Clovis City Council
May 15, 2023

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

FUNDING SOURCES
Property Taxes 37,313,000
Sales & Use Tax 31,995,000
Other Taxes 13,549,000
Licenses and Permits 1,507,000 3,775,000
Fines 188,000
Use of Money & Property 653,000 378,000 567,000 40,000 411,000 From Other Agencies 5,216,000 165,000 10,246,000 147,000 Charges for Current Services 14,174,000 25,014,000 15,299,000 1,000 21,522,000 11,229,000 Other Revenues 587,000 86,000 25,000 190,000 56,000 Charges to Other Departments-ISF
Other Financing Sources
Total Sources 105,182,000 25,643,000 15,891,000 10,287,000 22,123,000 15,207,000

EXPENDITURES/EXPENSES
Salaries-Regular 38,097,300 5,601,300 1,480,700 2,168,000 4,069,600 6,904,900 Overtime 5,484,200 488,500 19,300 99,100 147,600 98,000 Extra Help 1,887,600 149,000 3,700 1,598,000 4,500 149,000 Benefits 26,702,900 2,823,100 679,600 1,465,000 1,952,200 2,983,700 Vehicle Charges 5,836,700 5,642,800 332,300 1,383,700 719,300 338,200 Energy 3,196,600 26,000 1,875,000 4,375,000 Communications 282,900 12,500 2,500 172,500 18,000 50,000 Professional Services 7,312,200 5,857,500 6,726,200 554,400 2,237,600 2,080,000 Repair and Maintenance 385,300 89,400 402,600 1,133,500 State Mandates 1,055,000
Liability Insurance Prog-ISF 2,000 3,000
Special Events 6,000 8,000
Building and Equipment Rental 31,000 50,000 Office Supplies 96,200 68,000 5,500 44,000 17,000 Materials and Supplies 1,513,200 206,600 332,500 11,000 1,705,500 14,000 Travel and Meeting Expense 238,700 20,500 6,000 18,000 8,000 54,000 Training 626,600 63,500 18,200 6,500 57,500 47,500 Dues and Subscriptions 95,600 16,500 5,000 2,400 6,700 27,000 Administration and Overhead 12,320,600 4,037,300 3,000,300 1,393,600 3,848,300 2,460,600 Employee-Related ISF Charges
Debt Service 1,239,000
Capital Outlays/Improvements 1,225,600 2,415,500 3,371,000 1,415,000 3,813,500 114,000 Total Uses 105,339,200 28,625,000 19,499,400 10,287,200 24,140,800 15,348,900 2023-2024 BUDGET SUMMARY - BY FUND
30 228
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 69,000
From Other Agencies 292,000 415,000 21,468,000 Charges for Current Services 1,719,000 5,120,000 1,972,000 279,000 4,065,000 Other Revenues
Charges to Other Departments-ISF 6,765,000 39,423,000 15,363,000 13,920,000 Other Financing Sources 1,000
Total Sources 6,765,000 39,423,000 17,444,000 13,920,000 5,120,000 2,387,000 21,747,000 4,065,000

EXPENDITURES/EXPENSES
Salaries-Regular 182,800 362,200 2,836,000 1,622,000 Overtime 3,000 3,000 54,300 15,000 Extra Help 40,000
Benefits 87,100 162,200 1,131,600 810,300 Vehicle Charges 7,400 18,100 152,600 70,400 Energy 1,449,700
Communications 211,100 2,000
Professional Services 10,900 471,100 170,000 Repair and Maintenance 2,658,900 890,500
State Mandates 25,000
Liability Insurance Prog-ISF 6,397,400
Special Events 96,000
Building and Equipment Rental
Office Supplies 522,500 1,500
Materials and Supplies 8,000 279,800 3,807,800 Travel and Meeting Expense 4,400 1,200 13,300 4,000 Training 43,500 39,600 67,000 12,500 Dues and Subscriptions 1,000 500 344,300 1,100 Administration and Overhead 57,000 99,400 623,900 1,225,400 Employee-Related ISF Charges 38,468,800
Debt Service 3,237,000 628,000 6,171,000 3,031,000 Capital Outlays/Improvements 50,000 1,755,000 2,798,600 1,436,000 1,240,000 24,865,000 3,995,000 Total Uses 6,791,600 39,311,900 15,848,100 12,084,100 7,607,000 1,240,000 24,865,000 7,026,000 Internal Service Capital Projects
2023-2024 BUDGET SUMMARY - BY FUND
31 229
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 55,000 37,368,000 1,366,000
Sales & Use Tax 31,995,000
Other Taxes 13,549,000
Licenses and Permits 5,282,000
Fines 188,000
Use of Money & Property 2,118,000
From Other Agencies 7,288,000 45,237,000
Charges for Current Services 40,000 5,997,000 106,431,000 Other Revenues 944,000
Charges to Other Departments-ISF 75,471,000
Other Financing Sources 1,000
Total Sources 7,328,000 5,997,000 55,000 318,584,000 1,366,000 EXPENDITURES/EXPENSES Deductions
Salaries-Regular 154,500 63,479,300
Overtime 6,412,000
Extra Help 3,831,800
Benefits 55,700 38,853,400
Vehicle Charges 7,200 14,508,700
Energy 10,922,300
Communications 751,500
Professional Services 42,000 5,298,000 5,700 30,765,600 20,000 Repair and Maintenance 27,000 5,587,200
State Mandates 1,080,000
Liability Insurance Prog-ISF 6,402,400
Special Events 110,000
Building and Equipment Rental 81,000
Office Supplies 754,700
Materials and Supplies 5,000 7,883,400
Travel and Meeting Expense 2,000 370,100
Training 982,400
Dues and Subscriptions 2,500 502,600
Administration and Overhead 30,000 29,096,400 Employee-Related ISF Charges 38,468,800
Debt Service 14,306,000 1,342,000
Capital Outlays/Improvements 7,110,000 55,604,200 Total Uses 7,408,900 5,298,000 32,700 330,753,800 1,362,000 Special Revenue
2023-2024 BUDGET SUMMARY - BY FUND
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33 231
AGENDA ITEM NO. 14.

SUMMARY OF REVENUES BY FUND

2022-2023
2021-2022 Revised 2023-2024
Actual Estimate Budget
GENERAL FUND 103,800,229 100,896,000 105,182,000

SPECIAL REVENUE FUNDS
Housing & Community Development 43,466 405,600 313,000
Landscape Maintenance District 4,999,080 5,309,000 5,997,000 Community Facilities Dist 2020-1 57,516 55,000 55,000

INTERNAL SERVICES FUNDS
Liability & Property Insurance 4,279,786 5,017,000 6,765,000 Employee Benefit 31,460,668 34,544,300 39,423,000
Fleet Maintenance 10,412,067 13,695,500 13,920,000
General Government Services 16,992,783 14,842,800 15,667,000

ENTERPRISE FUNDS
Community Sanitation 23,257,369 21,552,000 24,643,000
Sewer Service 13,448,371 15,187,800 15,891,000
Transit 7,404,039 9,798,100 10,287,000
Water Service 18,849,132 21,517,700 22,123,000
Planning & Development Services 10,077,826 14,106,800 15,207,000

CAPITAL IMPROVEMENTS FUNDS
Sewer Construction 9,785,917 8,635,000 5,120,000
Parks Projects 2,428,158 4,817,000 2,387,000
General Government Facilities 5,704,803 3,609,000 1,777,000 Street Construction 13,258,218 33,631,600 21,747,000
Water Construction 7,690,953 5,972,000 4,065,000
Refuse Construction 114,088 2,575,000 1,000,000
Housing & Community Development 169,746 754,000 7,015,000

TOTAL 284,234,215 316,921,200 318,584,000

SUCCESSOR AGENCY TRUST FUND
Clovis Successor Agencies*
1,251,797 1,361,200 1,366,000
*The Clovis Successor Agencies are Private Purpose Trust Funds and as such are reported separately and not included in Citywide totals.
34 232
AGENDA ITEM NO. 14.

General
32%
Special Revenue
2%Internal Services
21%
Enterprise
26%
Capital Improvement
19%

REVENUES BY FUND TYPE
General
36%
Special Revenue
2%
Internal Services
22%
Enterprise
26%
Capital Improvement
14%
General
33%
Special Revenue
2%
Internal Services
24%
Enterprise
28%
Capital Improvement
13%
2023-2024 BUDGET
2021-2022 ACTUAL
2022-2023 ESTIMATED
35 233
AGENDA ITEM NO. 14.

Property Taxes-General Fund
The gross assessed valuation (in millions) for Clovis is:
2018/19 $10,806 2020/21 $12,456 2022/23 $14,442 2024/25 $16,503 est. 2019/20 $11,615 2021/22 $13,299 2023/24 $15,435 est. 2025/26 $17,534 est.

Property Tax in lieu of VLF-General Fund
13,450,000
10,000,000
11,000,000
12,000,000
13,000,000
14,000,000
15,000,000
Actual
2019/20
Actual
2020/21
Actual
2021/22
ETC
2022/23
Budget
2023/24
Projected
2024/25
Projected
2025/26
20,857,000
15,500,000
18,000,000
20,500,000
23,000,000
25,500,000
Actual
2019/20
Actual
2020/21
Actual
2021/22
ETC
2022/23
Budget
2023/24
Projected
2024/25
Projected
2025/26
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 18.67% of the gross taxes before reductions. In 2023/24, the City of Clovis is expecting to receive about $20,857,000 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 20% 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 13% of General Fund revenue.

REVENUE BY SOURCE
36 234
AGENDA ITEM NO. 14.

REVENUE BY SOURCE
Major General Consumer Goods 31%
Segments: Auto Sales 19%
State & County Pools 15%
Building and Construction 11%
Restaurants & Hotels 11%
Fuel & Service Stations 6%
Franchise Fees-General Fund
Business Licenses-General Fund
Sales Tax-General Fund
31,995,000
21,000,000
24,500,000
28,000,000
31,500,000
35,000,000
Actual
2019/20
Actual
2020/21
Actual
2021/22
ETC
2022/23
Budget
2023/24
Projected
2024/25
Projected
2025/26
4,540,000
3,000,000
3,500,000
4,000,000
4,500,000
5,000,000
5,500,000
Actual
2019/20
Actual
2020/21
Actual
2021/22
ETC
2022/23
Budget
2023/24
Projected
2024/25
Projected
2025/26
3,250,000
2,400,000
2,800,000
3,200,000
3,600,000
Actual
2019/20
Actual
2020/21
Actual
2021/22
ETC
2022/23
Budget
2023/24
Projected
2024/25
Projected
2025/26
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 41% of the sales tax and the top 100 retailers generate 80% of the sales tax in Clovis. Sales Tax is 30% of the General Fund revenue. In 2020/21 and 2021/22, sales tax experienced significant growth due to COVID-19 prompting the acceleration of online sales and the positive impact on sales tax due to the passage of AB-147. Beginning in 2022/23, sales tax is estimated to experience more normalized growth as inflationary pressures may affect consumers spending less on discretionary items that generate sales tax.
37 235
AGENDA ITEM NO. 14.

REVENUE BY SOURCE
Other Taxes-General Fund
Interest Revenue-General Fund
State Subventions-General Fund
2,563,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
Actual
2019/20
Actual
2020/21
Actual
2021/22
ETC
2022/23
Budget
2023/24
Projected
2024/25
Projected
2025/26
405,000
25,000
125,000
225,000
325,000
425,000
525,000
Actual
2019/20
Actual
2020/21
Actual
2021/22
ETC
2022/23
Budget
2023/24
Projected
2024/25
Projected
2025/26
7,169,000
2,750,000
3,750,000
4,750,000
5,750,000
6,750,000
7,750,000
Actual
2019/20
Actual
2020/21
Actual
2021/22
ETC
2022/23
Budget
2023/24
Projected
2024/25
Projected
2025/26
This category includes transient occupancy tax, real property transfer tax, and card room permits. This category was particularly impacted by the shelter in place orders from COVID-19 but these revenues have rebounded as consumer confidence in using hotels and entertainment has returned. Marriott's Residence Inn opened in March 2023 bringing the City's total hotels to thirteen. 2023/24 anticipates an increase in short term rentals.

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 2022/23 and 2023/24 are 0.97% and 1.59%, 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 2022/23 and 2023/24 is largely due to transferring additional gas tax funds from street capital projects to street maintenance and lighting in the General Fund. 38 236
AGENDA ITEM NO. 14.

REVENUE BY SOURCE
Grants-General Fund
Revenue From Other Agencies-General Fund
Revenue for Current Services-General Fund
7,301,000
5,000,000
6,000,000
7,000,000
8,000,000
Actual
2019/20
Actual
2020/21
Actual
2021/22
ETC
2022/23
Budget
2023/24
Projected
2024/25
Projected
2025/26
1,132,000
1,000,000
1,100,000
1,200,000
1,300,000
Actual
2019/20
Actual
2020/21
Actual
2021/22
ETC
2022/23
Budget
2023/24
Projected
2024/25
Projected
2025/26
1,325,000
500,000
3,000,000
5,500,000
8,000,000
10,500,000
13,000,000
Actual
2019/20
Actual
2020/21
Actual
2021/22
ETC
2022/23
Budget
2023/24
Projected
2024/25
Projected
2025/26
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. Revenues in 2019/20 - 2020/21 are mostly due to additional reimbursements from FEMA in response to the COVID-19 pandemic. Reimbursements from AB109 for interagency coordinated police efforts known as ACT are also reflected here.

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. The Senior and Recreation Centers revenues are projected to increase with the opening of the new Senior Center and the increase in participation in adult sports. 39 237
AGENDA ITEM NO. 14.

REVENUE BY SOURCE
Other Revenue-General Fund
Administrative Charges-General Fund
Refuse / Street Cleaning Charges-Community Sanitation Fund 5,018,000
4,000,000
4,500,000
5,000,000
5,500,000
Actual
2019/20
Actual
2020/21
Actual
2021/22
ETC
2022/23
Budget
2023/24
Projected
2024/25
Projected
2025/26
724,000
200,000
400,000
600,000
800,000
1,000,000
Actual
2019/20
Actual
2020/21
Actual
2021/22
ETC
2022/23
Budget
2023/24
Projected
2024/25
Projected
2025/26
This category includes revenue from the sale of equipment, legal settlements, damage restitution, home owner property tax relief, and donations. 2023/24 reflects an anticipated donation for the new Senior Activity Center planned for opening in the fall of 2023.

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 5% of the General Fund revenue. 24,874,000
20,000,000
22,000,000
24,000,000
26,000,000
28,000,000
Actual
2019/20
Actual
2020/21
Actual
2021/22
ETC
2022/23
Budget
2023/24
Projected
2024/25
Projected
2025/26
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 increase by 4% in 2024/25 through 2025/26 and increase 4% each year after. Recycling and greenwaste rates are projected to increase by 4% in 2024/25 through 2025/26 and increase by 4% annually. Street Cleaning charges are projected to increase by 4% in 2024/25 through 2025/26 and are anticipated to grow based on the estimated increase in residential and commercial units.
40 238
AGENDA ITEM NO. 14.

REVENUE BY SOURCE
Sewer Charges-Sewer Service Fund
Water Charges-Water Service Fund
Sewer Bond Coverage Charges-Sewer Service Fund
15,296,000
13,000,000
14,000,000
15,000,000
16,000,000
17,000,000
Actual
2019/20
Actual
2020/21
Actual
2021/22
ETC
2022/23
Budget
2023/24
Projected
2024/25
Projected
2025/26
21,515,000
17,500,000
19,500,000
21,500,000
23,500,000
25,500,000
27,500,000
Actual
2019/20
Actual
2020/21
Actual
2021/22
ETC
2022/23
Budget
2023/24
Projected
2024/25
Projected
2025/26
Users are charged for the maintenance of sewer lines, treatment of waste water, operation of the Sewer Treatment/Water Reuse Facility, and to meet bond covenants. Revenue is projected to grow proportionately to new units, along with rate increases 3% annually if deemed necessary. Increases of 3% are projected for 2024/25 through 2025/26.

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. Increases of 3% are projected for 2024/25 through 2025/26 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, 2026. (4,000,000)
(2,000,000)
-
2,000,000
4,000,000
Actual
2019/20
Actual
2020/21
Actual
2021/22
ETC
2022/23
Budget
2023/24
Projected
2024/25
Projected
2025/26
41 239
AGENDA ITEM NO. 14.

REVENUE BY SOURCE
Building Permits / Planning Fees / Engineering Fees-Planning & Development Fund Building permit activity for dwelling units: T otal building valuation for 2022 was $252,836,000. 2019 2020 2021 2022
848 1112 1238 859
Local Transportation Funding-Transit Funds
14,552,000
10,000,000
12,000,000
14,000,000
16,000,000
18,000,000
Actual
2019/20
Actual
2020/21
Actual
2021/22
ETC
2022/23
Budget
2023/24
Projected
2024/25
Projected
2025/26
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 fees experienced declines. 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. 6,688,000
4,000,000
5,000,000
6,000,000
7,000,000
8,000,000
Actual
2019/20
Actual
2020/21
Actual
2021/22
ETC
2022/23
Budget
2023/24
Projected
2024/25
Projected
2025/26
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. Some of these funds were used in constructing the new Transit Station anticipated to open in fall of 2023. 42 240
AGENDA ITEM NO. 14.

REVENUE BY SOURCE
Measure C (1/2 cent Sales Tax)
15,317,000
7,500,000
11,500,000
15,500,000
19,500,000
23,500,000
Actual
2019/20
Actual
2020/21
Actual
2021/22
ETC
2022/23
Budget
2023/24
Projected
2024/25
Projected
2025/26
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 2022/23 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.
43 241
AGENDA ITEM NO. 14.

SUMMARY OF EXPENDITURES BY FUND
2022-
2023
2021-2022 Revised 2023-2024
Actual Estimate Budget
GENERAL FUND 83,964,245 98,079,100 105,339,200

SPECIAL REVENUE FUNDS
Housing and Community Development 139,620 217,900 348,900 Landscape Maintenance District 4,270,093 4,658,000 5,298,000 Community Facilities Dist 2020-1 5,700 5,700 32,700

INTERNAL SERVICES FUNDS
Liability & Property Insurance 4,223,595 5,501,400 6,791,600 Employee Benefit 29,807,560 34,797,700 39,311,900
Fleet Maintenance 11,201,514 17,606,200 12,084,100
General Government Services 12,515,203 20,089,500 15,640,100

ENTERPRISE FUNDS
Community Sanitation 24,028,216 26,342,300 27,625,000
Sewer Service 14,210,951 18,017,600 19,499,400
Transit 7,194,123 9,797,000 10,287,200
Water Service 18,338,694 23,801,200 24,140,800
Planning & Development Services 11,142,845 14,402,800 15,348,900

CAPITAL IMPROVEMENTS FUNDS
Sewer Construction 7,153,289 8,920,700 7,607,000
Parks Projects 2,346,629 10,840,000 1,240,000
General Government Facilities 16,674,880 24,540,500 208,000 Street Construction 10,318,066 42,679,800 24,865,000
Water Construction 5,210,538 18,731,000 7,026,000
Refuse Construction 114,088 2,575,000 1,000,000
Housing and Community Development 336,854 1,211,400 7,060,000 TOTAL 263,196,703 382,814,800 330,753,800

SUCCESSOR AGENCY TRUST FUND
Clovis Successor Agencies*
1,367,802 1,367,000 1,362,000
*The Clovis Successor Agencies are Private Purpose Trust Funds and as such are reported separately and not i
ncluded in Citywide totals.
44 242
AGENDA ITEM NO. 14.
`
General
26%
Special Revenue
1%
Internal Services
21%
Enterprise
24%
Capital Improvement
28%

EXPENDITURES BY FUND TYPE
General
32%
Special Revenue
2%Internal Services
22%
Enterprise
28%
Capital Improvement
16%
General
34%
Special Revenue
2%Internal Services
22%
Enterprise
29%
Capital Improvement
13%
2023-2024 BUDGET
2021-2022 ACTUAL
2022-2023 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 Ci ty 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 2023/24 is calculated at 15% of total assessed valuation or $2,166,300,596. The City currently has no general obligation debt outstanding.

LEGAL DEBT LIMIT

Assessed Valuations $ 14,347,247,474
Add back exempt property 94,756,500

Total Assessed Value $ 14,442,003,974

Legal Debit Limit
15% of Total Assessed Value $ 2,166,300,596

The other long-term debts are payable from revenue sour ces that are not an obligati on 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 operatio ns); and capital leases (which are leases secured by the leased asset). Total non-general obligation debt by type as of June 30, 2023, is as follows:

Long-Term Interfund Loans $22,800,000
Long-Term Loans 1,908,902
Capital Leases 11,370,847
Revenue Bonds 97,505,000
Long-Term Contracts 1,203,925
Total $134,788,674

Successor Agency Tax Allocation Bonds $9,535,000 47 247
AGENDA ITEM NO. 14.

DEBT SERVICE REQUIREMENTS
(Principal and Interest Only)
Total Amount 2022-2023
Amount Outstanding 2021-2022 Revised 2023-2024
Issued 6/30/2023 Actual Estimate Budget
Long-Term Interfund Loans
15,300,000 15,300,000 0 0 0
7,500,000 7,500,000 0 750,000 750,000
* Sewer Developer Fund
General Services Fund
Long-Term Loans
California Energy Project Loan 953,239 243,766 85,533 85,700 86,000 PG&E Energy Project Loan 220,121 - 11,385 - - California Energy Project Loan 70,700 8,225 8,286 8,400 10,000 2016 PG&E Energy Project Loan #3 168,239 32,045 19,227 19,300 20,000 2018 California Energy Project Loan 1,840,035 1,413,999 125,322 125,400 126,000 2020 PG&E Energy Project Loan #5 164,401 108,230 16,440 16,500 17,000 2020 PG&E Energy Project Loan #6 207,841 102,637 30,791 30,800 31,000 Capital Leases
Fire Station 31 Relocation 6,090,000 - 270,273 - - Safety Facilities Solar 2,454,100 1,273,392 194,702 194,800 196,000 Pet Adoption Center 3,000,000 1,719,414 216,855 219,400 221,000 2013 Corporation Yard 14,377,528 4,777,886 1,270,573 1,276,800 1,281,000 Fire Truck, Fire & Police Vehicles 1,795,000 76,768 77,423 77,900 79,000 2015 Police/Fire Comm. Towers 1,810,000 492,821 202,671 204,300 205,000 2015 Solar Project 2,000,000 1,405,649 139,255 139,800 141,000 2016 Police/Fire Vehicles 1,460,000 143,104 49,120 49,600 50,000 2018 Police/Fire Vehicles 573,000 - 123,557 124,400 -
2019 Police/Fire Vehicles 1,125,000 120,782 243,606 245,600 123,000 2020 Police Vehicles 1,038,104 425,876 216,906 217,200 218,000 2020 Fire Truck 1,301,896 935,155 142,343 142,600 143,000 Revenue Bonds
2013 Waste Water 12,500,000 7,800,000 1,006,685 1,018,700 1,018,000 2015 Waste Water 21,600,000 20,450,000 1,045,224 1,045,100 1,046,000 2017 Waste Water 50,710,000 43,195,000 3,808,659 3,835,700 3,837,000 2013 Water Improvement 31,810,000 13,135,000 2,975,468 3,013,500 3,021,000 2021 Landmark Square Senior Center 13,355,000 12,925,000 524,047 656,300 652,000 Long-Term Contracts Payable
** 1993 WWTP Expansion/Upgrade
(Payable to the City of Fresno) 17,618,748 1,203,925 1,214,414 1,232,400 1,232,000 Total
$211,042,952 $134,788,674 $14,018,765 $14,730,200 $14,503,000

SUCCESSOR AGENCY TRUST FUND
Tax Allocation Bonds
2008 Tax Allocation Bonds 19,100,000 9,535,000 1,041,093 1,341,100 1,337,000 * 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. 2023-2024 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. 48 248
AGENDA ITEM NO. 14.
2023-2024 DESCRIPTION OF LONG-TERM DEBT
Long-T
erm Interfund Loans
In 2023/24 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 borrowed $7,500,000 from the Water Servic e Fund to financ e 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 2023/24 with annual principal payments of $750,000 and interest at the annual rate of return ear ned by the California State Local Agency Investment Fund (LAIF).

Capital Leases
In De
cember 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 le ase 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 2023/24 budget is $134,000 for principal and $62,000 for interest.

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 pay ment scheduled is for July 2032. Included in the 2023/24 budget is $153,000 for principal and $68,000 for interest.

In September 2013 the City entered into a fourteen-y ear 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 Marc h 2027. Included in the 2023/24 budget is $1,141,000 for principal and $140,000 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 2023/24 budget is $77,000 for principal and $2,000 for interest.

In August 2015 the City entered into an eleven-yea r $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 2023/24 budget is $194,000 for principal and $11,000 for interest.

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 la st payment is scheduled for May 2036. Included in the 2023/24 budget is $92,000 for principal and $49,000 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 2023/24 budget is $47,000 for principal and $3,000 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.
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AGENDA ITEM NO. 14.
2023-2024 DESCRIPTION OF LONG-TERM DEBT

Capital Leases – Continued

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 2023/24 budget is $121,000 for principal and $2,000 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 2023/24 budget is $212,000 for principal and $6,000 for interest.

In June 2020 the City entered into a ten-year $1,301,896 l ease for the purchase of a fire truck. The interest rate on the lease is 1.71%. The last payment is sc heduled for June 2030. Included in the 2023/24 budget is $127,000 for principal and $16,000 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
2024 2,298,000 359,000 2,657,000
2025 2,153,880 287,274 2,441,154
2026 1,902,952 223,418 2,126,370
2027 1,811,806 163,802 1,975,608
2028 581,248 114,917 696,165
2029 - 2033 2,291,863 258,941 2,550,804
2034 - 2036 331,098 16,635 347,733
Total $11,370,847 $1,423,987 $12,794,834

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2023-2024 DESCRIPTION OF LONG-TERM DEBT

Long-Term Loans

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 intere st rate on this loan is 3.00%. The last payment is scheduled for June 2026. Included in the 2023/24 budget is $79,000 for principal and $7,000 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 Diod e) retrofits. The interest rate on this loan is 1.00%.

The last payment is scheduled for June 2024. Inclu ded in the 2023/24 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 2023/24 budget is $20,000 for principal and $0 for interest.

During 2018/19 the City entered into a seventeen-y ear $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 2023/24 budget is $112,000 for principal and $14,000 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 2023/24 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 2023/24 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
2024 268,000 22,000 290,000
2025 252,338 16,153 268,491
2026 244,489 13,251 257,740
2027 141,364 10,477 151,841
2028 132,436 9,350 141,786
2029 - 2033 623,242 28,956 652,198
2034 - 2035 247,033 3,005 250,038
Total $1,908,902 $103,192 $2,012,094

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2023-2024 DESCRIPTION OF LONG-TERM DEBT

Long-Term Contracts Payable

In 1993 the City of Fresno issued Revenue Bonds fo r 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 2023/24 budget is $1,204,000 for principal and $28,000 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
2024 1,203,925 28,000 1,231,925
Total $1,203,925 $28,000 $1,231,925

Revenue Bonds

In July 2013 the City issued the 2013 Sewer Enterpri se 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 2023/24 budget is $645,000 for principal and $373,000 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 re finance 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. Incl uded in the 2023/24 budget is $2,385,000 for principal and $636,000 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 2023/24 budget is $190,000 for principal and $856,000 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 2023/24 budget is $1,720,000 for principal and $2,117,000 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 of Landmark 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 2023/24 budget is $285,000 for principal and $367,000 for interest.

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2023-2024 DESCRIPTION OF LONG-TERM DEBT
Revenue Bonds – Continued
The following is a sched
ule of the debt service payments for the City's revenue bonds:

Year Ending
June 30, Principal Interest Total
2024 5,225,000 4,349,000 9,574,000
2025 6,340,000 4,063,841 10,403,841
2026 7,515,000 3,726,869 11,241,869
2027 7,895,000 3,353,244 11,248,244
2028 8,275,000 2,956,413 11,231,413
2029 - 2033 22,700,000 10,595,551 33,295,551
2034 - 2038 26,505,000 5,486,841 31,991,841
2039 - 2043 8,330,000 885,064 9,215,064
2044 - 2048 2,840,000 415,876 3,255,876
2049 - 2051 1,880,000 70,776 1,950,776
Total $97,505,000 $35,903,475 $133,408,475
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SUCCESSOR AGENCY TRUST FUND
Tax Allocation Bonds

In April 2008 the forme r
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 serv ice payment is scheduled for the fiscal year 2037/38.

Included in the 2023/24 budget is $915,000 for principal and $422,000 for interest.

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

Year Ending
June 30, Principal Interest Total
2024 915,000 422,000 1,337,000
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 1,095,000 237,078 1,332,078
2029 - 2033 3,075,000 574,029 3,649,029
2034 - 2038 1,445,000 177,532 1,622,532
Total $9,535,000 $2,410,473 $11,945,473
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AGENDA ITEM NO. 14.

PERSONNEL
Ther
e are twenty new positions being proposed for 2023- 2024, as well as the conversion of seven positions. Of the new positions, eight are within the General Fund, and consist of five Police Officers and one Community Service Officer in the Police Department, one Maintenance Worker in the Parks Division of the Public Utilities Department, and one Recreation Leader in the Recreation Division of the General Services Department. The City Manager Department added a Staff Analyst within the HCD Block Grant Special Revenue Fund and an Assistant Building Technician was added the the Facilities Mainenance Internal Service Fund. Within the Enterprise Funds, the Planning and Development Services Department added three positions, Public Utilities Department added five positions and Transit added two. Also listed are seven position conversions, reorganized within the respective departments .

The
following additional positions are recommended for 2023-2024:

Po
sition Department
Staff Analyst (1) City Manager
Assistant Building Technician (1) General Services/Facilities Maint Bus Driver (2) General Services/Transit
Recreation Leader (1) General Services/Recreation
Deputy City Engineer (1) Planning and Development Services Engineering Inspector (1) Planning and Development Services Traffic Signal Operations Specialist (1) Planning and Development Services Community Service Officer (1) Police
Police Officer (5) Police
Engineering Inspector (1) Public Utilities
Maintenance Worker (1) Public Utilities/Parks
Sanitation Operator (1) Public Utilities/Community Sanitation Utility Worker (3) Public Utilities
The
following positions are recommended for conversion in 2023-2024:

Po
sition Department
Management Analyst to Housing Supervisor City Manager
Management Analyst to Fire Administrator Fire
Management Analyst to Transit Supervisor General Services Transit Supervisor to Transit Manager General Services
General Services Mgr to Deputy Gen Services Director General S ervices Personnel-Risk Mgr to Deputy Gen Services Director General Services Senior Plans Examiner to Senior Building Inspector Planning and Development Services Dur
ing 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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2022-2023 2023-2024 Change
2021-2022 Current Recommended Increase /
Department Prior Year Year Approved Positions (Decrease) City Manager 24.75 26.75 27.95 1.20
General Services 51.10 51.10 55.10 4.00
Finance 21.00 21.00 21.00 -
Planning & Development Services 60.85 61.85 64.65 2.80
Fire 73.00 73.00 73.00 -
Police 180.00 184.00 190.00 6.00
Public Utilities 176.30 189.30 195.30 6.00
TOTAL 587.00 607.00 627.00 20.00

SUMMARY OF POSITIONS

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

CURRENT
2022-2023
Police
31%
Finance
3%
Fire
12%
City Manager
4%
Planning & Devlpmt
Services
10%
Public Utilities
31%
General Services
9%

RECOMMENDED
2023-2024
57 259
AGENDA ITEM NO. 14.
2022-2023 2023-2024 Change
2021-2022 Current Recommended Increase/
Department Prior Year Year Approved Positions (Decrease)

1.00 1.00 1.0 0 -

1.00 1.00 1.0 0 -

1.00 1.00 1.0 0 -

1.00 1.00 1.0 0 -
- 0.50 0.5 0 -

1.00 - - -

1.00 1.00 1.0 0 -
- 1.00 1.0 0 -

1.00 1.00 1.0 0 -
- 1.00 1.0 0 -

0.25 0.25 0.4 5 0.2 0
- - 1 .00 1.0 0
- 1.00 1.0 0 -

4.00 4.00 4.0 0 -

2.00 2.00 2.0 0 -

2.00 2.00 2.0 0 -

1.00 1.00 - (1. 00)

1.00 1.00 1.0 0 -

0.50 - - -

6.00 6.00 6.0 0 -

1.00 1.00 1.0 0 -
- - 1.0 0 1.0 0

24.75 26.75 27.9 5 1.2 0

2.00 2.00 2.0 0 -

3.00 3.00 4.0 0 1.0 0

2.00 2.00 2.0 0 -

16.00 16.00 18.0 0 2.0 0
- 0.10 0.1 0 -

1.00 - - -
- - 2 .00 2.0 0
- 1.00 1.0 0 -

1.00 1.00 1.0 0 -

1.00 1.00 1.0 0 -

1.00 1.00 - (1. 00)

4.00 4.00 4.0 0 -

4.00 4.00 3.0 0 (1. 00)

3.00 3.00 - (3. 00)
- - 3.0 0 3.0 0

1.00 1.00 - (1. 00)

3.00 3.00 3.0 0 -

0.10 - - -

1.00 1.00 2.0 0 1.0 0

2.00 2.00 2.0 0 -

1.00 1.00 1.0 0 -

1.00 1.00 1.0 0 -

1.00 1.00 1.0 0 -

2.00 2.00 2.0 0 -
- - 1 .00 1.0 0

CITY MANAGER
Assistant City Manager
Business Development Manager
City Clerk
City Manager
Communications & Marketing Analyst
Community
& Econ Development Dir
Deputy Director of Information Tech
Economic Dev Housing & Comm Dir
Executive Assistant
Finance Business Systems Analyst
Geographic Information System Analyst
Housing Supervisor
Information Tech. Cybersecurity Analyst
Information Technology
Specialist
Information Technology Supervisor
Information Technology Technician
Management Analyst
Principal Office Assistant
Public Affairs & Information Manager
Senior Information Technology Analyst
Senior Information Technology Specialist
Staff Analyst
TOTAL

GENERAL SERVICES
Administrative Assistant
Assistant Building Technician
Building Maint Worker/Leadworker
Bus Driver
Communications & Marketing Analyst
Department Support Manager
Deputy General Services Director
Facilities Maintenance & Purchasing Mgr
Facilities Maintenance Supervisor
General Services Director
General Services Manager
Lead Bus Driver
Management Analyst
Personnel Technician
Personnel Technician/Senior
Personnel/Risk Manager
Principal Office Assistant
Public Affairs & Information Manager
Recreation Leader
Recreation Specialist
Recreation Supervisor
Senior Center Nutrition Svs Worker
Senior Custodian
Transit Dispatcher
Transit Manager
Transit Supervisor

1.00 1.00 1.0 0 -
TOTAL 51.10 51.10 55.1 0 4.0 0

BY DEPARTMENT

DETAIL OF POSITIONS
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AGENDA ITEM NO. 14.

