Clovis City Council
May 20, 2024

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
30 182
AGENDA ITEM NO. 12.

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
31 183
AGENDA ITEM NO. 12.

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
32 184
AGENDA ITEM NO. 12.
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33 185
AGENDA ITEM NO. 12.

SUMMARY OF REVENUES BY FUND
2023-2024
2022-2023 Revised 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.
34 186
AGENDA ITEM NO. 12.

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

REVENUES BY FUND TYPE
General
32%
Special Revenue
Internal Services 2%
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
35 187
AGENDA ITEM NO. 12.

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
36 188
AGENDA ITEM NO. 12.

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
37 189
AGENDA ITEM NO. 12.

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
38 190
AGENDA ITEM NO. 12.

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
39 191
AGENDA ITEM NO. 12.

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
2026/27
7,959,800
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
40 192
AGENDA ITEM NO. 12.

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
41 193
AGENDA ITEM NO. 12.

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
42 194
AGENDA ITEM NO. 12.

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
43 195
AGENDA ITEM NO. 12.

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.
44 196
AGENDA ITEM NO. 12.
`
General
29%
Special Revenue
1%
Internal Services
22%
Enterprise
26%
Capital Improvement
22%

EXPENDITURES BY FUND TYPE
General
32%
Special Revenue
Internal Services 2%
21%
Enterprise
27%
Capital Improvement
18%
General
31%
Special Revenue
Internal Services 2%
23%
Enterprise
30%
Capital Improvement
14%
2024-2025 BUDGET
2022-2023 ACTUAL
2023-2024 ESTIMATED
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AGENDA ITEM NO. 12.
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46 198
AGENDA ITEM NO. 12.

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.
199
AGENDA ITEM NO. 12.
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AGENDA ITEM NO. 12.

DEBT OBLIGATIONS
The City of Clovis has several long-term debt obligations consisting of tax allocation bonds, revenue bonds, longterm loans, capital leases, and long-term contracts. At the present time there is no outstanding general obligation bond debt.

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

General obligation bonds are direct obligations of the City and are backed by the full faith and credit of the City, requiring voter approval, and may have a tax rate set to cover repayment. General obligation debt is also subject to a legal debt limitation. The legal debt limit for fiscal year 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 sources that are not an obligation of the general taxpayer and do not fall under the legal debt limitation. These debts include, tax allocation bonds (which are an obligation of the Clovis Successor Agencies); loans, revenue bonds and contracts (which are an obligation of the revenues received in the water, refuse and sewer enterprise operations); and capital leases (which are leases secured by the leased asset). Total non-general obligation debt by type as of June 30, 2024, is as follows:

Long-Term Interfund Loans $ 22,050,000
Long-Term Loans 1,643,936
Capital Leases 9,077,447
Revenue Bonds 91,900,000
Total $124,671,383
Successor Agency Tax Allocation Bonds $ 8,620,000
47 201
AGENDA ITEM NO. 12.

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 Fresno. 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 various funding sources, obligations, terms, interest rates, security, etc. Each type of debt is discussed in more detail in the following pages. 48 202
AGENDA ITEM NO. 12.
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 earned by the California State Local Agency Investment Fund (LAIF).

Capital Leases
In June 2011 the City entered into a twenty-year lease for $2,454,100 for a solar project located at the police/fire headquarters and fire stations #1 and #5. The interest rate on the lease is 4.95%. The last payment is scheduled for June 2031. Included in the 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 payment 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-year lease for $14,377,528. The proceeds were used to refinance the 2001 Corporation Yard Revenue Bonds which were issued to pay for the construction of a new corporation yard and are recorded in the General Government Services Fund. The interest rate on the lease is 3.10%. The last payment is scheduled for March 2027. Included in the 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 for $1,795,000 for a new fire truck ($692,000), four fire safety command vehicles ($299,000), and fifteen police vehicles ($804,000). The interest rate on the lease is

1.86%. The last payment was made for March 2024.

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

Included in the 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 last 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 purchase of Police Department vehicles ($1,023,000) and Fire Department vehicles ($438,000). The interest rate on the lease ranges from

3.00% to 1.00%. The last payment is scheduled for January 2026. Included in the 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. 49 203
AGENDA ITEM NO. 12.
2024-2025 DESCRIPTION OF LONG-TERM DEBT
Capital Leases – Continued
In June 2020 the City entered into a ten-year $1,301,896 lease for the purchase of a fire truck. The interest rate on the lease is 1.71%. The last payment is scheduled for June 2030. Included in the 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
50 204
AGENDA ITEM NO. 12.
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 interest 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 Diode) 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-year $1,840,035 agreement with the California Energy Commission for a loan to provide LED lighting in City buildings. The interest rate on this loan is 1.00%. The last payment is scheduled for June 2035. Included in the 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
51 205
AGENDA ITEM NO. 12.
2024-2025 DESCRIPTION OF LONG-TERM DEBT
Long-Term Contracts Payable
In 1993 the City of Fresno issued Revenue Bonds for the upgrade and expansion of the Fresno-Clovis Regional Wastewater Treatment Plant (WWTP). The City of Clovis is obligated contractually to the City of Fresno to make semi-annual payments based on Clovis's share of the project. In January 1998 Clovis's share of the project was changed from 6.08% to 8.11% of the total $196,280,000 issued. The Revenue Bonds were issued in September 1993 at interest rates varying from 3.50% to 6.25% and the last payment was paid in September 2023.

Revenue Bonds
In July 2013 the City issued the 2013 Sewer Enterprise Revenue Bonds for $12,500,000 at interest rates varying from 2.00% to 5.00%. The proceeds were used to refinance the 1998 Sewer Enterprise Revenue Bonds for which proceeds were used to refund the 1991 Fowler Trunk Contract payable to the City of Fresno and the 1991 Armstrong Trunk Certificates of Participation. The last payment is scheduled for fiscal year 2027/28. Included in the 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. Included 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. 52 206
AGENDA ITEM NO. 12.
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
53 207
AGENDA ITEM NO. 12.
2024-2025 DESCRIPTION OF LONG-TERM DEBT

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

Included in the 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
54 208
AGENDA ITEM NO. 12.

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.
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AGENDA ITEM NO. 12.
210
AGENDA ITEM NO. 12.

PERSONNEL
There are thirteen new 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 Planning 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:

Position Department
Bus Driver (4) General Services/Transit
Deputy Planning and Development Services Director (1) Planning and Development Services Police Officer (3) Police
Equipment 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:

Position Department
Plans Examiner Planning and Development Services
During the year changes to the personnel allocation are made through budget amendments approved by Council. There are position reallocations between sections noted by account in the Operations Section to better reflect current work assignments.
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AGENDA ITEM NO. 12.
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56 212
AGENDA ITEM NO. 12.
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
57 213
AGENDA ITEM NO. 12.
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
58 214
AGENDA ITEM NO. 12.

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 -
59 215
AGENDA ITEM NO. 12.

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 15.00 14.00 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 -
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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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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.
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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 63 221
AGENDA ITEM NO. 12.
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
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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
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AGENDA ITEM NO. 12.

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 the benefit of the citizens of Clovis. The City Council is also responsible for establishing land use policies through the City’s General Plan and zoning regulations.

The Mayor and City Council represent and lead the local government in determining the overall vision for the community and its future. They also determine the mission of the local government in the conduct of its daily business of governance and service delivery. Within the structure of the Council-Manager form of government utilized by the City of Clovis, the 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, considers 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 creative 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 community 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, and 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 growth, 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 development, job-ready land, and strategic alliances with educational partners.
 Employer of choice: Be the employer of choice in the public sector, focusing on retention, recruitment, 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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AGENDA ITEM NO. 12.

Budgetary Highlights
 Provide policy guidelines to update the provisions of the Clovis General Plan to guide future growth and revitalization of the community.
 Provide policy guidelines that assure the fiscal sustainability of the City for today and into the future.  Support efforts to attract investment and quality job creation in local business parks; strengthen partnerships with business, economic development organizations, and educational resources in the region to facilitate economic diversity and an improved jobs-housing balance.  Review the community-wide survey and provide guidance on service enhancements and expectations 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. 67 225
AGENDA ITEM NO. 12.

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 Attorney 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 services funded by sources other than the General Fund, the additional expense is charged to the receiving department. In addition, development fees reimburse a portion of the City Attorney’s costs when the City must acquire a right-of-way for new projects, litigate, or otherwise intervene.

Department Goals 2024-2025
 Provide 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
 Provide 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. 12.
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
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AGENDA ITEM NO. 12.

CITY MANAGER

DEPARTMENT SUMMARY
The City Manager is an appointed office established by the Clovis Municipal Code and under the laws of the State of California. The City Manager is appointed by the City Council to serve as the chief administrative officer. The City Manager is responsible for administering 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 the 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 Finance 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 Information Technology. In previous years, the City Clerk and Information Technology Division were under the City Clerk Department. This has shifted due to the reorganization of the City Clerk and Assistant City Manager roles. The City Clerk Division now reports to the City Manager and the Information Technology Division is overseen by the Assistant City Manager.

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

Economic Development & Communications Section 25200
Economic 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 effectively promoting City services, programs, meetings, and events to residents through a variety of means, including 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 connects those parties with the best City Department to handle their needs.

Housing & Community Development Sections 42750/48500/49210 Housing & Community Development staff is responsible for the day-to-day operation of Clovis’ allocation of federal Community Development Block Grant (CDBG) program funds. This includes 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 Development (HUD). Staff in this section 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 homebuyer 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 coordinates with county, state, and federal agencies to secure funding for ongoing and future affordable housing projects.

City Clerk Section 15000
Pursuant to local ordinance, the City Clerk is appointed by the City Manager and confirmed by the City Council, taking on additional administrative duties as assigned and supervised by the City Manager. Primary duties include the following major categories:
 Elections – As Elections Official, the City Clerk conducts and oversees the municipal election process. Voter registration and voting is coordinated with the Fresno County Clerk’s Election Division and election services are provided by the County Clerk’s Election Division.
 Filing Official – The City Clerk is the local Filing Official for all State and local financial disclosure statements which includes Statements of Economic Interests for City Councilmembers, Commissioners, and designated 72 230
AGENDA ITEM NO. 12.
employees in accordance with the City’s Conflict of Interest Code. The City Clerk is also responsible for election campaign disclosure statements for all local candidates and campaign committees.  Legislative Administration – The City Clerk facilitates the execution of official and legislative processes. This includes administering oaths of office, attesting to official documents and the passing of resolutions and ordinances, participating in all City Council meetings, and filing all petitions and appeals.  Municipal Code and Information Dissemination – The City Clerk maintains and publishes the Municipal Code and prepares legal and promotional publications and notices of public hearings.  Records Management – The City Clerk’s office records official actions and legislation of the municipal government, documenting the proceedings of meetings and retaining other legal and historical records.

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

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

Department Goals 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 policies to guide implementation of the General Plan Update, public service and facility master plans, and preservation and renewal of older neighborhoods.
 Assist the City Council in assessing new and/or changed policies and programs that will regain and expand the 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; assist the City Council in determining ways to develop and sustain funding resources for essential services.  Develop policies that support a sustainable community.  Provide learning opportunities for the next generation of City leaders.  Carry out the affordable housing function by managing the housing program assets and programs, improving existing housing and increasing the supply of affordable housing.  Provide administrative support for special project assignments from the City Manager such as preparation for tax sharing agreements with the county and other public agencies.  Continue the planning and implementation of a Succession/Leadership team of managers, preparing newer managers for future leadership positions.
 Effectively communicate with residents, businesses, and stakeholders on programs, services, meetings, and events.
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AGENDA ITEM NO. 12.

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.

Information 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. 74 232
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CITY MANAGER

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

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

Housing Development Division
 Provide funds to repair/rehabilitate/construct 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 and the Development Impact Fee Program.
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AGENDA ITEM NO. 12.
 Provide funds for 10 first time home buyers (FTHB).
o Through CalHome and Program Income (PI).

City Clerk 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.

Information 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. 76 234
AGENDA ITEM NO. 12.

CITY MANAGER

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

Economic Development Division
 One department goal is to facilitate job growth in the City of Clovis and to continually improve the jobs/housing balance ratio until it is in balance. The jobs/housing balance is measured as the ratio between jobs and residents in the labor force. Communities with a job-to-housing ratio ranging from 0.8:1 to 1.25:1 are generally considered to be in balance. The City has gained back most of the job losses experienced due to the economic impact of COVID-19 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 growing but at a slower pace than past years, but still requires additional jobs to keep the jobs/housing 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 Jobs 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 and regionally. The Economic Development Division will continue to work to increase retail sales by encouraging occupancy of vacant retail space, development of new commercial retail and ensuring that existing retail businesses are offered the opportunity to expand their operations. Retail sales trends continue to shift online, a trend which accelerated due to the COVID-19 pandemic. Online sales, disruptions in supply, and shifting 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 analysis of the Shaw Avenue Corridor, to determine best future uses for the retail spaces, including the Sierra Vista Mall. 2022-2023 (actual) 2023-2024 (estimated) 2024-2025 (proposed) Total Retail Sales 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 Communications 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 integrate more effectively with every other city site, as well as with city social media accounts. 77 235
AGENDA ITEM NO. 12.

Housing Development Division
The goal of the Housing Division is to increase and improve the supply of affordable housing.  Increase the supply of affordable housing: Provide funds for multi-family development projects, including the 135 Osmun 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 stock and the neighborhoods in which that housing is located.
2022-2023 (actual) 2023-2024 (estimated) 2024-2025 (proposed) New Units Constructed/Added 75 0 167
Rehabilitated Housing 8 15 43
Down Payment Assistance Program 0 0 10
City Clerk Division
The mission of the City Clerk Division is to protect the interests of the citizens, the Council, and other City departments of Clovis by administering applicable city and state laws and to preserve and maintain the integrity of the City’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 economical manner possible. Complete, but unofficial, results should be available by 10:00 p.m. on election night.

Unofficial Election Results 100% N/A 100%
 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
Request Ten-Day
Response Time
100% 100% 100%
78 236
AGENDA ITEM NO. 12.

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
79 237
AGENDA ITEM NO. 12.

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 provide regular progress reports to the City Council to assure that financial targets and program goals are being met.  Provide alternatives and pursue plans for sustainable funding strategies for General Fund operations as directed by the City Council.
 Continue to seek ways to improve communications between City government and the general public.  Represent the City's interests in matters of regional and statewide significance.

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

Five-Year Outlook
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 working on the implementation of the General Plan which is planned for an update over the next few years. This program is as much a land use plan as it is a financial plan for the future of the City. Sustainability of the character, appearance and quality of life in the community as it continues to grow in the future will be the challenge. Economic development and job generation must remain a high priority for the City. Identifying and mentoring the next generation of City leaders will continue to be one of the major goals of the department. The resiliency of our community relies on prudent fiscal policies, wise investments in the community, to provide a high level of service, well-crafted land use policies, and a robust economic development effort.
80 238
AGENDA ITEM NO. 12.

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
81 239
AGENDA ITEM NO. 12.

City Manager Economic Development & Communications
Department Section 25200
The Economic Development Division is aggressively pursuing private sector investments for job generation.

The Division will focus on job retention and renewed expansion 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 & Technology 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 Division is responsible for promoting tourism activities to attract visitors to Clovis hotels and services. All of this work is done in coordination between the City departments and local/regional 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 Fresno-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 focus on working closely with all City departments 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 assisting the business community with navigating current economic 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.

Objectives to Meet the Goals
 Develop and maintain relationships with existing Clovis businesses through business outreach, including inperson meetings, emails, social media, and through various programs with local partners including Wake-up Clovis.
 Develop and maintain relationships with commercial/industrial real estate brokers and assist them in marketing Clovis. Host a minimum of two Broker Meet-up events and attend a minimum of two industry conferences.
 Invest targeted resources to assist in an uptick in entrepreneurs starting businesses.  Invest in assessing the retail market space Clovis offers and forecast space needs into the future to adjust land use plan accordingly.
 Continue Phase 2 of the Shaw Avenue Corridor study of retail space.  Continue to develop strategies to make Clovis competitive 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. 82 240
AGENDA ITEM NO. 12.
 Continue to work with the Business Organization of Old Town, Fresno EDC, Small Business Development Center, 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 development activities in Clovis.
 Work with the Tourism Advisory Committee, Clovis Hotel Association, and Clovis Unified School District to increase tourism opportunities and grow related tax revenues.  Work with the Fresno County Workforce Investment Board (WIB) to provide training opportunities for businesses and residents of Clovis.
 Analyze our communication efforts with businesses 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 Clovis, seeking expansion of the 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 Division will expand the City’s digital footprint, growing the City’s website and social media reach. 83 241
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84 242
AGENDA ITEM NO. 12.

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
85 243
AGENDA ITEM NO. 12.

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 development of new additional multi-family and single-family affordable housing.
 Provide information to the public on affordable housing.  Establish and maintain relationships with federal, state, surrounding local and non-profit housing agencies.  Be a resource for affordable housing information for private developers, in an effort to promote private investment in affordable housing development.
 Research funding opportunities for affordable housing and complete funding applications.  Partner with the Fresno-Madera Continuum of Care for provision of services to unhoused individuals and families. Support the Housing Element Programs in order to ensure compliance with state law.

Five-Year Outlook
Projects will be identified annually to preserve and expand Clovis’ supply of affordable housing. In addition, projects will be identified annually to improve infrastructure 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 Division will continue to take advantage of all feasible opportunities to obtain funding for affordable housing and will do so in accordance with the Housing Element and the General Plan. Staff will work with the private sector to encourage and incentivize the development of affordable housing.
86 244
AGENDA ITEM NO. 12.

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
87 245
AGENDA ITEM NO. 12.

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.

Objectives to Meet the Goals
 Complete the implementation of an automated records 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 flow through Administration to the City Council and update/streamline the approval/adoption process.
 Continue to implement a computerized records management system that provides for efficient records retention and retrieval.
 Continue to provide timely responses to citizens and departmental requests for information.  Develop and train staff, and maximize utilization of technology to improve services.

Five-Year Outlook
The City Clerk's budget will vary from year to year depending on whether general City or special elections are scheduled. The next scheduled municipal election will be in November 2024, when two of the five seats on the City Council will be up for election.

Over the next five years, the City Clerk’s division will continue to analyze administrative workflow processes and work towards utilizing technology to improve and streamline 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 implement 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. 88 246
AGENDA ITEM NO. 12.

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
89 247
AGENDA ITEM NO. 12.

City Manager Information Technology/Communications
Department Sections 36200/36300
2024-2025 Goals
The goals 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, departments and their technology needs.
 Increase the resiliency and reliability of the city’s technology systems.  Enhanced documentation and training for the enterprise-wide applications, network and telecommunications systems.
 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 infrastructure to ensure that network resources are protected and available to City staff.
 Devote time and personnel to continue expanding the Geographic Information System.  Maintain and enhance the City’s website and other online services.  Maintain the telecommunications, wireless and fiber optic systems.

Five-Year Outlook
The Division will continue to maintain and improve the City’s telecommunications and network infrastructure to ensure that secure and reliable access is available to City staff. The Division will participate in the implementation of the Utility Billing System and assist with upgrading the City’s finance system. The Division will continue to upgrade and support the City’s Geographic Information System which will provide departments with a new way to provide the public with needed information. The Division will also be assisting the Police Department with its ongoing and new projects in coordination with the Fresno County Sheriff’s Department. 90 248
AGENDA ITEM NO. 12.

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

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
91 249
AGENDA ITEM NO. 12.

GENERAL SERVICES

DEPARTMENT SUMMARY
The General Services Department is responsible for providing internal services to City departments and community services programs to the public. Internal services 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 services. Community services provided by the General Services Department include senior citizen programs, public transit services, and community recreation programs.

Personnel/Risk Management Division Sections 30000, 31000, 32000 The Personnel/Risk Management Division is responsible for administering all aspects of personnel duties for the City. These duties include: administration of the City’s Personnel Ordinance and Personnel Rules, employee classification, recruitment, orientation and training, Department of Transportation administration, employee benefits administration, personnel records management, and 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 Department Support Division is responsible for the purchase and acquisition of goods and services utilized for Department Support functions. Specific responsibilities of the Division include: development of bid specifications and requests for proposals, administration of the City’s e-procurement system, administration of the City’s Purchasing Ordinance and Procedures, and administration of various contracts for goods and services provided to the City from outside vendors. The Division is also responsible for maintaining all City buildings and related equipment. The Division establishes maintenance schedules, coordinates procurement of supplies and equipment, performs building maintenance, repairs, and new construction, and administers various facilityrelated 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 operations 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 facilities including the Clovis Rotary Skatepark, the Clovis Batting Range and the Clovis Recreation Center.

The Clovis Senior Activity Center section is funded partially 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 preparation or AARP driving class, or when attending a special event that does not require a ticket. In addition, the center answers over 125 phone calls per day and provides information, assistance, and referrals.
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AGENDA ITEM NO. 12.

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. Below 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 Section is funded by a combination of participant 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 Measure C, and various state grants for special 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 provides 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
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AGENDA ITEM NO. 12.

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 services, 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 units, implement strategies for containing costs related to employee benefit programs.
 Utilize all available Clovis Recreation Center building space to improve recreational services and expand youth programs.
 Continue strategic fundraising efforts to support operation of the new senior activity center building.  Continue adjustments and corrections to the new Landmark Square buildings as we learn needs in the new facilities.
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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 objective of recruiting, testing, and selecting the most qualified candidates for departmental hiring. As a benchmark, 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-Day Recruitment 100% 100% 95%
 Employee benefit programs will be administered in a manner that will ensure quality services and cost containment. The benchmarks will be to realize cost savings whenever possible, to continue to contain costs in the Employee Health Plan at or below the annual medical inflation rates and maintain quality health services without reducing benefit levels. The City of Clovis Health Insurance rates are below the National industry average of 7.45%.

Health Benefit 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 accidents resulting in the OSHA reporting 3+ lost workdays will be 35 or less, and safety/risk management training programs will be offered to all employees.

Injuries Involving 3+ Lost Work Days 23 30 35
Safety/Risk Management Training Programs 228 200 200
 The Facility Maintenance Section will respond to service requests related to maintenance of City facilities promptly. Staff will respond to facility service requests within 24 hours, 95% of the time.

Number of Service Requests 1110 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 completed within budgetary parameters and within the projected period for the project. The benchmark is 95% of all major projects which will be completed on time and within budget. Majority of projects slated for this fiscal year are vendor driven projects.
2022-2023 (actual) 2023-2024 (estimated) 2024-2025 (proposed) Number 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
95 253
AGENDA ITEM NO. 12.

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 responsive public transit to the community through the Roundup (demand response) and Stageline (fixed route) services. As a benchmark, the Roundup service will pick up 98% of its riders within 30 minutes of their request for Clovis destinations 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%
96 254
AGENDA ITEM NO. 12.

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
97 255
AGENDA ITEM NO. 12.

General Services Personnel
Department Section 30000
2024-2025 Goals
The primary goal of the Personnel Section is to effectively administer the City's Personnel Ordinance and Regulations, and to provide quality personnel support services to City departments.

Specific goals include the following:
 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-changing workplace will continue to require modifications to the manner in which employee benefit programs are administered. Updated employee training programs will continue to be necessary in order to properly equip employees with the knowledge and skills to meet the requirements of the workplace.

Increasing service demands along with an increase in the number of employee retirements will require significant commitment of time and resources to meet the hiring and subsequent training needs of the various departments.
98 256
AGENDA ITEM NO. 12.

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
General Services Director 0.250 0.250 0.250
Management Analyst 0.300 0.300 0.300
Personnel/Risk Manager 0.300 - -
Personnel Technician 1.900 - -
Personnel Technician/Senior - 1.900 1.900
Principal Office Assistant 0.600 0.600 0.600
TOTAL 3.350 3.350 3.350

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
99 257
AGENDA ITEM NO. 12.

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 package 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 measures 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 modules that may be utilized interdepartmentally will continue to provide more effective employee training at reduced costs.
100
258
AGENDA ITEM NO. 12.

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

BUDGET DETAIL

SOURCES OF FUNDING
101
259
AGENDA ITEM NO. 12.

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 programs 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 pooled 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 program 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
260
AGENDA ITEM NO. 12.

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
261
AGENDA ITEM NO. 12.

