design, f = development fees See glossary at the end of this section for an explanation of acronyms and abbreviations.

C48
492
AGENDA ITEM NO. 14.
96000 2022-23 2023-24 2024-25 2025-26 2026-27
ACCT PROJECT LOCATION or Later DESCRIPTION
76010 Various Water Main 25,000 25,000 25,000 25,000 25,000 Replacement

WATER MAINS
Clovis Avenue 30,000 d
Gettysburg to Donner 85,000 c
76509 Sierra Avenue
DeWitt to SR168 140,000 c
Tarpey Service Area 30,000 d
Meter & Redundancy 130,000 c

SURFACE WATER SUPPLY
Rotary Park
Pump, Motor, Electrical and 25,000 d
Piping 225,000 c
76615 Railroad Park (Peach/Alluvial)
Pump, Motor, Electrical and 30,000 d
Piping 350,000 c
Cottonwood Park & Dry
Creek Trail
Pump, Motor, Electrical and 25,000 d
Piping 225,000 c
Extend purple piping from Cottonwood to
Peach/Alluvial Park.

Replace water mains within the City that
need to be upsized, relocated, or replaced.

Install pump, motor, electrical facilities and
purple piping to provide surface water for
park irrigation from Dry Creek.

Replace 12 inch main in the current
alignment.

Install new meter and additional water
mains for redundancy.

Install pump, motor, electrical facilities and
purple piping to provide surface water for
irrigation from Basin 7C at Alluvial and
Clovis Avenues.

Install 12 inch main in accordance with the
Water Master Plan.

WATER CAPITAL PROJECTS - ENTERPRISE FUND
a = acquisition, c = construction, d = design, f = development fees See glossary at the end of this section for an explanation of acronyms and abbreviations.

C49
493
AGENDA ITEM NO. 14.
96000 2022-23 2023-24 2024-25 2025-26 2026-27
ACCT PROJECT LOCATION or Later DESCRIPTION

WATER CAPITAL PROJECTS - ENTERPRISE FUND

SURFACE WATER TREATMENT PLANT IMPROVEMENTS
77528 SWTP Pretreatment 6,500,000 c
77531 SWTP Process Addition 1,650,000 c

WELL SITE IMPROVEMENTS
77572 Well 14 - Peach n/o Sierra 45,000 d
GAC 550,000 c
Well Panel Upgrades Upgrade electrical panels at well sites due 77516 Wells 8A, 23, 25 40,000 d
660,000 c
77459 Well 31 - Ashlan/Leonard 45,000 d
Treatment 1,000,000 c
77761 Well 40 - Fowler/Gettysburg 45,000 d
Treatment 1,000,000 c

WELL REPLACEMENT
77650 Well 6 Replacement `
Willow/Barstow Avenues
Drill and Develop 50,000 a
25,000 d Acquire property, drill and develop well.
400,000 c
Upgrade electrical panels at well sites due
to deterioration of well functionality.

Install GAC facilities.
(DBCP Settlement Fund)
Add ozone treatment process to minimize
the positive bacteria and alleviate taste and
odor concerns.

Install facilities for Iron and Manganese
treatment.

Install facilities for Iron and Manganese
treatment.

Add pretreatment to existing facilities to
maximize surface water allocation during
winter months.
a = acquisition, c = construction, d = design, f = development fees See glossary at the end of this section for an explanation of acronyms and abbreviations.

C50
494
AGENDA ITEM NO. 14.
96000 2022-23 2023-24 2024-25 2025-26 2026-27
ACCT PROJECT LOCATION or Later DESCRIPTION

WATER CAPITAL PROJECTS - ENTERPRISE FUND
Pump and Motor 25,000 d Install pump and motor.
500,000 c
Chlorination Facilities 15,000 d Install chlorination facilities. 155,000 c
Well 35 - DeWitt/Santa Ana
77600 Pump and Motor
600,000 c
77600 Chlorination Install chlorination facilities.
155,000 c
Well 35 - DeWitt/Santa Ana
77600 Auxiliary Power 20,000 d Install auxiliary power. 123,000 c
Well T9
Gettysburg/Minnewawa
Drill and Develop 50,000 a
45,000 d Acquire property, drill and develop well.
450,000 c
Pump and Motor 25,000 d Install pump and motor.
500,000 c
Chlorination Facilities 15,000 d Install chlorination facilities. 155,000 c
Various Well Replacement 45,000 d
730,000 c

TOTAL - WATER CAPITAL
PROJECTS - ENTERPRISE 870,000 4,970,000 8,040,000 1,338,000 1,820,000 Replacement of various wells within the City
to maintain water production.

Install pump and motor, water main and site
improvements.
a = acquisition, c = construction, d = design, f = development fees See glossary at the end of this section for an explanation of acronyms and abbreviations.

C51
495
AGENDA ITEM NO. 14.
97000 2022-23 2023-24 2024-25 2025-26 2026-27
ACCT PROJECT LOCATION or Later DESCRIPTION

EXTENSIONS
76010 Miscellaneous Extensions 50,000 50,000 50,000 50,000 50,000 76184 Nees Tie-In
Clovis to 500' East 50,000 c

MASTER PLANNING
Water Conveyance System
77091 Master Plan 25,000 d 25,000 25,000 25,000 25,000

WATER MAINS
Barstow Avenue 8,000 d
Peach to Minnewawa 125,000 c
76635 Villa Avenue 7,500 d
Barstow to Ninth 75,000 c
Heritage Avenue 15,000 d
E/O Temperance 160,000 c
Enterprise Avenue 15,000 d
W/O Locan 160,000 c
Saginaw Avenue 15,000 d
W/O DeWolf 159,000 c
Install water mains and services at various
locations.

Connect existing 12 inch water main in
Nees and install fire hydrant, check valve
and air release valves.

Install 8 inch water main and services.
(Reimbursement from property owners)
Install 8 inch water main and services.
(Reimbursement from property owners)
Install 8 inch water main and services.
(Reimbursement from property owners)
Upgrade to 12 inch main including valves in
accordance with the Water Master Plan.

Master planning for the conveyance of
potable water and required facilities for new
General Plan update.
(Development & GPA Consultant Fees)
Install 12 inch main in accordance with the
Water Master Plan.

WATER CAPITAL PROJECTS - DEVELOPER
a = acquisition, c = construction, d = design, f = development fees.

See glossary at the end of this section for an explanation of acronyms and abbreviations.

C52
496
AGENDA ITEM NO. 14.
97000 2022-23 2023-24 2024-25 2025-26 2026-27
ACCT PROJECT LOCATION or Later DESCRIPTION

WATER CAPITAL PROJECTS - DEVELOPER
Raw Water Main 700,000 d
Southeast SWTP to the 14,300,000 c
Northeast SWTP

WATER STORAGE FACILITIES
2013 Water Revenue Bond Debt Service
67751 Principal 2,265,000 2,385,000 2,500,000 2,620,000 5,630,000 Debt Service Principal. 67201 Bond Handling Charges 30,000 10,000 10,000 10,000 10,000 Handling Charges. 67851 Interest & Handling Charges 749,000 636,000 516,000 391,000 382,000 Debt Service Interest.

