Agenda packet — Clovis City Council, May 13, 2024 (part 1 of 2)

May 13, 2024 - 1 - 12:18 PM A G E N D A • C I T Y C O U N C I L M E E T I N G

May 13, 2024 6:00 PM Council Chamber

In compliance with the Americans with Disabilities Act, if you need special assistance to access the City Council Chamber to participate at this meeting, please contact the City Clerk or General Services Director at (559) 324 -2060 (TTY – 711). Notificatio n 48 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to the Council Chamber.

The Clovis City Council meetings are open to the public at the physical address listed above. There are numerous ways to participate in the City Council meetings: you are able to attend in person; you may submit written comments as described below; and you may view the meeting which is webcast and accessed at www.cityofclovis.com/agendas.

Written Comments

 Members of the public are encouraged to submit written comments at:
www.cityofclovis.com/agendas at least two (2) hours before the meeting (4:00 p.m.). You will be prompted to provide:

 Council Meeting Date
 Item Number
 Name
 Email
 Comment

 Please submit a separate form for each item you are commenting on.

 A copy of your written comment will be provided to the City Council noting the item number.

If you wish to make a verbal comment, please see instructions below.

 Please be aware that any written comments received that do not specify a particular agenda item will be marked for the general public comment portion of the agenda.

 If a written comment is received after 4:00 p.m. on the day of the meeting, efforts will be made to provide the comment to the City Council during the meeting. However, staff cannot guarantee that written comments received after 4:00 p.m. will be provided to City Council during the meeting. All written comments received prior to the end of the meeting will be made part of the record of proceedings.

Council Chamber, 1033 Fifth Street, Clovis, CA 93612 (559) 324-2060 www.cityofclovis.com
1 May 13, 2024 - 2 - 12:18 PM

CALL TO ORDER

FLAG SALUTE - Councilmember Pearce

ROLL CALL

PRESENTATIONS/PROCLAMATIONS

1. Presentation of Proclamation Declaring May 2024, as Special Olympics NorCal Month.

PUBLIC COMMENTS - This is an opportunity for the members of the public to address the City Council on any matter within the City Council’s jurisdiction that is not listed on the Agenda. In order for everyone to be heard, please limit your comments to 3 minutes or less, or 10 minutes per topic. Anyone wishing to be placed on the Agenda for a specific topic should cont act the City Manager’s office and submit correspondence at least 10 days before the desired date of appearance.

ORDINANCES AND RESOLUTIONS - With respect to the approval of resolutions and ordinances, the reading of the title shall be deemed a motion to w aive a reading of the complete resolution or ordinance and unless there is a request by a Councilmember that the resolution or ordinance be read in full, further reading of the resolution or ordinance shall be deemed waived by unanimous consent of the Council.

CONSENT CALENDAR - Items considered routine in nature are to be placed upon the Consent Calendar. They will all be considered and voted upon in one vote as one item unless a Councilmember requests individual consideration. A Councilmember’s vote in favor of the Consent Calendar is considered and recorded as a separate affirmative vote in favor of each action listed. Motions in favor of adoption of the Consent Calendar are deemed to include a motion to waive the reading of any ordinance or resolutio n on the Consent Calendar. For adoption of ordinances, only those that have received a unanimous vote upon introduction are considered Consent items.

2. Administration - Approval - Minutes from the May 6, 2024, Council Meeting.

3. Administration - Receive and File – Business Organization of Old Town (BOOT) Third Quarter Report, January through March 2024.

4. Finance – Approval – Res. 24-___, A Resolution of the Clovis City Council Dissolution of the Community Facilities District 2004-1 Oversight Committee. (Continued from the April 15, 2024, Council Meeting)

5. General Services – Approval – Res. 24-___, Authorizing Amendments to the City’s Classification Plan by Revising the Parks Maintenance Leadworker Classification in the Public Utilities Department.

6. Planning and Development Services – Approval – Bid Award for CIP 21 -19, Shaw Avenue Street Rehabilitation to Cal Valley Construction, Inc., in the amount of $1,449,573.25; and authorize the City Ma nager to execute the contract on behalf of the City.

7. Planning and Development Services – Approval – Final Acceptance for CIP 23 -26, ADA Curb Return Ramps 2024 – T1.

8. Public Utilities – Approval – Preliminary Engineer’s Report; and Approval – Res. 24- ___, A Resolution Declaring the City’s Intention to Levy and Collect the Annual Assessments for Landscape Maintenance District No. 1.

2 May 13, 2024 - 3 - 12:18 PM PUBLIC HEARINGS - A public hearing is an open consideration within a regular or special meeting of the City Council, for which special notice has been given and may be required. When a public hearing is continued, noticing of the adjourned item is required as per Government Code 54955.1.

9. Consider Introduction – Ord. 24-___, an Ordinance of the City Council of the City of Clovis Amending Sections 5.29.102, 5.29.203, and 5.29.301 o f Chapter 5.29, of Title 5 of the Clovis Municipal Code Pertaining to Definitions and Regulations Relating to Multiple Responses to Nuisance Violations.

Staff: Matthew M. Lear, Deputy City Attorney
Recommendation: Approve

10. Consider Introduction – Ord. 24-___, an Ordinance of the City Council of the City of Clovis Amending Sections 5.22.02 and 5.22.05 of Chapter 5.22, of Title 5 of the Clovis Municipal Code Pertaining to Regulations for the Delivery of Medicinal Marijuana.

Staff: Matthew M. Lear, Deputy City Attorney
Recommendation: Approve

11. Consider Introduction - Ord. 24-___, An ordinance of the City Council of the City of Clovis adding Section 5.10.25 to Chapter 5.10 of Title 5 of the Clovis Municipal Code relating to Massage Establishments.

Staff: Bryce Alcorn, Police Corporal
Recommendation: Approve

12. Consider Introduction - Ord. 24-___, An ordinance of the City Council of the City of Clovis adding Chapter 5.35 to Title 5 of the Clovis Municipal Code relating to Tobacco Retailers.

Staff: Sean O’Brien, Police Corporal
Recommendation: Approve

13. Consider Review and Introduction – Res. 24 -___, 2024 -25 City of Clovis Annual Budget, Five Year Capital Improvement Program, and information regarding the Clovis Successor Agency.

a. Finance Department (Jay Schengel)
b. City Council / City Attorney / City Manager / City Clerk (Andy Haussler / Jesse Velez) c. Public Utilities Department (Scott Redelfs)
d. Planning and Development Services/Community Investment Program (Renee Mathis)
e. Economic Development, Housing, and Communications (Chad McCollum) f. General Services (Shonna Halterman)
g. Fire Department (Chris Ekk) – To be continued to May 20, 2024 h. Police Department (Curt Fleming) – To be continued to May 20, 2024

Staff: Jay Schengel, Finance Director/John Holt, City Manager Recommendation: Receive Introduction and continue the public hearing to May 20, 2024
3 May 13, 2024 - 4 - 12:18 PM ADMINISTRATIVE ITEMS - Administrative Items are matters on the regular City Council Agenda other than Public Hearings.

14. Consider Adoption – Ord. 24-02, R2021-009, An Ordinance of the Clovis City Council approving a request to prezone property within the Development Area (approximately 77 acres) of the Project site from the Fresno County AL20 Zone District to the Clovis R-1-PRD Zone District, associated with approximately 155 acres of land located on the north side of Shepherd Avenue, between N. Sunnyside and N. Fowler Avenues. (Vote:
4-0-1 with Mayor Ashbeck absent)

Staff: Andy Haussler, Assistant City Manager
Recommendation: Adopt

CITY MANAGER COMMENTS

COUNCIL COMMENTS

CLOSED SESSION - A “closed door” (not public) City Council meeting, allowed by State law, for consideration of pending legal matters and certain matters related to personnel and real estate transactions.

15. Government Code Section 54957.6

CONFERENCE WITH LABOR NEGOTIATORS
Agency Designated Representatives: John Holt, Andrew Haussler, Shonna Halterman, Amy Hance, Scott Cross.

Employee Organization: Transit Employees Bargaining Unit/Operating Engineers 3

RECONVENE INTO OPEN SESSION AND REPORT FROM CLOSED SESSION

ADJOURNMENT

FUTURE MEETINGS

Regular City Council Meetings are held at 6:00 P.M. in the Council Chamber. The following are future meeting dates:

May 20, 2024 (Mon.)
June 3, 2024 (Mon.)
June 10, 2024 (Mon.)
June 17, 2024 (Mon.)

4 5
AGENDA ITEM NO. 1.

PRELIMINARY - SUBJECT TO APPROVAL

Page 1 of 4 ends

CLOVIS CITY COUNCIL MEETING

May 6, 2024 6:00 P.M. Council Chamber

Meeting called to order by Mayor Pro Tem Mouanoutoua at 6:00 Flag Salute led by Councilmember Bessinger

Roll Call: Present: Councilmembers, Basgall, Bessinger, Mouanoutoua, Pearce

Absent: Mayor Ashbeck

PUBLIC COMMENTS – 6:01

None

CONSENT CALENDAR – 6:04

Motion by Councilme mber Bessinger, seconded by Councilmember Basgall, that items on the Consent Calendar with the exception of items #3 and #9 be approved. Motion carried, 4-0-1 with Mayor Ashbeck Absent.

1. Administration - Approved - Minutes from the April 15, 2024, Council Meeting.

2. Administration - Approved – Waive Formal Bidding Requirements and Authorize the City Manager to Enter into an Agreement wi th Keyser Marston Associates for $135,000 to Conduct a Mixed Income Ordinance Feasibility Study and In-Lieu Fee Analysis.

4. Fire – Approved – Authorizing the City Manager to Enter into an Agreement with the Central California Emergency Medical Services Ag ency for the provision of Fire Department Dispatch Services from July 1, 2024, through June 30, 2027, in the amount of $1,309,203.00.

5. General Services – Approved – Res. 24 -44, Authorizing Amendments to the City’s Classification and Compensation Plans to Adopt the Lead Accounting Systems Technician Classification with a Salary Range of $6,984 to $8,489 per month, and Approv ed – Res. 24-45, Amending the City’s FY 23-24 Position Allocation Plan.

6. General Services – Approved – Res. 24-46, Amending the City ’s FY 2023-2024 Position Allocation Plan by adding one (1) Senior Management Analyst Position and removing (1) Fire Administrator Position within the Fire Department.

7. Planning and Development Services – Approved – Final Acceptance for CIP 22 -06 Test Hole at Reservoir T-10 Site.

8. Planning and Development Services – Approved – Bid Award for CIP 23-27, Temperance Avenue Street Improvements to Dave Christian Construction in the amount of $979,231.08; and authorize the City Manager to execute the contract on behalf of the City.

10. Planning and Development Services - Approved - Res. 24 -47, a request to adopt a resolution approving the initiation of a general plan amendment and ordinance amendment to adjust the existing density ranges for multi-family residential development in the General Plan and Development Code.

11. Police – Approved – Annual Review of Ordinance 22-03, Clovis Police Department Policy 706, and the Annual Military Equipment Use Report.
6 AGENDA ITEM NO. 2.

PRELIMINARY - SUBJECT TO APPROVAL

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6:04 Consent Item 3 - Administration - Received and File d – Economic Development Corporation Serving Fresno County Quarterly Report, Jan. 1, 2024 – Mar. 31, 2024.

Motion for approval by Councilmember Bessinger, seconded by Councilmember Bessinger. Motion carried, 4-0-1 with Mayor Ashbeck Absent.

6:09 Consent Item 9 - Planning and Development Services - Approved - Res. 24-48, a request to adopt a resolution approving the initiation of a general plan amendment and rezone for the Infill Rezone Program; and Approv ed – Res. 24-49, a request to adopt a resolution authorizing the City Manager to execute a consultant agreement between the City of Clovis and Rincon Consultants, Inc., for preparation of an environmental assessment and related services.

Motion for approval and to include legal notice to adjacent property owners per City policy by Councilmember Basgall, seconded by Councilmember Pearce. Motion carried, 4 -0-1 with Mayor Ashbeck Absent.

PUBLIC HEARINGS – 6:12

6:12 ITEM 12 – APPROVED – RES. 24-50, ADOPTION OF THE CITY OF CLOVIS 2024-2025

ANNUAL ACTION PLAN F OR THE EXPENDITURE O F COMMUNITY DEVELOPM ENT BLOCK GRANT FUNDS.

Motion for approval by Councilmember Bessinger, seconded by Councilmember Pearce.

Motion carried, 4-0-1 with Mayor Ashbeck Absent.

6:31 ITEM 13 - CONSIDER ITEMS ASSOC IATED WITH APPROXIMA TELY 155 ACRES OF LAND LOCATED ON THE NORTH SIDE OF SHEPHE RD AVENUE, BETWEEN N .

SUNNYSIDE AND N. FOW LER AVENUES. GREAT B IGLAND, LP., OWNER/ APPLICANT; HARBOUR AND ASSOCIATES, REPRESENTATIVE. (CONTINUED FROM THE MARCH 18, 2024, COUNCIL MEETING)

Dirk Poeschel spoke on behalf of the applicant in support of the project.

Ivette Sanchez, resident, spoke in opposition to the project.

Stan Harbor spoke on behalf of the applicant on trail concerns on the south side of Shepherd Avenue.

Michelle Lund, resident, spoke in opposition to the project.

Albert Sanchez, resident, spoke in opposition to the project.

Ivette Sanchez, resident, spoke in opposition to the project. 7 AGENDA ITEM NO. 2.

PRELIMINARY - SUBJECT TO APPROVAL

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13A - APPROVED - RES. 24 -51, A RESOLUTION OF TH E CLOVIS CITY COUNCI L

APPROVING ADOPTION O F AN ADDENDUM TO THE PREVIOUSLY CERTIFIED EIR FOR THE SHEPHERD NORTH PROJECT.

Motion for approval by Councilmember Bessinger, seconded by Councilmember Pearce.

Motion carried, 4-0-1 with Mayor Ashbeck Absent.

13B - APPROVED - RES. 24-52, GPA2021-006, A RESOLUTION OF THE CLOVIS CITY

COUNCIL APPROVING A REQUEST TO AMEND THE CIRCULATION ELEMENT OF

THE GENERAL PLAN TO ALLOW FOR THE PLACEMENT OF A SHEPHERD AV ENUE ACCESS POINT ON THE NORTH SIDE OF SHEPHE RD AVENUE, BETWEEN N .

SUNNYSIDE AND N. FOWLER AVENUES.

Motion for approval by Councilmember Bessinger, seconded by Councilmember Pearce.

Motion carried, 4-0-1 with Mayor Ashbeck Absent.

13C – APPROVED - RES. 24-53, GPA2021-005, A RESOLUTION OF THE CLOVIS CITY

COUNCIL APPROVING A REQUEST TO AMEND THE LAND USE ELEMENT OF THE GENERAL PLAN FOR THE DEVELOPMENT AREA (AP PROXIMATELY 77 ACRES )

FROM THE RURAL RESID ENTIAL LAND USE DESI GNATION TO THE MEDIU M-HIGH DENSITY RESIDENTIAL LAND USE DESIGNATION.

Motion for approval by Councilmember Bessinger, seconded by Councilmember Pearce.

Motion carried, 4-0-1 with Mayor Ashbeck Absent.

13D - APPROVED INTRODUCTION - ORD. 24-02, R2021-009, AN ORDINANCE OF THE

CLOVIS CITY COUNCIL APPROVING A REQUEST TO PREZONE PROPERTY WITHIN THE DEVELOPMENT AREA (APPROXIMATELY 77 A CRES) OF THE PROJECT SITE FROM THE FRESNO COUNTY AL20 ZONE DISTRICT TO THE CLOVIS R-1-PRD ZONE DISTRICT.

Motion for approval by Councilmember Bessinger, seconded by Councilmember Pearce.

Motion carried, 4-0-1 with Mayor Ashbeck Absent.

13E - APPROVED - RES. 24 -54, TM6205, A RESOLUTIO N OF THE CLOVIS CITY

COUNCIL APPROVING A REQUEST TO APPROVE A VESTING TENTATIVE T RACT MAP FOR A 580-LOT SINGLE-FAMILY PLANNED RESIDENTIAL DEVELOPMENT.

Motion for approval of TM 6205, a vesting tentative tract map for a 580 -lot single-family planned residential development by Councilmember Bessinger, seconded by Councilmember Pearce. Motion carried, 4-0-1 with Mayor Ashbeck Absent.

8 AGENDA ITEM NO. 2.

PRELIMINARY - SUBJECT TO APPROVAL

Page 4 of 4 ends

13F - APPROVED - RES. 24-55, PDP2021-004, A RESOLUTION OF THE CLOVIS CITY

COUNCIL APPROVING A REQUEST TO APPROVE A PLANNED DEVELOPMENT PERMIT FOR A 580-LOT SINGLE-FAMILY RESIDENTIAL DEVELOPMENT.

Motion for approval of a planned development permit for s 580 -lot single -family development by Councilmember Bessinger, seconded by Councilmember Pearce. Motion carried, 4-0-1 with Mayor Ashbeck Absent.\

13G - APPROVED - RES. 24 -56, A RESOLUTION OF TH E CLOVIS CITY COUNCI L APPROVING AN AMENDME NT TO THE 2017 AMEND ED AND RESTATED

MEMORANDUM OF UNDERS TANDING BETWEEN THE COUNTY OF FRESNO AND

CITY OF CLOVIS REGAR DING A SPHERE OF INF LUENCE EXPANSION TO ADD APPROXIMATELY 155 AC RES AND THE STANDARD S OF ANNEXATION TO ADDRESS THE ANNE XATION OF APPROXIMAT ELY 77 ACRES OF PROP ERTY (SHEPHERD-SUNNYSIDE NORTHEAST REORGANIZATION).

Motion for approval by Councilmember Bessinger, seconded by Councilmember Pearce.

Motion carried, 4-0-1 with Mayor Ashbeck Absent.

CITY MANAGER COMMENTS – 7:20

COUNCIL COMMENTS – 7:21

Council provided consensus to consider a proclamation for the Special Olympics at a future City Council meeting.

Council provided consensus to direct staff to research the potential for Clovis to become a charter city.

ADJOURNMENT

Mayor Pro Tem Mouanoutoua adjourned the meeting of the Council to May 13, 2024

Meeting adjourned: 7:30 p.m.

______________________________ ________________________________ Mayor Pro Tem City Clerk
9 AGENDA ITEM NO. 2.

TO: Mayor and City Council
FROM: Administration
DATE: May 13, 2024
SUBJECT: Administration - Receive and File – Business Organization of Old Town (BOOT) Third Quarter Report, January through March 2024.

ATTACHMENTS: 1. Business Organization of Old Town (BOOT) Third Quarter Report, January through March 2024.

CONFLICT OF INTEREST
Councilmembers should consider recusal if a campaign contribution exceeding $250 has been received from the project proponent (developer, applicant, agent, and/or participants) within the preceding 12 months (Government Code 84308).

RECOMMENDATION
That the City Council receive and file the BOOT Third Quarter Report, January through March 2024.

EXECUTIVE SUMMARY
According to the 2023 –2024 agreement between the City of Clovis and the Business Organization of Old Town, BOOT is to submit quarterly reports to the City Manager and City Council. The amount to be funded is $15,000.

BACKGROUND
According to the 2023 -2024 agreement between the City of Clovis and the Business Organization of Old Town, BOOT is to submit quarterly reports to the City Manager and Cit y Council detailing progress of BOOT’s promotional and marketing activity. Attached, as Attachment 1, is the Third Quarter Report covering January through March 2024 activities. The amount to be funded is $15,000.

FISCAL IMPACT
The amount to be funded is $15,000, which is called out in the 2023-2024 Budget.

REASON FOR RECOMMENDATION
The attached report meets the requirement established in the 2023 -2024 agreement between the City of Clovis and the Business Organization of Old Town. 10 AGENDA ITEM NO. 3.

ACTIONS FOLLOWING APPROVAL
Staff will process payment to BOOT.

Prepared by: Shawn Miller, Business Development Manager

Reviewed by: City Manager AH

11 AGENDA ITEM NO. 3.

Attachment 1
12 AGENDA ITEM NO. 3.
13 AGENDA ITEM NO. 3.
14 AGENDA ITEM NO. 3.
15 AGENDA ITEM NO. 3.
16 AGENDA ITEM NO. 3.
17 AGENDA ITEM NO. 3.
18 AGENDA ITEM NO. 3.
19 AGENDA ITEM NO. 3.

TO: Mayor and City Council
FROM: Finance Department
DATE: May 13, 2024
SUBJECT: Finance – Approval – Res. 24 -___, A Resolution of the Clovis City Council Dissolution of the Community Facilities District 2004-1 Oversight Committee. (Continued from the April 15, 2024, Council Meeting)

ATTACHMENTS: 1. Resolution 24-___

RECOMMENDATION
Staff is recommending that City Council approve a resolution for the dissolution of the Community Facilities District 2004-1 Oversight Committee.

EXECUTIVE SUMMARY
In March 2004, the City formed Community Facilities District 2004 -1 (CFD) to impose special taxes on new residential developments to raise revenue to supplement the costs of providing police and fire services in connection with new residential development. During formation of the CFD, a volunteer independent citizen’s Oversight Committee (Committee) was recommended to annually review the revenues and expenditures of the CFD . Although the CFD formation documents approved by the City Council do not expressly require the formation of the Committee, the Committee was established after the CFD was created. The Committee is not required by State law and is no longer necessary be cause other adequate safeguards and processes are in place to ensure transparency to the public and ensure that the special tax revenue collected from the CFD is spent appropriately by the City. Current Oversight Committee members were contacted regarding the recommended dissolution. Committee members that responded were supportive of the Oversite Committee dissolution.

20 AGENDA ITEM NO. 4.

BACKGROUND
Fiscal year 2005-2006 was the first year the City received revenues from the levy of CFD special taxes. The Committee has been meeting once annually since the 2005 fiscal year and has consisted of five voluntary members each serving four (4) year terms without compensation. The Committee members are appointed by the Mayor, subject to approval by the City Cou ncil. The Committee includes one member of the real estate community, one member of the Building Industry Association, and three members who are owners of residential property within the CFD and who are subject to the special tax.

For almost twenty years the Committee has been meeting once every year to review the expenditures of the tax proceeds of the CFD. The meetings have been a mere formality for many years because the annual CFD Status Report detailing the tax special revenue and expenditures are a lso presented at a City Council meeting every December for the previous fiscal year. The Committee has met annually and there has never been a finding of an improper expenditure from the Committee reported to the Council since its inception. In an effort to respect the time commitment and effort of the volunteers, staff recommends the dissolution of the Committee. Current Oversight Committee members were contacted regarding the recommended dissolution. Committee members who responded were supportive of the Oversite Committee dissolution.

There is no requirement in the CFD formation documents and the applicable law for CFDs and special taxes that requires such a Committee. The Committee is voluntary and can be dissolved with Council action to do so.

FISCAL IMPACT
None.

REASON FOR RECOMMENDATION
The Committee is no longer functionally needed because other adequate safeguards and processes are in place to ensure transparency to the public and ensure that the special tax revenue collected is expended appropriately by the City.

ACTIONS FOLLOWING APPROVAL
Staff will inform the Committee members that the Committee has been dissolved and thank them for their service, and no further Committee meetings will be scheduled.

Prepared by: Gina Daniels, Assistant Finance Director

Reviewed by: City Manager AH

21 AGENDA ITEM NO. 4.

ATTACHMENT 1
RESOLUTION 24-__

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CLOVIS DISSOLVING THE COMMUNITY FACILITIES DISTRICT 2004-1 OVERSIGHT COMMITTEE

WHEREAS, in March 2004, the City Council approved the formation of Community Facilities District 2004-1 (CFD), and an Oversight Committee (Committee) was established to annually review the CFD tax revenue and expenditures; and

WHEREAS, the Committee has been meeting annually since the 2005-2006 fiscal year to review the CFD special tax revenue and expenditures; and

WHEREAS, the Committee is no longer necessary as other adequate safeguards and processes are in place to ensure public transparency and ensure that the CFD special tax revenue is appropriately expended; and

WHEREAS, the Committee is not required by State law, and the City Council is authorized in its sole discretion to dissolve the Committee.

NOW, THEREFORE, BE IT RESOLVED, by the City of Clovis as follows:

1. The Community Facilities District 2004 -1 Oversight Committee is hereby dissolve d effective immediately.

2. This dissolution shall not prevent a CFD Oversight Committee from being established in the future as approved by the City Council.

* * * * *

The foregoing resolution was introduced and adopted at a regular meeting of the City Council of the City of Clovis held on May 13, 2024, by the following vote, to wit:

AYES:

NOES:

ABSENT:

ABSTAIN:

DATED: May 13, 2024

______________________________ ______________________________ Mayor City Clerk
22 AGENDA ITEM NO. 4.

TO: Mayor and City Council
FROM: General Services Department
DATE: May 13, 2024
SUBJECT: General Services – Approval – Res. 24-___, Authorizing Amendments to the City’s Classification Plan by Revising the Parks Maintenance Leadworker Classification in the Public Utilities Department.

ATTACHMENTS: 1. Res. 24-___ Classification Plan

RECOMMENDATION
For City Council to approve a resolution authorizing amendments to the Parks Maintenance Leadworker classification revising the education and experience sections and make some additional minor revisions.

EXECUTIVE SUMMARY
It is necessary to revise the Parks Maintenance Leadworker classification in order to update the classification and revise the education and experience sections. Modification of the City’s Classification Plan requires the City Council’s approval.

BACKGROUND
An analysis was conducted on the Parks Maintenance Leadworker classification, revealing the need for updates in the education and experience section to accurately reflect the required minimum qualifications for success in the position. The education requirement will be revised to include a high school diploma, while the experience section will now specify one year in a role comparable to that of a Senior Maintenance Worker in the City of Clovis. Additionally, a few other minor revisions were made to this classification. These changes are expected to broaden the applicant pool, as indicated by the department. The revised classification details are included in Attachment 1A.

23 AGENDA ITEM NO. 5.

The Parks Maintenance Leadworker classification is assigned to the Clovis Public Works Employees Association (CPWEA) bargaining unit for purposes of employee representation.

Representatives of the CPWEA bargaining unit have been advised of the proposed revisions to the classification and are supportive of the recommended changes.

FISCAL IMPACT
None.

REASON FOR RECOMMENDATION
The Parks Maintenance Leadworker classification is recommended for revision in order to update the experience and education section to better suit the department’s future recruitment needs. The recommended changes to the City’s Classification Plan require Council approval.

ACTIONS FOLLOWING APPROVAL
The City’s Classification Plan will be updated to include the revised Parks Maintenance Leadworker classification.

Prepared by: Lori Shively, Deputy General Services Director

Reviewed by: City Manager AH

24 AGENDA ITEM NO. 5.

ATTACHMENT 1
RESOLUTION 24-

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CLOVIS APPROVING AMENDMENTS TO THE CITY’S CLASSIFICATION PLAN FOR THE PARKS

MAINTENANCE LEADWORKER CLASSIFICATION

IN THE PUBLIC UTILITIES DEPARTMENT

WHEREAS, it has been determined that minor amendments to the Parks Maintenance Leadworker classification, specifically to include the education and experience section, are necessary in order to attract a larger applicant pool; and

WHEREAS, modification of the City’s Classification Plan requires authorization by the City Council.

NOW THEREFORE, BE IT RESOLVED , that the City of Clovis will modify the City’s Classification Plan to include the Parks Maintenance Leadworker classification (Attachment A).

* * * * * *

The foregoing Resolution was introduced and adopted at a regular meeting of the City Council of the City of Clovis held on May 13, 2024, by the following vote to wit:

AYES:

NOES:

ABSENT:

ABSTAIN:

DATED: May 13, 2024

___________________________ __________________________ Mayor City Clerk

25 AGENDA ITEM NO. 5.

ATTACHMENT A
City of Clovis

PARKS MAINTENANCE LEADWORKER

DEFINITION
Under general supervision, to plan, schedule and oversee the work of city crews and contractors engaged in construction and maintenance of parks, landscaped areas, park buildings, equipment, tools and facilities; to assist in the care and maintenance of City trees; to review facility improvement plans; to perform construction inspection and to pe rform related work as required.

CLASS CHARACTERISTICS
Positions in this class act as lead supervisors to assigned Mmaintenance Ppersonnel and Ccrews. Positions in this class assign, check, guide , and correct the work of subordinates.

Incumbents do not hire but do participate in the evaluation of subordinates. Positions in this class supervise work which has wide variation and which allows or requires a range of choices in the application of defined methods or procedures. Incumbents receive instructions when tasks are assigned and have some altitude discretion in selecting work methods. Work is generally reviewed upon completion for final results. Incumbents are expected to refer to the supervisor for instruction in matters which do not fit a clear pattern.

EXAMPLES OF DUTIES
Supervises, reviews, and coordinates the design, construction, maintenance, and repair of parks, park buildings, landscaped areas, park recreation facilities and tree maintenance programs; uses and trains subordinates in the use and maintenance of hand tools and repair of playground and other recreation equipment; arranges equipment and facilities repairs with vendors; supervises and inspects the installation of irrigation systems and landscape projects; responds to emergency calls after working hours; schedules repairs and adjustments to sprinkler systems; issues tools and related equipment and accounts for same; operates and trains subordinates in the use of a variety of power-driven equipment of light and medium weight and horsepower related to the work; coordinates servicing and minor adjustments to equipment; sees that safe and proper work practices are followed by members of the crews; supervises multiple general park maintenance projects as required; instructs assigned staff in work methods; trains workers in the mixing, application, and safe use of pesticides and herbicides; checks and corrects work in progress and upon completion; notifyies immediate supervisor of employee substandard performance and improper conduct; reports to supervisor irregular conditions encountered in the assigned work and impediments in completing work assignment; observes and enforces safety regulations; receives and responds to citizen complaints in accordance with department policy and procedure; performs a variety of fence repairs; maintains inventory of pesticides and herbicides; requisitions and makes direct purchases of equipment and supplies; keeps accurate labor and material records for cost accounting in all maintenance operations including a Landscape Maintenance District; uses a computer for reports and records management; reviews and makes recommendations on park, landscape, and facility plans and performs inspections during construction; operates City vehicles; and performs related work as required.

26 AGENDA ITEM NO. 5.

TYPICAL QUALIFICATIONS

LICENSE REQUIRED
 Possession of a valid Class A or B California Driver’s License and a good driving record with appropriate endorsements.
 Possession of a State of California Department of Pesticide Regulation “Qualified Applicators Certificate” in B’ and C’ within one year of appointment.

EDUCATION AND EXPERIENCE
Any combination of education and experience equivalent to the following:

Education:
 Successful completion of 60 semester units of college level course work.  High School diploma or equivalent.

AND

Experience:
 Three (3) years of experience in park, tree, golf, course, or other grounds keeping maintenance work , inclu ding at least one year in a position comparable to a Senior Maintenance Worker in the City of Clovis.

QUALIFICATIONS
Knowledge of:
 Ornamental horticulture and arboriculture principles and practices;  Basic math;
 Record-keeping;
 Proper methods, materials, tools and equipment used in the park maintenance and construction trade;
 State and local laws pertaining to the operation of motorized equipment on public rights- of-way;
 General principles of supervision and training;
 Appropriate safety precautions and procedures;
 Basic computer operation;
 Pesticide calibrating, laws and applications.

Ability to:
 Supervise and train personnel;
 Service and operate parks construction and maintenance equipment;  Perform skilled park repair, construction, and maintenance work;  Read, write, and perform mathematical calculations at the level required for successful performance;
 Read and interpret architectural drawings to assure compliance with appropriate regulations;
 Maintain records;
27 AGENDA ITEM NO. 5.

 Understand pertinent procedures and functions quickly and apply them without immediate supervision;
 Assign, check, and correct the work of subordinates;
 Operate a vehicle observing legal and defensive driving practices;  Operate a perso nal computer using word processing, spreadsheet, and database software;
 Understand and carry out oral and written instructions;  Establish and maintain effective relationships with those contacted in the course of work, resolve complaints, and provide solutions to problems.

PHYSICAL DEMANDS AND WORKING CONDITIONS
 Frequent lifting and/or carrying of objects weighing up to fifty (50) pounds.  Strength: Heavy work -lifting, carrying and/or pushing 100 pounds with frequent lifting and/or carrying of objects weighing up to 60 pounds.

28 AGENDA ITEM NO. 5.

TO: Mayor and City Council
FROM: Planning and Development Services Department
DATE: May 13, 2024
SUBJECT: Planning and Development Services – Approval – Bid Award for CIP 21- 19, Shaw Avenue Street Rehabilitation to Cal Valley Construction, Inc. , in the amount of $1,449,573.25; and authorize the City Manager to execute the contract on behalf of the City.

ATTACHMENTS: 1. Vicinity Map

RECOMMENDATION

1. For the City Council to award a contract for CIP 21 -19, Shaw Avenue Street Rehabilitation, to Cal Valley Construction, Inc., in the amount of $1,449,573.25; and

2. For the City Council to authorize the City Manager to execute the contract on behalf of the City

EXECUTIVE SUMMARY
Staff is recommending that the City Council authorize the City Manager to award and execute the contract to Cal Valley Construction, Inc., who was the lowest responsible bidder from a bid opening that took place on April 30, 2024.

The project includes street rehabilitation of an approximately ±0.5 mile of existing Shaw Avenue from Armstrong Avenue to Temperance Avenue . The work includes grinding and replacing asphalt concrete pavement; replacement of concrete curb returns; adjustment o f existing utility boxes, manholes, and utility valve boxes to finish grades; replacement of traffic striping, markings, signage, and traffic loop detectors; and traffic signal modification.

29 AGENDA ITEM NO. 6.

BACKGROUND
The following is a summary of the bids received on April 30, 2024:

BIDDERS BASE BID

Cal Valley Construction, Inc. $1,449,573.25
Avison Construction, Inc. $1,600,539.00

ENGINEER’S ESTIMATE $1,306,184.00

All bids were examined, and the bidder’s submittals were found to be in orde r. Cal Valley Construction, Inc. , is the lowest responsible bidder. Staff has validated the lowest bidder contractor’s license status, bid bond and completeness of grant funding paperwork.

FISCAL IMPACT
This project was budgeted in the 202 3-2024 Community Investment Program. The project is supported by Surface Transportation Block Grant Program (STBG) through the City Community Investment Program.

REASON FOR RECOMMENDATION
Staff was concerned that the lowest bid is approximately 10% higher than the engineer's estimate and only two bids were received for comparability. Staff investigated the possibility of re-bidding in the future, but due to funding time constraints and given there are sufficient funds available staff recommends to award and exec ute the contract. Staff believes that the low bid received is within an acceptable range of the engineer’s estimate to award.

Cal Valley Construction, Inc. , is the lowest responsible bidder. There are sufficient funds available for the anticipated cost of this project.

ACTIONS FOLLOWING APPROVAL

1. The contract will be prepared and executed, subject to the Contractor providing performance security that is satisfactory to the City.

2. Construction will begin approximately two (2) weeks after contract execution and be completed in thirty (30) working days thereafter.

Prepared by: Jose Sandoval, Project Engineer

Reviewed by: City Manager AH

30 AGENDA ITEM NO. 6.

Attachment 1
31 AGENDA ITEM NO. 6.

TO: Mayor and City Council
FROM: Planning and Development Services Department
DATE: May 13, 2024
SUBJECT: Planning and Development Services – Approval – Final Acceptance for CIP 23-26, ADA Curb Return Ramps 2024 – T1.

ATTACHMENTS: 1. Vicinity Map

RECOMMENDATION
For the City Council to accept the work performed as complete and authorize the recording of the notice of completion for this project.

EXECUTIVE SUMMARY
The project included reconstruction of concrete curb ramps, curbs, gutters, valley gutters, and sidewalks at various locations within the City boundary.

BACKGROUND
Bids were received on February 13, 2024, and the project was awarded by the City Council to the lowest responsible bidder, Eslick Construction, Inc., on February 20, 2024. The project was completed in accordance with the construction documents and the contractor has submitted a request for acceptance of the project.

32 AGENDA ITEM NO. 7.

FISCAL IMPACT

1. Award $309,064.00

2. Cost increases/decreases resulting from differences -$272.50 between estimated quantities used for award and
actual quantities installed.

3. Contract Change Orders $48,945.67
CCO No. 1

___________
Final Contract Cost $357,737.17

The contract change order involved expansion of the scope of work at multiple locations needed to properly meet ADA requirements.

REASON FOR RECOMMENDATION
The Public Utilities Department, the City Engineer, the Engineering Inspector, and the Project Engineer agree that the work performed by the contractor is in accordance with the project plans and specifications and has been deemed acceptable. The contractor, Eslick Construction, Inc., has requested final acceptance from the City Council.

ACTIONS FOLLOWING APPROVAL

1. The Notice of Completion will be recorded; and

2. All retention funds will be released no later than 35 calendar days following recordation of the notice of completion, provided no liens have been filed. Retention funds may be released within 60 days after the date of completion, provided no liens have been filed, with “completion” defined as the earlier of either (a) beneficial use and occupancy and cessation of labor, or (b) acceptance by the City Council per Public Contract Code Section 7107(c)(2).

Prepared by: Tiffany Ljuba-Silguero, Engineer II

Reviewed by: City Manager AH

33 AGENDA ITEM NO. 7.

Tiffany Ljuba-Silguero
Attachment 1
34 AGENDA ITEM NO. 7.

TO: Mayor and City Council
FROM: Public Utilities Department
DATE: May 13, 2024
SUBJECT: Public Utilities – Approval – Preliminary Engineer’s Report; and Approval – Res. 24-___, A Resolution Declaring the City’s Intention to Levy and Collect the Annual Assessments for Landscape Maintenance District No.

1. ATTACHMENTS: 1. Resolution of Intention

2. Assessment Diagrams

RECOMMENDATION

1. Approve the Preliminary Engineer’s Report on file with the City Clerk; and

2. Adopt Resolution No. 24-___, which declares the City’s intention to levy and collect the annual assessments for Landscape Maintenance District No. 1 and gives Notice of Public Hearing.

EXECUTIVE SUMMARY
The City collects funds through annual assessments on properties within Landsc ape Maintenance District (LMD) No. 1. These funds provide landscape maintenance services for those properties within the LMD, including special enhancements unique to the various tracts within the District. Currently, 51 different assessment zones have been established. Zones 1- 3 provide for street median and street -side landscape maintenance throughout most of the City. Zones 4-6 provide for neighborhood park maintenance throughout most of the City. Zones 7-49 provide for maintenance of special neighborhood enhancements. Zone SE provides for maintenance for all of Loma Vista and Zone NW provides for maintenance for all of Heritage Grove. Properties within the LMD (except the majority of those in Zone SE and Zone NW) are all in Zones 1-3, and they may also be in Zones 4-6 and Zones 7-49. Zone SE and Zone NW 35 AGENDA ITEM NO. 8.
are unique in that they cover all three categories of landscape: street median and street -side landscaping, parks, and neighborhood enhancements. There are, however, five enhancement zones in Zone SE that fund additional landscaping.

The landscape assessment rates in Zones 1 -6 must be and were established by an election.

Zones 7-49, Zone SE, and Zone NW include escalation clauses in the annexation covenants that allow the City to increase the assessments by the Consumer Price Index (CPI) plus 2%.

Because this provision is included in the annexation documents and agreed to by the property owners, it is not considered a rate increase and is not subject to the election process outlined in Proposition 218.

Consistent with Section 22623 of the Landscape and Lighting Act of 1972, this Resolution proposes the following actions for the various zones:

LMD REQUIREMENTS
The Preliminary Engineer’s Report is being filed with the City Clerk for submission to Council in accordance with Section 22623 of the Landscape and Lighting Act of 1972 (A ct). After approval of the Report, Section 22624 of the Act requires the Council to adopt a Resolution of Intention that:

1. Declares the intention to levy and collect assessments;

2. Generally describes the existing and proposed improvements and any substantial changes proposed to be made in existing improvements;

Zone
Rate
Change Reason for Change
Zones 1-6 No change
No change. Rates will
continue at the rate
established by Proposition
218 elections.

Zones 7-9, 14, 16, 17, 19-21, 23-29,
33, 34, 38, 39, 41-49, SE No change No change. Current rates are sufficient to cover costs.

Zones 10, 12, 13, 15, 18, 22, 30-32,
35-37, 40, NW Increase assessment
Rates are being increased
to cover the cost of
maintaining service and
building adequate capital
reserves.
36 AGENDA ITEM NO. 8.

3. Refers to the assessment district by its distinctive designation and indicates the general location of the district;

4. Refers to the Preliminary Engineer’s Report for a full description of the improvements, boundaries, and any zones in the district , and the propos ed assessments upon assessable lots and parcels of land within the district;

5. Gives notice of the time and place for hearing by the Council on the levy of the proposed assessments; and

6. States whether the assessments are proposed to increase from the previous year.

BACKGROUND
On July 15, 1985, Council adopted Resolution No. 85-78, forming the City of Clovis Landscape Maintenance District No. 1 (LMD) in accordance with the Landscaping and Lighting Act of 1972 approved by the California State Legislature. The purpose of the District is to fund the operation and maintenance of landsca ped areas and interior parks benefiting development throughout the City.

The yearly assessments established for all properties within the District provide funding for the City's cost for operation, maintenance, related services, and incidental expenses. The required operation and maintenance include mowing, edging, fertilizing, weed control, irrigation system, pruning, plant replacement, lighting, and a depreciation fund to periodically replace playground and other landscape -related equipment. The assessme nts are collected by the County as a special assessment on the property tax bills.

The yearly rates for Zones 1-6 are as follows:

In addition to the general landscaping and neighborhood park zones, additional zones have been established to cover enhanced landscaping, entry features, and decorative street lighting in various residential subdivisions. The properties in each of these benefit zones are assessed an additional amount to fund the maintenance costs for the added features at each of their subdivisions. The proposed annual rates for the enhanced landscaping zones are as follows:

Benefit Zone 1 $99.50 Benefit Zone 4 $49.86
Benefit Zone 2 $99.94 Benefit Zone 5 $50.10
Benefit Zone 3 $12.28 Benefit Zone 6 $80.08
Neighborhood ParkGeneral Landscaping
Zone
FY 2024-25
Assessment Rate Zone Description
Zone 7 $210.00 Tracts 4762A, 4873, 4874, 4875, 4876, & 5015 Zone 8 $56.34 Tract 4949
Zone 9 $49.62 Tract 4954
Zone 10 $84.37 Tracts 4958, 4986, & 5026
37 AGENDA ITEM NO. 8.

Zone
FY 2024-25
Assessment Rate Zone Description
Zone 11 Not used at this time N/A
Zone 12 $115.50 Tracts 5025, 5046, & 5047
Zone 13 $61.90 Tract 5045
Zone 14 $32.20 Tract 5020
Zone 15 $157.65 Tracts 5038, 5057, 5058, & 5059
Zone 16 $11.54 Tract 5106
Zone 17 $26.70 Tract 4973
Zone 18 $63.38 Tract 5115
Zone 19 $66.48 Tract 5125
Zone 20 $44.44 Tract 4938
Zone 21 $0.00 Tract 5122 (Zone 21 not developed)
Zone 22 $71.50 Tract 5131
Zone 23 $96.78 Tract 5213
Zone 24 $74.56 Tract 5200
Zone 25 $111.14 Tract 5194
Zone 26 $101.80 Tract 5347
Zone 27 $49.10 Tract 5146
Zone 28 $50.48 Tract 5378
Zone 29 $126.30 Tract 5470
Zone 30 $58.90 Tracts 5264 & 5741
Zone 31 $137.05 Tract 5711
Zone 32 $32.37 Tract 5545
Zone 33 $20.16 Tract 5207
Zone 34 $72.90 Tract 5874
Zone 35 $141.80 Tract 5550
Zone 36 $222.73 Tract 6072
Zone 37 $73.44 Tract 6147
Zone 38 $71.18 Tract 6170
Zone 39 $94.09 Tracts 6109 & 6209
Zone 40 $101.09 Tract 6228
Zone 41 $154.57 Tract 6186A
Zone 42 $63.56 Tract 6230
Zone 43 $47.32 Tract 6239
Zone 44 $90.58 Tract 6263
Zone 45 $37.94 Tract 6181
Zone 46 $294.00 Tract 6301
Zone 47 $62.00 Tract 6284
Zone 48 $69.59 Tracts 6277 & 6339
Zone 49 $114.52 Tract 6389
Zone NW $462.88 Tracts 6200, 6050, 6328, 6329, & 6392
Zone NW $287.89 Tracts 6342 & 6344
38 AGENDA ITEM NO. 8.

Zone SE includes all tracts being developed in the Southeast Urban Village, generally located east of Locan Avenue and south of Bullard Avenue . Zone NW includes all tr acts being developed in Heritage Grove , generally located north of Shepherd Avenue and west of Sunnyside Avenue. Unlike other properties in the City, properties in th ese zones are not annexed into one or more zones like Zones 1 through 6. The rate s for th ese zones are designed to cover all the general landscaping, neighborhood parks, enhanced landscaping, and public lighting in their area. All the tracts to be annexed into Zone SE and Zone NW are expected to have enhanced landscaping, entry features, and decorative street lighting. There are five tracts within Loma Vista that have an extra enhancement and are therefore assessed an additional amount.

Two rates have been established in Zone SE and Zone NW because a tract may have only partial landscap e amenities within the tract, but funding is needed for arterial street and community park landscaping.

The Resolution of Levy containing the Notice of Public Hearing will be published in The Business Journal not less than 10 days prior to the Public Hearing date of June 3, 2024. The Public Hearing will afford all interested persons the opportunity to address their concerns.

Written protests may be filed with the City Clerk at any time prior to the conclusion of the Public Hearing.

FISCAL IMPACT
Annual LMD assessments collected provide the necessary funding to continue the maintenance of landscaped areas within the various benefit zones for the next fiscal year and provide reserves necessary for depreciation and replacement.

REASON FOR RECOMMENDATION
This resolution is required annually by the Landscaping and Lighting Act of 1972 prior to levying and collecting assessments.