General Services Facilities Maintenance
Department Section 33300
2024-2025 Goals
The goals of the Facilities Maintenance Section are to maintain, preserve, and repair all City-owned buildings and facilities in a professional and cost-effective manner while continuing to provide exceptional customer service.

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

Objectives to Meet the Goals
 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 energy efficiency measures are producing the projected savings in energy consumption and costs, and explore energy saving rebate incentives provided by the local public utility.
 Continue to improve the security of City facilities.
 Reduce energy use in all areas to the extent possible without compromising safety.  Coordinate, plan, and implement all facility related energy efficiency projects.  Analyze long-term facility repair needs.

Five-Year Outlook
Increasing facility operational costs will necessitate additional efforts to ensure that City facilities are operating as efficiently as possible. The cost of energy continues 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 additional computers and sophisticated electronic equipment.

Modifications to existing City buildings and the addition of new facilities will add significant square footage to the facilities maintained by the City and will increase the workload of the Section. The Civic Center facilities are approaching 48 years of age and will require on-going preventative maintenance to keep them in proper condition. The need to modernize facility systems of older City buildings will result in increased building and maintenance demands.
104
262
AGENDA ITEM NO. 12.

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

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
263
AGENDA ITEM NO. 12.

General Services Department Support
Department Section 33400
2024-2025 Goals
The Department Support Section is responsible for the purchase and acquisition of goods and services utilized for internal department support functions. Specific responsibilities of the Section include: development of bid specifications and request for proposals, administration of the City’s Purchasing Ordinance and Procedures, and administration of various contracts for goods and services provided to the City from outside vendors.

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

Objectives to Meet the Goals
 Continue to utilize cooperative purchasing arrangements for the acquisition of goods and services to maximize City purchasing power.
 Improve professional procurement processes through attainment of nationally recognized purchasing certification(s).
 Maintain the City’s e-procurement/bid-management system and provide training to all designated staff 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 Department Support Section will be necessary to maintain skills and to accommodate changing technologies.
106
264
AGENDA ITEM NO. 12.

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
265
AGENDA ITEM NO. 12.

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 Services 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 shortand long-term program planning.  Effectively manage the increase in participants and members 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 service 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 Center as a place for those 50 or better to discover opportunities for enrichment and engagement.

Five-Year Outlook
The Clovis Senior Activity Center has successfully moved operations from the 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 providing exceptional classes, education, and recreation to the members. High quality programming continues to be a priority and the new facility has provided new opportunities for establishment of additional offerings along 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, the San Joaquin College of Law, Clovis Unified School District, the California Health Sciences University, and Fresno State University. The new facility has attracted additional partnership opportunities that are under evaluation 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
266
AGENDA ITEM NO. 12.

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
267
AGENDA ITEM NO. 12.

General Services Recreation
Department Section 34400
2024-2025 Goals
The Recreation Section will focus on administering activities at the Clovis Recreation Center, the Clovis Rotary Skatepark, the Clovis Batting Range, and Bicentennial Park, as well as promoting volunteer development. In addition, the Section will pursue long-term funding solutions for community recreation programming.

Objectives to Meet the Goals
 Offer consistent hours of operation for City recreation facilities, including the Clovis Recreation Center, Clovis Batting Range and Clovis Rotary Skatepark.
 Expand full-time staffing to ensure recreational opportunities 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 existing Recreation Center for community programs and revenue generation.

Five-Year Outlook
Affordable and accessible recreation is at a high-demand and the recreation staff continues to provide a wide variety of activities inside the Recreation Center. As the City grows, the demands for community recreation and leisure activities continue to increase, so outdoor programs are planned to utilize available 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
268
AGENDA ITEM NO. 12.

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
269
AGENDA ITEM NO. 12.

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 residents. 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 environment 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 transit 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-based 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 ongoing with a focus on efficiency and enhanced customer service features.  Continue to provide efficient operations after the move into 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 long 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, security, and efficient operations.

There will also be a focus on providing information about routes and bus location in an easy and accessible format utilizing technology solutions.

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 intercity transportation. The addition of a centrally located 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 increase ridership and shift some Roundup passengers to the Stageline service.
112
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AGENDA ITEM NO. 12.

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
271
AGENDA ITEM NO. 12.

FINANCE

DEPARTMENT SUMMARY
The Finance Department includes the functions of Finance Administration and Debt Service. The department is a support department that provides financial services to all City departments and the public. The responsibilities of the department include financial system accounting and reporting, billing, accounts receivable, accounts payable, payroll, business licensing, banking and investments, and debt issuance and administration.

Finance Section 35100
The Finance Administration Section is responsible for maintaining the financial accounting system, budgeting, forecasting, financial reporting, utility billing and 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 package for employees.
 Continue succession planning for key staff positions to make sure all major sections of the Finance Department have documented processes and procedures in place.  Cross-train staff in key Finance positions.
 Implement a new Financial Accounting system upgrade.
114
272
AGENDA ITEM NO. 12.

FINANCE

DEPARTMENT SUMMARY
Budgetary Highlights
 Review and audit revenues and departmental budgets.
 Prepare the Annual Comprehensive Financial Report (ACFR) and the Annual Budget in conformance with established award criteria and submit for consideration of the Government Finance Officers Association (GFOA) awards.
 Prepare the annual Five-year Financial Forecast.
 Continue to implement investment strategies to take advantage of safe investments and maximize yields within cash flow constraints.
 Continue to have front counter staff cross-trained 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 positions with the Clovis culture of excellent employment opportunities.
 Implement new Governmental Accounting Standards Board (GASB) pronouncements as applicable to the City.
 Dedicate resources to implementing new Utility Billing and Financial Accounting systems and provide support to departments in their implementation of these new systems.

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273
AGENDA ITEM NO. 12.

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 primary emphasis upon preservation of principal while obtaining a reasonable rate of return. As a benchmark, the City’s rate of return should be equal to or greater than 120% of the annualized 90-day Treasury-bill rate:
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 Comprehensive Financial Report (ACFR) prepared in conformity with generally accepted accounting principles, facilitate 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 Certificate 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; present 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
274
AGENDA ITEM NO. 12.
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
275
AGENDA ITEM NO. 12.

Finance Administration
Department Section 35100
2024-2025 Goals
The goals of the Finance Administration Section are to provide quality financial information for the public, City Council, and the operating departments of the City and to safeguard the assets and resources of the City. These goals include:
 Providing support to departments for finance-related questions, budget analysis and internal auditing.  Investing the City's idle cash to maximize the rate of return given the priorities of safety and liquidity.  Developing long-range financing plans as needed.
 Providing timely billing and collection for the City's enterprise operations.  Providing for the timely recording of new business license applications and existing business license renewals and searching relevant financial information for businesses who have not obtained business licenses.
 Providing summary financial and budgetary reports for department and general public use as needed.  Completing upgrades to the utility billing and financial accounting systems.

Objectives to Meet the Goals
 Analyze the department budgets quarterly for conformance 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 review for refinancing opportunities.
 Maintain the billing and collection of the utility charges in accordance with established guidelines.  Maintain the business license system in accordance with existing business license policies.  Maintain existing financial reports and continue to develop summary financial and budgetary reports on a periodic basis.
 Implement a new Utility Billing system for the City.
 Implement a new Financial Accounting system upgrade.
 Use temporary staffing and volunteers to remain current on all financial activities.

Five-Year Outlook
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 expenditures. The existing inflationary environment has contributed to a flattening of sales tax revenue after years 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 various assessment districts within the City. Revenue enhancements will be a top priority.
118
276
AGENDA ITEM NO. 12.

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
119
277
AGENDA ITEM NO. 12.

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, use occupancy, accessibility, location, and maintenance of all buildings and structures within the City.

Engineering Division Sections 74500-74550
The mission of the Engineering Division is to provide the City of Clovis with professional engineering services that ensure short-term and long-range plans are implemented efficiently and cost-effectively. The Engineering Division continually strives to provide the highest level of quality services with the least impact in all project development cycles. The focus of the Division is to provide solution-oriented services that facilitate sustainable growth in the local economy, enhance the quality of life for Clovis citizens, and 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 development adheres to all City requirements, standards, and conditions. Through careful planning, funding, and delivery of streets, sewer, water, parks, refuse, general government projects, and private development projects, this Division ensures the safety and usability of all the City’s investments.
120
278
AGENDA ITEM NO. 12.
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
121
279
AGENDA ITEM NO. 12.

Planning and Development Planning
Services Department Section 74100
Planning Division Goals 2024-2025
The goals of the Planning Division are focused on implementing the Clovis General Plan and Specific Plans, managing the Planning Program activities that support the General Plan, ensuring that all public and private development is consistent with the General Plan, the 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 with development 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 Division’s current abilities and resources.
 Maintain effective communication with citizens, the business community, and interest groups on planning, building, and development-related issues.

Objectives to Meet the Goals
 Implement the Development Code Update and continue to make modifications as necessary.  Commence work on a comprehensive update to the General Plan, including establishing and implementing a public outreach strategy.
 Work with property owners and the development community to prepare and update Master Plans for General Plan focus areas and urban centers.
 Implement the Central Clovis Specific Plan by creating 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 Regional 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 regarding entitlement processes and related topics.

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

1. Processing of applications for Planning Commission action with CEQA exemption: 12 weeks

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

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

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

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

6. Processing of Site Plan Review applications: 8 weeks 122
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AGENDA ITEM NO. 12.

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 were 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 focus on smaller infill projects of less than 50 lots, or as described below, larger projects each comprised of several hundred lots.

While traditional subdivision activity over the next few years is likely to follow recent experience, interest in largescale development continues to be strong. 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 the groundwork for future 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.
123
281
AGENDA ITEM NO. 12.

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

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

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
124
282
AGENDA ITEM NO. 12.

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 construction, use, and occupancy of buildings and their various components.
 Maintain effective communication with citizens, the business community, and interest groups on planning, building, and development-related issues.
 Ensure that new development and construction conform 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 electronic 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. The 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 department for enforcement actions against violations of the Clovis Municipal Code.

With full staffing, the established goal is to resolve all of the violations reported within the budget year. The Division responds to a high degree of development requests and provides a focused response to code enforcement requests that pose a threat to life or safety.
125
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AGENDA ITEM NO. 12.

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 $15 million and end at $50 million for the fiscal year. We have issued $27 million in valuation for the fiscal year 2023-2024. 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
284
AGENDA ITEM NO. 12.

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

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

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
127
285
AGENDA ITEM NO. 12.

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 and 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 utilizing the best technology and equipment for the design, review, and improvement of infrastructure.  Achieve and maintain the highest level of customer service by actively responding to service requests from other departments and citizens.
 Ensure that private development activities meet City requirements, conditions, and standards.  Provide quick development project plan review and processing.  Implement and manage a fair and cost-effective impact fee program that funds the necessary infrastructure to accommodate new development.
 Provide knowledgeable inspection services that assure quality construction, protecting the City’s interests.  Maintain an active traffic management program in cooperation with the Clovis Police Department that ensures transportation safety and supports traffic enforcement.  Establish an updated and fiscally sound annual five-year 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 development 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-todate.  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% 128
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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 challenges 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 complete a project and remain in compliance continue to increase. This is increasingly true for grant-funded projects, which are administered by Caltrans. This state and federal influence affects all aspects of the engineering program. 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. 129
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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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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 seven budgetary sections as shown below.

Patrol Section 51000
The Patrol section is the most highly visible section of the Police Department. It is overseen by a captain and lieutenants. Each shift or team is directly supervised by a sergeant. Uniformed patrol and community service officers respond to calls for service, enforce all laws including City municipal codes, provide for safety and security of the public, and represent the Police Department in their daily contact with the citizens of Clovis. They also deal effectively and appropriately with the criminals they apprehend. The Police Chaplain Program assists our department members and the victims of crime during traumatic events or at times of grief. The Traffic Division focuses on traffic safety, education, enforcement of traffic laws, and implements DUI check points and DUI saturations. The Patrol Division’s effective and proactive approach toward eliminating criminal activity and protecting its citizens has helped create a safe community for the citizens of Clovis. Specialty units within the department such as 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 services for the Police Department and serves as the central location for emergency and non-emergency calls made from within the city limits and surrounding areas.

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

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

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

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

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

Youth Services Section 53000
The Youth Services Division is committed to providing services and programs that deter juvenile crime. The foundation of our service is consistent accountability for juvenile misbehavior and education about alcohol, drugs, and tobacco. The Youth Services Division is committed to supporting parents by providing information about parenting and education about juvenile trends related to alcohol, drugs, and tobacco use. The Youth Services Division will continue to work closely with the Clovis Unified School District (CUSD) and other agencies to encourage youth to improve their ability to make good decisions at home, at school, and in the community to consistently hold juveniles accountable and to support parents. The success for this service will be determined by maintaining a low juvenile rate of recidivism. The Youth Services Division is also responsible for removing graffiti throughout the City of Clovis. The Graffiti Abatement team focuses on the prompt removal of graffiti and deterrence of further graffiti vandalism.
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DEPARTMENT SUMMARY
Support Services/Records, Property and Evidence Section 54000 This unit encompasses many diverse duties that focus on providing outstanding service to its customers and the citizens of Clovis. Functions include the department’s records maintenance function, citizen and business services, fleet management, equipment and supplies, report typing, court liaison, service of subpoenas, records requests, and distribution of records and reports to allied agencies. The Property and Evidence unit processes, catalogues, and stores all the evidence collected in various cases, holds property that has been collected by the department, and determines the proper disposition for that property and evidence. Neighborhood corporals work closely with other city departments and businesses. Together they issue alcohol and entertainment permits within the City. They also work closely with the Planning Division on new development in the City. The Community Liaison works closely with the rental management and property owners to resolve any problems within the community.

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

Animal Services Section 59100
The Clovis Animal Services Division consists of the Animal Response Team, the Animal Receiving and Care Center, and the Miss Winkles Pet Adoption Center. The Animal Response Team is responsible for responding to calls for service in the community, investigating cruelty complaints, enforcing City municipal codes, completing animal bite investigations for the County 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 spaying/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 effective enforcement 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.

Budgetary Highlights
 Increase sworn police officer positions by three.
 Improve fleet by replacing older vehicles.
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DEPARTMENT PERFORMANCE MEASURES
The mission of the Police Department is to provide exceptional protection and police-related services in a manner that builds public confidence and enhances the quality of life in Clovis.  To protect the victims of crimes and to maintain the public’s confidence, a quick response time to emergency (Priority One) calls for service is critical. The benchmark is an average response time for emergency calls not to exceed 5 minutes.
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 are essential in maintaining a safe community. As an indicator, we strive to have Citizen Survey responses show either “Above Average” or “Excellent” service ratings at least 90% of the time.

Citizen Surveys 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 in addressing the criminal challenges to the community. Rates for both Fresno County and State-wide are not available for comparison purposes.

National Incident-Based Reporting System (Crimes/100,000 Population) 2023 (actual) 2024 (estimated) 2025 (proposed)
Clovis * 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 Incident-Based Reporting System). Due to this recent change, we are unable to provide an accurate number for 2023 reporting.
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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
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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 enforcement plans, including stakeouts, forecasted crime patterns, saturation patrol, and parole/probation searches.  Utilize patrol volunteers to handle non-emergency calls for service (i.e., house checks and Municipal Code violations) to keep patrol officers available to respond to higher priority calls for service.  Increase enforcement on gang members and gang-related activity.  Utilize the Beat Corporal Program to continue the monitoring of parolees living in the City.  Strive to meet all the expectations of our department’s mission and philosophy.  Involve officers in school programs to enhance relationships 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 concern because of increased demand on law enforcement services without sufficient resources to meet those needs in a timely manner. The Patrol division has reached critical levels, limiting the ability to engage in proactive long-term solutions. Workload study recommendations are being considered for re-deployment of resources to meet these demands. Leadership development and succession training will be of key importance. In the coming five years, we will continue to evaluate the need to develop additional patrol sectors to manage resources, meet community expectations, and prepare for growth associated with development within the proposed neighborhood communities. It will also be crucial for the Police Department to remain engaged in the development process to assist in creation of safe neighborhoods and commercial development. We will also address challenges posed in existing neighborhoods to ensure safety and well-being for all the citizens of Clovis.
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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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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. Division, State, County, and various product vendors to ensure the equipment utilized in the Communications Center is compatible with the most current technology available to support the City’s future growth.
 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 vendors, 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 meet or exceed State standards and work to keep our environment a positive and efficient workplace. As the community grows and calls for service increase, it will be necessary to expand staffing levels in the Communications Center to maintain the quality of service we provide to our citizens. 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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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
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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 activities in the community are not tolerated.  Continue to focus on the street level dealers within our community.  Increase tactical expertise of the Special Enforcement Team (SET) and General Investigations.  Enhance computer forensic equipment (Gray Key 2).
 Increase the number of investigators with high technology investigative experience.  Utilize forensic analysts.
 Work with other agencies to attack the issues related to street gangs within our city.  Utilize narcotics K-9s.
 Add additional detectives to the Investigations Division.

Objectives to Meet the Goals
 Utilize the 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 hightech criminals.  Gain and retain membership to online databases to increase our sources of information and intelligence.  Continue providing advanced technology training to investigators and disseminate acquired knowledge to patrol officers to combat criminal activity.
 Continue the partnership with the District Attorney’s Office, U.S. Marshal’s Service, DEA Taskforce, the A.T.F., the F.B.I. and allied units such as MAGEC and ACT to track, arrest, and prosecute more criminals.  Continue to aggressively seek out opportunities to seize assets obtained from the illegal sales of narcotics.  Train with other units to provide a cohesive base of tactical knowledge for improved officer safety.

Five-Year Outlook
The General Investigations and SET unit will need to continue to build expertise, expand their unit size, and investigative preparedness to meet the challenges of tomorrow.

The use of advanced technology by suspects to commit criminal acts is exploding. Over the next five years we can expect advanced technology will continue to be used by suspects to manufacture documents that will then be used in criminal activity. Identity theft 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 utilize officers from other divisions to assist in investigations and operations that are related to drug use and sales.

Gang activity has increased. Much of this has to do with AB 109, prison realignment, and overcrowding issues at the local level. The SET Unit will be focusing on preventing gangs from overtaking neighborhoods and gaining strength or influence in any specific area.
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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 Forensic Analyst 1.00 1.00 1.00
Management Analyst 1.00 1.00 1.00
Police Captain 1.00 - -
Police Corporal 2.00 2.00 3.00
Police Officer/Recruit 14.00 14.00 14.00
Police Sergeant 2.00 2.00 2.00
Public Safety Dispatcher/PSO 1.00 1.00 1.00
TOTAL 24.00 24.00 24.00

DETAIL OF POSITIONS

BUDGET DETAIL

SOURCES OF FUNDING
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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
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AGENDA ITEM NO. 12.

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
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301
AGENDA ITEM NO. 12.

Police Support Services
Department Section 54000
2024-2025 Goals
 Continue to provide a high level of both in-house and offsite training that enhances the professional skills of Police Department personnel by collaborating with supervisors to select the proper and necessary training for individuals.
 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 associated 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 skills and knowledge training and perishable skills training.  Utilize the Leads software program to create efficiencies and analyze data related to Fleet, Records, and Training goals.
 Train department personnel on new technology.
 Work with staff to update and create the department’s website for access to public records.  Continue to audit the property room to employ the best practices.  Continue the destruction of unnecessary property and evidence.  Utilize the on-line auctioning of unclaimed property.  Continue to improve workflow and keep National Incident-Based Reporting System (NIBRS) timely.  Gather the data from our new customer service survey technology to improve service levels.

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

The Neighborhood Services Corporals will become more involved in City growth and development giving much needed input to City planners. They will also use their expertise in City event planning and assist the Patrol and Investigative Divisions with criminal investigations and neighborhood blight issues that are often products of the economy. The Community Liaison Corporal will work with beat corporals, officers, and CSOs to address blight issues and problem properties in our community.
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AGENDA ITEM NO. 12.

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
303
AGENDA ITEM NO. 12.

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 activities for Police Department employees.  Continue to work with and establish public-based relationships to deter and detect crime.  Utilize social media and mainstream media to promote the Police Department mission to all segments of the community.
 Encourage, support, and strive for creative ways to do Police work.  Develop leaders within the Police Department.
 Continue to build trust and working relationships with citizens and the business community.

Objectives to Meet the Goals
 Establish leadership training and succession planning within the supervisor ranks.  Promote the department through the preparation of the department’s monthly and annual reports.  Produce public service announcements, news releases, and special presentations designed to inform the community about services and programs that the Police Department offers.  Assist other City departments with public service announcements, news releases, and other special presentations designed to inform the community about services and programs that the City of Clovis offers.  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 Department to find and implement creative solutions to Police work and problem solving.
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AGENDA ITEM NO. 12.

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
147
305
AGENDA ITEM NO. 12.

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 ability to communicate with and educate citizens about animal-related issues.
 To provide public education about proper pet care.

Objectives to Meet the Goals
 Increase the number of citizens and businesses who actively support Clovis Animal Services.  Provide information about the importance of 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. 12.

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
149
307
AGENDA ITEM NO. 12.

FIRE

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

Emergency Operations Section 61000
The Emergency Operations Division is responsible for providing the resources needed by Fire Department personnel who respond daily to requests for emergency and non-emergency services from the citizens of Clovis. The Operations Division activities include: responding to fires, emergency medical services, mutual/automatic aid, motor vehicle accidents, wildland, and public assistance. The Training Bureau activities include training of new employees, in-service training for all department employees, certification and licensure, and coordinated use of the Fire Training 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 Division. 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 Preparedness. The Fire Prevention Bureau supports local businesses and building development through activities such as inspections and plan review to ensure occupancies comply with fire codes, standards, and local ordinances. Additional risk reduction is performed through public education where citizens learn about actions they can take to reduce their fire risk and learn emergency preparedness skills that are essential during times of crisis. Within the Division, the Investigations Team has the responsibility to investigate all fires for cause and origin.

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

This includes having an emergency plan in place, maintaining an Emergency Operations Center (EOC), and ensuring that policies and procedures are compliant with the National Incident Management System (NIMS) guidelines and exercises are conducted to evaluate system effectiveness. Within the Emergency Preparedness section are the Hazardous Materials Team and Urban Search and Rescue Team. These teams are capable of responding throughout California to emergency incidents 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. 12.

FIRE

DEPARTMENT SUMMARY
2024-2025 Goals
 Continue to provide an effective emergency response delivery system that provides the necessary resources to minimize the loss of life, property damage, loss of tax revenue, and damage to the environment.
 Continue to make community risk reduction efforts by enforcing fire and life safety codes.  Continue to maintain an emergency and non-emergency response capability that maximizes public and private resources to deal with human-caused or natural-caused disasters.  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 and private partnerships to fund programs, services, equipment, 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 for State Mandated fire inspections, new development, developer impact fees (DIF), weed abatement, and incidents caused by gross negligence. 151
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AGENDA ITEM NO. 12.

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 reducing 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 that 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. 12.

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. 12.

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 minute and thirty seconds of call processing, one minute and thirty seconds for turnout, and four minutes for travel.  Provide an Effective Response Force (currently 16 to 19 firefighters) on-scene of a fire call within a Total Response Time of ten minutes and thirty seconds (10:30), 90% of the time.  Continue to implement response time improvements in the Loma Vista area, as Station 6 response numbers increase. Review of data occurs on a monthly and annual basis.  Continue to implement recommendations within the adopted Standards of Cover Plan regarding distribution, concentration, and staffing of emergency response resources.  Provide efficient and effective 9-1-1 call processing and dispatch of the Fire Department through 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 value greater than the Department’s total annual budget.  Continue to focus on attaining a 90% or higher “excellent” rating on customer service satisfaction surveys through the delivery of professional emergency and non-emergency services to the citizens of Clovis.

Objectives to Meet the Goals
 Maintain minimum staffing of emergency response resources distributed to meet community needs. Provide quality service to the community.
 Confine fires to room of origin for 80% of incidents.  Lower demand for fire services from above average service users through code amendment processes and other enforcement strategies.
 Reduce and prioritize activities that pull fire apparatus out of their first due response districts.  Ensure that personnel are adequately trained and prepared 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 the foreseeable future, is the required funding to provide industry best practice fire protection 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 additional staffing to meet current and future demands.
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AGENDA ITEM NO. 12.