Water Storage Reservoir #2 25,000 d
Villa n/o Barstow 450,000 c
Water Storage Reservoir #7 1,000,000 d
Northeast SWTP 20,000,000 c
Water Storage Reservoir #8 2,000,000 a
Friant-Kern Canal 1,000,000 d
8,000,000 c
78045 Water Storage Reservoir #9
Near Peach & Perrin 1,400,000 d
17,000,000 c
78050 Water Storage Reservoir #10 800,000 d
Near Willow/Perrin 10,000,000 c
Acquire property and construct a 7 million
gallon water storage tank in the northwest
village area.

Install 42 inch raw water main between the
treatment plants.

Acquire property and construct a 3 million
gallon water storage tank by the Friant-
Kern Canal.

Construct a 3.5 million gallon water storage
tank in the northwest village area.

Install a 500 GPM pump station to boost
water pressure during peak hour demands.

Install 18 inch water main in Villa to Bullard
Avenue per Water Master Plan.

Construct a 7 million gallon water storage
tank at the Northeast SWTP.
a = acquisition, c = construction, d = design, f = development fees.

See glossary at the end of this section for an explanation of acronyms and abbreviations.

C53
497
AGENDA ITEM NO. 14.
97000 2022-23 2023-24 2024-25 2025-26 2026-27
ACCT PROJECT LOCATION or Later DESCRIPTION

WATER CAPITAL PROJECTS - DEVELOPER
77725 Water Development 1,500,000 1,500,000 1,500,000 1,500,000 24,000,000

WATER STORAGE FACILITIES
Recharge Basin 8,000,000 a
Northwest Area 500,000 d
4,500,000 c
Recharge Basin 300,000 d
California State University Fresno Property 1,200,000 c

SURFACE WATER TREATMENT PLANT IMPROVEMENTS
77531 Southeast-SWTP Process Addition 550,000 c
77529 Southeast-SWTP Expansion
66,000,000 c
Southeast-SWTP Pump Station
6,000,000 c
77532 Water Storage Reservoir #6
Additional Reservoir at SE-SWTP 10,360,000 c
77536 Northeast SWTP 2,500,000 d
60,000,000 c
Secure water to serve areas within the City
of Clovis General Plan.

Add ozone treatment process to minimize
the positive bacteria and alleviate taste and
odor concerns.

Acquire property and construct a 40 acre
recharge basin in the Northwest area.

Construct a 40 acre recharge basin on
existing California State University Fresno
property.

Install a 42,000 gpm Pump Station at the
Southeast SWTP.

Expand capacity of plant from 22.5 MGD to
45 MGD. Project needs to be established
in the Urban Water Management Plan.

Construct a 20 MGD surface water
treatment plant in the northeast area of the
city sphere. Per the City Water Master
Plan.

Install an additional 3.5 million gallon water
storage tank at the treatment plant.
a = acquisition, c = construction, d = design, f = development fees.

See glossary at the end of this section for an explanation of acronyms and abbreviations.

C54
498
AGENDA ITEM NO. 14.
97000 2022-23 2023-24 2024-25 2025-26 2026-27
ACCT PROJECT LOCATION or Later DESCRIPTION

WATER CAPITAL PROJECTS - DEVELOPER
Northeast SWTP Pump Station
3,300,000 c

WELL IMPROVEMENTS
77605 Landscape Improvements 125,000 c
Well 29, 31, 36, 38, 42 and
Reservoir 4
77670 Well 36 - Nees E/O Willow 75,000 c Install auxiliary power.

Auxiliary Power
77680 Well 39 - Willow/Magill
Pump and Motor 35,000 d
450,000 c
Chlorination 15,000 d Install chlorination facilities.
155,000 c
Well 44 - Willow/Shepherd
Drill and Develop 200,000 a Drill and develop well.
35,000 d
450,000 c
Pump and Motor 25,000 d
500,000 c
Chlorination 15,000 d Install chlorination facilities.
155,000 c
Auxiliary Power 20,000 d Install auxiliary power.
123,000 c
Install water service, backflow devices,
irrigation valves and landscaping at
Reservoir 4, Well 29, 31, 36, 38 and 42.

Install pump and motor, water main and site
improvements.

Install pump and motor, water main and site
improvements.

Install a 22,000 gpm Pump Station at the
Northeast SWTP.
a = acquisition, c = construction, d = design, f = development fees.

See glossary at the end of this section for an explanation of acronyms and abbreviations.

C55
499
AGENDA ITEM NO. 14.
97000 2022-23 2023-24 2024-25 2025-26 2026-27
ACCT PROJECT LOCATION or Later DESCRIPTION

WATER CAPITAL PROJECTS - DEVELOPER

WELL IMPROVEMENTS
77600 Well 45 - Willow/Perrin
Drill and Develop 350,000 a Drill and develop well.
35,000 d
700,000 c
77600 Pump and Motor 25,000 d
500,000 c
Chlorination Facilities 15,000 d Install chlorination facilities. 155,000 c
Auxiliary Power 20,000 d Install auxiliary power.
123,000 c
Well 46 - Willow/Behymer 150,000 a
Well & Site Development 150,000 d
1,850,000 c
Well 47 - Willow/International 150,000 a
Well & Site Development 150,000 d
1,850,000 c
Southeast Area Well 150,000 a
Well & Site Development 150,000 d
1,850,000 c
Well at Armstrong/SR 168 150,000 a
Well & Site Development 150,000 d
1,850,000 c
Complete well development including Drill,
site development, pump & motor,
chlorination facilities, & auxiliary power.

Complete well development including Drill,
site development, pump & motor,
chlorination facilities, & auxiliary power.

Complete well development including Drill,
site development, pump & motor,
chlorination facilities, & auxiliary power.

Complete well development including Drill,
site development, pump & motor,
chlorination facilities, & auxiliary power.

Install pump and motor, water main and site
improvements.
a = acquisition, c = construction, d = design, f = development fees.

See glossary at the end of this section for an explanation of acronyms and abbreviations.

C56
500
AGENDA ITEM NO. 14.
97000 2022-23 2023-24 2024-25 2025-26 2026-27
ACCT PROJECT LOCATION or Later DESCRIPTION

WATER CAPITAL PROJECTS - DEVELOPER
77090 Various Well Site Development

1. Test Hole 20,000 d 15,000 d 15,000 d 15,000 d 20,000 d Drill test hole. 40,000 c 35,000 c 35,000 c 35,000 c 45,000 c

2. Land Banking 130,000 a Land acquisition of acceptable sites.

3. Well Construction 20,000 d Construct well.
500,000 c

4. Construct Chlorination 13,500 d Construct chlorination unit and building.

Facilities 60,000 c

5. Auxiliary Power 16,000 d Install generator.
123,000 c

TOTAL - WATER CAPITAL
PROJECTS - DEVELOPER 6,499,000 16,266,000 20,956,000 6,036,000 253,475,000 a = acquisition, c = construction, d = design, f = development fees.

See glossary at the end of this section for an explanation of acronyms and abbreviations.