Zone
FY 2024-25
Assessment Rate Zone Description
Zone SE $351.28 Tracts 5168, 5193, 5254, 5336, 5418, 5484, 5565A2, 5582, 5583, 5596, 5605, 5657A, 5681, 5691A2, 5701A,
5825, 5871, 5874, 5875A, 5950, 5961, 5965, 5970,
5981, 5984, 5985, 5998, 6005, 6006, 6007, 6008, 6009,
6010, 6011, 6012, 6020, 6025, 6034, 6040, 6055, 6058,
6064, 6068, 6080, 6082, 6083, 6086, 6089, 6098/6142,
6101, 6102, 6107, 6114, 6120, 6123, 6127, 6137A2,
6143, 6144, 6161, 6164, 6166, 6168, 6174, 6181, 6186A,
6193, 6197, 6208, 6225, 6228, 6230, 6245, 6254, 6255,
6260, 6304, 6349, 6377, 6404, 6413, BP No. 1222-2019,
BP No. 21-05390, BP No. 22-02583, CMBN1333-2013,
PM18-14, PM2015-02, PM2015-04, PM2016-01,
SPR 2017-014, SPR 2018-011A2, SPR2012-006
Zone SE $218.48 6023, 6413, SPR 2020-006
39 AGENDA ITEM NO. 8.

ACTIONS FOLLOWING APPROVAL

1. The Resolution of Intention to Levy and Collect the Annual Assessments will be published in The Business Journal; and

2. The Engineer’s Report that shows the final assessment costs will be considered by the City Council at the Public Hearing proposed for June 3, 2024, and if approved, recorded by the Fresno County Recorder’s Office.

Prepared by: Paul Armendariz, Deputy Public Utilities Director

Reviewed by: City Manager AH
40 AGENDA ITEM NO. 8.

ATTACHMENT 1
RESOLUTION NO. 24-

RESOLUTION OF INTENTION TO LEVY AND COLLECT THE ANNUAL ASSESSMENT FOR LANDSCAPE MAINTENANCE DISTRICT NO. 1 FOR THE CITY OF CLOVIS

AND SET THE PUBLIC HEARING

WHEREAS, the Clovis City Council has approved thirty-eight (38) annexations with new improvements to the Landscape Maintenance District No. 1 of the City of Clovis (herein LMD No. 1) since the Engineer’s Report dated May 15, 2023; and

WHEREAS, proceedings for the annual assessments for LMD No. 1 for the Fiscal Year 2024- 25 need to be initiated.

NOW, THEREFORE, BE IT RESOLVED AND ORDERED by the City of Clovis as follows:

1. It is the intention of said Council to order the levy and collecti on of an assessment for the 2024-25 Fiscal Year under the Landscaping and Lighting Act of 1972, Part 2 of Division 15 of the Streets and Highways Code , beginning with Section 22500 of said Code , for Landscape Maintenance District No.1 of the City of Clovis (herein “LMD No. 1”).

2. Said LMD No. 1 is generally described as all p roperties in subdivisions, Site Plan Review developments, Parcel Map developments , and other miscellaneous property entitlement developments approved since July 1985 within the current boundaries of the City of Clovis.

3. The Engineer has prepared and filed with the Clerk of the City of Clovis a preliminary report labeled Preliminary Engineer’s Report of the City of Cl ovis LMD No. 1, dated May 13, 2024, to which reference is hereby made for a detailed description of the improvements, the boundaries of the assessment district and any zones therein, and the proposed assessments upon assessable lots and parcels of land within LMD No. 1.

4. The Business Journal, a newspaper circulated in said City of Clovis, is hereby designated as the newspaper in which this Resolution of Intention shall be published, and the Clerk of the City of Clovis is hereby directed to cause this Resolution of Intention to be published once no less than ten (10) days prior to the hearing date set forth below.

5. NOTICE IS HEREBY GIVEN that the 3rd day of June 2024, at the hour of 6:00 p.m., in the regular meeting place of the Council of the City of Clovis, Council Chambers, 1033 Fifth Street, Clovis, California 93612, is hereby fixed as the time and place for a PUBLIC HEARING, when and where all interested persons shall be heard on the question of the levy and collecti on of the proposed assessment. Written protests may be filed with the City Clerk at any time prior to the conclusion of the PUBLIC HEARING. A written protest shall sta te all grounds of objection and shall contain a description sufficient to identify the property owned by the protesting person or persons.

41 AGENDA ITEM NO. 8.

6. In accordance with the t erms of the covenants, the rate for Zones 10, 12, 13, 15, 18, 22, 30, 31, 32, 35, 36, 37, 40, and NW will be increased from the prior fiscal year.

* * * * *
The foregoing resolution was introduced and adopted at a regular meeting of the City Council of the City of Clovis held on May 13, 2024, by the following vote, to wit.

AYES:

NOES:

ABSENT:

ABSTAIN:

DATED: May 13, 2024

______________________________ ______________________________ Mayor City Clerk

42 AGENDA ITEM NO. 8.

HIGHLAND AVE

HERNDON AVE

FOWLER AVESHEPHERD AVE

BULLARD AVE

SIERRA AVE

SUNNYSIDE AVE LEONARD AVEDEWOLF AVE

BARSTOW AVE

LOCAN AVETEMPERANCE AVEPEACH AVEMINNEWAWA AVE ARMSTRONG AVE

NEES AVE

TEAGUE AVE

CLOVIS AVE

ALLUVIAL AVE

SHAW AVE

GETTYSBURG AVE

ASHLAN AVE
Source: Esri, Maxar, GeoEye, Earthstar Geographics, CNES/Airbus DS, USDA, USGS, AeroGRID, IGN, and the GIS User Community
LMD ZONES 1-3

GENERAL LANDSCAPING
2024/2025 ASSESSMENT CHANGES
NO ASSESSMENT CHANGES ZONES 1-3 µ
1 inch = 5,167 feet
ZONE 1
ZONE 2ZONE 3
ATTACHMENT 2
43 AGENDA ITEM NO. 8.

HIGHLAND AVE

HERNDON AVE
FOW

LER AVE

SHEPHERD AVE

BULLARD AVE

SIERRA AVE

SUNNYSIDE AVE

LEONARD AVE
DEW

OLF AVE

BARSTOW AVE

LOCAN AVE
TEM

PERANCE AVE

PEACH AVE
M
INNEW
AW
A AVE
ARM

STRONG AVE

NEES AVE

TEAGUE AVE
CLO

VIS AVE

ALLUVIAL AVE

SHAW AVE

GETTYSBURG AVE

ASHLAN AVE
Source: Esri, Maxar, GeoEye, Earthstar Geographics, CNES/Airbus DS, USDA, USGS, AeroGRID, IGN, and the GIS User Community
µ
1 inch = 5,167 feet
ZONE 4
ZONE 5ZONE 6
LMD ZONES 4-6
PARKS
2024/2025 ASSESSMENT CHANGES
NO ASSESSMENT CHANGES ZONES 4-6
44 AGENDA ITEM NO. 8.

HIGHLAND AVE

HERNDON AVE
FOW

LER AVE

SHEPHERD AVE

BULLARD AVE

SIERRA AVE

SUNNYSIDE AVE

LEONARD AVE
DEW

OLF AVE

BARSTOW AVE

LOCAN AVE
TEM

PERANCE AVE

PEACH AVE
M
INNEW
AW
A AVE
ARM

STRONG AVE

NEES AVE

TEAGUE AVE

CLOVIS AVE

ALLUVIAL AVE

SHAW AVE

GETTYSBURG AVE

ASHLAN AVE
Source: Esri, Maxar, GeoEye, Earthstar Geographics, CNES/Airbus DS, USDA, USGS, AeroGRID, IGN, and the GIS User Community
LMD ZONES 7 - 49

NEIGHBORHOOD ENHANCEMENTS
2024/2025 ASSESSMENT CHANGES
µ
1 inch = 4,833 feet
13 4.7%30

3.8%
32 1.6%
10 3.4%
9 0%
8 0%
15 2.5%
22 3.0%
27 0%
29 0%
28 0%
18 2.8%
12 4.1%
19 0%
33 0%
25 0%
26 0%
7 0%
21 0%
39 0%
24 0%
23 0%
36 2.9%
17 0%
14 0%
35 4.6%
16 0%
20 0%
37 1.7%
31 2.1%
34 0%
38 0%
Assessment Changes No Change IncreaseDecrease
41 0%
40 1.0%
44 0%
43 0%
42 0%
45 0%
47 0%
46 0%
48 0%
49 0%
45 AGENDA ITEM NO. 8.

HIGHLAND AVE

HERNDON AVE
FOW

LER AVE

SHEPHERD AVE

BULLARD AVE

SIERRA AVE

SUNNYSIDE AVE

LEONARD AVE
DEW

OLF AVE

BARSTOW AVE

LOCAN AVE
TEM

PERANCE AVE

PEACH AVE
M
INNEW
AW
A AVE
ARM

STRONG AVE

NEES AVE

TEAGUE AVE

CLOVIS AVE

ALLUVIAL AVE

SHAW AVE

GETTYSBURG AVE

ASHLAN AVE
Source: Esri, Maxar, GeoEye, Earthstar Geographics, CNES/Airbus DS, USDA, USGS, AeroGRID, IGN, and the GIS User Community

LMD ZONES SOUTHEAST AND NORTHWEST
2024/2025 ASSESSMENT CHANGES
3% ASSESSMENT INCREASE FOR ZONE NW

NO ASSESSMENT INCREASE FOR ZONE SE
µ
1 inch = 5,208 feet

ZONE SE

ZONE NW
46 AGENDA ITEM NO. 8.

TO: Mayor and City Council
FROM: Police Department
DATE: May 13, 2024
SUBJECT: Consider Introduction – Ord. 24-___, an Ordinance of the City Council of the City of Clovis Amending Sections 5.29.102, 5.29.203, and 5.29.301 of Chapter 5.29, of Title 5 of the Clovis Municipal Code Pertaining to Definitions and Regulations Relating to Multiple Responses to Nuisance Violations.

Staff: Matthew M. Lear, Deputy City Attorney
Recommendation: Approve
ATTACHMENTS: 1. Ordinance 24-___

2. Assembly Bill 1418

RECOMMENDATION
For the City Council to approve the introduction of Ordinance 2 4-___, amending various provisions in Chapter 5.29 of the Clovis Municipal Code to update applicable definitions and remove potential inconsistencies between the Municipal Code and recently enacted Assembly Bill (AB) 1418 which prohibits imposing penalties solely as a consequence of contact with law enforcement not resulting in a citation or arrest.

EXECUTIVE SUMMARY
Effective January 1, 2024, AB 1418 added Section 53165.1 to the Government Code prohibiting a local jurisdiction from imposing penalties against residents, owners, tenants or landlords solely as a consequence of contact with a law enforcement agency that does not result in a citation or arrest. The Clovis Municipal Code (CMC) currently contains two provisions that authorize imposing costs on residents and/or property owners in certain c ircumstances when law enforcement, code enforcement, or animal control officers make multiple responses for potential nuisance violations within a given period of time even if no citation is issued. The Ordinance will amend the Municipal Code to require that contact by law enforcement resulting in the issuance of a written warning, or a criminal or administrative citation to the responsible party would 47 AGENDA ITEM NO. 9.
constitute a violation of those sections before the imposition of the response cost penalty is authorized.

BACKGROUND
AB 1418 was enacted in October 2023 and touted as a rental housing reform bill. This new law became effective on January 1, 2024, and is aimed at prohibiting local agencies from requiring or encouraging a landlord to evict or penalize a tena nt due to a tenant’s contact with law enforcement or because of a tenant’s association with another household member who has had contact with law enforcement or has a prior criminal conviction.

Specifically, AB 1418 provides as follows:

“A local government shall not promulgate, enforce, or implement an ordinance, rule, policy, program, or regulation effecting a tenancy that does any of the following: (1) Imposes or threatens to impose a penalty against a resident, owner, tenant, landlord, or other person solely as a consequence of contact with a law enforcement agency.” (Gov. Code § 53165.1, subd. (b).)

The City’s Municipal Code does not contain any specific provisions that require or encourage evictions solely as a consequence of contact with law enforcement. However, the City’s multiple response ordinance authorizes imposing a monetary penalty in the form of the response costs when the City must respond to multiple calls for service for potential nuisance violations in a given period of time eve n if no citation is issued. CMC section 5.29.203 authorizes imposing costs on tenants or property owners for multiple responses to nuisances (as defined) within a 120-day period regardless of whether a violation citation is issued. Similarly, CMC section

5.29.301 authorizes imposing costs relating on tenants and property owners for multiple responses to animal control violations within a seven -day period regardless of whether a violation citation is issued.

The Ordinance amendment will change the curre nt language of the City’s above-referenced multiple response ordinance to require the issuance of a criminal or administrative citation (including a warning citation) before authorizing imposition of the response cost penalties for multiple responses to nuisances.

FISCAL IMPACT
None

REASON FOR RECOMMENDATION
Adopting the Ordinance amending Clovis Municipal Code sections 5.29.102, 5.29.203, and

5.29.301 is necessary to remove potential inconsistencies between the Municipal Code and new state law that became effective on January 1, 2024.

ACTIONS FOLLOWING APPROVAL
The Ordinance will return for a second reading and adoption at the next City Council meeting.

Prepared by: Matthew M. Lear, Deputy City Attorney

Reviewed by: City Manager JH
48 AGENDA ITEM NO. 9.

ATTACHMENT 1
ORDINANCE 24-__

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF CLOVIS AMENDING SECTIONS 5.29.102, 5.29.203, AND 5.29.301 OF CHAPTER 5.29, OF TITLE 5 OF THE

CLOVIS MUNICIPAL CODE PERTAINING TO DEFINITIONS AND REGULATIONS RELATING TO MULTIPLE RESPONSES TO NUISANCE VIOLATIONS.

The City Council of the City of Clovis does ordain as follows:

Section 1. Section 5.29.102 of Chapter 5.29, of Title 5 of the Clovis Municipal Code is hereby amended to read as follows:

5.29.102 Definitions.

Unless the particular provision or the context otherwise requires, the definitions and provisions contained in this section shall govern the construction, meaning, and application of words and phrases used in this chapter.

(e) Enforcing department. The de partments or divisions of the City that directed and are responsible for the enforcement of the Municipal Code or applicable Federal, State or County law or the abatement of a public nuisance.

(f) Intervention. When a City code enforcement officer, community services officer, animal services officer, or police officer takes action that goes beyond merely responding to a call or coming into contact with a party, including but not limited to a response or contact that results in the issuance of a written warning, or the issuance of a criminal or administrative citation.

(g) Noticed party. The person or entity that is required to be noticed in the underlying abatement or enforcement action in which costs were incurred, but in all cases must include the record owner(s) of the property for property related violations. A “noticed party” should be notified for purposes of cost or penalty recovery in the same manner as they were required to be noticed, either by the Municipal Code or applicable Federal, State or Co unty law, in the abatement or enforcement action which resulted in the incurring of costs or penalties sought to be recovered under this article.

(h) Penalties. Fines imposed by administrative citations issued pursuant to the Municipal Code or other penal ties specifically identified in the Municipal Code or permit relating to a specific use. Penalties for purposes of this article do not include criminal fines.

(i) Public nuisance. A public nuisance as declared or defined in Chapter 27 of Title 5 or any other provision of the Municipal Code.

(j) Record owner. The person to whom land is assessed as shown on the last available equalized assessment roll, supplemental roll of the County, or as otherwise known to the enforcement official or his/her designee by virtue of more recent or reliable information.

49 AGENDA ITEM NO. 9.
2 (k) Responsible party. A person or entity identified by the Municipal Code or law as responsible for creating, causing, committing, or maintaining the violation of the Municipal Code or law and/or responsible for the abatement of a Municipal Code or law violation, including public nuisance, as defined in this section.

(l) Subject property. The real property that is the subject of any enforcement or abatement action by the City for which the City incurred costs sought to be recovered under this article.

Section 2. Section 5.29.203 of Chapter 5.29, of Title 5 of the Clovis Municipal Code is hereby amended to read as follows:

5.29.203 Multiple responses to nuisances.

(a) Applicable nuisances. If a Department is required to respond to a nuisance as defined in Chapter 27 of Title 5 more than once in any one hundred twenty (120) day period, including a second response during the same day or night as the first response, and the response requires Intervention by the Department to protect the public health, safety or welfare, the persons set forth in subsection (b) of this section shall be jointly and severally liable for the response costs, when Intervention by the Department occurs. The multiple response shall apply to the same or similar nuisances occurring during the applicable time period.

(f) Notice.

(i) When a Department responds to an activity or event which constitutes a public nuisance subject to this chapter, the Department shall post the premises where the nuisance occurred and provide a copy to persons liable for response costs who are present during the response, describing the nuisance and applicable Code section, the date and time of the Department response, and that any subsequent or second response with respect to the same or similar nuisance within one hundred twenty (120) days of the first response, including a second response that same day or night, shall result in the joint and several liability of the fo llowing persons for the Department’s cost of responding to the nuisance when Intervention by the Department is required : any guests causing the public nuisance; persons who are residents or in control of the property at which the public nuisance occurred; persons who sponsored the activity or event constituting the public nuisance; and record owner(s) of the premises.

Section 3. Section 5.29.301 of Chapter 5.29, of Title 5 of the Clovis Municipal Code is hereby amended to read as follows:

5.29.301 Multiple responses to animal control violations.

When an animal services officer, community services officer, or police officer responds to an animal at large, a menacing animal, or an animal creating excessive noise more than once within any twenty -four (24) hour period or more than twice within any seven (7) day period, including a second or third response the same day or night as the first or second response, and when said response requires Intervention by the enforcing department, the owner of the animal shall be liable for the City’s costs to provide special services to respond to the animal 50 AGENDA ITEM NO. 9.
3 at large, menacing dog or excessive noise. The provisions of Article 1 of this chapter shall apply to the billing and collection of the City’s costs.

Section 4. This Ordinance shall go into effect and be in full force after thirty (30) days from its final passage and adoption.

APPROVED:

______________________________ ______________________________ Mayor City Clerk

* * * * * * * * * *

The foregoing Ordinance was introduced and read at a regular meeting of the City Council held on May 13 , 2024, and was adopted at a regular meeting of said Council held on_____________, by the following vote, to wit:

AYES:

NOES:

ABSENT:

ABSTAIN:

DATED: __________, 2024

______________________________ ______________________________ Mayor City Clerk

51 AGENDA ITEM NO. 9.

ATTACHMENT 252
AGENDA ITEM NO. 9.
53 AGENDA ITEM NO. 9.
54 AGENDA ITEM NO. 9.

5.22, of Title 5 of the Clovis Municipal Code Pertaining to Regulations for the Delivery of Medicinal Marijuana.

Staff: Matthew M. Lear, Deputy City Attorney
Recommendation: Approve
ATTACHMENTS: 1. Ordinance 24-___

RECOMMENDATION
For the City Council to approve the introduction of Ordinance 2 4-___, amending various provisions in Chapter 5.22 of the Clovis Municipal Code to update applicable definitions and add further regulations on medicinal marijuana deliveries within the City consistent with state law pertaining to the delivery of medical marijuana.

EXECUTIVE SUMMARY
The City Council recently adopted Ordinance 23-12 on January 8, 2024 , amending the City’s marijuana ordinance to authorize delivery of medicinal marijuana consistent with Senate Bill (SB) 1186, which became effective on January 1, 2024. When Ordinance 23-12 was introduced, the Council directed staff and the City Attorney’s Office to review and evaluate further code amendments that would allow for additional regulation of medicinal marijuana deliveries consistent with state law. The attached ordinance amendment specifically highlights various regulations that the City may impose consistent with both the Business and Professions Code, and the California Code of Regulations.

55 AGENDA ITEM NO. 10.

BACKGROUND
SB 1186 (also known as the Medicinal Cannabis Patents’ Right of Access Act) added Business and Professions Code section 26322 (effective January 1, 2024) , which prohibits local jurisdictions from adopting or enforcing any regulation that prohibits the retail sale by delivery within a local jurisdiction of medicinal marijuana to medicinal marijuana patients. Ordinance 23- 12, ado pted on January 8, 2024 , removed the City’s previous prohibition of all marijuana deliveries, to allow only medicinal marijuana deliveries as required by the new state law. But SB 1186 still authorizes local jurisdictions to impose reasonable regulations on such deliveries , including but not limited to local licensing requirements and other regulations consistent with state law. (Bus. & Prof. Code § 26322, subd. (b).)

Pursuant to the Council’s previous direction, the attached ordinance amendment includes several enforceable regulations of medicinal marijuana deliveries consistent with state law.

These additional regulations include minimum age requirements for the delivery drivers and the presentation of various documents such as a valid state license, driver identification, logs of the delivery driver’s stops, inventory lists of medical marijuana products being delivered, and a copy of the City’s business tax certificate upon request by law enforcement. Additionally, the amendment adopts the state law requirement that marijuana deliveries may only occur between the hours of 6:00 a.m. and 10:00 p.m. The amendment also provides that a medicinal marijuana business cannot receive a tax certificate from the City without presenting proof of the business’s valid state-issued license to provide medical marijuana. As a catch -all, the amendment also prohibits medicinal marijuana deliveries unless the business is in compliance with all local and state laws including but not limited to those under the Business and P rofessions Code, the Health and Safety Code, and the California Code of Regulations.

FISCAL IMPACT
None

REASON FOR RECOMMENDATION
Adopting th is Ordinance amending Clovis Municipal Code sections 5.22.02 and 5.22.05 is necessary to provide the City with additional means of ensuring medicinal marijuana businesses and their deliveries are being conducted in accordance with state law.

ACTIONS FOLLOWING APPROVAL
The Ordinance will return for a second reading and adoption at the next City Council meeting.

Prepared by: Matthew M. Lear, Deputy City Attorney

Reviewed by: City Manager JH
56 AGENDA ITEM NO. 10.

ATTACHMENT 1
ORDINANCE 24-__

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF CLOVIS AMENDING SECTIONS 5.22.02 AND 5.22.05 OF CHAPTER 5.22, OF TITLE 5 OF THE CLOVIS

MUNICIPAL CODE PERTAINING TO REGULATIONS FOR THE DELIVERY OF MEDICINAL MARIJUANA.

The City Council of the City of Clovis does ordain as follows:

Section 1. Section 5.22.02 of Chapter 5.22, of Title 5 of the Clovis Municipal Code is hereby amended to read as follows:

5.22.02 Definitions.

(k) “Delivery” shall have the meaning set forth in California Business and Professions Code Section 26001, subdivision ( r) and shall also include any technological platform that enables persons to arrange or facilitate the transfer of cannabis.

(l) “M -license” shall have the same meaning as subdivision (ai) of California Business and Professions Code section 26001.

(m) “Medical marijuana or medical marijuana use” means the use of cannabis for the purposes set forth in the Compassionate Use Act and the Medical Marijuana Program Act, Californi a Health and Safety Code Sections 11362.5 and 11362.7 et seq. , and as otherwise set forth in paragraph (1) of subdivision (al) of California Business and Professions Code section 26001.

(n) “Medicinal marijuana business” shall have the same meaning as pa ragraph (2) of subdivision (b) of California Business and Professions Code section 26321.

(o) “Medicinal marijuana patient” shall have the same meaning as paragraph (3) of subdivision (b) of California Business and Professions Code section 26321.

(p) “Operator” means the business owner and any other person designated by the business owner as responsible for the day-to-day cannabis operations.

(q) “Police Chief” means the Police Chief of the City of Clovis or his or her designee.

(r) “Premises” means the actual building(s), and/or designated units/suites, as well as any accessory structures, parking areas, or other immediate surroundings, and includes the entire parcel of property used in connection with the a commercial cannabis operation.

(s) “Recreational marijuana,” “recreational marijuana use,” or “adult use marijuana” means all uses of cannabis not included within the definition of “medical marijuana use.”

(t) “Responsible party” shall mean the business owner, operator, manager(s), and any employee having significant control over the commercial cannabis operations , and the owner of the property where the commercial cannabis operations are taking place. 57 AGENDA ITEM NO. 10.
2 Section 2. Section 5.22.05 of Chapter 5.22, of Title 5 of the Clovis Municipal Code is hereby amended to read as follows:

5.22.05 Regulations applicable to commercial cannabis operations, dispensaries, and deliveries.

(a) Commercial cannabis operations . Except as provided in Section 5.22.09, commercial cannabis operations as defined in Section 5.22.02(i) are prohibited within the City.

(b) Dispensaries. Cannabis dispensaries as defined in Section 5.22.02(e) are prohibited within the City.

(1) To and from cannabis testing facilities as permitted by Section 5.22.09, regardless of whether the delivery is initiated within or outside of the City , and regardless of whether a technology platform is used for delivery by the dispensary.

(2) The delivery of Medicinal marijuana to a Medicinal marijuana patient consistent with Section 26322 of the California Business and Professions Code. No Medicinal marijuana business may engage in any delivery of Medical marijuana within the City unless the Medicinal marijuana business is properly licensed by the Department of Cannabis Control and currently in compliance with all applicable local and state laws, including but not limited to Division 19 of Title 4 of the California Code of Regulations, Division 10 of the Business and Professions Code, and Article 2 of Chapter 6, of Division 10 of the Health and Safety Code. All Medicinal marijuana businesses are required to maintain a valid business tax certificate in accordance with Chapter 3.1 of Title 3 of the Clovis Municipal Code. No Medicinal marijuana business may be issued a business tax certificate without presenting the City with proof of a valid state- issued M-license.

i. No individual may deliver Medical marijuana unless the individual is employed by the Medicinal marijuana business lawfully operating in the City as provided in this Chapter. Any individual delivering Medical marijuana shall possess the following documentation during any delivery of Medical marijuana within the City: a copy of the Medicinal marijuana business’s state-issued M-License, a valid government-issued identification card for the individual, documentation identifying the individual as an employee of the Medicinal marijuana business, a copy of the Medicinal marijuana business’s City -issued business tax certificate, a copy of a log documenting the address(es) of all delivery locations and the Medical marijuana products and quanti ties delivered , an inventory ledger of all Medical marijuana products provided to the individual for delivery before beginning the delivery, and a copy of all delivery requests.

Any individual engaged in the delivery of Medical marijuana shall make the 58 AGENDA ITEM NO. 10.
3 aforementioned documents available to state or local law enforcement officers upon request.

ii. All delivery employees of Medicinal marijuana businesses must be at least 21 years of age and possess a valid California driver’s license to deliver Medical marijuana within the City. Only the delivery employee of the Medicinal marijuana business is permitted to be in the delivery vehicle while making deliveries in the City. All deliveries of Medical marijuana within the City shall be made in person, to the physical address of a Medicinal marijuana patient, and are required to be accepted by the Medicinal marijuana patient at the time of delivery. No delivery of any Medical marijuana is permitted to be left unattended outside of a Medicinal marijuana patient’s delivery location.

iii. Medical marijuana shall only be delivered between the hours of 6:00 a.m. and 10:00 p.m., in accordance with section 15403 of Title 4, of the California Code of Regulations. Deliveries outside of the authorized hours are strictly prohibited.

(d) Exceptions to dispensary ban for certain healthcare facilities. The following facilities providing medical marijuana to patients are not subject to the dispensary ban provided they are in strict compliance with Health and Safety Code Secti ons 11362.5 and 11362.7, et seq., and all other State and local laws pertaining to the uses, including zoning, permitting, and licensing requirements:

 A clinic licensed pursuant to Chapter 1 (commencing with Section 1200) of Division 2 of the Health and Safety Code.

 A health care facility licensed pursuant to Chapter 2 (commencing with Section 1250) of Division 2 of the Health and Safety Code.

 A residential care facility for persons with chronic life-threating illness licensed pursuant to Chapter 3.01 (commencing with Section 1568.01) of Division 2 of the Health and Safety Code.

 A residential care facility for the elderly licensed pursuant to Chapter 3.2 (commencing with Section 1569) of Division 2 of the Health and Safety Code.

 A residential hospice, or a home health agency licensed pursuant to Chapter 8 (commencing with Section 1725) of Division 2 of the Health and Safety Code.

(e) Violation of any provision under this Section shall be considered a misdemeanor and punishable in accordance with Chapter 2 of Title 1, of this Code. Each and every day, or portion thereof, a violation exists is a separate offense. The City may also pursue all applicable civil and administrative remedies, including but not limited to injunctive rel ief and administrative citations.

59 AGENDA ITEM NO. 10.
4 Section 3. This Ordinance shall go into effect and be in full force after thirty (30) days from its final passage and adoption.

APPROVED: __________, 2024

______________________________ ______________________________ Mayor City Clerk

* * * * * * * * * *

AYES:

NOES:

ABSENT:

ABSTAIN:

DATED:

______________________________ ______________________________ Mayor City Clerk

60 AGENDA ITEM NO. 10.

TO: Mayor and City Council
FROM: Police Department
DATE: May 13, 2024
SUBJECT: Consider Introduction - Ord. 24-___, An ordinance of the City Council of the City of Clovis adding Section 5.10.25 to Chapter 5.10 of Title 5 of the Clovis Municipal Code relating to Massage Establishments.

Staff: Bryce Alcorn, Police Corporal
Recommendation: Approve

ATTACHMENTS: 1. Ord. 24-___New Massage Establishment Code Section

RECOMMENDATION
For the City Council to approve the introduction of Ordinance 24-__, to amend the City of Clovis Municipal Code ’s Massage Establishments and Therapists Ordinance to add a moratorium period of five years to properties upon which a previously issued massage establishment permit has been revoked.

EXECUTIVE SUMMARY
The Police Department, in conjunction with the City Attorney’s office, prepared the proposed additions to the Clovis Municipal Code for establishing a massage establishment moratorium period for properties upon which a previously issued massage permit has been re voked for violation of the Municipal Code or other applicable laws or regulations. The purpose of the ordinance is to eliminate the ability for an illicit massage business owner to circumvent their permit revocation by nominally “transferring” or “selling” the business to an associate, family member, or inside. A moratorium period would give teeth to the permit revocation by ensuring that no other illicit massage business could immediately resume the business on the property.

61 AGENDA ITEM NO. 11.

The ordinance will promote responsible business ownership and practices to reduce criminal misconduct such as solicitation and engaging in prostitution. It will also have an impact on lowering victimization of sex trafficking and labor trafficking.

The ordinance will give the Department the ability to notify the property owners with massage business tenants whose permits have been revoked that the property can no longer be used for massage businesses during the moratorium period.

The proposed additions in brief:

- Establish a five -year moratorium period for massage businesses on properties where prior massage establishment permits have been revoked. - A massage establishment permit may not be renewed or amended until the expiration of the moratorium period and all due and unpaid citations are paid in full.

BACKGROUND
As quoted by the California Massage Therapy Council:

“The California Massage Therapy Council (CAMTC) was first established in 2009. Unlike the majority of regulatory bodies responsible for overseeing professions and vocations in California, CAMTC is not a state agency and does not function as part of the state’s government. Instead, CAMTC is incorporated as a private nonprofit public benefit corporation with 501(c)(3) tax exempt status. Certificates granted by CAMTC are voluntary at the state level, though only certificate holders may use the terms “certified massage therapist” or any ot her language that implies certification by the council.

There are over 550,000 certified massage therapists in California. The practice of massage, also referred to as bodywork, is defined in statute as “the scientific manipulation of the soft tissues.” According to the National Institutes of Health, massage therapy has been found to provide short -term relief for several kinds of pain, and massage therapy may be helpful for anxiety and depression in people with fibromyalgia, cancer, or HIV/AIDS.

While several recent studies support the promotion of massage therapy as a complementary approach to pain management, for much of the profession’s history observes have also noted potential as a front for illicit activities such as sex trafficking and prostitutio n. Through partnerships with local law enforcement, CAMTC considers efforts to combat human trafficking to be at the core of its mission and mandate from the Legislature.

Currently, there are seventy-seven known massage establishments in the City of Clovis, and eight additional mobile massage businesses. With limited resources, the ability to adequately perform inspections and proactively investigate human trafficking is diminished. A moratorium period placed on locations of previously revoked massage e stablishments would significantly reduce the possibility of illicit massage businesses resuming operations in the City by way of nominal transfer or “sales” to insiders intended solely to circumvent the permit revocation. This would, in turn, reduce the a mount of human trafficking occurring within the city. Under the current City ordinance, an illicit massage business may have its permit revoked; however, only to have the establishment owner quickly and easily transfer ownership to a partner, friend, family 62 AGENDA ITEM NO. 11.
member, etc., and continue operations as usual under the disguise of a new owner . This obviously has little to no effect on combating illicit massage businesses and human trafficking.

Adding a moratorium clause would significantly decrease the ability of an illicit business from immediately resuming operations in the City of Clovis by way of a nominal transfer to an insider.

The CAMTC Director of Law & Code Enforcement Relations, Rick McElroy, has recommended that the City of Clovis adopt a local ordinance providing a moratorium period on massage establishments with revoked permits. The CAMTC Director provided an example of a five-year moratorium ordinance put in place in a similarly sized municipality and recommended that Clovis adopt something similar.

FISCAL IMPACT
None

REASON FOR RECOMMENDATION
The proposed amendment would enhance the City’s ability to mitigate criminal activity commonly associated with illicit massage businesses and mitigate labor and sex trafficking victimization. In turn, legitimate massage business owners and practitioner s are supported in their lawful business practices. The City and Police Department will also reduce the number of hours and resources expended i n criminal investigations into illicit massage businesses and human trafficking by eliminating the “Strawman”, or “revolving door” effect of illicit business owners changing ownership; and easily opening another illicit massage business in the same locatio n, in furtherance of their human trafficking enterprise. The public benefits from access to healthy and safe massage services , and this ordinance will not prevent lawfully operating massage establishments from continuing to provide services.

ACTIONS FOLLOWING APPROVAL
Staff will implement the code amendments and enforce the code.

Prepared by: Bryce Alcorn, Police Corporal

Reviewed by: City Manager JH

63 AGENDA ITEM NO. 11.
1 ATTACHMENT 1
ORDINANCE NO. 24-__

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF CLOVIS ADDING SECTION 5.10.25 TO CHAPTER 5.10 OF TITLE 5 OF THE CLOVIS MUNICIPAL

CODE RELATING TO MASSAGE ESTABLISHMENT REVOCATION - MORATORIUM

WHEREAS, The California Legislature enacted The Massage Therapy Act (Senate Bill 731, re-authorized by Assembly Bill 1147 and again by Assembly Bill 2194), which is regulated by the California Massage Therapy Council (CAMTC). Through partnerships with local law enforcement, CAMTC considers efforts to combat human trafficking to be at the core of its mission and mandate from the Legislature; and

WHEREAS, Cities and Counties are permitted to adopt or enforce any local ordinance governing reasonable health and safety requirements for establishments or businesses of a healing arts professional (Cal. Bus. & Prof. Code § 460 (c)); and

WHEREAS, the U.S. Depart ment of State reports an estimated 27.6 million individuals are currently victims of trafficking worldwide. Of all 50 states, California ranks first in reported sex trafficking cases, with 1,023 as of 2021; and

WHEREAS, the California Massage Therapy Council supports local governments enacting a revocation - moratorium ordinance to combat illicit activity such as human trafficking; and

WHEREAS, the failure of massage business owners and operators to comply with all massage business laws, particularly la ws prohibiting illicit practices, presents an imminent threat to the public health, safety, and welfare of the residents of the City of Clovis.

NOW THEREFORE, the City Council of the City of Clovis does ordain as follows:

SECTION 1. Section 5.10.25 is h ereby added to Chapter 5.10, of Title 5 of the Clovis Municipal Code to read as follows:

5.10.25 – Massage Establishment Revocation - Moratorium.

(a) Upon issuance of a Notice of Revocation of a massage permit based upon the grounds set forth in section 5.10.14, the massage establishment shall immediately cease operation and, unless otherwise modified by the hearing officer after timely appeal, no other massage establishment shall be permitted to operate at the location by any person for a period of not less than five years (‘the moratorium period’). If the operator is not also the legal owner of the real property on which the massage establishment is situated, notice of such revocation and the five -year prohibition shall be provided by the permit authority to the owner of record of the property as shown on the latest county assessment roll. The notification shall be provided in writing, by personal delivery or certified mail.
64 AGENDA ITEM NO. 11.
2 (b) In addition to any other remedy available to the city under applicable law, a massage establishment permit may not be renewed or amended unless and until all due and unpaid citations issued pursuant to this chapter are paid in full, and all outstanding violations have been corrected.

(c) Notwithstanding any other provision o f this chapter, where a Notice of Revocation or Suspension has been issued to the operator of a massage establishment pursuant to 5.10.14 and 5.10.15, the permit authority shall not process or grant an application for a massage establishment permit for a new massage establishment at the same premises unless and until such Notice of Revocation or Suspension is dismissed; or a final determination is made pursuant to that section that the current operator’s massage establishment permit is not or should not be revoked; or any moratorium period imposed pursuant to this chapter has expired.

SECTION 2. Effective Date.

This Ordinance shall go into effect and be in full force from and after thirty (30) days after its final passage and adoption.

APPROVED: May 13, 2024

______________________________ ______________________________ Mayor City Clerk

The foregoing Ordinance was introduced and read at a regular meeting of the City Council held on May 13, 2024, and was adopted at a regular meeting of said Council held on _____________________________, 2024, by the following vote, to wit:

AYES:

NOES:

ABSENT:

ABSTAIN:

DATED: _______________, 2024

______________________________ ______________________________ Mayor City Clerk
65 AGENDA ITEM NO. 11.

TO: Mayor and City Council
FROM: Police Department
DATE: May 13, 2024
SUBJECT: Consider Introduction - Ord. 24-___, An ordinance of the City Council of the City of Clovis adding Chapter 5.35 to Title 5 of the Clovis Municipal Code relating to Tobacco Retailers.

Staff: Sean O’Brien, Police Corporal
Recommendation: Approve

ATTACHMENTS: 1. Ordinance 24-___

RECOMMENDATION
For the City Council to approve the introduction of Ordinance 24-__, to amend the City of Clovis Municipal Code to require tobacco licensed businesses to obtain a Tobacco Retailer ’s License issued by the Clovis Police Department.

EXECUTIVE SUMMARY
The Police Department, in conjunction with the City Attorney’s office, prepared the proposed additions to the Clovis Municipal Code for establishing a Tobacco Retailer’s License as explicitly allowed by state law. The purpose of the ordinance is t o establish an application and local licensing process for state licensed tobacco retailers in the City of Clovis. The ordinance will promote responsible business ownership and practices and reduce minors’ access to tobacco products. The ordinance will provide the Department with the ability to arrest and/or fine those who choose to sell illegal items under a tobacco license. The ordinance will also provide the Department the ability to suspend or revoke a local license based on violations and seizure authority for the illegal items located in businesses.

The proposed additions in brief are:
- Establish application and licensure process for tobacco retailing. - Specify violations of the Tobacco Retailer’s License. 66 AGENDA ITEM NO. 12.
- Define law enforcement inspection, investigation, and enforcement authority. - Identify license suspension and revocation requirements and appeal process. - Identify penalties for retailing without a license.
- Amendment to Master Fee Schedule to add Tobacco Retailers License application processing and background fee - $400.
- Amendment to Master Fee Schedule to add Tobacco Retailers License fee - $1000

BACKGROUND
The California Legislature has recognized the danger s of tobacco use and has made reducing youth access to tobacco products a high priority. State law allows cities to adopt tobacco retail licensing and enforcement programs to combat illegal tobacco product sales and youth access to tobacco products.

Accordingly, the California Department of Justice has started awarding grants and providing training to local law enforcement agencies across the state to help combat illegal tobacco product sales and to help author local tobacco ordinances. As of January 1, 2023, tobacco retailers are no longer allowed to sell flavored tobacco products in the State of California. More than 80% of young people who use tobacco products have reported starting with a flavored product.

The City of Clovis alone currently has 85 s tate licensed tobacco retailers operating with little oversite. The average tobacco sales for any tobacco licensed business is approximately $30,000 - $70,000 a month in tobacco sales alone. This includes, but is not limited to, liquor stores, smoke shops, gas stations, and grocery stores.

The California Department of Tax and Fee Administration has worked closely with the Clovis Police Department to combat illegal tobacco and cannabis product sales. During enforcement operations with the Clovis Police Dep artment, our agencies have been able to seize tens of thousands of dollars in illegal tobacco products and cannabis products from retailers in Clovis.

Numerous low level state citations have been issued with little or no repercussions to state licenses. Th e Clovis Police Department has made arrests for sales to minors at numerous tobacco retailers in Clovis , including at locations where all tobacco products were seized on multiple occasions prior to the sale . The Police Department has also encountered numerous weapons and illegal narcotics including cannabis, psilocybin mushrooms, and prescription medications for sale from local tobacco licensed retailers resulting in arrests and seizures.

Clovis Unified School District has reached out to the Clovis Police Department on numerous occasions with information from CUSD students of locations in the City of Clovis that sell tobacco products to minors. This is generally after a CUSD student is found in possession of a tobacco product.

The Clovis Police Department, from July 2022 to present has spent approximately $33,519 for inspections and education related to the enforcement of tobacco laws . From February 24 to November 11, 2023, The Police Department conducted 10 administrative inspection details on 46 different businesses, with 35 of those businesses found to have multiple state violations. This cost does not reflect property room staff, or court appearances for officers.

67 AGENDA ITEM NO. 12.

Officer inspections require a minimum of two officers, but generally utilize three for officer safety as weapons and narcotics are often located during administrative inspections. Inspections last anywhere from 30-45 minutes to several hours based on the size of the store, inventory on hand, if records are kept, compliance with stat e and local law, and evidence processing , resulting in approximately 1.5 to 15 employee hours for a single inspection . If any items are seized , there are approximately five additional employee hours devoted to evidence logging (3 hrs.), inventory (30 mins.), and Disposition/destruction (1.5 hrs.).

The proposed fees for a Tobacco Retailer’s License are $400 for the application and background check and a $1000 license fee each to be paid annually. The $400 application fee would ensure that those applicants who do not meet the requirements for issuance or who have been in in violation are not paying the full $1400 only to be denied. This would put the tobacco retailing licensing fee on par with the heavy use entertainment permits issued in the City of Clovis, which have a $1400 licensing fee. Notably, slightly more than half (47) of the tobacco licensed retailers in Clovis have been inspected and approximately 74% (35) have already been found out of compliance with state tobacco laws.

While the Business and Professions Code allows for officers to issue infraction citations to the clerk working at the store when illegal products are being sold, there are few if any repercussions for the actual business owner or state licensee unless they are on site when a vio lation occurs, which is very rare . This includes sale of illegal products, sales to minors, and selling without a license. Under state law, and in the absence of a local ordinance, t he seizure authority of local law enforcement is very limited unless working with the CDTFA on scene.

The proposed ordinance amendment will give the Police Department the ability to hold the owner/licensee accountable for their business practices while keeping tobacco products out of the hands of minors. The licensing fees associated to the Tobacco Retail License will be sufficient to recover the reasonable regulatory costs of issuing and administering licenses, retailer’s education, performing investigations, inspections, and the administrative enforcement and adjudication thereof.

FISCAL IMPACT
The Department would anticipate an increase in City revenue from the licensing application s and issuance fees.

REASON FOR RECOMMENDATION
The proposed ordinance amendment will enhance the City’s ability to enforce compliance with federal, state, and local laws intended to regulate tobacco sales and use; and to prevent the illegal sales of tobacco products to minors.

ACTIONS FOLLOWING APPROVAL
Staff will implement the code amendments and enforce the code.

Prepared by: Sean O'Brien, Police Corporal

Reviewed by: City Manager JH
68 AGENDA ITEM NO. 12.

ATTACHMENT 1
ORDINANCE NO. 24-__

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF CLOVIS ADDING CHAPTER

5.35 TO TITLE 5 OF THE CLOVIS MUNICIPAL CODE RELATING TO TOBACCO

RETAILERS

WHEREAS, The California Legislature recognizes the dangers of tobacco use and has made reducing youth access to tobacco products a high priority; and

WHEREAS, State law explicitly permits cities and counties to enact local tobacco retail licensing ordinances and allows for the suspension or revocation of a local license for a violation of any state tobacco control law (Cal. Bus. & Prof. Code § 22971.3); and

WHEREAS, flavorings in tobacco products make them more appealing to young people, masking the harshness of cigarette smoke and nicotine; and

WHEREAS, over 80 percent of young people who use tobacco products report starting with a flavored product; and

WHEREAS, the failure of tobacco retailers to comply with all tobacco control laws, particularly laws prohibiting the sale of tobacco products to minors, presents an imminent threat to the public health, safety, and welfare of the residents of the City of Clovis.

NOW THEREFORE, the City Council of the City of Clovis does ordain as follows:

Section 1. Chapter 5.35 is hereby added to Title 5 of the Clovis Municipal Code to read as follows:

Tobacco Retailer Licensing

Sections:

5.35.01 Purpose and application.

5.35.02 Definitions.

5.35.03 Mandatory license.

5.35.04 Issuance of license.

5.35.05 Applications for license.

5.35.06 Issuance of a license.

5.35.07 License renewal and expiration.

5.35.08 License nontransferable.

5.35.09 Violations.

5.35.10 Inspections, investigations, and enforcement.

5.35.11 Suspension or revocation of license.

5.35.12 Penalties for tobacco retailing without a license.

5.35.13 Department decision.

5.35.14 Appeal procedures.

5.35.15 Other penalties.

5.35.16 Stipulated fine in lieu of hearing.

5.35.17 Implementation.
69 AGENDA ITEM NO. 12.
2 5.35.01 – Purpose and application.

(a) In promoting the health, safety, and general welfare of its residents, the City has a substantial interest in encouraging compliance with Federal, State, and local laws regulating tobacco sales and use.

(b) State law permits local governments to enact ordinances regarding the local licensing of retailers of tobacco and allows for the suspension or revocation of a local license for a violation of any State tobacco control law.