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
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AGENDA ITEM NO. 12.

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 Inspections and continue with cost recovery for this unfunded mandate.
 Maintain metrics and data maintenance system for public education efforts and community risk reduction activities.
 Ensure all plan checks are completed within ten (10) days of submission, 90% of the time.  Ensure new construction and tenant improvement inspections are completed within one day of the initial request, 90% of the time.
 Provide a weed abatement program to ensure that vacant 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 cleaned to City municipal code weed abatement standards.  Continue to inspect all public occupancies at least every two years using on-duty crews and Fire Prevention staff.
 Present life safety messages through various forms of media to maintain community awareness.  Conduct fire investigations to determine fire cause and origin and maintain skill levels of Fire Investigators.  Use a team approach to enforce code compliance for special events or hazards.  Implement an approved Master Fee Schedule for specific activities provided for users that place inordinate or unnecessary demand for service on the public safety system.

Five-Year Outlook
New development plan checks and inspections will continue to be a priority for the Life Safety and Enforcement Division. After analyzing annual inspection results for the past three years, our focus continues to be comprehensive evaluation of occupancies to ensure the safety of customers and response personnel. The Department will continue performing life safety inspections on all public occupancies and State Mandated occupancies. We will continue our public education program 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-6th graders annually, which has a measurable impact on one of our most at-risk populations. Conducting thorough fire cause investigations, prosecuting for suspected arson crimes, and providing juvenile fire-setter intervention programs are additional functions to maintaining a fire-safe community. 156
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AGENDA ITEM NO. 12.

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
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AGENDA ITEM NO. 12.

Fire Emergency Preparedness
Department Section 63000
2024-2025 Goals
 Provide mitigation and response planning for large-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 nonemergency responses.  Ensure local hazard mitigation and emergency operations 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 present 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 supporting 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 risk 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 throughout the City have helped support emergency response and support activities, as appropriate. Specialty team personnel will seek grant funding and other external financial resources to secure 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 performance level objectives for many Department responsibilities.
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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
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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 revenues and pursue alternative funding sources to maintain services at the highest level possible.
 Identify and implement efficiencies in the Fire Department 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 including 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 promotional testing process for the Fire Department.

Five-Year Outlook
Meeting service demands with limited resources will be the 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. 160
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AGENDA ITEM NO. 12.

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
Staff Analyst 2.00 1.00 1.00
TOTAL 4.00 4.00 4.00
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AGENDA ITEM NO. 12.

PUBLIC UTILITIES

DEPARTMENT SUMMARY
The Public Utilities Department is a service, operations, maintenance, resource and infrastructure planning organization with the principal duty of providing essential 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 landscape and facility districts. The infrastructure maintained by the department includes the City's street system, traffic signals, street lighting, parks and street landscaping, and operational facilities, including the City’s landfill, surface water treatment plant, and wastewater treatment plant. Services also include procurement and maintenance of the City’s fleet of vehicles and equipment. The department plays the leading role in planning for water, wastewater, solid waste disposal and diversion, and utility infrastructure to ensure that these 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 department is supported by an array of administrative and technical staff that provide assistance 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 maintenance 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. This section also maintains pavement markings such as lane lines, legends, crosswalks, and limit lines, as well as regulatory, warning, information, and street name signs.

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

Storm Drain Section 72500
This unit is comprised of Public Utilities department-wide personnel that are on call for after-hours emergency response to storm events and flooding. Funding is separate from the operations budget and pays the overtime costs for after-hours emergency response 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 parks, trails, street landscaping, trees, and numerous recreational facilities, including playgrounds, picnic sites, 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 contracts administered by the Parks Section. Also provides support for civic activities, such as hanging banners and decorating for Christmas, Rodeo Weekend, Big Hat Days, and Farmer's Market. The Parks 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 revenue derived from assessments through the Landscape Maintenance District (LMD). These assessments fund personnel and expenses for maintaining LMD landscaping, architectural, and recreational features. These features are incorporated into the Parks expenditure budget.
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Fleet Maintenance Section 75000
Responsible for maintaining the City’s fleet of vehicles 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 municipal 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 sewer 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 wastewater operations budget to pay for the operation and maintenance of temporary sewer facilities which serve new development in the Dry Creek Preserve Service Area. This includes maintenance of a temporary lift station, administration of the CFD, accumulation of funds and planning for future permanent master planned wastewater facilities, and accumulation of funds for decommissioning of temporary facilities.

Water Section 77000
Responsible for the procurement, production, and distribution of the City's water supply via a network of water mains, wells, and a surface water treatment plant. Maintains 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). Operation 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) and 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 effective use of surface water supply in maintaining and ensuring future sustainability.
 Conduct modeling and engineering of the City’s utility infrastructure for current and future City needs.  Focus service delivery on the needs of our customers, conduct maintenance activities as effectively and efficiently as possible to provide reliable and cost-effective service to our citizens, and prolong the useful life of the City’s infrastructure and fleet.
 Keep abreast of county, state, and federal regulations relating to water, recycled water, wastewater, refuse, fleet operations, and storm runoff, as well as monitor changing compliance requirements and adjust operations as needed.
 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 usage, potential drought restrictions, and available resources.
 Expand operation of the recycled water distribution system.  Assess the City’s existing and future streetlight system and adopt strategies to transfer maintenance responsibilities from PG&E to the Public Utilities Department. Implement solutions for long term funding of the City’s streetlight system.
 Protect the City’s investment in infrastructure 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 Cityowned recharge facility and flood control basins for groundwater replenishment. Develop strategic plans for additional water supplies and continue implementation 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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 Continue the gradual implementation and conversion of City water meter services to Advanced Metering Infrastructure (AMI) that allows for smart connectivity 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 available resources to meet peak seasonal maintenance demands. Prepare staffing for maintenance of the Village Green located in Loma Vista.
 Utilize more efficient compaction methods to increase the lifespan of the landfill. Acquire and utilize additional cover material for the active phase of the landfill 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 position. Complete implementation of a routing software program to maximize customer service for residential, commercial, and street sweeping operations.  Operation of granular activated carbon treatment facilities for the removal of contaminants from the groundwater.
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PUBLIC UTILITIES

DEPARTMENT PERFORMANCE MEASURES
The mission of the Public Utilities Department is to provide for the well-being and enjoyment of the citizens and businesses of Clovis through the delivery of essential, dependable, and sustainable services. These services include potable and recycled water supply, wastewater and solid waste disposal, beautification of parks and other open spaces, maintenance of streets and traffic 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 Department’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 sy 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 signals and strive to keep approximately 11,600 streetlights working. Approximately 10,020 of these streetlights are owned and maintained by PG&E, and service requests for PG&E-owned lights are routed to them. The street lighting section maintains approximately 1,580 City-owned streetlights, of which approximately 780 are decorative style lights, and the remaining 800 are standard cobra head style lights.

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

Parks/Landscape Maintenance –
73000/73200
(Includes Landscape Maintenance District)
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 $12,850
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Refuse Collection – 76100 2022-2023 (actual) 2023-2024 (estimated) 2024-2025 (proposed)  Perform refuse pickup (excludes
CCU) – Tons collected
56,600 tons 57,000 tons 57,000 tons
 Achieved % 100% 100% 100%
 Monitor system costs ($/ton) $205 $209 $234
Refuse Collection includes all residential and commercial collection.

Refuse Landfill – 76200 2022-2023 (actual) 2023-2024 (estimated) 2024-2025 (proposed)  Landfill refuse received (including
CCU) – Tons landfilled
65,000 tons 65,000 tons 64,000 tons
 Compliance % 100% 100% 100%
 Monitor system costs ($/ton) $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 recycled through private
vendor contracts for curbside
recycling and organics programs
(does not include all waste diverted
from City’s landfill)
25,900 tons 26,000 tons 27,000 tons
 Monitor costs ($/ton) $180 $186 $195
 City AB 939, SB 1383
diversion compliance
N/A In progress In progress
Contracting tons include all residential recycling. Roughly 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%
 Preventative Maintenance (% of
Scheduled Work)
61% 63% 64%
Wastewater – 76500 2022-2023 (actual) 2023-2024 (estimated) 2024-2025 (proposed)  Clean all City sewers every two years
(baseline is at 2 years, cleaning is
above baseline)
197% 157% 155%
 Provide high level of customer
satisfaction by keeping system
complaints (stoppages) below 2 per
1,000 population

0.01% 0.00% 0.01%
Water Service – 77000 2022-2023 (actual) 2023-2024 (estimated) 2024-2025 (proposed)  Meet all demands for water
consumption (acre-feet delivered)
24,200 25,200 26,000
 Monitor system costs ($/acre-foot
delivered)
$610 $710 $800
 Provide high level of customer
satisfaction by keeping complaints
under 2 per 1,000 population

1.6 1.2 2.0
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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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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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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 the City’s infrastructure investment through the application of appropriate preventative maintenance and repair strategies.

Specifically, these goals include:
 Provide efficient maintenance of City streets, sidewalks, and alleys.  Provide timely and efficient repairs of potholes and tripping hazards in the City’s streets and sidewalks.  Protect the safety of the public through well-maintained street striping, legends, and street signs.  Structure the preventative maintenance 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 preparation for application of slurry seal.  Crack seal streets included in slurry seal project in addition to selected streets needing treatment.  Apply slurry seal to streets after 10 years of service.  Maintain the inventory of the City's signs and computerize the data to manage sign replacement.  Provide landscape maintenance along street right-of-ways through contract services.  Provide repairs to concrete curb, gutter, and sidewalks.  Provide regular inspections of the City’s streets 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 system (as measured by the Pavement Condition Index) is predicted to decline slowly over the next 5 years and will continue to decline unless additional funding sources are identified. The City is exploring additional funding methods in order to maintain the existing system, as well as the expansion of the system as laid out in the General Plan.
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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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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 properly maintained by PG&E. Ensure that City-owned streetlights are properly maintained by City staff.
 Pay energy costs for all PG&E- and City-owned streetlights.  Provide accurate underground service alert marking of traffic signals and City-owned street lighting facilities.
 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 are 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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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
TOTAL 2.15 2.15 2.15
173
331
AGENDA ITEM NO. 12.

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 implementation 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 Flood Control District was completed in 1991-1992. Implementation of the Storm Drain Master Plan is a joint activity between Clovis and FMFCD. FMFCD is included in the preliminary review of development projects to provide advice on appropriate conditions necessary to implement the master plan and 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 FMFCD in program enforcement. Most costs in this budget activity are largely a function of the rainfall amounts received during each winter, as overtime costs are funded from this budget. Lighter rainfall years usually result in lower expenditures. 174
332
AGENDA ITEM NO. 12.

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
175
333
AGENDA ITEM NO. 12.

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 parks are passive neighborhood 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 miscellaneous public right-of-way property. - Approximately 42,000 City street trees.
 Participate in landscape plan design and review, as well as landscape construction inspection services, to ensure quality landscaping at reasonable maintenance costs.  Participate in master planning for future growth and infill areas to implement sustainable and maintainable landscape that is consistent with operational constraints and limited budgets.  Coordinate and schedule park facility use for picnics, special park events, and sports activities.

Objectives to Meet the Goals
 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 level of service in the LMD areas and the General Fund areas. Cost-saving measures are no longer adequate to cover maintenance and capital replacement costs within certain benefit zones in the LMD. LMD elections 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 escalation adjustment to maintain sufficient funding levels. Grant funding will continue to be sought for the conversion of older irrigation systems and playground replacement. 176
334
AGENDA ITEM NO. 12.

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
Engineer I/Engineer II/Civil Engineer 0.15 0.15 0.15
Engineering Inspector/Senior Eng Inspector - 0.15 0.10
Maintenance Worker/Senior Maint Worker 11.40 13.40 13.40 Management Analyst 0.18 0.13 0.13
Parks Maintenance Leadworker 3.00 3.00 3.00
Parks Manager 1.00 1.00 1.00
Parks Supervisor - - 1.00
Principal Office Assistant 0.80 0.80 0.80
Senior Management Analyst - 0.05 0.05
Staff Analyst 0.15 0.30 0.30
Utility Worker 7.00 7.00 7.00
TOTAL 24.03 26.43 27.38
177
335
AGENDA ITEM NO. 12.

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 required level of service along with adequate replacement reserves, while at the same time ensuring that excessive funds are not collected.
 Monitor water use on public open spaces through deployment of water-wise landscape plans, droughttolerant plantings, and irrigation delivery technology.

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

Five-Year Outlook
Outdoor recreation activity is steadily 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 Sunnyside Avenue. Several of the benefit zones have accumulated sufficient reserves and are adjusted annually, if needed, to coincide with maintenance costs. Some of the benefit zones still need to build reserves.

The LMD continues to have adequate reserves to carry it through 2024-2025. Benefit zones without the capability of an automatic assessment will periodically require an assessment increase election. 178
336
AGENDA ITEM NO. 12.

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
337
AGENDA ITEM NO. 12.

Public Utilities Fleet Maintenance
Department Section 75000
2024-2025 Goals
The goal of the Fleet Maintenance Section is to maintain, in a cost-effective manner, the City’s vehicles and related equipment at a safe and dependable level.

Objectives to Meet the Goals
 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-emission vehicles (ZEVs) to comply with state and federal regulations.

Five-Year Outlook
As the state and federal governments adopt more stringent pollution control regulations, especially as they relate to diesel-fueled on-road and off-road heavy equipment and zero-emission vehicles (ZEVs), the City is being tasked with repairing and maintaining emission control 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 leasepurchase financing. However, rising vehicle costs and ZEV requirements will require all departments to make increased annual investments to maintain the fleet renewal program. 180
338
AGENDA ITEM NO. 12.

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
339
AGENDA ITEM NO. 12.

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 generated by City commercial and residential customers, and by routinely removing dirt and debris from all City streets, curbs, and gutters.  Provide efficient, effective, and environmentally sound collection services to our customers.  Collect, haul, and dispose of municipal solid waste in compliance with local, county, state, and federal regulations.
 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 public awareness for proper disposal of waste and recycling and waste reduction programs.  Ensure compliance with local, state, and federal laws.  Provide financial assurance for landfill closure costs, post-closure care costs, and corrective action costs.

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

Five-Year Outlook
The current landfill cell in use was completed in the spring of 2013 and is anticipated to provide disposal capacity for the City until the year 2030. Implementation of new, effective techniques in operations have extended the timeline by a few years. Current projections of the five-year funding outlook indicate that all known operational and environmental compliance issues can be managed with an adjustment in rates 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 the Clovis Municipal Code. Solid Waste operations will continue to require the services of professional consultants/vendors, as many facets of the solid waste industry require expertise and resources not available in-house. Private consultants or vendors will be utilized throughout the next five years to provide needed services. Methods to extend the life of the landfill will continue to be pursued. The City continues to comply with the 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 these new regulations, but it is possible that they could decline in the future as more businesses utilize recycling and organics services and subsequently reduce their refuse service. The sweeping operation is affected by current and pending federal storm water regulations and air quality regulations. Street cleaning is being viewed as a good management practice to reduce pollutants entering the air and storm water runoff. Street Sweeping operations are managed under a separate budget section for accountability and control.
182
340
AGENDA ITEM NO. 12.

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
Communications & Marketing Analyst 0.10 0.10 0.10
Disposal Leadworker 3.00 3.00 3.00
Engineer I/Engineer II/Civil Engineer 1.70 1.70 1.70
Engineering Inspector/Senior Eng Inspector 0.25 0.50 0.50 Engineering Tech/Senior Engineering Tech 0.20 0.20 0.20 Equipment Operator 2.00 2.00 2.00
Landfill Leadworker 1.00 1.00 1.00
Landfill Supervisor 1.00 - -
Maintenance Worker/Senior Maint Worker 1.00 1.00 1.00
Management Analyst 0.65 0.35 0.35
Principal Office Assistant 1.05 1.05 1.05
Principal Utilities Engineer 0.30 0.30 0.30
Public Utilities Director 0.50 0.50 0.50
Sanitation Operator/Senior San Operator 26.00 27.00 27.00 Senior Management Analyst - 0.30 0.30
Solid Waste Manager 1.00 1.00 1.00
Solid Waste Supervisor - 1.00 1.00
Staff Analyst 0.25 0.50 0.50
Street Sweeper Operator 6.00 6.00 6.00
Supervising Civil Engineer 0.35 0.35 0.68
Utility Worker 19.00 20.34 20.34
Waste Recycling Maint Worker - 1.00 1.00
TOTAL 66.70 70.54 70.87
183
341
AGENDA ITEM NO. 12.

Public Utilities Wastewater
Department Section 76500
2024-2025 Goals
The goals of the Wastewater Section are to collect, treat, 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 mains and lift stations, which allows for the efficient collection of wastewater.
 Provide for the treatment of wastewater generated within the City.

Objectives to Meet the Goals
 Operate, clean, and repair 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 capital improvement projects.
 Provide accurate underground service alert marking of sewer facilities.  Utilize up-to-date telemetry to monitor sewer lift station operations in the most efficient and economical manner.
 Upgrade outdated supervisory control and data acquisition (SCADA) software that is no longer supported and does not adhere to current industry security standards for industrial control systems (ICS). Modern SCADA will provide ease of use and advanced functionality 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 Control Board data from the discharges from the Water Reuse Facility to the recycled water use areas and the NPDES-permitted discharge points.  Operate the sewer lift stations and the recycled water pump station and distribution system constructed to serve the new growth areas of the City.
 Work with consultants on the Wastewater System Master Plan and the Recycled Water Master Plan Updates to evaluate service delivery to future growth associated with the current General Plan.

Five-Year Outlook
The Fresno-Clovis Regional Wastewater Treatment Plant continues to upgrade and replace various components and facilities. The City of Clovis will continue to share in most of these costs. New growth areas that are outside the current service areas will ultimately be served by the Clovis Water Reuse Facility. This facility provides tertiary treated recycled water that is 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 rising operational, maintenance, and capital costs, and to maintain a sufficient fund balance for future bonding capacity. There remain sufficient funds in the bond charge fund balance collected in prior years to continue the full $7.30 per month rebate to customers. The amount of the rebate is evaluated each year and the bond charge may be needed depending on the number of development units and the corresponding revenue.
184
342
AGENDA ITEM NO. 12.

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
Communications & Marketing Analyst 0.10 0.10 0.10
Deputy Public Utilities Director 0.40 0.40 0.40
Engineer I/Engineer II/Civil Engineer 1.60 1.60 1.60
Engineering Inspector/Senior Eng Inspector 0.25 0.50 0.50 Engineering Tech/Senior Engineering Tech 0.65 0.65 0.65 Maintenance Leadworker 1.00 1.00 1.00
Maintenance Worker/Senior Maint Worker 7.00 7.00 7.00
Management Analyst 0.28 0.03 0.08
Principal Office Assistant 0.50 0.50 0.50
Principal Utilities Engineer 0.20 0.20 0.20
Public Utilities Director 0.20 0.20 0.20
Senior Management Analyst - 0.25 0.25
Staff Analyst 0.25 0.50 0.50
Supervising Civil Engineer 0.25 0.25 0.58
Utilities Manager 0.50 0.50 0.50
Utility Worker 2.00 2.33 2.33
Wastewater Treatment Plant Operator - - 1.00
TOTAL 15.58 16.46 17.84
185
343
AGENDA ITEM NO. 12.

Public Utilities Community Facilities District No. 2020-01 Department Section 42800
2024-2025 Goals
The goal of Community Facilities District 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 replacement of those temporary facilities with permanent public sewer facilities. This includes maintenance of a temporary lift station, administration of the CFD, accumulation of funds for 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 required level of service along with adequate replacement reserves, while at the same time, ensuring that excessive funds are not collected.

Objectives to Meet the Goals
 Operate, clean, and repair temporary facilities to the same level of service as permanent facilities.  Apply cost accounting measures that accurately identify costs, facilitate full cost recovery, and identify inefficiencies.
 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
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AGENDA ITEM NO. 12.

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
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AGENDA ITEM NO. 12.

Public Utilities Water
Department Section 77000
2024-2025 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 serve 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 distribution 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 monitor demands and program well operations in the most efficient and economical manner.
 Upgrade outdated supervisory control and data acquisition (SCADA) software that is no longer supported and does not adhere to current industry security standards for industrial control systems (ICS). Modern SCADA will provide ease of use and advanced functionality 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 provided 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 Water 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 Sustainability Agency (NKGSA) to implement the Sustainable Groundwater Management Act (SGMA).

Five-Year Outlook
New state and federal regulations continue to be reviewed and adopted. This makes it increasingly challenging and costly to furnish water that meets or exceeds 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 City’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 implement 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 Sustainability Plan (GSP), which was adopted by the NKGSA Board and submitted to the State in 2020. The five-year forecast shows a projected 3% increase in rates annually. 188
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AGENDA ITEM NO. 12.

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
Assistant Water Systems Technician 4.00 4.00 4.00
Communications & Marketing Analyst 0.10 0.10 0.10
Deputy Public Utilities Director 0.45 0.45 0.45
Electrician 1.00 1.00 1.00
Engineer I/Engineer II/Civil Engineer 2.35 2.35 2.35
Engineering Inspector/Senior Eng Inspector 0.25 0.50 0.50 Engineering Tech/Senior Engineering Tech 1.15 1.15 1.15 Maintenance Leadworker 3.00 3.00 3.00
Maintenance 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
Principal Office Assistant 1.40 1.40 1.40
Principal Utilities Engineer 0.35 0.35 0.35
Public Utilities Director 0.30 0.30 0.30
Senior Management Analyst - 0.30 0.30
Staff Analyst 0.25 0.50 0.50
Supervising Civil Engineer 0.35 0.35 0.69
Utilities Manager 0.50 0.50 0.50
Utility Worker 5.00 6.33 7.33
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 45.24 46.97 48.26
189
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AGENDA ITEM NO. 12.

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
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AGENDA ITEM NO. 12.

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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AGENDA ITEM NO. 12.
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AGENDA ITEM NO. 12.

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. 12.
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AGENDA ITEM NO. 12.

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. 12.
2024 - 2025 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. 12.

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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AGENDA ITEM NO. 12.
2024 - 2025 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. 12.

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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AGENDA ITEM NO. 12.
2024 - 2025 COMMUNITY INVESTMENT PROGRAM

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

Major projects planned for 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.

Maintenance of acquired land for future parks and the construction of a newly paved trail will have a minimal effect initially on the annual operational costs to Parks and the General Fund account. Upon the build out of these facilities, funding should be increased to meet the additional burden placed on the maintenance and operations budget. The proposed 2024 - 2025 Parks capital budget is balanced to meet the level of service expected by the Community.

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

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AGENDA ITEM NO. 12.

PRIOR BUDGET FUTURE
Park Improvements: YEARS YEAR YEARS
Section 93000
Park Improvements
Park Property Acquisition 0 1,000,000 4,000,000
Miscellaneous Park Improvements 560,000 120,000 400,000 Recharge Basin Park 100,000 525,000 5,994,000
Trail System Survey 20,000 20,000 80,000
Trail Improvements 800,600 110,000 28,321,000
TOTAL 1,480,600 1,775,000 38,795,000
Budget Year Revenues:

Measure "C" Funding 430,000
Park Fees 1,345,000
TOTAL 1,775,000

SUMMARY
2024 - 2025 COMMUNITY INVESTMENT PROGRAM

PARK IMPROVEMENT PROJECTS
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AGENDA ITEM NO. 12.
2024 - 2025 COMMUNITY INVESTMENT PROGRAM

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

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

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

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

Major projects planned for 2024 - 2025 include:
 Improvements of City owned public right of way for compliancy with the American with Disabilities Act (ADA).  Sealing and rejuvenation programs of the various street surfaces to increase longevity and reduce deterioration.
 Continued installation of pedestrian and bicycle improvements at various locations.  Design and construction of traffic signal improvements at various intersections.  Design of signal interconnect and adaptive signalization for major street corridors.  Reconstruction and street widening of various streets to improve safety and traffic flow. These streets have been identified as part of the City’s Pavement Management System.

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

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

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

With the reconstruction of some of the proposed streets, new paved lanes may be added to the street maintenance inventory. However, those same projects will be designed with a minimum twenty-year life expectancy and may involve reconstructing older, lower standard streets. Overall, the impact on the street maintenance fund is expected to be nominally reduced.