DETAIL OF POSITIONS

BY DEPARTMENT
2022-2023 2023-2024 Change
2021-2022 Current Recommended Increase /
Department Prior Year Year Approved Positions (Decrease)

FINANCE
Accountant/Senior 3.00 3.00 3.00 - Accounting Supervisor 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 - Finance Manager - 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/Associate Planner 3.00 3.00 3.00 - Building Inspector/Sr Bldg Inspector 5.00 4.00 5.00 1.00 Building Official 1.00 1.00 1.00 - Business Workflow Analyst 1.00 1.00 1.00 - Business Workflow Specialist 1.00 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 1.00 - Communications & Marketing Analyst - 0.10 0.10 - Construction Manager 1.00 1.00 1.00 - Deputy Building Official/Plan Checker 1.00 1.00 1.00 - Deputy City Engineer - - 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 14.00 14.00 14.00 - Engineering Inspector/Sr Eng Inspector 6.00 6.00 7.00 1.00 Engineering Program Supervisor 1.00 1.00 1.00 - Engineering Tech/Sr Eng Tech 3.00 3.00 3.00 - Geographic Info System Analyst 0.75 0.75 0.55 (0.20) Geographic Info System Tech 1.00 1.00 1.00 - Management Analyst 1.00 2.00 2.00 - PDS Admin Services Manager 1.00 1.00 1.00 - Permit Technician 3.00 2.00 2.00 - Planning Technician I/II 2.00 2.00 2.00 - Plans Examiner/Senior Plans Examiner 4.00 5.00 4.00 (1.00) Principal Office Assistant 1.00 1.00 1.00 - Public Affairs & Information Manager 0.10 - - - Senior Planner 1.00 3.00 3.00 - Staff Analyst 2.00 1.00 1.00 - Supervising Civil Engineer 2.00 2.00 2.00 - Traffic Signal Operations Specialist - - 1.00 1.00 TOTAL 60.85 61.85 64.65 2.80 59 261
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DETAIL OF POSITIONS

BY DEPARTMENT
2022-2023 2023-2024 Change
2021-2022 Current Recommended Increase /
Department Prior Year Year Approved Positions (Decrease) POLICE
Administrative Assistant 2.00 3.00 3.00 - Animal Control Officer 6.00 6.00 6.00 - Animal Services Aide 1.00 1.00 1.00 - Communications Supervisor - 1.00 1.00 - Community Service Officer 14.00 14.00 15.00 1.00 Crime Analysis Supervisor 1.00 1.00 1.00 - Crime Specialist 2.00 2.00 2.00 - Digital Forensic Analyst 1.00 1.00 1.00 - Lead Public Safety Dispatcher 4.00 5.00 5.00 - Management Analyst 2.00 2.00 2.00 - Police Captain 3.00 3.00 3.00 - Police Chief 1.00 1.00 1.00 - Police Corporal 15.00 18.00 18.00 - Police Lieutenant 4.00 5.00 5.00 - Police Officer/Recruit 78.00 73.00 78.00 5.00 Police Sergeant 8.00 12.00 12.00 - Police Service Manager 1.00 1.00 1.00 - Public Safety Dispatcher/PSO 19.00 18.00 18.00 - Principal Office Assistant 8.00 7.00 7.00 - 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 1.00 - Senior Systems Video Analyst - 2.00 2.00 - Staff Analyst 2.00 2.00 2.00 - Supervisor of Animal Services 2.00 2.00 2.00 - Systems Video Technician 2.00 - - - TOTAL 180.00 184.00 190.00 6.00 FIRE
Battalion Chief 3.00 3.00 3.00 - Deputy Fire Chief 1.00 1.00 1.00 - Fire Administrator - - 1.00 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 - - - Spec Proj/Life Safety Enforcement Mgr 1.00 1.00 1.00 - Staff Analyst - 2.00 2.00 - Training Officer (Captain) 2.00 2.00 2.00 - TOTAL 73.00 73.00 73.00 - 60 262
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DETAIL OF POSITIONS

BY DEPARTMENT
2022-2023 2023-2024 Change
2021-2022 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 3.00 3.00 3.00 - Assistant Water Systems Technician 4.00 4.00 4.00 - Communications & Marketing Analyst - 0.30 0.30 - Disposal Leadworker 3.00 3.00 3.00 - Electrician 3.00 3.00 3.00 - Engineer I/Engineer II/Civil Engineer 6.00 6.00 6.00 - Engineering Inspector/Sr Eng Inspector 1.00 1.00 2.00 1.00 Engineering Tech/Sr Engineering Tech 1.00 2.00 2.00 - Equipment Mechanic 6.00 7.00 7.00 - 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 1.00 - Maintenance Leadworker 6.00 6.00 6.00 - Maintenance Worker/Sr Maint Worker 39.00 42.00 43.00 1.00 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 - Parts Runner - 1.00 1.00 - Principal Office Assistant 6.00 5.00 5.00 - Principal Utilities Engineer - 1.00 1.00 - Public Affairs & Information Manager 0.30 - - - Public Utilities Director 1.00 1.00 1.00 - Sanitation Operator/Senior San Operator 25.00 26.00 27.00 1.00 Solid Waste Manager 1.00 1.00 1.00 - Staff Analyst - 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 30.00 35.00 38.00 3.00 Water Production Manager 1.00 1.00 1.00 - Water System Supervisor 1.00 1.00 1.00 - Water System Technician 1.00 1.00 1.00 - Water Treatment Plant Operator 3.00 3.00 3.00 - TOTAL 176.30 189.30 195.30 6.00 CITY TOTAL 587.00 607.00 627.00 20.00
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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 ......................................................................................................... 70-79 Administration ........................................................................................................................................... 80-81 Economic Development & Communications ............................................................................................. 82-85 Housing & Community Development ........................................................................................................ 86-87 City Clerk ................................................................................................................................................... 88-89 Information Technology ............................................................................................................................. 90-91 General Services Department
Summary & Performance Measures ......................................................................................................... 92-97 Personnel .................................................................................................................................................. 98-99 Employee Benefits ................................................................................................................................ 100-101 Liability and Property Insurance ............................................................................................................ 102-103 Facilities Maintenance ........................................................................................................................... 104-105 Department Support .............................................................................................................................. 106-107 Senior Services ..................................................................................................................................... 108-109 Recreation ............................................................................................................................................. 110-111 Transit ................................................................................................................................................... 112-113 Finance Department
Summary & Performance Measures ..................................................................................................... 114-117 Administration ....................................................................................................................................... 118-119 Planning and Development Services Department
Summary ............................................................................................................................................... 120-121 Planning & Performance Measures ...................................................................................................... 122-124 Building & Performance Measures ........................................................................................................ 125-127 Engineering & Performance Measures ................................................................................................. 128-130 Police Department
Summary & Performance Measures ..................................................................................................... 131-135 Patrol ..................................................................................................................................................... 136-137 Communication ..................................................................................................................................... 138-139 Investigations ........................................................................................................................................ 140-141 Youth Services ...................................................................................................................................... 142-143 Support Services ................................................................................................................................... 144-145 Administration ....................................................................................................................................... 146-147 Animal Services .................................................................................................................................... 148-149 Fire Department
Summary & Performance Measures ..................................................................................................... 150-153 Emergency Services ............................................................................................................................. 154-155 Life Safety and Enforcement ................................................................................................................. 156-157 Emergency Preparedness ..................................................................................................................... 158-159 Administration and Support Services .................................................................................................... 160-161 Public Utilities Department
Summary & Performance Measures ..................................................................................................... 162-169 Street Maintenance ............................................................................................................................... 170-171 Street Lighting ....................................................................................................................................... 172-173 Storm Drain ........................................................................................................................................... 174-175 Parks ..................................................................................................................................................... 176-177 Landscape Maintenance District ........................................................................................................... 178-179 Fleet Maintenance ................................................................................................................................. 180-181 Community Sanitation ........................................................................................................................... 182-183 Wastewater ........................................................................................................................................... 184-185 Community Facilities District (CFD) 2020-01 ........................................................................................ 186-187 Water .................................................................................................................................................... 188-189 Clovis Successor Agencies
Summary & Administration & Debt Service ........................................................................................... 190-192 63 267
AGENDA ITEM NO. 14.
2022-2023
2021-2022 Revised 2023-2024
Actual Estimate Budget
City Council 340,862 361,400 560,700
City Attorney 691,496 789,000 1,123,200
City Manager 6,895,212 12,856,500 9,517,000
General Services 52,300,322 63,962,000 70,203,200
Finance 3,308,140 3,637,800 3,982,100
Planning & Development Services 11,142,845 14,402,800 15,348,900 Police 42,346,887 49,784,700 54,524,000
Fire 20,950,321 24,173,300 24,040,600
Public Utilities 83,066,277 103,348,900 102,448,100
Capital Improvements 42,154,341 109,498,400 49,006,000
TOTAL 263,196,703 382,814,800 330,753,800
General Government 7,464,456 8,331,400 9,602,900
Public Safety 63,297,208 73,958,000 78,564,600
Planning & Development Services 11,142,845 14,402,800 15,348,900 Capital Improvements 42,154,341 109,498,400 49,006,000
Public Utilities 65,584,602 78,519,100 82,712,800
Culture & Recreation 15,805,376 20,110,300 21,690,900
Internal Services 57,747,875 77,994,800 73,827,700
TOTAL 263,196,703 382,814,800 330,753,800

SUMMARY OF EXPENDITURES

BY DEPARTMENT

BY FUNCTION
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EXPENDITURES BY FUNCTION
General Government
3%
Public Safety
24%
Planning & Development
Services
4%
Capital Improvements
16%
Public Utilities
25%
Culture & Recreation
6%
Internal Services
22%
2021-2022 ACTUAL
General Government
2%
Public Safety
24%
Planning & Development
Services
5%
Capital Improvements
15%
Public Utilities
25%
Culture & Recreation
7%
Internal Services
22%
2023-2024 BUDGET
General Government
2%
Public Safety
19%
Planning & Development
Services
4%
Capital Improvements
29%
Public Utilities
21% Culture & Recreation
5%
Internal Services
20%
2022-2023 ESTIMATED
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AGENDA ITEM NO. 14.

CITY COUNCIL SUMMARY
The City
Council is the elected legislative body of the City of Clovis and has the overall responsibility for the scope, policy direction, and financing of City services and all decisions concerning the expenditure of tax and other revenues utilized for t he benefit of the citizens of Clovis. T he 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 determining the overall vision for the community and its future. They also determine the missi on of the local government in the conduct of its daily business of governance and service delivery. Within t he structure of the Council-Manager form of government utilized by the City of Clovis, the City 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, consider s staff information and recommendations, and receives comments from citizens and the general public.

Department Goals 2023-2024
 Provide for orderly and planned community growth consistent with the vision adopted with the City’s General Plan.
 Make Clovis the Safest City in the Valley providing quick and effective responses to high priority calls for emergency services.
 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.  Provide for a financially sustainable City as the community grows.  Make Clovis a great place for families to live.
 Foster regional leadership by maintaining a distinct community identity and pride.  Encourage and promote citizen engagement and community leadership.  Maintain Clovis as a public sector employer of choice.

Budgetary Highlights
 Provide policy guidelines to update the provisions of the Clovis General Plan to guide future growth and revitalization of the community.
 Provide policy guidelines that assure the fiscal sustainability of the City for today and into the future.  Support efforts to attract investment and quality job creation in local business parks; strengthen partnerships with business, economic development organizations, and educational resources in the region to facilitate economic diversity and an improved jobs-housing balance.  Review the community-wide survey and provide gu idance on service enhancements and expectatio ns identified by residents.
 Maintain active membership in regional and statewide organizations of local governments to participate in information sharing networks and provide training and legislative advocacy on matters of law and policy.  Support training and efforts in succession planning to create the next generation of City leaders.  Support opportunities for citizen engagement to promote better understanding of local governments and to foster the next generation of civic leaders.
 Continue to focus on core services and opportunities to partner for more efficient services. 66 270
AGENDA ITEM NO. 14.

CITY COUNCIL
2022-2023
2021-2022 Revised 2023-2024
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 87,300 88,400 91,000
Benefits 111,722 107,100 106,900
Professional Services 0 300 204,000
Travel & Meeting Expense 11,911 20,500 41,000
Dues & Subscriptions 33,929 35,000 37,000
Admin & Overhead 96,000 110,100 80,800
TOTAL CITY COUNCIL 340,862 361,400 560,700
Interfund Charges 200,000 203,000 185,000
Use of Discretionary Funds 140,862 158,400 375,700
TOTAL 340,862 361,400 560,700

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

SOURCES OF FUNDING
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AGENDA ITEM NO. 14.

CITY ATTORNEY

DEPARTMENT SUMMARY
The City Atto rne
y is an appointed office established under the laws of the 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 advisor 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 primary operations of the City Attorney's office. When departments require litigation or special legal servic es 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 2023-2024
 Provi
de accurate and timely consultation and advice to City Council, the City Manager, and City departments.  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.  Prosecute, defend, and manage litigation in a cost-effective manner.

Budgetary Highlights
 Provi
de ongoing legal review and consultation with the City Manager and City departments weekly.  Present a minimum of two workshops on legal issues to City Council and City departments during the year.  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.
2022-2023
2021-2022 Revised 2023-2024
Actual Estimate Budget
Professional Services 663,596 750,000 1,074,000
Admin & Overhead 27,900 39,000 49,200
TOTAL CITY ATTORNEY 691,496 789,000 1,123,200
Intergovernmental Charges 748,000 743,000 752,000
Use of Discretionary Funds (56,504) 46,000 371,200
TOTAL 691,496 789,000 1,123,200
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 Manage r is an appointed office established by the Clovis Municipal Code and under the laws of the State of California. The City Manag er is appointed by the City Council to serve as the chief administrative officer. The City Manager is responsible for admini stering all operations, finances, activities, and projects consistent with City Counc il policy directiv es and applicable municipal, state, and federal laws. The City Manager appoints and removes all employees on t he recommendation of the various department heads and appoints and/or dismisses department heads subject to confirmation of the City Council. The City Manager also serves as the Executive Director of the Public Financ e Authority which issues financing instruments to fund various projects. Various functions are under the City Manager Department including Administration, Economic Development, Affordable Housing, City Clerk, and Informat ion Technology. In previo us years, the City Clerk and Information Technology Division were under the City Clerk Department. This has shifted due to the reorganization of the City Clerk and Assistant 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 Ma
nager's office is the administrative, cost -control center for the entire City operation and is responsible for ensuring that City Council policies are carr ied forward by action. Department staff also provides administrative support to the City Council, City Clerk, and oversees Information Technology.

Economic Development & Communications Section 25200
Economic Devel opme
nt Division of the Economic Development, Housing & Communications 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.

The Communications Division is responsible for effectiv ely promoting City services , programs, meetings, and events to residents through a variety of means, includi ng social media, traditional print and broadcast media, flyers, and signage. Department staff also responds to various inquiries from media, residents, and community partners and connects those parties with the best City Department to handle their needs.

Housing & Community Development Sections 42750/49210
Housin
g & Community Development staff is responsible for the day-to-day operation of Clovis’ allocation of federal Community Development Block Grant (CDBG) pr ogram funds. This includes citywide 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 Develo pment (HUD). Staff in this sect ion also administers all affordable housing programs. This includes Clovis’ multi-family affordable housing development funding, home rehabilitation loan program, home repair grant program, first-time hom ebuyer loan program, and the mobile home replacement loan program. Staff in this section is also responsible for the accounting for and disposition of assets and liabilities of Clovis’ affordable housing programs. In addition, staff coordi nates 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 appointed by the City Manager and confirmed by the City Council, taking on additional administrative duties as assigned and supervised by the City Manager. Primary duties include the following major categories:
 Elections – As Elections Official, the City Clerk conducts and oversees the municipal election process. Voter registration and voting is coordinated with the Fresno County Clerk’s Election Division and election services are provided by the County Clerk’s Election Division.
 Filing Official – The City Clerk is the local Filing Official for all State and local financial disclosure statements which includes Statements of Economic Interest es for City Councilmembers, Commissioners, and 70 274
AGENDA ITEM NO. 14.

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.

 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.

 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.

 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 al so 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 fo r 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 Divisi on has transitioned from reporting to the City Clerk to the Assistant City Manager. The Division’s se rvices include cyber-security preparedness, telecommunications, geographic information systems, network infrastructure including fiber-optics, server and desktop virtualization, application a nd systems development, and 24x7 on-call support for Public Safety and other mission critical applications.

Department Goals 2023-2024

 Implement the vision, mission, strategic goals, and target actions set forth by the City Council.  Provide thorough and timely information about projects and proposals to the City Council to allow for informed decision making.
 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.
 Assist the City Council in assessing new and/or changed policies and programs that will regain and expand the Citys revenue and tax base and help attract jobs that will raise per capita income for residents, a leading indicator of economic vitality.
 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.  Develop policies that support a sustainable community.  Provide learning opportunities for the next generation of City leaders.  Carry out the affordable housing function by ma naging the housing program assets and programs, improving existing housing and increasing the supply of affordable housing.  Provide administrative support for special project a ssignments from the City Manager such as preparation for tax sharing agreements with the county and other public agencies.  Continue the planning and implementation of a Succession/Leadership team of managers, preparing newer managers for future leadership positions.
 Effectively communicate with residents, businesses, and stakeholders on programs, services, meetings, and events.
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AGENDA ITEM NO. 14.

City Clerk Division

 Implement a public records request management system.

 Review and update the City’s Document Management Policy & Procedures (last updated in 2000).

 Prepare for and coordinate the next General Municipal Election in November 2024.

 Provide timely response to citizens and departmental requests for information and advice.

 Maintain an accurate record of City Council actions: minutes, ordinances, resolutions and agreements.

 Update the Clovis Municipal Code as ordinances become adopted.

 Provide timely and thorough responses to special project assignments for the City Manager.

Information Technology Division

 Continue to improve the security post ure of the City’s information systems and protect from all vulnerabilities including unauthorized access, hacks and malware.
 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.  Provide technology, automation and innovation to t he city and departments so staff works smarter not harder.
 Provide cyber-security awareness information, threat assessments and other training resources.  Continue to maintain the city’s network infrastruc ture, applications and systems and strive for 99% uptime. 72 276
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CITY MANAGER

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

Economic Development & Communications Division
 Contin
ue 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.
 Encourage private sector development in the community by working with property owners, brokers and developers to make Clovis competitive in attracting new businesses.  Begin Phase 2 work on analysis of Shaw Avenue to det ermine future uses of commercial corridor, including Sierra Vista Mall.
 Work with the Tourism Advisory Committee and regional efforts to position Clovis as a regional and state tourist destination; support opportunities to host comm unity special events that are aligned with community interests to aid in growing the tourism economy in Clovis.  Maintain content of City websites and social media accounts, monitor comments, and observe and report on trends.
 Assist various City departments in their marketing efforts to communicate new or existing services and programs, as well as public meetings and City events.
 Organize and participate in online and in-person community outreach efforts, including diversity outreach, recruiting efforts, and other ways to connect with community members.

Housing Development Division
• Provide funds to repair/rehabilitate/construct 45 homes and construct 59 new affordable housing units. o Repair/rehabilitation through Calhome & CDBG.
o Funds committed to assist in the construction of new affordable housing units. • Assist developers in creating additional affordable housing in the community. • Provide funds for 15 first time home buyers.
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AGENDA ITEM NO. 14.

City Clerk Di
vision
 Implement a
public records request management system.
 Review and update the City’s Document Management Policy & Procedures (last updated in 2000).  Maximize utilization of technology to improve services.  Complete workflow analysis of all documents that fl ow through Administration to the City Council and update/streamline the approval/adoption process.

Information Technology Division
 Assi
st the Finance Department with the implementation of a Utility billing system software.  Install additional fiber optic connections between City facilities.  Increase data storage capacity in its data centers.
 Upgrade the City’s core network and voice communications systems software.  Replace the Uninterruptable Power Supply (UPS) System in the Public Safety Building.  Upgrade the network to increase security of the system. 74 278
AGENDA ITEM NO. 14.

CITY MANAGER

DEPARTMENT PERFORMANCE MEASURES

Administration Division

 The Administration Division’s Goal is to ensure that th e City Council’s policies are implemented as efficiently as possible throughout all City Departments.

Economic Development Division

 One 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 with a job-to-housing ratio ranging from 0.8:1 to 1.25:1 are generally considered to be in balance. The City has gained back most of the job losses experienced due to the economic impact of COVID-19. Meanwhile, housing production has c ontinued growing but at a slower pace than past years, requiring additional jobs to keep the jobs/housing balance ratio on target. The focus going forward will be further gains in job creation.

2021-2022 (actual) 2022-2023 (estimated) 2023-2024 (proposed)

Total Jobs Increase/(Decrease) 2,000 2,000 700

Jobs/Housing Balance Ratio .75:1 .85:1 .85:1

 Increase retail sales by encouraging occupancy of vacant retail space, development of new commercial retail and ensuring that existing retail businesses are offered the opportunity to expand their operations.

Retail sales trends continue to shift online, a trend which accelerated due to the COVID-19 pandemic.

Online sales, disruptions in supply, and shifting mark et trends will 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.

We will also continue with our Phase 2 analysis of the Shaw Avenue Corridor, to determine best future uses for the retail spaces, including the Sierra Vista Mall.

2021-2022 (actual) 2022-2023 (estimated) 2023-2024 (proposed)

Total Retail Sales Tax $30,639,077 $30,759,935 $31,500,000

Percentage Increase/(Decrease) 12.7% .4% 2.4%

Communications Division

 Engage with community members as effectively as possible using available resources, including our City websites and social media accounts. One goal is to respond to each question and comment from residents within 24 hours of their ask. We also want to modernize and simplify the way residents find and reach out to City Staff by creating an online portal, printed materials, etc.

Housing Development Division

The goal of the Housing Division is to increase and improve the supply of affordable housing.

 Increase the supply of affordable housing: Provide funds for multi-family development projects utilizing the impact-fee reduction program, and other funding sources, to administer housing and conduct first-time homebuyer program.

 Improve the supply of affordable housing: Provide housing rehabilitation and other services to at least 45 households to improve the quality of the housing st ock and the neighborhoods in which that housing is located.

75 279
AGENDA ITEM NO. 14.
2021-20
22 (actual) 2022-2023 (estimated) 2023-2024 (proposed)
New Unit
s Constructed/Added 63 75 64
Rehabilitated Housing 16 15 45
Down Payment Assistance Program 0 0 10
Emergency Housing Payments 0 0 0
City Clerk Division
The mission of the City Cl
erk 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’s records with efficient records management. 2021-2022 (actual) 2022-2023 (estimated) 2023-2024 (proposed)  Con
duct the General Municipal Election in accordance with state law in the most efficient and economic al manner possible. Complete, but unofficial, results should be available by 10:00 p.m. on election night.

Unofficial Election Results N/ A 100% N/ A
 Implement an
automated records request system.

Implement Records
Request System 0% 25% 100%
 Review and update the City’s Document Management Policy & Procedures (last updated in 2000).

Review Current Document
Management Policy &
Procedures
0% 25% 100%
Update and Implement New
Document Management
Policy & Procdures
0% 0% 75%
 Implement the records imaging management plan.

Implement Records
Imaging System 75% 80% 85%
 Operate the general records management program to pr ovide accurate information and efficient response time for information requested by citizens, the City Council, and City departments.

City Council Agenda Packets
and Minutes published
within target time
95% 95% 95%
Resolutions & Ordinances
processed within target time N/A 95% 100%
Public Records Request
Ten-Day Response Time 100% 100 % 100%
76 280
AGENDA ITEM NO. 14.

Data summarizing activity within the City Clerk’s Division is provided below:

Criteria Estimated 2022-2023 Activity
City Council Packets Prepared and Published 24
Staff Reports Processed 300
City Council Resolutions Processed 141
City Council Ordinances Processed 7
City Council Proclamations Prepared 9
Agreements Processed 128
Statements of Economic Interests (Form 700) Processed 120 Public Records Requests Processed 136
Election Candidate Packets Issued 13
Election Candidate Packets Processed 10
Campai
gn Statements Processed 129

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AGENDA ITEM NO. 14.

CITY MANAGER

DEPARTMENT SUMMARY
2022-2023
2021-2022 Revised 2023-2024
Actual Estimate Budget
Administration 1,185,121 1,000,000 1,134,800
Economic Development & Communications 899,914 1,164,500 1,394,300 Housing & Community Development 139,620 217,900 348,900 City Clerk 258,685 433,600 344,000
Information Technology 4,411,872 10,040,500 6,295,000
TOTAL ALL ACTIVITIES 6,895,212 12,856,500 9,517,000
General Fund 2,343,720 2,598,100 2,873,100
Housing & Community Dev Fund 139,620 217,900 348,900
General Services - Information Technology 4,411,872 10,040,500 6,295,000 TOTAL ALL FUNDS 6,895,212 12,856,500 9,517,000

BUDGET BY ACTIVITY

BUDGET BY FUND
79 283
AGENDA ITEM NO. 14.

City Manage
r Administration
Department Section 25100
2023-20
24 Goals
 Assist the City Council with policy development and implementation of priority goals and target actions.  Provide oversight for implementation of the land use planning process and of the General Plan Update.  Implement the adopted budget in a timely manner and pr ovide regular progress repo rts to the City Council to assure that financial targets and program goals are being met.  Provide alternatives and pursue plans for sustainabl e funding strategies for General Fund operations as directed by the City Council.
 Continue to seek ways to improve communications between City government and the general public.  Represent the City's interests in matters of regional and statewide significance.

Objectives to Meet the Goals
 Monitor state and federal legislation that affects municipal operations and financing through association with the League of California Cities, the Council of Fresno County Governments, state and federal deleg ation participation and direct contact with legislators; regularly advise the City Council on actions to suppor t, oppose, or amend proposed legislation and ballot propositions that have a direct impact on City operations.  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 olde r neighborhoods.
 Continue to promote economic development strategies that attract and retain businesses and jobs in Clovis.  Monitor department work programs and budget activities monthly to determine continued need for ac tions and a vailability of funding; conduct periodic management audits of City services and operations to me et service standards, reduce costs, reduce demand, or improve service delivery.  Continue to pursue cost effective communication me thods that describe City services, financial pl ans, history an d community projects, and how citizens may gain access to local government; utilize online resources to feature City services and issues.
 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.
 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 be impacted by supply chain disruptions, labor shortages, and high - yet beginning to ease - inflation pressure. The economy in Clovis has bounced back from the COVID-19 pandemic with record low unemployment, positive growth and commercial investment, but the economy needs the labor market to grow in order to meet businesses needs to continue growing. Many econmists are forecasting a recession during the next budget year. It is likely the City has reached peak revenues during the past budget year, and as such, sta ff has pulled back on growth expectations. The City was able to grow the Emergency Reserve and leverage additional fiscal aid available to better the position the City for the long term. An important ongoing initiative is wo rking 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 charac ter, appearance and quality of life in the community as it continues to grow in the future will be the cha llenge. Economic development and job generation must remain a high priority for the City. Identifying and mentoring the next generation of City leaders will continue to be one of the major goals of the department. Th e 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.
80 284
AGENDA ITEM NO. 14.

City Manager Administration
Department Section 25100
2022-2023
2021-2022 Revised 2023-2024
Actual Estimate Budget
Salaries - Regular 685,792 512,900 548,000
Overtime 13,416 0 0
Extra Help 0 0 30,000
Benefits 225,151 201,300 224,900
Vehicle Charges 19,481 19,900 21,600
Professional Services 29,335 85,100 105,100
Materials & Supplies 8,311 11,000 20,000
Travel & Meeting Expense 23,183 17,500 15,500
Training 7,676 0 0
Dues & Subscriptions 5,376 2,000 5,300
Admin & Overhead 167,400 150,300 164,400
TOTAL ADMINISTRATION 1,185,121 1,000,000 1,134,800
Interfund Charges 644,000 599,000 655,000
Miscellaneous Income 57,316 77,000 77,000
Use of Discretionary Funds 483,805 324,000 402,800
TOTAL 1,185,121 1,000,000 1,134,800
Assistant City Manager 0.50 0.50 0.50 City Manager 1.00 1.00 1.00 Communications & Marketing Analyst - 0.50 0.50 Executive Assistant 1.00 1.00 1.00 Principal Office Assistant 0.20 0.20 0.20 Public Affairs & Information Manager 0.50 - - TOTAL 3.20 3.20 3.20

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
81 285
AGENDA ITEM NO. 14.

City Manager Economic Development & Communications
Department Section 25200

The Economic Development Division is aggressively pursuing private sector investments for job generation.

The Division will focus on job retention and renewed expan sion efforts. The Division will work toward business development and investment to expand the City’s tax base and for seeking an improved balance of jobs and housing in the City. The Division is responsible for marketing the Clovis Industrial Park and the Sierra Gateway Commerce Center also known as the Research & Techno locy Park. In addition, the Division markets industrial and commercial properties through cooperation with real estate brokers and landowners. The Division 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 Di vision is responsible for promoting tourism activities to attract visitors to Cl ovis hotels and services. All of this work is done in coordination between the City departments and local/regio nal business organizations such as the Business Organization of Old Town, Clovis Chamber of Commerce, Clovis Tourism Advisory Committee, Economic Development Corporation, Fresno County Workforce Investment Board, and Fres no-Clovis Convention and Visitors Bureau.

The Communications Division is working to ensure effective internal and external communications using a variety of means. The Division will focu s on working closely with all City d epartments to assist with promoting services, programs, meetings, and events to residents. The Division maintains relationships with traditional local media outlets and work with those outlets to help amplif y our messaging, which is also distributed through our City websites and social media accounts.

2023-2024 Goals

 Retain and expand existing Clovis businesses by assisting the business community with handling the volatile economic conditions.
 Encourage new commercial and industrial development in the City.  Facilitate growth in the number of jobs available for residents improving the jobs-housing balance.  Implement goals and objectives of the City of Clovis Economic Development Strategy.  Implement the goals and objectives of the Business Retention, Expansion and Attraction Program.  Grow our social media reach to provide e ffective two way communication with residents.  Market the City to potential businesses and visitors.

Objectives to Meet the Goals

 Develop and maintain relationships with existing Clovis businesses through business visitations.  Develop and maintain relationships with commercial/i ndustrial real estate brok ers and assist them in marketing Clovis.
 Invest targeted resources to assist in an uptick in entrepreneurs starting businesses.  Invest in assessing the retail market space Clovis offe rs and forecast space needs into the future to adjust land use plan accordingly.
 Continue Phase 2 of the Shaw Avenue Corridor study of retail space.  Continue to develop strategies to make Clovis compet itive in business attraction, including digital marketing tools and targeted trade show participation with special focus on the medical industry.  Provide project coordination for major retail and industrial projects to resolve problems and accelerate siting.  Continue to work with the Business Organization of Old Town, Fresno EDC, Small Business Development Center, Clovis Culinary Center, and the Workforce Investment Board, to retain, expand and attract businesses.
 Continue to update inventory of available commercial and industrial property; develop reliable contacts with commercial real estate brokers.
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AGENDA ITEM NO. 14.

 Communicate with the business community and potential investors highlighting the economic development activities in Clovis.
 Work with the Tourism Advisory Committee, Clovis Ho tel Association, and Clovis Un ified School District to increase tourism opportunities and grow related tax revenues.  Work with the Fresno County Workforce Investment Board (WIB) to provide training opportunities for businesses and residents of Clovis.
 Analyze our communication efforts with businesses a nd residents to ensure we are maximizing all available tools at our disposal.

Five-Year Outlook
The Economic Development Division will take the lead role in promoting and assisting commercial and industrial growth in the City of Cl ovis, seeking expansion of th e local tax base. The Division will be closely monitoring economic trends and needs in Clovis assist and guide businesses toward growth during 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, technology, and agile manufacturing business community. The Division will coordinate work with other City departments to develop and implement a plan to maximize the economic development potential of industrial- and commercial-zoned property throughout the City. The Communications Division will work with all City departments to promote their programs, services, meetings, and events. The Divisi on will expand the City’s digital footprint, growing the City’s website and social media reach. 83 287
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84 288
AGENDA ITEM NO. 14.

City Manager Economic Development & Communications
Department Section 25200
2022-2023
2021-2022 Revised 2023-2024
Actual Estimate Budget
Salaries - Regular 289,910 373,700 450,800
Overtime 20,055 0 0
Extra Help 26,290 41,800 30,000
Benefits 131,446 172,900 199,800
Vehicle Charges 11,089 15,000 17,400
Professional Services 335,399 455,500 572,000
Materials & Supplies 546 0 0
Travel & Meeting Expense 4,189 10,100 15,100
Training 6,061 0 0
Dues & Subscriptions 3,829 4,500 4,500
Admin & Overhead 71,100 91,000 104,700

TOTAL ECONOMIC DEVELOPMENT
& COMMUNICATIONS 899,914 1,164,500 1,394,300
Intergovernmental Charges 60,000 60,000 60,000
Interfund Charges 10,000 10,000 10,000
Use of Discretionary Funds 829,914 1,094,500 1,324,300
TOTAL 899,914 1,164,500 1,394,300
Assistant City Manager 0.50 0.50 0.50 Business Development Manager 1.00 1.00 1.00 Community & Econ Development Dir 1.00 -
-
Ec
onomic Dev Housing & Comm Dir - 1.00 1.00
TO
TAL 2.50 2.50 2.50

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
85 289
AGENDA ITEM NO. 14.