(1) ensure compliance with business standards and practices of the City;

(2) encourage responsible retailing of tobacco;

(3) limit the sale of tobacco products to those with the taste or aroma of tobacco, or no taste or aroma at all; and

(4) discourage violations of tobacco-related laws, but not to expand or reduce the degree to which the acts regulated by Federal or State law are criminally proscribed or otherwise regulated.

5.35.02 – Definitions.

For purposes of this Chapter, the terms and definitions in Section 104559.5 of the California Health and Safety Code are incorporated herein, to the extent they are not inconsistent with the below-listed definitions:

(a) “Department” refers to any City department designated by the City Manager to administer and/or enforce the provisions of this Chapter.

(b) “Drug paraphernalia” shall have the definitions set forth in California Health and Safety Code Section 11014.5, as that section may be amended from time to time.

(c) “Flavored tobacco” and “tobacco product flavor enhancer” shall have the definitions set forth in California Health and Safety Code Section 104559.5, as that section may be amended from time to time.

(d) “License” means a tobacco retailer license issued by the City pursuant to this Chapter.

(e) “Licensee” means any proprietor holding a license issued by the City pursuant to this Chapter.

(f) “License fee” means the charge established by resolutio n of the City Council, calculated to recover the reasonable regulatory costs of issuing and 70 AGENDA ITEM NO. 12.
3 administering licenses, retailer education, performing investigations, inspections, and the administrative enforcement and adjudication thereof.

(g) “Person” means any natural person, partnership, cooperative association, corporation, personal representative, receiver, trustee, assignee, or any other legal entity.

(h) “Proprietor” means a person with an ownership or managerial interest in a business. An ownership interest shall be deemed to exist when a person has a ten (10) percent or greater interest in the stock, assets, or income of a business other than the sole interest of security for debt. A managerial interest shall be deemed to exist when a person can or does have or share ultimate control over the day-to-day operations of a business.

(i) “Tobacco paraphernalia” means cigarette papers or wrappers, pipes, holders of smoking materials of all types, cigarette rolling machines, and any other item designed or used for the smoking or ingestion of tobacco products.

(j) “Tobacco retailer” means any person who engages in tobacco retailing.

(k) “Tobacco retailing” means selling, offering for sale, exchanging, or offering to exchange for any form of consideration tobacco, tobacco produ cts, or tobacco paraphernalia without regard to the quantity sold, offered for sale, exchanged, or offered for exchange.

5.35.03 – Mandatory license.

(a) Any person who is or intends to become a tobacco retailer shall obtain pursuant to this Chapter a licen se for each fixed location at which tobacco retailing is to occur.

(b) Any person who is a tobacco retailer as of the effective date of the ordinance enacting this Chapter shall obtain a license within ninety (90) days of the effective date of the ordinance that enacted this Chapter.

(d) Each license shall be prominently displayed in a publicly visible location at the licensed location.

(e) Nothing in this Chapter shall be construed to grant any licensee any status or right other than to act as a tobacco retailer at the location identified on the face of the license, subject to compliance with all other applicable laws, regulations, or ordinances.

71 AGENDA ITEM NO. 12.
4 5.35.04 – Issuance of license.

(a) No license shall be issued to authorize tobacco retailing at other than a fixed business location. It is unlawful for any person to engage in tobacco retailing at non-fixed locations.

(b) No license shall be issued to authorize tobacco retailing at a temporary or recurring temporary event.

(c) No license shall be issued to authorize tobacco retailing at any location for which a license suspension is in effect or during a period of ineligibility following a revocation pursuant to Section 5.35.11.

(d) In the course of tobacco retailing or in the operation of the business or maintenance of the location for which a license is issued, it shall be a violation of this Chapter for a licensee, or any of the licensee’s agents or employees, to violate any local, State, or Federal law applicable to tobacco products, tobacco paraphernalia, or tobacco retailing.

(e) No person engaged in tobacco retailing shall sell or transfer a tobacco product or tobacco paraphernalia to another person who appears to be under the age of twenty-five (25) years without first examining the identification of the recipient to confirm that the recipient is at least the minimum age under State law to purchase and possess the tobacco product or tobacco paraphernalia.

(f) No person who is younger than the minimum age established by State law for the purchase or possession of tobacco products shall engage in tobacco retailing.

5.35.05 – Applications for license.

All applications for a license shall be submitted to the Department in the name of each proprietor proposing to conduct tobacco retailing and signed by each prospective proprietor or an authorized agent. Each license application must be accompanied by the required license fee, which is set by resolution of the City Council . A proprietor proposing to conduct tobacco retailing at more than one (1) location shall submit a separate application for each location.

Every application shall be submitted on a form supplied by the Department and contain the following information:

(a) The name, address, and telephone number of each prospective proprietor;

(b) The business name, address, and telephone number of the fixed location for which the license is sought;

(c) Whether or not each prospective proprietor has previously been issued a license pursuant to this Chapter that is, or was at any time, suspended or revoked and, if so, the date of the suspension or revocation;

72 AGENDA ITEM NO. 12.
5 (d) Proof that the location for which a license is sought has been issued a valid State cigarette and tobacco products retail licen se by the State of California Board of Equalization pursuant to the California Cigarette and Tobacco Products Licensing Act of 2003;

(e) A statement signed by each prospective proprietor that no drug paraphernalia is or will be sold at the location for which the license is sought;

(f) A statement signed by each prospective proprietor that the proprietor is informed of the laws affecting licenses; and

(g) Such other information as the Department deems necessary for the administration of this Chapter.

5.35.06 – Issuance of a license.

(a) Upon the receipt of a complete application for a license and the license fee required by this Chapter, the Department shall issue a license unless one (1) or more of the following grounds exists:

(1) The application is incomplete or inaccurate;

(2) The application seeks authorization for tobacco retailing at a location for which a suspension is in effect pursuant to this Chapter, for which a license has been revoked pursuant to this Chapter, or for which this Chapter otherwise prohibits issuance of licenses;

(3) The application seeks authorization for tobacco retailing for a prospective proprietor for whom a suspension is in effect pursuant to this Chapter for the subject location or another location, whose license has been revoked pursuant to this Chapter for the subject location or another location, or to whom this Chapter otherwise prohibits a license to be issued;

(4) The Department has information that the prospective proprietor or his or her agent or employee has violated any local, State or Federal tobacco control law, including this Chapter, within the preceding twelve (12) months; or

(5) The application seeks authorization for tobacco retailing that is prohibited pursuant to this Chapter, that is otherwise unlawful pursuant to this code, or that is unlawful pursuant to any other law.

(b) Any denial of an application for a license shall be in writing, setting forth the reasons for the denial and notifying the applicant for a license that the decision to deny an application for a license shall become final unless the applicant seeks an appeal pursuant to Section 5.35.13 within fourteen (14) calendar days of the date of service of the Department’s decision. Service of the decision shall be provided in accordance with the service requirements set fort h in Section

5.35.13(a).
73 AGENDA ITEM NO. 12.
6 (c) All information required to be submitted pursuant to Section 5.35.05 in order to apply for a license shall be updated whenever the information changes. A tobacco retailer shall provide the Department with any updates within ten (10 ) business days of a change.

5.35.07 – License renewal and expiration.

(a) A license is invalid unless the appropriate license fee has been paid in full and the term of the license has not expired. The term of a license is one (1) year beginning each fiscal year on July 1st and ending on June 30th of the following year. Each tobacco retailer shall apply for the renewal of his or her license and submit the license fee no later than thirty (30) calendar days prior to expiration of the term.

(b) A license that is not timely renewed shall expire at the end of its term. To reinstate a license that has expired, or to renew a license not timely renewed pursuant to subsection (a) of this section, the proprietor must:

(1) Submit the license fee; and

(2) Submit a signed affidavit affirming that the proprietor:

(i) Has not sold and will not sell any tobacco product or tobacco paraphernalia after the license expiration date and before the license is renewed; or

(ii) Has waited the appropriate ineligibility period established for tobacco retailing without a license, as set forth in Section 5.35.12, before seeking renewal of the license.

5.35.08 – License nontransferable.

(a) A license may not be transferred from one (1) person to another or from one (1) location to another. Whenever a tobac co retailing location has a change in proprietors, a new license is required.

(b) Notwithstanding any other provision of this Chapter, prior violations at a location shall continue to be counted against a location, and license ineligibility periods shall continue to apply to a location unless:

(1) The location has been fully transferred to an entirely new proprietor or fully transferred to entirely new proprietors with the prior licensee retaining no ownership interest in the location or in the new proprietor; and

(2) The new proprietor(s) provides the Department with clear and convincing evidence that the new proprietor(s) has acquired or is acquiring the location in an arm’s length transaction. As used in this Chapter, the term “arm’s length transaction” shall mean a sale in good faith and for valuable consideration that 74 AGENDA ITEM NO. 12.
7 reflects the fair market value in the open market between two (2) informed and willing parties, neither of which is under any compulsion to participate in the transaction. A sale between relatives, related companies or partners, or a sale for which a significant purpose is avoiding the effect of the violations of this Chapter is not an arm’s length transaction.

5.35.09 – Violations.

(a) It shall be a violation of this Chapter for a tobacco retailer, or its agents or employees, to violate any Federal, State, or local tobacco law or regulation.

(b) It shall be a violation of this Chapter to sell flavored tobacco products or tobacco product flavor enhancers in violation of the California Health and Safety Code and, as a greater restriction, such prohibition in this Chapter does not exempt, but instead expressly applies to premium cigars, shisha tobacco products, and loose-leaf tobacco.

(c) Causing, permitting, aiding, abetting, or concealing a violation of any provision of this Chapter shall constitute a violation.

(d) Failure to prominently display the tobacco retail license in a publicly visible location at the licensed premises shall constitute a violation.

(e) The failure of the tobacco retailer, or its agents or employees, to allow any peace officer or other authorized government official to conduct unscheduled inspections of the licensed location or premises of the tobacco retailing business for the purpose of ensuring compliance with any Federal, State, or local tobacco law or regulations, including any provision of this Chapter, at any time the business is open for business shall constitute a violation.

(f) It shall be a violation of this Chapter for a tobacco retailer, or its agents or employees, to sell, or offer for sale, or possess with the intent to sell or offer for sale, any drug paraphernalia.

(g) It shall be a violation of this Chapter for a tobacco retailer, or its agents or employees, to engage in any conduct prohibited by Chapter 5.22 of this Code in connection with the tobacco retailing establishment.

(h) A tobacco retailer’s possession of four (4) or more flavored tobacco items creates a rebuttable presumption the retailer possesses such flavored tobacco products with intent to sell or offer for sale.

(i) The following actions of a tobacco retailer, its employees or agents, creates a rebuttable presumption that a tobacco product is flavored:

(1) Public statements or claims that the tobacco product imparts a characterizing flavor;

75 AGENDA ITEM NO. 12.
8 (2) Text and/or images on the pro duct’s labeling or packaging to explicitly or implicitly indicate the tobacco product imparts a characterizing flavor; or

(3) Other actions directed to consumers that would reasonably cause consumers to believe the tobacco or electronic cigarette product imparts a characterizing flavor.

5.35.10 – Inspections, investigations and enforcement.

(a) Compliance with this Chapter shall be monitored by the Department or any law enforcement officer. Employees of the Department or a law enforcement officer may conduct co mpliance checks, including but not limited to youth decoy operations. Any law enforcement officer may enforce the penal provisions of this Chapter. Compliance checks may be unannounced.

(b) The City shall not enforce any tobacco-related minimum age law against a person who otherwise might be in violation of such law because of the person’s age (hereinafter “youth decoy”) if the potential violation occurs when:

(1) The youth decoy is participating in a compliance check supervised by an employee of the Department or a law enforcement officer;

(2) The youth decoy is acting as an agent of a person designated by the Department to monitor compliance with this Chapter;

(3) The youth decoy is participating in a compliance check funded in part, either directly or indirectly through subcontracting, by the Department; or

(4) The youth decoy has an immunity letter from the District Attorney’s office.

(c) Whenever evidence of a violation of this Chapter is obtained in any part through the participation of a person under the age of eigh teen (18) years old, such a person shall not be required to appear or give testimony in any civil or administrative process brought to enforce this Chapter and the alleged violation shall be adjudicated based upon the sufficiency and persuasiveness of the evidence presented.

5.35.11 – Suspension or revocation of license.

(a) In addition to any other remedy authorized by law, after notice and opportunity to be heard pursuant to Section 5.35.13 of this Chapter, a license may be suspended or revoked as provided in this section if the Department finds by a preponderance of the evidence that the licensee, or any of the licensee’s agents or employees, has:

(1) Violated any of the requirements, conditions, or prohibitions of this Chapter; or

76 AGENDA ITEM NO. 12.
9 (2) Pleaded guilty, “no contes t” or its equivalent, or admitted to any of the following:

(i) The original or renewal application contained incorrect, false, or misleading information;

(ii) One (1) or more of the grounds for denial listed in Section 5.35.06 existed before the license was issued; or

(iii) A licensee is convicted of a misdemeanor or felony violation of any tobacco retailing law or regulation, including any provision of this Chapter.

(b) During any period of suspension or revocation, the licensee shall remove all tobacco products and tobacco paraphernalia from public view. Failure to do so may be considered a subsequent violation.

(c) When the Department finds a violation as set forth in subsection (a) of this section, the license may be suspended or revoked as follows:

(1) Upon a finding by the Department of a first license violation, the license shall be suspended for no more than sixty (60) days;

(2) Upon a finding by the Department of a second license violation within sixty (60) months of a first violation, the license shall be suspended fo r up to one hundred twenty (120) days;

(3) Upon a finding by the Department of a third license violation in any sixty (60) month period, the license shall be suspended for up to one hundred eighty (180) days; and

(4) Upon a finding by the Department of a fourth license violation within any sixty (60) month period, the license may be revoked and no new license shall issue for the location until five (5) years have passed from the date of revocation.

(d) A license may be revoked if the Department finds that one (1) or more of the grounds for denial of an application for a license pursuant to Section 5.35.06 existed at the time the application was made or at any time before the license was issued.

5.35.12 – Penalties for tobacco retailing without a license.

(a) In addition to any other penalty authorized by law, if a court of competent jurisdiction determines, or the Department finds after notice and opportunity to be heard pursuant to Section 5.35.13, that any person has engaged in tobacco retailing at a location without a valid license, either directly or through the person’s agents or employees, the person shall be ineligible to apply for, or to be issued, a license as follows:
77 AGENDA ITEM NO. 12.
10 (1) After a first violation of this section at a location, no new license may issue for the person or the location (unless ownership of the business at the location has been transferred in an arm’s length transaction), until sixty (60) days have passed from the date of the violation.

(2) After a second violation of this section at a location within any sixty (60) month period, no new license may issue for the person or the location (unless ownership of the business at the location has been transferred in an arm’s length transaction), until one hundred eighty (180) days have passed from the date of the violation.

(3) After a third or subsequent violation of this section at a location within any sixty (60) month period, no new license may issue for the person or the location (unless ownership of the business at the location has been transferred in an arm’ s length transaction), until five (5) years have passed from the date of the violation.

(b) Any imposition of a penalty pursuant to this section shall be in writing, setting forth the reasons for the imposition of a penalty and notifying the person subject to the penalty that the decision to impose the penalty shall become final unless the person seeks an appeal pursuant to Section 5.35.14 within fourteen (14) calendar days of the date of service of the Department’s decision. Service of the decision shall be provided in accordance with the service requirements set forth in Section 5.35.13(a).

5.35.13 – Appeal procedures.

Regarding any denial of an application for a license pursuant to Section 5.35.06 or any penalty issued by the Department pursuant to Sections 5.35.11, 5.35.12, or 5.35.14, the following rules apply:

(a) Appeal. Within fifteen (15) calendar days of service of a decision issued under Sections 5.35.06, 5.35.11, 5.35.12, or 5.35.14 to deny, suspend or revoke a license, or to impose a penalty for any violation of this Chapter, the proprietor may file an appeal of the decision and request a hearing be held in accordance with Article 2 of Chapter 28 of Title 5 of this code.

(b) Stay pending appeal. If an appeal is timely filed, the Department’s decision issued under Section 5.35.11 shall be stayed pending a decision by the hearing officer.

(c) The appellant’s failure to appear at the hearing on appeal shall constitute an abandonment of the review request and a failure to exhaust administrative remedies.

78 AGENDA ITEM NO. 12.
11 5.35.14 – Other penalties.

The remedies provided by this Chapter are cumulative and in addition to any other remedies available at law or in equity.

(a) Violations of this Chapter may, in the discretion of the City Attorney, be prosecuted as infractions or misdemeanors.

(b) Causing, permitting, aiding, abetting, or concealing a violation of any provision of this Chapter shall constitute a violation.

(c) Tobacco products, drug paraphernalia, and any other products or items offered for sale or exchange in violation o f this Chapter are subject to seizure by the Department, its agents, or any peace officer and shall be forfeited after the proprietor or any other owner of the seized property is given notice and opportunity to appeal pursuant to Section 5.35.13. Forfeited items shall be destroyed after internal appeals have been exhausted or waived and the time in which to seek judicial review pursuant to Code of Civil Procedure section 1094.6 has expired, or if such judicial action is filed, after judgment in that action becomes final.

(d) Violations of this Chapter are hereby declared to be public nuisances.

5.35.15 – Stipulated fine in lieu of hearing.

For a first or second alleged violation of this Chapter within any sixty (60) month period, the Department may allow a t obacco retailer alleged to have violated this Chapter to stipulate in writing to the penalties provided in this section in lieu of the penalties that would otherwise apply pursuant to this Chapter and to forgo any right the tobacco retailer may have to a hearing pursuant to Section 5.35.13. Following the stipulation, no hearing shall be held. Stipulations shall not be confidential, shall be in writing, and shall contain the following terms plus any other noncriminal provisions established by the Department in the interests of justice:

(a) After a first alleged violation of this Chapter at a location:

(1) An administrative penalty of $1,000;

(2) An admission by the tobacco retailer that the first alleged violation of this Chapter at the location occurred; and

(3) An agreement that the first alleged violation of this Chapter at the location shall be considered in determining the penalty for any future violation.

(b) After a second alleged violation of this Chapter at a location within any sixty (60) month period:

(1) An administrative penalty of $5,000;

79 AGENDA ITEM NO. 12.
12 (2) An admission by the tobacco retailer that the second alleged violation of this Chapter at the location occurred; and

(3) An agreement by the tobacco retailer that the second alleged violation of this Chapter at the location will be considered in determining the penalty for any future violations.

5.35.16 – Implementation.

If any provision of this Chapter or the application thereof to any person or circumstance is held invalid, the remainder of this Chapter or the application of such provision to other persons or circumstances shall not be affected thereby.

Section 2. The City Clerk is hereby directed to cause a summary of this Ordinance to be published by one insertion in a newspaper of general circulation in the community at least five (5) days prior to adoption, and again fifteen (15) days after its adoption. If a su mmary of the ordinance is published, then the City Clerk shall cause a certified copy of the full text of the proposed ordinance to be posted in the office of the City Clerk at least five days prior to the Council meeting at which the ordinance is adopted ad again after the meeting at which the ordinance at which adopted and again after the meeting at which the ordinance is adopted.

The summary shall be approved by the City Attorney.

Section 3. This ordinance shall go into effect and be in full force and operation from and after thirty (30) days after its final passage and adoption.

APPROVED: ______________, 2024

______________________________ ______________________________ Mayor City Clerk

* * * * * * * * * *

The foregoing Ordinance was introduced and read at a regular meeting of the City Council held on May 13, 2024, and was adopted at a regular meeting of said Council held on _____________________________, 2024, by the following vote, to wit:

AYES:

NOES:

ABSENT:

ABSTAIN:

DATED:

___________________________________
City Clerk

80 AGENDA ITEM NO. 12.

TO: Mayor and City Council
FROM: Administration
DATE: May 13, 2024
SUBJECT: Consider Review and Introduction – Res. 24-___, 2024-25 City of Clovis Annual Budget, Five Year Capital Improvement Program, and information regarding the Clovis Successor Agency.

a. Finance Department (Jay Schengel)
b. City Council / City Attorney / City Manager / City Clerk (Andy Haussler / Jesse Velez)
c. Public Utilities Department (Scott Redelfs)
d. Planning and Development Services/Community Investment Program (Renee Mathis)
e. Economic Development, Housing, and Communications (Chad McCollum)
f. General Services (Shonna Halterman)
g. Fire Department (Chris Ekk) – To be continued to May 20, 2024 h. Police Department (Curt Fleming) – To be continued to May 20, 2024

Staff: Jay Schengel, Finance Director/John Holt, City Manager Recommendation: Receive Introduction and continue the public hearing to May 20, 2024

ATTACHMENTS: 1. 2024-25 City of Clovis Annual Budget

RECOMMENDATION
Receive the 2024-25 City of Clovis Annual Budget and open the public hearing for departmental review and comment, continue the public hearing to May 20, 2024, and adopt the budget resolution no later than June 30, 2024.

81 AGENDA ITEM NO. 13.

EXECUTIVE SUMMARY
According to the Municipal Code, the City Manager is responsible for providing the City Council with a recommended annual budget prior to commencement of the succeeding fiscal year and by no later than the third regular Council meeting in May. The Annual Budget is a plan for th e financial operations of the City and includes a spending plan for all City operations, a five -year community investment program, and estimated revenues for the upcoming fiscal year.

The purpose of the budget is to enable the City Council to make financi al plans for current and long-term expenditure needs, to ensure that executive management is administering the plans as set forth, and to allow citizens and investors with an opportunity to form opinions about the financial policies and administration of the City.

BACKGROUND
The 2024-25 Annual Budget is the spending plan for community investment in local services such as public safety, parks and recreation, transit, streets, water and sewer, and repairs/maintenance of public facilities. The Annual Budget i s also the spending plan for investment in infrastructure for the community. The Annual Budget provides for a range of public services and focuses on those services that are essential to our citizens. Continuing prudent fiscal decisions and ongoing economi c development initiatives enable the City to grow service levels and remain fiscally sustainable.

The General Fund Emergency Reserve is being maintained at $ 22.6 million or 20.3 % of expenditures set aside for unforeseen emergencies. The budget also includes $53.5 million in City capital improvement projects.

The 2024-25 annual Budget highlights include:

 Provide Targeted Neighborhood Revitalization Investments. This is a long-term effort to improve community appearance, neighborhood stabilization, amenities in older neighborhoods, and economic opportunities. These investments total $9.97 million in the proposed 202 4-2025 budget building on investments in 2022 - 2023 and 2023 -2024 of over $40 million including the following for the 2024 - 2025 fiscal year:
o Affordable Housing Programs Continue Unprecedented Level of Investment of nearly $4.56 million in Grant and City Funding.  $2.6 million for Housing Rehabilitation Loans
 $0.7 million for Down-Payment Housing Assistance
 $1.0 million to support the creation of new affordable housing.  Continuing the Emergency Housing Repairs Program at $0.26 million o Active code enforcement will continue with a cross-department effort. o Public street improvements. Reconstruct or Design:
 Reconstruct Sunnyside Avenue – Barstow to Shaw Avenues.  Reconstruct Ashlan Avenue – Winery to Peach Avenues.
 Reconstruct Barstow Avenue – Sunnyside to Fowler & Villa to Minnewawa Avenues.
 Reconstruct Peach Avenue – Gettysburg to Ashlan Avenues. 82 AGENDA ITEM NO. 13.
 Willow Avenue – Shaw to Barstow.
 Construct ADA Improvements as part of various street improvement projects. o Sidewalk Improvements. Construction of sidewalks near Sierra Vista Elementary School and on Villa Avenue from Gettysburg to Santa Ana. o Alley Improvements. Reconstruct various alleys in eligible lower -income neighborhoods.
o Economic Development Investments.
 Revitalization planning for underutilized Shaw Avenue commercial properties.
 Offer small and micro business incubation services in Southwest Clovis in partnership with the Clovis Culinary Center and regional partners.  Continue marketing the area for retail and job generating uses to serve adjacent to the neighborhoods and the City as a whole.
 Enhance Public Safety. Public safety is a core service to the City. o Increase of 3 sworn Police personnel bringing the total authorized to 125 officers. o The budget provides for the replacement of 9 additional vehicles in the Police Department and a new bomb squad vehicle.
 Provide Fiscal Security. The Emergency Reserve is proposed to be 2 0.3% (of General Fund Expenditures), or $2 2.6 million, set aside this year for unforeseen emergencies. This is a slight drop from the previous on a percentage basis. The City’s auditors recommended a target amount of 20%-25% as a prudent reserve for a city operation the size of Clovis. This fund protects service levels from catastrophic and unexpected losses. Utilization of these funds requires a 4/5ths vote of the Cit y Council.
 Further Secure Water Supplies and Systems.
o Continue investments with the Fresno Irrigation District for the firm surface water supply.
o Improve treatment at the Surface Water Treatment Plant and City water wells to improve the quality of the water and add additional groundwater recharge facilities.
o Design of Wastewater diversion improvements to increase capacity of the Sewer System.
o Update Sewer and Recycled Water Master Plans.
 Invest in Employees. The budget includes a budgeted cost of living increase and funds for employee benefits. Funds for training and educational opportunities have been included and encouraged to be used to allow employees to reach their full potential at the City.
 Invest in Planning our Future. The budget includes funding for the update to the General Plan.
 Invest in the City’s Economic Future. Staff will be actively working on attracting commercial and industrial businesses to Clovis to add jobs and revenues to the City.

Staff will continue to make strategic marke ting efforts aimed at top revenue producing businesses to support the financial needs of the City. Relationships are being developed with critical development partners in the community and assisting projects through the development process. Staff will also be working with regional partners to develop entrepreneurial and small business growth resources. Staff will 83 AGENDA ITEM NO. 13.
continue a focused marketing effort on reinforcing Clovis as a medical hub for services, education, and research leverage with the expansion of Cl ovis Regional Medical Center and the expansion of California Health Sciences University.  Expand the Trail System and Parks. City funds are budgeted to design and construct the Dry Creek/Enterprise Trail Connection and a new park in the Loma Vista area that will also allow for groundwater recharge.

The 2024-25 Annual Budget for all funds, which totals $358.5 million, is balanced using some past year revenues. This budget represents an 8% increase compared to the approved budget for 2023-24 due to increases in salaries and benefits, operational costs, and inflationary increases in services, materials, and supplies.

A summary of expenditures by function is provided below:

The General Fund, which is the only source of discretionary funding used for basic government services such as public safety, streets, parks, recreation, and senior services, is budgeted to increase 5% above estimated expenditures for 20 23-24. Department budgets are propos ed to increase due to budget increases for core services as well as additional salary and benefit costs.

Total current revenue in the General Fund is estimated at $110.4 million and expenditures of $111.3 million are being proposed.

The Executive Summary and Introduction Sections of the Annual Budget provides an overview of the important goals, target actions, resulting projects, and fiscal overview addressed within the budget. The Annual Budget presented to the City Council addresses the goals by which the community will measure its success, meets the most essential service needs for the community, provides substantial investment in planned maintenance of sewer, water, and street facilities, directs resources to economic development and support for job creation, continues the effort to plan for the community, and is balanced, with prudent emergency reserve funding set aside, as requested by the Council. For these reasons, the budget is recommended for consideration and adoption by the City Council.

Attached is the Budget Document containing additional summary narratives, details of revenues, expenditures, personnel, and debt and capital projects.

General Government $ 9,977,500
Public Safety 82,932,700
Planning & Development Services 15,047,200
Community Investment Program 53,454,600
Public Utilities 90,427,600
Culture & Rec. 25,174,000
Internal Services 81,517,100
TOTAL $ 358,530,700
General
Government
3%
Public Safety
23%
Planning &
Development
Services
4%
Community
Investment
Program
15%
Public Utilities
25%
Culture & Rec
7%
Internal
Services
23%
84 AGENDA ITEM NO. 13.

FISCAL IMPACT
In accordance with the Municipal Code, and in compliance with State law, the City Council is required to adopt a balanced, annual budget for each fiscal year by June 30. The Annual Budget provides a spending plan for the upcoming year that is balanced with expenditures kept in line with revenues, includes a five-year community investment program, includes a prudent reserve of funds for emergencies and unforeseen events, and authorizes position allocations, all as approved by the Council.

REASON FOR RECOMMENDATION
The City Council must conduct a public hearing to provide an opportunity for the publ ic to comment on the proposed Annual Budget; must review the proposal to determine that the financial plan fairly represents the fiscal policies and priorities of the City Council; and is required by local ordinance, in compliance with State law, to adopt a balanced budget by no later than June 30, 2024. If the Council fails to adopt a budget by that date, then the City Manager’s proposed budget will automatically become effective to avoid any interruption in City operations, but no capital projects or capital purchases would be allowed until final action by the City Council.

ACTIONS FOLLOWING APPROVAL
On May 13, 2024, the 2024 -25 City of Clovis Annual Budget will be presented with a recommendation to open the public hearing for departmental review and comment, continue the public hearings to May 20, 2024, for Police and Fire Department presentations, Council input and adopt the budget resolution no later than June 30, 2024. Copies of the recommended Annual Budget will be available for review by the public by May 13, 2024, and prior to the budget hearings at the Clovis Branch of the Fresno County Library, at City Hall, and on the City’s website found at www.cityofclovis.com.

Prepared by: Gina Daniels, Assistant Finance Director

Reviewed by: City Manager JH
85 AGENDA ITEM NO. 13.

RECOMMENDED
2024-2025
Annual Budget
Including Five-Year Community Investment Program
Attachment 1 86
AGENDA ITEM NO. 13.

Executive Director

GO V E R N M E N T FIN A N C E O FFIC E R S A S S O C IA TIO N D is tin gu is he d
B u dge t P rese n tation
A w ar d

PRESENTED TO
City of Clovis
California
For the Fiscal Year Beginning
July 1, 2023

GFOA DISTINGUISHED BUDGET AWARD PRESENTATION
The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Clovis, California for its annual budget for the fiscal year beginning July 1, 2023.

In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device.

The award is valid for a period of one year only. We believe that our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. 87 AGENDA ITEM NO. 13.

CITY OF CLOVIS

2024 - 2025
BUDGET

Submitted to City Council
May 13, 2024

___________________________________

Lynne Ashbeck
Mayor

Vong Mouanoutoua
Mayor Pro-Tem

Drew Bessinger
Council Member

Matt Basgall
Council Member

Diane Pearce
Council Member

88 AGENDA ITEM NO. 13.

HOW TO USE THIS BUDGET
This Budget document has been designed to
provide the public concise and readable information
about the City of Clovis. The Budget explains the
services and objectives, annual spending plan for
2024-2025, debt obligations, and other vital
information about the operations of the City.

This Budget document is separated into ten
sections, designated by tabbed pages that provide
quick identification of its contents. The Table of
Contents lists every subject covered in this
document and the associated page number.

The tabbed pages include brief descriptions of the
data within each secion. The following are the ten
major sections and a brief explanation of each:

Table of Contents
A listing of all major sections, subsections, and the
associated page numbers.

Executive Summary
The Executive Summary Section includes the City
Manager's letter to the Mayor, City Council, and
residents of the City of Clovis which provides an
overview of the recommended Budget and its
objectives, policies and goals, a discussion of
funding for City services, a discussion of major
capital projects, and a general economic outlook for
the City.

Introduction
The Introduction Section provides general
information about the City, long-range goals, major
policies, financial policies, discretionary revenues,
economic outlook, basis of budgeting, budget
process and calendar, budgetary controls,
appropriation limitation, fund descriptions, and
organizational charts.

Summary of Revenues and Expenditures
The Summary of Revenues and Expenditures
Section provides several summary presentations of
financial transactions contained in the
recommended Budget and a listing of primary
revenue sources for the General Fund.

Debt Obligations
The Debt Obligation Section provides information
about the City's policies on long-term debt, current
long-term debt obligations, and the legal debt limit.

Personnel
The Personnel Section provides a summary and a
detailed list of all the employee positions and the
proposed changes in the recommended Budget.

Operations
The Operations Section provides detailed
information about the programs and proposed
expenditures for each department. Each
department begins with a summary identifying all
activities for the department. The summary is
followed by department performance measures,
which includes detail for each activity. Activity
narratives include a brief "Five-Year Outlook" that
addresses future budget considerations. Following
the activity narratives is the activity budget detail
including position allocations.

Community Investment Program
The Community Investment Program Section
provides a general explanation of all capital projects
planned for 2024-2025 and is organized by activity.

Projects are identified on the basis of priority need
and availability of funding.

Five-Year Community Investment Program
The Five-Year Community Investment Program
Section provides a general explanation of all capital
projects planned for 2024-2025 through 2028-2029
and beyond and is also organized by activity.

Projects are identified on the basis of priority need
and availability of funding.

Appendix
The Appendix Section provides demographic
information, phone numbers of City offices, elected
officials,miscellaneous statistics, and a glossary of
terms used in this document.

Every attempt has been made to make this Budget
document as easy to understand as possible. We
apologize for the use of "technical terms"; but due
to the nature of accounting, their use is sometimes
unavoidable. We hope that including a Glossary of
terms in the Appendix Section will help the reader
through these technical areas. If you have any
questions or need clarification of items in this
Budget, contact the Finance Department by calling
(559
) 32
4-2130.

The Budg
et document is available for public
inspection at City Hall, Clovis Civic Center,
1033 Fifth Street, and the Clovis Branch Library,
1155 Fifth Street, during regular business hours, as
well as the City’s website at www.cityofclovis.com.

Individual copies may also be purchased from the
Finance Department.
89 AGENDA ITEM NO. 13.
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91 AGENDA ITEM NO. 13.

TABLE OF CONTENTS
I. Ex
ecutive Summary ........................................................................................................................ i-vi II. Introduc
tion .................................................................................................................................. 1-22 Summary of Discretionary and Non-Discretionary
Revenues Chart .................................................................................................................... 4 Use of Discretionary Revenues Chart ......................................................................................... 5 Description and Purpose of Accounting Funds .................................................................... 10-11

Organizational Charts ........................................................................................................... 12-21 Management Staff & Budget Task Force .................................................................................. 22 III. Summary of Revenues and Expenditures .................................................................................. 23-46

Fund Balance Summary ............................................................................................................ 23

Fund Highlights .......................................................................................................................... 24 Summary of Resources and Appropriations ............................................................................. 25 Notes to Resources and Appropriations ................................................................................... 26 Summary of Revenues and Expenditures ................................................................................. 27

Budget Summary - All Funds ............................................................................................... 28-29

Budget Summary by Fund .................................................................................................... 30-33 Summary of Revenues by Fund ........................................................................................... 34-35 Revenue by Source .............................................................................................................. 36-43 Summary of Expenditures by Fund ...................................................................................... 44-46 IV. Debt Ob ligations ......................................................................................................................... 47-54

Debt Summary ........................................................................................................................... 48

Description of Long-Term Debt ............................................................................................ 49-54 V. Personnel…………… …………………………………… ………………………………………… …...55-62

Personnel Overview .................................................................................................................. 55 Summary of Positions by Department ....................................................................................... 57 Detail of Positions by Department ........................................................................................ 58-62 VI. Operations… ………………………………………… …………………………………… …………...63-192 Table of Contents ...................................................................................................................... 63 Summary of Expenditures by Department/Function ............................................................ 64-65

City Council .......................................................................................................................... 66-69

City Attorney ......................................................................................................................... 70-71

City Manager Department .................................................................................................... 72-91 General Services Department ............................................................................................ 92-113

Finance Department ......................................................................................................... 114-119 Planning and Development Services Department ........................................................... 120-130

Police Department ............................................................................................................ 131-149

Fire Department ................................................................................................................ 150-161

Public Utilities Department ............................................................................................... 162-189

Clovis Successor Agencies .............................................................................................. 190-192 VII. Community Investment Program Summary ............................................................................. C1-C16 VIII. Five-Year Community Investment Program ........................................................................... C17-C60 IX. A ppendix .................................................................................................................................... A1-A7

Glossary ............................................................................................................................ A8-A14 92 AGENDA ITEM NO. 13.
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93 AGENDA ITEM NO. 13.

The Executive Summary provides an
overview of key programs and projects to
be undertaken by the Annual Budget and
provides a summary of current financial
conditions that will offset operating revenues.
94 AGENDA ITEM NO. 13.
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May 13, 2024

To: Mayor Ashbeck, Members of the City Council, and Citizens of Clovis

EXECUTIVE SUMMARY

The 2024-2025 Annual Budget for general operations and capi tal improvement programs for the City of Clovis in the amount of $358.5 million is hereby submitted, in accordance with the Clovis Municipal Code.

The 2024-2025 Annual Budget was developed as the revenues to grow the City’s operations to match growth and keep up with rising inflationary pressure is becoming a c hallenge. Staff sought signi ficant community input on budget priorities through surveys and community outreach events. The 2024-2025 Annual Budget focuses on the number one priority residents provided, maintain Clovis as a safe community. This is the only area the General Fund is proposing to increase staffing with 3 sworn Police Officer positions. Other revenue sources are allowing the City to make targeted investments in the City to improve the quality of life for its residents. Economic uncertainty, inflationary pressure, and increased demand for services are pushing the General Fund to the edge of sustainability.

Without changes in revenue streams and/or expenditures in future years the City will not be able to maintain the current solid fiscal position and the level of service our residents expect. Despit e the headwinds the proposed budget solidifies the City’s financial position by maintain ing reserves but makes little investment in deferred maintenance and fleet replacement and does not anticip ate additional funds being available to add to the emergency reserve.

Highlights. The 2024-2025 Annual Budget is the spending plan for local services and investment in infrastructure of the community. The Annual Budget provides for a range of public services and focuses on those services that are essential to our citizens. Despite anticipated challenges with revenues the City is still pushing forward initiatives and improvements to maintain a high quality of life for it s residents. The 2024-2025 Annual Budget highlights include:

96 AGENDA ITEM NO. 13.

ii
o Sidewalk Improvements. Construction of sidewalks near Sierra Vista Elementary School and on Villa Avenue from Gettysburg to Santa Ana.
o Alley Improvements. Reconstruct various alleys in eligible lower-income neighborhoods. o Economic Development Investments.
 Revitalization planning for underutilized Shaw Avenue commercial properties.  Offer small and micro business incubation services in Southwest Clovis in partnership with the Clovis Culinary Center and regional partners.
 Continue marketing the area for retail and job generating uses to serve adjacent the neighborhoods and the City as a whole.
 Enhance Public Safety. Public safety is a core service to the City. o Increase of 3 sworn Police personnel bringing the total authorized to 125 officers. o The budget provides for the replacement of 9 additional vehicles in the Police Department and a new bomb squad vehicle.
 Provide Fiscal Security. The Emergency Reserve is proposed to be 20.3% (of General Fund Expenditures), or $22.6 million, set aside this year for unforeseen emergencies. This is a slight drop from the previous on a percentage basis. The City’s auditors recommended a target amount of 20%- 25% as a prudent reserve for a city operation the size of Clovis. This fund protects services levels from catastrophic and unexpected losses. Utiliz ation of these funds requires a 4/5 th‘s vote of the City Council.
 Further Secure Water Supplies and Systems.
o Continue investments with the Fresno Irrigati on District for the firm surface water supply. o Improve treatment at the Surface Water Treat ment Plan and City water wells to improve the quality of the water and add additional groundwater recharge facilities. o Design of Wastewater divers ion improvements to increase capacity of the Sewer System. o Update Sewer and Recycled Water Master Plans.
 Invest in Employees. The budget includes a budgeted cost of living increase and funds for employee benefits. Funds for training and educational opportuni ties have been included and encouraged to be used to allow employees to reach their full potential at the City.  Invest in Planning our Future. The budget includes funding for the update to the General Plan.  Invest in the City’s Economic Future. Staff will be actively worki ng on attracting commercial and industrial businesses to Clovis to add jobs and re venues to the City. Staff will continue to make strategic marketing efforts aimed at top revenue producing businesses to support the financial needs of the City. Relationships are being developed with critical development partners in the community and assisting projects through the development process. Staff will also be working with regional partners to develop entrepreneurial and small business growth resources. Staff will continue a focused marketing effort on reinforcing Clovis as a medical hub for services, education, and research leverage with the expansion of Clovis Regional Medical Center and the expansion of California Health Sciences University.
 Expand the Trail System and Parks. City funds are budgeted to design and construct the Dry Creek/Enterprise Trail Co nnection and a new park in the Loma Vi sta area that will also allow for groundwater recharge.

The 2024-2025 Annual Budget will be available for review at the City Clerk’s Office - 1033 Fifth Street, at the Clovis Branch Library - 1155 Fifth Street, and at the City’s website at www.cityofclovis.com as of May 13, 2024. Individual copies are available for purchase from the Finance Department. The public hearing to consider the Annual Budget will be at the regular City Council meeting of June 17, 2024, with adoption scheduled at the conclusion of the hearing.

Our Vision Mission, and Community Values

Vision

Home.

Clovis is more than a city. It is a place to call home – where shared values, diverse perspectives, and a commitment to one another come together to create a thriving and cherished community. We aspire to be a beacon of unity, safety, civility, pros perity, innovation, and sustainable livi ng, ensuring that Clovis is always more than just a place to live, but rather, a place to belong.

97 AGENDA ITEM NO. 13.

iii
Mission

To set the standard for excellence in defining, delivering, and protecting local governance.

Community Values
 “Do the right thing:” We make decisions that are in the best interests of our community. We are honest, ethical, and transparent in our dealings with others.
 Heritage, history, and traditions: We are committed to preserving, educ ating, and passing on our heritage, history, and traditions while welcoming new traditions along the way.  Safest city in the Valley: We prioritize the safety and well-being of our residents by providing effective public safety services, maintaining our infrastructure, and promoting community preparedness to create a secure and resilient environment.
 Strong neighborhoods, engaged residents, and planned growth: We plan and implement orderly community growth consistent with the City’s Vision. We actively engage the community in determining how our community grows, from our earliest neighborhoods to our newer growth areas.  Education, innovation, and collaboration to support a vibrant economy: We are committed to growing a vibrant and sustainable local economy by continuing to attract new businesses, supporting existing businesses, and cultivating an environment that encourages entrepr eneurship, job growth, and economic prosperity. We provide educational opportunities for all to ensure the current workforce and future generations are prepared for success.
 Stewardship, sustainability, and good governance: We are good stewards of our resources, making careful and thoughtful choices in the best interest of our community’s future.  Healthiest community in the Valley: We plan our community to provide recreational opportunities, parks, trails, a world-class senior center, and community pr ograms, promoting an active and healthy lifestyle and fostering a strong sense of community connection.
 Employer of choice: We maintain Clovis as the public sector employer of choice.

Fiscal Overview
The City’s unemployment rate peaked in May of 2020 at 13%, dropped to as low as 2.5% in March of 2022, and in March of 2023 is at 3.8% and has held steady this past ye ar, which is very close to the unemployment rate pre- pandemic. The City is beginning to see a decline of historically high sales tax revenue from last year as residents struggle with the impacts of high inflation and rapidly incr easing interest rates. The City has also enjoyed higher than average retail sales when compared to other cities and the state, and significantly better occupancy at hotels experienced elsewhere. This has rapidly increased the City revenues, but the rate of increase is proving to be unsustainable and has begun to drop off while expenses have continued to grow. The recovery was coupled with historic inflation rates, nearing 10% in and coming down to 4% in April of 2024. This inflationary pressure pushed the Federal Reserve to make rapid increases in intere st rates to moderate demand. The national economy is forecasted to slow but a recession is not being forecasted in the next year, but some signs of slowing are evident.

As was evident during the 2020 recession, the City’s efforts over many years to build a strong and diverse economy that attracts high quality businesses, employees, and residents to our community will be key in walking through more uncertainty.

In addition, the City as a whole is faced with a rapidl y changing environment. The method of product delivery is transitioning to non-taxable digital services and delivery se rvices rather than brick and mortar locations. Many employees are continuing to telecommute, changing daily traffic patterns, and finding labor is a continued challenge.

This has resulted in changes in real estate demand. In this, there are opportunities for the City to address the changes in the upcoming General Plan Update and projects such as the Shaw Avenue revitalization strategy being developed. The City has also supported and leveraged the large and continued increases in entrepreneurial start- ups.

As we gain deeper knowledge of the economic shifts that rapidly occurred during the pandemic, it has confirmed that the City is on solid ground economically with new businesses, ideas, and way of doing business coming forth to keep Clovis strong for the long run despite short term challenges in the labor market, inflationary pressures, and monetary policy. The fundamentals of a well-educated community, excellent infrastructure, good land use policies, and a heritage of hard work will provide for an economic engine that gives hope for the future. Continuing a spirit of partnership with Clovis businesses is going to be critic al in reaching mutual goals of a vibrant community that allows for success of all residents.

98 AGENDA ITEM NO. 13.
iv
Budget Overview
The 2024-2025 Annual Budget for all funds totals $ 358.5 million, including $305.1 m illion in operating expenses and $53.4 million in capital improvement expenditures. The budget is balanced using current revenues, anticipated rate increases, and available reserves. This budget represents a 4% decrease compared to estimated expenditures for 2023-2024, due primarily to several large capital projects being completed in the current year and not reflected in the proposed budget. A summary of expenditures by function is provided below:

Gener
al Fund
The proposed General Fund Budget is balanced using some past year revenues. Without changes in revenue streams and/or expenditures in future years the City will not be able to maintain the current solid fiscal position and the level of service our residents expect. Expenditures are projected at $111.3 million and represent an increase of 5% compared to the estimated expenditures for 2023-2024. Revenues are projected at $110.4 million, which is an increase of 4% when compared to the estimated revenues for 2023-2024.