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AGENDA ITEM NO. 12.

PRIOR BUDGET FUTURE
Street Improvements: YEARS YEAR YEARS
Section 95000
Reimbursement
Miscellaneous Street Widening 482,500 250,000 1,000,000 Preventative Maintenance
Slurry & Crack Seals 1,213,300 740,000 3,060,000
Bridge and Stream Crossings
Leonard/Enterprise Canal Bridge 100,000 1,800,000 0
Pedestrian Facilities
Bicycle, Pedestrian and Handicap Facilities 170,200 1,982,000 1,840,000 ADA Survey and Projects 250,000 200,000 910,000
Traffic Signal/Intersection Improvements
Adaptive Signalization 435,000 3,373,000 3,580,000
De Wolf/Owens Mountain 300,000 2,250,000 0
Reconstruction, Overlay and Widening Projects
Miscellaneous Repairs & Alleys 390,600 269,000 1,156,000 Alluvial Avenue Improvements 70,000 900,000 0
Armstrong Avenue Improvements 70,000 1,050,000 1,215,000 Ashlan Avenue Improvements 0 125,000 2,540,000
Barstow Avenue Improvements 250,000 1,680,000 2,995,000 Herndon Avenue Improvements 29,900 1,750,000 1,701,000
Minnewawa Avenue Improvements 840,000 3,465,000 1,827,000 Peach Avenue Improvements 0 70,000 2,414,000
Shaw Avenue Improvements 2,800,000 10,200,000 955,000
Sunnyside Avenue Improvements 60,000 1,020,000 1,005,000 Teague Avenue Improvements 0 70,000 1,418,000
Local Streets and ADA Ramps 2,502,000 1,875,000 7,500,000 TOTAL 9,963,500 33,069,000 35,116,000
Budget Year Revenues:

Gas Tax Funding including SB1 3,705,000
Measure "C" Funding 14,062,000
Federal/State/Other Agency Grants 9,905,000
Street Improvement Fund Balance 5,397,000
TOTAL 33,069,000

SUMMARY
2024 - 2025 COMMUNITY INVESTMENT PROGRAM

STREET IMPROVEMENT PROJECTS
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AGENDA ITEM NO. 12.
2024 - 2025 COMMUNITY INVESTMENT PROGRAM
WATER CAPITAL PROJECTS – ENTERPRISE AND DEVELOPER
The proposed Water Capital Projects budget for 2024 - 2025 contains projects that will improve the water distribution system. Projects are also scheduled to improve water quality by the addition of treatment facilities at existing wells and increase the reliability of the water supply by the addition of auxiliary power generators.

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

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

Major projects planned for 2024 - 2025 include:
 Investment for Water Development.
 Construction of new water mains, install/replace water services, and make new connections to improve the City’s water distribution system at various locations throughout the City.  Construction and improvements at various well sites.
 Continued examination and development for new well sites throughout the City of Clovis.  Design for installing additional treatments to the Surface Water Treatment Plant.  Construction of granular activated carbon treatment facilities for removal of 1,2,3-Trichloropropane (TCP) from groundwater wells.

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

The new facilities proposed in the 2024 - 2025 programs are anticipated to impact the water enterprise operation budget. The impacts consist of the increased load on human resources, energy costs, and material costs.

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AGENDA ITEM NO. 12.

PRIOR BUDGET FUTURE
Water Capital Projects - Enterprise Fund: YEARS YEAR YEARS Section 96000
Water Mains
Various Water Main Replacement 25,000 25,000 515,000
Surface Water Treatment Plant Improvements
Various Surface Water Treatment Projects 1,495,000 881,000 27,655,000 Subtotal 1,520,000 906,000 28,170,000
Water Capital Projects - Developer:

Section 97000
Extensions
Miscellaneous Extensions 50,000 50,000 250,000
Master Planning
Water Conveyance System 300,000 200,000 100,000
Water Storage Facilities
Water Revenue Bond - Debt Service 2,973,000 2,959,000 9,856,000 Water Development 1,500,000 1,500,000 26,000,000
Surface Water Treatment Plant Improvements
Various Surface Water Treatment Projects 510,000 894,000 157,250,000 Subtotal 5,333,000 5,603,000 193,456,000
TOTAL 6,853,000 6,509,000 221,626,000
Budget Year Revenues:

Water Enterprise 906,000
Water Major Facilities 5,593,000
Water Connections 10,000
TOTAL 6,509,000

SUMMARY
2024 - 2025 COMMUNITY INVESTMENT PROGRAM

WATER PROJECTS
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AGENDA ITEM NO. 12.
2024 - 2025 COMMUNITY INVESTMENT PROGRAM

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

The projects proposed for 2024 - 2025 are:
 Installation of new gas extraction wells.

The new projects proposed in the 2024 - 2025 programs are not anticipated to impact the Community Sanitation operation budget.

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AGENDA ITEM NO. 12.

PRIOR BUDGET FUTURE
Community Sanitation Improvements: YEARS YEAR YEARS
Section 99500
Community Sanitation Improvements 1,102,500 500,000 17,755,000 TOTAL 1,102,500 500,000 17,755,000
Budget Year Revenues:

Community Sanitation Enterprise Fund 500,000
TOTAL 500,000

SUMMARY
2024 - 2025 COMMUNITY INVESTMENT PROGRAM

COMMUNITY SANITATION PROJECTS
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AGENDA ITEM NO. 12.
2024 - 2025 COMMUNITY INVESTMENT PROGRAM

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

Major expenses for 2024 - 2025 include:
 Assistance in the repair and rehabilitation of affordable housing.  Assist Low-Moderate income families with first home purchase.  Assist Affordable Housing developers create additional affordable housing units.

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

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AGENDA ITEM NO. 12.

PRIOR BUDGET FUTURE
Housing and Community Development: YEARS YEAR YEARS
Section 42750/48500/49210
Home Repair Loans 412,800 2,387,000 720,000
Home Improvement Grants 139,200 261,000 600,000
First Time Homebuyer Loans 0 678,000 800,000
Affordable Housing Project 1,481,300 321,000 600,000
TOTAL 2,033,300 3,647,000 2,720,000
Budget Year Revenues
Federal/State/Other Agency Grants 3,647,000
TOTAL 3,647,000

SUMMARY
2024 - 2025 COMMUNITY INVESTMENT PROGRAM

HOUSING & COMMUNITY DEVELOPMENT
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AGENDA ITEM NO. 12.

The Five-Year Community Investment
Program is presented for each of the
community investment funds. The projects
are listed for the current year, for the next
four years, and beyond. Information is
presented for acquisition of land or
right-of-way (a), engineering or
architectural design (d), construction (c),
and development fees (f).
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AGENDA ITEM NO. 12.

FIVE-YEAR COMMUNITY INVESTMENT PROGRAM

TABLE OF CONTENTS
Summary of Five-Year Community Investment Projects ........................................................................................................................................................... C18-C19 General Government Facilities ................................................................................................................................................................................................... C20-C25 Sewer Capital Projects - Enterprise ........................................................................................................................................................................................... C26 Sewer Capital Projects - Developer ........................................................................................................................................................................................... C27-C30 Park Improvements .................................................................................................................................................................................................................... C31-C34 Street Improvements ................................................................................................................................................................................................................. C35-C46 Water Capital Projects - Enterprise ............................................................................................................................................................................................ C47-C49 Water Capital Projects - Developer ............................................................................................................................................................................................ C50-C54 Community Sanitation Improvements ........................................................................................................................................................................................ C55-C56 Housing and Community Development ..................................................................................................................................................................................... C57 Glossary of Terms, Acronyms, and Abbreviations ..................................................................................................................................................................... C5 8-C60
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AGENDA ITEM NO. 12.

FIVE-YEAR COMMUNITY INVESTMENT PROGRAM
The Five-Year Community Investment Program represents an effort to identify major capital needs and schedule projects consistent with community priorities and available funding. The Capital Program will continue to provide major investments into the community within the identified funding. Most of the funding for these projects will come from grants, development fees and tax revenues. The implementation of the parks and open space master plan is contingent on obtaining new funding sources. Major projects include:
• Design, construction and replacement of water mains and wells to serve the current capacity and new development. • Site acquisition in the Southeast and Northwest areas for future City parks. • Continuing design, construction and maintenance of the trail system within the Clovis area.• Assisting the Community in the development, repair and rehabilitation of affordable housing. • Continued improvement to the City’s infrastructure including street reconstruction and sewer and water collection/distribution facilities.• Design and construction of various traffic signals throughout the City.• Construction of bike lanes on various streets throughout the City.

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

A summary of revenue and expenditures for the Five-Year Program is presented on the facing page, followed by individual project sheets with greater detail on scope and financing.

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AGENDA ITEM NO. 12.

Projects 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 or Later General Services 450,000 3,690,000 5,220,000 735,000 32,208,000Sewer 7,826,000 12,205,000 11,954,000 7,964,000 161,091,000Parks 1,775,000 1,805,000 1,180,000 1,260,000 38,100,000Streets 33,069,000 15,828,000 11,687,000 4,675,000 21,733,000Water 6,509,000 61,071,000 51,970,000 6,615,000 232,501,000 Community Sanitation 500,000 0 75,000 300,000 17,380,000 Housing and Community Development 3,647,000 680,000 680,000 680,000 680,000 TOTAL 53,776,000 95,279,000 82,766,000 22,229,000 503,693,000 Sources of Funding
Fund Balance 8,319,800 17,308,000 578,000 89,000 37,232,000Revenue from Agencies 31,749,200 14,025,000 13,249,000 6,355,000 23,335,000 Developer Capital Fees 12,717,000 18,678,000 21,745,000 11,552,000 25,510,000Enterprise Revenues 990,000 2,493,000 4,161,000 2,793,000 4,813,000 Long-Term Financing 0 0 0 0 0Property Sale Proceeds 0 0 0 0 0*Unfunded 0 42,775,000 43,033,000 1,440,000 412,803,000 TOTAL 53,776,000 95,279,000 82,766,000 22,229,000 503,693,000 *Unfunded projects in future years will require adjustments in rates and changes, or savings in prior year projects.

SUMMARY OF

FIVE-YEAR COMMUNITY INVESTMENT PROGRAM
C19
373
AGENDA ITEM NO. 12.
90000 2024-25 2025-26 2026-27 2027-28 2028-29
ACCT PROJECT LOCATION or Later DESCRIPTION

PUBLIC SAFETY SERVICES
71057 Facilities Administration 80,000 d
Master Plan
71440 Fire Station 7 600,000 a
Northwest Area 1,100,000 d
9,000,000 c
150,000 f (Development Fees)
Fire Station 3
Remodel 500,000 d
3,500,000 c
(General Fund)
Fire / Police Training Site
Onsite Roads 25,000 d
75,000 c
(General Fund)
71104 Phase II of Site Drainage d 10,000
c 40,000
(General Fund)
Gate on North End 15,000 d
40,000 c
(General Fund)
Police/Fire Headquarters
71456 Gym Patio Cover 20,000 d
115,000 c
(General Fund)
Master plan for relocation of Fire
Administration headquarters.
(General Fund)
Design and construction of a new fire
station in the northwest area, adjacent to a
major street.

Install automatic rolling gate to access
easement on the north property line.

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

Remodel Fire Station 3 based on needs by
future assessment.

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

Install valley gutters around the training
props on site to improve drainage.

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

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

C20
374
AGENDA ITEM NO. 12.
90000 2024-25 2025-26 2026-27 2027-28 2028-29
ACCT PROJECT LOCATION or Later DESCRIPTION

GENERAL GOVERNMENT FACILITIES
Property Room Expansion 200,000 d
1,500,000 c
(General Fund)
71383 Emergency Operations Center update 300,000 c Replace 20 year old electronics and furniture (General Fund)
71449 Police Substation
Loma Vista Location
3,500,000 c (Development Fees)
Heritage Grove Location 450,000 a
350,000 d
2,500,000 c
(Development Fees)
71380 Shooting Range
Locate Site 10,000 d
250,000 a
(General Fund)
Site Development 175,000 d
Phase I 1,150,000 c
Phase II 2,900,000 c
(General Fund)
Animal Services 450,000 d
Replace 908 Villa Facility 5,000,000 c
(General Fund)
Downtown Special Event
71341 Street Bollards
Phase II 40,000 d
400,000 c
(Contingent on Grant Funding)
Building near Fire Station 7 that would
house an alternate dispatch site,
community room, and briefing room.

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

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

Conduct a feasibility study for a shooting
range and acquire land.

Develop site for shooting range.

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

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

Install removable bollards at downtown
intersections for public safety during
downtown events. Phase II: Pollasky from
Fifth to Ninth.
a = acquisition, c = construction, d = design, f = development fees.

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

C21
375
AGENDA ITEM NO. 12.
90000 2024-25 2025-26 2026-27 2027-28 2028-29
ACCT PROJECT LOCATION or Later DESCRIPTION

GENERAL GOVERNMENT FACILITIES

PUBLIC SERVICES AND UTILITIES
Civic Center Plaza
71361 Landscape/Irrigation
Replacement 250,000 c
(General Fund)
71362 Light Bollard Replacement
150,000 c
(General Fund)
71392 Hardscape Replacement d 50,000
550,000 c
(General Fund)
71363 Tree Planter Rehabilitation 5,000 d
Parking Lot 70,000 c
(General Fund)
Corporation Yard
Parking Improvement 1,300,000 a
150,000 d
(Sewer, Water, and Refuse Fund)
71417 Yard lighting, Safety and Improve the lighting for the transit bus Security 70,000 c area for safety and security purposes. (Proposition 1B funded)
71162 IT Portable c 75,000
Building demolition
Rehabilitate parking lot tree planters
between the library and Information
Technology building.

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

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

Demolition of IT portable building. Risk
associated with vacant, unusable building.
(General Fund)
Develop master plan, design and install
replacement irrigation and landscaping for
the Civic Center including the Courthouse,
Senior Center, PDS, City Hall and Library.

Improvements to Public Utilities parking
facilities.
a = acquisition, c = construction, d = design, f = development fees.

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

C22
376
AGENDA ITEM NO. 12.
90000 2024-25 2025-26 2026-27 2027-28 2028-29
ACCT PROJECT LOCATION or Later DESCRIPTION

GENERAL GOVERNMENT FACILITIES
71163 Clovis Courthouse 500,000 c
Building demolition
PDS Building 140,000 c
Building Remodel
71397 ADA Master Planning 20,000 d 20,000 d
(General Fund)
Landscape Improvements
Willow - Shaw to Ashlan & 35,000 d
Ashlan - Willow to Winery 315,000 c
(Contingent on CalFire Grant)
Park Maintenance
Sierra Bicentennial Park
Sunnyside and Sierra
75031 Accessibility Improvements 5,000 d ADA Master Plan Improvements. 70,000 c (Contingent on CDBG Grant)
75030 Play Field and Lighting 30,000 d
750,000 c
Parking Lot Lighting 15,000 d
60,000 c
Install landscape and irrigation in the
median island.

Continue ADA Master Plan compliance and
upgrades.

Demolition of Clovis Courthouse building.

Risk associated with vacant, unusable
building.
(General Fund)
Build new offices within north end of PDS
building. This will include 2 new offices and
a small privacy room.
(General Fund)
Construct a baseball/soccer field and install
sports lighting.
(Contingent upon a future grant and
General Fund)
Install additional lights to improve security.
(Contingent upon a future grant and
General Fund)
a = acquisition, c = construction, d = design, f = development fees.

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

C23
377
AGENDA ITEM NO. 12.
90000 2024-25 2025-26 2026-27 2027-28 2028-29
ACCT PROJECT LOCATION or Later DESCRIPTION

GENERAL GOVERNMENT FACILITIES
Sierra Bicentennial ParkSunnyside and Sierra Upgrade Existing Sports Field 20,000 d Lighting 170,000 c Stadium Lighting 15,000 d 80,000 c
(General Fund)
Multi-purpose Pad 25,000 d Replacement 250,000 c
(General Fund)
Volleyball Court 25,000 d
c 110,000
(General Fund)
Gettysburg Park Re-roof building c 25,000 Re-roof building (General Fund)Rotary Park Upgrade Existing Sports Field d 70,000 Lighting c 700,000 Security Lighting d 20,000 Install security lighting. c 200,000 (General Fund)
Kiwanis ParkTenth and DeWitt
75540 Irrigation and Lighting 5,000 d
35,000 c (Community Donations)
Temperance/Gettysburg 15,000 d Northwest Corner-Greenbelt 125,000 c (Contingent Upon Funding)Replace the existing sports field lights with LED lights to lower maintenance costs. (General Fund)Remove and replace irrigation system and install security lighting.Remove and replace existing landscape and irrigation of greenbelt.Install additional lighting to existing poles toincrease visibility on the playing field.Replace the basketball multi-purpose pad which is deteriorating.Install one additional sand volleyball court to facilitate tournament play.Replace the existing sports field lights with LED lights to lower maintenance costs.(General Fund) a = acquisition, c = construction, d = design, f = development fees.See glossary at the end of this section for an explanation of acronyms and abbreviations.

C24
378
AGENDA ITEM NO. 12.
90000 2024-25 2025-26 2026-27 2027-28 2028-29
ACCT PROJECT LOCATION or Later DESCRIPTION

GENERAL GOVERNMENT FACILITIES
Fiber Optics/Communications
71408 Citywide Public Safety 10,000 d 10,000 d Installation of fiber and hubs for Public Fiber Optics System 65,000 c 65,000 c Safety connection throughout the City. (Information Technology Funding)
Fire Station No.2 to Letterman 15,000 d
Park Water Tower 86,000 c
(Contingent Upon Funding)
Shaw Avenue - Clovis to Fowler 19,000 d
Clovis Avenue - Shaw to Fourth 183,000 c
(Contingent Upon Funding)
Debt Services
67898 Interfund Loan Interest 325,000 130,000 135,000 145,000 150,000 Interfund Loan Interest for Fire Station #6 (Development Fees)

TOTAL- GENERAL
GOVERNMENT FACILITIES 450,000 3,690,000 5,220,000 735,000 32,208,000 Current system is limited due to all lines
being used, a link is needed to Sierra Vista
Mall's cameras for public safety.

Upgrade existing limitation of fiber system
for camera's and City network.
a = acquisition, c = construction, d = design, f = development fees.

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

C25
379
AGENDA ITEM NO. 12.
91000 2024-25 2025-26 2026-27 2027-28 2028-29
ACCT PROJECT LOCATION or Later DESCRIPTION

SEWER FACILITY IMPROVEMENTS
Fowler Sewer Trunk
Shaw avenue to Gould Canal 4,000,000 c

TOTAL - SEWER CAPITAL
PROJECTS - ENTERPRISE 0 0 4,000,000 0 0
Sewer main on Fowler avenue from Shaw
avenue to the Gould Canal

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

C26
380
AGENDA ITEM NO. 12.
92000 2024-25 2025-26 2026-27 2027-28 2028-29
ACCT PROJECT LOCATION or Later DESCRIPTION

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

MASTER PLANNING
Wastewater Collection System
73200 Master Plan d 25,000 25,000 d 25,000 d 25,000 d 25,000 d

SEWAGE TREATMENT - WATER REUSE FACILITY
Sewage Treatment - Water
Reuse Facility
Phase 2 1,500,000 d
22,000,000 c
Phase 3 2,500,000 d
32,500,000 c
Clovis Sewage Treatment - Water Reuse Facility - Offsite Improvements 73205 Shepherd Pump Station 1,500,000 a
with Force Main 1,500,000 d
18,250,000 c
72381 De Wolf Trunk Sewer 500,000 d
6,800,000 c
Install sewer mains and laterals at various
locations.

Master planning for the conveyance of
wastewater and required facilities for new
General Plan update.
(Development & GPA Consultant Fees)
Increase plant capacity from 2.84 MGD to

5.68 MGD.
(Development Fees)
Increase plant capacity from 5.68 MGD to

8.34 MGD.
(Development Fees)
Pump Station located at Willow/Shepherd.

Force main in Shepherd from Willow to
De Wolf. Needed to serve the Northwest.
(Development Fees)
Sewer in De Wolf from Owen's Mountain to
Bullard. Needed to serve the Northwest.
(Development Fees)

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

C27
381
AGENDA ITEM NO. 12.
92000 2024-25 2025-26 2026-27 2027-28 2028-29
ACCT PROJECT LOCATION or Later DESCRIPTION

SEWER CAPITAL PROJECTS - DEVELOPER

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

RECYCLED WATER SYSTEM IMPROVEMENTS
Pump Station No. 1 100,000 d
Shepherd/Dry Creek 450,000 c
73225 Pump Station No. 3 40,000 d
De Wolf/Owens Mountain 450,000 c
Diverts about 0.25 MGD of flow from the
Herndon trunk main to the Peach trunk
main to allow development to continue in
Heritage Grove
(Development Fees)
Diverts about 0.12 MGD of flow from the
Herndon trunk main to the Sierra trunk main
to allow development to continue in
Heritage Grove
(Development Fees)
Diverts about 0.30 MGD of flow from the
Fowler trunk main to the Peach trunk
(Development Fees)
Diverts about 0.347 MGD of flow from the
Northeast Triangle Development Area into
the Fowler Service Area.
(Development Fees)
Construct pump station to help serve the
northwest area.
(Development Fees)
Construct pump station at De Wolf
Avenue and Owens Mountain Parkway.
(Development Fees)
a = acquisition, c = construction, d = design, f = development fees See glossary at the end of this section for an explanation of acronyms and abbreviations.

C28
382
AGENDA ITEM NO. 12.
92000 2024-25 2025-26 2026-27 2027-28 2028-29
ACCT PROJECT LOCATION or Later DESCRIPTION

SEWER CAPITAL PROJECTS - DEVELOPER
Recycled Water Mains Shepherd Avenue 300,000 d Willow to Temperance 3,000,000 c Sunnyside Avenue 200,000 d Shepherd to Marion Basin 1,800,000 c State Route 168 300,000 d Temperance to Shepherd 3,000,000 cSEWER SYSTEM IMPROVEMENTSWastewater Pump Station 100,000 d Herndon/Clovis 266,000 c (Development Fees)
Sewer Mains
Nees Avenue 50,000 d Dry Creek to Sunnyside 500,000 c
(Development Fees)
Heritage Avenue 15,000 d E/O Temperance 180,000 c
(Reimbursement from property owners)
Enterprise Avenue 15,000 d W/O Locan 180,000 c
(Reimbursement from property owners)Install 15 inch PVC sewer main per theMaster Plan.Install master planned recycled water main. (Development Fees)Install new 8 inch PVC sewer main and services. Install new 8 inch PVC sewer main and services.Partial construction of pump station andrelated connection to sewer main.Install master planned recycled water mainin Sunnyside Avenue for basin discharge.(Development Fees)Install master planned recycled water main in Shepherd Avenue to serve the northwest area. (Development Fees) a = acquisition, c = construction, d = design, f = development feesSee glossary at the end of this section for an explanation of acronyms and abbreviations.

C29
383
AGENDA ITEM NO. 12.
92000 2024-25 2025-26 2026-27 2027-28 2028-29
ACCT PROJECT LOCATION or Later DESCRIPTION

SEWER CAPITAL PROJECTS - DEVELOPER

DEBT SERVICES
67201 Bond Handling Charges 64,000 50,000 50,000 50,000 50,000 Handling Charges. 63390
67898 Interfund Loan Interest 453,000 245,000 250,000 255,000 260,000 Interfund Loan Interest. 2013 Wastewater Revenue Bonds
67750 Principal 675,000 1,500,000 1,575,000 1,660,000 1,745,000 Debt Service Principal. 67850 Interest 340,000 287,000 210,000 129,000 44,000 Debt Service Interest. 2015 Wastewater Revenue Bonds
67757 Principal 1,060,000 495,000 520,000 535,000 17,650,000 Debt Service Principal. 67857 Interest 825,000 788,000 768,000 744,000 3,008,000 Debt Service Interest. 2017 Wastewater Revenue Bonds
67775 Principal 1,805,000 2,590,000 2,720,000 2,870,000 31,490,000 Debt Service Principal. 67875 Interest 2,029,000 1,919,000 1,786,000 1,646,000 10,773,000 Debt Service Interest.