City Manager
Department
Housing & Community Development
Sections 42750/49210
2023-20
24 Goals
 Administe
r the Community Development Block Grant (CDBG) program in accordance with federal regulations, and in a manner that improves the community by providing decent, affordable housing and a suitable living environment for low- to moderate-income residents of Clovis.  Preserve and expand Clovis’ supply of affordable housing.  Implement the Housing Element programs as applicable.

Objectives to Meet the Goals
 Utilize
current federal and state funding to preserve the affordable housing supply.  Improve street and trail infrastructure in eligible low- to moderate-income neighborhoods.  Provide funds for ADA improvements throughout Clovis.  Assist with job creation for low- to moderate-income citizens of Clovis.  Plan and execute projects for the development of new additional multi-family and single family affordable housing.
 Provide information to the public on affordable housing.  Establish and maintain relationships with federal, state, surrounding local and non-profit housing agencies.  Be a resource for affordable housing information for private developers, in an effort to promote private investment in affordable housing development.
 Research funding opportunities for affordable housing and complete funding applications.  Partner with the Fresno-Madera Continuum of Care for provision of services to unhoused individuals and families.Support the Housing Element Programs in order to ensure compliance with state law.

Five-Year Outlook
Projects will be identified annually to preserve and exp and Clovis’ supply of affordable housing. In addition, projects will be identified annually to improve infrastruc ture 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 se ctor to encourage and incentivize the development of affordable housing.
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AGENDA ITEM NO. 14.

City Manager
Department
Housing & Community Development
Section 42750/49210
2022-2023
2021-2022 Revised 2023-2024
Actual Estimate Budget
35,100 117,000 154,500
18,434 44,900 55,700
2,020 7,300 7,200
6,817 2,000 42,000
23 100 5,000
11 100 2,000
2,500 2,500 2,500
16,500 14,000 30,000
58,215 30,000 50,000
Salaries - Regular
Benefits
Vehicle Charges
Professional Services
Materials & Supplies
Travel & Meeting Expense
Dues & Subscriptions
Admin & Overhead
CCDA Capital Improvements

TOTAL HOUSING &

COMMUNITY DEVELOPMENT
139,620 217,900 348,900
Federal Grants 0 217,800 348,900
Project Participation 138,282 0 0
Miscellaneous Income 1,338 100 0
TOTAL 139,620 217,900 348,900
Housing Supervisor - - 1.00
Management Analyst 1.00 1.00 - Staff Analyst - - 1.00
TOTAL 1.00 1.00 2.00

DETAIL OF POSITIONS

BUDGET DETAIL

SOURCES OF FUNDING
87 291
AGENDA ITEM NO. 14.

City Manager City Clerk
Department Section 15000
2023-20
24 Goals
 Implement a
public records request management system.
 Review and update the City’s Document Management Policy & Procedures (last updated in 2000).  Prepare for and coordinate the next General Municipal Election in November 2024.  Provide timely response to citizens and departmental requests for information and advice.  Maintain an accurate record of City Council actions: minutes, ordinances, resolutions and agreements.  Update the Clovis Municipal Code as ordinances become adopted.  Provide timely and thorough responses to special project assignments for the City Manager.

Objectives to Meet the Goals
 Compl
ete the implementation of an automated re cords request management system to streamline the management of this process and ensure that the City is complying with the California Public Records Act.  Review the City’s Document Management Policy & Procedures (2000) and update retention schedules according to new and updated state legislation.
 Complete workflow analysis of all documents that fl ow through Administration to the City Council and update/streamline the approval/adoption process.
 Continue to implement a computerized records managem ent system that provides for efficient records retention and retrieval.
 Continue to provide timely responses to citizens and departmental requests for information.  Develop and train staff, and 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 2024, when two of the five seats on the City Council will be up for election.

Over the next five years, the City Clerk’s division will continue to analyze administrative workflow processes and work towards utilizing technol ogy to improve and streamli ne services. The City Clerk’s division recently worked with departments to analyze the current records requests process and identified the City’s needs for a records request system. In the next fiscal year, staff will implem ent an automated system to improve the processing of public records requests and to ensure that the City is complying with the California Public Records Act.

Additionally, the City Clerk’s division will review the City’s Document Management Policy & Procedures, update the document retention schedules ac cording to new and updated state laws, and work with departments to improve the processing of documents throughout the City.

City staff is continuing to convert records to digital files with the record imaging system. 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. 88 292
AGENDA ITEM NO. 14.

City Manager City Clerk
Department Section 15000
2022-2023
2021-2022 Revised 2023-2024
Actual Estimate Budget
Salaries - Regular 141,750 166,600 169,900
Overtime 239 0 0
Benefits 65,399 70,700 75,800
Vehicle Charges 5,040 7,300 7,200
Professional Services 13,058 130,000 35,000
Travel & Meeting Expense 3,255 4,000 5,300
Training 4,338 10,000 4,000
Dues & Subscriptions 706 700 800
Admin & Overhead 24,900 44,300 46,000
TOTAL CITY CLERK 258,685 433,600 344,000
Interfund Charges 119,015 160,000 134,000
Miscellaneous Income 577 1,000 1,000
Use of Discretionary Funds 139,093 272,600 209,000
TOTAL 258,685 433,600 344,000
City Clerk 1.00 1.00 1.00
Principal Office Assistant 0.80 0.80 0.80 TOTAL 1.80 1.80 1.80

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
89 293
AGENDA ITEM NO. 14.

City Manage
r Information Technology/Communications
Department Sections 36200/36300
2023-20
24 Goals
The goals of the Informatio
n 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.  Enhanced training for key personnel on the financial, network and telecommunications systems.  Enhanced documentation for the financial, network, and other systems.  Maintain, monitor and secure the network resources to ensure their availability to City staff.  Assist with the ongoing implementation of the Geographic Information System.  Assist with implementation of Utitlity Billing Software.

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

Five-Year Outlook
The Division will continue to maintain and improve the City’s telecommunications and network infrastructure to ensure that secure and reliable access is available to City staff. The Division will participate in the implementation of the Utility Billing Syst em and assist with upgrading the City ’s finance system. The Division will continue to upgrade and support the City’s Geograph ic Information System which will provide departments with a new way to provide the public with needed informat ion. 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. 90 294
AGENDA ITEM NO. 14.

City Manager Information Technology/Communications
Department Section 36200/36300
2022-2023
2021-2022 Revised 2023-2024
Actual Estimate Budget
Salaries - Regular 1,378,494 1,662,100 1,821,800
Overtime 41,792 46,400 46,500
Extra Help 27,292 30,000 30,000
Benefits 560,073 633,900 717,300
Vehicle Charges 37,347 42,400 42,600
Communications 188,452 211,000 204,000
Professional Services 89,435 135,000 105,000
Repairs & Maintenance 727,511 895,500 1,046,000
Office Supplies 54,975 40,000 42,500
Materials & Supplies 197 0 150,000
Travel & Meeting Expense 1,000 1,500 2,500
Training 36,322 50,000 50,000
Admin & Overhead 390,404 412,700 504,800
Capital Outlays - Computers 878,578 5,867,500 1,532,000 Capital Outlays - Vehicles 0 12,500 0

TOTAL INFORMATION TECHNOLOG
Y 4,411,872 10,040,500 6,295,000
Interfund Charges 4,397,084 10,025,500 6,280,000
Project Participation 14,400 14,000 14,000
Miscellaneous Income 388 1,000 1,000
TOTAL 4,411,872 10,040,500 6,295,000
Deputy Director of Information Tech 1.00 1.00 1.00 Finance Business Systems Analyst - 1.00 1.00 Geographic Information Systems Analyst 0.25 0.25 0.45 Information Tech. Cybersecurity Analyst - 1.00 1.00 Information Technology Specialist 4.00 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 6.00 6.00 6.00
Senior Information Technology Specialist 1.00 1.00 1.00 TOTAL 16.25 18.25 18.45

DETAIL OF POSITIONS

BUDGET DETAIL

SOURCES OF FUNDING
91 295
AGENDA ITEM NO. 14.

GENERAL SERVICES

DEPARTMENT SUMMARY

The General Services Department is responsible for pr oviding 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, labor relations, and risk management serv ices. Community 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: administration of the City ’s Personnel Ordinance and Personnel Rules, employee classification, recruitment, orientation and training, Department of Transportation administration, employee benefits administration, personnel records management, and l abor relations. This fiscal year, the Division was tasked with the changing COVID regulations and ensuring that the City was in compliance with the OSHA and the Fresno Health Department guidelines. The Division al so administers the City’s risk management function, which includes: procurement of various insurance cover ages, 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 purchase and acquisition of goods and services utilized for Department Support functions. Specific responsibilities of the Di vision 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 maintenance 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 funded division consisting of revenue from all City departments, both general fund and enterprise funds. The costs for operation s of the Division and the regular maintenance and utilities costs for the City facilities is $9,345,100. This does not include major projects or replacements.

Community Services Division Secti ons 34200, 34400, 34700, 34800

The Community Services Division consists of three sections:
 Senior citizen programs for people age 50+ at the Clovis Senior Activity Center.  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).  The City of Clovis Recreation programs and facilitie s including the Clovis Rotary Skatepark, the Clovis Batting Range and the Clovis Recreation Center.

The Clovis Senior Activity Center section is funded parti ally by discretionary funds, fees paid by students and participants, donations, fundraising, and grants. Software at the center tracks those seniors who sign in for lunch or a scheduled class. Participants are counted when visiting the center to socialize, attend a class or lunch, outside activities held at the center such as tax prep aration or AARP driving class, or when attending a special event that does not require a ticket. In addition, the c enter answers over 100 phone calls per day and provides information, assistance, and referrals.

92 296
AGENDA ITEM NO. 14.

The discretionary general fund portion for the senior center for the FY 2023-2024 budget is approximately $1,026,200, of which $366,200 is for senior center operations and $660,000 is to pay debt service on the new senior center building anticipated to open in FY2023-2024. Below is a breakdown of visitors to the senior center, discretionary fund contribution per visitor, and per Clovis resident.

Clovis
Unduplicated
Seniors

Fresno
Unduplicated
Senior Visitors
Total
Unduplicated
Senior Visitors
Annual
Discretionary
Contribution Per
Visiting Senior
2,065 2,074 4,139 $247.93

Clovis Senior
Activity
Sign-ins
Fresno Senior
Activity
Sign-ins
Total Senior
Activity
Sign-ins
Annual Discretionary
Contribution Per
Activity
24,932 18,382 43,314 $23.69

Discretionary Cost Per
Resident 123,000 total
Discretionary Cost Per
Clovis Resident age 50+
36,900 total
$8.34 $27.81

The City of Clovis Recreation Secti on is funded by a combination of partici pant fees and discretionary general fund dollars. The discretionary portion for recreation for the FY 2023-2024 budget is approximately $1,164,400.

An estimated 80,000 visits to recreation programs in FY 2023-2024 will equate to $14.56 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 M easure C, and various state grants for specia l projects within the scope of the grant funding. Measure C funds are used to meet the farebo x revenue 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 Stage line provides fixed-route bus service to the general public on a pre-determined route.

In October 2020, the Clovis City Council approved a proposal to provide fare-free rides on Stageline and Roundup bus services; bus rides on Stageline and Roundup remain free to everyone. The COVID-19 pandemic severely impacted bus ridership, but as work and school sites return to in-person, passengers are using the bus to travel which reduces the overall cost per passenger for transit services significantly.

Operational costs per passenger trip are as follows:

Stageline Cost per
Passenger Trip
Roundup Cost per
Passenger Trip
$41.96 $78.60

93 297
AGENDA ITEM NO. 14.

Departmen
t Goals 2023-2024
 Maximi
ze efficient expenditures of City funds.
 Increase efficiency of department workforce.
 Maintain internal services provided to City departments.  Provide transit, senior services and recreation services to the community.

Budgetary Highlights
 Compl
ete position recruitments for all open positions.
 Continue to improve operating systems in City facilities as additional facilities are added.  In cooperation with the City’s employee bargaining units, implement strategies for containing costs related to employee benefit programs.
 Utilize all available Clovis Recreation Center buildi ng space to improve recreational services and expand youth programs.
 Continue strategic fundraising efforts to support operation of the new senior activity center building.  Prepare to move senior center and transit opera tions to the Landmark Square facilities as they are completed in FY 23-24.
94 298
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.

 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.

2021-2022 (actual) 2022-2023(estimated) 2023-2024 (proposed)

90-Day Recruitment 100% 100% 95%

 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 medical 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 3.85%.

Health Benefit Cost Containment Increased Costs Increased Costs Increased Costs of -2.5% of 1.1% Estimated at 10.5%

 The Risk Management Section will continue to emphasize 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 ac cidents resulting in the OSHA reporting 3+ lost workdays will be 35 or less, and safety/risk management training programs will be offered to all employees.

Injuries Involving 3+ Lost Work Days 12 49 35

Safety/Risk Management Training Programs 99 215 200

 The Facility Maintenance Section will respond to servic e 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 1068 1110 1103

Response Time Within 24 Hours 95% 90% 90%

 Major facility maintenance projects (i.e., those requiring more than 5 days to complete) will be completed within budgetary parameters and within the projected per iod for the project. The benchmark is 95% of all major projects which will be completed on time and within budget.

2021-2022 (actual) 2022-2023 (estimated) 2023-2024 (proposed)

Number of Major Projects 19 16 5

Projects Completed within Established 95% 95% 95%
Budget and Time Frame

Square Footage of Buildings/Facilities
Maintained 391,061 398,961 442,241

95 299
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.

2021-2022 (actual) 2022-2023 (estimated) 2023-2024 (proposed)

Program Participants/Contact 207,312 274,466 300,000
Nutrition Meals Served (In-Center) 0* 0* 0*
Nutrition Meals Served (Home-Delivered) 0* 0* 0*
Number of Programs Offered 39 68 75
*FMAAA Lunch Program remains suspended through FY23 but may return as operatio ns move into new Senior Center facility on Third Street.

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

Program Participants 94,705 100,000 115,000
Number of Programs Offered 45 65 80

The Community Services Division will provide responsi ve 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 destinatio ns and within 45 minutes for Fresno destinations. Stageline service will maintain scheduled headways and operate on time 96% of the time.

Clovis Destinations 97% 98% 99%

Fresno Destinations 96% 97% 99%

Maintain Scheduled Fixed-Route Headways 97% 97% 97% 96 300
AGENDA ITEM NO. 14.

GENERAL SERVICES

DEPARTMENT SUMMARY
2022-2023
2021-2022 Revised 2023-2024
Actual Estimate Budget
Personnel 780,238 945,100 1,063,800
Employee Benefits 29,807,560 34,797,700 39,311,900
Liability and Property Insurance 4,223,595 5,501,400 6,791,600 Facilities Maintenance 4,431,043 5,093,000 4,939,600
Department Support 3,672,291 4,956,000 4,405,500
Senior Services 1,217,609 1,403,700 1,688,200
Recreation 973,863 1,468,100 1,715,400
Transit 7,194,123 9,797,000 10,287,200
TOTAL ALL ACTIVITIES 52,300,322 63,962,000 70,203,200
General Fund 2,971,710 3,816,900 4,467,400
General Services Fund 8,103,334 10,049,000 9,345,100
Employee Benefits Fund 29,807,560 34,797,700 39,311,900 Liability and Property Insurance Fund 4,223,595 5,501,400 6,791,600 Transit Fund 7,194,123 9,797,000 10,287,200
TOTAL ALL FUNDS 52,300,322 63,962,000 70,203,200

BUDGET BY FUND

BUDGET BY ACTIVITY
97 301
AGENDA ITEM NO. 14.

General Services Personnel
Department Section 30000
2023-20
24 Goals
The p r
imary goal of the Personnel Section is to effe ctively administer the City's Personnel Ordinance and Regulations, and to provide quality personnel support services to City departments.

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

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

Five-Year Outlook
Legislative obligations and the ever-ch anging workplace will continue to require modifications to the manner in which employee benefit programs are administered. Upda ted 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 re sources to meet the hiring and subsequ ent training needs of the various departments.
98 302
AGENDA ITEM NO. 14.

General Services Personnel
Department Section 30000
2022-2023
2021-2022 Revised 2023-2024
Actual Estimate Budget
Salaries - Regular 317,275 355,300 368,000
Overtime 6,089 2,000 2,500
Extra Help 5,192 11,000 55,000
Benefits 129,784 144,000 171,000
Vehicle Charges 15,660 18,700 18,700
Professional Services 141,240 225,000 223,000
Travel & Meeting Expense 1,636 2,000 3,500
Training 6,292 18,000 21,000
Dues & Subscriptions 2,600 4,700 4,800
Admin & Overhead 154,200 164,400 196,300
Insurance & Claims 270 0 0
TOTAL PERSONNEL 780,238 945,100 1,063,800
Interfund Charges 322,000 329,000 389,000
Miscellaneous Income 15 0 0
Use of Discretionary Funds 458,223 616,100 674,800
TOTAL 780,238 945,100 1,063,800
Deputy General Services Director - - 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 - Personnel Technician 1.900 1.900 - Personnel Technician/Senior - - 1.900 Principal Office Assistant 0.600 0.600 0.600 TOTAL 3.350 3.350 3.350

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
99 303
AGENDA ITEM NO. 14.

General Services Employee Benefits
Department Section 31000
2023
-2024 Goals
The p
rimary 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:
 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. 
Continue to develop and provide a quality benefit packa ge for employees at reasonable costs in order to attract an
d retain well-qualified employees.

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

Five-Yea
r 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 member 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 mo dules that may be utilized interdepa rtmentally will continue to provide more effective employee training at reduced costs.
100
304
AGENDA ITEM NO. 14.

General Services Employee Benefits
Department Section 31000
2022-2023
2021-2022 Revised 2023-2024
Actual Estimate Budget
Salaries - Regular 311,563 350,000 362,200
Overtime 5,964 2,400 3,000
Benefits 131,515 145,300 162,200
Vehicle Charges 15,192 18,100 18,100
Professional Services 4,581 5,200 10,900
Special Events 52,405 82,000 96,000
Travel & Meeting Expense 400 1,000 1,200
Training 17,757 18,000 39,600
Dues & Subscriptions 24 300 500
Admin & Overhead 100,100 95,400 99,400
Health Insurance Program - ISF 9,992,205 10,754,100 12,090,300 Unemployment Charges - ISF 36,206 70,000 75,000
Workers Comp Program - ISF 2,735,258 3,598,200 4,250,000 Retirement Contribution - ISF 15,596,024 18,737,800 20,936,300 Deferred Compensation - ISF 808,366 905,400 1,087,200
Compensated Future Absences 0 0 30,000
Capital Outlays - Computers 0 14,500 50,000
TOTAL EMPLOYEE BENEFITS 29,807,560 34,797,700 39,311,900 Employee Benefit Charges 29,807,560 34,797,700 39,311,900 TOTAL 29,807,560 34,797,700 39,311,900

DETAIL OF POSITIONS
Deputy General Services Director - - 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 - Personnel Technician 0.800 0.800 - Personnel Technician/Senior - - 0.800 Principal Office Assistant 0.700 0.700 0.700 TOTAL 3.275 3.275 3.275

BUDGET DETAIL

SOURCES OF FUNDING
101
305
AGENDA ITEM NO. 14.

General Services Liability and Property Insurance
Department Section 32000

2023-2024 Goals

Risk reduction and the protection 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:

 Maintain safe facilities and workplace environment for employees and citizens.

 Continue to use risk transfer pr ograms to protect City assets.

 Pursue subrogation and recovery as appropriate.

 Prevent losses before they occur via a proactive risk identification program.

 Compliance with COVID-19 related health and safety requirements.

Objectives to Meet the Goals

 Minimize risk exposures by analyzing City policies and practices and updating the policies as needed.

 Maintain and implement a comprehensive risk management program for all City departments through departmental health and safety review committees and regular safety inspections.

 Manage compliance with the City’s updated Injury and Illness Prevention Plan including COVID-19 related updates.

 Manage the City’s insurance and risk pooling programs to maximize coverages in the most cost-effective manner.

 Continue the City’s participation/leadership in pool ed risk management organizations like the Central San Joaquin Valley Risk Management Authority and the Local Agency Workers’ Compensation Excess Authority.

 Continue required protocol to reduce the spread of COVID-19 at City workplaces.

Five-Year Outlook

The City's participation and leadership in the Centra l 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/sa fety training programs will continue to be the foundation of the City’s risk management efforts.

102
306
AGENDA ITEM NO. 14.

General Services Liability and Property Insurance
Department Section 32000
2022-2023
2021-2022 Revised 2023-2024
Actual Estimate Budget
Salaries - Regular 156,061 178,000 182,800
Overtime 4,485 2,500 3,000
Benefits 71,661 79,400 87,100
Vehicle Charges 6,183 7,400 7,400
Supplies - Safety 5,141 8,000 8,000
Admin & Overhead 2,500 0 0
Travel & Meeting Expense 1,317 1,700 4,400
Training 18,957 25,000 43,500
Dues & Subscriptions 160 1,000 1,000
Admin & Overhead 96,500 56,300 57,000
Liability Insurance 3,860,630 5,142,100 6,397,400

TOTAL LIABILITY &
PROPERTY INSURANCE 4,223,595 5,501,400 6,791,600
Liability and Property Charges 4,223,595 5,501,400 6,791,600 TOTAL 4,223,595 5,501,400 6,791,600
Deputy General Services Director - - 0.350 Management Analyst 0.400 0.400 0.400 Personnel/Risk Manager 0.350 0.350 - Personnel Technician 0.300 0.300 - Personnel Technician/Senior - - 0.300 Principal Office Assistant 0.700 0.700 0.700 TOTAL 1.750 1.750 1.750

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
103
307
AGENDA ITEM NO. 14.

General Services Facilities Maintenance
Department Section 33300
2023-20
24 Goals
The goals of the Facilitie
s Maintenance Section are to maintain, preserve , and repair all City-owned buildings and facilities in a professional and cost-effective manner while continuing to provide exceptional customer service.

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

Objectives to Meet the Goals
 Contin
ue staff computer training to track and schedule facility maintenance more efficiently.  Ensure that facilities are in compliance with the Americans with Disabilities Act (ADA).  Monitor energy use to ensure that the City’s energy efficiency measures are producing the projected savings in energy consumption and costs, and explore energy saving rebate incentives provided by the local public utility.
 Continue to improve the security of City facilities.
 Reduce energy use in all areas to the extent possible without compromising safety.  Coordinate, plan, and implement all facility related energy efficiency projects.  Analyze long-term facility repair needs.

Five-Year Outlook
Increasing facility operational costs will necessitate additional efforts to ensure that City facilities are operating as efficiently as possible. The cost of energy cont inues to rise each year, prompting the need to explore alternative long-term energy strategies to lower facility operating costs. The need for facility security measures continues to increase as the City purchases additi onal 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 work load of the Section. The Civic Center facilities are approaching 47 years of age and will require on-going prev entative maintenance to keep them in proper condition. The need to modernize facility systems of ol der City buildings will result in increased building and maintenance demands.
104
308
AGENDA ITEM NO. 14.

General Services Facilities Maintenance
Department Section 33300
2022-2023
2021-2022 Revised 2023-2024
Actual Estimate Budget
Salaries - Regular 710,722 755,900 857,800
Overtime 4,457 7,000 7,000
Benefits 316,984 294,700 354,700
Vehicle Charges 95,053 94,300 105,000
Communications 6,672 5,000 7,100
Professional Services 156,883 203,200 236,100
Repairs & Maintenance 1,226,442 2,007,600 1,548,900
Materials & Supplies 39,310 60,400 80,300
Supplies - Safety 14,044 20,000 22,000
Supplies - Shop 8,402 8,000 8,000
Travel & Meeting Expense 0 2,000 8,800
Training 500 2,000 14,000
Dues & Subscriptions 0 500 1,000
Admin & Overhead 75,400 94,400 129,900
Debt Service 1,630,691 1,357,000 1,354,000
Lease Purchases 140,483 147,000 153,000
Capital Outlays - Public Works 5,000 5,000 15,000
Capital Outlays - Government Facilities 0 29,000 37,000 TOTAL FACILITIES MAINTENANCE 4,431,043 5,093,000 4,939,600 Rents & Concessions 46,341 54,000 54,000
Facility Reimb - County 32,483 35,000 35,000
Miscellaneous Income 303 0 0
General Services Charges 4,351,916 5,004,000 4,850,600
TOTAL 4,431,043 5,093,000 4,939,600
Administrative Assistant 0.500 0.500 0.500 Assistant Building Technician 3.000 3.000 4.000 Building Maintenance Leadworker 1.000 1.000 1.000 Building Maintenance Worker 1.000 1.000 1.000 Department Support Manager 0.600 - - Facilities Maintenance & Purchasing Mgr - 0.600 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 9.350

SOURCES OF FUNDING

DETAIL OF POSITIONS

BUDGET DETAIL
105
309
AGENDA ITEM NO. 14.

Genera
l Services Department Support
Department Section 33400
2023-20
24 Goals
The Departm
ent Support Section is responsible for the purchase and acquisition of goods and services utilized for internal department support functions. Specific resp onsibilities 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:
 Provide goods and services to City user departments in a timely manner.  Ensure compliance with the City’s Purchasing Ordinance and Procedures.  Provide quality goods and services for City needs.
 Ensure the highest overall value in the purchase of goods and services.

Objectives to Meet the Goals
 Continue
to utilize cooperative purchasing arrangements for the acquisition of goo ds and services to maximize City purchasing power.
 Improve professional procuremen t processes through attainment of nationally recognized purchasing certification(s).
 Maintain the City’s e-procurement/bid-management system and provide training to all designated st aff members.
 Implement purchasing system upgrades to meet the City’s future needs.

Five-Year Outlook
As the City’s purchasing 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 and the expanded use of electronic technology as a purchasing strategy will provide opportunities to the City for reducing supply costs and improving services to City departments.

Continuing education for employees assigned to the Depa rtment Support Section will be necessary to maintain skills and to accommodate changing technologies.
106
310
AGENDA ITEM NO. 14.

General Services Department Support
Department Section 33400
2022-2023
2021-2022 Revised 2023-2024
Actual Estimate Budget
Salaries - Regular 135,819 152,800 156,400
Overtime 0 0 800
Overtime 0 0 10,000
Benefits 50,985 54,600 59,600
Vehicle Charges 4,074 4,900 5,000
Energy 1,025,201 1,227,900 1,449,700
Professional Services 75,616 67,000 125,000
Repairs & Maintenance 35,144 50,000 64,000
Office Supplies 412,664 394,000 480,000
Materials & Supplies 5,701 12,000 19,500
Travel & Meeting Expense 754 1,000 2,000
Training 1,487 2,300 3,000
Dues & Subscriptions 793 700 1,300
Admin & Overhead 273,900 294,800 331,200
Debt Service 1,017,892 1,204,000 1,185,000
Lease Purchases 391,146 406,000 420,000
Capital Outlays - Office Equip/Furn 241,115 134,000 93,000 Capital Outlays - Fire Equip 0 950,000 0
TOTAL DEPARTMENT SUPPORT 3,672,291 4,956,000 4,405,500
Interfund Charges 3,672,134 4,956,000 4,405,500
Miscellaneous Income 157 0 0
TOTAL 3,672,291 4,956,000 4,405,500
Administrative Assistant 0.500 0.500 0.500 Department Support Manager 0.400 - - Facilities Maintenance & Purchasing Mgr - 0.400 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
107
311
AGENDA ITEM NO. 14.

General Services Senior Services
Department Section 34200

2023-2024 Goals

The City’s Senior Services programs are designed to provide quality 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 adult population. The Senior Servic es Section continues to evaluate funding alternatives and creative methods of delivering services to seniors at a low cost.

Specific goals include the following:

 Administer a comprehensive Older Adult program for citizens 50 and better that supports independence, improves health, and encourages involvement in the community.

 Utilize software that tracks participation and activity at the Senior Center and evaluate the data for short- and long-term program planning.

 Effectively manage the move of operations from Fourth St reet facility to new Clovis Senior Activity Center on Third Street during FY2023-2024.

 Continue to expand existing networks with local vol unteers, community service groups and merchants to provide support for Senior Activity Center programs.

Objectives to Meet the Goals

 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.

 Maintain current participation of volunteers and service groups to increase the de livery of program services and provide additional opportunities in anticipation of move to new facility.

 Evaluate new potential programs for their ability to be financially self-supporting and well-attended.

 Continue to promote the Clovis Senior Activity C enter as a place for those 50 or better to discover opportunities for enrichment and engagement.

Five-Year Outlook

The Clovis Senior Activity Center has recovered from a complete shut-down during the coronavirus pandemic and has reestablished programming, volunteer corps, and educational classes. While providing a safe environment through enhanced cleaning, the Center is fully functional with the exception of the hot lunch program. There are plans to bring this program back after the operation moves into its new facility in the Landmark Square project located on Third Street and Clovis Avenue.

Staff will continue to develop new programs and classes for the new Senior Activity Center which is expected to be completed in late 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 new Senior Activity Center will provide opportunities for community and business partnerships in addition to strengthening its current communi ty 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. Agnes Medical Center, local hospitals and medical schools, and the many civic and service organizations that supplement the programs offered by the City of Clovis.

108
312
AGENDA ITEM NO. 14.

General Services Senior Services
Department Section 34200
2022-2023
2021-2022 Revised 2023-2024
Actual Estimate Budget
Salaries - Regular 173,000 195,400 190,300
Overtime 1,183 1,300 1,500
Extra Help 137,554 178,900 200,000
Benefits 117,915 120,900 129,100
Professional Services 43,245 35,300 54,600
Office Supplies 25,689 32,200 54,500
Travel & Meeting Expense 3,703 5,000 5,000
Training 30 300 300
Dues & Subscriptions 290 300 600
Admin & Overhead 715,000 834,100 852,300
Capital Outlays - Office Equip/Furn 0 0 200,000
TOTAL SENIOR SERVICES 1,217,609 1,403,700 1,688,200
Rents and Concessions 38,793 40,600 235,000
User Fees 54,769 72,700 95,000
Senior Service Charges 37,920 30,000 30,000
Miscellaneous Income 1,974 202,000 302,000
Use of Discretionary Funds 1,084,153 1, 058,400 1,026,200 TOTAL 1,217,609 1,403,700 1,688,200
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
109
313
AGENDA ITEM NO. 14.

General Services Recreation
Department Section 34400

2023-2024 Goals

The Recreation Section will focus on administering activities at the Clovis Recreation Center, the Clovis Rotary Skatepark, the Clovis Batting Range, and Bicentennial Pa rk, 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

 Offer consistent hours of operation for City recreati on facilities, including the Clovis Recreation Center, Clovis Batting Range and Clovis Rotary Skatepark.
 Expand full-time staffing to ensure recreational opport unities remain in-step with demand from the growing Clovis community and ensure the public is assisted during posted office hours to meet increased demand.  Coordinate with Parks Division staff to expand outdoor programs and activities.  Establish mobile recreation trailer program.
 Expand the use of volunteers to administer services.
 Analyze opportunities to secure stable funding for community recreation services.  Continue to maximize all available space at the ex isting Recreation Center for community programs and revenue generation.

Five-Year Outlook

Affordable and accessible recreation is at a high-demand and the recreation staff continues to provide a wide variety of activities inside the Recreation Center. As the City grows, the demands for community recreation and leisure activities continue to increase, so outdoor programs are pl anned to utilize avai lable park space.

Additionally, a mobile recreation van is under development which will bring sports and activities into neighborhoods 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 research additional opportunities to expand outdoor recreational facilities, including the addition of much-needed sports fields.

110
314
AGENDA ITEM NO. 14.

General Services Recreation
Department Section 34400
2022-2023
2021-2022 Revised 2023-2024
Actual Estimate Budget
Salaries - Regular 225,366 244,400 286,000
Overtime 3,689 3,400 5,000
Extra Help 203,534 340,900 377,000
Benefits 156,402 194,200 243,300
Vehicle Charges 22,736 26,100 28,200
Communications 779 1,200 1,200
Professional Services 163,567 341,500 360,500
Repairs & Maintenance 938 1,000 1,000
Office Supplies 5,413 8,300 8,000
Travel & Meeting Expense 3,247 4,500 5,000
Dues & Subscriptions 2,477 3,000 3,000
Admin & Overhead 180,900 232,100 324,700
Capital Outlays - Public Works 0 42,000 45,000
Capital Outlays - Miscellaneous 4,815 25,500 27,500
TOTAL RECREATION 973,863 1,468,100 1,715,400
User Fees 486,545 515,000 550,000
Taxable Sales 0 1,000 1,000
Use of Discretionary Funds 487,318 952,100 1,164,400
TOTAL 973,863 1,468,100 1,715,400
Recreation Leader 1.000 1.000 2.000 Recreation Specialist 1.000 1.000 1.000 Recreation Supervisor 1.000 1.000 1.000 TOTAL 3.000 3.000 4.000

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
111
315
AGENDA ITEM NO. 14.

General Services Tr
ansit
Department Section 34700/34800
2023-20
24 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 resi dents. These programs strive to provide dependable, safe and affordable transit services throughout the community. Specific transit goals include the following:
 Continue to provide a safe transportation environ ment for passengers and employees through enhanced cleaning protocols.
 Improve the quality of transit services provided by the City by reviewing Stageline and Roundup services in order to provide on-time, efficient, and safe public tran sit that serves the largest segment of the popul ation as reasonably as possible while maintaining minimum productivity standards within budgetary constraints.  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.  Continue service delivery and route structure assessment through a comprehensive study that include s incorporation of electric vehicles and new technology.