The summary of General Fund expenditures by function is provided below:

The 2024-2025 Annual Budget project s sales tax re venues to be $30.9 million, whic h represents a 3% decrease from the 2023-2024 Annual Budget. The City’s sales tax experienced dramatic growth in fiscal years 2021 and 2022 in particular, due to the shift to online purchases which was exacerbated by the pandemic. California’s AB 147, the Marketplace Facilitator’s Act, also provided vigorous gains in the count y pools due to online purchases, of which the City receives a share. The City is no longer experiencing this kind of significant growth, but instead experienced a 3% decline in fiscal year 2023. The City anticipates sales tax to decline again in 2024-2025 from what was budgeted in the 2023-2024 Annual Budget. The City anticipates modest gr owth will be experienced in budgeted years to follow. One reason for the decline in sales tax is the inflationary pressures on households shifting dollars away from discretionary spending as larger portions of income go to essentials such as food, transportation, and housing costs. Sales tax comprises 37% of the projected discretionary revenue for fiscal year 2024-2025.

Property tax revenues are expected to continue to rise , although new housing development is not anticipated to continue at historical levels. Commercial property tax revenues will be closely monitored as they may be impacted by the accelerated shift to online shopping and remote office work. Property taxes, including in-lieu vehicle license fees, are projected to be $41.4 million in fiscal year 2024-2025, which represents a 11% increase from the previous fiscal year. These property taxes comprise 45% of the projected discretionary revenue for fiscal year 2024-2025.

A key to ensuring Clovis’ long-term fiscal health is to accumulate sufficient funds to maintain an Emergency Reserve that is adequate to protect the City against an unexpect ed catastrophic event and for the continuance of essential City services during a rapid economic downturn. The City’s auditors recommend a target amount of 20%-25% as a prudent reserve for a city operation the size of Clovis. The 2024-2025 Annual Budget does not include a transfer to the Emergency Reserve due to budget constraints. The balance of $22.6 million will remain and is 20.3% of expenditures. The Budget also includes an unas signed fund balance of $1.0 million to be carried forward as a contingency for economic uncertainty and in case of unexpected expenditures or revenue shortfalls.

Public Safety
74%
General
Government/
Economic Dev
10%
Public
Utilities
6%
Cultural &
Recreation
10%
General Government $ 9,977,500
Public Safety 82,932,700
Planning & Development Services 15,047,200
Community Investment Program 53,775,500
Public Utilities 90,427,600
Culture & Recreation 25,853,100
Internal Services 81,517,100

TOTAL $ 358,530,700
Public Safety $ 82,932,700
General Government/Economic Dev. 9,977,500
Public Utilities 6,585,300
Cultural & Recreation 11,780,400
TOTAL $ 111,275,900
General
Government
3%
Public Safety
23%
Planning &
Development
Services
4%
Community
Investment
Program
15%
Public
Utilities
25%
Culture &
Rec
7%
Internal
Services
23%
99 AGENDA ITEM NO. 13.

v
The General Fund is the only fund with discretionary revenues to fund all or portions of operations, such as Police and Fire protection, street s and parks maintenance, re creation, and senior services. The distinction between “discretionary” and “non-discretionary” revenues is key to understanding the financing of local government core services. It is also the key to understanding how decisions about funding of local government and use of revenues made at the state or local level can affect the City’s core services. Only 24% of the City’s total current year revenues are available for discretionary spending. The remaining revenues are designated for specific purposes. A more detailed description of the use of discretionary revenues is provided in the Introduction Section of this budget.

Other Funds
Although a major focus of the budget disc ussion is the General Fund because it represents the essential core services delivered to citizens and is supported by gener al tax revenues, other funds are no less important. These other funds include the community inve stment funds, enterprise funds, and inte rnal service funds. All these funds are balanced for 2024-2025, utilizing current revenue and reserves when appropriate.

In the Public Utilities Department, Sewer will have a 3% rate increase in this year’s budget and will refund the full $7.30 bond surcharge. The Water Fund will implement the authorized 3% increase and has tw o rate schedules:
one for normal conditions and one for drought conditions. Th is year’s budget anticipates normal conditions.

Community Sanitation will have a 4% increase for recyc ling and greenwaste se rvices, a 4% increase for refuse service and a 4% increase for Street sweeping char ges. The Transit Enterprise Fund and Planning and Development Services Fund (PDS) are fully funded this ye ar. These funds are included in the Summary of Fund Balances and other tables in the Summary of Revenue and Expenditures section of this budget.

The Internal Service Funds are included in this budget and act as cost accumulation and allocation centers. All these funds are fully funded with adequate balances to manage emergencies in the respective operational areas, should the need arise. In addition, the Community Investment Program (CIP) is included in this budget with details included in the CIP section.

The 2024-2025 Annual Budget represents the City being in a strong fiscal position poised to make investments to continue Clovis’ heritage and mission to “To set the standard for excellence in defining, delivering, and protecting local governance.” I wish to thank the Council, the City’s Executive Management Team, and all City Employees for their extraordinary efforts during the past four years as we have continued to provide excellent public service during unprecedented and challenging times. I am confident that we will continue to excel in 2024-2025.

Respectfully submitted,

John Holt
City Manager
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AGENDA ITEM NO. 13.

The Introduction Section provides general
information about the City, long-range
goals, major policies, financial planning,
key budget objectives, economic outlook,
discretionary revenues, budget process
and calendar, basis of budgeting, budgetary
controls, appropriation limitation, fund
descriptions, and organizational charts.
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AGENDA ITEM NO. 13.
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AGENDA ITEM NO. 13.

INTRODUCTION
The City of Clovis was inco
rporated on February 27, 1912,
as a general law city of the State of California and as such can exercise the powers allowed by the Constitution and laws of the State of California. The City is governed by the City Council-Manager form of government in which the
City Council determines the mission, land use, and
spending policies of the City and appoints the City
Manager to oversee the day-to-day operation in carrying forward those policies. The City Council consists of five members elected at large for al ternating four-year terms.

The City provides the following services: public safety, animal control, transit, senior services, parks, recreation, economic development, planning and zoning, building
inspection and engineering, street maintenance, water
treatment and delivery, refuse collection and disposal, sewage collection and treatment, water reuse, street
cleaning, and general administrative services.

In accordance with state law and the Clovis Municipal
Code, the City prepares and adopts an annual balanced
budget on a basis consistent with generally accepted
accounting principles. Annual appropriated budgets are adopted for the General Fund, special revenue funds,
capital project funds, and debt service funds. Spending plans are also adopted for the proprietary funds.

FINANCIAL POLICIES
The City Council has estab
lished fiscal policies that govern the City’s financial administration and are designed to safeguard the City’s assets, provide for a stable funding base, and ensure that adequate accounting data is compiled. The accounting data allows for the preparati on of various accounting reports such as this budget and the Annual Comprehensive Financial Report (ACFR). Following are the financial policies that provide the basis for the financial direction of the City:
 The City’s budget policy states that all operating budgets shall be balanced, and ongoing costs will not exceed current revenues plus the available fund ba lance that exceeds reserv e fund requirements. The minimum reserve for any operational fund is 10% of the budgeted expenditures with the goal for reserves of 20-25% of budgeted expenditures unless capital borrowing or extraordinary fiscal conditions require that higher levels of reserves be maintained.
 The Enterprise Funds are to be fully supported by user fees and charges, and the Internal Services Funds are to be funded at appro priate levels to ensure reasonable ability to respond to unforeseen events.

Annually, the City has designated a contribution of gene ral funds to the General Government Services Fund (an Internal Service Fund) to address the building space needs for new fire stations, safety training facilities, regional park facilities, business and industrial parks, upgrades and new technology for improved productivity, and major remodeling, repairs, or additions to existing facilities.  The City will not issue long-term debt to cover curren t operations. The City will consider the issuance of long-term debt to purchase/build capital assets when those assets will benefit users over several years and it is determined that it is more equitable to sp read the capital investment and financing costs of the assets to current and future users of the assets.
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AGENDA ITEM NO. 13.
 Annually, the City will have an independent audit of its financial reco rds prepared by a certified public
accountant, pursuant to generally accepted auditing standards, and will submit an annual financial report to the City Council by December 31 for the previous fiscal year.  Fees for services provided will be charged directly to users of the services when appropriate and should cover the full cost of service delivery. Fees will be reviewed on an annual basis to ensure that the fee is appropriate for the service provided compared to actual cost or an approved cost index.  Development impact fees will be established with the goal that new growth pays the cost of infrastructure improvements and minimizes the burden to existing residents.  The City will invest available cash assets in a mann er consistent with the safeguards and diversity that a prudent investor would adhere to with primary emphasis on preservation of principal, sufficient liquidity to cover anticipated payment outflows, and high yields consistent with the first two goals. The City’s investments will be consistent with Section 53601 of the Government Code of the State of California that identifies which types of investments are eligible for investment of public funds, and the maximum percentage of an investment portfolio that is allowed for any one investment.

The City is in compliance with all of its financial policies.

KEY BUDGET OBJECTIVES
The City intends to maintain facilities and deliver essential core servi ces at levels that will meet the most urgent
needs of the community, while keeping expenditures in line with revenues. This is proving to be a challenge as costs are accelerating faster than revenues and likely requiring adjustments in the next few years in either revenues or reducing expenses. The following are the key objectives of this budget. For more details on how these objectives relate to departmental goals, refer to the Department Summaries included in the Operations Section.

1. Maximize service levels for public safety, crime prevention, hazard prevention, and emergency response in the community by prioritizing the most urgent demands for services and seeking alternative methods to meet lesser priority demands consistent with the need for sustainable spending.

2. Implement and begin update of the General Plan and all service and infrastructure master plans.

3. Given funding limitations, maintain appropriate service levels that will best promote community appearance and the environment and seek to protect the substantial public investment in streetscapes, parks, and trails.

4. Implement an Economic Development Strategy that seeks to facilitate the growth of new or expanding businesses and jobs that improve the overall tax base of the City, improve the diversity of the local economy, and improve the income of residents in the community.

5. Given funding limitations, pursue an aggressive capital investment program to provide a safe, clean, and well-maintained community for the residents, to provide first-rate public facilities to serve the City’s population well into the future, and to induc e increased local employment from construction contracts; and to provide preventative maintenance as a priority expenditure to avoid greater cost s in the future.

6. Provide targeted neighborhood revitalization invest ments. This is a long-term effort to improve community appearance, neighborhood stabilization, infrastructure improvements, amenities in older neighborhoods, and economic opportunities. These investments total $9.97 million in the 2024-2025 budget on top of over $40 million in the previous two budgets in funding primarily reinvesting in some of the City’s older neighborhoods.

DISCRETIONARY VERSUS NON-DISCRETIONARY REVENUES
The distinction between these categories of revenue is especially important for the General Fund. It is the key to understanding the financing
of general government operations and services. Understanding these categories of revenue makes clear how decisions that are made about funding for local government and use of these revenues
can affect these core government services. With constrained sources of revenue, the terms “discretionary” and “non-discretionary” revenues hav
e taken on greater importance.

Discretionary revenues are those
for which the City can decide, without restriction, how these funds will be expended and on which programs. Examples of discretionary revenues are property taxes, most sales taxes, 2 105
AGENDA ITEM NO. 13.
and business license fee
s, all of which may be allocated to support any lawful purpose of the City’s choosing.

Discretionary revenues are used to support the General Fund operations and programs. The primary sources of discretionary revenues are property, sales, and certain other taxes which account for more than 98% of total discretionary funding.

Non-discretionary revenues have restrictions, and th e City must spend these revenues on the programs for which they are intended. Examples of non-discretio nary revenues include gas taxes that must be used for street maintenance; and development fees that must be used for land use entitlement processes and inspections or investment in public improvements associated with new development.

The chart on the following page titled “Summary of Discretionary and Non-Discretionary Revenues 2024-2025” illustrates that only 24% of total annual revenues are discretionary with the remaining 76% non- discretionary. The City’s discretionary revenues this year total $85.5 million, of which $85.2 million are being appropriated in the General Fund and $0.35 million are being transferred to the Planning and Development Services Fund to pay for the public benefit supported by that operation. The remaining $273.0 million of revenues are non-discretionary. Of the discretionary revenues, the chart titled “Use of Discretionary Revenues 2024-2025” shows that the City will use 87%, or $74.3 million, of the total $85.5 million of discretionary funds for public safety.
3 106
AGENDA ITEM NO. 13.

SUMMARY OF

DISCRETIONARY AND NON-DISCRETIONARY
REVENUES 2024-2025
Non-
Discretionary Discretionary Total
Property Taxes 37,855,000 3,619,000 41,474,000
Sales & Other Taxes 44,416,000 557,000 44,973,000
Licenses & Permits 1,220,000 3,944,000 5,164,000
Fines & Forfeitures 0 199,000 199,000
Use of Money & Property 450,000 3,365,200 3,815,200
Revenue From Other Agencies 250,000 51,458,800 51,708,800 Charges For Current Services 52,000 199,024,100 199,076,100 Other Revenues 0 672,000 672,000
TOTAL CURRENT FUNDING 84,243,000 262,839,100 347,082,100 (Additions to)/Use of Available Balance 1,202,500 10,246,100 11,448,600 TOTAL 85,445,500 273,085,200 358,530,700
24%
76%
Discretionary Non-Discretionary
Current Funding
4 107
AGENDA ITEM NO. 13.

USE OF DISCRETIONARY REVENUES
2024-2025
Non- Use of
Total Discretionary Discretionary
Departments Expenditures Revenues Revenues
City Council 563,500 192,000 371,500
City Attorney 1,123,900 751,000 372,900
City Manager 10,466,000 8,323,600 2,142,400
General Services 78,344,700 75,074,800 3,269,900
Finance 4,021,900 3,283,000 738,900
Police 58,442,500 6,851,300 51,591,200
Fire 24,490,200 1,786,000 22,704,200
Public Utilities 112,255,300 108,350,800 3,904,500
Planning & Development Services 15,047,200 14,697,200 350,000 Community Investment Program 53,775,500 53,775,500 0
TOTAL 358,530,700 273,085,200 85,445,500
Public Utilities
5%
Planning & Dev
Serv
1%
Public Safety
87% General Services
3%
Admin & Econ Dev
4%
5 108
AGENDA ITEM NO. 13.

ECONOMIC OUTLOOK
The City’s unemploy
ment rate peaked in May of 2020 at 13%, dropped to as low as 2.5% in March of 2022, in March of 2023 it was 3.8%. It has held steady this past year, which is very close to the unemployment rate pre-pandemic. The City is beginning to see a decline in hi storically high sales tax revenue from last year as residents struggle with the impacts of high inflation and r apidly increasing interest rates. The City has also enjoyed higher than average retail sales when compared to other cities and the state, and significantly better occupancy at hotels than experienced elsewhere. This has rapidly increased the City revenues, but the rate of increase is proving to be unsustainable and has begun to drop off. The recovery was coupled with historic inflation rates, nearing 10% and coming down to 4% in April of 2024. This inflationary pressure pushed the Federal Reserve to make rapid increases in interest rates to moderate demand. The national economy is forecasted to slow, but a recession is not being forecast in the next year. However, some signs of slowing are evident. As was evident during the 2020 recession, the Ci ty’s efforts over many years to build a strong and diverse economy that attracts high quality businesses, employees, and residents to our community will be key in walking through more uncertainty.

Many employees are continuing to telecommute, changing daily traffic patterns, and finding labor is a continued challenge. This has resulted in changes in real estate demand. In this, there are opportunities for the City to address the changes in the upcomin g General Plan Update and projects such as the Shaw Avenue revitalization strategy being developed. The City has also supported and leveraged the large and continued increases in entrepreneurial start-ups.

As we gain deeper knowledge of the economic shifts that rapidly occurred during the pandemic, it has confirmed that the City is on solid ground economically with new businesses, ideas, and way of doing business coming forth to keep Clovis strong for the long run despite short term challenges in the labor market, inflationary pressures, and monetary policy. The fundamentals of a well-educated community, excellent infrastructure, good land use policies, and a heritage of hard work will provide for an economic engine that gives hope for the future. Continuing a spirit of partnership with Clovis businesses is going to be critical in reaching mutual goals of a vibrant community that allows for success of all residents.

Upcoming projects that will have a positive effect on the local economy include:
 California Health Sciences University (CHSU) in creasing enrollment candidates for becoming medical doctors in the Sierra Gateway Commerce District;
 Further attraction of businesses to the Sierra Gateway Commerce District;  Businesses locating in the expanded Dry Creek Industrial Park and nearby business developments;  Additional expansion of medical facilities at Clovis Community Medical Center and on adjacent properties;  Targeted investments of $9.97 million that will improve older Clovis neighborhoods and provide economic opportunities;
 Development of approximately 400,000 square feet of industrial buildings on vacant parcels in the Clovis Industrial Business Park;
 The development on the Clovis and Dakota Avenue site into approximately 400,000 square feet of industrial will add at least 1,000 jobs to the City;
 The beginning of commercial development in the Heritage Grove growth area;  Additional commercial development coming to the Herndon Avenue Corridor;  Continued investment in the Shaw Avenue Corridor;
 Additional retail opening to the Loma Vista Urban Center;  Construction of a six-lane expressway on Shaw Avenue from DeWolf to Leonard Avenues; and  Proposed car dealerships at Clovis and Herndon Avenues. 6 109
AGENDA ITEM NO. 13.

FUND ACCOUNT
ING
The accounts of the City are organized on a basis
of funds, each of which is considered a separate accounting entity. The operations of each fund are accounted for with a separate set of self-balancing accounts that comprise its assets, liabilities, fund equity, revenues, and expenses/expenditures. Government resources are allocated to and accounted for in individual funds based on the purposes for which they are to be spent. The various funds are grouped into three broad categories as follows:

Governmental Fund Types - Governmental funds are used to account for all of the City's general activities, including the collection and disbursement of earmarked mo nies (special revenue funds), the acquisition of or construction of general fixed assets (capital projects funds), and the servicing of general long-term debt (debt service funds). The General Fund is used to account for all activities of the general government not accounted for in some other fund.

Proprietary Funds - Proprietary funds are used to account for activities similar to those found in the private sector, where the determination of net income is necessary or useful to sound financial administration and the primary intent is to recover the costs of providing the goods or services through user charges. Goods or services from such activities can be provided either to outside parties (enterprise funds) or to other departments or agencies primarily within the government (internal service funds).

Fiduciary Funds - Fiduciary funds are used to account for assets held on behalf of outside parties in a trustee capacity. Assessment Districts fall within this category as does the Redevelopment Successor Agency.

BASIS OF BUDGETING
The budgets of the gover n
mental fund types (General Fund, special revenue, capital projects, debt service, and assessment districts) are prepared on a modified accrual basis. This means expenditures are recorded when the liability is incurred, and revenues are recognized if they are received during the fiscal year or shortly thereafter. In addition, the City treats encumbrances as expenditures onl y for budgetary control purposes.

Encumbrances open at year-end are reported as assi gnments of fund balances since they do not constitute expenditures or liabilities. Available expendable resources include beginning fund balance and current year revenues and transfers from other funds.

The spending plans for the proprietary fund types, comprised of internal service funds (employee benefits, fleet, liability and property insurance, and general servic es) and enterprise funds (water, sewer, community sanitation, planning and development services, and transit), are prepared on a full accrual basis. Expenses are recorded when the liability is incurred, and rev enues are recognized when the service is provided.

Exceptions exist in the way the City prepares its spending plans for the enterprise funds and the way they are reported in the City's Annual Comprehensive Financial Report (ACFR). Depreciation on assets is not shown in the spending plan, but expenditures for capital are shown at the full purchase price. The ACFR shows depreciation but not the capital expenditure, which is in accordance with generally accepted accounting principles. Available expendable resources for proprietary funds include beginning working capital, current revenues, and transfers in. Beginning working capital is defined as current assets less current liabilities; in other words, working capital represents cash available to pay expenses.

FIVE-YEAR COMMUNITY INVESTMENT PROGRAM
Based on the City’s Master
Development Plans, the program consists of broad evaluation and establishment of priorities for capital projects essential for future development, as well as the replacement of existing City facilities as needed to ensure the continued delivery of services to the public. An important part of the process of developing the community investment program for capital improvements is determination of the logical order of construction of projects included in the master plans so that underground work is well coordinated to be accomplished in advance of above groundwork. Public service programs and the master plans are the principal bases for determining general priorities. Other factors, however, may influence the final decision as to when a particular project is to be undertaken, such as public demand, major commercial or industrial users, the need to coordinate with other jurisdictions, or even special funding. The five-year community investment program is not designed to do all things that need to be done, but rather to develop a reasonable program of public needs and a dependable order of urgency for each project in relation to other projects. The preparation of the capital budget provides greater assurance that the projects will be undertaken in order of need, that overlapping projects will be avoided, that costly mi stakes can be avoided, and that all projects can be 7 110
AGENDA ITEM NO. 13.
coordinated with ea
ch other. Below are a few highlight s of projects included in the Five-Year Community Investment Program:
 Design of Sewer Diversion Projects to extend life of Herndon Sewer Service Area  Design and Construction of Recharge Basin Park at Barstow and Agua Dulce  Construction of Roundabout at Owens Mountain Parkway and DeWolf Avenue  Design and Construction of the Dry Creek and Enterprise Tails Connection  Design of Various Street Rehabilitation Projects
 Design of the DeWolf Avenue sewer trunk line
 Signal Coordination on Shaw and Herndon Avenues
 Rehabilitation or Widening of Various Streets, including:
o Armstrong Avenue – Shaw to Barstow Avenue
o Ashlan Avenue – Winery to Peach Avenues
o Barstow Avenue – Sunnyside to Fowler & Villa to Minnewawa Avenues o Herndon Avenue – Fowler to Armstrong Avenues
o Minnewawa Avenue – Alluvial to Herndon Avenues
o Peach Avenue – Gettysburg to Ashlan Avenues
o Shaw Avenue – DeWolf to Leonard Avenues
o Sunnyside Avenue – Barstow to Shaw Avenues

BUDGET PROCESS
The proposed budget is required by City Ordinan
ce to be submitted to the City Council by the third meeting in May for the upcoming fiscal year (which begins July 1 and ends June 30). The Council holds public hearings following the submittal of the budget, and may add to, subtract from, or change appropriations within revenues and reserves estimated as available. The Council is required to adopt a balanced budget by June 30. If a balanced budget is not adopted by June 30, to ensure continuity of government services, the City Manager’s proposed budget becomes effective (excluding capital expenditures).

As part of the budget process, City staff prepares a five-year forecast that analyzes the City's long-term fiscal condition. It identifies trends and issues that must be addressed early to ensure the City's continued financial success in meeting the service needs of the City's residents. These planning sessions are intended to identify Council goals and priorities for the upcoming year. The departments then provide budgetary requests necessary to provide the services required to meet the Council goals. Once the City Manager confirms that the budget is structurally balanced with current resources sufficient to cover current expenditures, the Finance Department accumulates the data into a budget book representing the proposed budget that is submitted to Council.

Following adoption of the budget, it is sometimes necessary to amend the budget. The City Manager may transfer any appropriation within a specific fund no t to exceed $5,000 for appropriations and $2,500 for reserves. Transfers exceeding these amounts require Council action. Also, the Personnel section from time to time may require an amendment should additional staffing be necessary or should the complement of staff require adjustment. These changes also require Council action.

BUDGET CALENDAR
Departmental Submittal (includi
ng CIP) April 4, 2024
City Manager Budget Review April 8 - April 12, 2024
Introduction of Recommended Budget to City Council May 13, 2024 Council Budget Review and Public Hearings June 17, 2024 Adoption of Budget June 17, 2024
8 111
AGENDA ITEM NO. 13.

BUDGET CON
TROL
Budgetary control is m
aintained at the department level by fund for both expenditures and personnel. The City utilizes encumbrance accounting in governmental funds under which purchase orders, contracts, and other commitments for expenditures are recorded to reserve the budgeted line item. Monthly reports to staff and quarterly reports to Council are utilized to affect budgetary control and reporting.

APPROPRIATIONS LIMITATION
In November of 1979, California vo ters ap
proved a constitutional amendment that established an
Appropriations Limitation for the state and local govern ments. In June of 1990, the electorate approved Proposition 111 that amended the provisions of the constitution to provide for the adjustment of the Limitation.

The formula now used to calculate the Appropriations Limit is the percentage change in California Per Capita Income (PCI) or the percentage change in valuations of non-residential construction (NRC) plus the percentage change in the City's population or the County's, whiche ver is greater. The State Department of Finance has provided the City with the population estimates and the Per Capita Income. The City’s population increased approximately 1.42% from 2023. The percentage change in the California PCI was approximately 3.62%. The change in non-residential construction was 1.64%. Therefore, the change in PCI is used.

Appropriations Limitation 2023-2024 $404,728,778
Add: Change in Population (1.42%) 5,747,149
$410,475,927
Add: Change
in PCI (3.62%) 14,859,229
Appropriations
Limitation 2024-2025 $425,335,156
Less: Proposed Expenditures Subject to Limitation in 2024-2025 95,318,639 Amount of Unused Authorized Appropri
ations $330,016,517
Over the past five years, the City of Clovis
’ expenditures have been less than the appropriation (approximately 25% of the limit); therefore, it is not likely that the City of Clovis will reach the Appropriations Limit in the future.

It is recommended that the Council's adoption of t he Budget include the establishment of the City's Appropriations Limitation for the 2024-2025 fiscal year at $425,335,156. ____________________________________
9 112
AGENDA ITEM NO. 13.

DESCRIPTION AND PURPOSE

OF ACCOUNTING FUNDS
The inform
ation below provides a brief outline for each of the funds utilized by the City to account for revenue and expenditures for the various activities of the City.

Community Facilities District 2020-1 Fund
The Community Facilities District 2020-1 Fund is a
special revenue fund that houses the collection and
spending of tax assessments within Community
Facilities District 2020-1. Assessments collected will
be used to finance all costs associated with the
maintenance and operation of certain public sewer
facilities and the eventual replacement thereof.

Community Sanitation Fund
The Community Sanitation Fund, which is self-
supporting from fees, is operated as a City business
or "enterprise." All costs including depreciation are
recorded in this fund. All revenue from service
charges related to the collection and disposal of
solid waste, recycling, greenwaste, and street
sweeping fees is deposited into this fund.

Employee Benefits Fund
This fund accounts for the cost of employee
benefits including retirement, workers'
compensation, health insurance, unemployment
insurance, and social security and Medicare
insurance. The source of funding is a charge to all
departments with personnel.

Fleet Maintenance and Replacement Fund
This fund accounts for the expenditures for
maintaining the City's fleet and for equipment
replacement. The source of funding is rental and
replacement charges to all operating departments
that use vehicles or equipment.

General Fund
The purpose of the General Fund is to account for
general government activities such as public safety,
planning, some public works, and revenue
collection administration. All local tax revenues,
building fees, certain user charges, and all
discretionary revenues are deposited in the General
Fund. The General Fund also receives
non-discretionary revenues related to specific
activities that are performed by the operating
sections within the General Fund.

General Government Services/Facilities Fund
This fund accounts for centralized support provided
to other departments including computer services,
central supplies, communications, energy, and
janitorial services and for government facility
maintenance, enhancements, and acquisitions.

The sources of funding come from a charge to all
operating departments.

Housing & Community Development Fund
This fund accounts for the operations of the
Housing and Community Development Program.

The funding source is the Housing and Community
Development Block Grant.

Housing Successor Fund
This fund was created to continue those City
managed housing projects not affected by the
State’s elimination of Redevelopment Agencies.
10 113
AGENDA ITEM NO. 13.

Landscape Maintenance Fund
This fund accounts for the expenditures of the
Landscape Maintenance Districts.

Liability and Property Insurance Fund
This fund accounts for the cost of general liability
and property damage claims and insurance. The
source of funding is from a charge to all operating
departments.

Park Projects Fund
This fund accounts for the revenue, primarily from
developer fees and park grants, for the purpose of
park development, including acquisition of property.

Also, as needed, funds are transferred from this
fund to the Park Bond Debt Service Fund for
payment of the annual principal and interest on the
Park Bonds, which were used for park acquisition
and development.

Planning & Development Services Fund
This fund accounts for the activities of the building,
planning, and engineering departments of the City.

Revenue is mainly generated from permit fees for
services provided.

Sewer Construction-Developer Fund
This fund accounts for the revenue from developer
fees from the Major Facilities Sewer charge and to
account for capital improvements for major trunk
sewer projects and expansion at the treatment
plant.

Sewer Construction-Enterprise Fund
This fund accounts for capital expenditures for
sewer main construction. Funds are transferred
into the fund from the Sewer Service Fund for user-
related projects and from the Developer Trust Fund
as reimbursements are made for developer
projects.

Sewer Service Fund
This enterprise fund accounts for the operation and
maintenance of the City's sanitary sewer system,
including operating costs of the City's share of the
Fresno-Clovis Wastewater Treatment Facility. The
fund is self-supporting from sewer user fees.

Street Construction Fund
This fund accounts for the capital street projects
paid for out of the City's share of Transportation
Development Act (SB 325) funds allocated by the
state, 1/2 cent sales tax for transportation, Special
Gas Tax Select Street funds, and federal funding
sources under the Federal Intermodel Surface
Transportation Efficiency Act. In addition, funds are
transferred from the Developer Trust Fund as
reimbursements are made for developer-financed
projects.

Successor Agencies Fund
This fund was established to manage the wind
down of the Clovis Community Development
Agency. State actions eliminated Redevelopment
Agencies effective 1/31/12 and required the
creation of this fund.

Transit Fund
This fund accounts for the operation of the City's
transit system including Stageline and Round-Up
and services contracted from Fresno Area Express
(FAX). The sources of funding for this activity are
SB 325 monies, farebox revenues, and 1/2 cent
sales tax for transportation.

Water Construction-Developer Fund
This fund accounts for the revenue from developer
fees and for capital improvements for major water
lines, water wells, and other major capital
improvements.

Water Construction-Enterprise Fund
This fund accounts for revenue from developer fees
and expenditures for installation of water mains.

Water Service Fund
This enterprise fund accounts for revenues from
delivery of water and the related expenditures to
operate and maintain the water system. Funds are
transferred from this fu nd to the Water Main
Construction Fund for system maintenance and
upgrades.

11 114
AGENDA ITEM NO. 13.

City Of Clovis Organization Chart

MAYOR AND

CITY COUNCIL

CITY MANAGER

ASSISTANT CITY MANAGER

PLANNING COMMISSION

PERSONNEL COMMISSION

CITY ATTORNEY

CITIZENS OF
CLOVIS

GENERAL SERVICES DEPARTMENT

PERSONNEL/RISK MANAGEMENT

SENIOR SERVICES

PUBLIC TRANSIT

RECREATION SERVICES

FACILITIES MAINTENANCE

PURCHASING

CITY MANAGER DEPARTMENT

ECONOMIC DEVELOPMENT &

COMMUNICATIONS

HOUSING & COMMUNITY DEVELOPMENT

CITY CLERK OPERATIONS

INFORMATION TECHNOLOGY

SUCCESSOR AGENCY

FINANCE DEPARTMENT

ACCOUNTING/REPORTING

UTILITY BILLING

BUDGETING

CITY TREASURER

FIRE DEPARTMENT

OPERATIONS

TRAINING

FIRE PREVENTION

EMERGENCY PREPAREDNESS

PLANNING AND DEVELOPMENT

SERVICES DEPARTMENT

PLANNING

BUILDING

ENGINEERING SERVICES

COMMUNITY INVESTMENT PROGRAM

POLICE DEPARTMENT

ADMINISTRATION & SUPPORT SERVICES

COMMUNICATIONS

PATROL & JAIL SERVICES

INVESTIGATIONS

YOUTH & ANIMAL SERVICES

PUBLIC UTILITIES DEPARTMENT
WATER

WASTEWATER

COMMUNITY SANITATION
PARKS

STREET MAINTENANCE & LIGHTING
FLEET
12 115
AGENDA ITEM NO. 13.

City Manager Department

CITY MANAGER

INFORMATION

TECHNOLOGY

ECONOMIC DEVELOPMENT

HOUSING &

COMMUNICATIONS

CITY CLERK ADMINISTRATION

ASSISTANT CITY MANAGER

EX ECUTIVE MANAGEMENT
TEAM
13 116
AGENDA ITEM NO. 13.

General Services Department

GENERAL SERVICES

DIRECTOR

PERSONNEL

RISK MANAGEMENT

COMMUNITY SERVICES DEPARTMENT SUPPORT

PERSONNEL SERVICES SENIOR SERVICES PURCHASING

FACILITIES

MAINTENANCE

RECREATIONEMPLOYEE BENEFITS

RISK MANAGEMENT PUBLIC TRANSIT
14 117
AGENDA ITEM NO. 13.

Finance Department

FINANCE DIRECTOR

CITY TREASURER

ACCOUNTING INVESTMENT AND

REVENUE

BUDGETING

FORECASTING

FINANCIAL

REPORTING

DEBT ISSUANCE
& ADMINISTRATION

BILLING AND

COLLECTION
GRANT

ACCOUNTING

INVESTING
COST

ACCOUNTING
15 118
AGENDA ITEM NO. 13.

Planning and Development Services Department

PLANNING AND DEVELOPMENT SERVICES

DIRECTOR

PLANNING

DIVISION

BUILDING

DIVISION

ENGINEERING

DIVISION

ADVANCE PLANNING

CURRENT PLANNING

MAJOR PROJECTS
& PROGRAMS

PERMIT PROCESSING ENGINEERING

ADMINISTRATION

CAPITAL

IMPROVEMENTS

CONSTRUCTION

MANAGEMENT

INSPECTIONS

DEVELOPMENT
REVIEW

RESIDENTIAL

COMMERCIAL
16 119
AGENDA ITEM NO. 13.

Police Department

CHIEF OF POLICE

ADMINISTRATION &

SUPPORT SERVICES

OPERATIONS

PATROL SPECIAL ENFOR-

CEMENT TEAM
CRIME

ANALYSIS

MAGEC/HEAT/
ACT

FBI-TERRORISM

TASK FORCE

HOMELAND

SECURITY

COMPUTER

FORENSICS

WELLNESS &

FITNESS
HIRING

RESERVES

CHAPLAINS &

VOLUNTEERS
FLEET

PUBLIC RECORDS
ACT

NEIGHBORHOOD

SERVICES

RECORDS &

PUBLIC SERVICES

TRAINING
ANIMAL

RESPONSE TEAM

MISS WINKLES PET

ADOPTION CENTER

NON-PROFITS

RECEIVING &

CARE CENTER

GRAFFITI

ABATEMENT

JUVENILE

WORK PROGRAM

DIVERSION
SOCIAL
WORK
YOUTH

ACADEMY

JUVENILE DRUG

EDUCATION

INVESTIGATIONS

BUDGET/
GRANTS
UAV
WAT CH 1
BEAT 7 & 8
WAT CH 3
BEAT 1
EOD
JAIL
FIELD

TRAINING
WATCH 2
BEAT 2, 3, & 6

INTERNAL

AFFAIRS

INJURIES W/C
CUSD

LIAISON

TECHNOLOGY

QUALITY OF LIFE
ISSUES

YOUTH SERVICES &

ANIMAL SERVICES
WATCH 4 & 6
BEAT 4 & 5
HONOR
GUARD

HOSPITAL/
EMS

PITCHESS
K9 MUTUAL
AID
CROWD

MANAGEMENT

COMMUNI-

CATIONS
POLICY, PROC.
& UOF REVIEW

TRAFFIC

PROPERTY &

EVIDENCE

FACILITIES
SWAT/
CNT
PIO &
MEDIA

SPECIAL

VEHICLES
17 120
AGENDA ITEM NO. 13.

Fire Department

FIRE CHIEF

EMERGENCY

OPERATIONS DIVISION

COMMUNITY RISK

REDUCTION DIVISION

TRAINING

COMMUNICATIONS

EMERGENCY

PREPAREDNESS
FIRE

INVESTIGATIONS
FIRE

PREVENTION
BUDGET

ACCREDITATION

STRATEGIC

PLANNING

PERSONNEL
SHIFT

OPERATIONS

SPECIALIZED
TEAMS
FLEET

FACILITIES

LOGISTICS

ADMINISTRATION

DIVISION

18 121
AGENDA ITEM NO. 13.

Public Utilities Department

PUBLIC UTILITIES

DIRECTOR

UTILITIES & PARKS ADMINISTRATION, SAFETY

TECHNICAL & FLEET

SANITATION & STREETS

WATER SUPPLY
& DISTRIBUTION

WASTEWATER

STORM DRAINAGE

SOLID WASTE

COLLECTION

LANDFILL

OPERATIONS

RECYCLING

ADMINISTRATION

STREET CLEANING
STREET

MAINTENANCE

STREET LIGHTING

PARKS/LANDSCAPE

MAINTENANCE

ADMIN & CLERICAL

UTILITIES PLANNING
& ENGINEERING

SAFETY & COMPLIANCE
FLEET

MAINENANCE
19 122
AGENDA ITEM NO. 13.

Clovis Successor Agencies

COMMUNICATIONSSUCCESSOR
AGENCY

ECONOMIC

DEVELOPMENT

AFFORDABLE

HOUSING

ECONOMIC DEVELOPMENT, HOUSING &

COMMUNICATIONS DIRECTOR
20 123
AGENDA ITEM NO. 13.

CITY OF CLOVIS

GOVERNMENT FUND TYPES

ENTERPRISE FUND

COMMUNITY SANITATION

PLANNING & DEVELOPMENT SERVICES

TRANSIT

WASTEWATER
WATER

GENERAL FUND

CITY ATTORNEY

CITY CLERK

CITY COUNCIL

CITY MANAGER

ECONOMIC DEVELOPMENT &

COMMUNICATIONS

FINANCE
FIRE
PARKS
POLICE

RECREATION

SENIOR SERVICES

STORM DRAIN

STREET LIGHTING

STREET MAINTENANCE

INTERNAL SERVICE FUND

EMPLOYEE BENEFITS

FACILITIES MAINTENANCE

FLEET MAINTENANCE

INFORMATION TECHNOLOGY

INSURANCE

PERSONNEL

21 124
AGENDA ITEM NO. 13.

CITY OF CLOVIS
2024-2025 MANAGEMENT STAFF
John Holt, City Manager
Andrew Haussler, Assistant City Manager
Chad McCollum, Economic Development, Housing & Communications Director Scott Cross, City Attorney
Curt Fleming, Police Chief
Chris Ekk, Fire Chief
Jay Schengel, Finance Director/Treasurer
Shonna Halterman, General Services Director
Renee Mathis, Planning & Development Services Director
Scott Redelfs, Public Utilities Director

BUDGET PREPARATION TASK FORCE
John Holt, City Manager
Jay Schengel, Financ
e Director
Andrew Haussler
Gina Daniels
Jeff Blanks
Susan Evans
Jose Reynoso
Jose Cortez
Ran Chan
Fernando Copetti
Rebecca Simonian
22 125
AGENDA ITEM NO. 13.

The Summary Section provides summarized
information on the various funds, revenue,
expenditures, and fund balances. The Summary
Section also provides a detailed presentation
of specific General Fund revenue.
126
AGENDA ITEM NO. 13.
127
AGENDA ITEM NO. 13.

FUND BALANCE SUMMARY
This sectio
n contains information about the various funds utilized by the City presented in summary form. The narrative, Highlights of Fund Activities, provides facts about the major fund groups. The information is intended to present to the reader, in a condensed form, important data about each fund group.

The Summary of Resources and Appropriations, which follows the Highlights, provides a very concise presentation of the various funds. For each fund, the Summary includes the estimated beginning fund balance as of July 1, 2024; the total estimated revenue for 2024-2025; the total proposed budget expenditures for 2024-2025; and the projected ending fund balance for each fund as of June 30, 2025.

The Notes to Resources and Appropriations Summary, immediately following the Summary of Resources and Appropriations, provides detail on the various fund trans fers along with notes about fund presentation and is an integral part of the Summary.

These schedules provide, in a condensed form, an overview of the financial position of the City for the budget year.
23 128
AGENDA ITEM NO. 13.

FUND HIGHLIGHTS
General Fund - General Fund expenditures are being funded th rough current year revenues and use of fund balance. Projected revenues are $110.4 million which is $4.3 million or 4% more than the revised revenues for 2023-2024. Revenues for 2024-2025 are increasing mainly due to property taxes, sales taxes, transient occupancy taxes, and business license taxes. Prop osed expenditures are $111.3 million and represent $5 million or 5% more when compared to 2023-2024 estimated expenditures. The increase in 2024-2025 projected expenditures is largely due to increased costs for em ployee benefit programs including retirement and health insurance along with general price increases on the co st of services and supplies. Three new positions are recommended for the General Fund for 2024-2025. A ll three positions are in the Police Department.

Additionally, one position will be converted in the Fire Department. The General Fund has $22.6 million, or

20.3% of expenditures, designated as an emergency re serve. The General Fund also reflects a $1.0 million unreserved, unassigned balance available to offset the impact of any revenue shortfall or cover any unexpected expenditures that do not meet the emergency designation.

Special Revenue Funds - The Housing and Community Development Fund projects a fund balance of $1.0 million for 2024-2025 with current program costs funded using capital funds for projects and revenues sufficient to cover current operational program cost s. The Landscape Assessment District Fund shows a projected fund balance of $9.7 million for 2024-2025. This amount is bei ng accumulated for required reserve and future equipment replacement. The Community Facilitie s District 2020-1 shows a projected fund balance of $261,600.

Internal Service Funds - All of the City’s Internal Service Funds have adequate revenues or reserves to cover current operating requirements. All Internal Services Funds derive revenue primarily from charges to user departments. No new positions for the General Serv ices Department are recommended for 2024-2025. The General Government Facilities Fund includes a limited num ber of minor projects with the reserves committed to future debt service obligations.

Enterprise Funds - All of the City’s Enterprise Funds show sufficient revenue and working capital to meet current operating requirements. With the increase in dev elopment over the last few years, the City has rebated utility customers the Sewer bond coverage charge of $7.30 per month. The City will continue to rebate the $7.30 per month Sewer bond coverage charge in 2024-2025. Se wer operations have an authorized 3% escalator, which is included in the proposed budget. The Community Sanitation Enterprise has an approved 4% increase effective every July 1 as needed. The need for this increase has been reviewed and will be implemented effective July 1, 2024, for the Recycling and Greenwas te programs, the Refuse program and the Street Sweeping program. The Water Enterprise Fund reflects the approved 3% rate increase effective July 1, 2024, with rate increases approved in future years if nec essary. The Water/Sewer/Community Sanitation operations will add four new positions in 2024-2025 and the Parks department will add one new position to accommodate continued growth of the City. The Transit Enterprise will continue utilizing the annual money received from State Transit Assistance (STA) to improve transit services and for capital improvements. The Transit Enterprise has four new recommended positions in 2024-2025. To accommodate staffing changes and market demands, the Planning & Development Enterprise has one new position, one position elimination, and five positions only budgeted for half a year for 2024-2025.

Capital Improvements - Several major projects are included in the 2024-2025 budget and are listed in the Community Investment Program Section. The City has also identified several major projects in the Five-Year Community Investment Program Section for years beyond 2024-2025 that do not currently have funding sources identified.

More details regarding the recommended positions included in the 2024-2025 budget in the General Fund , Internal Service Funds, and Enterprise Funds are included in the Personnel Section. 24 129
AGENDA ITEM NO. 13.

SUMMARY OF

RESOURCES AND APPROPRIATIONS
2024-2025
Beginning Current Ending
Fund Balance Transfers Resources Expenditures Balance

GENERAL
General Fund* 3,296,500 (1,475,000) 110,423,400 111,275,900 969,000

SPECIAL REVENUE FUNDS
Housing & Community Develop. (1,127,200) 0 2,611,800 438,100 1,046,500 Landscape Assessment Dist 9,075,100 0 6,480,000 5,794,800 9,760,300 Community Facilities Dist 2020-1 219,300 0 75,000 32,700 261,600 Affordable Housing 0 1,000,000 320,900 320,900 1,000,000 Total Special Revenue 8,167,200 1,000,000 9,487,700 6,586,500 12,068,400

INTERNAL SERVICE FUNDS
Liability & Property Insurance 1,656,900 0 8,422,000 8,425,500 1,653,400 Employee Benefits 16,519,800 0 42,096,400 42,893,200 15,723,000 Fleet Maintenance 22,518,900 0 16,466,800 13,531,200 25,454,500 General Government Services 5,638,400 0 17,003,300 16,667,200 5,974,500 Total Internal Service 46,334,000 0 83,988,500 81,517,100 48,805,400

ENTERPRISE FUNDS
Community Sanitation 9,198,500 150,000 27,029,000 30,470,200 5,907,300 Sewer Service 24,151,700 (230,000) 16,869,000 19,713,800 21,076,900 Water Service 19,492,300 (1,250,000) 23,483,000 27,830,800 13,894,500 Transit 119,300 0 12,636,000 12,634,600 120,700
Planning & Development Service 8,955,400 350,000 14,485,000 15,047,200 8,743,200 Total Enterprise 61,917,200 (980,000) 94,502,000 105,696,600 49,742,600

CAPITAL IMPROVEMENT FUNDS
Sewer Construction 1,950,900 230,000 6,291,000 7,826,000 645,900 Park Projects 5,014,200 0 2,565,000 1,775,000 5,804,200 Street Construction 13,467,000 0 27,671,700 33,069,000 8,069,700 Water Construction 6,057,000 1,250,000 7,997,000 6,509,000 8,795,000 Housing & Community Develop. 2,256,800 0 1,068,800 3,325,600 0 Refuse Construction 0 0 500,000 500,000 0
General Government Facilities 17,536,400 125,000 2,587,000 450,000 19,798,400 Total Capital Improvement 46,282,300 1,605,000 48,680,500 53,454,600 43,113,200 165,997,200 150,000 347,082,100 358,530,700 154,698,600 Beginning Ending
Balance Transfers Additions Deductions Balance

SUCCESSOR AGENCIES TRUST FUND
Clovis Successor Agencies** 764,300 0 1,357,000 1,365,000 756,300 * The General Fund maintains a $22,600,000 set aside, or 20.3% of expenditures, as an emergency reserve as directed by the City Council.
**The Clovis Successor Agencies are Private Purpose Trust Funds and as such are reported separately and not included in Citywide totals.
25 130
AGENDA ITEM NO. 13.