TOTAL - SEWER CAPITAL
PROJECTS - DEVELOPER 7,826,000 12,205,000 7,954,000 7,964,000 161,091,000 a = acquisition, c = construction, d = design, f = development fees See glossary at the end of this section for an explanation of acronyms and abbreviations.

C30
384
AGENDA ITEM NO. 12.
93000 2024-25 2025-26 2026-27 2027-28 2028-29
ACCT PROJECT LOCATION or Later DESCRIPTION
75600 Park Property Acquisition 1,000,000 a 1,000,000 a 1,000,000 a 1,000,000 a 1,000,000 a (Development Fees)
75015 Misc. Park Improvements 120,000 c 100,000 c 100,000 c 100,000 c 100,000 c 63390

COMMUNITY PARKS
(15 acres or greater)
Sierra Bicentennial Park
Sunnyside and Sierra
Sports Field Area Modifications 25,000 d
160,000 c
(Contingent Upon Funding)
Sierra and Temperance
Security Lighting, Landscaping 60,000 d
Irrigation, Hardscape, Structures 500,000 c
76071 Playlot Construct playlot with play equipment.
65,000 c (Development Fees)
Amphitheater 40,000 d
300,000 c
Regional Park
Northeast area
75065 Master Plan 25,000 d
(Development Fees)
Acquire property for the future development
of City park sites and trails.

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

Modification and improvement of existing
sports field per Master Plan.

Continued site grading and installation of
turf, trees, irrigation, security lighting,
hardscape and structures.
(Contingent upon Grant Funding and
Community Contributions)
Construct cover over stage.
(Contingent upon Grant Funding and
FMFCD Participation)
Continue development of master plan for a
City of Clovis regional park site.

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

C31
385
AGENDA ITEM NO. 12.
93000 2024-25 2025-26 2026-27 2027-28 2028-29
ACCT PROJECT LOCATION or Later DESCRIPTION

PARK IMPROVEMENTS
Sports Complex 65,000 d
Located within Regional Park 1,250,000 a
1,000,000 c (Contingent upon Funding)

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

BASIN PARKS
Recharge Basin Park
75126 Demolition (and Site Clearing) c 350,000 Site clearing, wells & septics abandonment Loma Vista Recharge Basin Park d 175,000 5,000,000 c Develop master of acquired site for a joint recharge basin and park and construct the
park amenities.
(Developer Fees and Water Funding)
Basin 1E
Ashlan and Gould Canal
75122 Landscaping and Play Fields 40,000 d
450,000 c
Basin 1E
Ashlan and Gould Canal
75123 Recreation Facilities 17,000 d
114,000 c
75124 Restroom 15,000 d
125,000 c
75125 Field "Sports" Lighting 25,000 d
208,000 c
Construction of baseball and soccer
facilities, irrigation, trees, and turf.
(Development Fees and FMFCD
Participation)
Develop facilities, including lighting, for
soccer fields and baseball diamonds.

Construct sports lighting.
(Contingent upon Grant Funding)
Install recreation fields, parking lot ramps.
(Development Fees and FMFCD
Participation)
Construct restroom.
(Contingent upon Grant Funding)
a = acquisition, c = construction, d = design, f = development fees See glossary at the end of this section for an explanation of acronyms and abbreviations.

C32
386
AGENDA ITEM NO. 12.
93000 2024-25 2025-26 2026-27 2027-28 2028-29
ACCT PROJECT LOCATION or Later DESCRIPTION

PARK IMPROVEMENTS
TRAILS
75591 Trail System Survey d 20,000 20,000 d 20,000 d 20,000 d 20,000 d 75592 Trail Counter Display 50,000 c
Clovis Old Town Trail
71415 Restroom 40,000 d
200,000 c
Dry Creek Trail
Willow to Old Town Trail 83,000 d
455,000 a
828,000 c
Dry Creek Trail Lighting
Minnewawa to 25,000 d Install lighting along trail.

Cottonwood Park 215,000 c (Contingent upon Funding)
75224 Dry Creek/Enterprise Canal 25,000 d
Trail Connection 85,000 c
W/O Fowler (Measure C Funded)
Enterprise Canal Trail 35,000 d
E/O Sunnyside 120,000 c
(Contingent upon Measure C Funding)
Construct connection between the two
existing trails west of Fowler.

Bike and pedestrian survey and counting
data for Clovis trail system.
(Measure C Funded)
Complete unfinished portion of the trail on
the bank of the canal. Contingent on an
agreement with Fresno Irrigation District.

Complete unfinished portion of trail.
(Contingent Upon Grant Funding)
Construct a handicap unisex restroom
adjacent to Fire Station 3 for trail users to
alleviate use of Station restrooms.
(Contingent upon Funding)
Install bike and pedestrian counting display
on the Clovis trail system. (Measure C
Funded)
a = acquisition, c = construction, d = design, f = development fees See glossary at the end of this section for an explanation of acronyms and abbreviations.

C33
387
AGENDA ITEM NO. 12.
93000 2024-25 2025-26 2026-27 2027-28 2028-29
ACCT PROJECT LOCATION or Later DESCRIPTION

PARK IMPROVEMENTS
75580 Fowler to De Wolf 250,000 a
(Development Fees)
Sierra Gateway
Regional Trail
Shepherd to De Wolf
75630 Phase II 20,000 d Install trail lighting.
750,000 c (Contingent upon Grant Funding)
SR 168/Enterprise Canal
Pedestrian Bridge
74980 Phase II - Final Design
Phase III - Construction 250,000 a
25,000,000 c
TOTAL - PARKS 1,775,000 1,805,000 1,180,000 1,260,000 38,100,000 Construct pedestrian bridge over SR168
east of Temperance along the Enterprise
Canal Trail.
(Contingent upon Funding)
Purchase property for the future
development of the Gould Canal Trail.
a = acquisition, c = construction, d = design, f = development fees See glossary at the end of this section for an explanation of acronyms and abbreviations.

C34
388
AGENDA ITEM NO. 12.
95000 2024-25 2025-26 2026-27 2027-28 2028-29
ACCT PROJECT LOCATION or Later DESCRIPTION

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

PREVENTATIVE MAINTENANCE
74020 Slurry Seals and Pavement 40,000 d 40,000 d 40,000 d 40,000 d 40,000 d Rejuvenation 560,000 c 570,000 c 580,000 c 590,000 c 600,000 c 74561 Trail Pavement Maintenance d 10,000 10,000 d 10,000 d 10,000 d 10,000 d c 70,000 70,000 c 70,000 c 70,000 c 70,000 c
74971 Pavement Maintenance d 10,000 10,000 d 10,000 d 10,000 d 10,000 d Crack Seal c 50,000 50,000 c 50,000 c 50,000 c 50,000 c (HUTA Funded)

BRIDGE AND STREAM CROSSINGS
74529 Leonard/Enterprise Canal 1,800,000 c Replace and widen bridge section at Leonard and Enterprise Canal.
(HBRR Grant Funded)

RESEARCH AND TECHNOLOGY PARK
Phase 2 372,000 a
Alluvial e/o Armstrong 25,000 d
3,082,000 c
City participation in miscellaneous projects
and provisions for unforeseen expenses.
(HUTA Funded)
Asphalt/sand slurry sealing and pavement
rejuvenation of various City streets.

Locations prioritized on a yearly basis using
Pavement Management System.
(Measure C Funded)
Asphalt/sand slurry sealing and pavement
rejuvenation of the City Trails. Locations
prioritized on a yearly basis using Pavement
Management System.
(Measure C Funded)
Westerly extension of Phase 1
improvements along Alluvial Avenue,
including Armstrong Avenue.
(Street Fee Reimbursement)
Crack sealing of various city streets.

Locations prioritized on a yearly basis using
Pavement Management System.

STREET IMPROVEMENTS
a = acquisition, c = construction, d = design, f = development fees.

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

C35
389
AGENDA ITEM NO. 12.
95000 2024-25 2025-26 2026-27 2027-28 2028-29
ACCT PROJECT LOCATION or Later DESCRIPTION

STREET IMPROVEMENTS

PEDESTRIAN / BICYCLE FACILITIES
74110 Bicycle and Pedestrian c 75,000 75,000 c 75,000 c 75,000 c 75,000 c Facilities
74210 Misc. Concrete d 10,000 10,000 d 10,000 d 10,000 d 10,000 d Improvements c 100,000 100,000 c 100,000 c 100,000 c 100,000 c 74211 ADA Survey d 50,000 50,000 d 50,000 d 50,000 d 50,000 d Citywide survey of City facilities located within the City's public right-of-way.
(HUTA Funded)
74886 Misc. Wheelchair Ramps 150,000 c 150,000 c 150,000 c 150,000 c 150,000 c Various Locations
74016 ADA Transit 15,000 d Improve existing bus stop locations to Various Locations 95,000 c meet ADA compliance.
(Contingent on LCTOP Funding)
74201 Sidewalk Improvements 897,000 c
Sierra Vista School Neighborhood
74417 Crosswalk Enhancements 185,000 c
Various Locations
74062 Transit - New Bus Stops 504,000 d,c
New Buses
Multiple locations
Install wheelchair accessible (ADA) ramps
at various locations.
(CDBG & Measure C ADA Funding)
Curb, gutter, sidewalk improvements and
repairs at various locations. Includes ADA
compliance.
(HUTA Funded)
Construct pedestrian and bicycle facilities at
various locations.
(LTF Article 3 Funding)
Install Rectangular Rapid Flashing Beacons
at select crossings.
(HSIP funded)
Construct new Bus Stops at multiple
locations throughout the City of Clovis.
(LCTOP funded)
Install sidewalk and access ramps on
neighborhood streets around Sierra Vista
school.
(ATP funded)
a = acquisition, c = construction, d = design, f = development fees.

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

C36
390
AGENDA ITEM NO. 12.
95000 2024-25 2025-26 2026-27 2027-28 2028-29
ACCT PROJECT LOCATION or Later DESCRIPTION

STREET IMPROVEMENTS

PEDESTRIAN / BICYCLE FACILITIES
74104 Santa Ana Sidewalk Repair 20,000 d Replace sidewalk for ADA compliance Peach to Villa 104,000 c and accessibility concerns.
(Contingent on CDBG funding)
Villa Avenue Sidewalk Repair 20,000 d Replace sidewalk for ADA compliance Gettysburg to Santa Ana 90,000 c and accessibility concerns. (Contingent on CDBG funding)
74103 Gettysburg and Leonard 55,000 d Widen Leonard for the installation of a Bike Sidewalk and Bike Lane 660,000 c Lane and construct concrete sidewalk. (STBG funded)
74424 Pedestrian Bridge 32,000 d Installation of a prefabricated pedestrian Cottonwood Park 330,000 c bridge connecting the cottonwood trail and (CMAQ funded)

LANDSCAPING IMPROVEMENTS
74023 LMD Landscape Improvements
Sunnyside - Fwy. 168 to Alluvial 5,000 d
Alluvial - Clovis to Sunnyside 75,000 c
74866 Landscape Maintenance District - Area 2
Fowler Landscaping 19,000 d
Gettysburg to Ashlan 188,000 c
74024 Shaw Avenue Improvements
Willow - Clovis 25,000 d
115,000 c
Evaluate existing landscaping, design and
install new landscaping and irrigation.
(General Government Services Fund and
LMD Reserves)
Modify soil and re-landscape to improve the
current median and outside travel lane
areas.
(LMD Funded)
Modify soil and re-landscape to improve the
current median and outside travel lane
areas.
(LMD Funded)
a = acquisition, c = construction, d = design, f = development fees.

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

C37
391
AGENDA ITEM NO. 12.
95000 2024-25 2025-26 2026-27 2027-28 2028-29
ACCT PROJECT LOCATION or Later DESCRIPTION

STREET IMPROVEMENTS

LANDSCAPING IMPROVEMENTS
74564 LMD - Benefit Zone 1 & 3
Clovis Center Median 5,000 d Remove and replace existing landscape Sierra to Herndon 75,000 c and irrigation.

TRAFFIC SIGNAL/INTERSECTION IMPROVEMENTS
74585 Armstrong/Nees 110,000 a
Traffic Signal 1,640,000 c
Sunnyside /Nees 120,000 d
Traffic Signal 50,000 a
1,270,000 c
74767 De Wolf/Owens Mountain 2,250,000 c
Roundabout
1,450,000 c
738,000 c
545,000 c
530,000 c
74595 Shepherd Signal Interconnect
Peach to De Wolf
74687 Shaw & Herndon
Adaptive Signalization
Willow to Clovis
74218 Shaw
Adaptive Signalization
Cole to De Wolf
74185 Herndon
Adaptive Signalization
Clovis to Locan
(LMD Reserves)
Install traffic signal.
(CMAQ Grant Funded)
Install traffic signal.
(Contingent on CMAQ Funding)
Install roundabout at the intersection.
(CMAQ Grant Funded)
Install signal interconnect in Shepherd.
(CMAQ Grant Funded)
Install adaptive signalization in Shaw from
Willow to Clovis and Herndon from Helm to
DeWitt. (HSIP Grant Funded)
Install adaptive signalization in Shaw from
Cole to De Wolf.
(CMAQ Grant Funded)
Install adaptive signalization in Herndon
from Clovis to Locan.
(CMAQ Grant Funded)
a = acquisition, c = construction, d = design, f = development fees.

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

C38
392
AGENDA ITEM NO. 12.
95000 2024-25 2025-26 2026-27 2027-28 2028-29
ACCT PROJECT LOCATION or Later DESCRIPTION

STREET IMPROVEMENTS
60,000 d
Clovis Adaptive Signalization
Barstow to Gettysburg
496,000 c

RECONSTRUCTION AND WIDENING PROJECTS
74215 Miscellaneous Repairs c 125,000 125,000 c 125,000 c 125,000 c 125,000 c (HUTA Funded)
Alley Improvements
74064 Holland/ Richet Alley d 35,000 Alley reconstruction.

Peach to Homsy 109,000 c 176,000 c (Contingent on CDBG Funding) 74065 Antonio/ Ashlan Alley d 30,000 Alley reconstruction.

West of Helm 180,000 c (Contingent on CDBG Funding)
San Jose/Beverly Alley 40,000 d Alley reconstruction.

Minnewawa to Harvard 230,000 c (Contingent on CDBG Funding) Alluvial Avenue Improvements
74667 Sunnyside to Fowler 900,000 c
Armstrong Avenue Improvements
Ashlan to Gould Canal 25,000 d
150,000 c
Shaw to Gettysburg 65,000 d
565,000 c
74832 Shaw to Barstow 1,050,000 c
Install adaptive signalization in Clovis from
Barstow to Gettysburg.
(CMAQ Grant Funded)
Reconstruct/overlay street.
(Measure C Funded)
Perform miscellaneous repairs at various
locations.

Overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(SB1 Funded)
a = acquisition, c = construction, d = design, f = development fees.

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

C39
393
AGENDA ITEM NO. 12.
95000 2024-25 2025-26 2026-27 2027-28 2028-29
ACCT PROJECT LOCATION or Later DESCRIPTION

STREET IMPROVEMENTS
Herndon to Alluvial 60,000 d
350,000 c
Armstrong Avenue Improvements
74691 Alluvial to Nees
660,000 c
Ashlan Avenue Improvements
74554 Winery to Peach 125,000 d
1,750,000 c
Temperance to Locan 70,000 d
720,000 c
Barstow Avenue Improvements
Fowler to Armstrong 35,000 d
310,000 c
74301 Sunnyside to Fowler 1,050,000 c
74302 Willow to Villa 1,400,000 c
74911 Clovis to Sunnyside 1,250,000 c
74991 Villa to Minnewawa c 630,000
Bullard Avenue Improvements
74151 Minnewawa to DeWitt
250,000 c
Reconstruct street.
(STBG Funded)
Restripe and modify the connection and
transition of Bullard to Fifth Street.
(Contingent upon Funding)
Reconstruct/overlay street.
(SB1 Funded)
Reconstruct street.
(STBG Funded)
Overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(Measure C Funded)
Reconstruct/overlay street.
(Contingent upon HUTA Funding)
Reconstruct/overlay street.
(Contingent upon Measure C Funding)
Reconstruct/overlay street.
(Contingent upon SB1 Funding)
Overlay street.
(Contingent upon Funding)
a = acquisition, c = construction, d = design, f = development fees.

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

C40
394
AGENDA ITEM NO. 12.
95000 2024-25 2025-26 2026-27 2027-28 2028-29
ACCT PROJECT LOCATION or Later DESCRIPTION

STREET IMPROVEMENTS
35,000 d
250,000 c
35,000 d
200,000 c
25,000 d
120,000 c
35,000 d
320,000 c
60,000 d
570,000 c
Clovis Avenue Improvements
Sierra to Fifth
De Wolf Avenue Improvements
Bullard to Barstow
Fifth Street Improvements
Woodworth to Clovis
Fowler Avenue Improvements
Alluvial to Herndon
Gettysburg Avenue Improvements
Temperance to Armstrong
Herndon Avenue Improvements
Armstrong to Temperance 60,000 d
850,000 c
74186 Fowler to Armstrong
1,750,000 c
Villa to Clovis 65,000 d
726,000 c
Overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(STBG Funded)
Overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(Contingent upon Funding)
Overlay street.
(Contingent upon Funding)
Overlay street.
(Contingent upon SB1 Funding)
Overlay street.
(Contingent upon HUTA Funding)
a = acquisition, c = construction, d = design, f = development fees.

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

C41
395
AGENDA ITEM NO. 12.
95000 2024-25 2025-26 2026-27 2027-28 2028-29
ACCT PROJECT LOCATION or Later DESCRIPTION

STREET IMPROVEMENTS
Locan Avenue Improvements
Bullard to Barstow 30,000 d
335,000 c
Shaw to Barstow 30,000 d
320,000 c
Minnewawa Avenue Improvements
74059 Alluvial to Herndon a 600,000
2,865,000 c
South of Herndon 15,000 d
42,000 c
Nees to Teague 70,000 d
840,000 c
Barstow to Bullard 60,000 d
565,000 c
Gettysburg to Ashlan 35,000 d
200,000 c
Nees Avenue Improvements
74509 Temperance to Locan 120,000 d
500,000 a
1,750,000 c
74427 Clovis to Sunnyside
550,000 c
Reconstruct and Widening.
(RSTP Grant Funded)
Street Widening.
(Contingent upon Funding)
Reconstruct street.
(Measure C Funded)
Overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(Contingent upon Funding)
Reconstruct street.
(Contingent upon Funding)
Reconstruct/overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(Contingent upon Funding)
Overlay street.
(Contingent upon Funding)
a = acquisition, c = construction, d = design, f = development fees.

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

C42
396
AGENDA ITEM NO. 12.
95000 2024-25 2025-26 2026-27 2027-28 2028-29
ACCT PROJECT LOCATION or Later DESCRIPTION

STREET IMPROVEMENTS
Peach Avenue Improvements
Shepherd to Teague 45,000 d
440,000 c
Teague to Nees 35,000 d
290,000 c
74833 Gettysburg to Ashlan 70,000 d
964,000 c
74729 Ashlan to Dakota 55,000 d
515,000 c
Pollasky Avenue Improvements
Third to Sierra 25,000 d
210,000 c
a 300,000
9,900,000 c
Shaw Avenue Improvements
74057 De Wolf to Leonard
Temperance to Locan 45,000 d
440,000 c
Peach to Villa 35,000 d
200,000 c
Shepherd Avenue Improvements
Fowler to Temperance 70,000 d
1,900,000 c
Reconstruct/overlay street.
(Contingent upon Funding)
Street Widening.
(Regional Measure C Funded)
Reconstruct/overlay street.
(Contingent upon SB1 Funding)
Reconstruct/overlay street.
(Contingent upon Funding)
Overlay street.
(Contingent upon Funding)
Overlay street.
(Contingent upon Funding)
Overlay street.
(Contingent upon Funding)
Overlay street.
(Contingent upon Funding)
Overlay street.
(Contingent upon Funding)
a = acquisition, c = construction, d = design, f = development fees.

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

C43
397
AGENDA ITEM NO. 12.
95000 2024-25 2025-26 2026-27 2027-28 2028-29
ACCT PROJECT LOCATION or Later DESCRIPTION

STREET IMPROVEMENTS
Sierra Avenue Improvements
Villa to Clovis 75,000 d
1,050,000 c
Sunnyside Avenue Improvements
Nees to Alluvial 70,000 d
935,000 c
74483 Barstow to Shaw
1,020,000 c
Teague Avenue Improvements
Willow to Peach 70,000 d
1,078,000 c
Minnewawa to Clovis 35,000 d
305,000 c
Temperance Avenue Improvements
Bullard to Barstow 40,000 d
320,000 c
Alluvial to Herndon 60,000 d
535,000 c
Third Street Improvements
74286 Clovis to Tollhouse 70,000 d
1,200,000 c
Overlay street.
(Contingent upon Funding)
Overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(Contingent upon SB1 Funding)
Reconstruct/overlay street.
(SB1 Funded)
Replace curb & gutter. Coordinate with
installation of water main.
(Contingent upon SB1 Funding)
Reconstruct/overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(Contingent upon Measure C Funding)
a = acquisition, c = construction, d = design, f = development fees.

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

C44
398
AGENDA ITEM NO. 12.
95000 2024-25 2025-26 2026-27 2027-28 2028-29
ACCT PROJECT LOCATION or Later DESCRIPTION

STREET IMPROVEMENTS
Tollhouse Improvements
Herndon to Temperance 25,000 d
150,000 c
Fowler to Armstrong 35,000 d
260,000 c
Sunnyside to Fowler 35,000 d
375,000 c
Villa Avenue Improvements
Gettysburg to Swift 25,000 d
170,000 c
Willow Avenue Improvements
Alluvial to Herndon 70,000 d 400,000 c
Sierra to Herndon 35,000 d
270,000 c
74513 Sierra to Bullard
400,000 c
74516 Bullard to Barstow
1,070,000 c
Reconstruct/overlay street.
(Measure C Funded)
Overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(Measure C Funded)
Overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(Contingent upon Measure C Funding)
Overlay street.
(Contingent upon Funding)
Overlay street.
(Contingent upon Funding)
a = acquisition, c = construction, d = design, f = development fees.

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

C45
399
AGENDA ITEM NO. 12.
95000 2024-25 2025-26 2026-27 2027-28 2028-29
ACCT PROJECT LOCATION or Later DESCRIPTION

STREET IMPROVEMENTS
Local Streets
74995 Local Street Improvements d 50,000 50,000 d 50,000 d 50,000 d 50,000 d Various Streets 1,500,000 c 1,500,000 c 1,500,000 c 1,500,000 c 1,500,000 c Cape Seal Program
Rehabilitation Program
74567 ADA Ramps for Local Street d 25,000 25,000 d 25,000 d 25,000 d 25,000 d Improvements c 300,000 300,000 c 300,000 c 300,000 c 300,000 c

TOTAL - STREET
IMPROVEMENTS 33,069,000 15,828,000 11,687,000 4,675,000 21,733,000 Improve access ramps at the same
locations as the local street Improvement
project to satisfy ADA requirements.

Overlay various streets in local
neighborhoods as programmed through the
Pavement Management System (PMS) -
per separate document.
a = acquisition, c = construction, d = design, f = development fees.

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

C46
400
AGENDA ITEM NO. 12.
96000 2024-25 2025-26 2026-27 2027-28 2028-29
ACCT PROJECT LOCATION or Later DESCRIPTION
76010 Various Water Main 25,000 25,000 25,000 25,000 25,000 ReplacementWATER MAINS
Clovis Avenue 30,000 d Gettysburg to Donner 85,000 c
76509 Sierra Avenue
DeWitt to SR168 140,000 cTarpey Service Area 30,000 d Redundancy 130,000 cSURFACE WATER SUPPLYRotary Park 25,000 d Pump, Motor, Electrical and 225,000 c Piping 76615 Railroad Park (Peach/Alluvial)
Pump, Motor, Electrical and 30,000 d Piping 350,000 cCottonwood Park & Dry Creek Trail Pump, Motor, Electrical and 25,000 d Piping 225,000 c Extend purple piping from Cottonwood to Peach/Alluvial Park.Install 12 inch main in accordance with theWater Master Plan.Replace water mains within the City that need to be upsized, relocated, or replaced.Replace 12 inch main in the currentalignment.Install pump, motor, electrical facilities andpurple piping to provide surface water forirrigation from Basin 7C at Alluvial andClovis Avenues.Install pump, motor, electrical facilities and purple piping to provide surface water for park irrigation from Dry Creek.Install additional segments of water main to maintain and repair other sections. New mains will provide for redundancy of water service to this area.