C57
501
AGENDA ITEM NO. 14.
99500 2022-23 2023-24 2024-25 2025-26 2026-27
ACCT PROJECT LOCATION or Later DESCRIPTION
81130 Clovis Landfill 150,000 c
Corrective Action Program
81180 Landfill Wireless Link 5,000 d
20,000 c
81120 Landfill Site Acquisition 20,000 a
Landfill Access Road 10,000 d
Pave Bridge Access Road 65,000 c
81211 Landfill Solar Install solar panels on landfill buffer area. (Refuse Enterprise Fund)
Landfill Security System 15,000 d
Install Chain Link Fence, Interior 185,000 c
Lighting and Video
81212 Landfill Flare
1,000,000 c
(Refuse Enterprise Fund)
Construction of monitoring equipment,
evaluation of groundwater extraction
pumps, gas extraction pumps, and water
filtration system.
(Refuse Enterprise Fund)
Purchase remnant parcel to avoid private
development in close proximity to vicinity of
landfill.
(Refuse Enterprise Fund)
Install wireless communication from City
network capable of receiving/transmitting
phone, fax and internet services.
(Refuse Enterprise Fund)
Pave access road with asphalt concrete
from bridge approach to landfill property
line.
(Refuse Enterprise Fund)
Install chain link fence, interior lighting and
video to prevent unauthorized entry and
protect equipment and facilities from
vandalism.
(Refuse Enterprise Fund)
Modify existing flare onsite to meet new
requirements by San Joaquin Valley Air
Pollution Control District.

COMMUNITY SANITATION IMPROVEMENTS - ENTERPRISE FUND
a = acquisition, c = construction, d = design, f = development fees.

See glossary at the end of this section for an explanation of acronyms and abbreviations.

C58
502
AGENDA ITEM NO. 14.
99500 2022-23 2023-24 2024-25 2025-26 2026-27
ACCT PROJECT LOCATION or Later DESCRIPTION

COMMUNITY SANITATION IMPROVEMENTS - ENTERPRISE FUND
81205 Landfill Transfer Station Acquire land and build green waste Green Waste 50,000 d transfer station.
250,000 c (Refuse Enterprise Fund)
81200 Villa Corporation Yard 5,000 d
Master Plan 80,000 c
81147 Clovis Landfill Liner
Liner System (Stage II) 300,000 d
5,000,000 c
Liner System (Stage III) 100,000 d
1,000,000 c
Clovis Landfill Closure 300,000 d
7,200,000 c
Clovis Landfill Post Closure 3,000,000 c
TOTAL - REFUSE 1,000,000 0 75,000 300,000 17,380,000
30-year post closure monitoring and
maintenance. Estimate post closure to
occur in 2050.
(Landfill Closure/Post Closure Reserve)
Place impermeable cover over entire
landfill, complete drainage system, and
install gas vents. Estimate closure to occur
in 2050.
(Landfill Closure/Post Closure Reserve)
Landfill expansion as needed for City
growth. Expansion estimated to occur in
2025 - 2026.
(Refuse Enterprise Funds)
Landfill expansion as needed for City
growth. Expansion estimated to occur in
2043 - 2044.
(Refuse Enterprise Funds)
Develop short and long range Master Plans
for the ongoing use of the corporation yard
and make grading and drainage
improvements.
(Refuse Enterprise Fund)
a = acquisition, c = construction, d = design, f = development fees.

See glossary at the end of this section for an explanation of acronyms and abbreviations.

C59
503
AGENDA ITEM NO. 14.
42750/49210 2022-23 2023-24 2024-25 2025-26 2026-27
ACCT PROJECT LOCATION or Later DESCRIPTION
80100 Home Repair Loans/Grants 5,000,000 80,000 80,000 80,000 80,000 80101 First Time Home Buyer 1,000,000 c 100,000 100,000 100,000 100,000 Loans
80105 Home Improvement 135,000 c 150,000 150,000 150,000 150,000 Grants
80170 Affordable Housing 1,500,000 c 150,000 150,000 150,000 150,000 Project

TOTAL - HOUSING AND
COMMUNITY DEVELOPMENT 7,635,000 480,000 480,000 480,000 480,000 Agency participation in the repair and
rehabilitation of affordable housing.

Replace substandard mobile homes for low
income senior citizens in the mobile home
parks. (CalHome)
Home improvement and repair grants.
(CDBG)
Gap financing for development of
affordable housing. (Housing Successor
Funding/ PLHA Funding)
Assist low to moderate income families with
first home purchase.
(HOME Grant)

HOUSING & COMMUNITY DEVELOPMENT
a = acquisition, c = construction, d = design, f = development fees.

See glossary at the end of this section for an explanation of acronyms and abbreviations.

C60
504
AGENDA ITEM NO. 14.

C61


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505
AGENDA ITEM NO. 14.

C62

COMMUNITY INVESTMENT PROGRAM

GLOSSARY OF TERMS, ACRONYMS, & ABBREVIATIONS

a Property Acquisition

c Construction

d Design

f Development Fees

s Construction Supervision

u Underground Service Alert

N/O or n/o North of

S/O or s/o South of

E/O or e/o East of

W/O or w/o West of

ADA Americans with Disabilities Act. A federal act
requiring accessibility for the disabled to all facilities.

ATP Active Transportation Plan

BTA Bicycle Transportation Account

CalFire California Department of Forestry and Fire Protection

CalHome A program to enable low and very low-income
households to become or remain homeowners.

CDBG Community Development Block Grant. A source of
federal funding for improvements in low income or
blighted areas.

CIP Community Investment Program
CHIP Clovis Housing Improvement Program

CMAQ Congestion Mitigation and Air Quality Program. A federal source of funding under "SAFETEA-LU" for
projects that reduce air pollution emissions caused by
transportation activities through increased efficiency
of transportation systems.

CUSD Clovis Unified School District

DBCP Dibromochloropropane Pesticide used in the past by farmers for Nematodes. Has now been found in the
groundwater.

FID Fresno Irrigation District

FMFCD Fresno Metropolitan Flood Control District

GAC Granular Activated Carbon. Large (20,000 gallon ±) vessels filled with Granular Activated Carbon for
removal of DBCP.

GPA General Plan Amendment

GPM Gallons per Minute

Hardscape Landscaping such as patios, sidewalks, and paths.

HSIP Highway Safety Improvement Program

HBRR Highway Bridge Rehabilitation and Repair. A federal funding source for repair and replacement of bridges.

HOPE Housing Opportunities through Education

HOME Federal block grant to state and local governments designed to create affordable housing for low-income
households.

HUTA Highway Users Tax Account (2010)
506
AGENDA ITEM NO. 14.

COMMUNITY INVESTMENT PROGRAM
GLOSSARY OF TERMS, ACRONYMS, & ABBREVIATIONS, CONT.

C63

LCTOP Low Carbon Transit Operations Program. A state
source of funding under Senate Bill 862 to provide
operating and capital assistance for transit agencies.

LMD Landscape Maintenance District

LTF Local Transportation Fund. A state funding source for street and transit projects- Article 3 is for bicycle and pedestrian facilities, Article 8 is for street construction.

Measure C In 2007, Fresno County voters passed a half-cent sales tax extension for twenty years to improve the
County’s and all cities within the County’s overall
transportation systems.

MGD Million Gallons per Day

NFPA National Fire Protection Association

PCI Pavement Condition Index

PD Police Department

PDS Planning and Development Services Department

PLHA Permanent Local Housing Allocation

PMS Pavement Management System. A computer-based
pavement management and inventory system, which
helps staff, identify street project priorities.

PVC Polyvinyl Chloride. A pipe material used for sewer and water main construction.