Objectives to Meet the Goals
 Contin
ue a community-wide marketing plan designed to increase awareness and ridership of the Roundup and Stageline services, including a focus on web-bas ed information. Coordinate advertising with F AX, including printed schedules and radio advertising.
 Coordinate with the Clovis Unified School District, FAX, and other public transit agencies in order to identify/ resolve transportation issues.
 Continue to maximize features and upgrades of the Roundup dispatch software and mobile terminals to improve efficiency on Roundup service. An analysis of new software features available on the market is on- going with a focus on efficiency and enhanced customer service features.  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.  Continue comprehensive fixed-route service evaluation for a redesign project providing connections to the new transit hub facility and other points of interest within the City.  Continue to evaluate data provided by the on-going pilot 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 and 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 operations. 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 with transit provider s in the Clovis-Fresno Metropolitan area to meet the demand for inter-city transportation. The addition of a cent rally located Clovis Transit Center in 2023 will allow for better customer contact, easier transfers, and much-ne eded training and office sp ace. The new facility will also allow adequate space for travel training to increase ridership and shift some Roundup passengers to the Stageline service.
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AGENDA ITEM NO. 14.

General Services Transit
Department Section 34700/34800
2022-2023
2021-2022 Revised 2023-2024
Actual Estimate Budget
Salaries - Regular 1,689,335 1,927,100 2,168,000
Overtime 81,408 65,000 99,100
Extra Help 1,047,080 1,551,800 1,598,000
Benefits 1,186,664 1,315,800 1,465,000
Vehicle Charges 1,180,083 1,267,500 1,383,700
Communications 59,439 163,000 172,500
Professional Services 417,418 495,600 554,400
Materials & Supplies 25,233 8,000 11,000
Travel & Meeting Expense 11,501 18,000 18,000
Training 3,433 6,500 6,500
Dues & Subscriptions 1,810 2,200 2,400
Admin & Overhead 1,225,600 1,263,700 1,393,600
Capital Outlays - Office Equip/Furn 158,309 324,800 170,000 Capital Outlays - Computer Equipment 0 0 245,000
Capital Outlays - Vehicles 106,810 1,388,000 1,000,000
TOTAL TRANSIT 7,194,123 9,797,000 10,287,200
Rents & Concessions 46,812 57,000 40,000
Taxes 2,132,680 2,173,000 2,527,000
Transit Fares 1,455 2,000 1,000
State Grants 91,820 186,000 0
Local Transportation 4,921,356 7,379,000 7,719,200
TOTAL 7,194,123 9,797,000 10,287,200
Administrative Assistant 0.200 0.200 0.200 Bus Driver 16.000 16.000 18.000
Communications & Marketing Analyst - 0.100 0.100 Deputy General Services Director - - 1.000 General Services Director 0.125 0.125 0.125 General Services Manager 1.000 1.000 - Lead Bus Driver 4.000 4.000 4.000 Management Analyst 2.000 2.000 1.000 Principal Office Assistant 1.000 1.000 1.000 Public Affairs & Information Manager 0.100 - - Transit Dispatcher 2.000 2.000 2.000 Transit Manager - - 1.000
Transit Supervisor 1.000 1.000 1.000 TOTAL 27.425 27.425 29.425

DETAIL OF POSITIONS

BUDGET DETAIL

SOURCES OF FUNDING
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AGENDA ITEM NO. 14.

FINANCE

DEPARTMENT SUMMARY
The Finance Department includes the functions of Finan ce 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 accounting and reporting, billing, accounts receivable, accounts payable, payroll, business licensing, banking and investments, and debt issuance and administration.

Finance Section 35100
The Finance Administration Section is responsible for maintaining the financial accounting system, budgeting, forecasting, financial reporting, utility billing and collectio n, business license administration, accounts receivable, accounts payable, payroll, banking and investments, and debt issuance and 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 2023-2024
 Provide supp
ort to other operating departments.
 Enhance training for key departmental personnel.
 Obtain long-term financing as needed.
 Refund existing bonds as appropriate.
 Implement a new Utility Billing system for the City.
 Implement online utility billings to move toward a paperless office.  Continue to utilize volunteers where appropriate to have both community involvement and shared responsibility.
 Provide accurate and timely financial information to facilitate a fair and equitable wage and benefit package for employees.
 Continue succession planning for key staff positions to make sure all major sections of the Finance Department have documented processes and procedures in place.  Cross-train staff in key Finance positions.
 Implement a new Financial Accounting system upgrade.
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AGENDA ITEM NO. 14.

FINANCE

DEPARTMENT SUMMARY

Budgetary Highlights

 Review and audit revenues and departmental budgets.

 Prepare the Annual Comprehensive Financial Report (A CFR) and the Annual Budget in conformance with established award criteria and submit for considerati on of the Government Finance Officers Association (GFOA) awards.

 Prepare the annual Five-year Financial Forecast.

 Continue to implement investment strategies to ta ke advantage of safe investments and maximize yields within cash flow constraints.

 Continue to have front counter staff cross-trai ned so that adequate coverage can be maintained when absences occur.

 Continue to implement a process to scan accounting documentation to continue progress on the Finance “Go Green” efforts.

 Obtain long-term financing for capital acquisitions as needed.

 Limit overtime in Finance with the use of more efficient work processes.

 Attract top qualified candidates to Finance position s with the Clovis culture of excellent employment opportunities.

 Implement new Governmental Accounting Standards Board (GASB) pronouncements as applicable to the City.

 Dedicate resources to implementing new Utility Billing and Financial Accounting systems and provide support to departments in their implementation of these new systems.

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AGENDA ITEM NO. 14.

FINANCE

DEPARTMENT PERFORMANCE MEASURES
The mission of the Finance Dep
artment is to safeguard the assets and resources of the City through reasonable controls and to provide support services for the citizens, City Council, and other City departments.  Investment of the City’s idle cash will continue to be performed in a manner consistent with the City’s investment objective, with prim ary 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:
2021-2022 (actual) 2022-2023 (estimated) 2023-2024 (proposed) City Rate of Return .97% 2.34% 3.75%
Greate
r than 120% of Treasury rate 1039% 162% 191%
 On an annual basis, complete an Annual Comprehensiv e Financial Report (ACFR) prepared in co nformity with gen erally accepted accounting principles, faci litate the conducting of an audit by an independ ent 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  Submit for consideration an ACFR and receive a Cert ificate of Achievement for Excellence in Financ ial Reporting from the GFOA.

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

Distinguished Budget
Presentation Award Budget Award Budget Award Budget Award  All accounting-related functions such as accounts receivable, accounts payable, payroll, business license, utility billing, and monthly financial reports are to be completed by the 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.
2022-2023
2021-2022 Revised 2023-2024
Actual Estimate Budget
Administration 3,308,140 3,637,800 3,982,100
TOTAL ALL ACTIVITIES 3,308,140 3,637,800 3,982,100
General Fund 3,308,140 3,637,800 3,982,100
TOTAL ALL FUNDS 3,308,140 3,637,800 3,982,100

FINANCE

DEPARTMENT SUMMARY

BUDGET BY ACTIVITY

BUDGET BY FUND
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AGENDA ITEM NO. 14.

Finance Administration
Department Section 35100

2023-2024 Goals

The goals of the Finance Administration Section are to provide 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:

 Providing support to departments for finance-related questions, budget analysis and internal auditing.  Investing the City's idle cash to maximize the rate of return given the priorities of safety and liquidity.  Developing long-range financing plans as needed.
 Providing timely billing and collecti on for the City's enterprise operations.  Providing for the timely recording of new business license applications and existing business license renewals and searching relevant financial inform ation for businesses who have not obtained business licenses.
 Providing summary financial and budgetary reports for department and general public use as needed.  Completing upgrades to the utility b illing and financial accounting systems.

Objectives to Meet the Goals

 Analyze the department budgets quarterly for c onformance with budgeted appropriations and revenue availability.
 Invest the City's cash in conforma nce with the adopted Investment Policy.  Work with underwriters and other consultants to a rrange the most advantageous terms for any financing and review for refinancing opportunities.
 Maintain the billing and collection of the utility charges in accordance with established guidelines.  Maintain the business license system in accordance with existing business license policies.  Maintain existing financial reports and continue to develop summary financial and budgetary reports on a periodic basis.
 Implement a new Utility Billing system for the City.
 Implement a new Financial Accounting system upgrade.
 Use temporary staffing and volunteers to remain current on all financial activities.

Five-Year Outlook

This 2023-2024 budget is a precautionary budget as the nation faces economic uncertainty, including the potential of a recession. The existing inflationary envir onment has contributed to a flattening of sales tax revenue after two years of robust growth from the acceleration of online sales due to the pandemic. This growth is not budgeted to continue as inflationary pressures may affect consumers spending less on discretionary items and shift these dollars to essentials su ch as food, transportation and housing. In the meantime, expenditures will continue to rise partially due to inflation. Property taxes are projected to increase slightly, but there is a two- year lag before that revenue will be received. Rising inte rest rates are putting pressure on home sales resulting in fewer residential units coming online. Meanwhile, CalPERS rates will continue to rise thereby increasing expenditures. As a result, revenue and expenditure monitoring continues to be a high priority. Finance activity will continue to include servicing new and existing ut ility accounts, business licenses, accounts receivable, accounts payable, payroll, and invest ments. Finance will continue to be integrally 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 district s within the City. Revenue enhancements will be a top priority.
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AGENDA ITEM NO. 14.

Finance Administration
Department Section 35100
2022-2023
2021-2022 Revised 2023-2024
Actual Estimate Budget
Salaries - Regular 1,804,746 1,941,100 2,113,400
Overtime 3,727 7,900 14,000
Extra Help 72,300 100,700 108,000
Benefits 814,688 855,300 997,800
Vehicle Charges 24,780 28,900 28,800
Professional Services 114,636 160,000 167,000
Office Supplies 1,245 1,700 2,800
Materials & Supplies 135 0 0
Travel & Meeting Expense 419 5,000 8,000
Training 7,370 27,500 20,000
Dues & Subscriptions 1,694 2,000 1,900
Admin & Overhead 462,400 507,700 520,400
TOTAL FINANCE ADMINISTRATION 3,308,140 3,637,800 3,982,100 Licenses 71,000 71,000 71,000
Annexation Processing Fee 45,000 0 15,000
Capital Development - Streets 60,000 60,000 60,000
User Fees 188,975 202,000 203,000
Interfund Charges 2,565,369 2,747,000 2,904,000
Miscellaneous Income 54,507 20,000 20,000
Use of Discretionary Funds 323,289 537,800 709,100
TOTAL 3,308,140 3,637,800 3,982,100
Accountant/Senior 3.00 3.00 3.00 Accounting Supervisor 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 Finance Manager - 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 responsible for implementing the Clovis General Plan. It performs this duty by integrating City development's planning, engineering, and building inspection activities under a single department. The department prepares and implements the Community Investment Program for all City departments. Planning and Development 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 preserving the Clovis Way of Life by employing excellence in cooperative planning, reliable engineering, and sustainable building controls.” Planning Division Section 7410 0
The mission of the Planning Division is to provide courteous 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 developing and implementing the General Plan and analyzing development requests to ensure consistency with the General Plan, various Specific Plans, 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 7420
0 The Building Division was created under Title 8 of the Clovis Municipal Code with the further authority provided by the State of California building st atutes and applicable federal codes. The Building Division’s mission is to provide minimum standards for the community that safeguards health, property, and public welfare by regulating the design, construction, quality of ma terials, use occupancy, 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 implemented efficient ly and cost-effectively. The Engineering Division continually strives to provide the highest level of quality se rvices 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 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 Investment 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, general government projects, and priv ate development projects, this Division ens ures the safety and usability of all the City’s investments.
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AGENDA ITEM NO. 14.
2022-2023
2021-2022 Revised 2023-2024
Actual Estimate Budget

BUDGET BY ACTIVITY
Planning 2,556,936 4,523,100 4,587,700
Building 2,697,875 2,928,600 3,198,000
Engineering 5,888,034 6,951,100 7,563,200
TOTAL ALL ACTIVITIES 11,142,845 14,402,800 15,348,900

BUDGET BY FUND
Planning & Development Services Fund 11,142,845 14,402,800 15,348,900 TOTAL ALL FUNDS 11,142,845 14,402,800 15,348,900

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 2023-2024
The goals of the Planning Division are focused on impl ementing the Clovis General Plan and Specific Plans, managing the Planning Program activities that support t he General Plan, ensuring that all public and private development is consistent with the General Plan, t he Development Code, City policies and state law, and coordinating public and private projects so that they result in a high-quality, sustainable community.

Planning goals for 2023-2024 include:
 Provide accurate information to the public regarding land development.  Implement 2014 General Plan policies and General Plan EIR mitigation measures in conjunction with development proposals.
 Commence work on an update to the General Plan as directed by the Council.  Implement programs related to the Housing Element.
 Work with the local stakeholders to update the Housing Element (with completion by the end of 2023).  Complete the City-initiated Willow Avenue Corridor Annexation (by the end of 2023).  Implement the Central Clovis Specific Plan.
 Implement the Heritage Grove Master Plan Community Design Guidelines.  Implement the Loma Vista Specific Plan and related Master Plans within the Loma Vista Urban Center.  Provide for orderly development and logical growth of the City through infill development and processing of applications to amend the Sphere of Influence and expand the City boundaries through annexation.  Provide timely processing of applications to the Plann ing Commission and City Council in a manner consistent with the Division’s current abilities and resources.
 Maintain effective communication with citizens, t he business community, and interest groups on planning, building, and development-related issues.

Objectives to Meet the Goals
 Implement the Development Code Update and continue to make modifications as necessary.  Prepare and distribute a request for proposals (RFP) for the preparation of a General Plan update and establish and implement a public outreach strategy based on the direction of the Council.  Work with property owners and the development comm unity to prepare and update Master Plans for General Plan focus areas and urban centers.
 Implement the Central Clovis Specific Plan by creat ing pedestrian and bike facilities, and continue creating opportunities for alley cottage homes.
 Implement the no-net-loss analysis process for developm ent applications and rezone properties as necessary to maintain the Regional Housing Needs Allocation.
 Implement an electronic application process for planning applications.  Provide high-quality, excellent custom er service to community members.  Participate in the City’s multi-department code enforcement team.  Evaluate existing Specific Plans and Master Plans, and retire those that are out-of- date or no longer meet the City’s goals and objectives.
 Develop and publish materials for the public to provide information and increase transparency regarding entitlement processes and related topics.

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

1. Processing of applications for Planning Co mmission action with CEQA exemption: 10 weeks

2. Processing of applications for Planning Commi ssion action with the negative declaration: 16 weeks

3. Processing of applications for City Counc il action with CEQA exemption: 14 weeks

4. Processing of applications for City Counc il action with the negative declaration: 20 weeks

5. Projects that include a general plan amendment with neighborhood meetings: 22 weeks

6. Processing of Site Plan Review applications: 8 weeks

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AGENDA ITEM NO. 14.

Planning Division Performance Measures

2021-2022
(actual)
2022-2023
(estimated)
2023-2024
(proposed)
Applications processed to
Planning Commission within the target
time
85% 75% 80%
Applications processed to
City Council within the target time 86% 75% 80%
Site Plan Reviews processed
within the target time 70% 70% 75%

Data summarizing activity within the Planning Division is provided below:

Criteria
Estimated 2022-2023 Activity
Planning Commission Meetings Conducted 11 Meetings
Applications Considered by the Planning Commission 34 Applications City Council Meetings Where Items Were Considered 27 Meetings Applications Considered by the City Council 36 Applications Neighborhood/Community Meetings Attended 16 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, six applications were received in FY 2021-2022, and no new applications had been received in FY 2022-2023 through March. Over the last two years, subdivision proposals have tended to focus on smaller infill projects of less than 50 lots, or as described below, larger projects each comprised of several hundred lots.

While traditional subdivision activity over the next few years is likely to follow recent experience, interest in large- scale development continues to be strong. In September of 2022, the Home Place Master Plan and Tentative Map were approved by the Council, creating approximately 1,200 new residential lots in Loma Vista. Two more tentative maps are currently in the process, each proposing approximately 600 new lots north of Shepherd Avenue. These larger maps require a longer and more expensive environmental compliance process, and in one instance a sphere of influence expansion. Significant staff time over the next year and beyond is expected to be dedicated to a small group of major projects that have been initiated (or are in the process of being initiated) by area property owners and/or developers. In addition to the two large tract maps described above, the Vista Ranch Master Plan will propose approximately 3,300 residential lots north of Shepherd at Temperance, and the Villages at Heritage Grove will provide capacity for approximately 6,500 single and multi-family units in Heritage Grove. All of these major projects will be built out over several years.

In addition to the applications submitted by the development community, the Planning Division continues to work on City-led initiatives that will facilitate compliance with state laws and lay the groundwork for future development and growth of the City. The draft Sixth Cycle Housing Element was published in March of 2023, with submittal to the State Department of Housing and Community Developmen t (HCD) anticipated in April of 2023. At least two rounds of submittals and responses are typically required before the document is in its final form. Completion of the Housing Element by the end of the calendar year 2023 is required to achieve conformance with State Housing Law. The Planning Division is also working on an overa ll update to the General Plan, beginning with an initial phase which consists of a review and audit of the existing General Plan. Based on the results of the initial phase, which should be presented to the Council by June of 2023, staff will seek direction 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 remaining 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
2022-2023
2021-2022 Revised 2023-2024
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 969,795 1,090,200 1,376,900
Overtime 11,318 8,000 8,000
Extra Help 0 10,000 40,000
Benefits 377,068 432,300 577,000
Vehicle Charges 27,197 39,100 47,500
Communications 2,221 2,200 3,000
Professional Services 403,171 2,099,000 1,718,000
Special Events 663 2,000 2,000
Office Supplies 934 2,100 3,000
Travel & Meeting Expense 4,062 23,000 23,000
Training 0 3,000 3,000
Dues & Subscriptions 1,052 6,000 6,000
Admin & Overhead 757,400 752,200 762,300
Capital Outlays - Office Equip/Furn 1,680 53,000 17,000 Capital Outlays - Computers 375 1,000 1,000
TOTAL PLANNING 2,556,936 4,523,100 4,587,700

SOURCES OF FUNDING
State Grants 135,809 397,000 120,000
User Fees 2,392,324 4,075,100 4,416,700
Interfund Charges 1,581 5,000 5,000
Miscellaneous Income 2,222 21,000 21,000
Use of Discretionary Funds 25,000 25,000 25,000
TOTAL 2,556,936 4,523,100 4,587,700

DETAIL OF POSITIONS
Assistant/Associate Planner 3.00 3.00 3.00 Business Workflow Analyst 0.30 0.30 0.30 Business Workflow Specialist 0.30 0.30 0.30 City Planner 1.00 1.00 1.00 Communications & Marketing Analyst -

0.10 0.10
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 0.20 Geographic Information Systems Tech. 0.40 0.40 0.40 PDS Admin Services Manager 0.40 0.40 0.40 Planning Technician I/II 2.00 2.00 2.00 Principal Office Assistant 0.40 0.40 0.40 Public Affairs & Information Manager 0.10 - - Seni
or Planner 1.00 3.00 3.00
Staff Analyst 0.40 0.40 0.40
TOTAL 11.00 13.00 12.90
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AGENDA ITEM NO. 14.

Planning and Development Building
Services Department Section 74200

Building Division Goals 2023-2024
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 the Clovis Municipal Code.

Building goals for 2023-2024 include:
 Ensure compliance with all codes for the construction, use, and occupancy of buildings and all of their various components.
 Maintain effective communication with citizens, t he business community, and interest groups on planning, building, and development-related issues.
 Ensure that new development and construction confor m to development standards, design guidelines, and Accessibility requirements.
 Process all single-family residential plans within three weeks and all submitted commercial projects within four weeks.
 Respond to all field inspection requests within eight working hours.  Respond to all informational requests and housing complaints from the public within 72 hours.  Expand the use of new technology to keep pace with the increases in documentation requirements and to facilitate the retrieval of documents.
 Keep the community informed about current California Building Code requirements.

Objectives to Meet the Goals
 Provide expertise on the 2019 California Building, Electrical, Energy, Mechanical, and Plumbing Codes along with new state-mandated programs. Starting on January 1, 2023, we began using the 2022 California Codes.  The Building Division continues to expand the electron ic services provided to our citizens and developers by allowing plans to be submitted, reviewed, and issued through our Citizen Self-Service (CSS) portal. Currently, all plan types may be submitted through the online portal. The State of California has mandated a new program that will allow us to provide real-time onlin e approval and issuance of residential roof-top solar projects that meet specific criteria. We are worki ng towards the launch of this new program by September 2023.

Building Division Performance Measures
 Continue training on new codes and systems to perform the regulatory 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. T he benchmark for Certified Building Division personnel training is 24 hours/per person/year required by state law.

2021-2022 (actual) 2022-2023 (estimated) 2023-2024 (proposed) Hours of Training 32 hrs./ person 32 hrs./person 32 hrs./person Building permit plan
checks processed
within the target time
95% 95% 95%
Inspections Performed
within the target time 95% 95% 95%

The citizenry looks to the department for enforcement of violations of the Clovis Municipal Code. With full staffing, the established goal is to resolve all 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 O
utlook
Commercial construction has resumed to a historical level. Since 2012, there has been an average of approximately $47 million in commercial valuation each year. The 2022-2023 cycle is expected to be above that number at approximately $58 million. We expect fisca l year 2023-2024 to be above this number because we already have $80 million in valuation submitted and in for review which should be issued in this cycle.

Residential development has slowed this cycle, while solar system permitting is still very strong. Our historical average for residential units is approximately 800 units, comprising both single-family and multi-family units. The 2021-22 cycle produced 859 units (527 single-family and 332 multi-family units). We expect the 2022-2023 cycle to be slower with approximately 420 single-family units and 230 multi-family units being issued, for a total of about 650 units. The following years seem to indicate that we w ill be more in line with the 800 units in our historical average as we already have approximately 600 units in the queue that have been applied for but will not be issued until the 23-24 cycle.
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AGENDA ITEM NO. 14.

Planning and Development Building
Services Department Section 74200
2022-2023
2021-2022 Revised 2023-2024
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 1,129,729 1,322,700 1,524,900
Overtime 21,438 18,000 18,000
Extra Help 56,630 62,500 65,000
Benefits 532,151 586,900 697,000
Vehicle Charges 61,077 73,500 85,600
Communications 9,634 16,000 16,000
Professional Services 382,794 267,000 267,000
Special Events 501 2,000 2,000
Office Supplies 4,899 4,000 4,000
Supplies - Shop 3,194 1,000 1,000
Travel & Meeting Expense 8,388 20,000 20,000
Training 508 3,500 3,500
Dues & Subscriptions 3,603 11,000 7,000
Admin & Overhead 479,900 449,500 454,000
Liability Insurance Prog - ISF 0 3,000 3,000
Capital Outlays - Office Equip/Furn 1,689 87,000 29,000 Capital Outlay - Computers 1,740 1,000 1,000
TOTAL BUILDING 2,697,875 2,928,600 3,198,000

SOURCES OF FUNDING
User Fees 2,673,776 2,908,600 3,178,000
Miscellaneous Income 24,099 20,000 20,000
Use of Discretionary Funds 0 0 0
TOTAL 2,697,875 2,928,600 3,198,000

DETAIL OF POSITIONS
Building Inspector/Senior Bldg Inspector 5.00 4.00 5.00 Building Official 1.00 1.00 1.00 Business Workflow Analyst 0.40 0.40 0.40 Business Workflow Specialist 0.40 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 0.15 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 4.00 5.00 4.00 Principal Office Assistant 0.30 0.30 0.30 Staff Analyst 0.30 0.30 0.30 TOTAL 15.50 15.50 15.45
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AGENDA ITEM NO. 14.

Planning and Develo
pment Engineering
Services Department Sections 74500-74550
Engineering Division Goa
ls 2023-2024
The Engineering Division will continue to concentrate on coordinating the orderly construction of public and private projects within the Clovis community. The Division’s responsibility for review a nd approval of proposed development projects ensures that all development meets current City standards.

Engineering goals for 2023-2024 include:
 Deliver all activities scheduled in the Community Investment Program utilizin g the best te chnology and equipment for the design, review, and improvement of infrastructure.  Achieve and maintain the highest level of customer serv ice by actively responding to service requests from other departments and citizens.
 Ensure that private development activities meet City requirements, conditions, and standards.  Provide quick development project plan review and processing.  Implement and manage a fair and cost-effective impact fee program that funds the necessary infrastructure to accommodate new development.
 Provide knowledgeable inspection services that assure quality construction, protecting the City’s interests.  Maintain an active traffic management program in cooperation with the Clovis Police Department that ensures transportation safety and that supports traffic enforcement.  Establish an updated and fiscally sound annual five-yea r Community Investment Program to provide for appropriate infrastructure repair and enhancements.

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

Engineering Division Performance Measures
 Complete Capital Investment projects on schedule. The current goal is to meet the schedule on 85% of projects. The Capital Investment Program fell a little short of its goal in 2021-2022. This was attributed to the high complexity of many of the projects currently underway, and the fluctuation in staffing levels.  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 th at may be longer.
 Keep traffic counting and speed studies up-to-date. The current goal is to have 100% of the studies up-to- date.
 Provide pertinent training to each engineering staff member. 2021-20 22
(actual)
2022-2023
(Estimated)
2023-2024
(Proposed)
Completion of CIP projects on schedule 78% 85% 85%
Development Plan Check First submittal 45% 80% 95%
Development Plan Check subsequent
submittals 44% 95% 95%
Traffic Studies Up-to-date 100% 83% 100%
Training (percent of staff receiving training) 54% 75% 100% 128
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AGENDA ITEM NO. 14.

Five-Year Outlook
The City’s Engineering Division will continue its work on community service and public facilities planning in support of the upcoming General Plan update and subsequent co mmunity Master Plans. This includes identifying strategies to keep development moving despite challen ges in providing timely infrastructure capacity and continuing work on the implementation of the Parks Master Plan.

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 facilitating expanded connections to the City of Fresno and the County of Fresno by building out regional corridors, such as Herndon and Shaw Avenues, to the edges of our City’s sphere ahead of development.

Staff education and training continue to be essential to enhance overall staff abilities and technical competence.

Scarce resources and increased staff workloads require a constant 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 expedient turnaround times for plan checks and project reviews, addressing public concerns, looking for ways to stre amline and reduce costs for development, and delivering projects promptly. As the City continues to grow and as new federal and state laws are continually imposed, the complexity and number of tasks and processes necessary to complete a project and remain in compliance continue to increase. This is increasingly true for grant-funded projects, which are administered by Caltrans. This state and federal influence affects all aspects of the engi neering program. As a result, the Engineering Division must be nimble and will continually reevaluate the staffing needs and goals in the coming years.

The pace of development did slow in 2022-2023. 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. In addition, the pre-recession conditions have slowed the pace of home-buying. There remains a hi gh demand for housing, but interest rates are on the rise, the effects of the constrained supply chain, inflati on, and current world events are still being realized in all aspects of housing and capital project delivery. Despite this, the department has planned for a rebound in activity.

If a sustained slowdown occurs, engineering staff that is currently assigned in other areas can be reassigned to capital projects, which are well-funded for the next few years.

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AGENDA ITEM NO. 14.

Planning and Development Engineering
Services Department Section 74500-74550
2022-2023
2021-2022 Revised 2023-2024
Actual Estimate Budget
Salaries - Regular 2,962,479 3,530,400 4,003,100
Overtime 51,364 69,400 72,000
Extra Help 12,654 72,000 44,000
Benefits 1,339,496 1,439,700 1,709,700
Vehicle Charges 133,992 178,100 205,100
Communications 24,985 31,000 31,000
Professional Services 64,972 146,600 95,000
Special Events 310 4,000 4,000
Office Supplies 4,210 10,000 10,000
Supplies - Safety 1,687 6,000 6,000
Supplies - Shop 2,766 7,000 7,000
Travel & Meeting Expense 3,399 11,000 11,000
Training 12,775 45,000 41,000
Dues & Subscriptions 5,248 14,000 14,000
Admin & Overhead 1,234,701 1,214,900 1,244,300
Capital Outlays - Office Equip/Furn 31,229 160,000 54,000 Capital Outlays - Computers 1,767 7,000 7,000
Capital Outlays - Public Utilities 0 5,000 5,000
TOTAL ENGINEERING 5,888,034 6,951,100 7,563,200

SOURCES OF FUNDING
Taxes 10,000 10,000 10,000
State Grants 12,978 17,000 17,000
User Fees 5,528,679 6,572,400 7,196,200
Miscellaneous Income 11,377 26,700 15,000
Use of Discretionary Funds 325,000 325,000 325,000
TOTAL 5,888,034 6,951,100 7,563,200

DETAIL OF POSITIONS
Business Workflow Analyst 0.30 0.30 0.30 Business Workflow Specialist 0.30 0.30 0.30 City Engineer 1.00 1.00 1.00
City Surveyor 1.00 1.00 1.00
Construction Manager 1.00 1.00 1.00 Deputy City Engineer - - 1.00
Dir of Planning & Development Services 0.30 0.30 0.30 Engineer I/ Engineer II/ Civil Engineer 14.00 14.00 14.00 Engineering Inspector/Senior Eng Inspector 6.00 6.00 7.00 Engineering Program Supervisor 1.00 1.00 1.00 Engineering Tech/Senior Engineering Tech 3.00 3.00 3.00 Geographic Information Systems Analyst 0.25 0.25 0.20 Geographic Information Systems Tech 0.30 0.30 0.30 Management Analyst 1.00 2.00 2.00 PDS Admin Services Manager 0.30 0.30 0.30 Permit Technician 1.00 - -
Principal Office Assistant 0.30 0.30 0.30 Staff Analyst 1.30 0.30 0.30
Supervising Civil Engineer 2.00 2.00 2.00 Traffic Signal Operations Specialist - - 1.00
TOTAL 34.35 33.35 36.30

BUDGET DETAIL
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AGENDA ITEM NO. 14.

POLICE

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 se ven 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 crimi nals 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, education, enforcement of traffic laws and implements DUI check points and DUI saturations. The Patrol Division’s effective and proa ctive 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 Negotiati ons, Bike Unit, EOD, UAV, and Jail operations fall under the Patrol Division as well.

Communications Section 51100
The Communications section provides dispatch servic es for the Police Department and serves as the central location for emergency and non-emergency calls made fr om within the city limits and surrounding areas.

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

They provide the appropriate resources and dispatch a po lice 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 office rs, 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 captai n, 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 investigat ions 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, inte rnal investigations, and officer-involved shooting investigations. The focus of SET tends to be on mid-leve l 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 invest igations 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 se rvices and programs that det er juvenile crime. The foundation of our service is consistent accountabilit y for juvenile misbehavior and education about alcohol, drugs, and tobacco. The Youth Services Division is co mmitted to supporting parents by providing information about parenting and education about juvenile trends re lated 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 g ood decisions at home, at school, and in the community to consistently hold juveniles accountable and to support par ents. The success for this service will be determined by maintaining a low juvenile rate of recidivism.
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POLICE

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 departmen t’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 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 ma nagement 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 Ch ief, 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 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 An imal 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 thr oughout 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.

2023-2024 Goals
 Meet response time goals for Priority 1, 2, and 3 calls.  Meet or exceed our goal of high customer satisfaction (90% or better) ratings.  Keep the City of Clovis the “Safest city in the Valley.”  Increase our efforts at combating gang and drug activity.  Conduct effective Traffic Safety programs and reduce traffic collisions and injury rates through effective enforcement practices.
 Develop future leaders in the department through succession planning.  Continue to engage with our community stakeholders through social media platforms.  Restart up our Drone First Responder (DFR) progra m with new technological advancements an obtain approval from the FAA.
 Provide continuous and developmental training for all officers.  Actively pursue State and Federal grants for sworn officers and technology enhancements.  Increase community outreach through planned events in neighborhoods, parks, and schools.

Budgetary Highlights
 Increase sworn police officer positions by five.
 Add a Community Service Officer to focus on Municipal Code enforcement.  Improve fleet by replacing older vehicles.

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POLICE

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.

 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 critic al. The benchmark is an average response time for emergency calls not to exceed 5 minutes.

2021-2022 (actual) 2022-2023 (estimated) 2023-2024 (proposed)

Priority 1 Average Response Times 4.11 Min 4.15 Min <5 Min Priority 2 Average Response Times 8.49 Min 9.61 Min <10 Min Priority 3 Average Response Times 9.76 Min 13.36 Min <15 Min

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

Citizen Surveys 2021-2022 (actual) 2022-2023 (estimated) 2023-2024 (proposed) (Above Average or Excellent) 93% 94% 90%

 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)

2022 (actual) 2023 (estimated) 2024 (proposed) Clovis 559 906* <1500

*Effective January 1, 2023, the FBI changed the requirements for crime reporting to provide and maintain more detailed statistics by switching crime reporting from the UCR (Uniformed Crime Reporting) to NIBRS (National Incident-Based Reporting System). Due to this recent change, this number is estimated until a full year’s data is available.

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AGENDA ITEM NO. 14.

POLICE

DEPARTMENT SUMMARY
2022-2023
2021-2022 Revised 2023-2024
Actual Estimate Budget
Patrol 23,579,563 27,127,700 29,904,200
Communications 3,468,191 3,478,200 3,789,100
Investigations 4,931,075 6,219,700 6,807,100
Youth Services 748,790 754,600 828,700
Support Services 4,133,511 5,507,300 5,540,700
Administration 3,538,170 4,296,100 5,000,000
Animal Shelter 1,947,587 2,401,100 2,654,200
TOTAL ALL ACTIVITIES 42,346,887 49,784,700 54,524,000
General Fund 42,346,887 49,784,700 54,524,000
TOTAL ALL FUNDS 42,346,887 49,784,700 54,524,000

BUDGET BY ACTIVITY

BUDGET BY FUND
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AGENDA ITEM NO. 14.

Police Patrol
Department Section 51000
2023-20
24 Goals
 Meet response time goals for Priority 1, 2, and 3 calls.  Meet or exceed our goal of high customer satisfaction (90% or better) ratings.  Address all quality-of-life issues to maintain a healthy community.  Monitor and address gang, parole, and probation related incidents.  Increase community outreach through planned events in neighborhoods, parks, and schools.  Expand the coverage of our DFR program throughout the City.  Receive approval through the FAA to operate our DFR Program BVLOS with new technology minimizing the amount of personnel needed to operate the program.