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

C47
401
AGENDA ITEM NO. 12.
96000 2024-25 2025-26 2026-27 2027-28 2028-29
ACCT PROJECT LOCATION or Later DESCRIPTION

WATER CAPITAL PROJECTS - ENTERPRISE FUND

SURFACE WATER TREATMENT PLANT IMPROVEMENTS
77528 SWTP Pretreatment
13,500,000 c
77531 SWTP Process Addition 750,000 d
9,750,000 c
75126 Loma Vista Recharge Basin 131,000 d Develop master of acquired site for a joint recharge basin and park and construct the
park amenities.
77532 Water Storage Reservoir #6
Additional Reservoir at SE-SWTP 4,000,000 c

WELL SITE IMPROVEMENTS
Well Panel Upgrades
77516 Wells 8A, 23, 25 40,000 d
660,000 c
77761 Well 40 - Fowler/Gettysburg 45,000 d
Treatment 1,000,000 c

WELL REPLACEMENT
77650 Well 6 Replacement
Willow/Barstow Avenues 50,000 a Acquire property, drill and develop well.

Drill and Develop 25,000 d
400,000 c
Pump and Motor 25,000 d Install pump and motor.
500,000 c
Add ozone treatment process to minimize
the positive bacteria and alleviate taste and
odor concerns.

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

Upgrade electrical panels at well sites due
to deterioration of well functionality.

Install facilities for Iron and Manganese
treatment.

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

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

C48
402
AGENDA ITEM NO. 12.
96000 2024-25 2025-26 2026-27 2027-28 2028-29
ACCT PROJECT LOCATION or Later DESCRIPTION

WATER CAPITAL PROJECTS - ENTERPRISE FUND
Chlorination Facilities 15,000 d Install chlorination facilities. 155,000 c

WELL REPLACEMENT
Well 35 - DeWitt/Santa Ana
77600 Pump and Motor 600,000 c
77600 Chlorination 155,000 c Install chlorination facilities.

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

TOTAL - WATER CAPITAL
PROJECTS - ENTERPRISE 906,000 19,025,000 12,290,000 1,338,000 1,820,000 Replacement of various wells within the City
to maintain water production.

Install pump and motor, water main and site
improvements.
a = acquisition, c = construction, d = design, f = development fees.

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

C49
403
AGENDA ITEM NO. 12.
97000 2024-25 2025-26 2026-27 2027-28 2028-29
ACCT PROJECT LOCATION or Later DESCRIPTION

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

MASTER PLANNING
Water Conveyance System
77091 Master Plan d 200,000 25,000 d 25,000 d 25,000 d 25,000 d (Development & GPA Consultant Fees)

WATER MAINS
Barstow Avenue 8,000 d
Peach to Minnewawa 125,000 c
76635 Villa Avenue 8,000 d
Barstow to Ninth 75,000 c
Heritage Avenue 15,000 d Install 8 inch water main and services.

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

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

W/O De Wolf 159,000 c (Reimbursement from property owners) Install water mains and services at various
locations.

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

Upgrade to 12 inch main including valves in
accordance with the Water Master Plan.

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

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

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

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

C50
404
AGENDA ITEM NO. 12.
97000 2024-25 2025-26 2026-27 2027-28 2028-29
ACCT PROJECT LOCATION or Later DESCRIPTION

WATER CAPITAL PROJECTS - DEVELOPER
Raw Water Main 700,000 d
Southeast SWTP to the 33,000,000 c
Northeast SWTP

WATER STORAGE FACILITIES
2023 Water Revenue Refunding Bond Debt Service
67751 Principal 2,410,000 2,525,000 2,660,000 2,775,000 Debt Service Principal. 67201 Bond Handling Charges 30,000 10,000 10,000 10,000 Handling Charges. 67851 Interest & Handling Charges 519,000 398,000 272,000 139,000 Debt Service Interest.

Water Storage Reservoir #2 25,000 d
Villa n/o Barstow 450,000 c
Water Storage Reservoir #7 1,000,000 d
Northeast SWTP 20,000,000 c
Water Storage Reservoir #8 2,000,000 a
Friant-Kern Canal 1,000,000 d
8,000,000 c
78045 Water Storage Reservoir #9 17,000,000 c
Near Sunnyside & Perrin
78050 Water Storage Reservoir #10 800,000 d
Near Willow/Perrin 10,000,000 c
77725 Water Development 1,500,000 1,500,000 1,500,000 1,500,000 21,500,000 Install a 500 gpm pump station to boost
water pressure during peak hour demands.

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

Secure water to serve areas within the City
of Clovis General Plan.

Acquire property and construct a 7 million
gallon water storage tank in the northwest
village area.

Install 42 inch raw water main between the
treatment plants.

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

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

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

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

C51
405
AGENDA ITEM NO. 12.
97000 2024-25 2025-26 2026-27 2027-28 2028-29
ACCT PROJECT LOCATION or Later DESCRIPTION

WATER CAPITAL PROJECTS - DEVELOPER

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

SURFACE WATER TREATMENT PLANT IMPROVEMENTS
77531 Southeast-SWTP Process Addition d 250,000 3,250,000 c 77528 SWTP Pretreatment 250,000 d
4,500,000 c
77529 Southeast-SWTP Expansion
66,000,000 c
75126 Loma Vista Recharge Basin 394,000 d Develop master of acquired site for a joint recharge basin and park and construct the
park amenities.
(Developer Fees and Water Funding)
Southeast-SWTP Pump Station
6,000,000 c
77532 Water Storage Reservoir #6
Additional Reservoir at SE-SWTP 12,000,000 c
Add pretreatment to existing facilities to
maximize surface water allocation during
winter months.

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

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

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

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

Install an additional 3.5 million gallon water
storage tank at the treatment plant.

Install a 42,000 gpm Pump Station at the
Southeast SWTP.
a = acquisition, c = construction, d = design, f = development fees.

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

C52
406
AGENDA ITEM NO. 12.
97000 2024-25 2025-26 2026-27 2027-28 2028-29
ACCT PROJECT LOCATION or Later DESCRIPTION

WATER CAPITAL PROJECTS - DEVELOPER
77536 Northeast SWTP 2,500,000 d
63,000,000 c

SURFACE WATER TREATMENT PLANT IMPROVEMENTS
Northeast SWTP Pump Station
3,300,000 c

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

Auxiliary Power
77680 Well 39 - Willow/Magill
Pump and Motor d 35,000
450,000 c
Chlorination 15,000 d Install chlorination facilities.
155,000 c
Well 44 - Willow/Shepherd
Drill and Develop 200,000 a Drill and develop well.
35,000 d
450,000 c
Pump and Motor 25,000 d
500,000 c
Chlorination 15,000 d Install chlorination facilities.
155,000 c
Construct a 20 MGD surface water
treatment plant in the northeast area of the
city sphere, per the City Water Master Plan.

Install water service, backflow devices,
irrigation valves and landscaping at
Reservoir 4, Well 29, 31, 36, 38, and 42.

Install pump and motor, water main and site
improvements.

Install pump and motor, water main and site
improvements.

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

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

C53
407
AGENDA ITEM NO. 12.
97000 2024-25 2025-26 2026-27 2027-28 2028-29
ACCT PROJECT LOCATION or Later DESCRIPTION

WATER CAPITAL PROJECTS - DEVELOPER
Auxiliary Power 20,000 d Install auxiliary power.
123,000 c

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

TOTAL - WATER CAPITAL
PROJECTS - DEVELOPER 5,603,000 41,958,000 39,597,000 5,194,000 230,681,000 Complete well development including drill,
site development, pump & motor,
chlorination facilities, & auxiliary power.

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

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

Install pump and motor, water main and site
improvements.

Complete well development including drill,
site development, pump & motor,
chlorination facilities, & auxiliary power.
a = acquisition, c = construction, d = design, f = development fees.

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

C54
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AGENDA ITEM NO. 12.
99500 2024-25 2025-26 2026-27 2027-28 2028-29
ACCT PROJECT LOCATION or Later DESCRIPTION
81130 Clovis Landfill 150,000 c
Corrective Action Program
(Refuse Enterprise Fund)
81180 Landfill Wireless Link 5,000 d
20,000 c
(Refuse Enterprise Fund)
81120 Landfill Site Acquisition 20,000 a
(Refuse Enterprise Fund)
Landfill Access Road 10,000 d
Pave Bridge Access Road 65,000 c
(Refuse Enterprise Fund)
Landfill Security System 15,000 d
Install Chain Link Fence, Interior 185,000 c
Lighting and Video
(Refuse Enterprise Fund)
81213 Landfill Gas Extraction c 500,000 Installation of new gas extraction wells Gas Extraction Wells (Refuse Enterprise Fund)
81205 Landfill Transfer Station Acquire land and build green waste Green Waste 50,000 d transfer station.
250,000 c (Refuse Enterprise Fund)
Construction of monitoring equipment,
evaluation of groundwater extraction
pumps, gas extraction pumps, and water
filtration system.

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

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

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

Install chain link fence, interior lighting and
video to prevent unauthorized entry and
protect equipment and facilities from
vandalism.

COMMUNITY SANITATION IMPROVEMENTS - ENTERPRISE FUND
a = acquisition, c = construction, d = design, f = development fees.

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

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AGENDA ITEM NO. 12.
99500 2024-25 2025-26 2026-27 2027-28 2028-29
ACCT PROJECT LOCATION or Later DESCRIPTION

COMMUNITY SANITATION IMPROVEMENTS - ENTERPRISE FUND
81200 Villa Corporation Yard 5,000 d
Master Plan 80,000 c
(Refuse Enterprise Fund)
81147 Clovis Landfill Liner
Liner System (Stage II) 300,000 d
5,000,000 c
(Refuse Enterprise Fund)
Liner System (Stage III) 100,000 d
1,000,000 c
(Refuse Enterprise Fund)
Clovis Landfill Closure 300,000 d Place impermeable cover over entire landfill, 7,200,000 c complete drainage system, and install gas
vents. Estimate closure to occur in 2050.
(Landfill Closure/Post Closure Reserve)
Clovis Landfill Post Closure 3,000,000 c
(Landfill Closure/Post Closure Reserve)
TOTAL - REFUSE 500,000 0 75,000 300,000 17,380,000
30-year post closure monitoring and
maintenance. Estimate post closure to
occur in 2050.

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

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

Landfill expansion as needed for City
growth. Expansion estimated to occur in
2043 - 2044.
a = acquisition, c = construction, d = design, f = development fees.

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

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AGENDA ITEM NO. 12.
42750/48500/49210 2024-25 2025-26 2026-27 2027-28 2028-29 ACCT PROJECT LOCATION or Later DESCRIPTION
80098 First Time Home Buyer 395,000 100,000 100,000 100,000 100,000 Loans
(CalHome)
80099 Mobile Home Rehab 1,257,000 100,000 100,000 100,000 100,000 Home improvement and repair grants. (CalHome)
80100 Home Repair Loans/Grants 1,130,000 80,000 80,000 80,000 80,000 80101 First Time Home Buyer c 283,000 100,000 100,000 100,000 100,000 Loans
(HOME Grant)
80105 Home Improvement c 261,000 150,000 150,000 150,000 150,000 Home improvement and repair grants.

Grants (CDBG)
80170 Affordable Housing c 321,000 150,000 150,000 150,000 150,000 Project

TOTAL - HOUSING AND
COMMUNITY DEVELOPMENT 3,647,000 680,000 680,000 680,000 680,000 Agency participation in the repair and
rehabilitation of affordable housing.

Replace substandard mobile homes for low
income senior citizens in the mobile home
parks. (CalHome)
Gap financing for development of affordable
housing. (Housing Successor Funding /
PLHA Funding)
Assist low to moderate income families with
first home purchase.

Assist low to moderate income families with
first home purchase.

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

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AGENDA ITEM NO. 12.

COMMUNITY INVESTMENT PROGRAM

GLOSSARY OF TERMS, ACRONYMS, & ABBREVIATIONS
a Property Acquisition c Construction d Design
f Development Fees
s Construction Supervision
u Underground Service AlertN/O or n/o North ofS/O or s/o South ofE/O or e/o East ofW/O or w/o West ofADA Americans with Disabilities Act. A federal act requiring accessibility for the disabled to all facilities.

ATP Active Transportation Plan BTA Bicycle Transportation Account Benefit Zone A benefit zone is a specific area where revenues/assessments from parcels within that area are collected to specifically fund maintenance in that same area.

CalFire California Department of Forestry and Fire Protection CalHome A program to enable low and very low-income households to become or remain homeowners.

CDBG Community Development Block Grant. A source of
federal funding for improvements in low income or blighted areas.

CIP Community Investment Program CHIP Clovis Housing Improvement Program CMAQ Congestion Mitigation and Air Quality Program. A
federal source of funding under "SAFETEA-LU" for projects that reduce air pollution emissions caused by transportation activities through increased efficiency of transportation systems.

CUSD Clovis Unified School District
DBCP Dibromochloropropane Pesticide used in the past by farmers for Nematodes. Has now been found in the groundwater.

FID Fresno Irrigation District
FMFCD Fresno Metropolitan Flood Control District GAC Granular Activated Carbon. Large (20,000 gallon ±) vessels filled with Granular Activated Carbon for removal of DBCP.

GPA General Plan Amendment GPM Gallons per Minute
Hardscape Landscaping such as patios, sidewalks, and paths. HSIP Highway Safety Improvement Program HBRR Highway Bridge Rehabilitation and Repair. A federal funding source for repair and replacement of bridges.

HOPE Housing Opportunities through Education HOME Federal block grant to state and local governments designed to create affordable housing for low-income households.

HUTA Highway Users Tax Account (2010)
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AGENDA ITEM NO. 12.

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

IT Information Technology
LCTOP Low Carbon Transit Operations Program. A state
source of funding under Senate Bill 862 to provide operating and capital assistance for transit agencies.

LMD Landscape Maintenance District
LED Light-Emitting Diode
LTF Local Transportation Fund. A state funding source for street and transit projects- Article 3 is for bicycle and pedestrian facilities, Article 8 is for street construction.

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

Measure C In 2007, Fresno County voters passed a half-cent sales tax extension for twenty years to improve the County’s and all cities within the County’s overall transportation systems.

MGD Million Gallons per Day NFPA National Fire Protection Association NOx Nitrogen oxides are two gases, nitric oxide (NO),
which is a colorless, odorless gas and nitrogen dioxide (NO2), which is a reddish-brown gas with a pungent odor.

PCI Pavement Condition Index PD Police Department
PDS Planning and Development Services Department
PLHA Permanent Local Housing Allocation
PMS Pavement Management System. A computer-based
pavement management and inventory system, which helps staff, identify street project priorities.

PVC Polyvinyl Chloride. A pipe material used for sewer
and water main construction.

RDA Redevelopment Agency
R&T Park Research and Technology Park RSTP Regional Surface Transportation Program SB1 Senate Bill 1 – The Road Repair and Accountability Act (2017)
SE-SWTP Southeast Surface Water Treatment Plant SR 168 State Route 168 Is an east-west state highway in California that is separated into two distinct segments by the Sierra Nevada mountains.

STBG Surface Transportation Block Grant STP Surface Transportation Program. A federal source of funding under "SAFETEA-LU" for street construction and reconstruction activities.

Streetscape The visual elements of a street that defines its character, such as building façade, landscaping, sidewalks, street furniture, signs, lighting, etc.

ST-WRF Sewage Treatment and Water Reuse Facility SWTP Surface Water Treatment Plant TCP 1,2,3-Trichloropropane is an exclusively man-made chlorinated hydrocarbon commonly used as an industrial solvent, cleaner, degreaser, and in two commonly used soil fumigants used in California to manage nematodes. Contamination of TCP occurred in drinking water wells and is on the State of California’s list of chemicals known to cause cancer.

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AGENDA ITEM NO. 12.

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

TE Transportation Enhancement Activity. A federal
source of funding under "SAFETEA-LU" for enhancement of transportation facilities through beautification or restoration of historic facilities.

UGOH Underground Overhead. The undergrounding of
overhead facilities such as electric, phone and cable.

VCP Vitrified Clay Pipe. A pipe material used for sewer main construction.

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AGENDA ITEM NO. 12.

The Appendix Section provides
demographic information, phone
numbers of City offices, listing of
elected officials, miscellaneous
statistics, and a glossary of terms
used in this document.
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AGENDA ITEM NO. 12.
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AGENDA ITEM NO. 12.

OFFICIALS

CLOVIS CITY COUNCIL
The City Council meets regularly on the first, second, and third Mondays of each month in the Council Chamber; City Hall, 1033 Fifth Street at 6:00 p.m. Council meetings are open to the public and citizens are encouraged to attend and participate.

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

FRESNO COUNTY BOARD OF SUPERVISORS
Nathan Magsig, Supervisor (Chairman) Steve Brandau, Supervisor Room 300, Hall of Records Room 300, Hall of Records
2281 Tulare Street 2281 Tulare Street
Fresno, CA 93721-2198 Fresno, CA 93721-2198
(559) 600-5000 (559) 600-2000
STATE

ASSEMBLY MEMBER
Jim Patterson
6245 N. Fresno St., Ste. 106
Fresno, CA 93710
(559) 446-2029

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

UNITED STATES

REPRESENTATIVE
Currently Vacant

SENATORS
Alex Padilla
112 Hart Senate Office Building
Washington DC 20510
(202) 224-3553
Jim Costa
2440 Tulare St., Ste. 420
Fresno, CA 93721
(559) 495-1620
FREQUENTLY CALLED NUMBERS (Area Code 559)
Emergency 911
City Hall Information 324-2000
Clovis Branch Library 600-9531
Personnel Job Line 324-2733
Utility Billing 324-2130
CITY OF CLOVIS DEPARTMENTS (Area Code 559)
Administration 324-2060
Animal Control Officer 324-2450
Building Inspection 324-2390
City Clerk 324-2060
Clovis of Clovis Recreation 324-2780
Finance 324-2130
Fire 324-2200
General Services 324-2767
Water/Sewer/Streets/Parks 324-2600
Personnel 324-2725
Planning/Development Services 324-2340
Police (Non-Emergency) 324-2400
Senior Services 324-2750
Solid Waste 324-2604
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AGENDA ITEM NO. 12.

MISCELLANEOUS DEMOGRAPHIC INFORMATION
POPULATION Year City of Clovis Fresno County Year City of Clovis Fresno County 1950 2,766 276,550 2015 104,339 972,297
1960 5,546 365,945 2016 108,039 984,541
1970 22,133 413,329 2017 110,762 995,975
1980 33,021 514,621 2018 113,883 1,007,229
1990 49,300 667,490 2019 117,003 1,018,241
2000 70,746 805,005 2020 119,175 1,023,358
2010 95,480 923,373 2021 121,834 1,026,681
2012 98,377 938,467 2022 123,665 1,011,273
2013 99,983 952,166 2023 124,523 1,011,499
2014 102,188 964,040 2024 124,320 1,009,852
Source: City of Clovis, U.S. Bureaus of the Census, State Department of Finance

CLIMATE
2023 Average Daily Temperature (Degrees) Precip.

Maximum Minimum Average (Inches)
January 64.0 32.0 49.6 3.95
February 69.0 31.0 48.8 4.26
March 71.0 34.0 53.4 4.00
April 97.0 38.0 63.7 0.00
May 99.0 50.0 70.7 0.35
June 104.0 55.0 75.1 0.00
July 109.0 59.0 86.6 0.00
August 108.0 63.0 83.8 0.19
September 98.0 58.0 76.2 0.00
October 98.0 44.0 69.2 0.00
November 81.0 36.0 57.8 0.21
December 77.0 35.0 53.2 0.68
YEAR 109.0 31.0 70.0 13.64
Source: https://www.weather.gov/hnx/fatmain
AREA Year City of Clovis Year City of Clovis
(SQUARE
MILES) 1950 1.05 2014 24.02
1960 2.88 2015 24.15
1970 4.22 2016 24.36
1980 9.02 2017 24.40
1990 14.34 2018 25.50
2000 17.28 2019 25.50
2010 23.14 2020 25.91
2011 23.14 2021 25.98
2012 23.14 2022 25.98
2013 23.42 2023 27.33
Source: City of Clovis, Planning and Development Services A2
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AGENDA ITEM NO. 12.

RETAIL SALES INFORMATION
2022 Type of Business City of Clovis Fresno County
RETAIL SALES General Consumer Goods 722,804 3,635,936
(In Thousands Autos and Transportation 608,042 3,245,233 of Dollars) Building and Construction 259,388 1,335,149 Restaurants and Hotels 445,225 2,878,326
Fuel and Service Stations 185,049 1,796,069
Business and Industry 160,734 4,339,519
Food and Drugs 352,526 7,076,821
TOTAL 2,733,768 24,307,053
Source: Ca Dept of Tax and Fee Administration
ANNUAL Year City of Clovis Fresno County Year City of Clovis Fresno County TAXABLE 1970 25,012 883,810 2014 1,582,858 13,277,800
SALES (In 1980 165,377 3,131,515 2015 1,708,193 14,189,429 Thousands of 1990 448,565 5,739,359 2016 1,790,890 14,184,097 Dollars) 2000 930,608 8,472,055 2017 1,852,313 14,755,751 2009 1,158,887 9,966,448 2018 1,936,041 15,386,256
2010 1,201,964 10,154,265 2019 2,007,586 16,218,883
2011 1,278,684 11,179,478 2020 2,072,599 17,078,806
2012 1,373,070 12,020,630 2021 2,582,846 22,960,963
2013 1,509,721 12,618,111 2022 2,733,768 24,307,053
Source: Board of Equalization 1970 - 2016/HdL Companies 2017; Ca Dept of Tax and Fee Administration 2018 - Current A3
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AGENDA ITEM NO. 12.

MISCELLANEOUS BUILDING INFORMATION
DWELLING Year City of Clovis Year City of Clovis
UNITS* 1970 4,347 2014 38,016
1980 13,357 2015 38,927
1990 19,379 2016 39,624
2000 25,494 2017 40,607
2008 34,750 2018 41,957
2009 35,197 2019 42,805
2010 35,671 2020 43,917
2011 36,101 2021 45,155
2012 36,579 2022 46,014
2013 37,124 2023 46,672
Source: City of Clovis, County of Fresno
NEW
DWELLING Year Single Multiple Total
UNITS 2009 431 16 447
AUTHORIZED* 2010 474 0 474
2011 370 60 430
2012 378 100 478
2013 522 23 545
2014 703 189 892
2015 794 117 911
2016 697 0 697
2017 925 58 983
2018 1,046 304 1,350
2019 848 0 848
2020 884 228 1,112
2021 1,148 90 1,238
2022 531 328 859
2023 658 0 658
Source: City of Clovis ACFR
Year City of Clovis
BUILDING 2009 190,479,000
PERMITS --- 2010 193,394,000
VALUATIONS* 2011 130,706,000
2012 155,097,000
2013 169,722,000
2014 240,301,000
2015 251,287,000
2016 233,588,000
2017 310,024,000
2018 354,387,000
2019 348,837,000
2020 385,697,000
2021 389,542,000
2022 252,836,000
2023 284,665,000
Source: City of Clovis ACFR
* Prior Fiscal Year information updated to properly reflect historical quantities and values.

City of Clovis
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AGENDA ITEM NO. 12.

REVENUE BY CATEGORY

GENERAL FUND

PROPERTY TAXES
% OF PER CAPITA

AMOUNT TOTAL PER (ADJUSTED

RECEIVED REVENUE CAPITA FOR INFLATION)
2014-15 11,322,526 19.25% 108.52 29.89
2015-16 11,649,632 18.89% 107.83 29.46
2016-17 12,873,288 20.29% 116.22 30.91
2017-18 14,184,858 20.28% 124.56 32.19
2018-19 15,071,954 20.64% 128.82 32.12
2019-20 15,883,160 21.14% 133.28 32.35
2020-21 16,964,759 18.02% 139.24 32.84
2021-22 18,227,378 19.19% 147.39 34.20
2022-23 19,887,737 19.96% 159.71 34.49
2023-24 (EST) 21,347,000 20.12% 169.03 34.64
2024-25 (EST) 23,005,000 20.83% 179.64 35.64
10 20
30 40
50 60
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
Dollars

PROPERTY TAXES-PER CAPITA
Constant Dollars 2015-2025
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AGENDA ITEM NO. 12.