RDA Redevelopment Agency

R&T Park Research and Technology Park

RSTP Regional Surface Transportation Program

SB1 Senate Bill 1 – The Road Repair and Accountability Act (2017)

STBG Surface Transportation Block Grant

STP Surface Transportation Program. A federal source of funding under "SAFETEA-LU" for street construction
and reconstruction activities.

Streetscape The visual elements of a street that defines its character, such as building façade, landscaping,
sidewalks, street furniture, signs, lighting, etc.

ST-WRF Sewage Treatment and Water Reuse Facility

SWTP Surface Water Treatment Plant

TCP 1,2,3-Trichloropropane is an exclusively man-made
chlorinated hydrocarbon commonly used as an
industrial solvent, cleaner, degreaser, and in two
commonly used soil fumigants used in California to
manage nematodes. Contamination of TCP occurred
in drinking water wells and is on the State of
California’s list of chemicals known to cause cancer.

TE Transportation Enhancement Activity. A federal
source of funding under "SAFETEA-LU" for
enhancement of transportation facilities through
beautification or restoration of historic facilities.

UGOH Underground Overhead. The undergrounding of
overhead facilities such as electric, phone and cable.

VCP Vitrified Clay Pipe. A pipe material used for sewer main construction.

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AGENDA ITEM NO. 14.
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AGENDA ITEM NO. 14.

OFFICIALS

CLOVIS CITY COUNCIL

The City Council meets regularly on the first, second, and third Mondays of each month in the Council Chamber; City Hall, 1033 Fifth Street at 6:00 p.m. Council meetings are open to the public and citizens are encouraged to attend and participate.

Jose G. Flores, Mayor Lynne Ashbeck, Mayor Pro Tem
[email protected] [email protected]

Vong Mouanoutoua, Council Member Bob Whalen, Council Member Drew Bessinger, Council Member [email protected] [email protected] [email protected]

FRESNO COUNTY BOARD OF SUPERVISORS

Nathan Magsig, Supervisor Steve Brandau, Supervisor
Room 300, Hall of Records Room 300, Hall of Records
2281 Tulare Street 2281 Tulare Street
Fresno, CA 93721-2198 Fresno, CA 93721-2198
(559) 600-5000 (559) 600-2000
STATE

ASSEMBLY MEMBER

Jim Patterson
6245 N. Fresno St., Ste. 106
Fresno, CA 93710
(559) 446-2029

SENATOR

Andreas Borgeas
567 W. Shaw Ave, Suite A-3
Fresno, CA 93704
(559) 243-8580

UNITED STATES

REPRESENTATIVE

CURRENTLY VACANT
Formerly:

Devin Nunes
264 Clovis Avenue, Ste. 206
Clovis, CA 93612
(559) 323-5235

SENATORS

Alex Padilla
112 Hart Senate Office Building
Washington DC 20510
(202) 224-3553

Dianne Feinstein
2500 Tulare St., Ste. 4290
Fresno, CA 93721
(559) 485-7430

FREQUENTLY CALLED NUMBERS (Area Code 559)

Emergency 911
City Hall Information 324-2000
Clovis Branch Library 299-9531
Personnel Job Line 324-2733
Utility Billing 324-2130

CITY OF CLOVIS DEPARTMENTS (Area Code 559)

Administration 324-2060
Animal Control Officer 324-2450
Building Inspection 324-2390
City Clerk 324-2072
Clovis of Clovis Recreation 324-2780
Finance 324-2130
Fire 324-2200
General Services 324-2767
Water/Sewer/Streets/Parks 324-2600
Personnel 324-2725
Planning/Development Services 324-2340
Police (Non-Emergency) 324-2400
Senior Services 324-2750
Solid Waste 324-2604
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AGENDA ITEM NO. 14.

MISCELLANEOUS DEMOGRAPHIC INFORMATION
POPULATION Year City of Clovis Fresno County Year City of Clovis Fresno County 1950 2,766 276,550 2013 99,983 952,166
1960 5,546 365,945 2014 102,188 964,040
1970 22,133 413,329 2015 104,339 972,297
1980 33,021 514,621 2016 108,039 984,541
1990 49,300 667,490 2017 110,762 995,975
2000 70,746 805,005 2018 113,883 1,007,229
2009 95,128 942,298 2019 117,003 1,018,241
2010 95,480 923,373 2020 119,175 1,023,358
2011 96,848 940,220 2021 121,834 1,033,303
2012 98,377 938,467 2022 122,960 1,042,855
Source: City of Clovis, U.S. Bureaus of the Census, State Department of Finance

CLIMATE
2021 Average Daily Temperature (Degrees) Precip.

Maximum Minimum Average (Inches)
January 70.0 35.0 50.4 3.40
February 73.0 38.0 54.1 0.29
March 84.0 38.0 56.3 1.33
April 95.0 47.0 65.9 0.15
May 101.0 50.0 73.4 0.00
June 111.0 53.0 82.6 0.00
July 114.0 67.0 88.7 0.00
August 107.0 62.0 85.2 0.00
September 107.0 56.0 79.6 0.00
October 93.0 45.0 65.1 1.27
November 75.0 39.0 57.2 0.30
December 73.0 29.0 46.2 0.81
YEAR 114.0 29.0 71.5 7.55
Source: https://www.weather.gov/hnx/fatmain
AREA Year City of Clovis Year City of Clovis
(SQUARE
MILES) 1950 1.05 2012 23.14
1960 2.88 2013 23.42
1970 4.22 2014 24.02
1980 9.02 2015 24.15
1990 14.34 2016 24.36
2000 17.28 2017 24.40
2008 23.14 2018 25.50
2009 23.14 2019 25.50
2010 23.14 2020 25.91
2011 23.14 2021 25.98
Source: City of Clovis, Planning and Development Services A2
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AGENDA ITEM NO. 14.

RETAIL SALES INFORMATION
2020 Type of Business City of Clovis Fresno County
RETAIL SALES General Consumer Goods 563,885 2,888,540
(In Thousands Autos and Transportation 467,116 2,477,716 of Dollars) Building and Construction 225,127 1,212,398 Restaurants and Hotels 325,352 2,091,516
Fuel and Service Stations 89,719 973,907
Business and Industry 132,190 2,027,260
Food and Drugs 269,210 5,407,469
TOTAL 2,072,599 17,078,806
Source: Ca Dept of Tax and Fee Administration
ANNUAL Year City of Clovis Fresno County Year City of Clovis Fresno County TAXABLE 1970 25,012 883,810 2012 1,373,070 12,020,630 SALES (In 1980 165,377 3,131,515 2013 1,509,721 12,618,111 Thousands of 1990 448,565 5,739,359 2014 1,582,858 13,277,800 Dollars) 2000 930,608 8,472,055 2015 1,708,193 14,189,429 2007 1,376,902 12,308,257 2016 1,790,890 14,184,097 2008 1,284,915 11,729,171 2017 1,852,313 14,755,751 2009 1,158,887 9,966,448 2018 1,936,041 15,386,256 2010 1,201,964 10,154,265 2019 2,007,586 16,218,883 2011 1,278,684 11,179,478 2020 2,072,599 17,078,806 Source: Board of Equalization 1970 - 2016/HdL Companies 2017; Ca Dept of Tax and Fee Administration 2018 - Current A3
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AGENDA ITEM NO. 14.