NOTES TO RESOURCES & APPROPRIATIONS

SUMMARY

1. Summary of Transfers
Interfund operating transfers are legally authorized transfers from one fund receiving revenu e to the fund where the resources are to be expended.

Amount From To Purpose
$ 350,000 General Fund Planning and Dev General Fund supported activity 1,000,00
0 General Fund Affordable Housing Various projects
50,000 General Fund General Govt Svs Fire Training Center Drainage 75,000 General Fund General Govt Svs Demo of IT portable building 150,000 Comm Sanitation Cap* Comm Sanitation Oper Acquisition of refuse containers 500,000 Sewer Service Sewer Cap-User Capital projects
270,000 Sewer Capital-Dev Sewer Service Capital projects 750,000 Water Service Water Capital-Dev Debt service
500,000 Water Service Water Capital-User Capital Projects

2. For presentation purposes, several funds were combined on the Summary of Fund Balances as follows:

Sewer Capital -
Sewer Capital-Enterprise
Sewer Capital-Developer
Water Construction -
Water Capital-Enterprise
Water Capital-Developer
*Community Sanitation Capital Fund is unbudgeted and as such, is not shown on the preceding schedule, but is fully disclosed in the City's Annual Financial Report. 26 131
AGENDA ITEM NO. 13.

SUMMARY REVENUES AND EXPENDITURES
The follo win
g summary schedule provides an excellent overview of the City's 2024-2025 revenues and expenditures. The schedule on the following page combines all the City's funds into one summary schedule while the “2024-2025 Budget Summary-By Fund” provides a summary of revenues and expenditures for each fund.

Care needs to be taken when attempting to draw c onclusions from summary schedules, especially when comparing one budget year to prior years. Because of the up-and-down nature of capital project expenditures, the City's total budget can experience wide swings from year to year. An example of this may be a large street or sewer project that is budgeted in one budget year and may not exist in the next. This type of project may increase the budget by several million dollars in any one year.

The reader should also be aware that the majority of the City's revenue and expenditures are restricted to specific purposes and cannot be transferred from one fund to another. As was indicated in the City Manager's letter and further discussed in the Introduction Section, the General Fund is the only fund with discretionary revenues to pay for City services, such as police and fire. The other funds are restricted in their use, such as the Water Enterprise Fund, which can only be used to pay expenses related to water delivery.

Following the summary schedules is a detailed description of major revenue sources. We are providing historical trends, budgeting assumptions, and other information as appropriate.

The "2024-2025 Budget Summary-All Funds" includes all funding sources and expenditures for all Governmental and Proprietary Funds. A review of the revenue shows that “Charges for Current Services” is the largest revenue source followed by "Charges to Other Departments”. Included in "Charges for Current Services" are the charges for the City's Enterprise Funds (water, sewer, refuse, etc.). This revenue source makes up 33% of the total funding sources. The source "Charges to Other Departments" reflects interfund charges, or revenue derived, by the City's Internal Service Funds such as General Services, Employee Benefits, Fleet Services, and Liability and Property Insurance to other operating funds for services received fr om the Internal Service Funds. This funding source reflects 24% of the total. (Please read the note at the bottom of the “2024-2025 Budget Summary-All Funds” about the effect Internal Service Fund charges have on t he City's revenues and expenditures.) Property Taxes, show an increase due primarily to expected countywide growth , improving property values from prior years, and the statutory Prop 13 increase of 2% or California CPI, whichever is less. The California CPI for 2024-2025 is 2%.

Property taxes account for 12% of the City’s revenue. The revenue source “Sales & Use Tax” which accounts for 9% of total revenue, is projected to decline due to inflationary pressures on consumer spending. The City anticipates modest growth will be experienced in budgeted years to follow.

Overall the City budget is lower when compared to the prior year. Capital outlays/improvements account for 15% of the total budgeted expenditures in 2024-2025 and are decreasing when compared to the 2023-2024 estimated budget amounts. The combined totals for all salaries and benefits, which account for 33% of the total expenditures, are showing a slight decrease from the previous year due to the net addition of only three positions compared to a larger increase in other ex penditures. Reflected in t he category “Administrative and Overhead,” which makes up 8% of the total, is the expenditure side of the interfund charges by the City’s Internal Service Funds. This expenditure reflects costs such as computer services, communications, energy, and office supplies. The expenditure category “Employee Related ISF Charges” which accounts for 11% of total expenditures is another interfund related expenditure account and reflects the internal transfer of a portion of employee benefits.

Again, the reader is requested to vi ew each of these revenue and expenditure categories on a per fund and departmental basis along with looking at a "Total Summarized Picture." Each of the department presentations included in the Operational Section will provide further information about the programs and proposed expenditures for each department.
27 132
AGENDA ITEM NO. 13.
2022-2023 2023-2024 2024-2025

ACTUAL ESTIMATED BUDGET

FUNDING SOURCES
Property Taxes 35,599,296 38,564,000 41,474,000
Sales & Use Tax 30,238,078 29,982,000 30,892,000
Other Taxes 11,906,883 13,470,000 14,081,000
Licenses and Permits 4,467,644 4,652,000 5,164,000
Fines 260,164 250,000 199,000
Use of Money & Property 16,197,950 4,648,400 3,815,200
From Other Agencies 39,224,827 47,788,300 51,708,800
Charges for Current Services 106,687,409 101,693,500 115,795,800 Other Revenues 2,193,372 965,900 672,000
Charges to Other Departments-ISF 66,668,582 73,619,900 83,280,300 Other Financing Sources 372,745 1,430,200 0
Total Revenues and Other
Financing Sources 313,816,950 317,064,200 347,082,100
Beginning Fund Balances 213,759,197 223,369,000 165,997,200 Total Available Resources 527,576,147 540,433,200 513,079,300

EXPENDITURES/EXPENSES
Salaries-Regular 57,234,385 59,404,800 65,717,100
Overtime 6,869,017 7,849,400 6,815,400
Extra Help 3,624,410 4,166,800 4,435,200
Benefits 33,924,594 36,973,300 42,057,200
Vehicle Charges 13,290,702 14,902,500 16,760,600
Energy 9,295,967 10,745,300 12,328,200
Communications 752,564 805,500 834,000
Professional Services 26,399,268 31,247,100 34,723,200
Repair and Maintenance 4,000,260 6,143,700 6,108,200
State Mandates 952,658 1,055,000 1,223,000
Special Events 81,233 85,400 112,000
Building and Equipment Rental 5,434 33,000 83,000
Office Supplies 685,220 795,000 848,100
Materials and Supplies 6,762,082 7,814,500 8,044,700
Travel and Meeting Expense 358,111 354,800 288,600
Training 630,583 848,400 996,500
Dues and Subscriptions 426,968 617,760 921,000
Administration and Overhead 26,045,600 29,093,100 32,221,000 Employee-Related ISF Charges 30,888,916 37,009,100 42,039,100 Liability Insurance Prog-ISF 5,448,572 6,159,100 8,026,900 Debt Service 14,212,015 14,510,000 13,888,000
Capital Outlays/Improvements 62,247,588 103,972,440 60,059,700 Total Expenditures/Expenses and Other Uses 304,136,147 374,586,000 358,530,700 Net Operating Transfers * (71,000) 150,000 150,000
Ending Fund Balances 223,369,000 165,997,200 154,698,600 2024-2025 BUDGET SUMMARY - ALL FUNDS
Included in the schedule below are items that are not considered revenue/expenses for financial reporting purposes. These items are:

Long-term Debt (COPs and loans; included in "Other Financing Sources") -- Reported as liabilities for financial reporting Principal payments on long-term debt (included in "Debt Service") -- Reported as a reduction to liabilities for financial reporting Capital additions (included in "Capital Outlays") -- Reported as fixed assets for financial reporting The numbers presented above include revenue and expenses for the City's Internal Service Funds. These funds act as cost allocation departments in that they accumulate the cost of goods and services and distribute these costs to the various other user departments. The user departments in turn record an expense/expenditure, and the Internal Service Fund records revenue. Therefore, a doubling effect occurs for those revenues and expenses/expenditures.

The Clovis Successor Agencies are Private Purpose Trust Funds and as such are reported separately and not included in Citywide totals. * Net transfers are the result of the transfer to the Refuse Disposal Fund from the Community Sanitation Fund, an unbudgeted fund. 28 133
AGENDA ITEM NO. 13.

Other Taxes

4.2%
Property Taxes

12.2%
Other Financing Sources

0.5%
Sales & Use Tax

9.5%
Licenses and Permits

1.5%
Other Revenues

0.3%
From Other Agencies

15.0%
Use of Money and
Property

1.5%
Charges for Current
Services

32.0%
Fines

0.1% Charges to Other
Departments-ISF

23.2%
2023-2024 ESTIMATED REVENUES
Other Taxes

4.1%
Property Taxes

11.9%
Other Financing Sources

0.1%Sales & Use Tax

8.9%
Licenses and Permits

1.5%
Other Revenues

0.2%
From Other Agencies

14.9%
Use of Money
and Property

1.1%
Charges for Current
Services

33.2%
Fines

0.1%
Charges to Other
Departments-ISF

24.0%
2024-2025 BUDGET REVENUES
Expenditure charts are presented by fund later in this section and by department and function in the Operations section. 29 134
AGENDA ITEM NO. 13.

Page 1 of 3 ends

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

FUNDING SOURCES
Property Taxes 41,399,000
Sales & Use Tax 30,892,000
Other Taxes 14,081,000
Licenses and Permits 1,354,000 3,810,000
Fines 199,000
Use of Money & Property 546,000 348,000 781,000 114,000 606,000 189,000 From Other Agencies 6,636,600 330,000 12,522,000 27,000 Charges for Current Services 15,000,800 26,765,000 16,063,000 22,687,000 10,403,000 Other Revenues 315,000 86,000 25,000 190,000 56,000 Charges to Other Departments-ISF
Other Financing Sources
Total Sources 110,423,400 27,529,000 16,869,000 12,636,000 23,483,000 14,485,000

EXPENDITURES/EXPENSES
Salaries-Regular 39,470,100 5,772,800 1,660,000 2,554,400 4,160,800 6,839,800 Overtime 5,890,800 485,000 17,500 101,600 152,600 86,000 Extra Help 2,222,200 83,000 7,000 1,928,000 6,000 154,000 Benefits 28,757,800 2,979,000 809,100 1,957,800 2,065,700 3,045,400 Vehicle Charges 5,903,600 7,223,900 379,600 1,653,100 937,000 366,500 Energy 3,354,000 28,000 1,888,000 5,310,000 Communications 281,300 12,500 5,000 216,100 18,000 50,000 Professional Services 7,608,400 6,375,900 7,829,200 667,900 3,717,500 1,808,000 Repair and Maintenance 382,800 51,400 313,500 1,133,700 State Mandates 1,163,000
Liability Insurance Prog-ISF 2,000 3,000
Special Events 2,000 14,000
Building and Equipment Rental 33,000 50,000 Office Supplies 111,100 72,000 5,500 44,000 16,000 Materials and Supplies 1,615,300 205,200 299,900 1,705,500 10,000 Travel and Meeting Expense 204,700 20,500 8,000 22,000 5,000 9,000 Training 604,500 53,500 18,200 23,200 57,500 8,000 Dues and Subscriptions 100,100 17,500 5,000 2,800 6,700 23,000 Administration and Overhead 13,748,900 4,385,300 3,286,800 1,872,700 4,027,300 2,579,500 Employee-Related ISF Charges
Debt Service 7,000
Capital Outlays/Improvements 985,300 1,989,700 3,174,500 1,635,000 4,483,500 35,000 Total Uses 111,275,900 30,970,200 19,713,800 12,634,600 27,830,800 15,047,200 2024-2025 BUDGET SUMMARY - BY FUND
30 135
AGENDA ITEM NO. 13.

Page 2 of 3 ends

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 1,000 97,000 551,200 273,000 87,000 222,000 From Other Agencies 90,000 430,000 27,671,700 Charges for Current Services 2,283,000 6,204,000 2,135,000 7,775,000 Other Revenues
Charges to Other Departments-ISF 8,421,000 41,999,400 16,666,100 16,193,800 Other Financing Sources
Total Sources 8,422,000 42,096,400 19,590,300 16,466,800 6,291,000 2,565,000 27,671,700 7,997,000

EXPENDITURES/EXPENSES
Salaries-Regular 186,100 369,700 2,800,900 1,722,600 Overtime 3,000 3,000 57,300 18,600 Extra Help 35,000
Benefits 90,200 171,100 1,232,000 887,200 Vehicle Charges 7,400 18,100 165,600 98,600 Energy 1,748,200
Communications 248,600 2,500
Professional Services 11,000 533,100 282,900 Repair and Maintenance 2,725,300 1,474,500
State Mandates 60,000
Liability Insurance Prog-ISF 8,021,900
Special Events 96,000
Building and Equipment Rental
Office Supplies 597,500 2,000
Materials and Supplies 8,000 349,500 3,846,300 Travel and Meeting Expense 4,400 1,200 7,800 4,000 Training 42,000 27,600 117,000 45,000 Dues and Subscriptions 1,000 500 760,800 1,100 Administration and Overhead 61,500 105,900 723,500 1,393,800 Employee-Related ISF Charges 42,039,100
Debt Service 3,301,000 426,000 7,215,000 2,939,000 Capital Outlays/Improvements 50,000 1,714,100 3,266,100 611,000 1,775,000 33,069,000 3,570,000 Total Uses 8,425,500 42,893,200 17,117,200 13,531,200 7,826,000 1,775,000 33,069,000 6,509,000 Internal Service Capital Projects
2024-2025 BUDGET SUMMARY - BY FUND
31 136
AGENDA ITEM NO. 13.

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Funds Trust Fund
Housing &
Community
Development
Landscape
Assessment
District
Community
Facilities Dist
2020-1
Affordable
Housing
Total
Successor
Agency Trust
Fund*
FUNDING SOURCES Additions
Property Taxes 75,000 41,474,000 1,357,000
Sales & Use Tax 30,892,000
Other Taxes 14,081,000
Licenses and Permits 5,164,000
Fines 199,000
Use of Money & Property 3,815,200
From Other Agencies 3,680,600 320,900 51,708,800 Charges for Current Services 6,480,000 115,795,800
Other Revenues 672,000
Charges to Other Departments-ISF 83,280,300
Other Financing Sources 0
Total Sources 3,680,600 6,480,000 75,000 320,900 347,082,100 1,357,000 EXPENDITURES/EXPENSES Deductions
Salaries-Regular 179,900 65,717,100
Overtime 6,815,400
Extra Help 4,435,200
Benefits 61,900 42,057,200
Vehicle Charges 7,200 16,760,600
Energy 12,328,200
Communications 834,000
Professional Services 88,800 5,794,800 5,700 34,723,200 20,000 Repair and Maintenance 27,000 6,108,200
State Mandates 1,223,000
Liability Insurance Prog-ISF 8,026,900
Special Events 112,000
Building and Equipment Rental 83,000
Office Supplies 848,100
Materials and Supplies 5,000 8,044,700
Travel and Meeting Expense 2,000 288,600
Training 996,500
Dues and Subscriptions 2,500 921,000
Administration and Overhead 35,800 32,221,000 Employee-Related ISF Charges 42,039,100
Debt Service 13,888,000 1,345,000
Capital Outlays/Improvements 3,380,600 320,900 60,059,700 Total Uses 3,763,700 5,794,800 32,700 320,900 358,530,700 1,365,000 Special Revenue
2024-2025 BUDGET SUMMARY - BY FUND
32 137
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e intentionally left blank)
33 138
AGENDA ITEM NO. 13.

SUMMARY OF REVENUES BY FUND
2023-2024
2022-2023 Rev
ised 2024-2025
Actual Estimate Budget
GENERAL FUND 99,624,191 106,103,300 110,423,400

SPECIAL REVENUE FUNDS
Housing & Community Development 456,608 231,200 2,611,800 Affordable Housing 0 0 320,900
Landscape Maintenance District 5,495,212 5,997,100 6,480,000 Community Facilities Dist 2020-1 91,556 60,000 75,000

INTERNAL SERVICES FUNDS
Liability & Property Insurance 5,110,796 6,768,000 8,422,000 Employee Benefit 34,495,791 37,276,800 42,096,400
Fleet Maintenance 14,284,262 14,833,900 16,466,800
General Government Services 14,837,952 17,122,300 17,003,300

ENTERPRISE FUNDS
Community Sanitation 24,564,658 23,314,500 27,029,000
Sewer Service 16,374,707 16,245,000 16,869,000
Transit 7,953,295 11,965,900 12,636,000
Water Service 22,241,329 22,693,300 23,483,000
Planning & Development Services 12,582,526 12,777,100 14,485,000

CAPITAL IMPROVEMENTS FUNDS
Sewer Construction 11,280,836 4,468,000 6,291,000
Parks Projects 5,076,231 2,675,000 2,565,000
General Government Facilities 7,715,490 1,853,000 2,587,000 Street Construction 21,650,005 23,690,600 27,671,700
Water Construction 8,931,777 4,220,000 7,997,000
Refuse Construction 773,463 2,710,500 500,000
Housing & Community Development 276,265 2,058,700 1,068,800 TOTAL 313,816,950 317,064,200 347,082,100

SUCCESSOR AGENCY TRUST FUND
Clovis Successor Agencies* 1,419,555 1,366,000 1,357,000 *The Clovis Successor Agencies are Private Purpose Trust Funds and as such are reported separately and not included in Citywide totals.
34 139
AGENDA ITEM NO. 13.

General
34%
Special Revenue
2%Internal Services
24%
Enterprise
27%
Capital Improvement
13%

REVENUES BY FUND TYPE
General
32%
Special Revenue
2%Internal Services
22%
Enterprise
26%
Capital Improvement
18%
General
32%
Special Revenue
3%
Internal Services
24%
Enterprise
27%
Capital Improvement
14%
2024-2025 BUDGET
2022-2023 ACTUAL
2023-2024 ESTIMATED
35 140
AGENDA ITEM NO. 13.

The gross assessed valuation (in millions) for Clovis is:
2019/20 $11,615 2021/22 $13,299 2023/ 24 $15,525 2025/26 $17,736 est. 2020/21 $12,456 2022/23 $14,442 2024/25 $16,638 est. 2026/27 $18,834 est.

Property Taxes-General Fund
Property Tax in lieu of VLF-General Fund
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 18.34% of the gross taxes before reductions. In 2024/25, the City of Clovis is expecting to receive about $23,005,000 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. 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 21% of total General Fund revenue.

In 2004, the State permanently reduced the vehicle license fees (VLF) to counties and cities and eliminated the State's general fund backfill for this revenue loss. 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
23,005,000
15,500,000
18,000,000
20,500,000
23,000,000
25,500,000
28,000,000
Actual
2020/21
Actual
2021/22
Actual
2022/23
ETC
2023/24
Budget
2024/25
Projected
2025/26
Projected
2026/27
14,850,000
10,000,000
11,000,000
12,000,000
13,000,000
14,000,000
15,000,000
16,000,000
Actual
2020/21
Actual
2021/22
Actual
2022/23
ETC
2023/24
Budget
2024/25
Projected
2025/26
Projected
2026/27
36 141
AGENDA ITEM NO. 13.

REVENUE BY SOURCE
Major General Consumer Goods 33%
Segments: Autos & Transportation 18%
State & County Pools 14%
Building and Construction 12%
Restaurants & Hotels 11%
Fuel & Service Stations 6%
Franchise Fees-General Fund
Sales Tax-General Fund
Community Facilities District CFD 2004-01-General Fund
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.

The top ten retailers generate 43% of the sales tax and the top 100 retailers generate 81% of the sales tax in Clovis . Sales Tax is 28% 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 AB-147 had on online sales tax for cities. In 2022/23, sales tax experienced a decline as inflationary pressures affected consumers spending less on discretionary items that generate sales tax. 2023/24 is estimated to experience another slight decline while 2024/25 has been budgeted for modest growth.

In March 2004, Council approved the formation of Community Facilities District 2004-01 (CFD) which provides funding for public safety operations in new growth areas generally located north of Herndon or east of Locan Avenues.

Residential parcels located in the CFD with a building permit issued prior to May 1, would be subject to the CFD tax the following fiscal year, payable with their property tax bill. This revenue represents 3% of General Fund revenue. 3,100,000
2,400,000
2,800,000
3,200,000
3,600,000
Actual
2020/21
Actual
2021/22
Actual
2022/23
ETC
2023/24
Budget
2024/25
Projected
2025/26
Projected
2026/27
3,516,000
2,000,000
2,500,000
3,000,000
3,500,000
4,000,000
4,500,000
Actual
2020/21
Actual
2021/22
Actual
2022/23
ETC
2023/24
Budget
2024/25
Projected
2025/26
Projected
2026/27
30,892,000
26,000,000
28,000,000
30,000,000
32,000,000
34,000,000
Actual
2020/21
Actual
2021/22
Actual
2022/23
ETC
2023/24
Budget
2024/25
Projected
2025/26
Projected
2026/27
37 142
AGENDA ITEM NO. 13.

REVENUE BY SOURCE
Business Licenses-General Fund
Other Taxes-General Fund
Interest Revenue-General Fund
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.

This category includes transient occupancy tax, real property transfer tax, and card room permits. Transient occupancy tax has rebounded greatly from the time shelter in place orders from Covid-19 were required. The City increased the transient occupancy tax from 10% to 12% on January 1, 2023. Marriott's Residence Inn opened in March 2023 bringing the City's total hotels to thirteen. In 2023/24, the City provided an online portal for owners of short term rentals to enroll and pay their lodging taxes. Real property transfer tax has shown a decline from the prior year as mortgage rates continue to remain high.

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 2023/24 and 2024/25 are 3.22% and 2.93%, respectively. 450,000
25,000
125,000
225,000
325,000
425,000
525,000
Actual
2020/21
Actual
2021/22
Actual
2022/23
ETC
2023/24
Budget
2024/25
Projected
2025/26
Projected
2026/27
7,188,000
3,750,000
4,750,000
5,750,000
6,750,000
7,750,000
Actual
2020/21
Actual
2021/22
Actual
2022/23
ETC
2023/24
Budget
2024/25
Projected
2025/26
Projected
2026/27
5,055,000
3,500,000
4,000,000
4,500,000
5,000,000
5,500,000
6,000,000
Actual
2020/21
Actual
2021/22
Actual
2022/23
ETC
2023/24
Budget
2024/25
Projected
2025/26
Projected
2026/27
38 143
AGENDA ITEM NO. 13.

REVENUE BY SOURCE
State Subventions-General Fund
Grants-General Fund

Revenue From Other Agencies-General Fund
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 larger increase in 2023/24 is primarily due to transferring additional gas tax funds from street capital projects to street maintenance and lighting in the General Fund.

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 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 years 2020/21 - 2023/24 is the SAFER grant awarded to hire 9 additional firefighters. The City received a grant to prevent organized retail theft in 2023/24 for two years. Grants are usually projected at a three year average of reoccurring grants.

This revenue is from other public agencies including reimbursements. Most of the fluctuations of revenues in this category are from state mandated claims. Reimbursements from AB109 for interagency coordinated police efforts known as ACT are also reflected here.
1,149,000
850,000
950,000
1,050,000
1,150,000
1,250,000
Actual
2020/21
Actual
2021/22
Actual
2022/23
ETC
2023/24
Budget
2024/25
Projected
2025/26
Projected
2026/27
2,367,100
250,000
3,250,000
6,250,000
9,250,000
12,250,000
Actual
2020/21
Actual
2021/22
Actual
2022/23
ETC
2023/24
Budget
2024/25
Projected
2025/26
Projected
2026/27
2,929,500
1,250,000
1,750,000
2,250,000
2,750,000
3,250,000
Actual
2020/21
Actual
2021/22
Actual
2022/23
ETC
2023/24
Budget
2024/25
Projected
2025/26
Projected
2026/27
39 144
AGENDA ITEM NO. 13.

REVENUE BY SOURCE
Revenue for Current Services-General Fund
Other Revenue-General Fund
Administrative Charges-General Fund
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.

This category includes revenue from the sale of equipment, legal settlements, damage restitution, home owner property tax relief, and donations. 2023/24 reflects a donation for the new Senior Activity Center that opened in November 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. 5,098,000
4,000,000
4,500,000
5,000,000
5,500,000
Actual
2020/21
Actual
2021/22
Actual
2022/23
ETC
2023/24
Budget
2024/25
Projected
2025/26
Projected
2026/27
445,000
100,000
300,000
500,000
700,000
Actual
2020/21
Actual
2021/22
Actual
2022/23
ETC
2023/24
Budget
2024/25
Projected
2025/26
Projected
2026/277,959,800
5,000,000
6,000,000
7,000,000
8,000,000
9,000,000
Actual
2020/21
Actual
2021/22
Actual
2022/23
ETC
2023/24
Budget
2024/25
Projected
2025/26
Projected
2026/27
40 145
AGENDA ITEM NO. 13.

REVENUE BY SOURCE
Sewer Bond Coverage Charges-Sewer Service Fund
Refuse / Street Cleaning Charges-Community Sanitation Fund Sewer Charges-Sewer Service Fund
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 2025/26 through 2026/27 and increase 4% each year after. Recycling and greenwaste rates are projected to increase by 4% in 2025/26 through 2026/27 and increase by 4% annually. Street Cleaning charges are projected to increase by 4% in 2025/26 through 2026/27 and are anticipated to grow based on the estimated increase in residential and commercial units.

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 2025/26 through 2026/27.

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. Beginning July 1, 2026, bond coverage charges are projected to resume.
16,060,000
13,000,000
14,000,000
15,000,000
16,000,000
17,000,000
18,000,000
Actual
2020/21
Actual
2021/22
Actual
2022/23
ETC
2023/24
Budget
2024/25
Projected
2025/26
Projected
2026/27
(4,000,000)
(2,000,000)
-
2,000,000
4,000,000
Actual
2020/21
Actual
2021/22
Actual
2022/23
ETC
2023/24
Budget
2024/25
Projected
2025/26
Projected
2026/27
26,625,000
20,000,000
22,000,000
24,000,000
26,000,000
28,000,000
30,000,000
Actual
2020/21
Actual
2021/22
Actual
2022/23
ETC
2023/24
Budget
2024/25
Projected
2025/26
Projected
2026/27
41 146
AGENDA ITEM NO. 13.

REVENUE BY SOURCE
Building permit activity for dwelling units: Total building valuation for 2023 was $284,665,000. 2020 2021 2022 2023
1112 1238 859 658
Water Charges-Water Service Fund
Building Permits / Planning Fees / Engineering Fees-Planning & Development Fund 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 also imposed declines on permits and fees. 2022/23 reflects an 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. Part of the large increase in revenues in 2024/25 is due to the General Plan and Housing Element updates. 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 which is also budgeted to experience larger than normal 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.
14,193,000
10,000,000
12,000,000
14,000,000
16,000,000
18,000,000
Actual
2020/21
Actual
2021/22
Actual
2022/23
ETC
2023/24
Budget
2024/25
Projected
2025/26
Projected
2026/27
22,680,000
17,500,000
19,500,000
21,500,000
23,500,000
25,500,000
27,500,000
Actual
2020/21
Actual
2021/22
Actual
2022/23
ETC
2023/24
Budget
2024/25
Projected
2025/26
Projected
2026/27
42 147
AGENDA ITEM NO. 13.

REVENUE BY SOURCE
Local Transportation Funding-Transit Funds
Measure C (1/2 cent Sales Tax)
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 that opened in November of 2023.

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 2024/25 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 Shaw from De Wolf to Leonard and reconstruction of Alluvial from Sunnyside to Fowler. Other projects include pavement rejuvenation and slurry sealing of various City streets and trail pavement maintenance.
5,511,000
4,000,000
5,000,000
6,000,000
7,000,000
Actual
2020/21
Actual
2021/22
Actual
2022/23
ETC
2023/24
Budget
2024/25
Projected
2025/26
Projected
2026/27
16,808,000
7,500,000
11,500,000
15,500,000
19,500,000
Actual
2020/21
Actual
2021/22
Actual
2022/23
ETC
2023/24
Budget
2024/25
Projected
2025/26
Projected
2026/27
43 148
AGENDA ITEM NO. 13.

SUMMARY OF EXPENDITURES BY FUND

2023-2024
2022-2023 Revised 2024-2025
Actual Estimate Budget
GENERAL FUND 95,310,724 105,876,800 111,275,900

SPECIAL REVENUE FUNDS
Housing and Community Development 226,437 330,000 438,100 Affordable Housing 0 0 320,900
Landscape Maintenance District 4,652,056 4,962,000 5,794,800 2020-1 Community Facility District 5,700 5,700 32,700

INTERNAL SERVICES FUNDS
Liability & Property Insurance 5,751,770 6,519,100 8,425,500 Employee Benefit 31,550,625 37,763,000 42,893,200
Fleet Maintenance 13,134,249 16,402,000 13,531,200
General Government Services 14,960,923 20,907,900 16,667,200

ENTERPRISE FUNDS
Community Sanitation 24,539,494 27,338,000 30,470,200
Sewer Service 15,620,808 19,870,300 19,713,800
Transit 8,165,251 11,965,600 12,634,600
Water Service 20,678,735 23,831,000 27,830,800
Planning & Development Services 12,761,591 13,704,700 15,047,200

CAPITAL IMPROVEMENTS FUNDS
Sewer Construction 7,428,649 9,555,100 7,826,000
Parks Projects 4,128,649 6,952,800 1,775,000
General Government Facilities 11,755,666 15,565,600 450,000 Street Construction 23,634,641 31,517,600 33,069,000
Water Construction 8,329,402 16,775,000 6,509,000
Refuse Construction 773,463 2,710,500 500,000
Housing and Community Development 727,314 2,033,300 3,325,600

TOTAL 304,136,147 374,586,000 358,530,700

SUCCESSOR AGENCY TRUST FUND
Clovis Successor Agencies* 1,366,802 1,348,700 1,365,000 *The Clovis Successor Agencies are Private Purpose Trust Funds and as such are reported separately and not included in Citywide totals.
44 149
AGENDA ITEM NO. 13.

`
General
29%
Special Revenue
1%
Internal Services
22%
Enterprise
26%
Capital Improvement
22%

EXPENDITURES BY FUND TYPE
General
32%
Special Revenue
2%Internal Services
21%
Enterprise
27%
Capital Improvement
18%
General
31%
Special Revenue
2%Internal Services
23%
Enterprise
30%
Capital Improvement
14%
2024-2025 BUDGET
2022-2023 ACTUAL
2023-2024 ESTIMATED
45 150
AGENDA ITEM NO. 13.
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e intentionally left blank)
46 151
AGENDA ITEM NO. 13.

The Debt Obligation Section provides
information about the City’s policies
on long-term debt, current long-term
debt obligations, and the legal debt limit.
152
AGENDA ITEM NO. 13.
153
AGENDA ITEM NO. 13.

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 2024/25 is calculated at 15% of total assessed valuation or $2,328,865,989. The City currently has no general obligation debt outstanding.

LEGAL DEBT LIMIT
Assessed Valuations $ 15,431,328,658
Add back exempt property 94,444,600
Total Assessed Value $ 15,525,773,258
Legal
Debit Limit
15% of Total Assessed Value $ 2,328,865,989
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, 2024, is as follows:

Long-Term Interfund Loans $ 22,050,000
Long
-Term Loans 1,643,936
Capital Leases 9,077,447
Revenue Bon ds 91,900,0 00
Total $124,671,383
Successor Agency Tax Allocation Bonds $ 8,620,000 47 154
AGENDA ITEM NO. 13.

DEBT SERVICE REQUIREMENTS
(Principal and Interest Only)
Total Amount 2023-2024
Amount Outstanding 2022-2023 Revised 2024-2025
Issued 6/30/2024 Actual Estimate Budget
Long-Term Interfund Loans
* Sewer Developer Fund 15,300,000 15,300,000 0 0 0
* General Services Fund 7,500,000 6,750,000 750,000 750,000 750,000 Long-Term Loans
California Energy Project Loan 953,239 164,929 85,532 85,700 87,000 California Energy Project Loan 70,700 0 8,285 8,400 0
2016 PG&E Energy Project Loan #3 168,239 12,818 19,227 19,300 13,000 2018 California Energy Project Loan 1,840,035 1,302,554 125,321 125,500 126,000 2020 PG&E Energy Project Loan #5 164,401 91,789 16,440 16,500 17,000 2020 PG&E Energy Project Loan #6 207,841 71,846 30,791 30,800 31,000 Capital Leases
Safety Facilities Solar 2,454,100 1,140,094 194,702 194,800 195,000 Pet Adoption Center 3,000,000 1,567,351 216,756 219,400 221,000 2013 Corporation Yard 14,377,528 3,636,936 1,267,761 1,279,200 1,277,000 Fire Truck, Fire & Police Vehicles 1,795,000 0 77,416 77,900 0 2015 Police/Fire Comm. Towers 1,810,000 299,135 202,637 204,200 205,000 2015 Solar Project 2,000,000 1,314,137 139,243 139,800 140,000 2016 Police/Fire Vehicles 1,460,000 96,427 49,112 49,600 50,000 2018 Police/Fire Vehicles 573,000 0 123,537 0 0
2019 Police/Fire Vehicles 1,125,000 0 243,546 122,800 0 2020 Police Vehicles 1,038,104 214,726 216,902 217,200 218,000 2020 Fire Truck 1,301,896 808,641 142,340 142,600 143,000 Revenue Bonds
2013 Waste Water 12,500,000 7,155,000 1,006,685 1,017,200 1,015,000 2015 Waste Water 21,600,000 20,260,000 1,038,631 1,045,900 1,885,000 2017 Waste Water 50,710,000 41,475,000 3,802,253 3,836,800 3,834,000 2023 Water Improvement 12,710,000 10,370,000 2,975,895 2,942,300 2,929,000 2021 Landmark Square Senior Center 13,355,000 12,640,000 654,919 651,400 655,000 Long-Term Contracts Payable
** 1993 WWTP Expansion/Upgrade
(Payable to the City of Fresno) 17,618,748 0 1,214,555 1,231,000 0 Total
$185,632,831 $124,671,383 $14,602,486 $14,408,300 $13,791,000

SUCCESSOR AGENCY TRUST FUND
Tax Allocation Bonds
2008 Tax Allocation Bonds 19,100,000 8,620,000 1,060,286 1,336,600 1,340,000 * 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. 2024-2025 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 var ious funding sources, obligations, terms, interest rates, security, etc. Each type of debt is discussed in more detail in the following pages. 48 155
AGENDA ITEM NO. 13.
2024-2025 DESCRIPTION OF LONG-TERM DEBT

Long-Term Interfund Loans

In 2024/25 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 Service Fund to finance the construction of Fire Station #6. The interest rate on the loan is variable and is set at the annual rate of return earned by the City's pooled cash. Repayment will begin in 2024/25 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 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 2024/25 budget is $140,000 for principal and $55,000 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 2024/25 budget is $159,000 for principal and $62,000 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 2024/25 budget is $1,173,000 for principal and $104,000 for interest.

In March 2014 the City entered into a ten-year lease fo r $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 was made for March 2024.

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 2024/25 budget is $199,000 for principal and $6,000 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 2024/25 budget is $95,000 for principal and $45,000 for interest.

In January 2016 the City entered into a ten-year $1 ,460,000 lease for the purchas e 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 2024/25 budget is $48,000 for principal and $2,000 for interest.

In September 2018 the City entered into a five-year $1,125,000 lease for the purchase of Police Department vehicles ($313,500) and Fire Department vehicles ($811, 500). The interest rate on the lease is 3.23%. The last payment was made September 2024.

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 2024/25 budget is $215,000 for principal and $3,000 for interest.

49 156
AGENDA ITEM NO. 13.
2024-2025 DESCRIPTION OF LONG-TERM DEBT
Capital Leas
es – Continued
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 2024/25 budget is $129,000 for principal and $14,000 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
2025 2,158,000 291,000 2,449,000
2026 1,902,270 223,247 2,125,517
2027 1,811,673 164,186 1,975,859
2028 581,248 114,917 696,165
2029 602,604 93,559 696,163
2030 - 2034 1,819,555 175,726 1,995,281
2035 - 2036 202,097 6,998 209,095
Total $9,077,447 $1,069,633 $10,147,080
50 157
AGENDA ITEM NO. 13.
2024-2025 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 2024/25 budget is $82,000 for principal and $5,000 for interest.

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.

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 2024/25 budget is $13,000 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 2024/25 budget is $113,000 for principal and $13,000 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 2024/25 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 2024/25 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
2025 256,000 18,000 274,000
2026 243,707 12,851 256,558
2027 141,364 10,477 151,841
2028 132,436 9,350 141,786
2029 133,624 8,162 141,786
2030 - 2034 612,794 22,964 635,758
2035 124,011 681 124,692
Total $1,643,936 $82,485 $1,726,421

51 158
AGENDA ITEM NO. 13.
2024-2025 DESCRIPTION OF LONG-TERM DEBT
Long-T
erm 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 the last payment was paid in September 2023.

Revenue Bonds
In Jul
y 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 2024/25 budget is $675,000 for principal and $340,000 for interest.

In September 2023 the City issued 2023 Water Improvement Bonds for $12,710,000 at interest rates varying from 2.00% to 5.00%. The proceeds were used to refinance the 2013 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 2024/25 budget is $2,410,000 for principal and $519,000 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 2024/25 budget is $1,060,000 for principal and $825,000 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 2024/25 budget is $1,805,000 for principal and $2,029,000 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 2024/25 budget is $300,000 for principal and $355,000 for interest. 52 159
AGENDA ITEM NO. 13.
2024-2025 DESCRIPTION OF LONG-TERM DEBT

Revenue Bonds – Continued

The following is a schedule of the debt service payments for the City's revenue bonds:

Year Ending
June 30, Principal Interest Total
2025 6,250,000 4,068,000 10,318,000
2026 7,420,000 3,733,927 11,153,927
2027 7,800,000 3,365,056 11,165,056
2028 8,175,000 2,973,788 11,148,788
2029 5,680,000 2,560,088 8,240,088
2030 - 2034 21,770,000 9,554,497 31,324,497
2035 - 2039 28,045,000 4,283,851 32,328,851
2040 - 2044 2,580,000 680,770 3,260,770
2045 - 2049 2,910,000 344,001 3,254,001
2050 - 2051 1,270,000 31,701 1,301,701
Total $91,900,000 $31,595,679 $123,495,679

53 160
AGENDA ITEM NO. 13.
2024-2025 DESCRIPTION OF LONG-TERM DEBT

SUCCESSOR AGENCY TRUST FUND
Tax Alloca
tion Bonds
In April 20
08 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 serv ice payment is scheduled for the fiscal year 2037/38.

Included in the 2024/25 budget is $960,000 for principal and $380,000 for interest.

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

Year Ending
June 30, Principal Interest Total
2025 960,000 380,000 1,340,000
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 1,150,000 185,163 1,335,163
2030 - 2034 2,190,000 451,210 2,641,210
2035 - 2038 1,180,000 115,188 1,295,188
Total $8,620,000 $1,989,292 $10,609,292
54 161
AGENDA ITEM NO. 13.

The Personnel Section includes a
detailed narrative of the personnel
changes reflected in the budget,
along with a summary and detailed
list displaying the number of
authorized positions within each
classification by department.
162
AGENDA ITEM NO. 13.
163
AGENDA ITEM NO. 13.

PERSONNEL
There are thirteen ne
w positions being proposed for 2024-2025, as well as the deletion of one position. Of the new positions, three are within the General Fund , and consist of three Police Officers in the Police Department. Within the Enterprise Funds, the Pl anning and Development Services Department added a Deputy Planning and Development Services Director and also deleted a Plans Examiner. The Public Utilities Department added five new positions and the Transit division of the General Services Department added four new positions.

The following additional positions are recommended for 2024-2025:

P o s i t i o n D
e p a r t m e n t
Bus Driver (4) General Services/Transit
Depu
ty Planning and Development Services Director (1) Planning and Development Services Police Officer (3) Police
Equipm
ent Mechanic Assistant (1) Public
Utilities/Fleet Maintenance
Parks Supervisor (1) Public
Utilities/Parks
Supervising Civil Engineer (1) Public
Utilities
Utility Worker (1) Public Utilities/Water
Wastewater Treatment Plant Operator (1) Public
Utilities/Wastewater
The following positions are recommended for deletion in 2024-2025:

P o s i t i o n D
e p a r t m e n t
Plans Examiner Planning and Development Services
Duri
ng the year changes to the personnel alloca tion 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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AGENDA ITEM NO. 13.
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e intentionally left blank)
56 165
AGENDA ITEM NO. 13.
2023-2024 2024-2025 Change
2022-2023 Current Recommended Increase /
Department Prior Year Year Approved Positions (Decrease) City Manager 26.75 28.60 28.60 -
General Services 51.10 58.10 62.10 4.00
Finance 21.00 21.00 21.00 -
Planning & Development Services 61.85 65.00 65.00 -
Fire 73.00 74.00 74.00 -
Police 184.00 196.00 199.00 3.00
Public Utilities 189.30 198.30 203.30 5.00
TOTAL 607.00 641.00 653.00 12.00

SUMMARY OF POSITIONS

BY DEPARTMENT
Police
31%
Finance
3%
Fire
11%
City Manager
5%
Planning & Devlpmt
Services
10%
Public Utilities
31%
General Services
9%

CURRENT
2023-2024
Police
31%
Finance
3%
Fire
11%
City Manager
4%
Planning & Devlpmt
Services
10%
Public Utilities
31%
General Services
10%

RECOMMENDED
2024-2025
57 166
AGENDA ITEM NO. 13.
2023-2024 2024-2025 Change
2022-2023 Current Recommended Increase /
Department Prior Year Year Approved Positions (Decrease)

CITY MANAGER
Assistant City Manager 1.00 1.00 1.00 - Business Development Manager 1.00 1.00 1.00 - City Clerk 1.00 1.00 1.00 - City Manager 1.00 1.00 1.00 - Communications & Marketing Analyst 0.50 0.50 0.50 - Deputy Director of Information Tech 1.00 1.00 1.00 - Economic Dev Housing & Comm Dir 1.00 1.00 1.00 - Executive Assistant 1.00 1.00 1.00 - Finance Business Systems Analyst 1.00 1.00 1.00 - Geographic Information System Analyst 0.25 0.45 0.45 - Housing Program Manager - 1.00 1.00 - Information Tech Cybersecurity Analyst 1.00 - - - Information Technology Analyst/Senior 6.00 5.00 5.00 - Information Technology Specialist/Senior 5.00 7.00 7.00 - Information Technology Supervisor 2.00 2.00 2.00 - Information Technology Technician 2.00 3.00 3.00 - Management Analyst 1.00 - - - Principal Office Assistant 1.00 1.00 1.00 - Staff Analyst - 0.65 0.65 - TOTAL 26.75 28.60 28.60 -

GENERAL SERVICES
Administrative Assistant 2.00 2.00 2.00 - Assistant Building Maintenance Tech 3.00 4.00 4.00 - Building Maint Worker/Leadworker 2.00 2.00 2.00 - Bus Driver 16.00 18.00 22.00 4.00 Communications & Marketing Analyst 0.10 0.10 0.10 - Deputy General Services Director - 2.00 2.00 - Facilities Maintenance & Purchasing Mgr 1.00 1.00 1.00 - Facilities Maintenance Supervisor 1.00 1.00 1.00 - General Services Director 1.00 1.00 1.00 - General Services Manager 1.00 - - - Lead Bus Driver 4.00 5.00 5.00 - Management Analyst 4.00 3.00 3.00 - Personnel Technician 3.00 - - - Personnel Technician/Senior - 3.00 3.00 - Personnel/Risk Manager 1.00 - - - Principal Office Assistant 3.00 3.00 3.00 - Recreation Leader 1.00 2.00 2.00 - Recreation Specialist 2.00 2.00 2.00 - Recreation Supervisor 1.00 1.00 1.00 - Senior Center Nutrition Svs Worker 1.00 1.00 1.00 - Senior Custodian 1.00 2.00 2.00 - Staff Analyst - 1.00 1.00 - Transit Dispatcher 2.00 2.00 2.00 - Transit Manager - 1.00 1.00 - Transit Supervisor 1.00 1.00 1.00 - TOTAL 51.10 58.10 62.10 4.00

BY DEPARTMENT

DETAIL OF POSITIONS
58 167
AGENDA ITEM NO. 13.

DETAIL OF POSITIONS

BY DEPARTMENT
2023-2024 2024-2025 Change
2022-2023 Current Recommended Increase /
Department Prior Year Year Approved Positions (Decrease)

FINANCE
Accountant/Senior 3.00 3.00 3.00 -
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 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 4.00 5.00 5.00 -
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

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 -
Deputy Planning & Develop Services Dir
-
- 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 7.00 7.00 - Engineering Program Manager - 1.00 1.00 -
Engineering Program Supervisor 1.00 - - -
Engineering Tech/Sr Eng Tech

3.00 3.00

3.00 -
Geographic Info System Analyst 0.75 0.55 0.55 -
Geographic Info System Tech

1.00 1.00

1.00 -
Management Analyst 2.00 2.00 2.00 -
Permit Technician

2.00 2.00

2.00 -
Plan/Develop Administrative Manager 1.00 1.00 1.00 -
Planning Technician I/II

2.00 2.00

2.00 -
Plans Examiner/Senior Plans Examiner 5.00 4.00 3.00 (1.00) Principal Office Assistant 1.00

1.00 1.00
-
Senior Planner 3.00 3.00 3.00 -
Staff Analyst

1.00 1.35

1.35 -
Supervising Civil Engineer

2.00 2.00

2.00 -
Traffic Signal Operations Specialist
-

1.00 1.00
-
TOTAL

61.85 65.00 65.00 -
59 168
AGENDA ITEM NO. 13.