Objectives to Meet the Goals
 Review crime rates, response times, and officer productivity to assess deployment, shift schedules and beat alignment to provide optimum service.
 Continue to plan and staff DUI checkpoints, increase DUI saturation patrols, and improve public awarene ss and comprehension of the seriousness of DUI.
 Continue aggressive traffic enforcement to reduce collisions and injuries related to collisions.  Evaluate and respond to neighborhood quality of life issues . Work with other City departments to ensure that CSO enforcement efforts have the greatest impact.
 Analyze property crime data and develop special enf orcement plans, including stakeouts, forecasted crime patterns, saturation patrol, and parole/probation searches.  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.  Increase enforcement on gang members and gang-related activity.  Utilize the Beat Corporal Program to continue the monitoring of parolees living in the City.  Strive to meet all the expectations of our department’s mission and philosophy.  Involve officers in school programs to enhance re lationships between students of all ages and the Police Department.
 Continue to provide community outreach events (i.e., Clovis Night Out, Cops and Kids Camp, etc.).  Actively engage in solving quality of life issues within the community.  Assign an officer to conduct mental health follow-up with members of our community.  Continue progress toward funding new technology to authorize our DFR Program to operate Beyond Visual Line of Sight utilizing one officer.
 Continue to add Camera’s allowing DFR to cover more of the City.

Five-Year Outlook
Population growth and development remain a concer n 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 impo rtance. In the coming five years, we will continue to evaluate the need to develop additional patrol sectors to manage resources, me et 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 proc ess 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 the citizens of Clovis.
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AGENDA ITEM NO. 14.

Police Patrol
Department Section 51000
2022-2023
2021-2022 Revised 2023-2024
Actual Estimate Budget
Salaries - Regular 10,201,816 11,895,900 13,086,400
Overtime 1,440,373 1,469,900 1,519,000
Extra Help 250,578 399,500 435,000
Benefits 7,941,351 9,265,500 10,527,000
Communications 116,577 125,000 125,000
Professional Services 454,087 470,300 571,600
Repairs & Maintenance 17,874 19,100 3,600
Office Supplies 168,206 138,500 108,500
Supplies - Safety 81,579 100,000 70,000
Travel & Meeting Expense 19,662 62,000 26,000
Training 136,196 180,900 154,700
Dues & Subscriptions 5,239 6,400 5,600
Admin & Overhead 2,547,500 2,694,900 2,963,900
Capital Outlays - Computers 3,119 9,000 5,000
Capital Outlays - Police Equipment 172,637 256,100 270,900 Capital Outlays - Communications 22,769 34,700 32,000
TOTAL PATROL 23,579,563 27,127,700 29,904,200
Taxes 1,921,997 2,301,000 2,531,000
Other Permits 7,500 12,000 12,000
Fines & Fees 176,682 175,000 175,000
State Grants 301,678 328,000 335,000
Federal Grants 12,278 0 0
Program Participation 129,037 484,000 509,000
Mandated Claims 53,684 0 0
Planning & Processing Fees 6,341 16,000 13,000
User Fees 228,069 240,000 171,000
Miscellaneous Income 5,562 10,000 11,000
Use of Discretionary Funds 20,736,735 23, 561,700 26,147,200 TOTAL 23,579,563 27,127,700 29,904,200
Community Service Officer 11.00 11.00 12.00 Police Captain 3.00 1.00 1.00
Police Corporal 13.00 16.00 16.00 Police Lieutenant 4.00 5.00 5.00
Police Officer/Recruit 64.00 59.00 64.00 Police Sergeant 6.00 10.00 10.00
TOTAL 101.00 102.00 108.00

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
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AGENDA ITEM NO. 14.

Police Communications
Department Section 51100

2023-2024 Goals

 Meet response time goals for Priority 1, 2, and 3 calls.

 Meet or exceed our goal of high customer satisfaction ratings.  Improve radio communication coverage and reliability.  Strategize with State and local agencies to implement and refine inter-operability of radio, phone, and data systems.
 Explore options for increasing and improving the City camera system, which includes monitoring capabilities.
 Implement and maintain software and hardware consistent with State requirements for NextGen 911.  Develop site plans for new alternative dispatch center.

Objectives to Meet the Goals

 Continue to hire and train qualified communications personnel.  Continue to refine the use and workflow related to the New World CAD system.  Continue to add radio receiver sites to enhance coverage in the metropolitan and adjacent rural areas.  Continue to work with the City of Clovis I.T. Divisi on, 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.
 Expand wireless video capabilities.
 Complete the upgrade of the Zetron radio and phone system in accordance with NextGen 911 state mandates.
 Work with Cal OES, Clovis I.T. Division, product vend ors, and allied agencies to successfully incorporate all aspects of NextGen 911 relative to State timelines. This includes choosing a vendor to move our phones to a cloud-based system.

Five-Year Outlook

The department will continue to upgrade equipment to m eet 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. Communications will continue to refine the use of the new CAD system, and its component parts, during this next fiscal year.
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AGENDA ITEM NO. 14.

Police Communications
Department Section 51100
2022-2023
2021-2022 Revised 2023-2024
Actual Estimate Budget
Salaries - Regular 1,551,527 1,678,600 1,813,300
Overtime 305,462 317,400 326,500
Extra Help 1,639 0 200
Benefits 947,133 985,700 1,112,300
Communications 64,652 60,200 60,200
Professional Services 35,228 32,100 28,300
Repairs & Maintenance 16,989 19,500 18,500
Office Supplies 8,554 4,000 9,000
Materials & Supplies 2,592 2,500 2,000
Travel & Meeting Expense 222 2,100 2,400
Training 8,593 17,100 13,000
Dues & Subscriptions 0 0 1,300
Admin & Overhead 525,600 359,000 402,100
TOTAL COMMUNICATION 3,468,191 3,478,200 3,789,100
Use of Discretionary Funds 3,468,191 3, 478,200 3,789,100 TOTAL 3,468,191 3,478,200 3,789,100

DETAIL OF POSITIONS
Communications Supervisor - - 1.00 Lead Public Safety Dispatcher 4.00 5.00 5.00 Public Safety Dispatcher/PSO 18.00 17.00 17.00 TOTAL 22.00 22.00 23.00

BUDGET DETAIL

SOURCES OF FUNDING
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AGENDA ITEM NO. 14.

Police Investigations
Department Section 52000
2023-20
24 Goals
 Contin
ue to explore new technology to enhance the functions and goals of investigations.  Reimplement Domestic Violence programs and prevention.  Continue using crime analysis to find crime trends and attack those issues.  Monitor and analyze criminals associated with AB 109.  Explore ways to enhance communication within the department.  Enhance knowledge and expertise within the Investigations Unit.  Continue to ensure that drug and gang activities in the community are not tolerated.  Continue to focus on the street level dealers within our community.  Increase tactical expertise of the Special Enforcement Team (SET) and General Investigations.  Enhance computer forensic equipment (Gray Key 2).
 Increase the number of investigators with high technology investigative experience.  Utilize forensic analysts.
 Work with other agencies to attack the issues related to street gangs within our city.  Utilize narcotics K-9s.
 Add additional detectives to the Investigations Division.

Objectives to Meet the Goals
 Utilize the f
ull-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.
 Gain and retain membership to online databases to increase our sources of information and intelligence.  Continue providing advanced technology training to investigators and disseminate acquired knowledge to patrol officers to combat criminal activity.
 Continue the partnership with the District Attorney’s Office, U.S. Marshal’s Service, DEA Taskforce, the A.T.F., the F.B.I. and allied units such as MAGEC and ACT to track, arrest, and prosecute more criminals.  Continue to aggressively seek out opportunities to seize assets obtained from the illegal sales of narcotics.  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 crim inal 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 continues to be one 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 ut ilize 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
2022-2023
2021-2022 Revised 2023-2024
Actual Estimate Budget
Salaries - Regular 2,328,273 2,967,300 3,248,700
Overtime 200,958 214,900 214,000
Extra Help 58,363 52,000 52,000
Benefits 1,783,783 2,360,500 2,528,000
Vehicle Charges 6,060 7,300 7,200
Communications 33,890 23,000 23,000
Professional Services 85,138 114,800 131,600
Materials & Supplies 4,320 4,500 4,500
Supplies - Police 14,347 30,000 30,000
Supplies - Safety 1,079 5,000 5,000
Travel & Meeting Expense 5,372 6,300 13,800
Training 28,242 21,000 21,000
Dues & Subscriptions 2,482 1,400 2,200
Admin & Overhead 378,200 403,600 524,100
Capital Outlays - Police Equipment 568 8,100 2,000
TOTAL INVESTIGATIONS 4,931,075 6,219,700 6,807,100
Miscellaneous Income 92 0 0
Use of Discretionary Funds 4,930,983 6, 219,700 6,807,100 TOTAL 4,931,075 6,219,700 6,807,100
Community Service Officer 1.00 1.00 2.00 Crime Specialist - 1.00 1.00 Digital Forensic Analyst 1.00 1.00 1.00
Management Analyst 1.00 1.00 1.00 Police Captain - 1.00 1.00 Police Corporal 2.00 2.00 2.00 Police Officer/Recruit 14.00 14.00 14.00 Police Sergeant 2.00 2.00 2.00 Public Safety Dispatcher/PSO 1.00 1.00 1.00 TOTAL 22.00 24.00 25.00

DETAIL OF POSITIONS

BUDGET DETAIL

SOURCES OF FUNDING
141
345
AGENDA ITEM NO. 14.

Police Youth Services
Department Section 53000

2023-2024 Goals

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

Objectives to Meet the Goals

 Plan and coordinate juvenile proactive Police operations to identify, prevent, and intervene when juveniles engage in underage drinking and/or drug use.
 Provide youth leadership opportunities through the Police Explorer Post.  Provide juvenile drug and alcohol education.
 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. 142
346
AGENDA ITEM NO. 14.

Police Youth Services
Department Section 53000
2022-2023
2021-2022 Revised 2023-2024
Actual Estimate Budget
Salaries - Regular 285,332 325,500 323,600
Overtime 40,468 10,400 30,000
Extra Help 79,068 70,000 100,000
Benefits 174,230 179,900 194,900
Vehicle Charges 6,060 7,300 7,200
Communications 2,061 2,000 2,000
Professional Services 15,840 12,100 11,100
Office Supplies 1,594 1,800 1,800
Materials & Supplies 7,598 3,000 3,000
Supplies - Police 1,354 2,000 2,000
Supplies - Safety 5,283 0 0
Supplies - Shop 17,126 15,300 10,000
Travel & Meeting Expense 0 4,600 2,700
Training 0 5,000 5,000
Dues & Subscriptions 0 0 1,100
Admin & Overhead 104,800 107,700 126,300
Capital Outlays - Computers 7,976 8,000 8,000
TOTAL YOUTH SERVICES 748,790 754,600 828,700
Miscellaneous Income 1,543 1,000 0
Use of Discretionary Funds 747,247 753,600 828,700
TOTAL 748,790 754,600 828,700
Community Service Officer 1.00 1.00 1.00 Police Service Manager 1.00 1.00 1.00 Staff Analyst 1.00 1.00 1.00 TOTAL 3.00 3.00 3.00

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
143
347
AGENDA ITEM NO. 14.

Police Support Services
Department Section 54000
2023-20
24 Goals
 Contin
ue to provide a high level of both in-house and o ffsite training that enhances the professional skills of Police Department personnel by collaborating with s upervisors to select the proper and necessary training for individuals.
 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.  Continually look for new ways to manage the costs as sociated with the fleet and to provide the highest visibility of patrol presence in our community.
 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.  Continue to work with the District Attorney to provide the best possible cases for prosecution.  Assist officers when possible with data entry.
 Contin
ue to improve and monitor feedback from citizens on the quality of service they receive from ou r employees.

Objectives to Meet the Goals
 Contin
ue to obtain POST certification for both skills and knowledge training and perishable skills training.  Utilize the Leads software program to create efficien cies and analyze data related to Fleet, Records, and Training goals.
 Train department personnel on new technology.
 Work with staff to update and create the department’s website for access to public records.  Continue to audit the property room to employ the best practices.  Continue the destruction of unnecessary property and evidence.  Utilize the on-line auctioning of unclaimed property.  Continue to improve workflow and keep National Incident-Based Reporting System (NIBRS) timely.  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 Di vision’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 properties in our community.
144
348
AGENDA ITEM NO. 14.

Police Support Services
Department Section 54000
2022-2023
2021-2022 Revised 2023-2024
Actual Estimate Budget
Salaries - Regular 915,240 1,167,000 1,226,400
Overtime 24,434 35,600 31,500
Extra Help 185,078 183,000 192,400
Benefits 443,485 479,100 558,100
Vehicle Charges 1,664,241 2,573,100 2,637,000
Communications 7,908 11,000 11,000
Professional Services 251,500 347,400 151,900
Repairs & Maintenance 49,994 48,500 44,200
Office Supplies 1,861 3,700 2,000
Materials & Supplies 5,100 9,600 8,400
Supplies - Police 90,462 103,000 96,000
Supplies - Safety 2,786 0 100
Travel & Meeting Expense 13,890 22,000 2,100
Training 17,127 18,300 17,000
Dues & Subscriptions 1,834 3,000 2,900
Admin & Overhead 308,000 340,000 401,700
Capital Outlays - Computers 150,571 163,000 158,000
TOTAL SUPPORT SERVICES 4,133,511 5,507,300 5,540,700
Other Permits 31,322 42,000 42,000
Mandated Claims 51,521 0 0
User Fees 64,347 65,000 65,000
Miscellaneous Income 9,401 18,000 18,000
Use of Discretionary Funds 3,976,920 5, 382,300 5,415,700 TOTAL 4,133,511 5,507,300 5,540,700
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 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 1.00 Senior Systems Video Analyst - 2.00 2.00 Systems Video Technician 2.00 - - TOTAL 15.00 15.00 14.00

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
145
349
AGENDA ITEM NO. 14.

Police Administration
Department Section 56000/56300
2023-20
24 Goals
 Loo
k for solutions to minimize on-duty injuries through effective fitness programs and training.  Encourage new physical fitness activities for Police Department employees.  Continue to work with and establish public-based relationships to deter and detect crime.  Utilize social media and mainstream media to promote the Police Department mission to all segments of the community.
 Encourage, support, and strive for creative ways to do Police work.  Develop leaders within the Police Department.
 Continue to build trust and working relationships with citizens and the business community.

Objectives to Meet the Goals
 Establish lea
dership training and succession planning within the supervisor ranks.  Promote the department through the preparation of the department’s monthly and annual reports.  Produce public service announcements, news releases, and special presentations designed to inform th e community about services and programs that the Police Department offers.  Assist other City departments with public servic e announcements, news releases, and other special presentations designed to inform the community about services and programs that the City of Clovis offers.  Research new State and Federal grants available to local municipalities.  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 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 Depar tment to find and implement creative solutions to Police work and problem solving.
146
350
AGENDA ITEM NO. 14.

Police Administration
Department Section 56000/56300
2022-2023
2021-2022 Revised 2023-2024
Actual Estimate Budget
Salaries - Regular 575,366 734,500 857,700
Overtime 1,003,817 1,178,600 1,137,400
Benefits 540,937 712,000 978,300
Vehicle Charges 10,920 13,300 13,200
Communications 7,050 8,600 8,000
Professional Services 81,111 122,200 288,400
Office Supplies 0 0 16,000
Materials & Supplies 8,612 7,000 39,000
Travel & Meeting Expense 13,093 20,000 16,000
Training 181,689 156,000 156,000
Dues & Subscriptions 4,184 3,600 4,500
Admin & Overhead 966,700 1,052,300 1,235,500
Capital Outlays - Police Equipment 144,691 288,000 250,000 TOTAL ADMINISTRATION 3,538,170 4,296,100 5,000,000
State Grants 20,871 49,000 189,000
Federal Grants 229,773 215,200 20,000
Project Participation 220,639 189,200 190,000
Other Revenues 0 0 122,000
User Fees 62,821 251,000 231,000
Use of Discretionary Funds 3,004,066 3, 591,700 4,248,000 TOTAL 3,538,170 4,296,100 5,000,000
Administrative Assistant - 1.00 1.00 Community Service Officer 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 1.00 Police Chief 1.00 1.00 1.00
Principal Office Assistant 1.00 - - TOTAL 6.00 7.00 6.00

DETAIL OF POSITIONS

SOURCES OF FUNDING

BUDGET DETAIL
147
351
AGENDA ITEM NO. 14.

Police Animal Services
Department Section 59100

2023-2024 Goals

 To develop a Clovis Animal Care System that is respon sive to animal calls for service from citizens and that provides excellent care to animals.
 The Animal Services Division will increase the abilit y to communicate with a nd educate citi zens about animal-related issues.
 To provide public education about proper pet care.

Objectives to Meet the Goals

 Increase the number of citizens and businesses who actively support Clovis Animal Services.  Provide information about the importance of spayi ng and neutering pets to help manage the over-population of domestic dogs and cats.
 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.  Continue to provide volunteer opportunities for citizens.  Develop multiple fundraising opportunities for citizens and businesses.  Continue to provide high quality animal care and adoptions.  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 increasing the number of public-private partnerships to raise money for animal care.

148
352
AGENDA ITEM NO. 14.

Police Animal Services
Department Section 59100
2022-2023
2021-2022 Revised 2023-2024
Actual Estimate Budget
Salaries - Regular 586,589 824,100 853,700
Overtime 75,418 87,700 70,000
Extra Help 146,856 200,000 200,000
Benefits 292,394 405,100 492,000
Vehicle Charges 6,060 12,200 13,800
Communications 6,941 8,500 7,000
Professional Services 165,612 154,800 144,800
Repairs & Maintenance 8,410 8,700 2,400
Materials & Supplies 22,255 15,300 15,300
Supplies - Safety 74,494 83,500 74,500
Travel & Meeting Expense 994 1,000 1,000
Training 4,014 5,000 5,000
Dues & Subscriptions 2,650 1,300 1,500
Admin & Overhead 554,900 593,900 773,200
TOTAL ANIMAL SHELTER 1,947,587 2,401,100 2,654,200
Licenses 30,646 50,000 50,000
Fines & Fees 7,233 10,000 10,000
Miscellaneous Income 1,895 3,000 3,000
Use of Discretionary Funds 1,907,813 2, 338,100 2,591,200 TOTAL 1,947,587 2,401,100 2,654,200
Animal Control Officer 6.00 6.00 6.00 Animal Services Aide 1.00 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 11.00 11.00 11.00

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
149
353
AGENDA ITEM NO. 14.

FIRE

DEPARTMENT SUMMARY
The Fire De partme
nt is responsible for providing Fire Suppression, Technical Re scue, Hazardous Materials Spill/Release Mitigation, Emergency Medical Services (EMS), Life Safety and Enforcement Services and Emergency Preparedness for the citizens of Clovis. These responsi bilities are distributed through three divisions. The department continues to promote sound pl anning, economic efficiency, and effective use of City resources while providing essential and valuable services.

Emergency Operations Section 61000
The Emerge ncy Ope
rations Division is responsible fo r 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 assist ance. The Training Bureau activities include training of new employees, in-service training for all department employees, certification and licensure, and coordinated use of the Fire Trai ning Center. Support Services Bureau activities include: apparatus maintenance, facilities maintenance, and station supplies. The Communications Bureau has the responsibility for coordinating dispatch services to the Fire Department. Fire dispatch services are provided via a contract with the Fresno County Emergency Medical Services Divi sion. Dispatch services coordinate the emergency response of all City fire resources and mutual or automatic aid resources.

Community Risk Reduction Section 62000
The Comm
unity Risk Reduction Division is responsible for providing community risk reduction activities through two bureaus: Fire Prevention and Emergency Prepare dness. 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 loca l 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 es sential during times of crisis. With in the Division, the Investigations Team has the responsibility to investigate all fires for cause and origin.

Emergency Preparedness Section 63000
The Emergen
cy Preparedness Bureau has the responsibility for preparing and carrying out emergency plans to protect property and the citizens of Clovis in case of ac tual or threatened conditions of disaster or extreme peril.

This includes having an emergency plan in place, ma intaining 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 S earch and Rescue Team. These teams are capable of responding throughout California to emergency incid ents that require specialized tools, equipment and personnel.

Fire Administration Section 64000
The Fire Ad ministration Divi
sion is responsible for supporting all department operations, administering the Accreditation program, and the development and administration 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 Administration also identifies, writes, and manages grants to supplement funding for all department programs.
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AGENDA ITEM NO. 14.

FIRE

DEPARTMENT SUMMARY

2023-2024 Goals

 Continue to provide an effective emergency respons e delivery system that provides the necessary resources to minimize the loss of life, property damage, loss of tax revenue, and damage to the environment.

 Continue to make community risk reduction e fforts by enforcing fire and life safety codes.

 Continue to maintain an emergen cy and non-emergency re sponse capability that maximizes pu blic and private resources to deal with human-caused or natural-caused disasters.

 Continue to maintain and evaluate community outreac h programs focused on education, hazard mitigation, and abatement that meet the varying needs of our customers.

 Maintain an accredited status through the C enter for Public Safety Excellence (CPSE).

 Continue to explore all applicable grant sources a nd private partnerships to fund programs, services, equipment, and personnel.

Budgetary Highlights

 Take receipt of the department’s new NFPA compliant Self-Contained Breathing Apparatus (SCBA) and complete in-service training, which will be in service for the next 15 years.

 Purchase and outfit two emergency command vehicles.

 Complete the demolition and rebuild of Fire Station #2 to be re-opened in Summer 2024.

 Continue to review the cost recovery efforts fo r State Mandated fire inspections, new development, developer impact fees (DIF), weed abatement, and incidents caused by gross negligence.

151
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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

 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 reduc ing a victim’s chance of survival and increasing the loss of property.

2021-2022 (actual) 2022-2023 (estimated) 2023-2024 (proposed)

First Arrival, Total Response
EMS in under 6:30 8:00 7:35 7:28
Fire in under 7:00 8:00 7:43 7:30
MVA/Rescue in under 7:00 7:43 7:31 7:15
ERF in under 10:30 11:53 11:54 10:30
Fires Contained to Room of Origin 61% 67% 80% Total Number of Calls for Service 10,911 12,244 11,000 Total Number of EMS Calls 7,155 7,844 7,188

Life Safety and Enforcement

 Maintaining property values and protecting the community from significant destruction of property by fire provides a safe and secure and economically vibrant 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 t hat emergencies have on the community. Performing life safety inspections in all public buildings, has been shown to reduce fire loss, and sustains the local economy through continued employment and sales of goods.

State Mandated Fire Inspections 327 of 342 – 96% 337 of 346 – 97% 335 of 347 – 97% Completed

Number of Children Receiving
Life Safety Information 6,200 6,400 6,500

Fire Department Financial Benchmarks

Percentage of Discretionary Funds 89% 89% 89%

Total Injury Claim Costs $40,351 $40,406 $50,000

Total Fire Loss $2,936,340 $3,089,260 $2,500,000

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AGENDA ITEM NO. 14.

FIRE

DEPARTMENT SUMMARY
2022-2023
2021-2022 Revised 2023-2024
Actual Estimate Budget

BUDGET BY ACTIVITY
Emergency Services 19,132,032 22,059,500 21,840,400
Life Safety and Enforcement 636,569 699,300 714,100
Emergency Preparedness 104,449 225,800 147,100
Fire Administration 1,077,271 1,188,700 1,339,000
TOTAL ALL ACTIVITIES 20,950,321 24,173,300 24,040,600

BUDGET BY FUND
General Fund 20,950,321 24,173,300 24,040,600
TOTAL ALL FUNDS 20,950,321 24,173,300 24,040,600

153
357
AGENDA ITEM NO. 14.

Fire Emergency Services
Department Section 61000
2023-20
24 Goals
 Provi
de the first unit on the scene of an emergency medical call with a Total Response Time of six minu tes 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.
 Provide the first unit on the scene of a fire call, following dispatch, with a Total Response Time of seven minutes (7:00), 90% of the time. This includes one mi nute and thirty seconds of call processing, one minute and thirty seconds for turnout, and four minutes for travel.  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.  Continue to implement response time improvements in the Loma Vista area, as Station 6 response numbers increase. Review of data occurs on a monthly and annual basis.  Continue to implement recommendations within the adopted Standards of Cover Plan regarding distribution, concentration, and staffing of emergency response resources.  Provide efficient and effective 9-1-1 call processing and dispatch of the Fire Department through th e contract service agreement with Fresno County EMS. Dispatch emergency units within two minutes (2:00) of receiving the 9-1-1 call, 90% of the time.
 Continue to save property and contents at a value greater than the Department’s total annual budget.  Continue to focus on attaining a 90% or higher “exc ellent” rating on customer service satisfaction su rveys through the delivery of professional emergency and non-emergency services to the citizens of Clovis.

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

Five-Year Outlook
The challenge over the past couple of years, which will continue for t he foreseeable future, is the required funding to provide industry best practice fire protec tion and emergency medical services to a community that has grown significantly over the last ten years. The Department’s cost per capita is below the average of comparable fire departments within the Central Valley by an average of $9.00. Developing additional funding for public safety services is needed 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 additi onal staffing to meet current and future demands.
154
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AGENDA ITEM NO. 14.

Fire Emergency Services
Department Section 61000
2022-2023
2021-2022 Revised 2023-2024
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 7,491,173 8,316,200 8,406,300
Overtime 2,728,846 2,669,600 1,909,400
Extra Help 32,541 62,500 52,000
Benefits 5,270,639 5,837,500 6,118,800
Vehicle Charges 990,799 1,759,600 1,902,900
Communications 22,247 25,500 26,000
Professional Services 436,563 509,000 529,000
Repairs & Maintenance 65,996 150,500 99,800
Special Events 20 2,000 2,000
Office Supplies 3,361 8,500 7,500
Materials & Supplies 41,084 65,300 39,000
Supplies - Safety 90,020 215,000 135,000
Supplies - Shop 543 1,500 1,500
Travel & Meeting Expense 5,923 65,000 35,000
Training 48,022 155,000 148,500
Dues & Subscriptions 1,272 3,300 4,100
Admin & Overhead 1,830,100 1,963,500 2,298,600
Liability Insurance Program - ISF 3,435 0 0
Capital Outlays - Fire Equipment 44,731 205,500 85,000
Capital Outlays - Communications 18,748 39,500 35,000
Capital Outlays - Vehicles 5,969 5,000 5,000
TOTAL EMERGENCY SERVICES 19,132,032 22,059,500 21,840,400

SOURCES OF FUNDING
Taxes 716,272 895,000 942,000
State Grants 1,864,029 1,200,000 300,000
Federal Grants 1,443,130 1,580,000 750,000
Project Participation 77,170 50,000 45,000
User Fees 45,222 25,000 25,000
Miscellaneous Income 5,998 2,000 2,000
Use of Discretionary Funds 14,980,211 18, 307,500 19,776,400 TOTAL 19,132,032 22,059,500 21,840,400

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) 2.00 2.00 2.00 TOTAL 66.00 66.00 66.00
155
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AGENDA ITEM NO. 14.

Fire Life Safety and Enforcement
Department Section 62000
2023-20
24 Goals
 Provi
de fire and life safety education classes with use of selected on-duty personnel and other commu nity partners targeting youth, seniors, and high-risk groups.  Inspect 90% of all non-State Mandated occupancies on a bi-annual basis.  Complete 90% or higher of all State Mandated Inspections and continue with cost recovery for this unfunded mandate.
 Maintain metrics and data maintenance system for p ublic education efforts and community risk reductio n activities.
 Ensure all plan checks are completed within ten (10) days of submission, 90% of the time.  Ensure new construction and tenant improvement inspections are completed within one day of the initial request, 90% of the time.
 Provide a weed abatement program to ensure that va cant lots/propertie s meet health, fire hazard, and appearance standards with available staff.
 Fully investigate and determine the cause and origin of all fires.  Research and secure grant opportunities with favorable cost/benefit ratios.  Update and review all Fire Prevention-related codes and standards to reflect changes in state, federal, an d local codes.

Objectives to Meet the Goals
 Return all fire prote
ction system plans for permit issuance within ten (10) days of submittal and provide inspections within 24 hours of the request.
 Ensure that vacant lots and properties are cleaned to City municipal code weed abatement standards.  Continue to inspect all public occupancies at least every two years using on-duty crews and Fire Prevention staff.
 Present life safety messages through various forms of media to maintain community awareness.  Conduct fire investigations to determine fire cause and origin and maintain skill levels of Fire Investigators.  Use a team approach to enforce code compliance for special events or hazards.  Implement an approved Master Fee Schedule for specific activities provided for users 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 the safety of customers and response personnel. The Department will continue performing life safety ins pections 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 one of our most at-risk populations. Conducting thorough fire cause investigations, prosecuting for suspected ars on crimes, and providing juvenile fire-setter intervention programs are additional functions to maintaining a fire-safe community. 156
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AGENDA ITEM NO. 14.

Fire Life Safety and Enforcement
Department Section 62000
2022-2023
2021-2022 Revised 2023-2024
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 330,851 369,300 368,400
Overtime 31,091 47,300 38,000
Extra Help 22,107 0 0
Benefits 149,266 153,200 155,500
Vehicle Charges 6,060 7,300 7,200
Professional Services 15,085 28,100 33,000
Repairs & Maintenance 0 500 500
Office Supplies 559 2,000 3,000
Material & Supplies 3,634 500 500
Supplies - Police 0 500 500
Supplies - Safety 96 1,500 1,500
Supplies - Shop 1,678 500 500
Travel & Meeting Expense 6,154 7,500 12,500
Training 6,826 6,500 8,000
Dues & Subscriptions 4,974 6,100 7,000
Admin & Overhead 56,100 65,500 74,500
Capital Outlays - Vehicles 2,088 3,000 3,500

TOTAL LIFE SAFETY AND
ENFORCEMENT 636,569 699,300 714,100

SOURCES OF FUNDING
Other Permits 16,693 17,000 17,000
Planning & Processing Fees 112,110 115,000 115,000
User Fees 123,688 101,000 101,000
Miscellaneous Income 5,620 5,000 4,000
Use of Discretionary Funds 378,458 461,300 477,100
TOTAL 636,569 699,300 714,100

DETAIL OF POSITIONS
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 3.00 3.00 3.00
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Fire Emergency Preparedness
Department Section 63000

2023-2024 Goals

 Provide mitigation and response planning for la rge-scale natural and man-made disasters.  Provide simulated and classroom emergency preparedness training to identified City personnel consistent with the NIMS.
 Provide leadership and training for the coordinated use of civilian volunteers in emergency and non- emergency responses.
 Ensure local hazard mitigation and emergency operat ions plans are effective and represent current capabilities. Mitigation and emergency operation plans will represent an all-hazard approach based on critical infrastructure, risk analysis of hazards pr esent within the community, and functional access the population requires.
 Provide the support necessary to ensure the Clovis Emergency Response Team (CERT) continues to serve the citizens when called upon.

Objectives to Meet the Goals

 Conduct interdepartmental training sessions related to the City’s Emergency Plan, EOC Operations, Incident Command, Standardized Emergency Management System (SEMS), and NIMS guidelines.  Provide essential training to specialty team personnel in the handling and mitigation of hazardous conditions and technical rescue emergencies. Participate in regional training exercises.  Continue the use of CERT volunteers in su pporting field operations and public events.  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.
 Maintain the City of Clovis Hazardous Materials Incident Response Plan, Emergency Operations Plan (EOP), and Municipal Code to reflect current SEM/NIMS mandates.  Maintain the use of GIS/FireView data software to be utilized for community ri sk reduction, emergency response analysis, and planning purposes.

Five-Year Outlook

The City will maintain minimum capabilities for the EOC, as mandated by SEMS and NIMS. Alternative funding from various federal/state grants will be targeted to ens ure that essential staff receives training in EOC operations. Increased volunteer development and depl oyment throughout the City have helped support emergency response and sup port activities, as appropri ate. Specialty team personn el will seek grant funding and other external financial resources to secure equipment 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 per formance level objectives for many Department responsibilities.
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Fire Emergency Preparedness
Department Section 63000
2022-2023
2021-2022 Revised 2023-2024
Actual Estimate Budget

BUDGET DETAIL
Overtime 22,071 31,500 44,000
Benefits 320 800 1,600
Professional Services 2,017 8,500 8,500
Repairs & Maintenance 0 8,000 7,000
Materials & Supplies 5,635 27,500 2,500
Supplies - Safety 4,710 5,000 6,000
Travel & Meeting Expense 4,396 3,500 5,000
Training 10,433 46,500 26,500
Dues & Subscriptions 1,495 1,500 2,000
Admin & Overhead 4,000 4,500 5,500
Capital Outlays - Fire Equip 47,518 87,000 37,000
Capital Outlays - Vehicles 1,854 1,500 1,500
TOTAL EMERGENCY PREPAREDNESS 104,449 225,800 147,100

SOURCES OF FUNDING
Federal Grants 31,019 31,000 31,000
Use of Discretionary Funds 73,430 194,800 116,100

TOTAL 104,449 225,800 147,100
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Fire Fire Administration
Department Section 64000

2023-2024 Goals

 Maintain accreditation through the CPSE for the years 2018-2023, reaccreditation will be finalized this fiscal year for the period of 2024-2029.
 Maintain an ISO rating of Class 2.
 Maintain a cost per capita ratio of less than $170 per year.  Manage the Fire Department budget to maximize re venues and pursue alternative funding sources to maintain services at the highest level possible.
 Identify and implement efficiencies in the Fire De partment budget, payroll, administrative support, and other program activities.
 Attain and manage grants to support all Department activities.  Assist and monitor the Emergency Operations and Community Risk Reduction Divisions with program development and monitor performance with true data analytics.  Provide administrative support for the Emergency Operations and Community Risk Reduction Divisions.

Objectives to Meet the Goals

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

Five-Year Outlook

Meeting service demands with limited resources will be t he Fire Administration Division’s greatest challenge.

Developing efficiencies in how the Fire Department provid es service is a key factor in mitigating the challenges of increased service demands and increases in new development areas.