MISCELLANEOUS BUILDING INFORMATION
DWELLING Year City of Clovis Year City of Clovis
UNITS 1970 4,347 2012 36,579
1980 13,357 2013 37,140
1990 19,379 2014 37,875
2000 25,494 2015 38,899
2006 33,508 2016 39,608
2007 34,226 2017 40,591
2008 34,750 2018 41,941
2009 35,197 2019 42,789
2010 35,671 2020 43,901
2011 36,101 2021 45,139
Source: City of Clovis, County of Fresno
NEW
DWELLING Year Single Multiple Total
UNITS 2007 688 30 718
AUTHORIZED 2008 408 116 524
2009 431 16 447
2010 474 0 474
2011 370 60 430
2012 378 100 478
2013 501 60 561
2014 703 32 735
2015 815 209 1,024
2016 709 0 709
2017 925 58 983
2018 1,046 304 1,350
2019 848 0 848
2020 884 228 1,112
2021 1,148 90 1,238
Source: City of Clovis CAFR
Year City of Clovis
BUILDING 2007 275,057,000
PERMITS --- 2008 208,250,000
VALUATIONS 2009 190,479,000
2010 193,394,000
2011 130,706,000
2012 155,097,000
2013 196,675,000
2014 315,967,000
2015 323,641,000
2016 311,769,000
2017 320,472,000
2018 365,519,000
2019 368,131,000
2020 385,697,000
2021 389,542,000
Source: City of Clovis CAFR
City of Clovis
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AGENDA ITEM NO. 14.

REVENUE BY CATEGORY

GENERAL FUND

PROPERTY TAXES
% OF PER CAPITA

AMOUNT TOTAL PER (ADJUSTED

RECEIVED REVENUE CAPITA FOR INFLATION)
2012-13 10,671,135 20.61% 106.73 31.12
2013-14 10,631,129 19.29% 104.04 29.64
2014-15 11,322,526 19.25% 108.52 30.23
2015-16 11,649,632 18.89% 107.83 29.70
2016-17 12,873,288 20.29% 116.22 31.76
2017-18 14,184,858 20.28% 124.56 33.13
2018-19 15,071,954 20.64% 128.82 33.29
2019-20 15,883,160 21.14% 133.28 33.24
2020-21 16,964,759 17.57% 139.24 33.80
2021-22 (EST) 17,955,000 17.59% 144.76 34.14
2022-23 (EST) 18,680,000 19.40% 147.98 34.90
10 20
30 40
50 60
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Dollars

PROPERTY TAXES-PER CAPITA
Constant Dollars 2013-2023
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AGENDA ITEM NO. 14.

REVENUE BY CATEGORY

GENERAL FUND

SALES TAX
% OF PER CAPITA

AMOUNT TOTAL PER (ADJUSTED

RECEIVED REVENUE CAPITA FOR INFLATION)
2012-13 15,284,968 29.53% 152.88 44.57
2013-14 16,916,615 30.69% 165.54 47.16
2014-15 18,037,580 30.67% 172.87 48.15
2015-16 19,119,633 31.00% 176.97 48.75
2016-17 19,675,483 31.01% 177.64 48.53
2017-18 20,425,341 29.20% 179.35 47.70
2018-19 21,597,179 29.58% 184.59 47.70
2019-20 22,393,757 29.81% 187.91 46.86
2020-21 27,526,308 28.51% 225.93 54.84
2021-22 (EST) 30,031,000 29.42% 237.90 56.11
2022-23 (EST) 31,528,000 32.74% 249.76 58.91
20 30
40 50
60 70
80 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 Dollars

SALES TAX-PER CAPITA
Constant Dollars 2013-2023
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AGENDA ITEM NO. 14.

CITY OF CLOVIS

PRINCIPAL EMPLOYERS
JUNE 30, 2021
Approximate
Employer Number of Employees
Clovis Unified School District 5,084
Clovis Community Hospital 2,180
Wal-Mart 620
City of Clovis 542
Wawona Frozen Foods 540
Anlin Industries 400
Costco 354
Target 325
Savemart 234
Lowe's 200
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AGENDA ITEM NO. 14.

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GLOSSARY

AB 109 - Assembly Bill 109 also known as the Public
Safety Realignment Act passed by California voters
in 2011 shifted responsibility for supervising certain
populations of offenders and parolees from state
prisons to county jails.

AB 147 - Assembly Bill 147 also known as the
Marketplace Facilitator Act was signed on April 25,
2019 creating new sales and use tax collection
requirements for remote sellers and all retailers.

Accrual - A method of accounting that recognizes
the financial effect of transactions, events, and
interfund activities when they occur, regardless of
the timing of related cash flows.

ACFR (Annual Comprehensive Financial Report)
- The annual financial statements for the City of
Clovis.

ACT - Adult Compliance Team. A multi-agency
alliance with local law enforcement agencies that
provides an additional layer of offender
accountability and supervision as a result of AB109.

ADA - Americans with Disabilities Act. A Federal Act
requiring accessibility for the disabled to all facilities.

Admin & Overhead Expenditures - Indirect
departmental expenses such as administration,
building operations and maintenance, office
supplies, computer services, and depreciation.

Appropriation - A legal authorization granted by a
legislative body to make expenditures and to incur
obligations for a specific purpose.

Appropriations Limit - Passed by voters in 1979
establishing the maximum amount of tax proceeds
that State or local governments may appropriate in a
fiscal year.

ARPA - American Rescue Plan Act of 2021 which
provides funding for state and local governments in
response to the COVID-19 pandemic.

Assessed Value - The value placed on property by
the County Assessor. Special assessment amounts
levied against certain properties to defray all or part of the cost of a specific capital improvement or
service deemed to benefit primarily those properties.

ATF – Alcohol, Tobacco, and Firearms.

ATP - Active Transportation Plan.

AV - Audio Video.

Balanced Budget - The financial position where
available resources meet or exceed expenditures.

Benefits - Payment to which participants may be
entitled under a pension plan including pension
benefits, death benefits, and benefits due on
termination of employment.

Benefit Zone Reserves - Zones within the City’s
Landscape Maintenance District that property
owners pay assessment fees to maintain public
landscape improvements. Reserves are maintained
to address replacement of enhancement features
and repair projects.

Bonds - A debt investment in which an investor
loans money to an entity that borrows the funds for a
defined period of time at a stated interest rate to
finance a variety of projects.

Budget - A major expense control device used to
monitor expenses. A governmental budget generally
carries the force of law when spending limits are
established in a legally adopted budget.

CAD - Computer Aided Dispatch.

CalFire - California Department of Forestry and Fire
Protection.

CalHome - A program to enable low and very low-
income households to become or remain
homeowners.

Capital Improvements - Permanent improvements
that add value to land (e.g., fences, retaining walls,
sidewalks, pavements, gutters, water and sewer
lines, and bridges).

Capital Outlay - Expenditures resulting in the
acquisition of or additions to the government's fixed
assets that typically last more than one year.

CAR - Clovis Area Recreation.

CARES Act - Coronavirus Aid, Relief and Economic
Security Act. An economic stimulus bill passed by
Congress and signed by President Trump on March
27, 2020.

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AGENDA ITEM NO. 14.

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CCDA - Clovis Community Developmental Agency.

The City of Clovis’ former redevelopment agency.

CCU - Community Clean-Up.

CDBG - Community Development Block Grant. A
source of federal funding for improvements in low
income or blighted areas.