DETAIL OF POSITIONS

BY DEPARTMENT
2023-2024 2024-2025 Change
2022-2023 Current Recommended Increase /
Department Prior Year Year Approved Positions (Decrease) POLICE
Administrative Assistant 3.00 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 1.00 - Community Service Officer 14.00 15.00 15.00 - Crime Analysis Supervisor 1.00 1.00 1.00 - Crime Specialist 2.00 2.00 2.00 - Deputy Police Chief - 1.00 1.00 - Digital Forensic Analyst 1.00 1.00 1.00 - Lead Public Safety Dispatcher 5.00 5.00 5.00 - Management Analyst 2.00 2.00 2.00 - Police Captain 3.00 2.00 2.00 - Police Chief 1.00 1.00 1.00 - Police Corporal 18.00 18.00 18.00 - Police Lieutenant 5.00 5.00 5.00 - Police Officer/Recruit 73.00 83.00 86.00 3.00 Police Sergeant 12.00 12.00 12.00 - Police Service Manager 1.00 1.00 1.00 - Principal Office Assistant 7.00 7.00 7.00 - Property & Evidence Supervisor 1.00 1.00 1.00 - Property & Evidence Technician 1.00 1.00 1.00 - Public Safety Dispatcher/PSO 18.00 19.00 19.00 - 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 2.00 - Staff Analyst 2.00 2.00 2.00 - Supervisor of Animal Services 2.00 2.00 2.00 - TOTAL 184.00 196.00 199.00 3.00 FIRE
Administrative Assistant - 1.00 1.00 - Battalion Chief 3.00 3.00 3.00 - Deputy Fire Chief 1.00 1.00 1.00 - Fire & Life Safety Specialist 1.00 1.00 1.00 - Fire Captain 18.00 18.00 18.00 - Fire Chief 1.00 1.00 1.00 - Fire Engineer 18.00 18.00 18.00 - Fire Inspector I/II 1.00 2.00 2.00 - Firefighters 24.00 24.00 24.00 - Management Analyst 1.00 - - - Senior Management Analyst - 1.00 1.00 - Spec Proj/Life Safety Enforcement Mgr 1.00 1.00 1.00 - Staff Analyst 2.00 1.00 1.00 - Training Officer (Captain) 2.00 2.00 2.00 - TOTAL 73.00 74.00 74.00 - 60 169
AGENDA ITEM NO. 13.

DETAIL OF POSITIONS

BY DEPARTMENT
2023-2024 2024-2025 Change
2022-2023 Current Recommended Increase /
Department Prior Year Year Approved Positions (Decrease)

PUBLIC UTILITIES
Administrative Assistant 1.00 1.00 1.00 - Assistant Public Utilities Director 2.00 2.00 2.00 - Assistant Water Systems Technician 4.00 4.00 4.00 - Communications & Marketing Analyst 0.30 0.30 0.30 - Deputy Public Utilities Director 1.00 1.00 1.00 - 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 2.00 2.00 - Engineering Tech/Sr Engineering Tech 2.00 2.00 2.00 - Equip Mech Assist/Equip Serv Worker 5.00 5.00 6.00 1.00 Equipment Mechanic 7.00 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 - - - Maintenance Leadworker 6.00 6.00 6.00 - Maintenance Worker/Sr Maint Worker 42.00 44.00 44.00 - Management Analyst

2.00 1.00 1.00 - 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 - Parks Supervisor - - 1.00 1.00 Parts Clerk 2.00 2.00 2.00 - Parts Runner 1.00 1.00 1.00 - Principal Office Assistant 5.00 5.00 5.00 - Principal Utilities Engineer 1.00 1.00 1.00 - Public Utilities Director 1.00 1.00 1.00 - Sanitation Operator/Senior San Operator 26.00 27.00 27.00 - Senior Management Analyst - 1.00 1.00 - Solid Waste Manager 1.00 1.00 1.00 - Solid Waste Supervisor - 1.00 1.00 - Staff Analyst 1.00 2.00 2.00 - 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 2.00 1.00 Utilities Manager 1.00 1.00 1.00 - Utility Worker 35.00 38.00 39.00 1.00 Waste Recycling Maintenance Worker - 1.00 1.00 - Wastewater Treatment Plant Operator - - 1.00 1.00 Water Production Manager 1.00 1.00 1.00 - Water Systems Supervisor 1.00 1.00 1.00 - Water Systems Technician 1.00 1.00 1.00 - Water Treatment Plant Operator 3.00 3.00 3.00 - TOTAL 189.30 198.30 203.30 5.00 CITY TOTAL 607.00 641.00 653.00 12.00
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62 171
AGENDA ITEM NO. 13.

The Operations Section includes all of the
operational activities of the City. The activities are
presented by section within each department. The
narrative for each department includes a summary
identifying all activities for the department along
with department goals and objectives to meet
those goals. The summary is followed by a section
narrative, budget detail, and performance
measures. Section narratives include a brief
“Five-Year Outlook” that addresses future budget
considerations based on current trends.
172
AGENDA ITEM NO. 13.
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AGENDA ITEM NO. 13.

OPERATIONS TABLE OF CONTENTS
Summary of Expenditures by Department and Function ......................................................................................... 64-65 City Council ............................................................................................................................................................. 66-69 City Attorney ............................................................................................................................................................ 70-71 City Manager Department
Summary & Performance Measures ......................................................................................................... 72-79 Administration ........................................................................................................................................... 80-81 Economic Development & Communications ............................................................................................. 82-85 Housing & Community Development Administration ................................................................................ 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 63 174
AGENDA ITEM NO. 13.
2023-2024
2022-2023 Revised 2024-2025
Actual Estimate Budget
City Council 383,099 546,000 563,500
City Attorney 763,285 1,123,200 1,123,900
City Manager 8,351,382 13,480,500 10,466,000
General Services 58,313,582 71,074,500 78,344,700
Finance 3,547,947 3,885,200 4,021,900
Planning & Development Services 12,761,590 13,704,700 15,047,200 Police 48,986,395 54,911,300 58,442,500
Fire 23,223,920 24,587,400 24,490,200
Public Utilities 91,027,163 106,163,300 112,255,300
Capital Improvements 56,777,784 85,109,900 53,775,500
TOTAL 304,136,147 374,586,000 358,530,700
General Government 8,120,200 9,272,800 9,977,500
Public Safety 72,210,315 79,498,700 82,932,700
Planning & Development Services 12,761,590 13,704,700 15,047,200 Capital Improvements 56,777,784 85,109,900 53,775,500
Public Utilities 70,859,142 82,290,000 90,427,600
Culture & Recreation 18,009,550 23,117,900 24,853,100
Internal Services 65,397,566 81,592,000 81,517,100
TOTAL 304,136,147 374,586,000 358,530,700

SUMMARY OF EXPENDITURES

BY DEPARTMENT

BY FUNCTION
64 175
AGENDA ITEM NO. 13.
wu

EXPENDITURES BY FUNCTION
General Government
2%
Public Safety
24%
Planning & Development
Services
4%
Capital Improvements
19%
Public Utilities
23%
Culture & Recreation
6%
Internal Services
22%
2022-2023 ACTUAL
General Government
3%
Public Safety
23%
Planning & Development
Services
4%
Capital Improvements
15%
Public Utilities
25%
Culture & Recreation
7%
Internal Services
23%
2024-2025 BUDGET
General Government
2%
Public Safety
21%
Planning & Development
Services
4%
Capital Improvements
23%
Public Utilities
22%
Culture & Recreation
6%
Internal Services
22%
2023-2024 ESTIMATED
65 176
AGENDA ITEM NO. 13.

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 2024-2025
 Safest City in the Valley: Resource and implement cr eative strategies to address increasing trends in crime, improve emergency medical response, and maintain high code enforcement standards in all neighborhoods in a deliberate and conscientious effort to improve the safety of our community and maintain our status as the Safest City in the Valley.
 Sustainable and smart growth: Develop innovative plans for sustainable growth that preserve commu nity identity and meet the needs of changing demographics, ensuring that all neighborhoods – old and new – reflect the best of our community with a variety of housing options for all who choose to live here.  Strong community engagement : Implement new strategies for engaging residents, businesses, a nd potential newcomers with a focus on engaging our youth and ‘next generation’ leaders.  Core community infrastructure : Maintain and strengthen core competencies in areas such as infrastructure maintenance (sewer, water, streets, safety, parks) and planning for future facility needs , ensuring residents' confidence in local government's commitment to their well-being.  Collaborations and partnerships : Foster healthy regional collaborations and partnerships to address major community needs, including housing, workforce development, economic grow th, infrastructure, and education to improve the quality of life for all Clovis residents.  Diversified economic model : Define and embrace new economic models for the city by diversifying revenue sources and investing in workforce developm ent, job-ready land, and strategic alliances with educational partners.
 Employer of choice: Be the employer of choice in the public sector, focusing on retention, recruitmen t, training, benefits, and adaptability to changing work environments.  Technological advancements: Maximize technology and build systems with a long-term vision, ensuring the city advances technologically over the next decade.  Preserving old traditions and welcoming new ones: Invest in preserving our heritage and communicating the city's brand at every opportunity while defining what makes Clovis unique and welcoming new traditions as our community grows.
 Healthiest community in the Valley: Strive to become the healthiest community in the valley by focusing on amenities including recreation, trails, access to healthcare, safety, walkability, and quality of life enhancements for young and old.
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Budgeta
ry 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.  Support the continuance of the Clovis Youth Commission. 67 178
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CITY COUNCIL
2023-2024
2022-2023 Revised 2024-2025
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 89,342 93,300 91,000
Benefits 106,894 106,400 112,200
Professional Services 20,443 215,000 130,000
Travel & Meeting Expense 21,372 14,500 25,000
Dues & Subscriptions 34,948 36,000 40,000
Admin & Overhead 110,100 80,800 165,300
TOTAL CITY COUNCIL 383,099 546,000 563,500
Interfund Charges 203,000 185,000 192,000
Use of Discretionary Funds 180,099 361,000 371,500
TOTAL 383,099 546,000 563,500

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

SOURCES OF FUNDING
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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 2024-2025
 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. 13.
2023-2024
2022-2023 Revised 2024-2025
Actual Estimate Budget
Professional Services 724,285 1,074,000 1,074,000
Admin & Overhead 39,000 49,200 49,900
TOTAL CITY ATTORNEY 763,285 1,123,200 1,123,900
Intergovernmental Charges 743,000 752,000 751,000
Use of Discretionary Funds 20,285 371,200 372,900
TOTAL 763,285 1,123,200 1,123,900
The functions for this section are handled by contract.

CITY ATTORNEY

DEPARTMENT SUMMARY

SOURCES OF FUNDING

DETAIL OF POSITIONS

BUDGET DETAIL
71 182
AGENDA ITEM NO. 13.

CITY MANAGER

DEPARTMENT SUMMARY
The City Ma
nager 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 Council policy directives 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 Assi stant 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 Cit
y Manager'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
Econo
mic Development 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 city web and social media sites, traditional print and broadcast media, flyers, and signage. Department staff also responds to various inquiries from media, residents, and community partners and provides information or connec ts those parties with the best City Department to handle their needs.

Housing & Community Development Sections 42750/48500/49210 Hou
sing & 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 l
ocal 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 regi
stration 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 whi
ch includes Statements of Economic Interests for City Councilmembers, Commissioners, and designated 72 183
AGENDA ITEM NO. 13.

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 inclu
des 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 Municipa l Cod
e 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 municip al govern
ment, 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 Cler k manag
es the proper maintenance and disposition of Ci ty records and information according to statute and help
s to preserve City history. The City Clerk is al so responsible for an ongoing initiative to tran sfer all written do
cuments to electronic images for ease of storage and retrieval.

Infor
mation Services/Communications Division Sections 36200/36300 The Informati
on 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 Divi sion’s services 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 2024-2025
 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 policie s to guide impleme
ntation 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 City’s 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; assi st the City Cou
ncil 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, preparin g newer manag
ers for future leadership positions.

Effectively communicate with residents, businesses, and stakeholders on programs, services, meetings, and events.
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AGENDA ITEM NO. 13.

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 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.

Infor
mation Technology Division

Assist the Public Utilities Department with the implementation of a SCADA system hardware and software.  Install additional fiber optic connections between City facilities. 
Increase data storage capacity in its data centers.
 Upgrade the City’s radio communications system’s network infrastructure.  Migrate user mailboxes to the cloud and upgrade desktop computer systems to Windows 11.  Upgrade the wireless network at the Landfill.

Assess and enhance audio / visual system in the Council Chamber. 
Continue implementation of security best practices to increase reliability and stability of the system. 74 185
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CITY MANAGER

DEPARTMENT SUMMARY
Budg
etary Highlights
Ad
ministration Division

Monitor the results of budgetary performance, focus on long-term fiscal sustainability, and recommen d adju
stments 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 futu
re 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 servic e and sustai
nable financial strategies.

Establish effective communication strategies that pr omote community activities, services, history, ke y proje
cts, and citizen access to local government.

Provide opportunities to build the organizational cult ure by education and information for employees; as sist with skill and
capacity building as part of the succession planning strategy.

Economic Development & Communications Division

Continue marketing strategy to encourage the medical industry to locate in Clovis, leveraging the investments being made by Clovis Community Hospital , California Health Sciences University, and othe r medical bu
sinesses.

Encourage private sector development in the community by working with property owners, brokers a nd develop
ers to make Clovis competitive in attracting new businesses, as well as retraining and growi ng exi
sting businesses.

Continue analysis of Shaw Avenue to determine future uses of commercial corridor, including Sierra Vist a Mall.

Work with the Tourism Advisory Committee and regional efforts to position Clovis as a regional and state tourist de
stination; support opportunities to host comm unity special events that are aligned with commun ity intere
sts 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 a nd prog
rams, as well as public meetings and City events.

Organize and participate in online and in-person community outreach efforts, including diversity outreac h, recruitin
g efforts, and other ways to connect with community members.

Housing Development Division

Provide funds to repair/rehabilitate/construct 43 homes and construct 47 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 120 additional affordable housing in the community through the Housing Trust Fund an
d the Development Impact Fee Program.
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AGENDA ITEM NO. 13.

 Provide funds for 10 first time home buyers (FTHB).
o Through CalHome and Program Income (PI).

City Cl
erk Division

Implement a public records request management system.
 Review and update the City’s Document Management Policy & Procedures.  Maximize utilization of technology to improve services.

CITY MANAGER

DEPARTMENT PERFORMANCE MEASURES
Ad
ministration Division

The Administration Division’s Goal is to ensure that the City Council’s policies are implemented as efficiently as po
ssible 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/h
ousing 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 g
enerally considered to be in balance. The City has gained back most of the job losses experie nced due to the e
conomic impact of COVID- 19 when the city hit the low of .65 jobs per a household, it has now returned to historic highs, nearing 1 job per a household. Meanwhile, housing production has continued gro
wing but at a slower pace than past years, but still requires additional jobs to keep the jobs/housi ng balance ratio on target. The focus going forward will be further gains in job creation. 2022
-2023 (actual) 2023-2024 (estimated) 2024-2025 (proposed) Total Job
s Increase/(Decrease) 9,313 800 800
Jobs/Housing Balance Ratio .98:1 .99:1 .99:1
 The increase in retail sales coming out of COVID-19 has proven unsustainable, both statewide an d regionall
y. The Economic Development Division will continue to work to increase retail sales by encouraging occup
ancy of vacant retail space, development of ne w commercial retail and ensuring that existing reta il busi
nesses are offered the opportunity to expand their operations. Retail sales trends continue to sh ift online, a t
rend which accelerated due to the COVID- 19 pandemic. Online sales, disruptions in supply, and shifting market trends has impacted, and will continue to impact this revenue stream going forward to some degree. We will also continue with our Phase 2 analysi s of the Shaw Avenue Corridor, to determin e best future us
es for the retail spaces, including the Sierra Vista Mall. 2022
-2023 (actual) 2023-2024 (estimated) 2024-2025 (proposed) Total Retail S
ales Tax $29,718,200 $29,500,000 $30,390,000 Percentage Increase/(Decrease) -3.0% -0.7%

3.0%
Communications Division

Engage with community members as effectively as possible using available resources, including our City websites and social media accounts. The Communication s Division is working with IT to launch new city websites during the 24-25 budget cycle. The focus is on improving the structure of the site to simplify finding programs, services, and contacts with fewer clicks. The new site will inte grate more effectively with every other c
ity site, as well as with city social media accounts.
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AGENDA ITEM NO. 13.

Housing Development Division
The goal of th
e Housing Division is to increase and improve the supply of affordable housing.  Increase the supply of affordable housing: Provide f unds for multi-family development projects, includi ng the 135 Osm
un project, utilizing the Housing Trust Fund, and Development Impact Fee Reduction programs, and other funding sources, to administer housing projects 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.
2022
-2023 (actual) 2023-2024 (estimated) 2024-2025 (proposed) Ne
w Units Constructed/Added 75 0 167
Rehabilitated Housing 8 15 43
Down Payment Assistance Program 0 0 10
City Clerk Division
The missio
n of the City Clerk Division is to protect the interests of the citizens, the Council, and other City departments of Clovis by administering applicable city and state laws and to preserve and maintain the integrity of the City’s records with efficient records management. 2022-2023 (actual) 2023-2024 (estimated) 2024-2025 (proposed) 
Conduct the General Municipal Election in accordance with state law in the most efficient and economic al manne
r possible. Complete, but unofficial, results should be available by 10:00 p.m. on election night.

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

Implement Records
Request System 25% 90% 100%

Implement the records imaging management plan.

Implement Records
Imaging System 80% 85% 90%
 Public Records
R
equest Ten-Day
Response Time
100% 100%
100%
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CITY MANAGER

DEPARTMENT SUMMARY
2023-2024
2022-2023 Revised 2024-2025
Actual Estimate Budget
Administration 918,808 1,030,600 1,247,600
Economic Development & Communications 1,163,198 1,335,800 1,420,700 Housing & Community Development 226,437 330,000 438,100 City Clerk 405,702 338,900 458,100
Information Technology 5,637,237 10,445,200 6,901,500
TOTAL ALL ACTIVITIES 8,351,382 13,480,500 10,466,000
General Fund 2,487,708 2,705,300 3,126,400
Housing & Community Dev Fund 226,437 330,000 438,100
General Services - Information Technology 5,637,237 10,445,200 6,901,500 TOTAL ALL FUNDS 8,351,382 13,480,500 10,466,000

BUDGET BY ACTIVITY

BUDGET BY FUND
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AGENDA ITEM NO. 13.

City Manager Administration
Department Section 25100
2024
-2025 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 dire
cted 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 o
f California Cities, the Council of Fresno County Governments, state and federal deleg ation partici
pation and direct contact with legislators; regularly advise the City Council on actions to suppor t, oppo
se, 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 neigh
borhoods.

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 servi
ce 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 informati
on 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 su
stainable.

Five-Year Outlook
It is likely the City has reached peak revenues during the 2022-2023 budget year and is now seeing declines in general fund revenue and as such, staff has pulled back on growth expectations. The City Emergency Reserve is beginning to dip on a percentage basis and critical investments are being foregone to balance expenditures with revenues. An important ongoing initiative is worki ng 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.
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City Manager Administration
Department Section 25100
2023-2024
2022-2023 Revised 2024-2025
Actual Estimate Budget
Salaries - Regular 506,350 548,300 634,000
Extra Help 0 0 30,000
Benefits 194,812 215,300 233,600
Vehicle Charges 19,351 21,400 21,300
Professional Services 16,149 35,100 105,100
Materials & Supplies 11,290 25,000 25,000
Travel & Meeting Expense 17,944 15,500 15,500
Dues & Subscriptions 2,612 5,600 5,600
Admin & Overhead 150,300 164,400 177,500
TOTAL ADMINISTRATION 918,808 1,030,600 1,247,600
Interfund Charges 599,000 655,000 678,000
Miscellaneous Income 2,271 78,000 77,000
Use of Discretionary Funds 317,537 297,600 492,600
TOTAL 918,808 1,030,600 1,247,600
Assistant City Manager 0.50 0.50 0.50 City Manager 1.00 1.00 1.00 Communications & Marketing Analyst 0.50 0.50 0.50 Executive Assistant 1.00 1.00 1.00 Principal Office Assistant 0.20 0.20 0.20 TOTAL 3.20 3.20 3.20

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
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AGENDA ITEM NO. 13.

City Manager Economic Development & Communications
Department Section 25200
The Eco
nomic 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 logy 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 amplify our messaging, which is also distributed through our City websites and social media accounts.
2024-2025 Goals

Retain and expand existing Clovis businesses by assi sting the business community with navigating curren t eco
nomic conditions.

Focus on life science job creation, including medial, MedTech, Pharmaceutical, etc. 
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 effective two-way communication with residents.  Market the City to potential businesses and visitors.

Objectiv
es to Meet the Goals
 Develop and maintain relationships with existing Clovis businesses through business outreach, including in- person meetings, emails, social media, and through various programs with local partners including Wake-up Clo
vis.
 Develop and maintain relationships with commercial/i ndustrial real estate brok ers and assist t hem in marketing
Clovis. Host a minimum of two Broker M eet-up events and attend a minimum of two indust ry confe
rences.
 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 adjus t land u
se 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. 82 193
AGENDA ITEM NO. 13.

 Continue to work with the Business Organization of Old Town, Fresno EDC, Small Business Developme nt Cente
r, Clovis Culinary Center, Team California, 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.
 Communicate with the business community and potential investors highlighting the economic developm ent ac
tivities in Clovis.

Work with the Tourism Advisory Committee, Clovis Ho tel Association, and Clovis Un ified School District to increa
se tourism opportunities and grow related tax revenues. 
Work with the Fresno County Workforce Investment Board (WIB) to provide training opportunities fo r busi
nesses and residents of Clovis.
 Analyze our communication efforts with businesses and 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. 83 194
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City Manager Economic Development & Communications
Department Section 25200
2023-2024
2022-2023 Revised 2024-2025
Actual Estimate Budget
Salaries - Regular 373,356 450,900 459,900
Extra Help 40,722 50,000 20,000
Benefits 168,293 214,200 210,800
Vehicle Charges 14,925 17,400 17,400
Professional Services 459,294 479,000 569,000
Travel & Meeting Expense 10,985 15,100 15,100
Dues & Subscriptions 4,623 4,500 4,500
Admin & Overhead 91,000 104,700 124,000

TOTAL ECONOMIC DEVELOPMENT
& COMMUNICATIONS 1,163,198 1,335,800 1,420,700
Intergovernmental Charges 60,000 60,000 75,000
Interfund Charges 10,000 10,000 10,000
Use of Discretionary Funds 1,093,198 1, 265,800 1,335,700 TOTAL 1,163,198 1,335,800 1,420,700
Assistant City Manager 0.50 0.50 0.50 Business Development Manager 1.00 1.00 1.00 Economic Dev Housing & Comm Dir 1.00 1.00 1.00 TOTAL 2.50 2.50 2.50

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
85 196
AGENDA ITEM NO. 13.

City Manager Housing & Community Development
Department Sections 42750/48500/49210

2024-2025 Goals

 Administer 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 dev elopment 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.

86 197
AGENDA ITEM NO. 13.

City Manager Housing & Community Development
Department Section 42750/48500/49210
2023-2024
2022-2023 Revised 2024-2025
Actual Estimate Budget
Salaries - Regular 113,880 149,200 179,900
Benefits 43,623 48,100 61,900
Vehicle Charges 7,200 7,200 7,200
Professional Services 5,717 42,300 88,800
Materials & Supplies 3,028 700 5,000
Travel & Meeting Expense 10 0 2,000
Dues & Subscriptions 2,500 2,500 2,500
Admin & Overhead 14,000 30,000 35,800
CCDA Capital Improvements 36,479 50,000 55,000

TOTAL HOUSING &
COMMUNITY DEVELOPMENT 226,437 330,000 438,100
Federal Grants 0 330,000 438,100
Project Participation 226,287 0 0
Miscellaneous Income 150 0 0
TOTAL 226,437 330,000 438,100
Housing Program Manager - 1.00 1.00 Management Analyst 1.00 - - Staff Analyst - 0.65 0.65
TOTAL 1.00 1.65 1.65

DETAIL OF POSITIONS

BUDGET DETAIL

SOURCES OF FUNDING
87 198
AGENDA ITEM NO. 13.

City Manager City Clerk
Department Section 15000
2024
-2025 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.

Objectiv
es to Meet the Goals

Complete 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 record s retention a
nd 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-Yea
r 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.

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. 88 199
AGENDA ITEM NO. 13.

City Manager City Clerk
Department Section 15000
2023-2024
2022-2023 Revised 2024-2025
Actual Estimate Budget
Salaries - Regular 166,405 169,500 175,600
Benefits 69,559 75,700 81,100
Vehicle Charges 7,200 7,200 7,200
Professional Services 106,566 32,000 135,000
Travel & Meeting Expense 3,222 4,300 5,300
Training 8,065 3,000 4,000
Dues & Subscriptions 385 1,200 800
Admin & Overhead 44,300 46,000 49,100
TOTAL CITY CLERK 405,702 338,900 458,100
Interfund Charges 160,015 134,000 143,000
Miscellaneous Income 540 1,000 1,000
Use of Discretionary Funds 245,147 203,900 314,100
TOTAL 405,702 338,900 458,100
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
89 200
AGENDA ITEM NO. 13.

City Manager Information Technology/Communications
Department Sections 36200/36300
2024
-2025 Goals
The goal
s of the Information Technology Division are to provide timely and secure access to the enterprise-wide systems, network and communications 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.  Continue to be the primary resource / in-house consultants for city staff, departm ents and their technology need
s.
 Increase the resiliency and reliability of the city’s technology systems. 
Enhanced documentation and training for the enterprise-wide applications, network and telecommunications sy
stems.
 Maintain, monitor and secure the network resources to ensure their availability to City staff. 
Assist with the ongoing implementation of the Geographic Information Systems.

Objectives to Meet the Goals

Continue 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 acce ss is available to City staff. T he Division will participate in the implementation of the Utility Billing System 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 inform ation. The Division will also be assisting the Police Department with its ongoing and new projects in coordination with the Fresno County Sheriff’s Department. 90 201
AGENDA ITEM NO. 13.

City Manager Information Technology/Communications
Department Section 36200/36300
2023-2024
2022-2023 Revised 2024-2025
Actual Estimate Budget
Salaries - Regular 1,636,389 1,518,100 1,797,500
Overtime 47,592 48,500 48,500
Extra Help 31,623 35,000 35,000
Benefits 615,339 623,900 786,100
Vehicle Charges 41,915 43,800 49,800
Communications 222,304 241,500 241,500
Professional Services 89,848 135,000 165,000
Repairs & Maintenance 813,475 1,050,000 1,064,000
Office Supplies 43,458 47,500 47,500
Materials & Supplies 22,292 150,000 215,000
Travel & Meeting Expense 1,111 1,000 1,000
Training 31,480 66,000 110,000
Admin & Overhead 430,464 644,900 975,500
Capital Outlays - Computers 1,609,947 5,827,500 1,365,100 Capital Outlays - Vehicles 0 12,500 0

TOTAL INFORMATION TECHNOLOGY
/ 5,637,237 10,445,200 6,901,500

COMMUNICATIONS
Interfund Charges 5,621,479 10,445,200 6,901,500
Project Participation 15,500 0 0
Miscellaneous Income 258 0 0
TOTAL 5,637,237 10,445,200 6,901,500

1.00 1.00 1.00

0.25 0.45 0.45

6.00 5.00 5.00

1.00 - -

5.00 7.00 7.00

2.00 2.00 2.00

2.00 3.00 3.00
Deputy Director of Information Tech
Finance Business Systems Analyst
Geographic Information Systems Analyst
Information Technology Analyst/Senior
Information Tech Cybersecurity Analyst
Information Technology Specialist/Senior
Information Technology Supervisor
Information Technology Technician
TOTAL 18.25 19.45 19.45

DETAIL OF POSITIONS

BUDGET DETAIL

SOURCES OF FUNDING
91 202
AGENDA ITEM NO. 13.

GENERAL SERVICES

DEPARTMENT SUMMARY
The Gene
ral 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 Perso
nnel/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 labor relations. The Division also administers the City’s risk management function, which includes: procurement of various insurance coverages, processing liability claims, administration of the City’s workers’ compensation program, and development of employee safety/loss control programs.

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

Department Support Division
Sections 33300, 33400
The De
partment 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 $9,765,1700. This does not include major projects or replacements.

Community Services Division Sections 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 pa rtially by discretionary funds, fees paid by members 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 125 phone calls per day and provides information, assistance, and referrals.
92 203
AGENDA ITEM NO. 13.

The discretionary general fund portion for the senior center for the FY 2024-2025 budget is approximately $1,270,000, of which $610,000 is for senior center operations and $660,000 is to pay debt service on the new senior center building which opened in November 2023. Belo w is a breakdown of visitors to the senior center, discretionary fund contribution per visitor, and per Clovis resident.

Clovis
Unduplicated
Senior Visits

Fresno
Unduplicated
Senior Visits
Total
Unduplicated
Senior Visitors
Annual
Discretionary
Contribution Per
Visiting Senior
3,479 3,622 7,101 $178.85

Clovis Senior
Activity
Sign-ins
Fresno Senior
Activity
Sign-ins
Total Senior
Activity
Sign-ins
Annual Discretionary
Contribution Per
Activity
52,166 42,682 94,848 $13.39

Discretionary Cost Per
Resident 128,400 total
Discretionary Cost Per
Clovis Resident age 50+
38,520 total
$9.89 $32.97

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 2024-2025 budget is approximately $1,270,000.

An estimated 120,000 visits to recreation programs in FY 2024-2025 will equate to $10.58 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. Clovis Transit has been designated as a new recipient for Federal Transportation Administration funding which will provide additional resources for operations and capital projects. Measure C funds are used to meet the farebox revenue requirements as part of the Transportation Development Act funding. No general fund dollars are used for transit services. Roundup service provid es door-to-door service to disabled Clovis residents while Stageline 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 in-person work and school have returned, passengers are more often 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
$28.43 $72.14

93 204
AGENDA ITEM NO. 13.

Department Goals 2024-2025

 Maximize efficient expenditures of City funds.
 Increase efficiency of department workforce.
 Maintain internal services provided to City departments.  Provide high quality transit, senior servic es, and recreation services to the community.

Budgetary Highlights

 Complete 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 unit s, 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 oper ation of the new senior activity center building.  Continue adjustments and corrections to the new Landmar k Square buildings as we learn needs in the new facilities.
94 205
AGENDA ITEM NO. 13.

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 mo st qualified ca
ndidates 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. 2022
-2023 (actual) 2023-2024(estimated) 2024-2025 (proposed) 90-Da
y Recruitment
100% 100% 95%
 Employee benefit programs will be administered in a manner that will ensure quality services and co st contai
nment. The benchmarks will be to realize cost savings whenever possible, to continue to contain costs in the Employee He
alth Plan at or below the annual medical inflation rates and maintain quality health servi
ces without reducing benefit levels. The City of Clovis Health Insurance rates are below the National industry average of 7.45%.

Health Ben
efit Cost Containment Increased Costs Increased Costs Increased Costs of 1.1% of 7.4% Estimated at 7.0%
 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+ lo st workd
ays will be 35 or less, and safety/risk management training programs will be offered to all employees.

Injurie
s Involving 3+ Lost Work Days 23 30 35
Safety/Risk Management Training Programs 228 200 200
 The Facility Maintenance Section will respond to servic e requests related to maintenance of City facilitie s prom
ptly. Staff will respond to facility service requests within 24 hours, 95% of the time.

Numb
er of Service Requests 1110 1050 1101
Response Time Within 24 Hours 92% 90% 90%
 Major facility maintenance projects (i.e., those requiring more than 5 days to complete) will be comp leted within bu
dgetary parameters and within the projected per iod for the project. The benchmark is 95% of al l major p
rojects which will be completed on time and within budget. Majority of projects slated for this fiscal yea
r are vendor driven projects.
2022
-2023 (actual) 2023-2024 (estimated) 2024-2025 (proposed) Numb
er of Major Projects 16 8 5
Projects Completed within Established 95% 95% 95%
Budget and Time Frame
Square Footage of Buildings/Facilities
Maintained 398,961 427,761 427,761
95 206
AGENDA ITEM NO. 13.

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.

2022-2023 (actual) 2023-2024 (estimated) 2024-2025 (proposed)

Program Participants/Contact* 320,058 379,215 510,000 Nutrition Meals Served (In-Center) 0** 9,592 23,000
Number of Programs Offered 39 121 135
*Duplicated participants/contacts
**FMAAA Lunch Program resumed January 2024.

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

Program Participants 98,557 111,349 120,000
Number of Programs Offered 73 75 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% 96% 96% 96 207
AGENDA ITEM NO. 13.

GENERAL SERVICES

DEPARTMENT SUMMARY
2023-2024
2022-2023 Revised 2024-2025
Actual Estimate Budget
Personnel 938,161 1,013,100 1,141,800
Employee Benefits 31,550,625 37,763,000 42,893,200
Liability and Property Insurance 5,751,770 6,519,100 8,425,500 Facilities Maintenance 4,460,963 4,859,200 4,979,400
Department Support 4,862,722 5,603,500 4,786,300
Senior Services 1,424,216 1,692,000 1,783,800
Recreation 1,159,874 1,659,000 1,700,100
Transit 8,165,251 11,965,600 12,634,600
TOTAL ALL ACTIVITIES 58,313,582 71,074,500 78,344,700
General Fund 3,522,251 4,364,100 4,625,700
General Services Fund 9,323,685 10,462,700 9,765,700
Employee Benefits Fund 31,550,625 37,763,000 42,893,200 Liability and Property Insurance Fund 5,751,770 6,519,100 8,425,500 Transit Fund 8,165,251 11,965,600 12,634,600
TOTAL ALL FUNDS 58,313,582 71,074,500 78,344,700

BUDGET BY FUND

BUDGET BY ACTIVITY
97 208
AGENDA ITEM NO. 13.

General Services Personnel
Department Section 30000

2024-2025 Goals

The primary 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

 Complete 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.

98 209
AGENDA ITEM NO. 13.

General Services Personnel
Department Section 30000
2023-2024
2022-2023 Revised 2024-2025
Actual Estimate Budget
Salaries - Regular 354,038 366,700 378,700
Overtime 1,421 2,000 2,500
Extra Help 9,967 34,000 50,000
Benefits 141,097 170,700 197,900
Vehicle Charges 18,660 18,700 18,700
Professional Services 193,748 199,000 297,000
Travel & Meeting Expense 2,718 1,000 3,500
Training 16,624 20,000 21,000
Dues & Subscriptions 4,514 4,700 5,000
Admin & Overhead 164,400 196,300 167,500
Insurance & Claims 30,974 0 0
TOTAL PERSONNEL 938,161 1,013,100 1,141,800
Interfund Charges 329,000 389,000 415,000
Miscellaneous Income 0 2,000 0
Use of Discretionary Funds 609,161 622,100 726,800
TOTAL 938,161 1,013,100 1,141,800
Deputy General Services Director - 0.300 0.300
G
eneral Services Director 0.250 0.250 0.250
Managem
ent Analyst 0.300 0.300 0.300
Per
sonnel/Risk Manager 0.300 - -
Per
sonnel Technician 1.900 - -
Per
sonnel Technician/Senior - 1.900 1.900
Pr
incipal Office Assistant 0.600 0.600 0.600 TOTAL 3.350 3.350 3.350

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
99 210
AGENDA ITEM NO. 13.

General Services Employee Benefits
Department Section 31000

2024-2025 Goals

The primary goal of the Employee Benefits Section is to provide quality personnel benefits to employees and their dependents in an efficient manner while containing the cost of providing and administering those benefits.

Specific goals include the following:

 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 and 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-Year Outlook

The City and the employee bargaining units will continue to pursue affordable, quality benefits through review of benefit plans and community resources to identify creative strategies for providing quality employee benefits at reasonable rates. The City’s membership in the Public Risk Innovation, Solutions and Management 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
211
AGENDA ITEM NO. 13.

General Services Employee Benefits
Department Section 31000
2023-2024
2022-2023 Revised 2024-2025
Actual Estimate Budget
Salaries - Regular 350,495 363,100 369,700
Overtime 1,658 2,400 3,000
Benefits 142,830 158,900 171,100
Vehicle Charges 18,060 18,100 18,100
Professional Services 138 11,000 11,000
Special Events 70,083 70,000 96,000
Travel & Meeting Expense 1,205 1,200 1,200
Training 12,816 15,000 27,600
Dues & Subscriptions 0 300 500
Admin & Overhead 95,400 99,400 105,900
Health Insurance Program - ISF 10,255,102 11,553,500 12,982,200 Unemployment Charges - ISF 40,604 75,000 80,000
Workers Comp Program - ISF 3,150,811 4,157,000 4,683,000 Retirement Contribution - ISF 16,536,164 20,225,600 23,110,700 Deferred Compensation - ISF 875,259 998,000 1,153,200
Compensated Future Absences 0 0 30,000
Capital Outlays - Computers 0 14,500 50,000
TOTAL EMPLOYEE BENEFITS 31,550,625 37,763,000 42,893,200 Employee Benefit Charges 31,550,625 37,763,000 42,893,200 TOTAL 31,550,625 37,763,000 42,893,200

DETAIL OF POSITIONS
Deputy General Services Director - 0.350 0.350
G
eneral Services Director 0.125 0.125 0.125
Managem
ent Analyst 1.300 1.300 1.300
Per
sonnel/Risk Manager 0.350 - -
Per
sonnel Technician 0.800 - -
Per
sonnel Technician/Senior - 0.800 0.800
Pr
incipal Office Assistant 0.700 0.700 0.700 TOTAL 3.275 3.275 3.275

BUDGET DETAIL

SOURCES OF FUNDING
101
212
AGENDA ITEM NO. 13.

General Services Liability and Property Insurance
Department Section 32000

2024-2025 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.

Five-Year Outlook

The City's ongoing participation and leadership in the Central San Joaquin Valley Risk Management Authority will continue to ensure necessary coverage, as the pr ogram has consistently delivered a stable environment amidst the volatility of the insurance market.

The City's risk management efforts will continue to be anchored in loss reduction through risk identification and transfer, alongside comprehensive liability, and safety training programs.

102
213
AGENDA ITEM NO. 13.

General Services Liability and Property Insurance
Department Section 32000
2023-2024
2022-2023 Revised 2024-2025
Actual Estimate Budget
Salaries - Regular 177,618 182,800 186,100
Overtime 1,658 2,200 3,000
Benefits 77,774 83,800 90,200
Vehicle Charges 7,380 7,400 7,400
Supplies - Safety 5,184 8,000 8,000
Travel & Meeting Expense 681 2,500 4,400
Training 21,217 31,000 42,000
Dues & Subscriptions 72 1,000 1,000
Admin & Overhead 56,315 57,000 61,500
Liability Insurance 5,403,871 6,143,400 8,021,900

TOTAL LIABILITY &
PROPERTY INSURANCE 5,751,770 6,519,100 8,425,500
Liability and Property Charges 5,751,770 6,519,100 8,425,500 TOTAL 5,751,770 6,519,100 8,425,500
Deputy General Services Director - 0.350 0.350 Management Analyst 0.400 0.400 0.400 Personnel/Risk Manager 0.350 - - Personnel Technician 0.300 - - Personnel Technician/Senior - 0.300 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
214
AGENDA ITEM NO. 13.

General Services Facilities Maintenance
Department Section 33300

2024-2025 Goals

The goals of the Facilities Maintenanc e 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 serv ice 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

 Continue 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 ener gy 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 48 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
215
AGENDA ITEM NO. 13.

General Services Facilities Maintenance
Department Section 33300
2023-2024
2022-2023 Revised 2024-2025
Actual Estimate Budget
Salaries - Regular 743,120 751,800 847,000
Overtime 2,425 6,600 7,900
Benefits 291,442 336,100 382,900
Vehicle Charges 92,431 104,700 111,100
Communications 6,606 7,100 7,100
Professional Services 170,133 202,500 233,100
Repairs & Maintenance 1,476,812 1,709,500 1,595,100
Materials & Supplies 53,161 67,900 68,000
Supplies - Safety 18,211 22,000 25,000
Supplies - Shop 7,457 8,000 22,000
Travel & Meeting Expense 1,870 1,000 3,800
Training 2,987 1,000 4,000
Dues & Subscriptions 140 500 1,000
Admin & Overhead 94,400 128,500 138,400
Debt Service 1,351,031 1,354,000 1,344,000
Lease Purchases 146,159 153,000 159,000
Capital Outlays - Office Equip/Furn 0 0 15,000
Capital Outlays - Public Works 1,968 5,000 5,000
Capital Outlays - Government Facilities 610 0 10,000
TOTAL FACILITIES MAINTENANCE 4,460,963 4,859,200 4,979,400 Rents & Concessions 57,508 69,400 162,200
Facility Reimb - County 38,464 46,500 47,000
Restitution-Damage Reimbursement 0 275,000 0
Miscellaneous Income 0 2,300 0
General Services Charges 4,364,991 4,466,000 4,770,200
TOTAL 4,460,963 4,859,200 4,979,400

0.500 0.500 0.500

3.000 4.000 4.000

1.000 1.000 1.000

0.600 0.600 0.600

1.000 1.000 1.000

0.250 0.250 0.250

1.000 1.000 1.000
Administrative Assistant
Assistant Building Maintenance Tech
Building Maintenance Leadworker
Building Maintenance Worker
Facilities Maintenance & Purchasing Mgr
Facilities Maintenance Supervisor
General Services Director
Senior Custodian
TOTAL

8.350 9.350 9.350

SOURCES OF FUNDING

DETAIL OF POSITIONS

BUDGET DETAIL
105
216
AGENDA ITEM NO. 13.

General Services Department Support
Department Section 33400
2024
-2025 Goals
The De
partment Support Section is responsible for t he 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.

Objectiv
es 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
217
AGENDA ITEM NO. 13.

General Services Department Support
Department Section 33400
2023-2024
2022-2023 Revised 2024-2025
Actual Estimate Budget
Salaries - Regular 152,676 159,600 156,400
Overtime 63 1,100 900
Benefits 53,977 59,300 63,000
Vehicle Charges 4,786 4,800 4,700
Energy 1,318,891 1,549,100 1,748,200
Professional Services 70,812 142,900 130,000
Repairs & Maintenance 39,595 63,000 66,200
Office Supplies 451,983 509,100 550,000
Materials & Supplies 14,449 17,600 19,500
Travel & Meeting Expense 1,869 1,500 3,000
Training 1,276 0 3,000
Dues & Subscriptions 1,433 1,100 1,300
Admin & Overhead 294,800 331,200 368,100
Debt Service 1,085,785 1,073,000 1,044,000
Lease Purchases 404,565 420,000 434,000
Capital Outlays - Office Equip/Furn 36,037 103,000 194,000 Capital Outlays - Public Works 0 1,152,900 0
Capital Outlays - Fire Equip 929,725 14,300 0
TOTAL DEPARTMENT SUPPORT 4,862,722 5,603,500 4,786,300
Interfund Charges 4,862,722 5,603,500 4,786,300
Miscellaneous Income 0 0 0
TOTAL 4,862,722 5,603,500 4,786,300
Administrative Assistant 0.500 0.500 0.500 Facilities Maintenance & Purchasing Mgr 0.400 0.400 0.400 General Services Director 0.250 0.250 0.250 TOTAL 1.150 1.150 1.150

DETAIL OF POSITIONS

BUDGET DETAIL

SOURCES OF FUNDING
107
218
AGENDA ITEM NO. 13.

General Services Senior Services
Department Section 34200

2024-2025 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 increase in participants and me mbers after moving operations from Fourth Street facility to new Clovis Senior Activity Center on Third Street during the second quarter of FY23/24.

 Continue to expand existing networks with local volunteers, community service groups and other appropriate entities 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.

 Increase current participation of volunteers and servic e groups to maintain the delivery of program services and provide additional opportunities in new larger 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 ha s successfully moved operations from t he Fourth Street facility to the new larger building on Third Street. The response from the community has been robust and staff continues to refine processes and policies to ensure the continuation of prov iding exceptional classes, education, and recreation to the members. High quality programmi ng continues to be a priority and the new facility has provided new opportunities for establishment of additional offerings alo ng with the space to expand current popular classes.

The hot lunch program has been re-established and the response has been positive.

Staff continues to maintain relationships with community partners including the Fresno County Social Services Department, the Fresno Madera Area Agency on Aging, t he San Joaquin College of Law, Clovis Unified School District, the California Health Scienc es University, and Fresno State Univ ersity. The new facility has attracted additional partnership opportunities that are under ev aluation for implementation. A non-resident fee was approved which has provided an additional revenue stream. Fees for classes are continuously monitored to maintain the balance between affordability and a sustainable operational model.

108
219
AGENDA ITEM NO. 13.

General Services Senior Services
Department Section 34200
2023-2024
2022-2023 Revised 2024-2025
Actual Estimate Budget
Salaries - Regular 195,048 190,300 241,300
Overtime 1,296 1,700 1,800
Extra Help 182,496 206,400 225,000
Benefits 117,397 130,300 173,900
Communications 0 100 400
Professional Services 47,244 58,200 121,300
Office Supplies 40,941 51,900 45,400
Travel & Meeting Expense 5,404 0 5,000
Training 0 800 300
Dues & Subscriptions 290 0 600
Admin & Overhead 834,100 852,300 968,800
Capital Outlays - Office Equip/Furn 0 200,000 0
TOTAL SENIOR SERVICES 1,424,216 1,692,000 1,783,800
Rents and Concessions 30,743 70,000 80,000
State Grants 0 41,000 31,000
Federal Grants 0 0 48,800
User Fees 87,478 152,000 197,000
Senior Service Charges 55,362 45,000 55,000
Miscellaneous Income 203,287 302,000 102,000
Use of Discretionary Funds 1,047,346 1, 082,000 1,270,000 TOTAL 1,424,216 1,692,000 1,783,800
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 Senior Custodian - 1.000 1.000 TOTAL 2.800 3.800 3.800

BUDGET DETAIL

DETAIL OF POSITIONS

SOURCES OF FUNDING
109
220
AGENDA ITEM NO. 13.