REVENUE BY CATEGORY

GENERAL FUND

SALES TAX
% OF PER CAPITA

AMOUNT TOTAL PER (ADJUSTED

RECEIVED REVENUE CAPITA FOR INFLATION)
2014-15 18,037,580 30.67% 172.87 47.62
2015-16 19,119,633 31.00% 176.97 48.35
2016-17 19,675,483 31.01% 177.64 47.24
2017-18 20,425,341 29.20% 179.35 46.34
2018-19 21,597,179 29.58% 184.59 46.03
2019-20 22,393,757 29.81% 187.91 45.61
2020-21 27,526,307 29.23% 225.93 53.29
2021-22 31,105,966 32.74% 251.53 58.36
2022-23 30,238,078 30.35% 242.83 52.45
2023-24 (EST) 29,982,000 28.26% 234.13 47.98
2024-25 (EST) 30,892,000 27.98% 241.23 47.86
20 30
40 50
60 70
80 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Dollars

SALES TAX-PER CAPITA
Constant Dollars 2015-2025
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AGENDA ITEM NO. 12.

CITY OF CLOVIS

PRINCIPAL EMPLOYERS
JUNE 30, 2023
Approximate
Employer Number of Employees
Clovis Unified School District 5,397
Clovis Community Hospital 2,824
County of Fresno 1,590
Wawona Frozen Foods 784
City of Clovis 756
Wal-Mart 690
Anlin Industries 500
Cen Cal Builders 417
Costco 408
Target 387
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AGENDA ITEM NO. 12.

GLOSSARY
AARP - American Association of Retired Persons.

AB 109 - Assembly Bill 109 also known as the Public
Safety Realignment Act passed by California voters
in 2011 shifted responsibility for supervising certain
populations of offenders and parolees from state
prisons to county jails.

AB 147 - Assembly Bill 147 also known as the
Marketplace Facilitator Act was signed on April 25,
2019 creating new sales and use tax collection
requirements for remote sellers and all retailers.

AB 939 - This state law requires each jurisdiction in
California to divert at least 50% of its waste stream
away from landfills either through waste reduction,
recycling or other means.

Accrual - A method of accounting that recognizes
the financial effect of transactions, events, and
interfund activities when they occur, regardless of
the timing of related cash flows.

ACFR (Annual Comprehensive Financial Report)
- The annual financial statements for the City of
Clovis.

ACT - Adult Compliance Team. A multi-agency
alliance with local law enforcement agencies that
provides an additional layer of offender
accountability and supervision as a result of AB109.

ADA - Americans with Disabilities Act. A Federal Act
requiring accessibility for the disabled to all facilities.

Admin & Overhead Expenditures - Indirect
departmental expenses such as administration,
building operations and maintenance, office
supplies, computer services, and depreciation.

AMI - Advanced Metering Infrastructure.

Appropriation - A legal authorization granted by a
legislative body to make expenditures and to incur
obligations for a specific purpose.

Appropriations Limit - Passed by voters in 1979
establishing the maximum amount of tax proceeds
that State or local governments may appropriate in a
fiscal year.

ARPA - American Rescue Plan Act of 2021 which
provides funding for state and local governments in
response to the COVID-19 pandemic.

Assessed Value - The value placed on property by
the County Assessor. Special assessment amounts
levied against certain properties to defray all or part of the cost of a specific capital improvement or
service deemed to benefit primarily those properties.

ATF – Alcohol, Tobacco, and Firearms.

ATP - Active Transportation Plan.

AV - Audio Video.

Balanced Budget - The financial position where
available resources meet or exceed expenditures.

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

Benefits - Payment to which participants may be
entitled under a pension plan including pension
benefits, death benefits, and benefits due on
termination of employment.

Benefit Zone Reserves - Zones within the City’s
Landscape Maintenance District that property
owners pay assessment fees to maintain public
landscape improvements. Reserves are maintained
to address replacement of enhancement features
and repair projects.

Bonds - A debt investment in which an investor
loans money to an entity that borrows the funds for a
defined period of time at a stated interest rate to
finance a variety of projects.

Budget - A major expense control device used to
monitor expenses. A governmental budget generally
carries the force of law when spending limits are
established in a legally adopted budget.

BVLOS - Beyond Visual Line of Sight.

CAD - Computer Aided Dispatch.

CalFire - California Department of Forestry and Fire
Protection.

CalHome - A program to enable low and very lowincome households to become or remain homeowners.

Capital Improvements - Permanent improvements
that add value to land (e.g., fences, retaining walls,
sidewalks, pavements, gutters, water and sewer
lines, and bridges).

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AGENDA ITEM NO. 12.

Capital Outlay - Expenditures resulting in the
acquisition of or additions to the government's fixed
assets that typically last more than one year.

CAR - Clovis Area Recreation.

CARES Act - Coronavirus Aid, Relief and Economic
Security Act. An economic stimulus bill passed by
Congress and signed by President Trump on March
27, 2020.

CCDA - Clovis Community Developmental Agency.

The City of Clovis’ former redevelopment agency.

CCU - Community Clean-Up.

CDBG - Community Development Block Grant. A
source of federal funding for improvements in low
income or blighted areas.

CEA - Clovis Employees Association.

CERT - Clovis Emergency Response Team.

CEQA - Clovis Environmental Quality Act.

CFD - Community Facilities District which is a district formed in new growth areas to provide funding for
public safety and/or public utility infrastructure.

CFFA - Clovis Fire Fighters Association.

CNT - Crisis Negotiation Team.

Community Investment Program (CIP) - A plan for
capital expenditures to be incurred each year over a
period of years to meet capital needs arising from the
long-term work program or other capital needs.

COPs (Certificates of Participation) - A type of
financing where an investor purchases a share of the
lease revenues of a program rather than the bond
being secured by those revenues.

COVID-19 - Coronavirus disease 2019.

CPI (Consumer Price Index) - An index measuring
the change in the cost of typical wage-earner
purchases of goods and services expressed as a
percentage change in the cost of these same goods
and services in the same base period.

CPOA - Clovis Police Officers Association.

CPSE - Center for Public Safety Excellence.

CPSEA - Clovis Public Safety Employees
Association.

CPTA - Clovis Professional & Technical Association.

CPWEA - Clovis Public Works Employee
Association.

CQI - Continuous Quality Improvement.

CSO - Community Service Officer.

CSUF - California State University Fresno.

CTFP - Confidential Technical and Financial
Professionals.

Current Resources - Sources of funds that are
received in the current period.

CUSD - Clovis Unified School District.

DBCP - Dibromochloropropane, pesticide used in
the past by farmers for Nematodes. This was found
in the groundwater.

DEA - Drug Enforcement Administration.

Debt Service - The interest and principal payments
on long-term debt.

Depreciation - The portion of the cost of plant assets
that is deducted from revenue for asset services
used in the operations of the business.

Designated Fund Balance - Segregation of a
portion of fund balance to indicate plans for future
use.

DFR - Drone First Responder.

DIF - Development Impact Fees.

Discretionary Funds - Those funds that are not
specifically restricted to their uses and over which
the Council has complete control.

Diversion – Intervention programs to redirect youths
away from formal processing in the juvenile justice
system, while still holding them accountable.

DUI - Driving Under the Influence.

EMS - Emergency Medical Services.

Encumbrances - Commitments related to
unperformed contracts for goods and services. Used
in budgeting, encumbrances are not GAAP
expenditures or liabilities but represent the estimated amount of expenditures ultimately to result if
contracts in process are completed.

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AGENDA ITEM NO. 12.

Enterprise Fund - Enterprise funds are used to
account for operations that are financed and
operated in a manner similar to private business
enterprises where the intent of the governing body is
that the costs of providing goods or services to the
general public on a continuing basis be financed or
recovered primarily through user charges.

EDD - Employment Development Department.

EIR - Environmental Impact Report.

EOC - Emergency Operations Center.

EOD - Explosive Ordinance Disposal.

EOP - Emergency Operations Plan.

ERP - Enterprise Resource Planning which is
software designed to integrate an organization’s
business processes into a single system.

ETC - Estimate To Close.

Extra Help - Cost of employees who are hired on a
temporary or substitute basis.

FAA - Federal Aviation Administration.

FAX - Fresno Area Express Transit System.

FBI - Federal Bureau of Investigation.

FEMA - Federal Emergency Management Agency.

Fiduciary Fund - Fiduciary funds are used to
account for assets held by the government as an
agent for individuals, private organizations, other
governments and/or other funds.

Fiscal Year - A 12-month period to which the annual
operating budget applies and for which a
government determines its financial position and the
results of its operations.

Five-Year Forecast - A projection of operating
position for a five-year period.

Fleet Fund - The internal service fund that is for fleet purchases and maintenance.

FMAAA - Fresno-Madera Agency on Aging.

FMFCD - Fresno Metropolitan Flood Control District.

Franchise Fees - Payments to the city from a utility
company for use of the city’s streets and rights of
way for its services provided. The City of Clovis
receives franchise fees from Pacific Gas & Electric,
Comcast Cable, and AT&T/DirecTV.

FTO - Field Training Officer.

Fund - A fiscal and accounting entity with a selfbalancing set of accounts in which cash and other financial resources, all related liabilities, and residual equities or balances and changes therein are
recorded and segregated to carry out specific
activities or attain certain objectives in accordance
with special regulation, restrictions, or limitations.

Fund Balance - The difference between fund assets
and fund liabilities of governmental and similar trust
funds.

GAAP - Generally Accepted Accounting Principles.

GASB - Governmental Accounting Standards Board.

General Fund - The primary fund for the City in
which all assets and liabilities are recorded that are
not assigned to a special purpose fund.

General Government Facilities Fund - The internal
service fund that is responsible for building
maintenance.

General Obligation Debt - A long-term debt that has
been approved by the voters and for which a
property tax rate may be assessed.

General Plan - A plan that provides the guidelines
under which development can occur.

GFOA - Government Finance Officers Association.

GIS - Geographic Information System.

HCD - The Department of Housing and Community
Development is California’s principal housing
agency. The mission is to provide leadership,
policies and programs to expand and preserve safe
and affordable housing opportunities and promote
strong communities for all Californians.

HEAT - Help Eliminate Auto Theft.

Heritage Grove - The future housing development
located between Willow and Sunnyside Avenues
and Shepherd and Copper Avenues.

HPS - High Pressure Sodium.

HQ - Headquarters.

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HUTA - Highway Users Tax Account. Cities and
counties receive revenue from the motor vehicle fuel
taxes imposed pursuant to California’s Revenue and
Taxation Code Section 7360(a) and (b).

ICS - Industrial Control Systems. An information
system used to control industrial processes.

ICT - Innovative Clean Transit.

Industrial Park - An area designated for industrial
production and service.

ISF (Internal Service Funds) - Established to
finance, administer, and account for departments of
a government whose primary purpose is to provide
goods or services to the government’s other
departments on a cost-reimbursement basis.

ISO Rating - Insurance Service Office issues ratings
to Fire Departments for the effectiveness of their fire protection services and equipment. The rating is a
numerical grading system used by the insurance
industry to develop premium rates for residential and
commercial businesses.

K9 - A dog specifically trained to assist police.

LAFCO - Local Agency Formation Commission.

Landmark Square - The future site of the new
Senior Center, Transit hub and County Library to be
located north of Third Street and Veterans Parkway.

LED - Light Emitting Diode.

LCTOP - Low Carbon Transit Operations Program.

LIS - Land Information System.

LMD - Landscape Maintenance District.

LTF (Local Transportation Funding) - Derived
from ¼¢ of the retail sales tax collected statewide
and used for transportation purposes specified under
the Transportation Development Act.

MAGEC - Multi-Agency Gang Enforcement
Consortium.

Major Fund - The General Fund is always a major
fund. Major funds have revenues,
expenditures/expenses, assets, or liabilities that are
at least 10% of the corresponding totals of all
governmental or enterprise funds and at least 5% of
the aggregate amount for all governmental or
enterprise funds for the same item.

Measure C - County wide ½¢ sales tax used to fund
street improvements and transit operations
approved by voters for a twenty-year extension on
this tax in November 2006.

Modified Accrual - An accounting method
commonly used by government agencies that
combines accrual basis accounting with cash-basis
accounting.

NIBRS - National Incident-Based Reporting System.

NIMS - National Incident Management System.

NKGSA - North Kings Groundwater Sustainability
Agency.

Non-discretionary Funds - Those funds that are
specifically restricted as to their use and may not be
utilized for other purposes.

NPDES - National Pollutant Discharge Elimination
System as authorized by the Clean Water Act permit
program controls water pollution by regulation point
sources that discharge pollutants into waters of the
United States.

NRC - Non-Residential Construction.

OES - Office of Emergency Services.

Old Town - The restored business sector of
downtown Clovis.

Operating Budget - Plans of current expenditures
and the proposed means of financing them. The
annual operating budget is the primary means by
which most of the financing, acquisition, spending,
and service delivery activities of a government are
controlled.

OSHA - Occupational Safety and Health
Administration.

PCI - Pavement Condition Index indicates the
condition of a pavement, for prioritizing repairs and
rehabilitation of the road network.

PCI - Per Capita Income.

PDS - The enterprise fund Planning and
Development Services.

PERS - Public Employees’ Retirement System.

PFAS - Polyfluoroalkyl Substances.

PG&E - Pacific Gas & Electric.

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PITCHESS - A request made by the defense in
California to obtain information from a police officer’s confidential employment file.

PIO - Public Information Officer.

PLHA – Permanent Local Housing Allocation.

PMS - Pavement Management System.

POST - Peace Officer Standards & Training.

Preemption Devices - A system to allow public
safety vehicles to activate traffic signals.

PSO - Public Safety Operator.

Public Hearing - A forum where citizens of a
government have the opportunity to be heard,
present, and listen to argument on a specific matter.

REAP - Retention, Expansion, & Attraction Program.

Reappropriation - Expenditures that were not
expected to occur over more than one fiscal year but
in fact do occur in the following fiscal year and were
not included in the current budget.

Recommended Budget - The budget presented to
the Council by the City Manager.

Regional Wastewater Treatment Facility - The
sewage treatment facility owned by the cities of
Clovis and Fresno.

Reserved Fund Balance - The portion of fund
balance that is: (1) not available for appropriation or expenditure; and/or (2) is segregated legally for a
specific future use.

Resolution - A formal expression of an opinion, will,
or intent voted by the City Council.

RMS - Records Management System.

ROPS (Required Obligation Payment Schedule) -
Schedule listing payments of enforceable
obligations.

Roundup - Para transit services providing demand
response service for disabled residents ages 6 and
up.

R&T- Research and Technology.

SAFER Grant - Staffing for Adequate Fire and
Emergency Response grant. A grant from FEMA to
provide funding directly to Fire Departments to help
increase or maintain the number of trained front line
firefighters.

SB1 (Senate Bill 1) - A transportation funding
package which increased several taxes, starting in
November 2017, for the state’s transportation
network.

SB 1383 – Regulations that require jurisdictions to
conduct education and outreach on organics
recycling to all residents, businesses (including
those that generate edible food that can be donated)
haulers, solid waste facilities, and local food banks
and other food recovery organizations.

SCADA - Supervisory Control and Data Acquisition.

A control system for gathering and analyzing real
time data to monitor and control equipment.

SCBA - Self-Contained Breathing Apparatus.

SEMS - Standard Emergency Management System.

SET - Special Enforcement Team.

SGMA - Sustainable Groundwater Management Act.

South Dakota v. Wayfair - The United States
Supreme Court ruling that states can mandate that
businesses without a physical presence in a state
with more than 200 transactions or $100,000 in-state
sales collect and remit sales taxes on transactions in
the state.

Special Assessment Debt With Governmental
Commitment - The face value of special
assessment bonds not due within one year when the
government is secondarily obligated for repayment
of the bonds.

Special Assessment District Debt - The face value
of special assessment bonds not due within one year
when the government is primarily obligated for
repayment of the bonds.

Specific Plans - Sub-areas of the City utilizing
specific plans to focus on defined areas of the City
for more precise guidelines on land use and
development.

STA (State Transit Assistance) - Derived from
sales tax collected on diesel fuel statewide and used
for transportation purposes specified under the
Transportation Development Act.

Stageline - Transit buses that operate along fixed
routes with regularly scheduled stops.

Streetscape - The visual elements of a street that
defines its character, including building façade,
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AGENDA ITEM NO. 12.
landscaping, sidewalks, street furniture, signs,
lighting, etc.

STWRF - Sewage Treatment and Water Reuse
facility. The sewage and water reuse facility owned
by the City.

Successor Agency - State Legislature passed
AB1X 26 on June 29, 2011 to completely dissolve all
Redevelopment Agencies in the State, effective
February 1, 2012. Successor Agencies were
created and charged with handling outstanding
debts and the winding down of redevelopment
activities, under the direction of an Oversight Board.

The City of Clovis is the Successor Agency to the
former Clovis Community Development Agency.

SWAT - Special Weapons and Tactics.

SWTP - Surface Water Treatment Plant.

TCP (Trichloropropane) - a chemical compound
manufactured by Shell Chemical Company and Dow
Chemical Company.

TEBU - Transit Employees Bargaining Unit.

TOT - Transient Occupancy Tax. Tax levied by cities
on persons staying 30 days or less in a room(s) in a
hotel, inn, motel, tourist home, or other lodging
facility.

Transfers - The movement of resources between
funds.

UAV - Unmanned Aerial Vehicle (drone).

UCR - Uniform Crime Reporting.

Unreserved Fund Balance - Those portions of fund
balance that are not appropriated for expenditure or
are legally segregated for specific future use.

UOF - Use of Force.

VMT- Vehicle Miles Traveled.

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

W/C - Worker’s Compensation.

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

WWTP - Wastewater Treatment Plant.

YARTS - Yosemite Area Regional Transportation
System.

ZEB - Zero-Emission Buses.

ZEV - Zero-Emission Vehicles.

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AGENDA ITEM NO. 12.

TO: Mayor and City Council
FROM: Planning and Development Services
DATE: May 20, 2024
SUBJECT: Consider items associated with approximately 246 acres of land located southwest of the intersection of Behymer Avenue and the Sunnyside Avenue alignment, within the Heritage Grove Urban Center. Great Bigland LP., owner; Wilson Premier Homes, Inc., applicant; Harbour and Associates, representative.
a. Consider Approval - Res. 24-__, A Resolution (1) Certifying the Final Environmental Impact Report for the TM 6343 Project; (2) Adopting CEQA Findings of Fact and a Statement of Overriding Consideration; and (3) Adopting a Mitigation Monitoring and Reporting Program. b. Consider Approval – Res. 24-__, GPA2021-003, A Resolution approving a request to amend the land use element of the General Plan for the Development Area (approximately 71.54 acres) from the Medium Density land use designation to the Medium High Density land use designation as part of the Second General Plan Amendment Cycle of 2024.
c. Consider Introduction - Ord. 24-__, R2021-006, An Ordinance approving a request to prezone the properties within the annexation area (246 acres) from the Fresno County AE-20 Zone District to the Clovis O, P-F, R-A, R-1, and R-1-PRD Zone Districts.
d. Consider Approval - Res. 24-__, TM6343, A Resolution approving a vesting tentative tract map for a 590-lot single-family planned residential development.
e. Consider Approval - Res. 24-___, PDP2021-001, A Resolution approving a planned development permit for a 590-lot single-family residential development.
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AGENDA ITEM NO. 13.
f. Consider Approval - Res. 24-___, RO305, A Resolution approving Application for the Annexation of the Territory known as the BehymerSunnyside Southwest Reorganization area (approximately 246 acres).

Staff: Lily Cha, Senior Planner
Recommendation: Approve
ATTACHMENTS: 1. Draft Resolution CEQA

2. Draft Resolution GPA2021-003

3. Draft Ordinance R2021-006

4. Draft Resolution TM6343

5. Draft Resolution PDP2021-001

6. Draft Resolution RO305

7. Applicant’s Justification for GPA2021-003

8. Proposed Development Standards for PDP2021-001

9. Proposed Amenities

10. Floor Plan & Elevations

11. Initial Study

12. Draft Environmental Impact Report

13. Final Environmental Impact Report

14. Memorandum – EIR Errata for Project Changes

15. Memorandum – Response to Comment Letters

16. Correspondence from Commenting Agencies

17. Site Specific Service Plan

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
Staff and the Planning Commission recommend that the City Council take action to approve each component of the proposed Project as outlined in the subject title of this item.

EXECUTIVE SUMMARY
Wilson Premier Homes, Inc., the applicant, seeks approval for the TM6343 Project, herein referred to as “Project.” This Project is designed as a 590-lot planned single-family development on 71.54 acres of property in the City’s Heritage Grove planned growth area. The Project site is a portion of the larger 246-acre annexation area required of the Project. The Project requires a series of entitlement applications including an annexation, general plan amendment, prezone, planned development permit, and a vesting tentative tract map. Approval of this Project would enable City staff to proceed with the annexation process through LAFCO and allow the developer to work towards processing a residential site plan review entitlement and development drawings. 432
AGENDA ITEM NO. 13.

BACKGROUND
The Project site is located within the City’s Heritage Grove Urban Center that encompasses four square miles within the northwest sphere of influence area of Clovis. Heritage Grove is one of three Urban Centers identified in the City’s General Plan and designed as sub-communities that enable the City to grow while maintaining authentic, small town character and overall livability.

A goal within the Heritage Grove Urban Center is to achieve compact development patterns that integrate a variety of housing types, sizes, and densities at the neighborhood and community level, and development of a well-connected grid system of roads. A comprehensive design document of the Heritage Grove area was developed and adopted on December 5, 2016, establishing an overall theme and criteria for development. Development within the Heritage Grove Urban Center was initiated in 2018 with the approval of TM6200 near Shepherd and Clovis Avenue. Wilson Premier Homes submitted the application for this Project under consideration in 2021, initiating the CEQA process. The proposed Project is contiguous with the nearly completed development (TM6200) to the south.

PROPOSAL AND ANALYSIS
This Project is a 590-lot planned single-family development on 71.54 acres of property in the City’s Heritage Grove planned growth area. The Project site is a portion of the larger 246-acre annexation area required of the Project. As depicted in Figure 1 below, the Project site and annexation area is located in the southwest area of Behymer Avenue and the Sunnyside Avenue alignment. The Project entails several entitlement applications, including an annexation, general plan amendment, prezone, a permit for planned development, and a vesting tentative tract map.

The following sections analyze each entitlement request and provide findings in support.

FIGURE 1 – Project Area
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AGENDA ITEM NO. 13.

General Plan Amendment GPA2021-003
The 71.54 acre Project site is currently designated as Medium Density Residential (4.1-7.0 DU/Ac) in the City's General Plan Land Use Diagram. This designation mandates that development must adhere to single-family residential types and fall within the density range of

4.1 to 7.0 dwelling units per acre. Consequently, the Project is restricted to developing no fewer than 293 units and no more than 501 units. However, the applicant seeks to amend the City's General Plan land use diagram by proposing a change to the Project site's designation to Medium High Density Residential (7.1-15.0 DU/Ac). This designation would allow for the development of between 508 and 1,073 units. The proposed Project, aiming for a development of 590 units, aligns with the lower end of the density range permitted under the proposed Medium High Density Residential designation.

FIGURE 2 – General Plan Designation
General Plan Required Findings and Analysis
In order to approve an amendment to the General Plan, specific findings must be made. Those include the following:

1. The proposed amendment is internally consistent with the goals, policies, and actions of the General Plan;
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AGENDA ITEM NO. 13.

The proposed amendment aligns internally with the outlined goals, policies, and actions of the General Plan. Additionally, the Project will conform to the proposed General Plan land use designation of Medium High Density Residential.
a. Land Use element - Goal 3: Orderly and sustainable outward growth into three Urban Centers with neighborhoods that provide a balanced mix of land uses and development types to support a community lifestyle and small-town character.