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Fire Fire Administration
Department Section 64000
2022-2023
2021-2022 Revised 2023-2024
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 410,305 492,400 587,400
Overtime 14,084 16,500 17,000
Extra Help 43,914 45,400 56,000
Benefits 256,789 281,600 305,800
Vehicle Charges 149,597 168,900 155,100
Professional Services 78,607 48,500 65,500
Repairs & Maintenance 348 500 500
Special Events 1,769 2,600 4,000
Office Supplies 3,425 5,000 5,000
Materials & Supplies 692 1,000 1,500
Travel & Meeting Expense 9,185 12,000 15,000
Training 19,196 15,000 9,500
Dues & Subscriptions 1,960 2,500 3,500
Admin & Overhead 86,200 94,800 111,200
Capital Outlays - Fire Equip 1,200 2,000 2,000
TOTAL FIRE ADMINISTRATION 1,077,271 1,188,700 1,339,000

SOURCES OF FUNDING
Use of Discretionary Funds 1,077,271 1, 188,700 1,339,000 TOTAL 1,077,271 1,188,700 1,339,000

DETAIL OF POSITIONS
Fire Administrator - - 1.00 Fire Chief 1.00 1.00 1.00
Management Analyst 1.00 1.00 - Principal Office Assistant 2.00 - - Staff Analyst - 2.00 2.00
TOTAL 4.00 4.00 4.00
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PUBLIC UTILITIES

DEPARTMENT SUMMARY
The Public Utilities Depa
rtment is a service, operations, and maintenance 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, wastewater colle ction and treatment, solid waste collection and disposal, street repair and cleaning, parks maintenance, City utility engineering and inspection, and administration of landscape and facility districts. The infrastructure main tained by the department includes the City's street system, traffic signals, street lighting, parks and street landscaping, and operational facilities, including the City’s landfill, surface water treatment plant, and wastewater treatment plant. Services also include procurement and maintenance of the City’s fleet of vehicles and equipment. The department plays the leading role in planning for water, wastewater, solid waste dispos al and diversion, and utility infrastructure to ensure that these essential services are available and properly operating when needed. Public Utilities manages t he City’s valuable assets and resources while complying with environmental, regulatory, and sustainability challenges.

The department is organized into three major divisions, which are comprised of 14 sections with operational and budgetary responsibilities shown below.

Street Maintenance Section 71000
Respo
nsible for providing preventative and corrective ma intenance on City streets, sidewalks, and alleys.

Provides oversight and administration of the City’s Pavement Management System including selection of street projects for preventative maintenance. 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.

Signals and Street Lighting Section 72000
Respo
nsible for maintenance of traffic signals, the cost of energy/repairs/replacements for PG&E-owned streetlights within the City, energy and materials for Ci ty-owned streetlights, and maintenance of City-owned streetlights.

Storm Drain Section 72500
This unit is compri se
d of Public Utilities department-w ide personnel that are on call for after-hours emergency response to storm events and flooding. Funding is separ ate from the operations budget and pays the overtime costs for after-hours emergency resp onse teams. This unit’s work includes providing sandbags, pumping flooded areas, monitoring stream channels, placing warning signage, and pumping temporary storm drainage basins when needed.

Parks Section 73000
Respo
nsible for providing maintenance to City par ks, trails, street landscaping, trees, and numerous recreational facilities, including playgrounds, picnic si tes, and park restrooms. Maintains Old Town streetscape and provides grounds maintenance at City administrative facilities. Some of these areas are maintained by Parks personnel, while others are maintained through co ntracts 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 Section administers the Landscape Maintenance District (LMD), which provides funding for maintenance of certain parks, trails, street lands caping, streetlights, and neighborhood architectural enhancement features for areas within the LMD.

Landscape Maintenance District Section 73200
Provid
es a source of funds and an account for reve nue derived from assessments through the Landscape Maintenance District (LMD). These assessments fund personnel and expenses for maintaining LMD landscaping, architectural, and recreational features. These features are incorporated into the Parks expenditure budget.
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Fleet Maintenance Section 75000

Responsible for maintaining the City’s fleet of vehicl es and equipment. Planning and implementation of fleet electrification.

Fleet Acquisition Section 75100

Acquires vehicles and equipment and administers the fleet depreciation account.

Refuse Collection Section 76100

Responsible for collection, disposal, and diversion of municipal solid 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 m unicipal waste at the City’s landfill in accordance with county, state, and federal requirements.

Refuse Contracts Section 76300

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

Wastewater Section 76500

Responsible for operating and maintaining the City's sewe r collection system consisting of sewer pipelines and lift stations, and manages the contract for maintenance and operation of the City’s Water Reuse Facility.

Manages the City's 11.6% ownership and capacity rights in the Fresno-Clovis Wastewater Treatment Plant, and also performs rate analysis and master planning.

Community Facilities District (CFD) No. 2020-1 Section 42800

Provides a funding source separate from the wastew ater operations budget to pay for the operation and maintenance of temporary sewer facilities which serv e new development in the Dry Creek Preserve Service Area. This includes maintenance of a temporary lift stat ion, administration of the CFD, accumulation of funds and planning for future permanent master planned wa stewater facilities, and accumulation of funds for decommissioning of temporary facilities.

Water Section 77000

Responsible for the procurement, produc tion, and distribution of the City's water supply via a network of water mains, wells, and a surface water treatment plant. Mainta ins treatment and/or disinfection facilities on all wells, ensuring pure and safe drinking water that meets all state and federal standards. This Section conducts groundwater recharge and aquifer programs, rate analysis, master planning, and compliance with the Sustainable Groundwater Management Act (SGMA). Operat ion and maintenance of the recycled water system is also performed by this Section.

Street Cleaning Section 77500

Responsible for providing routine sweeping for all City streets 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 operation contributes greatly toward reducing particulate matter and improves air quality, storm water quality, and the overall quality of life for residents of Clovis. 163
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PUBLIC UTILITIES

DEPARTMENT SUMMARY
2023-20
24 Goals
The major go
als of the Department are to:
 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 effe ctive use of surface water supply in maintaining and ensuring future sustainability.
 Conduct modeling and engineering of the City’s utility infrastructure for current and future City needs.  Focus service delivery on the needs of our customers, conduct maintenance activities as effectively and efficiently as possible to provide reliable and cost-effective service to our citizens, and prolong the useful lif e of the City’s infrastructure and fleet.
 Keep abreast of county, state, and federal regulations relating to wa ter, recycled water, wastewater, refuse, fleet operations, and storm runoff, as well as monitor changing co mpliance requirements and adjust operations as needed.
 Conduct landfill operations in an effective, efficient, and safe manner to conserve landfill space and comp ly with federal and state regulations.
 Enhance recycling programs to maintain the City’s diversion rate above the State-required minimums an d employ new programs and processes to increase municipal solid waste diversion.  Actively inventory and replace missing and expired plant material and increase the inspection rate of City landscaped areas. Maintain the current level of service in the General Fund areas an d maintain City landscape at an acceptable level, balancing water us age, potential drought restrictions, and available resources.
 Expand operation of the recycled water distribution system.  Protect the City’s investment in infrastructure by maximizing the condition of the City street network through the use of th e City’s pavement management system (PMS). Take full advantage of any available stre et improvement funding sources.

Budgetary Highlights
 Maximi
ze 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 grou ndwater replenishment. Develop strategic plans for additional water supplies and continue implementati on of the Sustainable Groundwater Management Act (SGMA).
 Start design of the recharge basin to be located near Barstow and Leonard avenues. Apply for grants that could offset costs for full design and construction of the facility.  Begin the gradual implementation an d conversion of City water meter services to Advanced Metering Infrastructure (AMI) that allows for smart connectivi ty and interfacing with the City’s customers and th eir water usage.
 Finish the analysis of the City’s Surface Water Treatment Plant’s current operational conditions an d limitations to provide for increased improvements with water capacity and water production.  Continue contracting services for street-side and median landscaping, focusing in-house staff on maintenance of City parks, Old Town, Civic Center, tree hazard mitigation, and landscape restoratio n.

Appropriately use LMD funds for periodic plant material replacement. Utilize avai lable resources to meet 164
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peak seasonal maintenance demands. Prepare staffi ng for maintenance of the Village Green located in Loma Vista.

 Utilize more efficient compaction methods to incr ease the lifespan of the l andfill. Acquire and utilize additional cover material for the active phase of the l andfill by continuing import of suitable soil and sorting and refining of on-site material through a contractual agreement.

 Increase the level of service provided by the Refuse Residential section to address growth in the City through the addition of one Sanitation Operator posi tion. Complete implementation of a routing software program to maximize customer service for residential, commercial, and street sweeping operations.

 Operation of granular activated carbon treatment facilities for the removal of contaminants from the groundwater.
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PUBLIC UTILITIES

DEPARTMENT PERFORMANCE MEASURES

The mission of the Public Utilities Depa rtment is to provide for the well-bei ng and enjoyment of the citizens and businesses of Clovis through the delivery of essent ial, dependable, and sustainable services. These services include potable and recycled water supply, wastewater an d solid waste disposal, beautification of parks and other open spaces, maintenance of streets and tr affic systems, utilities planning and engineering, and maximization of City infrastructure’s useful life through planned preventative maintenance. In addition, it is also the Department’s mission to assist all City departments in their service delivery by providing a well-maintained and reliable fleet of vehicles and equipment. It is the Depart ment’s goal to provide these services as efficiently and effectively as possible. Public Utilities provides meaningful and necessary support to all other City departments.

Street Maintenance – 71000
2021-2022 (actual) 2022-2023 (estimated) 2023-2024 (proposed)  Weighted Average PCI 74 74 74
 Prepare streets for slurry/cape seal 325,000 s y 450,000 sy 400,000 sy  Repair AC pavement as needed 325 tons 450 tons 375 tons  Repair concrete sidewalks as needed 75 cu. yds. 70 cu. yds. 70 cu. yds.  Repaint all lane striping as needed 75% 100% 100%
 Replace/repair/install signs 2,000 signs 1,400 signs 1,400 signs

Approximately 64% of Street Maintenance is funded by impact fees and easement rental charges, and the remaining 36% is funded by gas taxes and Measure C. Streets Maintenance does not budget for any General Fund use. This past year, effort was shifted from lane striping and painting crosswalks to sign replacement due to material shortage. The 2023-2024 fiscal year focu s will shift back to normal lane striping and sign replacement operations.

Signals and Street Lighting – 72000

 Provide traffic signal maintenance to 88 traffic signa ls and strive to keep approximately 11,450 streetlights working. Approximately 9,900 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 sectio n 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

 Provide off-hour emergency response during significant 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.

Parks/Landscape Maintenance –
73000/73200
(Includes Landscape Maintenance District)
2021-2022 (actual) 2022-2023 (estimated) 2023-2024 (proposed)  Efficiently use City resources and co ntract services to maintain an incr easing inventory and intensity of parks/landscaping:

 Total acres maintain (as of July 1) 532 544 569
 Maintenance cost/acre/ year $12,124 $12,628 $13,330
 General Fund acres maintained 207 207 207
 Maintenance cost/acre/ year $8,751 $11,434 $10,417
 LMD acres maintained 325 337 362
 Maintenance cost/acre/year $13,100 $13,785 $14,612

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Refuse Collection – 76100

2021-2022
(actual)

2022-2023
(estimated)

2023-2024
(proposed)
 Perform refuse pickup (excludes
CCU) – Tons collected
56,600 tons 57,000 tons 57,000 tons
 Achieved % 100% 100% 100%
 Monitor system costs ($/ton) $186 $196 $207

Refuse Collection includes all residential and commercial collection.

Refuse Landfill – 76200 2021-2022 (actual) 2022-2023 (estimated) 2023-2024 (proposed)  Landfill refuse received (including
CCU) – Tons landfilled
65,000 tons 65,000 tons 64,000 tons
 Compliance % 100% 100% 100%
 Monitor system costs ($/ton) $58 $64 $67

Landfill performance is based on landfill operations receiving all residential, commercial, sweeping, and Community Cleanup debris, as well as wastewater and Surface Water Treatment Plant waste.

Recycling Contracts – 76300 2021-2022 (actual) 2022-2023 (estimated) 2023-2024 (proposed)  Total tons recycled through private
vendor contracts for curbside
recycling and organics programs
(does not include all waste diverted
from Cit
y’s landfill)
25,990 tons 26,500 tons 27,000 tons
 Monitor costs ($/ton) $165 $190 $185
 City AB 939, AB 341, & AB 1826
diversion compliance
Yes Yes Yes

Contracting includes all residential recycling. Roughly 25% is for the blue recycling cart and 75% is for the green organics cart.

Fleet Maintenance – 75000 2021-2022 (actual) 2022-2023 (estimated) 2023-2024 (proposed)  Fleet Availability 92% 93% 94%
 Preventative Maintenance (% of
Scheduled Work)
61% 62% 65%

Wastewater – 76500
2021-2022 (actual) 2022-2023 (estimated) 2023-2024 (proposed)  Clean all City sewers every two years 197% 159% 170%
 Provide high level of customer
satisfaction by keeping system
complaints (stoppages) below 2 per
1,000 population

0.01% 0.01% 0.00%

Water Service – 77000
2021-2022 (actual) 2022-2023 (estimated) 2023-2024 (proposed)  Meet all demands for water
consumption (acre-feet delivered)
25,700 25,000 26,500
 Monitor system costs ($/acre-foot
delivered)
$600 $650 $700
 Provide high level of customer
satisfaction by keeping complaints
under 2 per 1,000 population

1.8 1.5 2.0
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Street Cleaning – 77500 2021-2022 (actual) 2022-2023 (estimated) 2023-2024 (proposed)  Sweep 100% of residential streets
twice monthly, major street sweeping
weekly – Total miles swept
58,900 mi. 56,000 mi. 56,000 mi.
 Achieved % 100% 100 % 100%
 Monitor service co
sts ($/mile) $30 $32 $34
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PUBLIC UTILITIES

DEPARTMENT SUMMARY
2022-2023
2021-2022 Revised 2023-2024
Actual Estimate Budget
Street Maintenance 2,601,829 2,945,100 3,091,000
Street Lighting 2,119,389 2,690,400 2,935,000
Storm Drain 9,730 58,800 90,900
Parks 6,280,161 7,223,600 7,651,200
Landscape Maintenance District 4,270,093 4,658,000 5,298,000 Fleet Maintenance 11,201,514 17,606,200 12,084,100
Community Sanitation 24,028,216 26,342,300 27,625,000
Wastewater 14,210,951 18,017,600 19,499,400
Community Facilities Dist 2020 5,700 5,700 32,700
Water 18,338,694 23,801,200 24,140,800
TOTAL ALL ACTIVITIES 83,066,277 103,348,900 102,448,100

BUDGET BY FUND
General Fund 11,011,109 12,917,900 13,768,100
Landscape Maintenance District 4,270,093 4,658,000 5,298,000 Community Sanitation Fund 24,028,216 26,342,300 27,625,000 Sewer Service Fund 14,210,951 18,017,600 19,499,400
Community Facilities Dist 2020 5,700 5,700 32,700
Fleet Maintenance Fund 11,201,514 17,606,200 12,084,100 Water Service Fund 18,338,694 23,801,200 24,140,800
TOTAL ALL FUNDS 83,066,277 103,348,900 102,448,100

BUDGET BY CATEGORY
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Public Utilities Street Maintenance
Department Section 71000
2023-20
24 Goals
The goals of the Street Mai
ntenance Section are to provide a well-maintained street system for the orderly, safe, and convenient travel of vehicles within and throughout the City, and to protect t he City’s infrastructure investment through the application of appropriate preventative maintenance and repair strategies.

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

Objectives to Meet the Goals
 Re-stri
pe the entire City street system as needed.
 Provide structural repair of streets in preparation for application of slurry seal.  Crack seal streets included in slurry seal project in addition to selected streets needing treatment.  Apply slurry seal to streets after 10 years of service.  Maintain the inventory of the City's signs and computerize the data to manage sign replacement.  Provide landscape maintenance along street right-of-ways through contract services.  Provide repairs to concrete curb, gutter, and sidewalks.  Provide regular inspections of the City’s st reets and evaluate the need for maintenance using th e Pavement Management System.
 Utilize new procedures to maintain and repair pavement to maximize return on investment.  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 will 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 reconstruction. This will require focused effort by the Street Maintenance Section, working with the City’s Capital Improvement Program, to ensure that all available funds are allocated where the most benefit will be derived. The City ’s strategy is to allocate these limited resources in a manner that maximizes the average Pavement Condition Index (PCI), rather than fixing the worst streets first.

The City will continue to use preventative maintenance methods such as rubberized asphalt cape seals and slurry seals to keep the overall Pavement Condition Index as high as possible and to maximize the limited funds available. City staff continues to utilize a Pavement Management System which tracks repairs and estimates the PCI. 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. At the currently projected funding level, the overall condition of the City’s street system (as measured by the Pavement Condition Index) is predicted to decline slowly over the next 5 years and will continue to dec line unless additional funding so urces 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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Public Utilities Street Maintenance
Department Section 71000
2022-2023
2021-2022 Revised 2023-2024
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 1,011,512 1,124,400 1,154,600
Overtime 29,622 32,500 31,500
Benefits 546,411 551,500 595,900
Vehicle Charges 326,653 367,300 375,600
Communications 4,242 6,900 7,000
Professional Services 146,249 181,600 219,100
Repairs & Maintenance 14,242 21,500 21,800
Building & Equipment Rental 291 12,000 12,000
Office Supplies 181 100 300
Materials & Supplies 221,558 332,600 304,900
Supplies - Shop 4,169 5,000 5,000
Travel & Meeting Expense 859 1,000 3,000
Training 6,345 6,500 9,500
Dues & Subscriptions 431 100 500
Admin & Overhead 245,630 271,100 310,600
Capital Outlays - Office Equip/Furn 31 0 2,700
Capital Outlays - Public Utilities 8,586 17,000 12,000
Capital Outlays - Vehicles 34,817 14,000 15,000
Capital Outlays -Miscellaneous 0 0 10,000
TOTAL STREET MAINTENANCE 2,601,829 2,945,100 3,091,000

SOURCES OF FUNDING
Taxes 727,900 1,026,100 1,085,000
Planning & Processing Fees 1,024 3,000 3,000
Engineering Processing Fees 30,182 31,000 32,000
Interfund Charges 1,827,000 1,872,000 1,958,000
Miscellaneous Income 15,723 13,000 13,000
Use of Discretionary Funds 0 0 0
TOTAL 2,601,829 2,945,100 3,091,000

DETAIL OF POSITIONS
Administrative Assistant 0.05 0.05 0.05
Assistant Public Utilities Director 0.10 0.10 0.10 Engineer I/Engineer II/Civil Engineer 0.20 0.20 0.20
Engineering Inspector/Senior Eng Inspector 0.25 0.25 0.35 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 0.25 0.25 Staff Analyst - 0.10 0.10 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 15.09 15.14 15.24
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Public Utilities Street Lighting
Department Section 72000
2023-20
24 Goals
The goal of the Signals a nd Street Lighting Section
is to provide functional traffic signals and well-illuminated streets for the safety of motorists and pedestrians.

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

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

Five-Year Outlook
Costs to fund streetlight and traffic signal maintenance will continue to increase due to the ever-increasing number of lights and signals that ar e installed as the City grows, 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 streetlights are going in as LEDs to reduce long-term costs. Existing PG&E lights were retrofitted to LED during 2016-2017, improving the li ghting in the City due to the longer life of the LED bulbs, which require less maintenance. Public Utilities sta ff is exploring opportunities to decrease street lighting costs.
172
376
AGENDA ITEM NO. 14.

Public Utilities Street Lighting
Department Section 72000
2022-2023
2021-2022 Revised 2023-2024
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 111,405 193,700 221,800
Overtime 11,842 19,300 19,400
Benefits 43,787 77,000 89,200
Vehicle Charges 40,550 74,500 81,800
Energy 1,704,689 1,830,000 2,200,000
Repairs & Maintenance 88,862 143,000 151,000
Materials & Supplies 28,368 39,700 35,700
Supplies - Safety 32 2,000 2,000
Training 254 1,100 1,100
Admin & Overhead 89,600 107,200 133,000
Capital Outlays - Vehicles 0 202,900 0
TOTAL STREET LIGHTING 2,119,389 2,690,400 2,935,000

SOURCES OF FUNDING
Taxes 847,424 1,162,100 1,417,000
User Fees 12,310 12,300 12,000
Miscellaneous Income 16,898 16,000 6,000
Use of Discretionary Funds 1,242,757 1,500,000 1,500,000 TOTAL 2,119,389 2,690,400 2,935,000

DETAIL OF POSITIONS
Assistant Public Utilities Director 0.10 0.10 0.10
Electrician 2.00 2.00 2.00 Principal Utilities Engineer - 0.05 0.05 TOTAL 2.10 2.15 2.15
173
377
AGENDA ITEM NO. 14.

Public Utilities Storm Drain
Department Section 72500

2023-2024 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:

 Provide a well-maintained storm drain system by performing annual maintenance.  Prevent flooding of private and public property by responding quickly to emergency situations.  Protect storm water quality through implementati on of and compliance with the National Pollutant Discharge Elimination System (NPDES) program.

Objectives to Meet the Goals

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

Five-Year Outlook

The transfer of all permanent flood control facilities to the Fresno Metropolitan Fl ood Control District was completed in 1991-1992. Implementation of the Storm Dr ain Master Plan is a joint activity between Clovis and FMFCD. FMFCD is included in the prelim inary review of development projects to provide advice on appropriate conditions necessary to implement the master plan and the NPDES regulations. The City is a co-permittee with FMFCD, City of Fresno, Fresno County, and CSUF in the municipal permit for storm water discharge. The agencies currently operate under a permit related to a State Order issued in 2016. The City's role under the permit includes implementation of development design conditions, inspection during 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.

174
378
AGENDA ITEM NO. 14.

Public Utilities Storm Drain
Department Section 72500
2022-2023
2021-2022 Revised 2023-2024
Actual Estimate Budget

BUDGET DETAIL
Overtime 1,218 25,000 15,000
Benefits 220 200 500
Vehicle Charges 2,371 3,100 3,100
Professional Services 884 2,700 7,200
Repairs & Maintenance 0 500 500
Office Supplies 0 100 100
Materials & Supplies 4,237 22,000 62,000
Admin & Overhead 800 1,200 1,500
Capital Outlays - Public Utilities 0 4,000 1,000
TOTAL STORM DRAIN 9,730 58,800 90,900

SOURCES OF FUNDING
Use of Discretionary Funds 9,730 58,800 90,900
TOTAL 9,730 58,800 90,900
175
379
AGENDA ITEM NO. 14.

Public Utilities Parks
Department Section 73000
2023-20
24 Goals
 The goal of
the Parks Section is to maintain City recreational facilities, streetscaping, parks, and other landscaped open space areas, trees, and building grounds at a reasonable cost and in the best possible condition, commensurate with available funding.
 Maintain 544 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 volleyba ll and basketball courts. Twelve are medium-sized parks that include picnic areas, play lots, restrooms, and open spaces. The remaining 62 parks are passive neighborhood and mini-parks, most with tot lots that are scattered throughout the community.
- 274 acres of green belts, street gardens, and landscaped median islands. - 100 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 Lo s Altos Corporation Yard, the new Police/Fire Headquarters, and miscellaneous City properties. - 11 acres of undeveloped park land and miscellaneous public right-of-way property. - Approximately 42,000 City street trees.
 Participate in landscape plan design and review, as well as landscape construction inspection services , to ensure quality landscapes at reasonable maintenance costs.  Participate in master planning for future growth and infill areas to im plement sustainable and maintainable landscape that is consistent with operational constraints and limited budgets.  Coordinate and schedule park facility use for picnics, special park events, and sports activities.

Objectives to Meet the Goals
 Contin
ue to implement productivity-enhancing landscape design standards.  Continue contracting for maintenance services for street-side and median landscaping, focusing in-house staff on maintenance of City parks, Old Town, Civic Center, and tree hazard pruning.  Continue to develop the GIS landscape layer and implement paperless cost accounting and maintenance activity documentation.
 Maintain a cost accounting system for maintenance activities that will assist with cost contai nment, future design of facilities and landscapes, and cost recovery.  Implement efficient strategies and defer some periodic maintenance activities in order to maximize the leve l of service consistent with funding levels.
 Utilize volunteers and community service personnel to assist City forces when available.  Improve the maintainability of currently landscaped areas through specific revisions to the planting palette and irrigation systems.
 Develop and implement new landscape designs to comply with water-efficient landscape standards.  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 areas will continue to be high, consistent with the LMD funding levels. There will continue to be a noticeable diffe rence between the level of service in the LMD areas and the General Fund areas. Cost-saving measures ar e 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 to maintain sufficient funding levels. Grant funding will continue to be sought for the conversion of ol der irrigation systems and playground replacement. 176
380
AGENDA ITEM NO. 14.

Public Utilities Parks
Department Section 73000
2022-2023
2021-2022 Revised 2023-2024
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 1,278,361 1,503,100 1,731,600
Overtime 85,749 51,500 58,500
Extra Help 34,787 41,500 0
Benefits 767,683 757,300 896,400
Vehicle Charges 452,502 453,000 510,700
Energy 849,206 926,600 996,600
Communications 8,996 12,400 12,500
Professional Services 1,929,559 2,506,200 2,327,000
Repairs & Maintenance 30,034 38,300 34,500
Building & Equipment Rental 2,734 2,800 3,000
Office Supplies 451 600 500
Materials & Supplies 366,887 361,100 401,500
Supplies - Safety 14,523 13,500 15,000
Supplies - Shop 11,141 9,900 12,000
Travel & Meeting Expense 268 4,400 5,800
Training 6,368 5,300 6,500
Dues & Subscriptions 1,734 1,400 1,500
Admin & Overhead 426,700 517,700 620,100
Capital Outlays - Office Equip/Furn 31 200 0
Capital Outlays - Public Utilities 12,447 16,800 17,500 TOTAL PARKS 6,280,161 7,223,600 7,651,200

SOURCES OF FUNDING
Rents & Concessions 6,753 19,100 13,000
Facility Reimbursements 90,565 88,000 88,000
Planning & Processing Fees 10,090 25,000 30,000
Engineering Processing Fees 23,232 19,000 19,000
User Fees 4,315,964 4,694,700 5,335,000
Miscellaneous Income 22,026 11,000 10,000
Use of Discretionary Funds 1,811,531 2,366,800 2,156,200 TOTAL 6,280,161 7,223,600 7,651,200

DETAIL OF POSITIONS
Administrative Assistant 0.05 0.05 0.15
Assistant Public Utilities Director 0.30 0.30 0.30 Engineer I/Engineer II/Civil Engineer 0.15 0.15 0.15 Engineering Inspector/Senior Eng Inspector - - 0.15 Maintenance Worker/Senior Maint Worker 10.40 11.40 12.40 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 0.80 0.80 Staff Analyst - 0.15 0.15 Utility Worker 6.00 7.00 7.00 TOTAL 22.13 24.03 25.28
177
381
AGENDA ITEM NO. 14.

Public Utilities Landscape Maintenance District
Department Section 73200
2023-20
24 Goals
The goal of the City' s
Landscape Maintenance District (LMD) is to keep the parks , greenbelts, streetscapes, urban forests, 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 61% of the City’s landscaped acreage is within the LMD.

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

Objectives to Meet the Goals
 Apply d
esign and productivity strategi es that provide aesthetically pleasing facilities and landscaping at a reasonable cost.
 Apply cost accounting measures that accurately i dentify costs, facilitate full cost recovery, and ident ify inefficiencies.
 Adjust LMD assessments annually, consistent with the covenants.  Manage benefit zone reserves such that they ar e adequate to provide for replacement of enhancem ent features as required.
 Continue contracting for maintenance services for street-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 stead ily increasing. The Loma Vista area is showing growth, with new housing tracts springing up around the now under-construction Loma Vista Village Green. 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 Sunny side Avenue. Several of the benefit zones have accumulated sufficient reserves and are adjusted annually, if needed, to coincide with maintenance costs. Some of the benefit zones still need to build reserves.

The LMD 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. 178
382
AGENDA ITEM NO. 14.

Public Utilities Landscape Maintenance District
Department Section 73200
2022-2023
2021-2022 Revised 2023-2024
Actual Estimate Budget

BUDGET DETAIL
Professional Services 4,270,093 4,658,000 5,298,000

TOTAL LANDSCAPE
MAINTENANCE DISTRICT 4,270,093 4,658,000 5,298,000

SOURCES OF FUNDING
Tax Assessments 4,270,093 4,658,000 5,298,000
TOTAL 4,270,093 4,658,000 5,298,000
179
383
AGENDA ITEM NO. 14.

Public Utilities Fleet Maintenance
Department Section 75000
2023-20
24 Goals
The goal of the Fleet M
aintenance Section is to mainta in, in a cost-effective manner, the City’s vehicles and related equipment at a safe and dependable level.

Objectives to Meet the Goals
 Maximi
ze useful life of vehicles and equipment.
 Minimize callbacks.
 Provide quality and competitive services to City departments.  Monitor and evaluate vehicle/equipment operational costs.  Consider life-cycle costs when adding or replacing vehicles.  Administer the capital depreciation account to ensure timely replacement of all equipment and vehicles.  Utilize private vendors as appropriate for specific fleet servicing needs.  Plan and budget to transition fleet vehicles to zero-emi ssion vehicles (ZEVs) to comply with state a nd federal regulations.

Five-Year Outlook
As the state and federal governments adopt more stringent pollution control regulations, especially as they relate to diesel-fueled on-road and off-road heavy equipment and zero-emission vehicles (ZEVs), the City is being tasked with repairing and maintaining emission cont rol devices or replacing vehicles with new vehicles with compliant engines, planning for the installation of zero-emission fueling infrastructure, and planning for the purchase of ZEVs to transition to a zero-emission fleet. This means that vehicles are occasionally replaced earlier than normal, and there are higher replacement costs.

The California Air Resources Board adopted the Innovative Clean Transit (ICT) regulation in December 2018, requiring large transit agencies to begin purchasing zero-emission buses (ZEBs) as soon as 2023, with the goal of transitioning all transit buses in California to zero-emission technology by 2040. The City is considered a small transit agency and will be required to purchase only zero-emission transit vehicles after 2030. Additionally, the California Air Resources Board adopted the Advanced Clean Cars II regulation in 2022 and they are working toward the adoption of additional legislation, called Ad vanced Clean Fleet, which together require the City to transition the City fleet to ZEVs.

The Fleet Maintenance Section will continue participation in cooperative purchasing arrangements for fleet parts and services to save money and to improve efficiency. The City’s current cooperative purchasing agreement with Sourcewell continues to provide the City with quality parts at significantly reduced prices.

In 2021-2022, sufficient funds were transferred from t he General Fund to the Fleet Capital Fund to add the Police and Fire Departments back into the fleet renewal program beginning in fiscal year 2022-2023. This allows 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 increasing interest rates with lease- purchase financing.
180
384
AGENDA ITEM NO. 14.

Public Utilities Fleet Maintenance
Department Section 75000
2022-2023
2021-2022 Revised 2023-2024
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 1,370,236 1,381,400 1,622,000
Overtime 14,467 16,200 15,000
Extra Help 13,265 40,000 0
Benefits 745,400 685,300 810,300
Vehicle Charges 54,530 64,800 70,400
Communications 949 1,000 2,000
Professional Services 98,060 100,800 170,000
Repairs & Maintenance 984,671 1,020,500 890,500
State Mandates 30,104 25,000 25,000
Office Supplies 1,919 2,200 1,500
Materials & Supplies 3,122 4,300 3,300
Supplies - Safety 19,589 15,000 15,000
Supplies - Shop 3,206,764 3,527,500 3,789,500
Travel & Meeting Expense 646 2,500 4,000
Training 14,055 12,500 12,500
Dues and Subscriptions 48 1,100 1,100
Admin & Overhead 1,167,900 1,181,000 1,225,400
Liability Insurance Program - ISF 2,000 0 0
Debt Service 69,006 64,000 44,000
Lease Purchases 791,329 813,000 584,000
Capital Outlays - Office Equip/Furn 0 1,100 1,100
Capital Outlay - Computers 0 5,000 5,000
Capital Outlays - Public Utilities 33,325 82,000 265,000 Capital Outlays - Vehicles 2,580,129 8,560,000 2,527,500 TOTAL FLEET MAINTENANCE 11,201,514 17,606,200 12,084,100

SOURCES OF FUNDING
State Grants 0 317,000 0
Fleet Maintenance Charges 11,193,968 16,900,000 12,084,100 Miscellaneous Income 7,546 389,200 0
TOTAL 11,201,514 17,606,200 12,084,100

DETAIL OF POSITIONS
Administrative Assistant 0.05 0.05 -
Assistant Mechanic/Service Worker 5.00 5.00 5.00 Assistant Public Utilities Director 0.15 0.15 0.15 Equipment Mechanic 6.00 7.00 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 Parts Runner - 1.00 1.00 Principal Office Assistant 1.00 1.00 1.00 Principal Utilities Engineer - 0.10 0.10 TOTAL 18.36 20.46 20.41
181
385
AGENDA ITEM NO. 14.

Public Utilities Community Sanitation
Department Sections 76000/77500
2023-20
24 Goals
 Provi
de a clean and healthy environment for the community to support economic development and quality of life by efficiently collecting municipal solid waste g enerated by City commercial and residential custom ers, and by routinely removing dirt and debris from all City streets, curbs, and gutters.  Provide efficient, effective, and environmentally sound collection services to our customers.  Collect, haul, and dispose of municipal solid waste in compliance with local, county, state, and federal regulations.
 Increase recycling and waste reduction.
 Maintain accurate records and monitor all outsourced service contracts.  Provide resources, superior customer service, and operational efficiency, including increasing pu blic awareness for proper disposal of waste and recycling and waste reduction programs.  Ensure compliance with local, state, and federal laws.  Provide financial assurance for landfill closure costs, post-closure care costs, and corrective action costs.