CEA - Clovis Employees Association.

CERT - Clovis Emergency Response Team.

CEQA - Clovis Environmental Quality Act.

CFD - Community Facilities District which is a district formed in new growth areas to provide funding for
public safety and/or public utility infrastructure.

CFFA - Clovis Fire Fighters Association.

CNT - Crisis Negotiation Team.

Community Investment Program (CIP) - A plan for
capital expenditures to be incurred each year over a
period of years to meet capital needs arising from the
long-term work program or other capital needs.

COPs (Certificates of Participation) - A type of
financing where an investor purchases a share of the
lease revenues of a program rather than the bond
being secured by those revenues.

COVID-19 - Coronavirus disease 2019.

CPI (Consumer Price Index) - An index measuring
the change in the cost of typical wage-earner
purchases of goods and services expressed as a
percentage change in the cost of these same goods
and services in the same base period.

CPOA - Clovis Police Officers Association.

CPSE - Center for Public Safety Excellence.

CPSEA - Clovis Public Safety Employees
Association.

CPTA - Clovis Professional & Technical Association.

CPWEA - Clovis Public Works Employee
Association.

CSO - Community Service Officer.

CTFP - Confidential Technical and Financial
Professionals.

Current Resources - Sources of funds that are
received in the current period.

CUSD - Clovis Unified School District.

DBCP - Dibromochloropropane, pesticide used in
the past by farmers for Nematodes. This was found
in the groundwater.

Debt Service - The interest and principal payments
on long-term debt.

Depreciation - The portion of the cost of plant assets
that is deducted from revenue for asset services
used in the operations of the business.

Designated Fund Balance - Segregation of a
portion of fund balance to indicate plans for future
use.

DIF - Development Impact Fees.

Discretionary Funds - Those funds that are not
specifically restricted to their uses and over which
the Council has complete control.

Diversion – Intervention programs to redirect youths
away from formal processing in the juvenile justice
system, while still holding them accountable.

EMS - Emergency Medical Services.

Encumbrances - Commitments related to
unperformed contracts for goods and services. Used
in budgeting, encumbrances are not GAAP
expenditures or liabilities but represent the estimated amount of expenditures ultimately to result if
contracts in process are completed.

Enterprise Fund - Enterprise funds are used to
account for operations that are financed and
operated in a manner similar to private business
enterprises where the intent of the governing body is
that the costs of providing goods or services to the
general public on a continuing basis be financed or
recovered primarily through user charges.

EDD - Employment Development Department.

EIR - Environmental Impact Report.

EOC - Emergency Operations Center.

EOD - Explosive Ordinance Disposal.

EOP - Emergency Operations Plan.

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AGENDA ITEM NO. 14.

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ERP - Enterprise Resource Planning which is
software designed to integrate an organization’s
business processes into a single system.

ETC - Estimate To Close.

Extra Help - Cost of employees who are hired on a
temporary or substitute basis.

FAX - Fresno Area Express Transit System.

FBI – Federal Bureau of Investigation.

FEMA - Federal Emergency Management Agency.

Fiduciary Fund - Fiduciary funds are used to
account for assets held by the government as an
agent for individuals, private organizations, other
governments and/or other funds.

Fiscal Year - A 12-month period to which the annual
operating budget applies and for which a
government determines its financial position and the
results of its operations.

Five-Year Forecast - A projection of operating
position for a five-year period.

Fleet Fund - The internal service fund that is for fleet purchases and maintenance.

FMFCD - Fresno Metropolitan Flood Control District.

Franchise Fees - Payments to the city from a utility
company for use of the city’s streets and rights of
way for its services provided. The City of Clovis
receives franchise fees from Pacific Gas & Electric,
Comcast Cable, and AT&T/DirecTV.

Fund - A fiscal and accounting entity with a self-
balancing set of accounts in which cash and other
financial resources, all related liabilities, and residual equities or balances and changes therein are
recorded and segregated to carry out specific
activities or attain certain objectives in accordance
with special regulation, restrictions, or limitations.

Fund Balance - The difference between fund assets
and fund liabilities of governmental and similar trust
funds.

GAAP - Generally Accepted Accounting Principles.

GASB - Governmental Accounting Standards Board.

General Fund - The primary fund for the City in
which all assets and liabilities are recorded that are
not assigned to a special purpose fund.

General Government Facilities Fund - The internal
service fund that is responsible for building
maintenance.

General Obligation Debt - A long-term debt that has
been approved by the voters and for which a
property tax rate may be assessed.

General Plan - A plan that provides the guidelines
under which development can occur.

GFOA – Government Finance Officers Association.

GIS - Geographic Information System.

HCD - The Department of Housing and Community
Development is California’s principal housing
agency. The mission is to provide leadership,
policies and programs to expand and preserve safe
and affordable housing opportunities and promote
strong communities for all Californians.

HEAT - Help Eliminate Auto Theft.

Heritage Grove - The future housing development
located between Willow and Sunnyside Avenues
and Shepherd and Copper Avenues.

HQ - Headquarters.

HUTA - Highway Users Tax Account. Cities and
counties receive revenue from the motor vehicle fuel
taxes imposed pursuant to California’s Revenue and
Taxation Code Section 7360(a) and (b).

ICS - Industrial Control Systems. An information
system used to control industrial processes.

Industrial Park - An area designated for industrial
production and service.

ISF (Internal Service Funds) - Established to
finance, administer, and account for departments of
a government whose primary purpose is to provide
goods or services to the government’s other
departments on a cost-reimbursement basis.

ISO Rating - Insurance Service Office issues ratings
to Fire Departments for the effectiveness of their fire protection services and equipment. The rating is a
numerical grading system used by the insurance
industry to develop premium rates for residential and
commercial businesses.

K9 – A dog specifically trained to assist police.

LAFCO - Local Agency Formation Commission.

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AGENDA ITEM NO. 14.

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Landmark Square - The future site of the new
Senior Center, Transit hub and County Library to be
located north of Third Street and Veterans Parkway.

LCTOP - Low Carbon Transit Operations Program.

LIS - Land Information System.

LMD - Landscape Maintenance District.

LTF (Local Transportation Funding) - Derived
from ¼¢ of the retail sales tax collected statewide
and used for transportation purposes specified under
the Transportation Development Act.

MAGEC - Multi-Agency Gang Enforcement
Consortium.

Major Fund - The General Fund is always a major
fund. Major funds have revenues,
expenditures/expenses, assets, or liabilities that are
at least 10% of the corresponding totals of all
governmental or enterprise funds and at least 5% of
the aggregate amount for all governmental or
enterprise funds for the same item.

Measure C - County wide ½¢ sales tax used to fund
street improvements and transit operations
approved by voters for a twenty-year extension on
this tax in November 2006.

Modified Accrual - An accounting method
commonly used by government agencies that
combines accrual basis accounting with cash-basis
accounting.

NIMS - National Incident Management System.

NKGSA - North Kings Groundwater Sustainability
Agency.

Non-discretionary Funds - Those funds that are
specifically restricted as to their use and may not be
utilized for other purposes.

NPDES - National Pollutant Discharge Elimination
System as authorized by the Clean Water Act permit
program controls water pollution by regulation point
sources that discharge pollutants into waters of the
United States.

NRC - Non-Residential Construction.

Old Town - The restored business sector of
downtown Clovis.