General Services Recreation
Department Section 34400
2024
-2025 Goals
The Re
creation 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, Clo
vis 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 an d revenu
e 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
221
AGENDA ITEM NO. 13.

General Services Recreation
Department Section 34400
2023-2024
2022-2023 Revised 2024-2025
Actual Estimate Budget
Salaries - Regular 230,830 252,700 287,200
Overtime 3,359 3,900 4,000
Extra Help 261,538 309,000 350,000
Benefits 160,213 192,200 234,400
Vehicle Charges 25,857 27,100 28,400
Communications 684 1,200 1,200
Professional Services 205,327 438,000 314,500
Repairs & Maintenance 0 2,000 2,000
Office Supplies 3,150 13,200 13,000
Travel & Meeting Expense 1,686 1,500 5,000
Dues & Subscriptions 2,661 3,000 3,000
Admin & Overhead 232,100 324,700 391,400
Capital Outlays - Public Works 23,843 50,000 35,000
Capital Outlays - Miscellaneous 8,626 40,500 31,000
TOTAL RECREATION 1,159,874 1,659,000 1,700,100
User Fees 578,511 420,000 427,000
Taxable Sales 413 300 0
Miscellaneous Income 0 5,700 0
Use of Discretionary Funds 580,950 1,233,000 1,273,100
TOTAL 1,159,874 1,659,000 1,700,100
Recreation Leader 1.000 2.000 2.000 Recreation Specialist 1.000 1.000 1.000 Recreation Supervisor 1.000 1.000 1.000 TOTAL 3.000 4.000 4.000

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
111
222
AGENDA ITEM NO. 13.

General Services Transit
Department Section 34700/34800

2024-2025 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 population 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 includes incorporation of electric vehicles and new technology.

Objectives to Meet the Goals

 Continue 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 FAX, including printed schedules and social media outreach.
 Coordinate with the Clovis Unified School District, FAX, and other public transit agencies 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.  Continue to provide efficient operations after the move in to the new transit hub facility that is located within the Landmark Square project, including routing of Clovis, FAX, YARTS, and Fresno County Rural Transit Agency buses to the site.
 Continue comprehensive fixed-route service redesign project and plan for implementation in early 2025 which will provide 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 completely recovered from the pandemic and has improved to levels higher than in the past 10 years. While projections indicated that it may take as l ong as ten years for public transit ridership to recover to pre-pandemic levels, the return of passengers in Clovis is complete. Transit will continue to emphasize safe transportation for the community and employees through enhanced cleaning, se curity, 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.

The route redesign project is set for implementation in early 2025 and is anticipated to generate an increase in ridership by providing quick and efficient transit through Clovis and into a small portion of Fresno. Clovis will continue coordination with transit providers in the Clovis-Fresno Metropolitan area to meet the demand for inter- city transportation. The addition of a centrally locat ed Clovis Transit Center which opened in late 2023 has allowed for accessible customer contact, easier transfers, and much-needed training and office space. The new facility has also provided space for travel training to in crease ridership and shift some Roundup passengers to the Stageline service.

112
223
AGENDA ITEM NO. 13.

General Services Transit
Department Section 34700/34800
2023-2024
2022-2023 Revised 2024-2025
Actual Estimate Budget
Salaries - Regular 1,889,735 2,101,500 2,554,400
Overtime 60,500 72,500 101,600
Extra Help 1,540,295 1,756,900 1,928,000
Benefits 1,265,584 1,502,400 1,957,800
Vehicle Charges 1,209,692 1,486,500 1,653,100
Communications 169,096 189,500 216,100
Professional Services 448,037 639,700 667,900
Materials & Supplies 6,585 2,800 0
Travel & Meeting Expense 16,931 18,500 22,000
Training 5,355 2,000 23,200
Dues & Subscriptions 2,005 2,400 2,800
Admin & Overhead 1,263,700 1,393,600 1,872,700
Liability Insurance Prog - ISF 8,164 8,800 0
Capital Outlays - Office Equip/Furn 135,656 65,000 0
Capital Outlays - Computer Equipment 37,388 343,700 135,000 Capital Outlays - Vehicles 106,528 2,379,800 1,500,000
TOTAL TRANSIT 8,165,251 11,965,600 12,634,600
Rents & Concessions 70,655 76,000 40,000
Taxes 2,186,823 2,200,000 2,255,000
Transit Fares 1,529 1,000 0
State Grants 78,937 352,000 135,000
Local Transportation 5,827,307 9,336,600 10,204,600
TOTAL 8,165,251 11,965,600 12,634,600
Administrative Assistant 0.200 0.200 0.200 Bus Driver 16.000 18.000 22.000
Communications & Marketing Analyst 0.100 0.100 0.100 Deputy General Services Director - 1.000 1.000 General Services Director 0.125 0.125 0.125 General Services Manager 1.000 - - Lead Bus Driver 4.000 5.000 5.000 Management Analyst 2.000 1.000 1.000 Principal Office Assistant 1.000 1.000 1.000 Staff Analyst - 1.000 1.000
Transit Dispatcher 2.000 2.000 2.000 Transit Manager - 1.000 1.000
Transit Supervisor 1.000 1.000 1.000 TOTAL 27.425 31.425 35.425

DETAIL OF POSITIONS

BUDGET DETAIL

SOURCES OF FUNDING
113
224
AGENDA ITEM NO. 13.

FINANCE

DEPARTMENT SUMMARY
The Finan
ce 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 Fin
ance Administration Section is responsible for maintaining the financial accounting system, budgeting, forecasting, financial reporting, utility billing and collection, 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 2024-2025

Provide support to other operating departments.
 Enhance training for key departmental personnel.

Implement a new Utility Billing system for the City.
 Implement online utility billings to move toward a paperless office.  Obtain long-term financing as needed.
 Refund existing bonds as appropriate.

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 packag e fo
r 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.
114
225
AGENDA ITEM NO. 13.

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.

115
226
AGENDA ITEM NO. 13.

FINANCE

DEPARTMENT PERFORMANCE MEASURES

The mission of the Finance Department 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:

2022-2023 (actual) 2023-2024 (estimated) 2024-2025 (proposed)

City Rate of Return 2.32% 3.11% 3.50%

Greater than 120% of Treasury rate 111% 62% 67%

 On an annual basis, complete an Annual Comprehensiv e Financial Report (ACFR) prepared in conformity with generally accepted accounting principles, faci litate the conducting of an audit by an independent accounting firm, and receive an unqualified opinion that indicates that the financial statements presented fairly, in all material respects, the financial position of the City.

Achieving an
Unqualified Opinion Unqualified Opinion Unqualified Opinion Unqualified Opinion

 Submit for consideration an ACFR and receive a Cert ificate of Achievement for Excellence in Financial 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%

116
227
AGENDA ITEM NO. 13.
2023-2024
2022-2023 Revised 2024-2025
Actual Estimate Budget
Administration 3,547,947 3,885,200 4,021,900
TOTAL ALL ACTIVITIES 3,547,947 3,885,200 4,021,900
General Fund 3,547,947 3,885,200 4,021,900
TOTAL ALL FUNDS 3,547,947 3,885,200 4,021,900

FINANCE

DEPARTMENT SUMMARY

BUDGET BY ACTIVITY

BUDGET BY FUND
117
228
AGENDA ITEM NO. 13.

Finance Administration
Department Section 35100
2024
-2025 Goals
The go
als 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 collection for the City's enterprise operations.  Providing for the timely recording of new business license applications and existing business licens e rene
wals and searching relevant financial inform ation for businesses who have not obtained busine ss licen
ses.
 Providing summary financial and budgetary reports for department and general public use as needed.  Completing upgrades to the utility billing 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 conformance with the adopted Investment Policy.  Work with underwriters and other consultants to arrange the most advantageous terms for any financing and revi
ew 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 perio
dic 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-Yea
r Outlook
The 2024-2025 budget is challenging as costs are accelerating faster than revenues likely requiring adjustments in the next several years in either revenues or ex penditures. The existing inflationary environment has contributed to a flattening of sales tax revenue after year s of robust growth from the acceleration of online sales due to the pandemic. This growth is not budgeted to continue as inflationary pressures have affected consumers spending less on discretionary items and shifted dollars to essentials such as food, transportation and housing. In the meantime, expenditures will continue to rise partially due to inflation. Property taxes are projected to increase, but there is a two-year lag before that revenue will be received. Rising interest 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 utility accounts, business licenses, accounts receivable, accounts payable, payroll, and investments. 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 vari ous assessment districts within the City. Revenue enhancements will be a top priority.
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AGENDA ITEM NO. 13.

Finance Administration
Department Section 35100
2023-2024
2022-2023 Revised 2024-2025
Actual Estimate Budget
Salaries - Regular 1,920,354 2,072,300 2,153,500
Overtime 3,769 12,000 14,000
Extra Help 113,499 124,000 108,000
Benefits 837,281 896,900 950,000
Vehicle Charges 28,800 26,600 22,200
Professional Services 123,829 180,100 175,100
Office Supplies 1,108 3,000 3,000
Travel & Meeting Expense 0 14,000 8,000
Training 9,563 34,000 20,000
Dues & Subscriptions 2,044 1,900 1,900
Admin & Overhead 507,700 520,400 566,200
TOTAL FINANCE ADMINISTRATION 3,547,947 3,885,200 4,021,900 Licenses 62,000 65,000 65,000
Annexation Processing Fee 0 15,000 15,000
Capital Development - Streets 60,000 60,000 60,000
User Fees 199,675 203,000 203,000
Interfund Charges 2,738,540 2,904,000 2,920,000
Miscellaneous Income 24,195 20,000 20,000
Use of Discretionary Funds 463,537 618,200 738,900
TOTAL 3,547,947 3,885,200 4,021,900
Accountant/Senior 3.00 3.00 3.00 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 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. 13.

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 74100
The mission of the Planning Division is to provide courteous and timely service to the citizens and clients of the City of Clovis to ensure a safe and well-planned community. 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 74200
The Building Division was created under Title 8 of the Clovis Municipal Code with further authority provided by the State of California building statutes and applicable federal codes. The Building Division’s mission is to provide minimum standards for the community that safeguard health, property, and public welfare by regulating the design, construction, quality of materials, us e occupancy, ac cessibility, 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-term and long-range plans are implemented efficiently 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 are managing and efficiently delivering the City’s Community Investment Projects as well as ensuring private devel opment 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. 13.
2023-2024
2022-2023 Revised 2024-2025
Actual Estimate Budget

BUDGET BY ACTIVITY
Planning 3,293,596 3,919,000 4,384,200
Building 2,775,969 2,869,500 3,046,600
Engineering 6,692,025 6,916,200 7,616,400
TOTAL ALL ACTIVITIES 12,761,590 13,704,700 15,047,200

BUDGET BY FUND
Planning & Development Services Fund 12,761,590 13,704,700 15,047,200 TOTAL ALL FUNDS 12,761,590 13,704,700 15,047,200

PLANNING AND DEVELOPMENT SERVICES

DEPARTMENT SUMMARY
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AGENDA ITEM NO. 13.

Planning and Development Planning
Services Department Section 74100
Planning Div
ision Goals 2024-2025
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 2024-2025 include:
 Provide accurate information to the public regarding land development. 
Implement 2014 General Plan policies and General Plan EIR mitigation measures in conjunction wi th developm
ent proposals.
 Commence work on an update to the General Plan as directed by the Council.  Implement programs related to the Sixth Cycle Housing Element. 
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 Planning Commission and City Council in a manner consistent with the Di
vision’s current abilities and resources.
 Maintain effective communication with citizens, t he business community, and interest groups on planni ng, building, an
d development-related issues.

Objectiv
es to Meet the Goals
 Implement the Development Code Update and continue to make modifications as necessary. 
Commence work on a comprehensive update to the General Plan, including establishing and implementing a publi
c outreach strategy.
 Work with property owners and the development community to prepare and update Master Plans for General Plan focu
s 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 development applications and rezone properties as necessary to maintain the Regi
onal Housing Needs Allocation.
 Fully implement the newly developed electronic application process for planning applications. 
Provide high-quality, excellent customer 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 rega rding entitlement proce
sses and related topics.

The Plannin
g 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. Proce
ssing of applications for Planning Commission action with CEQA exemption:
12 weeks

2. Proce
ssing of applications for Planning Commission action with the negative declaration: 16 we eks

3. Proce
ssing of applications for City Council action with CEQA exemption:
14 weeks

4. Proce
ssing of applications for City Council action with the negative declaration:
20 weeks

5. Project
s that include a general plan amendment with neighborhood meetings 22 weeks

6. Proce
ssing of Site Plan Review applications: 8 weeks
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AGENDA ITEM NO. 13.

Planning Division Performance Measures

2022-2023
(actual)
2023-2024
(estimated)
2024-2025
(proposed)
Applications processed to
Planning Commission within the target
time
75% 75% 80%
Applications processed to
City Council within the target time 75% 90% 80%
Site Plan Reviews processed
within the target time 70% 85% 75%

Data summarizing activity within the Planning Division is provided below:

Criteria
Estimated 2023-2024 Activity
Planning Commission Meetings Conducted 12 Meetings
Applications Considered by the Planning Commission 28 Items City Council Meetings Where Items Were Considered 25 Meetings Applications Considered by the City Council 37 Items
Neighborhood/Community Meetings Attended 13 Meetings

Five-Year Outlook
New residential subdivision activity continues to be relatively slow during the current fiscal year. Six applications were submitted in FY 2020-2021, six applications we re received in FY 2021-2022, no new applications were submitted in FY 2022-2023, and four applications had been submitted in FY 2023-2024 through April. Over the last few years, subdivision proposals have tended to fo cus 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 st rong. Of the tentative maps that are currently under review, one proposes 605 lots, one proposes 590 lots, one proposes 385 lots, one proposes 257 lots, and one proposes approximately 2,200 lots. These larger maps require a longer and more expensive environmental compliance process and in two instances 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 by area property owners and/or developers.

In addition to the large tract maps described above, staff is working with property owners on a Specific Plan covering approximately 900 acres in Heritage Grove that will provide capacity for approximately 6,500 single and multi-family units. All of these major projects will be built out over several years.

On top of 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 t he groundwork for fu ture development and growth of the City. Work on the Sixth Cycle Housing Element is expected through the summer of 2024, after which staff time will need to be dedicated to the implementation of new housing programs, including those included in the Desiree Martinez settlement agreement. The Council has also directed staff to begin work on a comprehensive update to the General Plan, with a three-year work program expected to begin in the summer of 2024.

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 the Parks Master Plan.

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AGENDA ITEM NO. 13.

Planning and Development Planning
Services Department Section 74100
2023-2024
2022-2023 Revised 2024-2025
Actual Estimate Budget

BUDGET DETAIL
1,085,036 1,175,400 1,373,500
8,114 8,000 8,000
8,006 23,000 23,000
420,765 475,300 576,400
39,359 40,900 44,500
1,796 3,000 3,000
948,230 1,389,400 1,541,000
1,746 2,300 3,000
1,590 3,400 3,000
21,082 22,500 3,000
2,843 1,900 3,800
1,091 3,000 6,000
752,200 762,300 786,000
104 8,600 10,000
1,634 0 0
3,293,596 3,919,000 4,384,200

SOURCES OF FUNDING
289,515 63,600 0
2,966,936 3,803,700 4,332,200
0 5,600 6,000
12,145 21,100 21,000
25,000 25,000 25,000
3,293,596 3,919,000 4,384,200

DETAIL OF POSITIONS

3.00 3.00 3.00

0.30 0.30 0.30

1.00 1.00 1.00

0.10 0.10 0.10

1.00 1.00 1.00
- - 0.40

0.40 0.40 0.40

0.30 0.20 0.20

0.40 0.40 0.40

2.00 2.00 2.00

0.40 0.40 0.40

3.00 3.00 3.00

0.40 0.75 0.75
Salaries - Regular
Overtime
Extra Help
Benefits
Vehicle Charges
Communications
Professional Services
Special Events
Office Supplies
Travel & Meeting Expense
Training
Dues & Subscriptions
Admin & Overhead
Capital Outlays - Office Equip/Furn
Capital Outlays - Computers

TOTAL PLANNING
State Grants
User Fees
Interfund Charges
Miscellaneous Income
Use of Discretionary Funds
TOTAL
Assistant/Associate Planner
Business Workflow Analyst
Business Workflow Specialist
City Planner
Communications & Marketing Analyst
Deputy City Planner
Deputy Planning & Develop Services Dir
Dir of Planning & Development Services
Geographic Information Systems Analyst
Geographic Information Systems Tech
Plan/Develop Administrative Manager
Planning Technician I/II
Principal Office Assistant
Senior Planner
Staff Analyst
TOTAL

13.00 13.25 13.65
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AGENDA ITEM NO. 13.

Planning and Development Building
Services Department Section 74200

Building Division Goals 2024-2025
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 2024-2025 include:
 Ensure compliance with all codes for the constructi on, use, and occupancy of buildings and 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 2022 California Building, Electrical, Energy, Mechanical, and Plumbing Codes along with new state-mandated programs.
 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. Additionally, we have begun offering the State of California-mandated program that allows us to provide real-time online approval and issuance of residential roof-top solar projects that meet specific criteria.

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 30 hours/per person/3 year period required by state law.

2022-2023 (actual) 2023-2024 (estimated) 2024-2025 (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% 99% 100%

The citizenry looks to the depa rtment for enforcement actions against vi olations 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. 13.

Five-Year Outlook
Commercial construction had an average for the last three years of $35 million in valuation. The 2023-2024 cycle is expected to exceed the average by approximately $1 5 million and end at $50 million for the fiscal year. We have issued $27 million in valuation for the fiscal year 20 23-2024. We expect the fiscal year 2024-2025 to be above this number because projects worth $11 million in valuation submitted for review with five months still to go in this fiscal year. There is an additional total valuation of $15 million with all commercial projects that have been in review and waiting to be issued from previous fiscal years, which could be issued in this cycle.

Residential development has slowed this cycle, and photovoltaic system permits have also slowed. Our historical average for residential units is approximately 800, comprising single- and multi-family units. The 2022-23 cycle produced 658 single-family and 0 multi-family units. We expect the 2023-2024 cycle to be slower, with approximately 450 single-family units and 100 multi-family units issued for 550 total units. The following years indicate that we will be more in line with an increased number of 700 units. 126
237
AGENDA ITEM NO. 13.

Planning and Development Building
Services Department Section 74200
2023-2024
2022-2023 Revised 2024-2025
Actual Estimate Budget

BUDGET DETAIL
1,320,816 1,344,600 1,449,000
14,972 18,000 9,000
61,611 76,000 76,000
572,742 624,800 712,400
72,247 97,900 103,600
9,904 16,000 16,000
235,113 192,000 192,000
1,708 2,300 3,000
6,531 4,000 4,000
0 100 1,000
17,394 20,000 6,000
985 2,600 2,100
8,931 2,000 7,000
449,500 454,000 452,500
2,667 3,000 3,000
648 12,200 10,000
200 0 0
2,775,969 2,869,500 3,046,600

SOURCES OF FUNDING
2,756,848 2,849,500 3,026,600
19,121 20,000 20,000
2,775,969 2,869,500 3,046,600

DETAIL OF POSITIONS

4.00 5.00 5.00

1.00 1.00 1.00

0.40 0.40 0.40

1.00 1.00 1.00
- - 0.30

0.30 0.30 0.30

0.20 0.15 0.15

0.30 0.30 0.30

2.00 2.00 2.00

5.00 4.00 3.00

0.30 0.30 0.30

0.30 0.30 0.30
Salaries - Regular
Overtime
Extra Help
Benefits
Vehicle Charges
Communications
Professional Services
Special Events
Office Supplies
Supplies - Shop
Travel & Meeting Expense
Training
Dues & Subscriptions
Admin & Overhead
Liability Insurance Prog - ISF
Capital Outlays - Office Equip/Furn
Capital Outlay - Computers

TOTAL BUILDING
User Fees
Miscellaneous Income
TOTAL
Building Inspector/Senior Bldg Inspector
Building Official
Business Workflow Analyst
Business Workflow Specialist
Deputy Building Official/Plan Checker
Deputy Planning & Develop Services Dir
Dir of Planning & Development Services
Geographic Information Systems Analyst
Geographic Information Systems Tech
Plan/Develop Administrative Manager
Permit Technician
Plans Examiner/Senior Plans Examiner
Principal Office Assistant
Staff Analyst
TOTAL

15.50 15.45 14.75
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AGENDA ITEM NO. 13.

Planning and Development Engineering
Services Department Sections 74500-74550

Engineering Division Goals 2024-2025
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 2024-2025 include:
 Deliver all activities scheduled in the Community Investment Program utilizin g the best technology 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 m eet 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 cooper ation with the Clovis Police Department that ensures transportation safety and 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 charged 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 2022-2023. 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 that 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.

2022-2023
(Actual)
2023-2024
(Estimated)
2024-2025
(Proposed)
Completion of CIP projects on schedule 70% 85% 85%
Development Plan Check First submittal 68% 80% 95%
Development Plan Check subsequent
submittals 89% 95% 95%
Traffic Studies Up-to-date 80% 80% 100%
Training (percent of staff receiving training) 75% 75% 100%

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AGENDA ITEM NO. 13.

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 Community 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 of Influence 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 streamline and reduce development costs, 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 comple te 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 engineering pr ogram. As a result, the Engineering Division must be nimble and will continually reevaluate staffing needs and goals in the coming years.

The pace of development did slow in 2023-2024. This slowdown has put a strain on the budget. The development community has indicated that the increase in mortgage rates has slowed the pace of home-buying. Despite this, the department has planned for a rebound in activity as there has been a strong increase in developers preparing for new development projects. 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. 13.

Planning and Development Engineering
Services Department Section 74500-74550
2023-2024
2022-2023 Revised 2024-2025
Actual Estimate Budget
Salaries - Regular 3,586,568 3,541,600 4,017,300
Overtime 53,851 73,000 69,000
Extra Help 52,911 55,000 55,000
Benefits 1,408,945 1,460,600 1,756,600
Vehicle Charges 185,234 197,500 218,400
Communications 24,572 31,000 31,000
Professional Services 122,271 88,100 75,000
Special Events 5,111 4,800 8,000
Office Supplies 5,209 9,000 9,000
Supplies - Safety 2,552 3,500 4,000
Supplies - Shop 7,784 6,500 5,000
Travel & Meeting Expense 3,150 8,100 0
Training 12,611 22,100 2,100
Dues & Subscriptions 2,757 6,500 10,000
Admin & Overhead 1,214,900 1,244,300 1,341,000
Capital Outlays - Office Equip/Furn 2,749 159,600 10,000 Capital Outlays - Computers 850 0 0
Capital Outlays - Public Utilities 0 5,000 5,000
TOTAL ENGINEERING 6,692,025 6,916,200 7,616,400

SOURCES OF FUNDING
Taxes 10,000 10,000 10,000
State Grants 11,880 17,000 17,000
User Fees 6,371,663 6,528,700 7,249,400
Miscellaneous Income 23,482 15,500 15,000
Use of Discretionary Funds 275,000 345,000 325,000
TOTAL 6,692,025 6,916,200 7,616,400

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 1.00 Deputy Planning & Develop Services Dir - - 0.30 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 7.00 7.00 Engineering Program Manager - 1.00 1.00 Engineering Program Supervisor 1.00 - - Engineering Tech/Senior Engineering Tech 3.00 3.00 3.00 Geographic Information Systems Analyst 0.25 0.20 0.20 Geographic Information Systems Tech 0.30 0.30 0.30 Management Analyst 2.00 2.00 2.00 Plan/Develop Administrative Manager 0.30 0.30 0.30 Principal Office Assistant 0.30 0.30 0.30 Staff Analyst 0.30 0.30 0.30
Supervising Civil Engineer 2.00 2.00 2.00 Traffic Signal Operations Specialist - 1.00 1.00 TOTAL 33.35 36.30 36.60

BUDGET DETAIL
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AGENDA ITEM NO. 13.

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 K-9 Unit, 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 Lieutenant, and is responsible for follow-up on all felony cases, cases of a sensitive nature, and preparing the case s for submittal to the District Attorney’s Office. The Division is comprised of two main components: Gener al Investigations and the Special Enforcement Team (SET). The types of investigations conducted range fr om computer crime and identity theft cases to sexual assault and sex offender programs, homicide investigat ions, robberies, property crimes, domestic violence follow-up and tracking, missing persons, and crime analysi s and predictive policing. The unit also takes on special details when necessary, including assistance to SET, internal investigations, and officer-involved shooting investigations. The focus of SET tends to be on mid-level and street-level drug dealers and users causing blight in our City. They also focus on cases involving gang members, narcotics trafficking, human trafficking, prostitution, and pimping. They focus their investigations on those who are actively engaged in the gang lifestyle and committing crimes in our City. These uni ts 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. The Youth Services Division is also responsible for removing graffiti throughout the City of Clovis. The Graffiti Abat ement team focuses on the prompt removal of graffiti and deterrence of further graffiti vandalism.
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POLICE

DEPARTMENT SUMMARY
Support Ser
vices/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 co mmunity, investigating cruelty complaints, enforcing City municipal codes, completing animal bite investigations for the Count y Health Department, 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, seized animals, stray dogs, injured animals, and deceased animals. The Miss Winkles Pet Adoption Center cares for roughly 150 animals at a time and is responsible for adopting approximately 1,000 pets to citizens each year. The Animal Services Division also provides public education about spayi ng/neutering pets, information about proper pet care, and information on both State and local animal laws.
2024-2025 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 effect ive enforcem
ent practices.
 Develop future leaders in the department through succession planning.  Continue to engage with our community stakeholders through social media platforms. 
Restart the Drone First Responder (DFR) program with new technological advancements and obtain approval from the Federal Aviation Administration (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.

Budg
etary Highlights
 Increase sworn police officer positions by three.
 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 resp onse time for emergen
cy calls not to exceed 5 minutes.
2022
-2023 (actual) 2023-2024 (estimated) 2024-2025 (proposed) Priority 1 Average Response Times 4.15 Min 2.87 Min <5 Min Priority 2 Average Response Times 9.61 Min 6.40 Min <10 Min Priority 3 Average Response Times 13.36 Min 10.93 Min <15 Min  Public support and satisfaction with our services ar e essential in maintaining a safe comm unity. As an indicator, we stri
ve to have Citizen Survey response s show either “Above Average” or “Excellent” service rating
s at least 90% of the time.

Citiz
en Surveys 2022-2023 (actual) 2023-2024 (estimated) 2024-2025 (proposed) (Above Average or Excellent) 94% 90% 90% 
The comparative crime rate is a good indicator of how well the prevention and protection efforts are i n addressin
g the criminal challenges to the community. Rates for both Fresno County and State-wide are no t avail
able for comparison purposes.

National Incident-Based Reporting System (Crimes/100,000 Population) 2023 (ac
tual) 2024 (estimated) 2025 (proposed)
Clo vis * 2,125 <3000
*
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 Incide
nt-Based Reporting System). Due to this recent change, we are unable to provide an accurate number for 2023 repo
rting.
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POLICE

DEPARTMENT SUMMARY
2023-2024
2022-2023 Revised 2024-2025
Actual Estimate Budget
Patrol 27,133,723 28,828,100 30,802,800
Communications 3,443,795 3,736,400 4,097,300
Investigations 6,052,645 7,278,000 7,350,300
Youth Services 751,956 779,400 779,500
Support Services 5,440,059 5,440,500 5,538,800
Administration 3,774,375 6,243,000 6,984,000
Animal Shelter 2,389,842 2,605,900 2,889,800
TOTAL ALL ACTIVITIES 48,986,395 54,911,300 58,442,500
General Fund 48,986,395 54,911,300 58,442,500
TOTAL ALL FUNDS 48,986,395 54,911,300 58,442,500

BUDGET BY ACTIVITY

BUDGET BY FUND
135
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AGENDA ITEM NO. 13.

Police Patrol
Department Section 51000

2024-2025 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 Drone First Responder (DFR) program throughout the City.  Receive approval through the FAA to operate our DFR Program Beyond Visual Line of Sight (BVLOS) with new technology minimizing the amount of personnel needed to operate the program.  Add a partial swing shift in July of 2024 and as more officers complete the FTO program increase this to a full swing shift in January of 2025.

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 awareness 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 t he 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.  ficer 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. 13.

Police Patrol
Department Section 51000
2023-2024
2022-2023 Revised 2024-2025
Actual Estimate Budget
Salaries - Regular 11,674,180 12,066,000 13,013,900
Overtime 1,606,189 1,500,700 1,474,000
Extra Help 500,034 705,000 635,000
Benefits 9,294,525 9,882,600 10,957,700
Communications 114,030 128,500 125,000
Professional Services 466,922 721,700 706,600
Repairs & Maintenance 34,978 4,500 3,600
Office Supplies 127,051 113,000 108,500
Supplies - Safety 87,201 90,000 70,000
Travel & Meeting Expense 72,469 54,000 26,000
Training 206,287 243,000 154,700
Dues & Subscriptions 7,189 5,600 5,600
Admin & Overhead 2,694,900 2,963,900 3,268,200
Capital Outlays - Computers 8,993 5,000 5,000
Capital Outlays - Police Equipment 229,647 284,800 199,000 Capital Outlays - Communications 9,128 59,800 50,000
TOTAL PATROL 27,133,723 28,828,100 30,802,800
Taxes 2,317,463 2,648,000 2,892,000
Other Permits 9,550 18,000 12,000
Fines & Fees 234,281 230,000 186,000
State Grants 344,312 345,000 332,000
Program Participation 309,495 509,000 529,000
Mandated Claims 127,479 20,000 0
Planning & Processing Fees 23,336 13,000 14,000
User Fees 232,200 210,000 210,000
Miscellaneous Income 540 5,000 5,000
Use of Discretionary Funds 23,535,067 24, 830,100 26,622,800 TOTAL 27,133,723 28,828,100 30,802,800
Community Service Officer 11.00 12.00 12.00 Police Captain 1.00 1.00 1.00 Police Corporal 16.00 16.00 15.00 Police Lieutenant 5.00 5.00 5.00 Police Officer/Recruit 59.00 64.00 67.00 Police Sergeant 10.00 10.00 10.00 TOTAL 102.00 108.00 110.00

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
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AGENDA ITEM NO. 13.

Police Communications
Department Section 51100

2024-2025 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.  Break ground on a 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. 13.

Police Communications
Department Section 51100
2023-2024
2022-2023 Revised 2024-2025
Actual Estimate Budget
Salaries - Regular 1,617,680 1,744,700 1,905,900
Overtime 357,677 349,500 344,500
Extra Help 0 10,600 30,200
Benefits 979,786 1,087,300 1,219,900
Vehicle Charges 0 6,600 6,600
Communications 74,825 60,200 60,200
Professional Services 17,726 33,300 28,300
Repairs & Maintenance 11,310 17,000 18,500
Office Supplies 8,993 9,000 9,000
Materials & Supplies 3,131 2,000 2,000
Travel & Meeting Expense 1,864 100 2,400
Training 11,803 13,000 13,000
Dues & Subscriptions 0 1,000 1,300
Admin & Overhead 359,000 402,100 455,500
TOTAL COMMUNICATIONS 3,443,795 3,736,400 4,097,300
Use of Discretionary Funds 3,443,795 3, 736,400 4,097,300 TOTAL 3,443,795 3,736,400 4,097,300

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

BUDGET DETAIL

SOURCES OF FUNDING
139
250
AGENDA ITEM NO. 13.

Police Investigations
Department Section 52000

2024-2025 Goals

 Continue to explore new technology to enhance the functions and goals of investigations.  Continue to combat retail theft with the addition of the Organized Retail Crime Unit.  The implementation of the Real Time Crime Center to augment the Patrol Division.  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 activi ties in the community are not tolerated.  Continue to focus on the street level dealers within our community.  Increase tactical expertise of the Special En forcement 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 full-time Computer Forensic Analyst position dedicated to processing computer and high technology evidence. Collaborate with other law enforcement agencies to share resources in targeting high- tech criminals.
 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 se ize 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, expand their unit size, 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. 13.

Police Investigations
Department Section 52000
2023-2024
2022-2023 Revised 2024-2025
Actual Estimate Budget
Salaries - Regular 2,868,590 3,302,700 3,370,600
Overtime 247,078 288,300 255,300
Extra Help 42,633 97,000 100,000
Benefits 2,320,594 2,716,400 2,744,200
Vehicle Charges 7,200 7,200 7,200
Communications 30,095 23,000 23,000
Professional Services 103,788 233,200 131,600
Materials & Supplies 4,974 4,000 4,500
Supplies - Police 8,390 30,000 30,000
Supplies - Safety 2,138 5,000 5,000
Travel & Meeting Expense 6,173 13,800 13,800
Training 7,051 21,000 21,000
Dues & Subscriptions 341 2,200 2,200
Admin & Overhead 403,600 524,100 641,900
Capital Outlays - Police Equipment 0 10,100 0
TOTAL INVESTIGATIONS 6,052,645 7,278,000 7,350,300
Use of Discretionary Funds 6,052,645 7, 278,000 7,350,300 TOTAL 6,052,645 7,278,000 7,350,300
Community Service Officer 1.00

2.00 2.00
Crime Specialist 1.00

1.00 -
Digital For
ensic Analyst 1.00 1.00 1.00
Management Analyst 1.00 1.00 1.00
Polic
e Captain 1.00 - -
Polic
e Corporal 2.00 2.00 3.00
Polic
e 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
T
OTAL 24.00 24.00 24.00

DETAIL OF POSITIONS

BUDGET DETAIL

SOURCES OF FUNDING
141
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AGENDA ITEM NO. 13.

Police Youth Services
Department Section 53000

2024-2025 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 Youth Academy.  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
253
AGENDA ITEM NO. 13.

Police Youth Services
Department Section 53000
2023-2024
2022-2023 Revised 2024-2025
Actual Estimate Budget
Salaries - Regular 324,959 295,800 296,300
Overtime 12,366 17,700 22,000
Extra Help 66,644 100,000 100,000
Benefits 176,554 170,200 169,900
Vehicle Charges 7,200 3,900 6,600
Communications 2,588 2,000 2,000
Professional Services 14,809 16,100 11,100
Office Supplies 0 2,500 1,800
Materials & Supplies 8,792 6,400 3,000
Supplies - Police 5,398 2,000 2,000
Supplies - Shop 15,117 20,000 25,000
Travel & Meeting Expense 3,561 2,700 2,700
Training 1,758 5,000 5,000
Dues & Subscriptions 0 800 1,100
Admin & Overhead 107,700 126,300 123,000
Capital Outlays - Computers 4,510 8,000 8,000
TOTAL YOUTH SERVICES 751,956 779,400 779,500
Miscellaneous Income 1,210 0 0
Use of Discretionary Funds 750,746 779,400 779,500
TOTAL 751,956 779,400 779,500
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
254
AGENDA ITEM NO. 13.

Police Support Services
Department Section 54000

2024-2025 Goals

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

Objectives to Meet the Goals

 Continue to obtain POST certification for both skill s 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 departm ent’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 auctioni ng 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.
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AGENDA ITEM NO. 13.

Police Support Services
Department Section 54000
2023-2024
2022-2023 Revised 2024-2025
Actual Estimate Budget
Salaries - Regular 1,148,457 1,057,700 1,138,300
Overtime 33,730 46,300 47,000
Extra Help 195,737 192,400 195,000
Benefits 475,026 497,900 529,900
Vehicle Charges 2,604,789 2,684,600 2,707,500
Communications 6,053 6,000 11,000
Professional Services 261,831 211,000 151,900
Repairs & Maintenance 35,798 44,300 44,200
Office Supplies 2,244 2,000 2,000
Materials & Supplies 8,791 8,500 8,400
Supplies - Police 105,757 101,000 96,000
Supplies - Safety 0 100 100
Travel & Meeting Expense 45,778 9,000 2,100
Training 15,753 17,000 17,000
Dues & Subscriptions 2,868 3,000 2,900
Admin & Overhead 340,000 401,700 435,500
Capital Outlays - Computers 157,447 158,000 150,000
TOTAL SUPPORT SERVICES 5,440,059 5,440,500 5,538,800
Other Permits 47,353 42,000 44,000
Mandated Claims 33,082 5,000 0
User Fees 122,485 140,000 140,000
Miscellaneous Income 10,079 13,000 13,000
Use of Discretionary Funds 5,227,060 5, 240,500 5,341,800 TOTAL 5,440,059 5,440,500 5,538,800
Administrative Assistant 2.00 2.00 2.00 Communications Supervisor 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 2.00 TOTAL 15.00 14.00 14.00

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
145
256
AGENDA ITEM NO. 13.

Police Administration
Department Section 56000/56300

2024-2025 Goals

 Look for solutions to minimize on-duty injuries through effective fitness programs and training.  Encourage new physical fitness activi ties for Police Department employees.  Continue to work with and establish public-bas ed relationships to deter and detect crime.  Utilize social media and ma instream 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 leadership training and successi on planning within the supervisor ranks.  Promote the department throu gh the preparation of the department’s monthly and annual reports.  Produce public service announcements, news releases, and special presentations designed to inform the 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
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AGENDA ITEM NO. 13.

Police Administration
Department Section 56000/56300
2023-2024
2022-2023 Revised 2024-2025
Actual Estimate Budget
Salaries - Regular 706,497 1,215,800 1,769,400
Overtime 972,891 1,364,000 1,354,000
Benefits 634,725 1,216,000 1,741,700
Vehicle Charges 13,200 13,200 13,200
Communications 9,693 8,000 8,000
Professional Services 117,215 117,100 227,900
Office Supplies 0 8,000 18,000
Materials & Supplies 4,379 29,000 50,000
Travel & Meeting Expense 23,842 57,000 16,000
Training 75,936 36,000 81,000
Dues & Subscriptions 3,924 5,000 4,500
Admin & Overhead 1,052,300 1,235,500 1,426,300
Capital Outlays - Police Equipment 159,773 938,400 274,000 TOTAL ADMINISTRATION 3,774,375 6,243,000 6,984,000
State Grants 35,175 1,472,300 1,882,300
Federal Grants 183,011 135,400 25,000
Project Participation 164,481 213,000 195,000
Other Revenues 0 0 62,000
User Fees 119,665 271,000 251,000
Miscellaneous Income 0 10,000 0
Use of Discretionary Funds 3,272,043 4, 141,300 4,568,700 TOTAL 3,774,375 6,243,000 6,984,000
Administrative Assistant 1.00 1.00 - Community Service Officer 1.00 - - Crime Analysis Supervisor 1.00 1.00 1.00 Crime Specialist 1.00 1.00 2.00 Deputy Police Chief - 1.00 1.00 Management Analyst 1.00 1.00 1.00 Police Captain 1.00 1.00 1.00 Police Chief 1.00 1.00 1.00
Police Officer/Recruit - 5.00 5.00 Public Safety Dispatcher/PSO - 1.00 1.00 TOTAL 7.00 13.00 13.00

DETAIL OF POSITIONS

SOURCES OF FUNDING

BUDGET DETAIL
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AGENDA ITEM NO. 13.

Police Animal Services
Department Section 59100
2024
-2025 Goals

To develop a Clovis Animal Care System that is responsive 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.

Objectiv
es to Meet the Goals

Increase the number of citizens and businesses who actively support Clovis Animal Services.  Provide information about the importance of spaying 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 and foster 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
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AGENDA ITEM NO. 13.

Police Animal Services
Department Section 59100
2023-2024
2022-2023 Revised 2024-2025
Actual Estimate Budget
Salaries - Regular 810,128 689,400 913,500
Overtime 87,634 88,000 95,000
Extra Help 216,540 225,000 275,000
Benefits 388,420 437,800 568,200
Vehicle Charges 12,150 13,800 13,800
Communications 10,815 7,000 7,000
Professional Services 152,677 210,600 144,800
Repairs & Maintenance 6,663 50,200 2,400
Materials & Supplies 15,455 20,400 15,300
Supplies - Safety 86,295 81,600 74,500
Travel & Meeting Expense 999 1,400 1,000
Training 5,572 5,000 5,000
Dues & Subscriptions 2,594 2,500 1,500
Admin & Overhead 593,900 773,200 772,800
TOTAL ANIMAL SERVICES 2,389,842 2,605,900 2,889,800
Licenses 36,445 45,000 46,000
Fines & Fees 4,870 10,000 10,000
Miscellaneous Income 1,655 3,000 3,000
Use of Discretionary Funds 2,346,872 2, 547,900 2,830,800 TOTAL 2,389,842 2,605,900 2,889,800
Administrative Assistant - - 1.00 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 12.00

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
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AGENDA ITEM NO. 13.

FIRE

DEPARTMENT SUMMARY

The Fire Department 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 Emergency Operations 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 Community 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 lo cal 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 Emergency 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 Administration Division 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. 13.

FIRE

DEPARTMENT SUMMARY
2024
-2025 Goals

Continue to provide an effective emergency respons e delivery system that provides the necessa ry resou
rces to minimize the loss of life, property damage, loss of tax revenue, and damage to the environment.
 Continue to make community risk reduction efforts by enforcing fire and life safety codes. 
Continue to maintain an emergen cy and non-emergency re sponse capability that maximizes public and private re
sources to deal with human-caused or natural-caused disasters.  Continue to maintain and evaluate community outreach programs focused on education, hazard mitigation, and abatement that meet the varying needs of our customers.  Maintain an accredited status through the Center for Public Safety Excellence (CPSE). 
Continue to explore all applicable grant sources a nd private partnerships to fund programs, services , equipm
ent, and personnel.

Budgetary Highlights

Take receipt of the replacement Engine stationed at Fire Station 2. 
Hire a Fire Inspector II in our Community Risk Reduction Division and conduct a recruitment to replace 4 vacant positions for firefighter in the Operations Division. 
Purchase and outfit two emergency command vehicles.
 Complete the rebuild of Fire Station #2 to be re-opened in August 2024.  Continue to review the cost recovery efforts fo r State Mandated fire inspections, new development , develop
er impact fees (DIF), weed abatement, and incidents caused by gross negligence. 151
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AGENDA ITEM NO. 13.

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.

2022-2023 (actual) 2023-2024 (estimated) 2024-2025 (proposed)

First Arrival, Total Response
EMS in under 6:30 7:35 7:40 7:35
Fire in under 7:00 7:43 8:03 7:30
MVA/Rescue in under 7:00 7:43 7:31 7:15
ERF in under 10:30 11:54 12:12 12:00
Fires Contained to Room of Origin 67% 52% 70% Total Number of Calls for Service 12,244 13,235 14,000 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 337 of 346 – 96% 350 of 350 – 100% 353 of 353 – 100% Completed

Number of Children Receiving
Life Safety Information 6,400 6,500 6,650

Fire Department Financial Benchmarks

Percentage of Discretionary Funds 83% 87% 93%

Total Injury Claim Costs $94,051 $140,652 $100,000

Total Fire Loss $3,089,260 $4,229,272 $3,000,000

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AGENDA ITEM NO. 13.

FIRE

DEPARTMENT SUMMARY
2023-2024
2022-2023 Revised 2024-2025
Actual Estimate Budget

BUDGET BY ACTIVITY
Emergency Services 21,260,182 22,552,400 22,259,700
Life Safety and Enforcement 678,834 680,400 835,500
Emergency Preparedness 120,041 138,700 141,900
Fire Administration 1,164,863 1,215,900 1,253,100
TOTAL ALL ACTIVITIES 23,223,920 24,587,400 24,490,200

BUDGET BY FUND
General Fund 23,223,920 24,587,400 24,490,200
TOTAL ALL FUNDS 23,223,920 24,587,400 24,490,200

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AGENDA ITEM NO. 13.

Fire Emergency Services
Department Section 61000

2024-2025 Goals

 Provide the first unit on the scene of an emergency medical call with a Total Response Time of six minutes and thirty seconds (6:30), 90% of the time. This includes one minute and thirty seconds of call processing, 1 minute for turnout, and four minutes for travel.
 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 a dopted 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 the 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 val ue greater than the Department’s total annual budget.  Continue to focus on attaining a 90% or higher “exc ellent” rating on customer service satisfaction surveys through the delivery of professional emergency and non-emergency services to the citizens of Clovis.

Objectives to Meet the Goals

 Maintain minimum staffing of emergency response res ources 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 and other enforcement strategies.
 Reduce and prioritize activities that pull fire app aratus out of their first due response districts.  Ensure that personnel are adequately trained and prep ared 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 $5.00. 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.
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AGENDA ITEM NO. 13.

Fire Emergency Services
Department Section 61000
2023-2024
2022-2023 Revised 2024-2025
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 8,266,774 8,036,200 8,398,300
Overtime 2,547,622 3,029,900 2,042,900
Extra Help 60,675 60,000 54,000
Benefits 5,814,780 5,998,100 6,380,700
Vehicle Charges 1,624,082 1,802,200 1,672,000
Communications 22,792 26,000 24,000
Professional Services 484,456 502,200 533,500
Repairs & Maintenance 54,468 150,500 97,300
Special Events 0 2,000 0
Office Supplies 7,200 6,700 9,300
Materials & Supplies 53,621 87,000 35,700
Supplies - Safety 102,128 240,000 132,300
Supplies - Shop 450 1,000 1,500
Travel & Meeting Expense 35,849 17,000 14,500
Training 65,943 112,000 202,500
Dues & Subscriptions 1,635 3,600 4,100
Admin & Overhead 1,963,500 2,298,600 2,543,800
Liability Insurance Program - ISF 1,998 0 0
Capital Outlays - Fire Equipment 131,855 131,400 73,300 Capital Outlays - Communications 17,833 45,000 35,000
Capital Outlays - Vehicles 2,521 3,000 5,000
TOTAL EMERGENCY SERVICES 21,260,182 22,552,400 22,259,700

SOURCES OF FUNDING
Taxes 885,244 1,082,000 1,126,000
State Grants 1,121,181 847,200 300,000
Federal Grants 1,393,684 827,000 0
Project Participation 151,520 85,000 85,000
User Fees 64,100 35,000 35,000
Miscellaneous Income 358 2,000 2,000
Use of Discretionary Funds 17,644,095 19, 674,200 20,711,700 TOTAL 21,260,182 22,552,400 22,259,700

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. 13.