Objectives to Meet the Goals
 Provide recycling and organics services to resi dential and commercial customers. Encourage and educate customers about keeping our environment clean and preserving resources, along with compliance with state recycling and organics mandates.
 Provide collection of all residential and commercial /industrial municipal waste at competitive rates by continuing to evaluate and monitor the operational processes.  Utilize on-board technology to meet or exceed industry standards for collection services.  Sweep all residential streets twice per month and the Downtown Central Business District twice per week.  Conduct leaf removal from City streets during fall months.  Continue to conduct the Community Cleanup program twice annually for Clovis residential neighborhoods.  Continue to utilize professional cons ultants and contractors to assist t he City with compliance to count y, state, and federal regulations.
 Implement and operate programs to comply with state regulations relating to the control of groun dwater, surface water degradation, and landfill gas migration.
 Provide customer service representatives to meet with new commercial customers to discuss their individual needs to provide the most economical and logical service available.  Maintain compliance with the landfill gas regulations.  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 sp ring of 2013 and is anticipated to provide disposal capacity for the City until the year 2030. Implementa tion of new, effective techniques in operations have extended the timeline by a few years. Current projections of the five-year fundi ng outlook indicate that all known operational and environmental compliance issues can be ma naged with an adjustment in rates at or below the current 4% annual increase approved by a Proposition 218 election in 2004 for collection rates and in 2021 for street sweeping rates, which are incorporated into t he Clovis Municipal Code. Solid Waste operations will continue to require the services of professional consult ants/vendors, as many facets of the solid waste industry require expertise and resources not available in-house. Private consultants or vendors will be utilized throughout the next five years to provide needed services. Method s to extend the life of the landfill will continue to be pursued. The City continues to comply with the State’s waste diversion goals, including an outreach program to notify businesses of the State’s mandatory commercial recycling and organics requirements. Solid Waste revenues have not declined significantly because of thes e new regulations, but it is possible that they could decline in the future as more businesses utilize recycli ng 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. Street cleaning is being viewed as a good management practice to reduce pollutants entering the air and storm water runoff. Street Swee ping operations are manag ed under a se parate budget section for accountability and control.
182
386
AGENDA ITEM NO. 14.

Public Utilities Community Sanitation
Department Section 76000/77500
2022-2023
2021-2022 Revised 2023-2024
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 4,429,457 5,003,400 5,601,300
Overtime 426,486 481,000 488,500
Extra Help 74,172 103,000 149,000
Benefits 2,465,171 2,397,700 2,823,100
Vehicle Charges 4,870,198 5,212,500 5,642,800
Energy 20,943 20,000 26,000
Communications 6,955 11,300 12,500
Professional Services 5,046,184 5,987,400 5,857,500
Repairs & Maintenance 36,648 158,900 89,400
State Mandates 1,024,606 1,040,000 1,055,000
Building & Equipment Rental 0 10,000 50,000
Office Supplies 153,979 320,300 274,600
Travel & Meeting Expense 47,252 69,200 84,000
Dues & Subscriptions 14,098 13,100 18,500
Admin & Overhead 4,063,400 3,596,300 4,037,300
Capital Outlays - Public Utilities 867,052 1,125,900 1,070,300 Capital Outlays - Vehicles 420,397 357,800 245,200
Capital Improvements 61,218 434,500 100,000
TOTAL COMMUNITY SANITATION 24,028,216 26,342,300 27,625,000

SOURCES OF FUNDING
User Fees 24,028,216 26,342,300 27,625,000
TOTAL 24,028,216 26,342,300 27,625,000

DETAIL OF POSITIONS
Administrative Assistant 0.30 0.30 0.30
Assistant Public Utilities Director 1.05 1.05 1.05 Communications & Marketing Analyst - 0.10 0.10 Disposal Leadworker 3.00 3.00 3.00 Engineer I/Engineer II/Civil Engineer 1.70 1.70 1.70 Engineering Inspector/Senior Eng Inspector 0.25 0.25 0.50 Engineering Tech/Senior Engineering Tech - 0.20 0.20 Equipment Operator 2.00 2.00 2.00 Landfill Leadworker 1.00 1.00 1.00 Landfill Supervisor 1.00 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 1.05 1.05 Principal Utilities Engineer - 0.30 0.30 Public Affairs & Information Manager 0.10 - - Public Utilities Director 0.50 0.50 0.50 Sanitation Operator/Senior San Operator 25.00 26.00 27.00 Solid Waste Manager 1.00 1.00 1.00 Staff Analyst - 0.25 0.25 Street Sweeper Operator 6.00 6.00 6.00 Supervising Civil Engineer 0.35 0.35 0.35 Utility Worker 15.00 19.00 20.34 TOTAL 61.95 66.70 69.29
183
387
AGENDA ITEM NO. 14.

Public Utilities Wastewater
Department Section 76500

2023-2024 Goals

The goals of the Wastewater Section are to collect, trea t, 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:

 Provide adequate maintenance of the City's sewer ma ins and lift stations, which allows for the efficient collection of wastewater.
 Provide for the treatment of wastewater generated within the City.

Objectives to Meet the Goals

 Operate, clean, and repair 432 miles of sanitary sewer mains and seven existing sewer lift/pump stations, including a new temporary lift station added in fiscal year 2021-2022.  Record video of the City sewer mains to identify problems and to make recommendations for capital improvement projects.
 Provide accurate underground service alert marking of sewer facilities.  Utilize up-to-date telemetry to moni tor sewer lift station operations in the most efficient and economical manner.
 Upgrade outdated supervisory control and data acquis ition (SCADA) software that is no longer supported and does not adhere to current industry security standard s for industrial control systems (ICS). Modern SCADA will provide ease of use and advanced func tionality for operators, developers, and system administrators.
 Operate the ST-WRF for the City’s new growth areas through the City’s design, build, and operation contractor (JACOBS, formerly CH2MHill).
 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.  Operate the sewer lift stations and the recycled wa ter pump station and distribution system constructed to serve the new growth areas of the City.
 Work with consultants on the Wa stewater 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 curre nt service areas will ultimately be served by the Clovis Water Reuse Facility. This facility provides tertiary treated recyc led water that is used in the City as an additional 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 t he next permit term. A 3% rate increase is included in the forecast period to keep up with rising operational , maintenance, and capital costs, and to maintain a sufficient fund balance for future bonding capacity. There remain sufficient funds in the bond charge fund balance collected in prior years to continue the full $7.30 per month rebate to customers. The amount of the rebate is evaluated each year and the bond charge ma y be needed depending on the number of development units and the corresponding revenue.
184
388
AGENDA ITEM NO. 14.

Public Utilities Wastewater
Department Section 76500
2022-2023
2021-2022 Revised 2023-2024
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 1,094,234 1,314,700 1,480,700
Overtime 22,333 19,300 19,300
Extra Help 0 5,000 3,700
Benefits 558,593 586,000 679,600
Vehicle Charges 285,441 307,900 332,300
Energy 1,272,708 1,500,000 1,875,000
Communications 1,940 2,500 2,500
Professional Services 5,786,167 6,569,000 6,726,200
Repairs & Maintenance 73,778 202,600 402,600
Office Supplies 0 4,000 5,500
Materials & Supplies 97,500 237,500 332,500
Travel & Meeting Expense 11,655 17,700 24,200
Dues and Subscriptions 3,012 5,000 5,000
Admin & Overhead 3,191,100 2,794,700 3,000,300
Debt Service 1,238,036 1,239,700 1,239,000
Capital Outlays - Office Equip/Furn 123 2,500 2,500
Capital Outlays - Public Utilities 47,826 309,500 218,500 Capital Impr - Sewer 526,505 2,900,000 3,150,000
TOTAL SEWER 14,210,951 18,017,600 19,499,400

SOURCES OF FUNDING
User Fees 14,210,951 18,017,600 19,499,400
TOTAL 14,210,951 18,017,600 19,499,400

DETAIL OF POSITIONS
Administrative Assistant 0.20 0.20 0.25
Assistant Public Utilities Director 0.60 0.60 0.60 Communications & Marketing Analyst - 0.10 0.10 Engineer I/Engineer II/Civil Engineer 1.50 1.60 1.60 Engineering Inspector/Senior Eng Inspector 0.25 0.25 0.50 Engineering Tech/Senior Engineering Tech 0.25 0.65 0.65 Maintenance Leadworker 1.00 1.00 1.00 Maintenance Worker/Senior Maint Worker 6.00 7.00 7.00 Management Analyst 0.28 0.28 0.28 Principal Office Assistant 0.35 0.50 0.50 Principal Utilities Engineer - 0.20 0.20 Public Affairs & Information Manager 0.10 - - Public Utilities Director 0.20 0.20 0.20 Staff Analyst - 0.25 0.25 Supervising Civil Engineer 0.25 0.25 0.25 Utility Manager 0.50 0.50 0.50 Utility Worker 2.00 2.00 2.33 TOTAL 13.48 15.58 16.21
185
389
AGENDA ITEM NO. 14.

Public Utilities Community Facilities District No. 2020-01 Department Section 42800

2023-2024 Goals

The goal of Community Facilities Distri ct No. 2020-1 (Dry Creek Preserve Sewer Facilities and Services) is to collect the appropriate funds to finance all costs associated with the maintenance and operation of certain temporary public sewer facilities and the eventual repl acement 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 future permanent master planned wastewater facilities, and accumulation of funds for decommissioning of temporary facilities.

Specific goals include:

 Provide quality, co st-effective maintenance services for temporary sewer facilities.  Manage the CFD tax assessment and budget to ensure that 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.

Objectives to Meet the Goals

 Operate, clean, and repair temporar y facilities to the same level of service as permanent facilities.  Apply cost accounting measures that accurately i dentify costs, facilitate full cost recovery, and identify inefficiencies.
 Manage reserves such that they are adequate to provi de 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 specia l tax is to be levied through Fiscal Year 2119-2120 for authorized facilities or until all authorized facilities have been constructed or acquired, whichever occurs first.

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AGENDA ITEM NO. 14.

Public Utilities Community Facilities District 2020-1
Department Section 42800
2022-2023
2021-2022 Revised 2023-2024
Actual Estimate Budget

BUDGET DETAIL
Professional Services 5,700 5,700 5,700
Repairs & Maintenance 0 0 27,000

TOTAL COMMUNITY FACILITIES
DIST 2020-1 5,700 5,700 32,700

SOURCES OF FUNDING
Tax Assessments 5,700 5,700 32,700
TOTAL 5,700 5,700 32,700
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AGENDA ITEM NO. 14.

Public Utilities Water
Department Section 77000
2023-20
24 Goals
The goal of the Water Section is to deliver pure and safe drinking water meeting or exceeding state and federal standards. Specifically, these goals include:
 Produce and efficiently deliver enough water to serv e our customers and ensure that the water delivered meets or exceeds all state and federal standards.
 Provide high-level customer satisfaction regarding complaint response and meter reading.  Maintain a level of system pressure for adequate fire flow and meeting peak customer demands.  Preserve and manage our groundwater supplies to meet the future needs of our customers.  Implement appropriate demand reduction methods to both preserve our supplies and to minimize costs for our customers.
 Increase production at the Surface Water Treatment Plant (SWTP).  Increase groundwater recharge at the Marion Basins.

Objectives to Meet the Goals
 Continue to monitor production wells and the distribut ion system for constituents as required by state and federal regulations.
 Utilize up-to-date telemetry to moni tor demands and program well operations in th e most efficient and economical manner.
 Upgrade outdated supervisory control and data acquis ition (SCADA) software that is no longer suppo rted and doe s not adhere to current industry security standard s for industrial control systems (ICS). Modern SCADA will provide ease of use and advanced func tionality for operators, developers, and system administrators.
 Install and maintain meters that are compatible with Advanced Metering Infrastructure (AMI).  Maintain and rehabilitate wells to provide a stable water supply, maintain and update the SWTP, and protect the quality of the water provid ed to our customers by aggressively implementing the backflow prevention program.
 Increase utilization of surface water and the SWTP to decrease reliance on groundwater.  Continue to expand radio read meters in the system.
 Provide treatment facilities for wells which do not m eet state standards; expand delivery of recycled water from the ST-WRF to select customers for irrigation in lieu of potable water.  Maximize use of the City’s dedicated recharge facility to preserve the groundwater aquifer.  Encourage water conservation through various programs and rate structures.  Work with consultants on the Wate r System Master Plan Update to evaluate service delivery to future growth associated with the current General Plan.
 Work with other agencies in the Kings Basin as a member of the North Kings Groundwater Sustainabi lity 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 meet s or exceeds quality 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 Ci ty’s sources may not meet without additional treatment, such as granular activated carbon (GAC). 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 cooperatively with the agency in order to implement the Sustainable Groundwater Managem ent Act (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 require ments developed in the Groundwater Sustainability Plan (GSP), which was adopted by the NKGSA Board and submitted to the State in 2020. The five-year forecast shows a projected 3% increase in rates annually.
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Public Utilities Water
Department Section 77000
2022-2023
2021-2022 Revised 2023-2024
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 3,189,324 3,662,500 4,069,600
Overtime 131,527 147,100 147,600
Extra Help 0 18,700 4,500
Benefits 1,652,930 1,692,900 1,952,200
Vehicle Charges 612,631 630,300 719,300
Energy 3,808,193 3,500,000 4,375,000
Communications 13,655 18,000 18,000
Professional Services 1,438,356 1,974,600 2,237,600
Repairs & Maintenance 1 ,809,199 1,018,500 1,133,500
Office Supplies 960,886 1,531,500 1,749,500
Travel & Meeting Expense 42,012 64,300 72,200
Admin & Overhead 3,768,348 3,370,400 3,848,300
Liability Insurance - ISF 167 850,000 0
Capital Outlays - Office Equip/Furn 216 5,000 5,000
Capital Outlays - Public Utilities 777,245 2,003,500 3,238,500 Capital Outlays - Vehicles 71,714 762,000 420,000
Capital Improvements 62,291 2,551,900 150,000
TOTAL WATER 18,338,694 23,801,200 24,140,800

SOURCES OF FUNDING
User Fees 18,338,694 23,801,200 24,140,800
TOTAL 18,338,694 23,801,200 24,140,800

DETAIL OF POSITIONS
Administrative Assistant 0.35 0.35 0.25
Assistant Public Utilities Director 0.70 0.70 0.70 Assistant Water Systems Technician 4.00 4.00 4.00 Communications & Marketing Analyst - 0.10 0.10 Electrician 1.00 1.00 1.00 Engineer I/Engineer II/Civil Engineer 2.45 2.35 2.35
Engineering Inspector/Senior Eng Inspector 0.25 0.25 0.50 Engineering Tech/Senior Engineering Tech 0.75 1.15 1.15 Maintenance Leadworker 3.00 3.00 3.00 Maintenance Worker/Senior Maint Worker 12.60 13.60 13.60 Management Analyst 0.59 0.59 0.59 Meter Reader 4.00 4.00 4.00 Principal Office Assistant 1.25 1.40 1.40 Principal Utilities Engineer - 0.35 0.35 Public Affairs & Information Manager 0.10 - - Public Utilities Director 0.30 0.30 0.30 Staff Analyst - 0.25 0.25 Supervising Civil Engineer 0.35 0.35 0.35 Utility Manager 0.50 0.50 0.50 Utility Worker 5.00 5.00 6.33 Water Production Manager 1.00 1.00 1.00 Water System Supervisor 1.00 1.00 1.00 Water System Technician 1.00 1.00

1.00 Water Treatment Plant Operator 3.00 3.00 3.00 TOTAL 43.19 45.24 46.72
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AGENDA ITEM NO. 14.

CLOVIS SUCCESSOR AGENCIES

TRUST FUND SUMMARY
Fiscal Year Principal Interest Total
23/24 915,000 422,000 1,337,000
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 $9,535,000 $2,410,473 $11,945,473
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 2023/24 budget is $915,000 for principal and $422,000 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. 190 394
AGENDA ITEM NO. 14.

TRUST FUND SUMMARY
2022-2023
2021-2022 Revised 2023-2024
Actual Estimate Budget
Redevelopment Property Tax Trust Fund 1,367,802 1,367,000 1,362,000 TOTAL SUCCESSOR AGENCIES 1,367,802 1,367,000 1,362,000
Professional Services 20,000 20,000 20,000
Debt Service 1,347,802 1,347,000 1,342,000
TOTAL SUCCESSOR AGENCIES 1,367,802 1,367,000 1,362,000

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. 191
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AGENDA ITEM NO. 14.

COMMUNITY INVESTMENT PROGRAM

BUDGET SUMMARY
The 2023 - 2024 Community Investment Program represents a major portion of the total recommended budget and is devoted to improvements to the physical infrastr ucture that supports and su stains continued community development.

Some of the more noteworthy proposed projects in the 2023 - 2024 Community Investment Program are:
 Ongoing American with Disabilities Act (ADA) improvements throughout the City of Clovis.  Design and construction of asphalt overlays and roadway rehabilitation for arterial, collector and local neighborhood streets.
 Continue securing water for current climate conditions and future development in accordance with the General Plan.
 Continued assistance in the repair and rehabilitation of affordable housing.

The projects included in the proposed 2023 - 2024 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 projec ts, such as miscellaneous extensions and preventative maintenance are not typically shown. The projects included in the 2023 - 2024 budget may increase or decrease the burden to the current operating b udgets depending on the project. Each section summary includes an explanation of the impact to the operating budget. The Fi ve-Year Community Investment Program follows the budget summary.

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AGENDA ITEM NO. 14.
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UNITY INVESTMENT PROGRAM

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

The major projects proposed for 2023 - 2024 are:
 Upgrades and repairs to Fire Station Facilities.

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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AGENDA ITEM NO. 14.

PRIOR BUDGET FUTURE
General Government Facilities: YEARS YEAR YEARS
Section 90000
Public Safety Services
Fire Station 3 - Gym 15,000 83,000 70,000
Debt Services
Interfund Loan Interest 30,000 125,000 560,000
TOTAL 45,000 208,000 630,000
Budget Year Revenues:

General Fund 83,000
Development Impact Fees 125,000
TOTAL 208,000

SUMMARY
2023 - 2024 COMMUNITY INVESTMENT PROGRAM

GENERAL GOVERNMENT FACILITIES
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UNITY INVESTMENT PROGRAM
SEWER CAPITAL PROJECTS – ENTERPRISE AND DEVELOPER
The Sewer Capital Project
s - 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 2023 - 2024 include:
 Design and reconstruction of sanitary sewer mains in various streets.  Design of wastewater master plan diversions.
 Work on the Sewer and Recycled Water Master Plans.

The sewer main improvement projects for 2023 - 2024 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 30,000 560,000 0
Subtotal 30,000 560,000 0
Sewer Capital Projects - Developer:

Section 92000
Extensions
Miscellaneous Extensions 50,000 50,000 200,000
Master Planning
Wastewater Master Plan 500,000 405,000 2,203,000
Sewer System Improvements
Pump Stations 378,000 385,000 0
Debt Services
Bond Handling Charges 64,000 64,000 15,019,000
Interfund Loan Interest 149,000 242,000 1,010,000
2013 Wastewater Revenue Bond 1,019,000 1,018,000 8,165,000 2015 Wastewater Revenue Bond 1,046,000 1,046,000 26,393,000 2017 Wastewater Revenue Bond 3,836,000 3,837,000 59,628,000 Subtotal 7,042,000 7,047,000 112,618,000
TOTAL 7,072,000 7,607,000 112,618,000
Budget Year Revenues:

Sewer Enterprise 560,000
Major Sewer Fees 7,037,000
Sewer Connections 10,000
TOTAL 7,607,000

SUMMARY
2023 - 2024 COMMUNITY INVESTMENT PROGRAM

SEWER PROJECTS
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AGENDA ITEM NO. 14.
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UNITY 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 2023 - 2024 include:
 Acquire property for the development of future parks and trails designated in the General Plan.  Continued development of and/or updating Master Plans for City Parks.  Continued preliminary Master Planning for a Regional park in the Northeast.

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 2023 - 2024 Parks maintenance and op erational 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 617,000 120,000 400,000 Recharge Basin Park 0 100,000 5,000,000
Trail System Survey 20,000 20,000 80,000
TOTAL 637,000 1,240,000 9,480,000
Budget Year Revenues:

Measure "C" Funding 414,000
Park Fees 826,000
TOTAL 1,240,000

SUMMARY
2023 - 2024 COMMUNITY INVESTMENT PROGRAM

PARK IMPROVEMENT PROJECTS
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AGENDA ITEM NO. 14.
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UNITY INVESTMENT PROGRAM

STREET IMPROVEMENTS
Street Improv
ement 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 we re 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 2023 - 2024 include:
 Improvements of City owned public right of way for compliancy with the American with Disabilities Act (ADA).  Sealing and rejuvenation programs of the variou s street surfaces to increase longevity and reduce deterioration.
 Continued installation of pedestrian and bicycle improvements at various locations.  Design and construction of traffic signal improvements at various intersections.  Design of signal interconnect and adaptive signalization for major street corridors.  Reconstruction and street widening of various streets to improve safety and traffic flow. These streets have 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 c ondition 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 t he delivery of projects that have been identified in the Community Investment Program for street improvements.

Staff continues to investigate alternative constructi on 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 su ccess. 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 st reet 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 580,000 250,000 1,000,000 Preventative Maintenance
Slurry & Crack Seals 1,610,000 730,000 5,575,000
Bridge and Stream Crossings
Leonard/Enterprise Canal Bridge 200,000 1,800,000 10,220,000 Pedestrian Facilities
Bicycle, Pedestrian and Handicap Facilities 571,600 325,000 4,577,000 ADA Survey and Projects 160,000 240,000 4,362,000
Traffic Signal/Intersection Improvements
Adaptive Signalization 0 185,000 1,813,000
DeWolf/Owens Mountain Roundabout 175,000 2,400,000 0
Reconstruction, Overlay and Widening Projects
Miscellaneous Repairs & Alleys 1,204,000 350,000 1,120,000 Armstrong Avenue Improvements 990,000 1,165,000 3,825,000 Barstow Avenue Improvements 1,252,000 200,000 4,045,000 Bullard Avenue Improvements 983,000 60,000 3,405,000
Clovis Avenue Improvements 15,100 950,000 285,000
Herndon Avenue Improvements 6,335,000 45,000 5,641,000
Minnewawa Avenue Improvements 1,200,000 2,680,000 1,827,000 Nees Avenue Improvements 0 70,000 5,275,000
Shaw Avenue Improvements 8,800,000 10,180,000 3,275,000 Sierra Avenue Improvements 35,000 1,060,000 19,010,000
Sunnyside Avenue Improvements 3,025,000 110,000 8,015,000 Temperance Avenue Improvements 35,000 50,000 4,310,000
Willow Avenue Improvements 35,000 190,000 2,655,000
Local Streets and ADA Ramps 2,449,000 1,825,000 7,500,000 TOTAL 29,654,700 24,865,000 97,735,000
Budget Year Revenues:

Gas Tax Funding including SB1 4,032,000
Developer Funding 279,000
Measure "C" Funding 12,116,000
Federal/State/Other Agency Grants 5,320,000
Street Improvement Fund Balance 3,118,000
TOTAL 24,865,000

SUMMARY
2023 - 2024 COMMUNITY INVESTMENT PROGRAM

STREET IMPROVEMENT PROJECTS
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UNITY INVESTMENT PROGRAM
WATER CAPITAL PROJECTS – ENTERPRISE AND DEVELOPER
The propo se
d Water Capital Projects budget for 2023 - 20 24 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 2023 - 2024 include:
 Investment for Water Development.
 Construction of new water mains, install/replace water services, and make new connections to improve th e City’s water distribution system at various locations throughout the City.  Construction and improvements at various well sites.
 Continued examination and development for new well sites throughout the City of Clovis.  Design for an additional storage tank at the Surface Water Treatment Plant.  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 regula tions. These projects further enhance the overall supply and distribution system.

The new facilities proposed in the 2023 - 2024 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 29,000 25,000 515,000
Well Site Improvements
Well Replacements 750,000 755,000 143,000
Well Upgrades 205,000 1,000,000 2,340,000
Subtotal 984,000 1,780,000 2,998,000
Water Capital Projects - Developer:

Section 97000
Extensions
Miscellaneous Extensions 50,000 50,000 200,000
Master Planning
Water Conveyance System 25,000 200,000 100,000
Water Storage Facilities
Water Revenue Bond - Debt Service 3,044,000 3,051,000 12,079,000 Water Storage Reservoir #10 1,800,000 1,500,000 27,000,000 Water Well Improvements
Various Well Site Development 220,000 445,000 625,000
Subtotal 5,139,000 5,246,000 40,004,000
TOTAL 6,123,000 7,026,000 43,002,000
Budget Year Revenues:

Water Enterprise 1,780,000
Water Major Facilities 5,236,000
Water Connections 10,000
TOTAL 7,026,000

SUMMARY
2023 - 2024 COMMUNITY INVESTMENT PROGRAM

WATER PROJECTS
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UNITY INVESTMENT PROGRAM

COMMUNITY SANITATION
The capital pr
ojects 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 2023 - 2024 are:
 Improvements to the landfill flare onsite to meet new requirements by San Joaquin Valley Air Pollution Control District.

The new projects proposed in the 2023 - 2024 programs are not anticipated to impact the Community Sanitation operation budget.

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PRIOR BUDGET FUTURE
Community Sanitation Improvements: YEARS YEAR YEARS
Section 99500
Community Sanitation Improvements 2,575,000 1,000,000 17,755,000 TOTAL 2,575,000 1,000,000 17,755,000
Budget Year Revenues:

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

SUMMARY
2023 - 2024 COMMUNITY INVESTMENT PROGRAM

COMMUNITY SANITATION PROJECTS
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AGENDA ITEM NO. 14.
2023 - 2024 COMMUNI

TY 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 2023 - 2024 include:
 Assistance in the repair and rehabilitation of affordable housing.  Assist Low-to-Moderate income families with their first home purchase.

The Agency continues to focus resources on owner-o ccupied 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 539,800 4,094,000 320,000
Home Improvement Grants 71,600 283,000 600,000
First Time Homebuyer Loans 300,000 1,150,000 400,000
Affordable Housing Project 300,000 1,533,000 600,000
TOTAL 1,211,400 7,060,000 1,920,000
Budget Year Revenues
Federal/State/Other Agency Grants 7,010,000
Housing Successor Agency Fund Balance 50,000
TOTAL 7,060,000

SUMMARY
2023 - 2024 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-C25 Sewer Capital Projects - Enterprise ........................................................................................................................................................................................... C26 Sewer Capital Projects - Developer ........................................................................................................................................................................................... C27-C30 Park Improvements .................................................................................................................................................................................................................... C31-C34 Street Improvements ................................................................................................................................................................................................................. C35-C47 Water Capital Projects - Enterprise ............................................................................................................................................................................................ C48-C50 Water Capital Projects - Developer ............................................................................................................................................................................................ C51-C56 Community Sanitation Improvements ........................................................................................................................................................................................ C57-C58 Housing and Community Development ..................................................................................................................................................................................... C59 Glossary of Terms, Acronyms, and Abbreviations ..................................................................................................................................................................... C60-C61 C17
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AGENDA ITEM NO. 14.

FIVE-YEAR COMMUNITY INVESTMENT PROGRAM
The Five-Yea
r 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 open space master plan is contingent on obtaining new funding sources.

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

Implementation of the Five-Year Community In vestment Program will require new sources of financing. Several important projects are identified in the Government Facilities, Streets and Water Programs for which ther e 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.

C18
418
AGENDA ITEM NO. 14.

Projects 2023-2024 2024-2025 2025-2026 2026-2027 2027-2028 or Late r General Services 208,000 3,875,000 5,220,000 735,000 32,208,000 Sewer 7,607,000 11,360,000 8,454,000 8,509,000 168,125,000 Parks 1,240,000 3,080,000 1,815,000 1,260,000 38,100,000 Streets 24,865,000 16,060,000 13,782,000 11,716,000 23,213,000 Water 7,026,000 19,276,000 29,371,000 7,378,000 254,435,000 Community Sanitation 1,000,000 0 75,000 300,000 17,380,000 Housing and Community Development 7,060,000 480,000 480,000 480,000 480,000 TOTAL 49,006,000 54,131,000 59,197,000 30,378,000 533,941,000 Sources of Funding
Fund Balance 7,394,000 8,405,000 2,927,000 75,000 32,197,000 Revenue from Agencies 28,898,000 16,976,000 15,140,000 13,192,000 24,611,000 Developer Capital Fees 10,404,000 20,378,000 19,221,000 13,210,000 24,235,000 Enterprise Revenues 2,310,000 2,508,000 1,325,000 2,808,000 3,498,000 Long-Term Financing 0 0 0 0 0

Property Sale Proceeds 0 0 0 0 0
*Unfunded 0 5,864,000 20,584,000 1,093,000 449,400,000
TOTAL 49,006,000 54,131,000 59,197,000 30,378,000 533,941,000 *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
C19
419
AGENDA ITEM NO. 14.
90000 2023-24 2024-25 2025-26 2026-27 2027-28
ACCT PROJECT LOCATION or Later DESCRIPTION

PUBLIC SAFETY SERVICES
71057 Facilities Administration 80,000 d
Master Plan
71440 Fire Station 7 600,000 a
Northwest Area 1,100,000 d
9,000,000 c
150,000 f (Development Fees)
Fire Station 3
71063 Temp Workout Gym 6,000 d
77,000 c
(General Fund)
Remodel 500,000 d
3,500,000 c
(General Fund)
Fire / Police Training Site
Onsite Roads 25,000 d
75,000 c
(General Fund)
Gate on North End 15,000 d
40,000 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 automatic rolling gate to access
easement on the north property line.

Remodel Fire Station 3 based on needs by
future assessment.

Construct an additional building on site for
use as a workout room.

Construct 30' wide x 150' long street east of
training center.

GENERAL GOVERNMENT FACILITIES
C20
420
AGENDA ITEM NO. 14.
90000 2023-24 2024-25 2025-26 2026-27 2027-28
ACCT PROJECT LOCATION or Later DESCRIPTION

GENERAL GOVERNMENT FACILITIES
Police/Fire Headquarters
71456 Gym Patio Cover 20,000 d
115,000 c
(General Fund)
Property Room Expansion 200,000 d
1,500,000 c
(General Fund)
Police Substation
Loma Vista Location 200,000 a
500,000 d
3,500,000 c
(Development Fees)
Heritage Grove Location 450,000 a
350,000 d
2,500,000 c
(Development Fees)
71380 Shooting Range
Locate Site 10,000 d
250,000 a
(General Fund)
Site Development 175,000 d
Phase I 1,150,000 c
Phase II 2,900,000 c
(General Fund)
Animal Services 450,000 d
Replace 908 Villa Facility 5,000,000 c
(General Fund)
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.

Develop site for shooting range.

Phase I: Pistol range, Phase II: Civil
improvements, shotgun and rifle ranges.

Expand Miss Winkles to replace current
facility at 908 Villa to meet the increased
needs of animal control.

Building north of Fire Station 6 that would
house an alternate dispatch site,
community room, and briefing room.

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

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

C21
421
AGENDA ITEM NO. 14.
90000 2023-24 2024-25 2025-26 2026-27 2027-28
ACCT PROJECT LOCATION or Later DESCRIPTION

GENERAL GOVERNMENT FACILITIES
Downtown Special Event
71341 Street Bollards
Phase II 40,000 d
400,000 c
(Contingent on Grant Funding)

PUBLIC SERVICES AND UTILITIES
71359 Civic Center Expansion
Acquire State Facility 450,000 a
(General Fund)
Civic Center Plaza
71361 Landscape/Irrigation
Replacement 250,000 c
(General Fund)
71362 Light Bollard Replacement
150,000 c
(General Fund)
71392 Hardscape Replacement 50,000 d
550,000 c
(General Fund)
71363 Tree Planter Rehabilitation 5,000 d
Parking Lot 70,000 c
(General Fund)
Install removable bollards at downtown
intersections for public safety during
downtown events. Phase II: Pollasky from
Fifth to Ninth.

Develop master plan, design and install
replacement irrigation and landscaping for
the Civic Center including the Courthouse,
Senior Center, PDS, City Hall and Library.

Acquisition of State courthouse for office
expansion and demolition of the building.

Rehabilitate parking lot tree planters
between the library and Information
Technolo
gy building.

Remove/replace all existing pedestrian light
bollards with higher density & efficiency for
night security.

Address ADA compliancy standards,
usefulness and flow of the hardscape on
the Civic Center campus.

C22
422
AGENDA ITEM NO. 14.
90000 2023-24 2024-25 2025-26 2026-27 2027-28
ACCT PROJECT LOCATION or Later DESCRIPTION

GENERAL GOVERNMENT FACILITIES
Corporation Yard
Parking Improvement 1,300,000 a
150,000 d
(Sewer, Water, and Refuse Fund)
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
(General Fund)
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
ADA Master Plan Improvements.
70,000 c (Contingent on CDBG Grant)
75030 Play Field and Lighting 30,000 d
750,000 c
Parking Lot Lighting 15,000 d
60,000 c
Construct a baseball/soccer field and install
sports lighting.
(Contingent upon a future grant and
General Fund)
Install additional lights to improve security.
(Contingent upon a future grant and
General Fund)
Improvements to Public Utilities parking
facilities.

Install landscape and irrigation in the
median island.

Continue ADA Master Plan compliance and
upgrades.

C23
423
AGENDA ITEM NO. 14.
90000 2023-24 2024-25 2025-26 2026-27 2027-28
ACCT PROJECT LOCATION or Later DESCRIPTION

GENERAL GOVERNMENT FACILITIES
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 70,000 d
Lighting 700,000 c
(General Fund)
Security Lighting 20,000 d Install security lighting. 200,000 c (General Fund)
Kiwanis Park
Tenth and DeWitt
75540 Irrigation and Lighting 5,000 d
35,000 c (Community Donations)
Temperance/Gettysburg 15,000 d
Northwest Corner-Greenbelt 125,000 c
(Contingent Upon Funding)
Replace the existing sports field lights with
LED lights to lower maintenance costs.

Remove and replace irrigation system and
install security lighting.

Remove and replace existing landscape
and irrigation of greenbelt.

Install additional lighting to existing poles to
increase visibility on the playing field.

Replace the basketball multi-purpose pad
which is deteriorating.

Install one additional sand volleyball court
to facilitate tournament play.