Operating Budget - Plans of current expenditures
and the proposed means of financing them. The
annual operating budget is the primary means by
which most of the financing, acquisition, spending,
and service delivery activities of a government are
controlled.

PCI - Pavement Condition Index indicates the
condition of a pavement, for prioritizing repairs and
rehabilitation of the road network.

PCI - Per Capita Income.

PDS - The enterprise fund Planning and
Development Services.

PERS - Public Employees’ Retirement System.

PG&E - Pacific Gas & Electric.

PICHESS - A request made by the defense in
California to obtain information from a police officer’s confidential employment file.

PIO - Public Information Officer.

PLHA – Permanent Local Housing Allocation.

PMS - Pavement Management System.

POST - Peace Officer Standards & Training.

Preemption Devices - A system to allow public
safety vehicles to activate traffic signals.

Public Hearing - A forum where citizens of a
government have the opportunity to be heard,
present, and listen to argument on a specific matter.

REAP - Retention, Expansion, & Attraction Program.

Reappropriation - Expenditures that were not
expected to occur over more than one fiscal year but
in fact do occur in the following fiscal year and were
not included in the current budget.

Recommended Budget - The budget presented to
the Council by the City Manager.

Regional Wastewater Treatment Facility - The
sewage treatment facility owned by the cities of
Clovis and Fresno.

Reserved Fund Balance - The portion of fund
balance that is: (1) not available for appropriation or expenditure; and/or (2) is segregated legally for a
specific future use.

Resolution - A formal expression of an opinion, will,
or intent voted by the City Council.

RMS - Records Management System.
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AGENDA ITEM NO. 14.

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ROPS (Required Obligation Payment Schedule) -
Schedule listing payments of enforceable
obligations.

Roundup - Para transit services providing demand
response service for disabled residents ages 6 and
up.

R&T- Research and Technology.

SAFER Grant - Staffing for Adequate Fire and
Emergency Response grant. A grant from FEMA to
provide funding directly to Fire Departments to help
increase or maintain the number of trained front line
firefighters.

SB1 (Senate Bill 1) - A transportation funding
package which increased several taxes, starting in
November 2017, for the state’s transportation
network.

SCADA - Supervisory Control and Data Acquisition.

A control system for gathering and analyzing real
time data to monitor and control equipment.

SCBA - Self-Contained Breathing Apparatus.

SEMS - Standard Emergency Management System.

SET - Special Enforcement Team.

SGMA - Sustainable Groundwater Management Act.

South Dakota v. Wayfair - The United States
Supreme Court ruling that states can mandate that
businesses without a physical presence in a state
with more than 200 transactions or $100,000 in-state
sales collect and remit sales taxes on transactions in
the state.

Special Assessment Debt With Governmental
Commitment - The face value of special
assessment bonds not due within one year when the
government is secondarily obligated for repayment
of the bonds.

Special Assessment District Debt - The face value
of special assessment bonds not due within one year
when the government is primarily obligated for
repayment of the bonds.

Specific Plans - Sub-areas of the City utilizing
specific plans to focus on defined areas of the City
for more precise guidelines on land use and
development.

STA (State Transit Assistance) - Derived from
sales tax collected on diesel fuel statewide and used
for transportation purposes specified under the
Transportation Development Act.

Stageline - Transit buses that operate along fixed
routes with regularly scheduled stops.

Streetscape - The visual elements of a street that
defines its character, including building façade,
landscaping, sidewalks, street furniture, signs,
lighting, etc.

STWRF - Sewage Treatment and Water Reuse
facility. The sewage and water reuse facility owned
by the City.

Successor Agency - State Legislature passed
AB1X 26 on June 29, 2011 to completely dissolve all
Redevelopment Agencies in the State, effective
February 1, 2012. Successor Agencies were
created and charged with handling outstanding
debts and the winding down of redevelopment
activities, under the direction of an Oversight Board.

The City of Clovis is the Successor Agency to the
former Clovis Community Development Agency.

SWAT - Special Weapons and Tactics.

TCP (Trichloropropane) - a chemical compound
manufactured by Shell Chemical Company and Dow
Chemical Company.

TEBU - Transit Employees Bargaining Unit.

TOT - Transient Occupancy Tax. Tax levied by cities
on persons staying 30 days or less in a room(s) in a
hotel, inn, motel, tourist home, or other lodging
facility.

Transfers - The movement of resources between
funds.

UAV - Unmanned Aerial Vehicle (drone).

UCR - Uniform Crime Reporting.

Unreserved Fund Balance - Those portions of fund
balance that are not appropriated for expenditure or
are legally segregated for specific future use.

VMT- Vehicle Miles Traveled.

W/C - Worker’s Compensation.

Working Capital - The excess of current assets over
current liabilities.

WWTP - Wastewater Treatment Plant.

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AGENDA ITEM NO. 14.

TO: Mayor and City Council
FROM: Administration
DATE: May 16, 2022
SUBJECT: Consider Approval – To submit a letter of Support for Senate Bill 1410 - Caballero, California Environmental Quality Act: Transportation Impacts.

Staff: John Holt, City Manager
Recommendation: Approve
ATTACHMENTS: 1. Proposed Legislation – SB 1410

2. High Quality Transit Areas Map

CONFLICT OF INTEREST
None.

RECOMMENDATION
That the City Council provide policy direction to support Senate Bill 1410 - Caballero, California Environmental Quality Act: Transportation Impacts.

EXECUTIVE SUMMARY
Senate Bill 1410 - Caballero, California Environmental Quality Act: Transportation Impacts is being considered by the California Legislature. Staff has reviewed the bill and is recommending City Council provide policy direction to support the legislation. The bill would reduce Vehicle Miles Travelled applicability in environmental reviews. This would red uce challenges to developing housing and job-generating projects in areas planned for growth in the City of Clovis.

If the recommendation is approved , staff will draft a letter to submit to the legislature for consideration.

BACKGROUND
Senate Bill 1410 - Caballero, California Environmental Quality Act: Transportation Impacts is being considered by the California Legislature. Staff has reviewed the bill and is recommending City Council provide policy direction to support the legislation. The legislation pa ssed out of its originating committee in late April and will continue through the legislative process.

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The Legislation would reduce Vehicle Miles Travelled (VMT) applicability in environmental reviews by only requiring the application of the law in High Quality Transit Areas, see Attachment 2 for areas that meet this definition in Clovis. Clovis has very little, if any, areas that meet this definition. Current state law regarding VMT has been challenging to implement in Clovis. The legislation would reduce challenges to developing housing and job-generating projects in Clovis.

The position of the League of Cities is stated as “watch” at this time. The California Association for Economic Development and the San Joaquin Valley Regional Planning Agencie s Policy Council have submitted letters of support for the proposed legislation. If the recommendation is approved, staff will draft a letter to submit to the legislature.

FISCAL IMPACT
None at this time.

REASON FOR RECOMMENDATION
The position on this bill recommended is in the best interest of the City and encouraging the fulfillment of the City’s General Plan.

ACTIONS FOLLOWING APPROVAL
Staff will draft a letter of support for the Mayor’s signature.

Prepared by: Andrew Haussler, Assistant City Manager

Reviewed by: City Manager JH
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AGENDA ITEM NO. 15.