Fire Life Safety and Enforcement
Department Section 62000

2024-2025 Goals

 Provide fire and life safety education classes with use of selected on-duty personnel and other community 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 Inspecti ons and continue with cost recovery for this unfunded mandate.
 Maintain metrics and data maintenance system for p ublic education efforts and community risk reduction activities.
 Ensure all plan checks are completed within t en (10) days of submission, 90% of the time.  Ensure new construction and tenant improvement inspec tions are completed within one day of the initial request, 90% of the time.
 Provide a weed abatement program to ensure that va cant lots/properties 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, and local codes.

Objectives to Meet the Goals

 Return all fire protection 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 cle aned 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 form s of media to maintain community awareness.  Conduct fire investigations to determi ne 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. 13.

Fire Life Safety and Enforcement
Department Section 62000
2023-2024
2022-2023 Revised 2024-2025
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 371,945 368,400 448,700
Overtime 40,437 29,000 37,000
Benefits 154,145 154,600 192,000
Vehicle Charges 7,200 7,200 7,200
Professional Services 18,455 20,700 23,000
Repairs & Maintenance 98 500 500
Office Supplies 0 2,500 4,000
Material & Supplies 149 1,500 2,000
Supplies - Police 53 500 500
Supplies - Safety 0 1,000 2,000
Supplies - Shop 351 500 500
Travel & Meeting Expense 9,096 5,500 13,000
Training 5,906 8,000 8,000
Dues & Subscriptions 4,560 4,500 8,500
Admin & Overhead 65,500 74,500 85,600
Capital Outlays - Vehicles 939 1,500 3,000

TOTAL LIFE SAFETY AND
ENFORCEMENT 678,834 680,400 835,500

SOURCES OF FUNDING
Other Permits 19,936 22,000 22,000
Planning & Processing Fees 129,895 99,500 107,000
User Fees 127,837 84,000 105,000
Miscellaneous Income 21,405 11,000 4,000
Use of Discretionary Funds 379,761 463,900 597,500
TOTAL 678,834 680,400 835,500

DETAIL OF POSITIONS
Fire & Life Safety Specialist 1.00 1.00 1.00 Fire Inspector I/II 1.00 2.00 2.00 Special Proj/Life Safety Enforce Mgr 1.00 1.00 1.00 TOTAL 3.00 4.00 4.00
157
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AGENDA ITEM NO. 13.

Fire Emergency Preparedness
Department Section 63000

2024-2025 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 capabilities for the EOC, as mandated by SEMS and NIMS. Alternative funding from various federal/state grants will be targeted to ensure that essential staff receives training in EOC operations.

Increased volunteer development and deployment th roughout the City have helped support emergency response and support activities, as appropriate. Spec ialty team personnel 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 perfo rmance level objectives for many Department responsibilities.
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AGENDA ITEM NO. 13.

Fire Emergency Preparedness
Department Section 63000
2023-2024
2022-2023 Revised 2024-2025
Actual Estimate Budget

BUDGET DETAIL
Overtime 15,000 33,000 44,000
Benefits 5,741 1,600 800
Professional Services 2,407 7,500 8,000
Repairs & Maintenance 0 10,000 6,000
Materials & Supplies 25,217 2,000 1,000
Supplies - Safety 819 6,000 6,000
Travel & Meeting Expense 614 3,500 5,000
Training 5,720 22,500 26,500
Dues & Subscriptions 0 2,000 2,000
Admin & Overhead 4,500 5,500 6,100
Capital Outlays - Fire Equip 60,023 43,600 35,000
Capital Outlays - Vehicles 0 1,500 1,500
TOTAL EMERGENCY PREPAREDNESS 120,041 138,700 141,900

SOURCES OF FUNDING
Federal Grants 31,000 31,000 0
Use of Discretionary Funds 89,041 107,700 141,900
TOTAL 120,041 138,700 141,900
159
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AGENDA ITEM NO. 13.

Fire Fire Administration
Department Section 64000

2024-2025 Goals

 Maintain accreditation through the CPSE for the years 2022-2027.  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 followed closely by the significant need for succession planning and training. Developing efficiencies in how the Fire Department provides service is a key factor in mitigating the challenges of increased service demands and increases in new development areas. As integral staff including the four managers retire in the next five years, development, documentation, and training with be integral. Especially as budget forecast numbers decrease, creative duty assignments and hard work will be required.

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AGENDA ITEM NO. 13.

Fire Fire Administration
Department Section 64000
2023-2024
2022-2023 Revised 2024-2025
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 506,830 558,200 497,900
Overtime 15,303 13,800 18,000
Extra Help 50,145 46,500 50,000
Benefits 285,019 272,000 287,800
Vehicle Charges 158,756 153,100 227,800
Professional Services 36,563 26,500 26,500
Repairs & Maintenance 0 300 500
Special Events 2,585 4,000 2,000
Office Supplies 3,733 4,500 5,500
Materials & Supplies 437 800 1,000
Travel & Meeting Expense 9,577 11,000 15,000
Training 0 9,500 0
Dues & Subscriptions 1,115 3,500 3,500
Admin & Overhead 94,800 111,200 116,600
Capital Outlays - Fire Equip 0 1,000 1,000
TOTAL FIRE ADMINISTRATION 1,164,863 1,215,900 1,253,100

SOURCES OF FUNDING
Use of Discretionary Funds 1,164,863 1, 215,900 1,253,100 TOTAL 1,164,863 1,215,900 1,253,100

DETAIL OF POSITIONS
Administrative Assistant -

1.00 1.00
Fire Chief 1.00 1.00 1.00
Management Analyst 1.00 - -
Senior
Management Analyst - 1.00 1.00
Staf
f Analyst 2.00 1.00 1.00
TOTAL 4.00 4.00 4.00
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AGENDA ITEM NO. 13.

PUBLIC UTILITIES

DEPARTMENT SUMMARY

The Public Utilities Departm ent is a service, operations, maintenance, resource a nd infrastructu re planning organization with the principal duty of providing essentia l municipal services and maintaining the City’s current and future investment in infrastructure. These services include water supply and distribution, wastewater collection and treatment, solid waste collection and disposal, street repair and cleaning, parks maintenance, City utility engineering and inspection, and administration of la ndscape and facility districts. The infrastructure maintained by the department includes the City's street sy stem, 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 disposal and diversion, and utility infrastructure to ensure that t hese essential services and resources are available and properly operating when needed. Public Utilities manages the 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. The depart ment is supported by an ar ray of administrative and technical staff that provide assistan ce in everyday operations and maintenance, environmental and regulatory compliance, and engineering and long-range planning.

Street Maintenance Section 71000

Responsible 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 rehabilitation and preventative maintenance. Th is 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

Responsible 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 comprised 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

Responsible 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 landscaping, streetlights, and neighborhood architectural enhancement features for areas within the LMD.

Landscape Maintenance District Section 73200

Provides a source of funds and an account for 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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AGENDA ITEM NO. 13.

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 76000

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 Sewage Treatment - 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

2024-2025 Goals

The major goals of the Department are to:

 Core community infrastructure: Maintain and strengthen core competencies in areas such as infrastructure maintenance (sewer, water, streets, safety, parks) a nd planning for future facility needs, ensuring residents' confidence in local government's commitment to their well-being.

 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 in frastructure 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 life 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 comply with federal and state regulations.

 Enhance recycling programs to maintain the City’s diversion rate above the State-required minimums and employ new programs and processes to increase municipal solid waste diversion.

 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 and 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.

 Assess the City’s existing and future streetlight s ystem and adopt strategies to transfer maintenance responsibilities from PG&E to the Public Utilities Depart ment. Implement solutions for long term funding of the City’s streetlight system.

 Protect the City’s investment in in frastructure by maximizing the condition of the City street network through the use of the City’s pavement management system (PMS). Take full advantage of any available street improvement funding sources.

Budgetary Highlights

 Maximize the use of available surface water supply at the Surface Water Treatment Plant and in the City- owned recharge facility and flood control basins for grou ndwater replenishment. Develop strategic plans for additional water supplies and continue implementati on of the Sustainable Groundwater Management Act (SGMA).

 Continue the water rate study which began earlier this year. Implement strategies for funding repairs and improvements to existing water infrastructure and maintaining the health of the water enterprise account.

 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. 164
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AGENDA ITEM NO. 13.

 Continue the gradual implementation and 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 their water usage.

 Finish the analysis of the City’s Surface Water Treatment Plant’s current operational conditions and 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 restoration.

Appropriately use LMD funds for periodic plant material replacement. Utilize avai lable resources to meet 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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AGENDA ITEM NO. 13.

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
2022-2023 (actual) 2023-2024 (estimated) 2024-2025 (proposed)  Weighted Average PCI 74 74 73
 Prepare streets for slurry/cape seal 450,000 s y 450,000 sy 400,000 sy  Repair AC pavement as needed 345 tons 450 tons 375 tons  Repair concrete sidewalks as needed 75 cu. yds. 70 cu. yds. 70 cu. yds.  Repaint striping as needed 100% 100% 100%
 Replace/repair/install signs 1,600 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. The condition of the striping is evaluated each year and effort is shifted between assets to best utilize limited resources. Effort this year will be to be shifted from lane striping to painting crosswalks, stenciling, and red curbs to address the current asset needs. The 2025-2026 fiscal year focus will shift back to lane striping.

Signals and Street Lighting – 72000

Provide traffic signal maintenance to 88 traffic sig nals and strive to keep approximately 11,600 streetlights working. Approximately 10,020 of these streetlights ar e owned and maintained by PG&E, and service requests for PG&E-owned lights are routed to them. The street lighting section maintains approximately 1,580 City-owned streetlights, of which approximately 780 are decorative style lights, and the remain ing 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 ma intains 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)
2022-2023 (actual) 2023-2024 (estimated) 2024-2025 (proposed) Efficiently use City resources and contract services to maintain an increasing inventory and intensity of parks/landscaping:

 Total acres maintain
(as of July 1) 563 610 657
 Maintenance cost/acre/ year $12,500 $12,250 $12,630
 General Fund acres maintained 207 207 207
 Maintenance cost/acre/ year $10,431 $11,333 $11,400
 LMD acres maintained 356 403 450
 Maintenance cost/acre/year $13,050 $12,400 $12,850

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AGENDA ITEM NO. 13.

Refuse Colle
ction – 76100 2022
-2023 (actual) 2023
-2024 (estimated) 2024
-2025 (proposed)
 Perform ref use pickup (excludes
CCU) – Tons collected
56,600 tons 57,000 tons 57,000 tons
 Achieved % 100 % 100% 100%
 Monitor system costs ($/ton) $205 $209 $234
Refuse Collection includes all residential and commercial collection.

Refuse Land
fill – 76200 2022-2023 (actual) 2023-2024 (estimated) 2024-2025 (proposed)  Landfill refu se received (including
CCU) – Tons landfilled
65,000 ton
s 65,000 tons 64,000 tons
 Complian
ce %
100% 100% 100%
 Monitor syst
em costs ($/ton)
$65 $65 $65
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 2022-2023 (actual) 2023-2024 (estimated) 2024-2025 (proposed)  Total tons recycl ed through private
vendo
r contracts for curbside
recycling a
nd organics programs
(does n
ot include all waste diverted
from City’s landfill)
25,900 ton
s 26,000 tons 27,000 tons
 Monit
or costs ($/ton) $180 $186 $195
 City AB 939, SB 1383
diversion complian
ce
N/A In progress In progress
Contracting tons include all residential recycling. Rou ghly 25 % is for the blue recycling cart and 75% is for the green organics cart.

Fleet Maintenance – 75000 2022-2023 (actual) 2023-2024 (estimated) 2024-2025 (proposed)  Fleet Availability 93% 94% 94%
 Preventati
ve Maintenance (% of
Scheduled
Work)
61% 63% 64%
Was
tewater – 76500 2022-2023 (actual) 2023-2024 (estimated) 2024-2025 (proposed)  Clean all Cit y sewers every two years
(baselin
e is at 2 years, cleaning is
above ba
seline)
197% 157%
155%
 Provide hi
gh level of customer
satisfaction
by keeping system
c
omplaints (stoppages) below 2 per
1,000 popul
ation

0.01% 0.00% 0.01%
Wa
ter Service – 77000 2022-2023 (actual) 2023-2024 (estimated) 2024-2025 (proposed)  Meet all demand s for water
consu
mption (acre-feet delivered)
24,200 25,200
26,000
 Monit
or system costs ($/acre-foot
delivere
d)
$610 $710
$800
 Provide hi
gh level of customer
satisfaction
by keeping complaints
under 2 pe
r 1,000 population

1.6 1.2 2.0
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AGENDA ITEM NO. 13.

Street Cleaning – 77500 2022-2023 (actual) 2023-2024 (estimated) 2024-2025 (proposed)  Sweep 100% of residential streets
twice monthly, major street sweeping
weekly – Total miles swept
58,000 mi. 56,000 mi. 56,000 mi.
 Achieved % 100% 100% 100%
 Monitor service costs ($/mile) $30 $34 $35

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AGENDA ITEM NO. 13.

PUBLIC UTILITIES

DEPARTMENT SUMMARY
2023-2024
2022-2023 Revised 2024-2025
Actual Estimate Budget
Street Maintenance 2,911,066 3,061,800 3,295,300
Street Lighting 2,391,581 3,131,800 3,244,200
Storm Drain 59,703 89,400 45,800
Parks 7,033,772 7,471,300 8,296,500
Landscape Maintenance District 4,652,056 4,962,000 5,794,800 Fleet Maintenance 13,134,249 16,402,000 13,531,200
Community Sanitation 24,539,494 27,338,000 30,470,200
Wastewater 15,620,807 19,870,300 19,713,800
Community Facilities Dist 2020-01 5,700 5,700 32,700
Water 20,678,735 23,831,000 27,830,800
TOTAL ALL ACTIVITIES 91,027,163 106,163,300 112,255,300

BUDGET BY FUND
General Fund 12,396,122 13,754,300 14,881,800
Landscape Maintenance District 4,652,056 4,962,000 5,794,800 Community Sanitation Fund 24,539,494 27,338,000 30,470,200 Sewer Service Fund 15,620,807 19,870,300 19,713,800
Community Facilities Dist 2020-01 5,700 5,700 32,700
Fleet Maintenance Fund 13,134,249 16,402,000 13,531,200 Water Service Fund 20,678,735 23,831,000 27,830,800
TOTAL ALL FUNDS 91,027,163 106,163,300 112,255,300

BUDGET BY CATEGORY
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AGENDA ITEM NO. 13.

Public Utilities Street Maintenance
Department Section 71000

2024-2025 Goals

The goals of the Street Maintenance Section are to provide a well-maintained street system for the orderly, safe, and convenient travel of vehicles 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 Ci ty streets, sidewalks, and alleys.  Provide timely and efficient repairs of potholes a nd tripping hazards in the City’s streets and sidewalks.  Protect the safety of the public through well-main tained 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-stripe the entire City street system as needed.
 Provide structural repair of streets in pr eparation for application of slurry seal.  Crack seal streets included in slurry seal proj ect in addition to selected streets needing treatment.  Apply slurry seal to street s 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 the 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 current 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 syst em (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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AGENDA ITEM NO. 13.

Public Utilities Street Maintenance
Department Section 71000
2023-2024
2022-2023 Revised 2024-2025
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 1,116,504 1,113,800 1,170,500
Overtime 24,953 32,800 31,500
Benefits 546,846 554,900 603,800
Vehicle Charges 355,980 393,800 481,700
Communications 5,011 7,000 7,000
Professional Services 178,007 198,500 218,500
Repairs & Maintenance 14,859 21,800 21,800
Building & Equipment Rental 0 12,000 12,000
Office Supplies 79 300 300
Materials & Supplies 370,319 305,000 330,000
Supplies - Shop 6,497 5,000 5,000
Travel & Meeting Expense 301 4,300 5,000
Training 4,528 8,500 12,500
Dues & Subscriptions 442 500 500
Admin & Overhead 271,147 310,600 335,200
Capital Outlays - Office Equip/Furn 294 3,000 3,000
Capital Outlays - Public Utilities 13,928 27,000 17,000 Capital Outlays - Vehicles 1,371 53,000 30,000
Capital Outlays - Miscellaneous 0 10,000 10,000
TOTAL STREET MAINTENANCE 2,911,066 3,061,800 3,295,300

SOURCES OF FUNDING
Taxes 992,434 1,047,800 1,204,300
Planning & Processing Fees 2,454 3,000 3,000
Engineering Processing Fees 23,169 32,000 33,000
Interfund Charges 1,872,000 1,958,000 2,042,000
Miscellaneous Income 21,009 21,000 13,000
TOTAL 2,911,066 3,061,800 3,295,300

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 0.35 0.40 Maintenance Leadworker 2.00 2.00 2.00 Maintenance Worker/Senior Maint Worker 9.00 9.00 9.00 Management Analyst 0.14 0.09 0.09 Principal Office Assistant 0.25 0.25 0.25 Senior Management Analyst - 0.05 0.05 Staff Analyst 0.10 0.20 0.20 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 15.14 15.34 15.39
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AGENDA ITEM NO. 13.

Public Utilities Street Lighting
Department Section 72000

2024-2025 Goals

The goal of the Signals and Street Lighting Section is to provide functional traffic signals and well-illuminated streets for the safety of motorists and pedestrians.

Specifically, these goals include:

 Maximize the public's convenience and safety.
 Aid law enforcement in crime prevention.
 Retrofit approximately 750 City owned high pressure sodium (HPS) streetlights to energy efficient LEDs

Objectives to Meet the Goals

 Ensure 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 markin g of traffic signals and City-owned street lighting facilities.
 Apply for an Energy Efficiency and Conservation Block Grant voucher with the Department of Energy

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. Existing PG&E maintained cobra head style streetlights were retrofitted to LED in 2016 and 2017, reducing PG&E energy and maintenance costs. City owned and maintained streetlights will be retrofitted to LED as grants become available, further reducing energy costs and maintenance costs due to the longer life of LED bulbs. All new streetlights are being installed with LEDs and staff will continue to explore additional opportunities to decrease streetlighting costs.

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AGENDA ITEM NO. 13.

Public Utilities Street Lighting
Department Section 72000
2023-2024
2022-2023 Revised 2024-2025
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 192,957 209,600 227,200
Overtime 11,320 19,800 19,800
Benefits 77,238 86,200 94,700
Vehicle Charges 81,851 79,400 71,300
Energy 1,774,841 2,200,000 2,420,000
Repairs & Maintenance 104,531 161,100 151,000
Materials & Supplies 38,283 35,700 95,700
Supplies - Safety 1,342 2,000 2,000
Training 2,018 2,000 2,000
Admin & Overhead 107,200 133,000 160,500
Capital Outlays - Vehicles 0 203,000 0
TOTAL STREET LIGHTING 2,391,581 3,131,800 3,244,200

SOURCES OF FUNDING
Taxes 843,542 1,600,100 1,666,200
State Grants 0 0 60,000
User Fees 6,402 17,700 12,000
Miscellaneous Income 41,637 14,000 6,000
Use of Discretionary Funds 1,500,000 1,500,000 1,500,000 TOTAL 2,391,581 3,131,800 3,244,200

DETAIL OF POSITIONS
Assistant Public Utilities Director 0.05 0.05 0.05
Deputy Public Utilities Director 0.05

0.05 0.05
Electrician 2.00

2.00 2.00
Principal Utilities Engineer

0.05 0.05

0.05 TO
TAL 2.15

2.15 2.15
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AGENDA ITEM NO. 13.

Public Utilities Storm Drain
Department Section 72500

2024-2025 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.

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AGENDA ITEM NO. 13.

Public Utilities Storm Drain
Department Section 72500
2023-2024
2022-2023 Revised 2024-2025
Actual Estimate Budget

BUDGET DETAIL
Overtime 31,078 11,000 15,000
Benefits 5,283 500 300
Vehicle Charges 3,303 2,600 2,800
Professional Services 1,486 2,200 7,200
Repairs & Maintenance 0 500 500
Office Supplies 0 100 100
Materials & Supplies 14,870 71,000 17,000
Admin & Overhead 1,200 1,500 1,900
Capital Outlays - Public Utilities 2,483 0 1,000
TOTAL STORM DRAIN 59,703 89,400 45,800

SOURCES OF FUNDING
Use of Discretionary Funds 59,703 89,400 45,800
TOTAL 59,703 89,400 45,800
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AGENDA ITEM NO. 13.

Public Utilities Parks
Department Section 73000

2024-2025 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 610 acres consisting of:
- 74 parks totaling 153 acres. Two of these parks include active recreational areas with lighted baseball diamonds, soccer fields, snack bars and restroom buildings. One includes a beach volleyball and basketball courts. Twelve are medium-sized parks that include picnic areas, play lots, restrooms, and open spaces. The remaining 62 pa rks are passive neighbo rhood and mini-parks, most with tot lots that are scattered throughout the community. - 340 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 Los Altos Corporation Yard, Police/Fire Headquarters, and miscellaneous City properties. - 11 acres of undeveloped park land and misc ellaneous 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 landscaping 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 picn ics, special park events, and sports activities.

Objectives to Meet the Goals

 Continue 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 containment, future design of facilities and landscapes, and cost recovery.  Implement efficient strategies and defer some periodic maintenance activities in order to maximize the level 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 be consistent with the LMD funding levels. There will continue to be a noticeable difference between the le vel of service in the LMD areas and the General Fund areas. Cost-saving measures are no longer adequate to cover maintenance and capital replacement costs within certain benefit zones in the LMD. LMD elections to increase assessments for two zones, Zones 2 and 5, recently failed through the Proposition 218 process. Maintenance activities and overall expenditures will need to be reduced to match annual revenues. Elections will need to occur during the forecast period in the benefit zones that do not have an automatic es calation adjustment to maintain sufficient funding levels. Grant funding will continue to be sought for the conversion of older irrigation systems and playground replacement. 176
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AGENDA ITEM NO. 13.

Public Utilities Parks
Department Section 73000
2023-2024
2022-2023 Revised 2024-2025
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 1,465,691 1,651,800 1,898,400
Overtime 62,579 73,500 68,500
Extra Help 41,439 0 0
Benefits 743,469 868,000 1,072,300
Vehicle Charges 433,752 480,300 570,700
Energy 881,414 870,200 934,000
Communications 13,121 11,500 12,500
Professional Services 2,442,067 2,311,200 2,468,500
Repairs & Maintenance 28,043 34,500 34,500
Building & Equipment Rental 5,434 3,000 3,000
Office Supplies 368 500 500
Materials & Supplies 338,988 485,000 454,000
Supplies - Safety 12,555 15,000 15,000
Supplies - Shop 11,972 12,000 12,000
Travel & Meeting Expense 3,812 2,500 5,800
Training 5,530 11,000 11,000
Dues & Subscriptions 1,555 1,000 1,000
Admin & Overhead 517,700 620,100 716,300
Capital Outlays - Office Equip/Furn 361 200 0
Capital Outlays - Public Utilities 23,922 20,000 18,500 TOTAL PARKS 7,033,772 7,471,300 8,296,500

SOURCES OF FUNDING
Rents & Concessions 19,101 16,000 16,000
Facility Reimbursements 92,886 70,000 28,000
Planning & Processing Fees 24,191 20,000 20,000
Engineering Processing Fees 19,892 3,000 19,000
User Fees 4,709,997 5,006,300 5,844,800
Miscellaneous Income 8,455 10,000 10,000
Use of Discretionary Funds 2,159,250 2,346,000 2,358,700 TOTAL 7,033,772 7,471,300 8,296,500

DETAIL OF POSITIONS
Administrative Assistant 0.05 0.15 0.15
Assistant Public Utilities Director 0.20

0.20 0.20
Deputy
Public Utilities Director 0.10

0.10 0.10
E
ngineer I/Engineer II/Civil Engineer 0.15

0.15 0.15
E
ngineering Inspector/Senior Eng Inspector -

0.15 0.10
Mai
ntenance Worker/Senior Maint Worker 11.40 13.40 13.40 Management Analyst 0.18

0.13 0.13
P
arks Maintenance Leadworker 3.00

3.00 3.00
P
arks Manager 1.00

1.00 1.00
P
arks Supervisor -
-

1.00 P
rincipal Office Assistant 0.80

0.80 0.80
S
enior Management Analyst -

0.05 0.05
S
taff Analyst 0.15

0.30 0.30
Utility
Worker 7.00

7.00 7.00
T
OTAL 24.03 26.43 27.38
177
288
AGENDA ITEM NO. 13.

Public Utilities Landscape Maintenance District
Department Section 73200
2024
-2025 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 66% 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 se
rvice 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.

Objectiv
es to Meet the Goals

Apply design and productivity strategi es that provide aesthetically pleasing facilities and landscaping at a rea
sonable cost.

Apply cost accounting measures that accurately i dentify costs, facilitate full cost recovery, and ident ify inefficien
cies.
 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 feature
s as required.

Continue contracting for maintenance services for street-side and median landscaping, focusing in-hous e staff on maint
enance 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 almost completed Loma Vista Village Green Park. Zone 1 (north of Herndon Avenue to Shepherd Avenue) is also showing significant growth. In addition, Heritage Grove has begun developing north of Shephard Avenue and west of S unnyside 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 ca rry it through 2024-2025. B enefit zones without the capability of an automatic assessment will periodically require an assessment increase election. 178
289
AGENDA ITEM NO. 13.

Public Utilities Landscape Maintenance District
Department Section 73200
2023-2024
2022-2023 Revised 2024-2025
Actual Estimate Budget

BUDGET DETAIL
Professional Services 4,652,056 4,962,000 5,794,800

TOTAL LANDSCAPE
MAINTENANCE DISTRICT 4,652,056 4,962,000 5,794,800

SOURCES OF FUNDING
Tax Assessments 4,652,056 4,962,000 5,794,800
TOTAL 4,652,056 4,962,000 5,794,800
179
290
AGENDA ITEM NO. 13.

Public Utilities Fleet Maintenance
Department Section 75000
2024
-2025 Goals
The go
al of the Fleet Maintenance 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

Maximize 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 reg
ulations.

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), 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 additional legislation, called Advanced Clean Fleet in October of last year, 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, funds were transferred from the General Fund to the Fleet Capital Fund to begin transitioning 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. However, rising vehicle costs and ZEV requirements will require all departments to make increased annual investments to maintain the fleet renewal program. 180
291
AGENDA ITEM NO. 13.

Public Utilities Fleet Maintenance
Department Section 75000
2023-2024
2022-2023 Revised 2024-2025
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 1,372,748 1,527,200 1,722,600
Overtime 12,196 18,200 18,600
Extra Help 34,227 0 0
Benefits 673,231 754,200 887,200
Vehicle Charges 65,358 76,500 98,600
Communications 1,166 2,200 2,500
Professional Services 101,888 183,800 282,900
Repairs & Maintenance 955,110 1,583,100 1,474,500
State Mandates 54,211 55,000 60,000
Office Supplies 3,391 2,000 2,000
Materials & Supplies 4,704 5,200 4,800
Supplies - Safety 19,238 15,000 15,000
Supplies - Shop 3,348,856 3,627,500 3,826,500
Travel & Meeting Expense 4,480 0 4,000
Training 14,906 25,500 45,000
Dues and Subscriptions 1,187 1,100 1,100
Admin & Overhead 1,181,000 1,225,400 1,393,800
Debt Service 50,007 47,000 34,000
Lease Purchases 810,328 584,000 392,000
Capital Outlays - Office Equip/Furn 1,045 1,100 1,100
Capital Outlay - Computers 2,032 5,700 5,000
Capital Outlays - Public Utilities 70,271 236,400 75,000 Capital Outlays - Vehicles 4,352,669 6,425,900 3,185,000 TOTAL FLEET MAINTENANCE 13,134,249 16,402,000 13,531,200

SOURCES OF FUNDING
State Grants 277,029 0 0
Fleet Maintenance Charges 12,476,579 16,402,000 13,531,200 Miscellaneous Income 380,641 0 0
TOTAL 13,134,249 16,402,000 13,531,200

DETAIL OF POSITIONS
Administrative Assistant 0.05 - -
Equip Mech Assistant/Equip Serv Worker 5.00 5.00 6.00 Assistant Public Utilities Director 0.15 0.15 0.15 Equipment Mechanic 7.00 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 0.11 0.11 Parts Clerk 2.00 2.00 2.00 Parts Runner 1.00 1.00 1.00 Principal Office Assistant 1.00 1.00 1.00 Principal Utilities Engineer 0.10 0.10 0.10 Senior Management Analyst - 0.05 0.05 TOTAL 20.46 20.41 21.41
181
292
AGENDA ITEM NO. 13.

Public Utilities Community Sanitation
Department Sections 76000/77500
2024
-2025 Goals

Provide 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 b
y 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.

Waste prevention by increasing recycling and organic diversion. 
Maintain accurate records and monitor all outsourced service contracts. 
Provide resources, superior customer service, and operational efficiency, including increasing pu blic awa
reness 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 cu
stomers about keeping our environment clean and preserving resources, along with compliance with state recycling a
nd 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 fed
eral regulations.
 Implement and operate programs to comply with state regulations relating to the control of groun dwater, surfa
ce 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-Yea
r 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
293
AGENDA ITEM NO. 13.

Public Utilities Community Sanitation
Department Section 76000/77500
2023-2024
2022-2023 Revised 2024-2025
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 4,991,509 5,138,100 5,772,800
Overtime 430,003 517,900 485,000
Extra Help 92,554 51,000 83,000
Benefits 2,419,873 2,556,300 2,979,000
Vehicle Charges 5,202,503 6,004,400 7,223,900
Energy 21,459 26,000 28,000
Communications 8,183 11,700 12,500
Professional Services 5,389,508 5,998,800 6,375,900
Repairs & Maintenance 13,876 43,900 51,400
State Mandates 898,447 1,000,000 1,163,000
Building & Equipment Rental 0 10,000 50,000
Office Supplies 238,720 276,000 277,200
Travel & Meeting Expense 43,267 65,100 74,000
Dues & Subscriptions 14,581 13,500 19,500
Admin & Overhead 3,596,300 4,037,300 4,385,300
Capital Outlays - Public Utilities 555,818 1,309,700 1,059,500 Capital Outlays - Vehicles 331,542 228,300 280,200
Capital Improvements 291,351 50,000 150,000
TOTAL COMMUNITY SANITATION 24,539,494 27,338,000 30,470,200

SOURCES OF FUNDING
User Fees 24,539,494 27,338,000 30,470,200
TOTAL 24,539,494 27,338,000 30,470,200

DETAIL OF POSITIONS
Administrative Assistant 0.30 0.30 0.30
Assistant Public Utilities Director 1.05 1.05 1.05
Communi
cations & Marketing Analyst 0.10 0.10 0.10
Di
sposal Leadworker 3.00 3.00 3.00
E
ngineer I/Engineer II/Civil Engineer 1.70 1.70 1.70
E
ngineering Inspector/Senior Eng Inspector 0.25 0.50 0.50 E
ngineering Tech/Senior Engineering Tech 0.20 0.20 0.20
E
quipment Operator 2.00 2.00 2.00
Landf
ill Leadworker 1.00 1.00 1.00
Landf
ill Supervisor 1.00 - -
Mai
ntenance Worker/Senior Maint Worker 1.00 1.00 1.00
Management A
nalyst 0.65 0.35 0.35
P
rincipal Office Assistant 1.05 1.05 1.05
Principal Utilities Engineer 0.30 0.30 0.30
Pu
blic Utilities Director 0.50 0.50 0.50
S
anitation Operator/Senior San Operator 26.00 27.00 27.00 Senior Management Analyst - 0.30 0.30
S
olid Waste Manager 1.00 1.00 1.00
S
olid Waste Supervisor - 1.00 1.00
S
taff Analyst 0.25 0.50 0.50
S
treet Sweeper Operator 6.00 6.00 6.00
S
upervising Civil Engineer 0.35 0.35 0.68
Utility
Worker 19.00 20.34 20.34
W
aste Recycling Maint Worker - 1.00 1.00
T
OTAL 66.70 70.54 70.87
183
294
AGENDA ITEM NO. 13.

Public Utilities Wastewater
Department Section 76500
2024
-2025 Goals
The goal
s 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 efficien t colle
ction of wastewater.
 Provide for the treatment of wastewater generated within the City.

Objectives to Meet the Goals

Operate, clean, and repair 442 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 capit al impro
vement 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 economic al manne
r.
 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.

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 Wate r Reu
se 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 constructe d to serve the n
ew growth areas of the City.
 Work with consultants on the Wastewater System Master Plan and the Recycled Water Master Pl an Upd
ates to evaluate service delivery to future growth associated with the current General Plan.

Five-Yea
r 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 once the new five-year permit is adopted by the Central Valley Regional Water Quality Control Board, which is scheduled for June 21, 2024. Additional monitoring and studies will occur during this five-year permit term and will result in additional requirements in the next permit term. A 3% rate increase is included in the forecast period to keep up with risi ng operational, maintenance, and capital costs, and to maintain a sufficient fund balance for future bonding capa city. There remain sufficient funds in the bond charge fund balance collected in prior years to continue the fu ll $7.30 per month rebate to customers. The amount of the rebate is evaluated each year and the bo nd charge may be needed depending on the number of development units and the corresponding revenue.
184
295
AGENDA ITEM NO. 13.

Public Utilities Wastewater
Department Section 76500
2023-2024
2022-2023 Revised 2024-2025
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 1,278,126 1,311,100 1,660,000
Overtime 15,621 12,500 17,500
Extra Help 2,845 6,000 7,000
Benefits 573,385 617,700 809,100
Vehicle Charges 298,235 328,500 379,600
Energy 1,392,190 1,600,000 1,888,000
Communications 3,687 5,000 5,000
Professional Services 6,324,899 7,458,000 7,829,200
Repairs & Maintenance 25,282 113,500 313,500
Office Supplies 469 2,500 5,500
Materials & Supplies 138,495 189,500 299,900
Travel & Meeting Expense 6,887 15,200 26,200
Dues and Subscriptions 2,333 5,000 5,000
Admin & Overhead 2,794,700 3,000,300 3,286,800
Liability Insurance Program - ISF 2,000 0 0
Debt Service 1,238,347 1,239,000 7,000
Capital Outlays - Office Equip/Furn 3,326 7,000 9,000
Capital Outlays - Public Utilities 144,884 309,500 265,500 Capital Impr - Sewer 1,375,096 3,650,000 2,900,000
TOTAL WASTEWATER 15,620,807 19,870,300 19,713,800

SOURCES OF FUNDING
User Fees 15,620,807 19,870,300 19,713,800
TOTAL 15,620,807 19,870,300 19,713,800

DETAIL OF POSITIONS
Administrative Assistant 0.20 0.25 0.25
Assistant Public Utilities Director 0.20

0.20 0.20
Communi
cations & Marketing Analyst 0.10

0.10 0.10
Deputy
Public Utilities Director 0.40

0.40 0.40
E
ngineer I/Engineer II/Civil Engineer 1.60

1.60 1.60
E
ngineering Inspector/Senior Eng Inspector 0.25

0.50 0.50
E
ngineering Tech/Senior Engineering Tech 0.65

0.65 0.65
Mai
ntenance Leadworker 1.00

1.00 1.00
Mai
ntenance Worker/Senior Maint Worker 7.00

7.00 7.00
Management A
nalyst 0.28

0.03 0.08
P
rincipal Office Assistant 0.50

0.50 0.50
Principal Utilities Engineer

0.20 0.20

0.20 Pu
blic Utilities Director 0.20

0.20 0.20
S
enior Management Analyst -

0.25 0.25
S
taff Analyst 0.25

0.50 0.50
S
upervising Civil Engineer 0.25

0.25 0.58
Utilities Manager

0.50 0.50

0.50 Utility
Worker 2.00

2.33 2.33
W
astewater Treatment Plant Operator -
-

1.00 T
OTAL 15.58 16.46 17.84
185
296
AGENDA ITEM NO. 13.

Public Utilities Community Facilities District No. 2020-01 Department Section 42800
2024
-2025 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, cost-effective maintenance services for temporary sewer facilities. 
Manage the CFD tax assessment and budget to ensure that charges are adequate to provide the requi red level of servi
ce along with adequate replacement reserves, while at the same time, ensurin g that excessive funds a
re not collected.

Objectives to Meet the Goals

Operate, clean, and repair temporary facilities to the same level of service as permanent facilities. 
Apply cost accounting measures that accurately i dentify costs, facilitate full cost recovery, and ident ify inefficien
cies.
 Manage reserves such that they are adequate to provide for replacement of temporary facilities as required.

Five-Year Outlook
The formation of CFD 2020-01 was adopted via Council resolution in 2020, authorizing the levy of a special tax each fiscal year on property within the CFD. The special tax is to be levied through Fiscal Year 2119-2120 for authorized facilities or until all authorized facilities have been constructed or acquired, whichever occurs first. 186
297
AGENDA ITEM NO. 13.

Public Utilities Community Facilities District 2020-01
Department Section 42800
2023-2024
2022-2023 Revised 2024-2025
Actual Estimate Budget

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

TOTAL COMMUNITY FACILITIES
DISTRICT 2020-01 5,700 5,700 32,700

SOURCES OF FUNDING
Tax Assessments 5,700 5,700 32,700
TOTAL 5,700 5,700 32,700
187
298
AGENDA ITEM NO. 13.

Public Utilities Water
Department Section 77000
2024-20
25 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, and provide treatment facilities for wells that do not meet 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.  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. A new rate study is under way and there’s a possibility that revised rates will need to be considered and approved through a Proposition 218 process during the 2024-2025 fiscal year. The City is a member of the NKGSA and is working cooperatively with the agency in order to im plement the Sustainable Groundwater Management 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 requirements developed in the Groundwater Sustainab ility Plan (GSP), which was adopted by t he NKGSA Board and submitted to the State in 2020. The five-year forecast shows a projected 3% increase in rates annually. 188
299
AGENDA ITEM NO. 13.

Public Utilities Water
Department Section 77000
2023-2024
2022-2023 Revised 2024-2025
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 3,628,827 3,686,600 4,160,800
Overtime 144,651 151,600 152,600
Extra Help 18,207 4,000 6,000
Benefits 1,667,389 1,726,100 2,065,700
Vehicle Charges 622,046 718,000 937,000
Energy 3,907,172 4,500,000 5,310,000
Communications 15,543 18,000 18,000
Professional Services 1,627,331 2,468,600 3,717,500
Repairs & Maintenance 407,777 1,083,600 1,133,700
Office Supplies 1,503,954 1,726,500 1,749,500
Travel & Meeting Expense 43,016 67,200 69,200
Admin & Overhead 3,367,753 3,848,300 4,027,300
Liability Insurance - ISF 3,456 0 0
Capital Outlays - Office Equip/Furn 3,989 9,000 5,000
Capital Outlays - Public Utilities 1,095,326 3,153,500 3,823,500 Capital Outlays - Vehicles 199,180 420,000 405,000
Capital Improvements 2,423,118 250,000 250,000
TOTAL WATER 20,678,735 23,831,000 27,830,800

SOURCES OF FUNDING
User Fees 20,678,735 23,831,000 27,830,800
TOTAL 20,678,735 23,831,000 27,830,800

DETAIL OF POSITIONS
Administrative Assistant 0.35 0.25 0.25
Assistant Public Utilities Director 0.25

0.25 0.25
A
ssistant Water Systems Technician 4.00

4.00 4.00
Communi
cations & Marketing Analyst 0.10

0.10 0.10
Deputy
Public Utilities Director 0.45

0.45 0.45
Ele
ctrician 1.00

1.00 1.00
E
ngineer I/Engineer II/Civil Engineer 2.35 2.35 2.35
Engineering Inspector/Senior Eng Inspector 0.25

0.50 0.50
E
ngineering Tech/Senior Engineering Tech 1.15

1.15 1.15
Mai
ntenance Leadworker 3.00

3.00 3.00
Mai
ntenance Worker/Senior Maint Worker 13.60 13.60 13.60 Management Analyst 0.59

0.29 0.24
Meter Reader

4.00 4.00

4.00 P
rincipal Office Assistant 1.40

1.40 1.40
Principal Utilities Engineer

0.35 0.35

0.35 Pu
blic Utilities Director 0.30

0.30 0.30
S
enior Management Analyst -

0.30 0.30
S
taff Analyst 0.25

0.50 0.50
S
upervising Civil Engineer 0.35

0.35 0.69
Utilities Manager

0.50 0.50

0.50 Utility
Worker 5.00

6.33 7.33
W
ater Production Manager 1.00

1.00 1.00
W
ater Systems Supervisor 1.00

1.00 1.00
Wa
ter Systems Technician 1.00 1.00 1.00
W
ater Treatment Plant Operator 3.00 3.00 3.00
T
OTAL 45.24 46.97 48.26
189
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AGENDA ITEM NO. 13.

CLOVIS SUCCESSOR AGENCIES

TRUST FUND SUMMARY
Fiscal Year Principal Interest Total
24/25 960,000 380,000 1,340,000
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 $8,620,000 $1,989,292 $10,609,292
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 2024/25 budget is $960,000 for principal and $380,000 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. 190 301
AGENDA ITEM NO. 13.

TRUST FUND SUMMARY
2023-2024
2022-2023 Revised 2024-2025
Actual Estimate Budget
Redevelopment Property Tax Trust Fund 1,366,802 1,348,700 1,365,000 TOTAL SUCCESSOR AGENCIES 1,366,802 1,348,700 1,365,000
Professional Services 20,000 6,700 20,000
Debt Service 1,346,802 1,342,000 1,345,000
TOTAL SUCCESSOR AGENCIES 1,366,802 1,348,700 1,365,000

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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192
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AGENDA ITEM NO. 13.

The Community Investment Program
is presented for each of the community
investment funds. Each proposed project
for the current budget year is listed.
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AGENDA ITEM NO. 13.
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AGENDA ITEM NO. 13.

COMMUNITY INVESTMENT PROGRAM

BUDGET SUMMARY
The 2024 - 2025 Community Investment Program represents a major portion of the total recommended budget and is devoted to improvements to the physical infrastructure that supports and sustains continued community development.

Some of the more noteworthy proposed projects in the 2024 - 2025 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, rehabilitation, and development of affordable housing.

The projects included in the proposed 2024 - 2025 budget are summarized on the following pages. The prior and future year expenditures are shown only for those specific projects that are phased over multiple years. Prior and future year expenditures for nonspecific, recurring projects, such as miscellaneous extensions and preventative maintenance are not typically shown. The projects included in the 2024 - 2025 budget may increase or decrease the burden to the current operating budgets depending on the project. Each section summary includes an explanation of the impact to the operating budget. The Five-Year Community Investment Program follows the budget summary.

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AGENDA ITEM NO. 13.
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25 COMMUNITY INVESTMENT PROGRAM

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

The major projects proposed for 2024 - 2025 are:
 Upgrades and repairs to Fire Station Facilities.
 Demolition of portable buildings that formerly housed Information Technology.

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. 13.

PRIOR BUDGET FUTURE
General Government Facilities: YEARS YEAR YEARS
Section 90000
Public Safety Services
Fire/Police Training Site 51,700 50,000 155,000
Public Services and Utilities
Various Services and Utilities Projects 150,700 75,000 3,625,000 Debt Services
Interfund Loan Interest 270,000 325,000 560,000
TOTAL 472,400 450,000 4,340,000
Budget Year Revenues:

General Fund 125,000
Development Impact Fees 325,000
TOTAL 450,000

SUMMARY
2024 - 2025 COMMUNITY INVESTMENT PROGRAM

GENERAL GOVERNMENT FACILITIES
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25 COMMUNITY INVESTMENT PROGRAM
SEWER CAPITAL PROJECTS – ENTERPRISE AND DEVELOPER
The Sewer Capital Projects - Enterprise budget includes projects that will repair and/or replace existing sanitary sewer mains that are severely deteriorated or are not adequately sized for the flows now being experienced.

These sewer mains present continual maintenance problems.

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

The sewer capital projects planned for 2024 - 2025 include:
 Design of the De Wolf Sewer Trunk.
 Design of Wastewater Master Plan diversions
 Work on the Sewer and Recycled Water Master Plans.

The sewer main improvement projects for 2024 - 2025 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. 13.

PRIOR BUDGET FUTURE
Sewer Capital Project - Enterprise: YEARS YEAR YEARS
Sewer Capital Projects - Developer:

Section 92000
Extensions
Miscellaneous Extensions 50,000 50,000 200,000
Master Planning
Wastewater Master Plan 463,000 25,000 183,000
Sewage Treatment - Water Refuse Facility
Offsite Improvements 50,000 500,000 28,050,000
Debt Services
Bond Handling Charges 64,000 64,000 200,000
Interfund Loan Interest 493,000 453,000 1,010,000
2013 Wastewater Revenue Bond 1,018,000 1,015,000 7,150,000 2015 Wastewater Revenue Bond 1,046,000 1,885,000 24,508,000 2017 Wastewater Revenue Bond 3,837,000 3,834,000 55,794,000 Subtotal 7,021,000 7,826,000 117,095,000
TOTAL 7,021,000 7,826,000 117,095,000
Budget Year Revenues:

Major Sewer Fees 7,816,000
Sewer Connections 10,000
TOTAL 7,826,000

SUMMARY
2024 - 2025 COMMUNITY INVESTMENT PROGRAM

SEWER PROJECTS
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OMMUNITY 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 2024 - 2025 include:
 Design of the proposed Recharge Basin Park in the Loma Vista area  Design and construction of the unfinished portion of the trail on the bank of the canal at the Dry Creek/ Enterprise Canal.
 Updating Master Plans and continued development for City Parks.  Continued preliminary Master Planning for a Regional park in the Northeast.

Clovis City CouncilMay 13, 2024

Clovis City Council
May 13, 2024