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

C24
424
AGENDA ITEM NO. 14.
90000 2023-24 2024-25 2025-26 2026-27 2027-28
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 65,000 c 65,000 c Safety connection throughout the City. (Information Technology Funding)
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
(Contingent Upon Funding)
Debt Services
Interfund Loan Interest 125,000 130,000 135,000 145,000 150,000 Interfund Loan Interest for Fire Station #6 (Development Fees)

TOTAL- GENERAL
GOVERNMENT FACILITIES 208,000 3,875,000 5,220,000 735,000 32,208,000 Current system is limited due to all lines
being used, a link is needed to Sierra Vista
Mall's cameras for public safety.

Upgrade existing limitation of fiber system
for camera's and City network.

C25
425
AGENDA ITEM NO. 14.
91000 2023-24 2024-25 2025-26 2026-27 2027-28
ACCT PROJECT LOCATION or Later DESCRIPTION

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

TOTAL - SEWER CAPITAL
PROJECTS - ENTERPRISE 560,00 00000
Replace sewer main in Santa Ana from
DeWitt to Clovis Avenue.

SEWER CAPITAL PROJECTS - ENTERPRISE FUND
C26
426
AGENDA ITEM NO. 14.
92000 2023-24 2024-25 2025-26 2026-27 2027-28
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 25,000 d 25,000 d 25,000 d 25,000 d 25,000 d (Development & GPA Consultant Fees)

SEWAGE TREATMENT - WATER REUSE FACILITY
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 500,000 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
C27
427
AGENDA ITEM NO. 14.
92000 2023-24 2024-25 2025-26 2026-27 2027-28
ACCT PROJECT LOCATION or Later DESCRIPTION

SEWER CAPITAL PROJECTS - DEVELOPER

WASTEWATER MASTER PLAN DIVERSIONS
73201 Scenario 1 Project 364,000 d
2,020,000 c
73202 Scenario 2A Project 8,000 d
43,000 c
73203 Scenario 3 Project 8,000 d
40,000 c
Scenario 5 Project 87,000 d
566,000 c

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)
Construct pump station to help serve the
northwest area.

Diverts about 0.25 MGD of flow from the
Herndon trunk main to the Peach trunk
main to allow development to continue in
Heritage Grove (Development Fees)
Diverts about 0.12 MGD of flow from the
Herndon trunk main to the Sierra trunk
main to allow development to continue in
Heritage Grove (Development Fees)
Diverts about 0.30 MGD of flow from the
Fowler trunk main to the Peach trunk
(Development Fees)
Diverts about 0.347 MGD of flow from the
Northeast Triangle Development Area into
the Fowler Service Area. (Development
Fees)
Construct pump station at DeWolf Avenue
and Owens Mountain Parkway.

C28
428
AGENDA ITEM NO. 14.
92000 2023-24 2024-25 2025-26 2026-27 2027-28
ACCT PROJECT LOCATION or Later DESCRIPTION

SEWER CAPITAL PROJECTS - DEVELOPER
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
(Development Fees)

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)
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
(Reimbursement from property owners)
Install 15 inch PVC sewer main per the
Master Plan.

Install master planned recycled water main.

Install new 8 inch PVC sewer main and
services.

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

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 additional pump to keep up with
demand. (Development Fees)
C29
429
AGENDA ITEM NO. 14.
92000 2023-24 2024-25 2025-26 2026-27 2027-28
ACCT PROJECT LOCATION or Later DESCRIPTION

SEWER CAPITAL PROJECTS - DEVELOPER
Enterprise Avenue 15,000 d
W/O Locan 180,000 c
(Reimbursement from property owners)

DEBT SERVICES
67201 Bond Handling Charges 64,000 50,000 50,000 50,000 50,000 Handling Charges. 63390
67898 Interfund Loan Interest 242,000 245,000 250,000 255,000 260,000 Interfund Loan Interest 2013 Wastewater Revenue Bonds
67750 Principal 645,000 675,000 1,500,000 1,575,000 3,405,000 Debt Service Principal. 67850 Interest 373,000 340,000 287,000 210,000 173,000 Debt Service Interest. 2015 Wastewater Revenue Bonds
67757 Principal 190,000 1,060,000 495,000 520,000 18,185,000 Debt Service Principal. 67857 Interest 856,000 825,000 788,000 768,000 3,752,000 Debt Service Interest. 2017 Wastewater Revenue Bonds
67775 Principal 1,720,000 1,805,000 2,590,000 2,720,000 34,360,000 Debt Service Principal. 67875 Interest 2,117,000 2,029,000 1,919,000 1,786,000 12,419,000 Debt Service Interest.

TOTAL - SEWER CAPITAL
PROJECTS - DEVELOPER 7,047,000 11,360,000 8,454,000 8,509,000 168,125,000 Install new 8 inch PVC sewer main and
services.

C30
430
AGENDA ITEM NO. 14.
93000 2023-24 2024-25 2025-26 2026-27 2027-28
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)
Sierra and Temperance
Security Lighting, Landscaping 60,000 d
Irrigation, Hardscape, Structures 500,000 c

76071 Playlot Construct playlot with play equipment.
65,000 c (Development Fees)
Amphitheater 40,000 d
300,000 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)
Construct cover over stage. (Contingent
upon Grant Funding and FMFCD
Participation)

PARK IMPROVEMENTS
C31
431
AGENDA ITEM NO. 14.
93000 2023-24 2024-25 2025-26 2026-27 2027-28
ACCT PROJECT LOCATION or Later DESCRIPTION

PARK IMPROVEMENTS
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
Recharge Basin Park
75126 Barstow/Agua Dulce 100,000 d
5,000,000 c
(Developer Fees and Water Funding)
Basin 1E
Ashlan and Gould Canal
75122 Landscaping and Play Fields 40,000 d
450,000 c
Develop master of acquired site for a joint
recharge basin and park and construct the
park amenities.

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.

C32
432
AGENDA ITEM NO. 14.
93000 2023-24 2024-25 2025-26 2026-27 2027-28
ACCT PROJECT LOCATION or Later DESCRIPTION

PARK IMPROVEMENTS
Basin 1E
Ashlan and Gould Canal
75123 Recreati on 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
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)
C33
433
AGENDA ITEM NO. 14.
93000 2023-24 2024-25 2025-26 2026-27 2027-28
ACCT PROJECT LOCATION or Later DESCRIPTION

PARK IMPROVEMENTS
Dry Creek Trail Lighting
Minnewawa to 25,000 d Install lighting along trail.

Cottonwood Park 215,000 c (Contingent upon Funding)
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)
75580 Fowler to DeWolf 250,000 a
(Development Fees)
Sierra Gatewa
y
Regional Trail
Shepherd to DeWolf
75630 Phase II 20,000 d Install trail lighting.
750,000 c (Contingent upon Grant Funding)
SR 168/Enterprise Canal
Pedestrian Bridge
74980 Phase II - Final Design 1,800,000 d
Phase III - Construction 250,000 a
25,000,000 c
TOTAL - PARKS 1,240,000 3,080, 000 1,815,000 1,260,000 38,100,000 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.

C34
434
AGENDA ITEM NO. 14.
95000 2023-24 2024-25 2025-26 2026-27 2027-28
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 550,000 c 560,000 c 570,000 c 580,000 c 590,000 c 74561 Trail Pavement Maintenance 10,000 d 10,000 d 10,000 d 10,000 d 10,000 d 70,000 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)

RESEARCH AND TECHNOLOGY PARK
Phase 2 372,000 a
Alluvial e/o Armstrong 25,000 d
3,082,000 c
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)
Asphalt/sand slurry sealing and pavement
rejuvenation of the City Trails. Locations
prioritized on a yearly basis using Pavement
Management System.
(Measure C Funded)
Westerly extension of Phase 1
improvements along Alluvial Avenue,
including Armstrong Avenue.
(Street Fee Reimbursement)
Crack sealing of various city streets.

Locations prioritized on a yearly basis using
Pavement Management System.

STREET IMPROVEMENTS
C35
435
AGENDA ITEM NO. 14.
95000 2023-24 2024-25 2025-26 2026-27 2027-28
ACCT PROJECT LOCATION or Later DESCRIPTION

STREET IMPROVEMENTS

PEDESTRIAN / BICYCLE FACILITIES
74110 Bicycle and Pedestrian 75,000 c 75,000 c 75,000 c 75,000 c 75,000 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.
(Contingent on LCTOP Funding)
74201 Sidewalk Improvements 90,000 d
Sierra Vista School Neighborhood 897,000 c
74417 Crosswalk Enhancements 50,000 d
Various Locations 185,000 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)
Install sidewalk and access ramps on
neighborhood streets around Sierra Vista
school. (ATP funded)
Install Rectangular Rapid Flashing Beacons
at select crossings.
(HSIP funded)
C36
436
AGENDA ITEM NO. 14.
95000 2023-24 2024-25 2025-26 2026-27 2027-28
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) Modify soil and re-landscape to improve the
current median and outside travel lane
areas.
(LMD Funded)
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)
C37
437
AGENDA ITEM NO. 14.
95000 2023-24 2024-25 2025-26 2026-27 2027-28
ACCT PROJECT LOCATION or Later DESCRIPTION

STREET IMPROVEMENTS

TRAFFIC SIGNAL/INTERSECTION IMPROVEMENTS
74585 Armstrong/Nees
Traffic Signal 1,875,000 c
Sunnyside /Nees 120,000 d
Traffic Signal 50,000 a
1,270,000 c
74767 DeWolf/Owens Mountain
Roundabout
2,400,000 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.
(Contingent on CMAQ Funding)
Install roundabout at the intersection.
(CMAQ Grant Funded)
Install signal interconnect in Shepherd.
(CMAQ Grant Funded)
Install adaptive signalization in Shaw from
Willow to Clovis and Herndon from Helm to
DeWitt. (HSIP Grant Funded)
Install adaptive signalization in Shaw from
Cole to DeWolf.
(CMAQ Grant Funded)
Install adaptive signalization in Herndon
from Clovis to Locan.
(CMAQ Grant Funded)
C38
438
AGENDA ITEM NO. 14.
95000 2023-24 2024-25 2025-26 2026-27 2027-28
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 Brookhaven/Rosebrook Alley 170,000 c Alley reconstruction.

Jefferson to Brookside (CDBG Funded)
Brookfield Alleys n/o Jefferson 55,000 d Alley reconstruction.

Jefferson to Brookside (CDBG Funded)
Brookfield/Cole Alley 30,000 d Alley reconstruction.

Jefferson to Brookside 170,000 c (Contingent on CDBG Funding) Rosebrook/Brookfield Alley 25,000 d Alley reconstruction.

Jefferson to Estabrook 125,000 c (Contingent on CDBG Funding) San Jose/Beverly Alley 40,000 d Alley reconstruction.

Minnewawa to Harvard 230,000 c (Contingent on CDBG Funding) Alluvial Avenue Improvements
74667 Sunnyside to Fowler 70,000 d
900,000 c
Armstrong Avenue Improvements
Ashlan to Gould Canal 25,000 d
150,000 c
Perform miscellaneous repairs at various
locations.

Overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(Measure C Funded)
C39
439
AGENDA ITEM NO. 14.
95000 2023-24 2024-25 2025-26 2026-27 2027-28
ACCT PROJECT LOCATION or Later DESCRIPTION

STREET IMPROVEMENTS
74692 Bullard to Sierra
1,100,000 c
Shaw to Gettysburg 65,000 d
565,000 c
74832 Shaw to Barstow 70,000 d
1,050,000 c
Herndon to Alluvial 60,000 d
350,000 c
74691 Alluvial to Nees 65,000 d
660,000 c
Ashlan Avenue Improvements
Winery to Willow 70,000 d
515,000 c
74554 Willow to Peach 125,000 d
1,365,000 c
Temperance to Locan 70,000 d
720,000 c
Barstow Avenue Improvements
Fowler to Armstrong 35,000 d
310,000 c
74301 Sunnyside to Fowler
60,000 d 1,050,000 c
Reconstruct/overlay street.
(Measure C Funded)
Reconstruct/overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(SB1 Funded)
Reconstruct/overlay street.
(SB1 Funded)
Reconstruct/overlay street.
(Contingent upon Funding)
Overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(SB1 Funded)
Overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(Contingent upon HUTA Funding)
Reconstruct/overlay street.
(Contingent upon Funding)
C40
440
AGENDA ITEM NO. 14.
95000 2023-24 2024-25 2025-26 2026-27 2027-28
ACCT PROJECT LOCATION or Later DESCRIPTION

STREET IMPROVEMENTS
74911 Clovis to Sunnyside 70,000 d
1,250,000 c
74302 Willow to Villa 70,000 d
1,400,000 c
Bullard Avenue Improvements
74071 Villa to Minnewawa
60,000 d 600,000 c
74151 Minnewawa to DeWitt
250,000 c
Clovis Avenue Improvements
74596 Shepherd to Teague
950,000 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
Reconstruct/overlay street.
(Contingent upon Measure C Funding)
Reconstruct/overlay street.
(Contingent upon SB1 Funding)
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)
Overlay street.
(Contingent upon Funding)
C41
441
AGENDA ITEM NO. 14.
95000 2023-24 2024-25 2025-26 2026-27 2027-28
ACCT PROJECT LOCATION or Later DESCRIPTION

STREET IMPROVEMENTS
Fowler Avenue Improvements
Alluvial to Herndon 35,000 d
320,000 c
Gettysburg Avenue Improvements
Temperance to Armstrong 60,000 d
570,000 c
Herndon Avenue Improvements
Armstrong to Temperance 55,000 d
490,000 c
74186 Fowler to Armstrong
45,000 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
Minnewawa Avenue Improvements
74059 Alluvial to Herndon
2,680,000 c
Overlay street.
(Contingent upon Funding)
Overlay street.
(Contingent upon SB1 Funding)
Overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(Measure C Funded)
Overlay street.
(Contingent upon Funding)
Overlay street.
(Contingent upon Funding)
Reconstruct and Widening.
(RSTP Grant Funded)
Reconstruct/overlay street.
(Contingent upon Funding)
C42
442
AGENDA ITEM NO. 14.
95000 2023-24 2024-25 2025-26 2026-27 2027-28
ACCT PROJECT LOCATION or Later DESCRIPTION

STREET IMPROVEMENTS
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
Gettysburg to Ashlan 70,000 d
964,000 c
74729 Ashlan to Dakota 55,000 d
515,000 c
Reconstruct/overlay street.
(Contingent upon Funding)
Reconstruct street.
(Contingent upon Funding)
Reconstruct/overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(Contingent upon SB1 Funding)
Street Widening.
(Contingent upon Funding)
Reconstruct/overlay street.
(Measure C Funded)
Reconstruct/overlay street.
(Contingent upon Funding)
Overlay street.
(Contingent upon Funding)
Overlay street.
(Contingent upon Funding)
C43
443
AGENDA ITEM NO. 14.
95000 2023-24 2024-25 2025-26 2026-27 2027-28
ACCT PROJECT LOCATION or Later DESCRIPTION

STREET IMPROVEMENTS
Pollasky Avenue Improvements
Third to Sierra 25,000 d
210,000 c
Shaw Avenue Improvements
74057 DeWolf to Leonard
8,600,000 c
74844 Armstrong to Temperance
1,580,000 c
Temperance to Locan 45,000 d
440,000 c
Peach to Villa 35,000 d
200,000 c
Shepherd Avenue Improvments
Fowler to Temperance 70,000 d
1,900,000 c
Sierra Avenue Improvements
74993 Willow to Peach
1,060,000 c
Villa to Clovis 75,000 d
1,050,000 c
Reconstruct/overlay street.
(Contingent upon Funding)
Overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(Contingent upon Funding)
Street Widening.
(Regional Measure C Funded)
Overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(STBG Grant Funded)
Overlay street.
(Contingent upon Funding)
Overlay street.
(Measure C Funded)
C44
444
AGENDA ITEM NO. 14.
95000 2023-24 2024-25 2025-26 2026-27 2027-28
ACCT PROJECT LOCATION or Later DESCRIPTION

STREET IMPROVEMENTS
Sunnyside Avenue Improvements
Nees to Alluvial 70,000 d
935,000 c
74483 Barstow to Shaw 60,000 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 50,000 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)
Reconstruct/overlay street.
(SB1 Funded)
Reconstruct/overlay street.
(Contingent upon Measure C Funding)
Overlay street.
(Contingent upon Funding)
Overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(STBG Grant Funded)
Reconstruct/overlay street.
(Contingent upon Funding)
Replace curb & gutter. Coordinate with
installation of water main.
(Contingent upon SB1 Funding)
C45
445
AGENDA ITEM NO. 14.
95000 2023-24 2024-25 2025-26 2026-27 2027-28
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
Alluvial to Herndon 70,000 d 400,000 c
Sierra to Herndon 35,000 d
270,000 c
74514 Shaw to Barstow 50,000 d
880,000 c
74513 Sierra to Bullard 70,000 d
400,000 c
74516 Bullard to Barstow 70,000 d
1,070,000 c
Overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(Measure C Funded)
Overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(Measure C Funded)
Reconstruct/overlay street.
(STBG Funded)
Overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(Contingent upon Measure C Funding)
Overlay street.
(Contingent upon Funding)
C46
446
AGENDA ITEM NO. 14.
95000 2023-24 2024-25 2025-26 2026-27 2027-28
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 1,450,000 c 1,500,000 c 1,500,000 c 1,500,000 c 1,500,000 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 24,865,000 16,060,000 13,782,000 11,716,000 23,213,000 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.

C47
447
AGENDA ITEM NO. 14.
96000 2023-24 2024-25 2025-26 2026-27 2027-28
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.

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

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

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

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.

WATER CAPITAL PROJECTS - ENTERPRISE FUND
C48
448
AGENDA ITEM NO. 14.
96000 2023-24 2024-25 2025-26 2026-27 2027-28
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
77516 Wells 8A, 23, 25 40,000 d
660,000 c
77459 Well 31 - Ashlan/Leonard
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 50,000 a Acquire property, drill and develop well.

Drill and Develop 25,000 d
400,000 c
Pump and Motor 25,000 d Install pump and motor.
500,000 c
Upgrade electrical panels at well sites due
to deterioration of well functionality.

Install facilities for Iron and Manganese
treatment.

Install facilities for Iron and Manganese
treatment.

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

Add pretreatment to existing facilities to
maximize surface water allocation during
winter months.

C49
449
AGENDA ITEM NO. 14.
96000 2023-24 2024-25 2025-26 2026-27 2027-28
ACCT PROJECT LOCATION or Later DESCRIPTION

WATER CAPITAL PROJECTS - ENTERPRISE FUND
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 155,000 c Install chlorination facilities.

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
Acquire property, drill and develop well.
45,000 d
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 1,780, 000 3,015,000 9,040,000 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.

C50
450
AGENDA ITEM NO. 14.
97000 2023-24 2024-25 2025-26 2026-27 2027-28
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 200,000 d 25,000 25,000 25,000 25,000 (Development & GPA Consultant Fees)

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 Install 8 inch water main and services.

E/O Temperance 160,000 c (Reimbursement from property owners) Enterprise Avenue 15,000 d Install 8 inch water main and services.

W/O Locan 160,000 c (Reimbursement from property owners) Saginaw Avenue 15,000 d Install 8 inch water main and services.

W/O DeWolf 159,000 c (Reimbursement from property owners) 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.

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.

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

WATER CAPITAL PROJECTS - DEVELOPER
C51
451
AGENDA ITEM NO. 14.
97000 2023-24 2024-25 2025-26 2026-27 2027-28
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 2,385,000 2,500,000 2,620,000 2,755,000 2,875,000 Debt Service Principal. 67201 Bond Handling Charges 30,000 10,000 10,000 10,000 10,000 Handling Charges. 67851 Interest & Handling Charges 636,000 516,000 391,000 260,000 122,000 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 Sunnyside & Perrin
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.

C52
452
AGENDA ITEM NO. 14.
97000 2023-24 2024-25 2025-26 2026-27 2027-28
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 22,500,000

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
63,000,000 c
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.

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

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.

C53
453
AGENDA ITEM NO. 14.
97000 2023-24 2024-25 2025-26 2026-27 2027-28
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.

C54
454
AGENDA ITEM NO. 14.
97000 2023-24 2024-25 2025-26 2026-27 2027-28
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.

Install pump and motor, water main and site
improvements.

Complete well development including drill,
site development, pump & motor,
chlorination facilities, & auxiliary power.

C55
455
AGENDA ITEM NO. 14.
97000 2023-24 2024-25 2025-26 2026-27 2027-28
ACCT PROJECT LOCATION or Later DESCRIPTION

WATER CAPITAL PROJECTS - DEVELOPER
77090 Various Well Site Development

1. T
est 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 Bank
ing 130,000 a Land acquisition of acceptable sites.

3. W
ell Construction 20,000 d Construct well.
500,000 c

4. C
onstruct Chlorination 13,500
d Construct chlorination unit and building.

Fa
cilities 60,000 c

5. A
uxiliary Power 16,000
d Install generator.
123,000 c

TOTAL - WATER CAPITAL
PROJECTS - DEVELOPER 5,246,000 16,261,000 20,331,000 6,040,000 252,615,000 C56
456
AGENDA ITEM NO. 14.
99500 2023-24 2024-25 2025-26 2026-27 2027-28
ACCT PROJECT LOCATION or Later DESCRIPTION
81130 Clovis Landfill 150,000 c
Corrective Action Program
(Refuse Enterprise Fund)
81180 Landfill Wireless Link 5,000 d
20,000 c
(Refuse Enterprise Fund)
81120 Landfill Site Acquisition 20,000 a
(Refuse Enterprise Fund)
Landfill Access Road 10,000 d
Pave Bridge Access Road 65,000 c
(Refuse Enterprise Fund)
81211 Landfill Solar Install solar panels on landfill buffer area. (Refuse Enterprise Fund)
81212 Landfill Flare
Phase II 1,000,000 c
(Refuse Enterprise Fund)
Landfill Security System 15,000 d
Install Chain Link Fence, Interior 185,000 c
Lighting and Video
(Refuse Enterprise Fund)
Install chain link fence, interior lighting and
video to prevent unauthorized entry and
protect equipment and facilities from
vandalism.

Construction of monitoring equipment,
evaluation of groundwater extraction
pumps, gas extraction pumps, and water
filtration system.

Install wireless communication from City
network capable of receiving/transmitting
phone, fax and internet services.

Purchase remnant parcel to avoid private
development in close proximity to vicinity of
landfill.

Pave access road with asphalt concrete
from bridge approach to landfill property
line.

Install new low NOx flare onsite to meet
new requirements by San Joaquin Valley
Air Pollution Control District.

COMMUNITY SANITATION IMPROVEMENTS - ENTERPRISE FUND
C57
457
AGENDA ITEM NO. 14.
99500 2023-24 2024-25 2025-26 2026-27 2027-28
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
(Refuse Enterprise Fund)
81147 Clovis Landfill Liner
Liner System (Stage II) 300,000 d
5,000,000 c
(Refuse Enterprise Fund)
Liner System (Stage III) 100,000 d
1,000,000 c
(Refuse Enterprise Fund)
Clovis Landfill Closure 300,000 d
7,200,000 c
(Landfill Closure/Post Closure Reserve)
Clovis Landfill Post Closure 3,000,000 c
(Landfill Closure/Post Closure Reserve)
TOTAL - REFUSE 1,000,000 0 75,000 300,000 17,380,000
30-year post closure monitoring and
m
aintenance. Estimate post closure to
oc
cur in 2050.

Develop short and long range Master Plans
for the ongoing use of the corporation yard
and make grading and drainage
improvements.

Landfill expansion as needed for City
growth. Expansion estimated to occur in
2025 - 2026.

Landfill expansion as needed for City
growth. Expansion estimated to occur in
2043 - 2044.

Place impermeable cover over entire
landfill, complete drainage system, and
install gas vents. Estimate closure to occur
in 2050.

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AGENDA ITEM NO. 14.
42750/49210 2023-24 2024-25 2025-26 2026-27 2027-28
ACCT PROJECT LOCATION or Later DESCRIPTION
80100 Home Repair Loans/Grants 4,094,000 80,000 80,000 80,000 80,000 80101 First Time Home Buyer 1,150,000 c 100,000 100,000 100,000 100,000 Loans
(HOME Grant)
80105 Home Improvement 283,000 c 150,000 150,000 150,000 150,000 Home improvement and repair grants.

Grants (CDBG)
80170 Affordable Housing 1,533,000 c 150,000 150,000 150,000 150,000 Project

TOTAL - HOUSING AND
COMMUNITY DEVELOPMENT 7,060,000 480,000 480,000 480,000 480,000 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)
Gap financing for development of
affordable housing. (Housing Successor
Funding / PLHA Funding)
Assist low to moderate income families with
first home purchase.

HOUSING & COMMUNITY DEVELOPMENT
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AGENDA ITEM NO. 14.

COMMUNITY INVESTMENT PROGRAM

GLOSSARY OF TERMS, ACRONYMS, & ABBREVIATIONS
a
Property Acquisition
c Construction
d Design
f
Development Fees
s Construction Supervision
u Und
erground 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 We st 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 Comm
unity Investment Program
CHIP C
lovis 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)
LCTOP Low Carbon Transit Operations Program. A state
source of funding under Senate Bill 862 to provide
operating and capital assistance for transit agencies.

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AGENDA ITEM NO. 14.

COMMUNITY INVESTMENT PROGRAM
GLOSSARY OF TERMS, ACRONYMS, & ABBREVIATIONS, CONT.

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.

Maganese Maganese is a common mineral found naturally in the environment and is one of the most abundant
metals on the earth’s surface, in air, water and
soil. It can be found in both groundwater and
surface water.

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
NOx Nitrogen oxides are two gases, nitric oxide (NO),
which is a colorless, odorless gas and nitrogen
dioxide (NO2), which is a reddish-brown gas with a
pungent odor.

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)
SR 168 State Route 168 Is an east-west state highway in California that is separated into two distinct segments by the Sierra Nevada mountains.

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.
464
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.

Lynne Ashbeck, Mayor Vong Mouanoutoua, Mayor Pro Tem
[email protected] [email protected]
Matt Basg
all, Council Member Drew Bessinger, Council Member Diane Pearce, Council Member [email protected] [email protected] [email protected]

FRESNO CO

UNTY BOARD OF SUPERVISORS
Nathan M
agsig, 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
ASSE

MBLY MEMBER
Jim Pa
tterson
6245 N. Fresno St., Ste. 106
Fresno, CA 93710
(559) 446-2029

SENATOR
Shan
non Grove
567 W. Shaw Ave, Suite A-3
Fresno, CA 93704
(559) 243-8580

UNITED STATES
R

EPRESENTATIVE
Kevin McCart
hy
4100 Empire Drive, Ste. 150
Bakersfield, CA 93309
(661) 327-3611

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)
Emerge
ncy 911
City Hall Information 324-2000
Clovis Branch Library 600-9531
Personnel Job Line 324-2733
Utility Billing 324-2130
CITY OF CLOVIS DEPARTMENTS (Area Code 559)
Admi
nistration 324-2060
Animal Control Officer 324-2450
Building Inspection 324-2390
City Clerk 324-2060
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 2014 102,188 964,040
1960 5,546 365,945 2015 104,339 972,297
1970 22,133 413,329 2016 108,039 984,541
1980 33,021 514,621 2017 110,762 995,975
1990 49,300 667,490 2018 113,883 1,007,229
2000 70,746 805,005 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 1,026,681
2012 98,377 938,467 2022 123,665 1,011,273
2013 99,983 952,166 2023 123,795 1,012,334
Source: City of Clovis, U.S. Bureaus of the Census, State Department of Finance

CLIMATE
2022 Average Daily Temperature (Degrees) Precip.

Maximum Minimum Average (Inches)
January 67.0 33.0 50.1 0.00
February 82.0 33.0 53.8 0.04
March 90.0 37.0 60.5 0.74
April 96.0 40.0 64.4 0.30
May 103.0 45.0 71.5 0.00
June 107.0 55.0 81.3 0.00
July 110.0 58.0 85.7 0.00
August 107.0 67.0 86.7 0.05
September 114.0 60.0 82.2 0.06
October 95.0 46.0 71.0 0.00
November 71.0 36.0 52.1 0.66
December 63.0 32.0 47.3 4.59
YEAR 114.0 32.0 73.0 6.44
Source: https://www.weather.gov/hnx/fatmain
AREA Year City of Clovis Year City of Clovis
(SQUARE
MILES) 1950 1.05 2013 23.42
1960 2.88 2014 24.02
1970 4.22 2015 24.15
1980 9.02 2016 24.36
1990 14.34 2017 24.40
2000 17.28 2018 25.50
2009 23.14 2019 25.50
2010 23.14 2020 25.91
2011 23.14 2021 25.98
2012 23.14 2022 25.98
Source: City of Clovis, Planning and Development Services A2
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AGENDA ITEM NO. 14.

RETAIL SALES INFORMATION
2021 Type of Business City of Clovis Fresno County
RETAIL SALES General Consumer Goods 666,173 3,564,940
(In Thousands Autos and Transportation 599,652 3,296,390 of Dollars) Building and Construction 282,563 1,314,006 Restaurants and Hotels 410,628 2,660,472
Fuel and Service Stations 148,619 1,435,685
Business and Industry 159,666 4,401,391
Food and Drugs 315,545 6,288,079
TOTAL 2,582,846 22,960,963
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 2013 1,509,721 12,618,111 SALES (In 1980 165,377 3,131,515 2014 1,582,858 13,277,800 Thousands of 1990 448,565 5,739,359 2015 1,708,193 14,189,429 Dollars) 2000 930,608 8,472,055 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 2012 1,373,070 12,020,630 2021 2,582,846 22,960,963 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 2013 37,124
1980 13,357 2014 38,016
1990 19,379 2015 38,927
2000 25,494 2016 39,624
2007 34,226 2017 40,607
2008 34,750 2018 41,957
2009 35,197 2019 42,805
2010 35,671 2020 43,917
2011 36,101 2021 45,155
2012 36,579 2022 46,014
Source: City of Clovis, County of Fresno
NEW
DWELLING Year Single Multiple Total
UNITS 2008 408 116 524
AUTHORIZED* 2009 431 16 447
2010 474 0 474
2011 370 60 430
2012 378 100 478
2013 522 23 545
2014 703 189 892
2015 794 117 911
2016 697 0 697
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
2022 531 328 859
Source: City of Clovis CAFR
Year City of Clovis
BUILDING 2008 208,250,000
PERMITS --- 2009 190,479,000
VALUATIONS* 2010 193,394,000
2011 130,706,000
2012 155,097,000
2013 169,722,000
2014 240,301,000
2015 251,287,000
2016 233,588,000
2017 310,024,000
2018 354,387,000
2019 348,837,000
2020 385,697,000
2021 389,542,000
2022 252,836,000
Source: City of Clovis CAFR
* Prior Fiscal Year information updated to properly reflect historical quantities and values.

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)
2013-14 10,631,129 19.29% 106.33 31.00
2014-15 11,322,526 19.25% 110.80 31.57
2015-16 11,649,632 18.89% 111.65 31.10
2016-17 12,873,288 20.29% 119.15 32.82
2017-18 14,184,858 20.28% 128.07 34.99
2018-19 15,071,954 20.64% 132.35 35.20
2019-20 15,883,160 21.14% 135.75 35.08
2020-21 16,964,759 18.02% 142.35 35.50
2021-22 18,227,378 17.56% 149.61 36.31
2022-23 (EST) 19,549,000 19.38% 157.61 37.17
2023-24 (EST) 20,857,000 19.83% 165.22 38.34
10 20
30 40
50 60
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
Dollars

PROPERTY TAXES-PER CAPITA
Constant Dollars 2014-2024
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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)
2013-14 16,916,615 30.69% 169.19 49.33
2014-15 18,037,580 30.67% 176.51 50.29
2015-16 19,119,633 31.00% 183.25 51.04
2016-17 19,675,483 31.01% 182.11 50.17
2017-18 20,425,341 29.20% 184.41 50.38
2018-19 21,597,179 29.58% 189.64 50.44
2019-20 22,393,757 29.81% 191.39 49.46
2020-21 27,526,307 29.23% 230.97 57.60
2021-22 31,105,966 29.97% 255.31 61.97
2022-23 (EST) 31,211,000 30.93% 247.25 58.31
2023-24 (EST) 31,995,000 30.42% 253.46 58.81
20 30
40 50
60 70
80 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 Dollars

SALES TAX-PER CAPITA
Constant Dollars 2014-2024
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AGENDA ITEM NO. 14.

CITY OF CLOVIS

PRINCIPAL EMPLOYERS
JUNE 30, 2022
Approximate
Employer Number of Employees
Clovis Unified School District 5,196
Clovis Community Hospital 3,074
County of Fresno 1,402
Wal-Mart 750
City of Clovis 702
Wawona Frozen Foods 590
Anlin Industries 583
Cen Cal Builders 500
Target 459
Costco 423
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AGENDA ITEM NO. 14.

GLOSSARY
AB 1
09 - 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 Ac t 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 t hey occur, regardless of
the timing of related cash flows.

ACFR (Annual Comprehensive Financial Report)
-
The annual
financial stat ements for the City of
Clo
vis.

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.

BEAT – For police purposes, the city is divided into
areas called “beats”.

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
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AGENDA ITEM NO. 14.

Con
gress and signed by President Trump on March
27, 2020.

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 t
hem 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 fund
s 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.

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AGENDA ITEM NO. 14.

EOP - Emergen
cy Operations Plan.

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
nume
rical grading system used by the insurance
industry to develop premium rates for residential and
commercial businesses.

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AGENDA ITEM NO. 14.

K9 – A dog specifi
cally trained to assist police.

LAFCO - Local Agency Formation Commission.

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 Groundwat er 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.

PITCHESS - 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.

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Res
erved 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.

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, st reet 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.

UOF - Use of Force.

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VMT- Vehicle Miles Traveled.

Watch – Time of day during the week a police officer
is assigned to a beat.

W/C - Worker’s Compensation.

Working Capital - The excess of current assets over
current liabilities.

WWTP - Wastewater Treatment Plant.

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