AMENDED IN SENATE MARCH 31, 2022
SENATE BILL No. 1410
Introduced by Senator Caballero
(Coauthors: Senators Borgeas and Roth)
(Coauthors: Assembly Members Arambula, Gray, Grayson, and Patterson)
February 18, 2022
An act to amend Section 21099 of the Public Resources Code, relating to environmental quality.
legislative counsel’s digest
SB 1410, as amended, Caballero. California Environmental Quality Act: transportation impacts.

The California Environmental Quality Act (CEQA) requires a lead agency, as defined, to prepare, or cause to be prepared, and certify the completion of an environmental impact report on a project that the lead agency proposes to carry out or approve that may have a significant effect on the environment or to adopt a negative declaration if it finds that the project will not have that effect. CEQA also requires a lead agency to prepare a mitigated negative declaration for a project that may have a significant effect on the environment if revisions in the project would avoid or mitigate that effect and there is no substantial evidence that the project, as revised, would have a significant effect on the environment. CEQA establishes a procedure by which a person may seek judicial review of the decision of the lead agency made pursuant to CEQA.

CEQA requires the Office of Planning and Research to prepare and develop proposed guidelines for the implementation of CEQA by public agencies and requires the Secretary of the Natural Resources Agency 98 Attachment 1 525
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to certify and adopt those guidelines. CEQA requires the office to prepare, de velop, and transmit to the secretary for certification and adoption proposed revisions to the guidelines establishing criteria for determining the significance of transportation impacts of projects within transit priority areas, as defined, that promote the reduction of greenhouse gas emissions, the development of multimodal transportation networks, and a diversity of land uses. Existing law requires the office to recommend potential metrics to measure transportation impacts, as specified. CEQA authorizes the office to adopt guidelines establishing alternative metrics to the metrics used for traffic le vels of service for transportation impacts outside transit priority areas.

This bill instead w ould require the criteria for determining the significance of transportation impacts of projects within transit priority areas to only promote the reduction of greenhouse gas emissions. The bill would retain the metric for traffic le vels of service for projects outside transit priority areas, and require the potential metrics described above to only apply to projects within transit priority areas.

Vote: majority. Appropriation: no. Fiscal committee: yes. State-mandated local program: no.
The people of the State of California do enact as follows:
line 1 SECTION 1. Section 21099 of the Public Resources Code is line 2 amended to read:
line 3 21099. (a)  For purposes of this section, the follo wing terms line 4 mean the following:
line 5 (1)  “Employment center project” means a project located on line 6 property zoned for commercial uses with a floor area ratio of no line 7 less than 0.75 and that is located within a transit priority area. line 8 (2)  “Floor area ratio” means the ratio of gross building area of line 9 the development, excluding structured parking areas, proposed for line 10 the project divided by the net lot area.
line 11 (3)  “Gross building area” means the sum of all finished areas line 12 of all floors of a building included within the outside faces of its line 13 exterior walls.
line 14 (4)  “Infill site” means a lot located within an urban area that line 15 has been previously developed, or on a vacant site where at least line 16 75 percent of the perimeter of the site adjoins, or is separated only line 17 by an impro ved public right-of-w ay from, parcels that are line 18 developed with qualified urban uses.
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line 1 (5)  “Lot” means all parcels utilized by the project. line 2 (6)  “Net lot area” means the area of a lot, e xcluding publicly line 3 dedicated land and pri vate streets that meet local standards, and line 4 other public use areas as determined by the local land use authority. line 5 (7)  “Transit priority area” means an area within one-half mile line 6 of a major transit stop that is e xisting or planned, if the planned line 7 stop is scheduled to be completed within the planning horizon line 8 included in a Transportation Improvement Program or applicable line 9 regional transportation plan.
line 10 (b)  (1)  The Office of Planning and Research shall prepare, line 11 develop, and transmit to the Secretary of the Natural Resources line 12 Agency for certification and adoption proposed re visions to the line 13 guidelines adopted pursuant to Section 21083 establishing criteria line 14 for determining the significance of transportation impacts of line 15 projects within transit priority areas. Those criteria shall only line 16 promote the reduction of greenhouse gas emissions. In developing line 17 the criteria, the office shall recommend potential metrics to measure line 18 transportation impacts that may include, b ut are not limited to, line 19 vehicle miles traveled, vehicle miles traveled per capita, automobile line 20 trip generation rates, or automobile trips generated. The office may line 21 also establish criteria for models used to analyze transportation line 22 impacts to ensure the models are accurate, reliable, and consistent line 23 with the intent of this section.
line 24 (2)  Upon certification of the guidelines by the Secretary of the line 25 Natural Resources Agency pursuant to this section, automobile line 26 delay, as described solely by level of service or similar measures line 27 of vehicular capacity or traffic congestion, shall not be considered line 28 a significant impact on the environment pursuant to this division, line 29 except in locations specifically identified in the guidelines, if any. line 30 (3)  This subdivision does not relie ve a public agenc y of the line 31 requirement to analyze a project’ s potentially significant line 32 transportation impacts related to air quality , noise, safety, or any line 33 other impact associated with transportation. The methodology line 34 established by these guidelines shall not create a presumption that line 35 a project will not result in significant impacts related to air quality, line 36 noise, safety, or any other impact associated with transportation. line 37 Notwithstanding the fore going, the adequac y of parking for a line 38 project shall not support a finding of significance pursuant to this line 39 section.
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line 1 (4)  This subdivision does not preclude the application of local line 2 general plan policies, zoning codes, conditions of appro val, line 3 thresholds, or an y other planning requirements pursuant to the line 4 police power or any other authority.
line 5 (5)  On or before July 1, 2014, the Office of Planning and line 6 Research shall circulate a draft re vision prepared pursuant to line 7 paragraph (1).
line 8 (c)  (1)  Metrics for traffic levels of service shall be retained for line 9 projects outside transit priority areas. The alternati ve metrics line 10 adopted pursuant to paragraph (1) of subdivision (b) shall only be line 11 applied to projects within a transit priority area. line 12 (2)  This subdivision shall not affect the standard of review that line 13 would apply to the new guidelines adopted pursuant to this section. line 14 (d)  (1)  Aesthetic and parking impacts of a residential, mixed-use line 15 residential, or employment center project on an infill site within line 16 a transit priority area shall not be considered significant impacts line 17 on the environment.
line 18 (2)  (A)  This subdivision does not affect, change, or modify the line 19 authority of a lead agency to consider aesthetic impacts pursuant line 20 to local design re view ordinances or other discretionary po wers line 21 provided by other laws or policies.
line 22 (B)  For purposes of this subdi vision, aesthetic impacts do not line 23 include impacts on historical or cultural resources. line 24 (e)  This section does not affect the authority of a public agency line 25 to establish or adopt thresholds of significance that are more line 26 protective of the environment.

O
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SUNNYSIDE AVE

BARSTOW AVE

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"þ168
24913 - City of Clovis VMT Implementation July 2020
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Figure
A1
Existing High Quality Transit Areas
City of Clovis VMT Implementation
H:\24\24727 - Ceres SSARP\gis\High_Quality_Transit - v3.mxd - gcarsky - 8:14 AM 7/14/2020 Coordinate System: NAD 1983 StatePlane California IV FIPS 0404 Feet Data Source: City of Clovis
FAX Route 9
15 Minute Frequency
High Quality Transit Area
City Boundary
0 10.5 Miles
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