The Project is proposed within the Heritage Grove Urban Center, one of the three Urban Centers designated by the General Plan to facilitate growth in a manner that prioritizes high quality, fiscal sustainability, and balance. A goal within the Heritage Grove Urban Center is to achieve compact development patterns that integrate a variety of housing types, sizes, and densities at the neighborhood and community level, and development of a well-connected grid system of roads. Approval of the Project would facilitate this goal and contribute to fulfilling the design guidelines of the urban center, encompassing circulation patterns, public facilities, and aesthetic considerations.
b. Land Use element - Goal 3, Policy 3.9: Connected development. New development in Urban Centers must fully improve roadway, pedestrian, and bicycle systems within and adjacent to the proposed project and connect to existing urbanized development.

Circulation Element - Goal 1: A comprehensive and well-maintained multimodal circulation system that provides for safe and efficient movement of people and goods.

Circulation Element - Goal 1, Policy 1.6: Internal circulation. New development shall utilize a grid or modified-grid street pattern…
As previously mentioned, the Project has been designed to fulfill both the circulation requirements outlined in the General Plan and the design guidelines specific to Heritage Grove. The development will enhance the adjacent streetscape, including Behymer along the Project’s frontage, as well as Baron, Palisade, and North Osmun Avenues between Behymer and Perrin Avenues. Additionally, internal local streets, such as segments of Perrin Avenue and Hammel Avenue within the development area, will be installed. Baron and Perrin Avenues provide connection to the existing City developments situated immediately to the south and east of the Project site, thereby contributing to the overall street grid system in the area. c. Land Use element - Goal 5: A city with housing, employment, and lifestyle opportunities for all ages and incomes of residents.

Land Use Element - Goal 3, Policy 5.1: Housing variety in developments. Housing variety in developments. The Clovis General Plan has been planned to provide a variety of housing product types suitable to each state of a person’s life. Each 435
AGENDA ITEM NO. 13.
development should contribute to a diversity of housing sizes and types within the standards appropriate to the land use designation…
The Project comprises compact single-family residential homes on smaller-thanstandard lot sizes, ranging from 2,041 to 9,676 square feet. Typically, in higher density developments with smaller homes, the cost of a home is reduced, creating opportunities for home ownership for families and individuals with above moderate incomes.

Furthermore, the Project will contribute towards the City’s housing inventory. Offering a non-traditional single-family development, it adds to the diversity of housing options in Clovis. The development presents two distinct product types: Wilson Homes proposes its Elev8ions style homes and its Regent Park style homes. The Elev8ions product features smaller lot sizes and predominantly 2-story homes, while the Regent Park project offers slightly larger lots with homes ranging from single-story to 2 stories.

With these two product types complementing the already unique single-family residential development, the Project will enhance the variety of housing options available within the City's existing housing stock.

2. The proposed amendment would not be detrimental to the public interest, health, safety, convenience, or general welfare of the City;
The Project is proposed within the City's planned growth area and has undergone thorough review by various City departments and external agencies. No significant concerns were raised by these stakeholders. Furthermore, the Project's environmental impacts have been assessed through an associated Environmental Impact Report (EIR). The EIR delineated the significant environmental impacts across each mandated category by the California Environmental Quality Act (CEQA) and proposed mitigation measures where necessary.

Notable impacts deemed significant and unavoidable include traffic. To proceed, the City must find and adopt a Statement of Overriding Considerations, affirming that the Project's economic, social, and other benefits outweigh its significant, unavoidable effects. Upon this determination by the City Council, the necessary findings will be established.

3. If applicable, the parcel is physically suitable (including absence of physical constraints, access, compatibility with adjoining land uses, and provision of utilities) for requested/ anticipated project;
The 71.54 acre site is well suited to accommodate the proposed 590-lot single-family residential subdivision and necessary utility connections to the site. Situated directly north of the current City limits, the Project shares proximity with similar single-family residential developments. Adjacent to the Project site lies a sizable Fresno Metropolitan Flood Control District (FMFCD) basin to the east, while rural residential homes are situated adjacent to the Project site in the same direction. Northward, across Behymer Avenue, agricultural lands border the Project site. The Project's location is consistent with both existing and planned surrounding land uses. Moreover, the Project was designed in such a way that limits the number of houses abutting the existing rural residential homes. 436
AGENDA ITEM NO. 13.

4. There are compelling reasons for the amendment.

The applicant provided justification for the amendment which is outlined in Attachment 7 of this report and summarized below. The decision-making body has the discretion to determine if reasons for amending the General Plan are compelling. a. The Project will provide a mix of high-quality housing within the northern new growth area of the City of Clovis and is justified by the need for more affordable housing.

Higher density developments reduce urban delivery costs. b. The subject site is of an odd shape and will require extra ordinarily expensive public improvements. The slight increase in density addresses a market demand for the housing proposed by the project and lowers infrastructure costs thus improving affordability.
c. At the time of the land use designation adoption for the property, development cost and related infrastructure cost were not accelerating at the rate as is now.

In brief, the proposed amendment to the General Plan satisfies the criteria necessary for approval. It adheres to the goals and policies outlined in the General Plan, shows no adverse effects on the city's public welfare, health, or safety, verifies the physical suitability for the Project, and offers compelling reasons for the amendment. These include the provision of quality housing, the improvement of recreational amenities, and contributing towards meeting the housing demand in the City of Clovis.

Prezone and Planned Development Permit
Prezone
The Project is associated with a prezone and planned development permit. The proposed prezone, R2021-006, aims to rezone the Project site from the Fresno County AE20 Zone District to the Clovis R-1-PRD (Planned Residential Development) Zone District. Additionally, the application will encompass the prezoning of several other sites slated for annexation from Fresno County Zoning to City of Clovis Zoning. This prezoning process is a prerequisite for their integration into the City. Figure 3 on the following page illustrates the proposed zoning for each property, all of which will align with the underlying General Plan designations for the seven sites.

The proposed R-1-PRD designation for the specific Project site is consistent with the proposed Medium High General Plan designation.
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AGENDA ITEM NO. 13.

FIGURE 3 – Zone District
Prezone Required Findings and Analysis
The subsequent findings are necessary to approve a Zone Map amendment. It is essential to note that these findings overlap with those detailed in the preceding General Plan Amendment Required Findings and Analysis section and will reference the information provided therein.

1. The proposed amendment is consistent with the goals, policies, and actions of the General Plan;
The proposed Prezone conforms to both the General Plan designation intended for this Project and the existing General Plan designations for sites within the annexation area, extending beyond the 71.54 acre Project area. The proposed amendment is consistent with the goals, policies, and actions of the General Plan as outlined in number one of the General Plan Amendment Required Findings and Analysis section above.

2. The proposed amendment would not be detrimental to the public interest, health, safety, convenience, or general welfare of the City;
The Project is located within the City's designated growth area and has undergone comprehensive evaluation by multiple City departments and external agencies for feedback.

Importantly, no significant concerns were raised by these stakeholders. Additionally, the 438
AGENDA ITEM NO. 13.

Project's environmental impacts have been assessed through the accompanying Environmental Impact Report (EIR).

3. The parcel is physically suitable (including absence of physical constraints, access, compatibility with adjoining land uses, and provision of utilities) for the requested zoning designations and anticipated land uses/ projects.

Refer to number 3 of the General Plan Amendment Required Findings and Analysis section.

Planned Residential Development
The proposed R-1-PRD Zone District requires the associated planned development permit.

Planned development permits are required for all planned residential developments, such as the proposed Project. Planned development permits facilitate design flexibility and encourage innovative and superior site planning, culminating in a comprehensive development of superior quality. Further details regarding the planned development permit are outlined below.

Development Standards
The planned development permit provides the flexibility to adjust or modify development standards, such as building coverage, height, setbacks, fence and wall heights, landscaping, open space, and street layout, where necessary and justifiable. The table below outlines the proposed development standards for each product type. While the applicant has provided models for each of their products, models will be assessed against the established development standards and formalized through the residential site plan review process, which has been recommended as a condition of approval for the tract map and planned development permit.

Table 1 – Planned Development Permit Development Standards Standard
Housing Products Typical City Standards
R-1-MD (Medium High
Density)
Elev8ions
(376 lots)
Regent
(214 lots)
Minimum Lot Size (Square Feet) 1,800 4,500 4,500
Minimum Parcel Width 36 feet 50 feet 50 feet
Minimum Curved Parcel Width 36 feet 25 feet 50 feet
Minimum Corner Parcel Width 36 feet 53 feet 50 feet
Minimum Parcel Depth 50 feet 90 feet 90 feet
Maximum Lot Coverage 65 % 60% 45%
Maximum Height 2-stories not to exceed 35 feet
Front (Garage) Setback 5 feet 20 feet (local street)
18 feet 20 feet
Front (Living) Setback 4 feet 10 feet 15 feet
Setback to Projections and/or Porch/
Patio 4 feet 9 feet 15 feet
Garage Side Setback 5 feet 5 feet 5 feet
Corner Street Side Setbacks 3 feet 8 feet 10 feet
Reversed Corner Street Side Setback 3 feet 8 feet 15 feet Corner Street Side Fence Setback 3 feet 3 feet 15 feet
Interior Side Yard Setback (opposite
from garage) 3 feet 3 feet 5 feet
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AGENDA ITEM NO. 13.

Rear Setback 4 feet 8 feet 15 feet
Garages
20’x20’ interior
dimension (2-car)
10’x20’ interior
dimension (1-car)
20’x20’ interior
dimension (2-car)
20’x20’ minimum
with 9’x15.5’
minimum tandem
(3-car)
20’X22’ interior dimension (2-
car)
Table 1 above delineates developer’s proposed development standards by housing product (Elev8tions and Regent Park) in comparison to the traditional Zone District (R-1-MD) development standards associated with the Medium High Density zone district. Notably, deviations entail reductions in listed standards such as lot size, parcel configuration, setbacks, garage sizes, and an increase in maximum lot coverage. Furthermore, the Elev8ions product will include one home model featuring a single-car garage, whereas it is typical for a singlefamily home to provide a 2-car garage.

To ensure adequate side yard access and proper storage for trash toters, the Project proposes a minimum setback of five (5') feet for all garage-side setbacks. Additionally, the Project is conditioned to provide an all-weather surface for the placement and storage of trash receptacles, extending from the 5-foot side yard (garage side) to the front of the property. These proposed development standards are in line with recent projects approved under the planned development permit process.

Homeowners Association
The Project includes the integration of private streets primarily within three (3) gated communities. Within this development, the Homeowners Association (HOA) is slated to supervise the maintenance of open spaces and common areas, ensuring they remain well-kept and functional. Furthermore, the HOA will be responsible for enforcing regulations pertaining to unauthorized parking within the gated communities, thereby promoting a secure and organized environment for both residents and visitors. This setup is designed to uphold community standards and elevate the quality of life for residents within the Project's jurisdiction.

Proposed Amenities
Chapter 9.66 of the Clovis Municipal Code, Planned Development Permits, offers a framework for flexibility in development standards to accommodate various development types that may not conform to standard regulations. Within this context, planned residential developments are mandated to produce developments of superior quality, including a program of enhanced amenities commensurate with the requested deviations.

In exchange for concessions such as reduced lot sizes, setbacks, increased lot coverage, and deviations in garage specifications, the applicant proposes a range of project amenities aimed at benefiting both homeowners and the wider community. These amenities include two gated community areas featuring recreation buildings and pools, a trail along the north side of Perrin between Baron and Hammel Avenues comprising a spacious, meandering concrete path intersecting with a decomposed granite running trail, as well as an open space area equipped with fitness equipment. The development will also provide for a widened pedestrian right-of-way along the west side of Hammel Avenue to accommodate a meandering trail, facilitating 440
AGENDA ITEM NO. 13.
connectivity between the proposed park and future developments to the north, ultimately extending to Behymer Avenue. A conceptual illustration of the proposed amenities is provided as Attachment 9.

In addition to the requirement for proportional amenities, approval of a planned development permit necessitates the demonstration of superior development quality compared to what could be achieved through conventional development practices on the site. This might entail enhancements such as upgraded entry points, embellished block walls along street frontages, and superior exterior elevation design. These features are typically integrated into the proposed planned development projects by the applicant, subject to review and approval during the civil plan review process and residential site plan evaluation for individual lots.

Planned Development Permit Required Findings and Analysis The following are findings required to approve a planned development permit. Some of these findings overlap with those detailed in the previous General Plan Amendment Required Findings and Analysis section and will reference the information provided therein.

1. The planned development permit would:
a. Be allowed within the subject base zoning district.

The proposed Planned Development Permit is permissible within the R-1-PRD Zone District, which is proposed concurrently with the pre-zoning of the Project site (Development Area).
b. Be consistent with the purpose, intent, goals, policies, actions, and land use designations of the General Plan and any applicable specific plan.

Refer to number 1 of the General Plan Amendment Required Findings and Analysis section.
c. Be generally in compliance with all of the applicable provisions of this Development Code relating to both on- and off-site improvements that are necessary to accommodate flexibility in site planning and property development and to carry out the purpose, intent, and requirements of this chapter and the subject base zoning district, including prescribed development standards and applicable design guidelines.

The Project incorporates measures to construct both on-site and off-site improvements in accordance with the City's adopted infrastructure master plans and the standards outlined in the 2014 General Plan. The design of these improvements aligns with the proposed Project development standards and land use changes outlined in the staff report.
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AGENDA ITEM NO. 13.
d. Ensure compatibility of property uses within the zoning district and general neighborhood of the proposed development.

The Project shares a comparable density and development type with the existing surrounding developments, thus ensuring compatibility within the area. The Project proposes development of single-family residences at the low range of the Medium High Density designation and is compatible with the existing developments to the south.

Although contiguous with the existing TM6200 to the south, the project site is otherwise primarily bounded by non-residential physical features including the Enterprise Canal, a large FMFCD basin, Baron Avenue, and Behymer Avenue. In response to neighbor comments, the Project was redesigned in such a way that limits proposed lots abutting the existing residential property to the east.

2. The proposed project would produce a comprehensive development of superior quality (e.g., appropriate variety of structure placement and orientation opportunities, appropriate mix of structure sizes, high quality architectural design, increased amounts of landscaping and open space, improved solutions to the design and placement of parking facilities, incorporation of a program of enhanced amenities, etc.) than which might otherwise occur from more traditional development applications.

The Project integrates design elements that elevate its quality beyond traditional developments. Notably, it includes amenities like open spaces and trails. Additionally, a corner gateway feature will be incorporated at the northeast corner of Behymer and North Osmun Avenues. The architectural design of the model homes will undergo thorough evaluation during the residential site plan review process to ensure high quality. Furthermore, landscaping along Perrin and Hammel Avenues will be enhanced as part of the Project's aesthetic improvements.

3. Proper standards and conditions have been imposed to ensure the protection of the public health, safety, and welfare.

The proposed Planned Development Permit will comply with Fire Department standards, the Clovis Development Code, and Building Code regulations to ensure adherence to public health and safety requirements.

4. Proper on-site traffic circulation and control is designed into the development to ensure protection for fire suppression and police surveillance equal to or better than what would normally be created by compliance with the minimum setback and parcel width standards identified in Division 2 of this title (Zoning Districts, Allowable Land Uses, and Zone-Specific Standards).

The proposed Planned Development Permit will adhere to the standards set by the Fire Department and the requirements of the City Engineer concerning fire suppression measures and enhancements to traffic flow related to TM6343.
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5. The subject parcel is adequate in terms of size, shape, topography, and circumstances to accommodate the proposed development.

Refer to number 3 of the General Plan Amendment Required Findings and Analysis section.

6. The design, location, operating characteristics, and size of the proposed development would be compatible with the existing and future land uses in the vicinity, in terms of aesthetic values, character, scale, and view protection.

The Project mirrors the existing developments to the south and maintains a comparable density that aligns with both current and future land uses in the area. As a result, it will blend well in terms of both character and functionality.

Vesting Tentative Map
The Project encompasses a 71.54-acre site and is associated with a vesting tentative map, TM6343, provided as Attachment 4B in this report. TM6343 consists of 590 residential lots and several outlots allocated for amenities, open spaces, parking, and landscaping area. Further specifics regarding the vesting tentative tract map are detailed below.

Lot Details
The proposed 590-lot vesting tentative tract map features a range of lot sizes from 2,041 to 9,676 square feet, with an average size of about 3,259 square feet. This tract map is primarily organized into three gated communities. The northernmost and southernmost neighborhoods will feature the developer's Elev8ions product line, while the central neighborhood will showcase the Regent Park product line. The Elev8ions product line includes 376 lots, with sizes varying from 2,041 to 4,205 square feet and an average size of 2,135 square feet, offering smaller lots and more compact housing options compared to the Regent Park line. The Regent Park product line, on the other hand, encompasses 214 lots with sizes between 4,050 and 9,676 square feet, with an average lot size of 5,236 square feet.

These specific product types present distinctive lot sizes that differ from the standard zoning districts outlined in the Municipal Code. The PRD designation permits these unique lot sizes along with specific development standards, as detailed in the PRD section of the report. While the lot sizes are unique, this type of development is common within the City of Clovis and aligns with its established patterns.

Circulation and Baron Avenue Realignment
As previously stated, the Project aims to improve general circulation in the area by upgrading existing internal streets and constructing new ones. The proposed tract map includes improvements to the section of Behymer Avenue that fronts the property to meet City standards and triggers the installation of Baron, Palisade, and North Osmun Avenues to connect Perrin and Behymer Avenues. Furthermore, the Project will extend Perrin Avenue, which will transition into Hammel Avenue, enhancing connectivity. These streets will comply with the City's standards for local roads, including upgraded pedestrian pathways along the north side of Perrin Avenue and the west side of Hammel Avenue. Detailed information on these enhancements can be 443
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found in the amenities section above. Additionally, the Project includes 32 to 37-foot-wide private streets within each of the three gated communities. Pedestrian access outside the gated communities will be well facilitated, but sidewalks are not included within the gated areas themselves.

Initially designed as a local street, Baron Avenue was intended to run directly north to Behymer Avenue from its current location at the TM6200 development, situated south of the Project site.

This alignment would have divided the Project site from the FMFCD basin and nearby residential properties to the east, as outlined in the City’s General Plan Circulation Element and further detailed in the Heritage Grove Master Plan and Design Guidelines. Initially, the Project was planned to align with this path of Baron Avenue. However, residents along the southern side of Behymer Avenue, east of the Project site, raised concerns about the planned Baron Avenue alignment because it would intersect Behymer very close to one of the existing homes.

Furthermore, and a traffic signal required at that intersection would make ingress and egress at the existing driveways difficult. In response to these concerns, the applicant revised the Project site layout and realign Baron Avenue. (This revision was made after the Planning Commission considered by the Project on April 18, 2024).

The Project configuration has been modified as a result of the shift of Baron Avenue. Figures 4 and 5 below depicts the original site layout and the updated site layout. Attachment 4B represents the updated site layout. With the revised alignment, Baron Avenue follows a path that heads north until it reaches approximately the midpoint of the FMFCD basin, then it veers west onto Palisade Avenue for approximately 530 feet, before turning north again onto North Osmun Avenue until it intersects with Behymer Avenue. This realignment shifts the intersection of Baron and Behymer Avenue roughly 500 feet westward from the existing residences, thereby addressing some of the residents' traffic concerns.
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Importantly, this realignment of Baron Avenue does not impact the existing traffic study and Environmental Impact Report (EIR) conducted for the Project. Furthermore, the adjustment is not deemed a significant alteration since the local road still fulfills the connectivity objectives of the original design.

Heritage Grove Thematic Elements
The City’s 2014 General Plan directed the preparation and adoption of a comprehensive design document for the Heritage Grove area. As a result, the Heritage Grove Design Guidelines was developed and adopted on December 5, 2016. The document is intended to build upon the merits of the distinctive area that contains a unique and valuable agricultural and cultural heritage and to provide a vision and guidance for its future development and sustainability. The design document establishes an overall agricultural theme and quality for Heritage Grove. It illustrates and directs the intended architectural, landscape, and site elements to reinforce the theme and quality. Criteria and examples of design and treatments are provided throughout the document.

The proposed development is situated near a great opportunity area within Heritage Grove. It is located adjacent to the enterprise canal. Additionally, it is located directly east, across the enterprise canal from a future City park and trail with planned connectivity. These features contribute to the environment that the future residents of this development will enjoy. Heritage Grove is sprinkled with various areas designated for thematic elements including corner gateways. Gateways serve the purpose of framing and marking the entry points into the Heritage Grove Urban Center and distinctive neighborhoods. This development will design and install a corner gateway at the southeast corner of Behymer and North Osmun Avenues. This design will be the first design of its kind in the Heritage Grove area and therefore will be carried out in future developments with designated corner gateway requirements. Staff will work with the developer to establish a design that meets the intent provided in the Heritage Grove Design Guidelines.

The Director of Planning and Development Services will be responsible for approving the final corner gateway design.

Vesting Tentative Map Required Findings and Analysis
The following are findings required to approve a Vesting Tentative Map. It is essential to note that some of these findings overlap with those detailed in the previous Required Findings and Analysis sections and will reference the information provided therein.

1. The proposed map, subdivision design, and improvements are consistent with the General Plan and any applicable specific plan.

The proposed map design maintains consistency with both the General Plan and the proposed planned development permit. All improvements will adhere to the Conditions of Approvals and City standards. The specifics of these improvements will undergo scrutiny during the City's civil review process to ensure compliance with standards.

2. The site is physically suitable for the type and proposed density of development.

Refer to number 3 of the General Plan Amendment Required Findings and Analysis section. 445
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3. The design of the subdivision and the proposed improvements are not likely to cause substantial environmental damage or substantially and avoidably injure fish or wildlife or their habitat.

As stated in the Project EIR, the proposed Project and its associated enhancements are not expected to generate any significant impacts, given the implementation of mitigation measures outlined in the Final EIR. Consequently, the Project is not anticipated to inflict substantial environmental harm or endanger fish and wildlife.

4. The design of the subdivision or type of improvements is not likely to cause serious public health or safety problems.

The proposed tract map will comply with Fire Department standards, the Clovis Development Code, and Building Code regulations to ensure adherence to public health and safety requirements.

5. The design of the subdivision or the type of improvements will not conflict with easements acquired by the public at large for access through or use of property within the proposed subdivision. This finding may also be made if the review authority finds that alternate easements for access or use will be provided, and that they will be substantially equivalent to ones previously acquired by the public. This finding shall apply only to easements of record, or to easements established by judgment of a court of competent jurisdiction, and no authority is hereby granted to the review authority to determine that the public at large has acquired easements of access through or use of property within the proposed subdivision.

During the final map review process conducted by the City's Engineering Division, all easements will be identified. Should it be required, alternative easements will be offered, ensuring they are substantially equivalent to those previously acquired for access through the proposed TM6343.

6. The discharge of sewage from the proposed subdivision into the community sewer system will not result in violation of existing requirements prescribed by the California Regional Water Quality Control Board.

The City Engineer has determined that the City has the capacity to accommodate the proposed Project. Installation of sewer lines within the proposed subdivision and beyond its borders will adhere to the regulations set forth by the California Regional Water Quality Control Board.

7. The design of the subdivision provides, to the extent feasible, passive or natural heating and cooling opportunities.

The proposed subdivision will comply with the Clovis Development Code and California Building Code requirements as it relates to heating and cooling opportunities within TM6343. 446
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8. The proposed subdivision, its design, density, and type of development and improvements conform to the regulations of this Development Code and the regulations of any public agency having jurisdiction by law.

The proposed subdivision is proposing a density of 8.25 units per acre, aligning with the Clovis General Plan's Land Use designation of Medium High Residential. Furthermore, the proposed subdivision comprises single-family housing, in accordance with the residential development requirements outlined in the Clovis General Plan.

In light of court decisions, it is appropriate for the City to make findings of consistency between the required dedications and the proposed development. Every dedication condition needs to be evaluated to confirm that there is a rough proportionality, or that a required degree of connection exists between the dedication imposed and the proposed development. The City of Clovis has made a finding that the dedication of property for this Project satisfies the development's proportionate contribution to the City's circulation system. The circulation system directly benefits the subject property by providing access and transportation routes that service the site. Further, the circulation system also enhances the property's value.

Annexation
The Project site is situated within the City’s Heritage Grove planned growth area and requires annexation into the City. While the Project site encompasses approximately 71.54 acres, a larger 246-acre annexation area is proposed after consultation with LAFCO staff to establish a logical boundary for incorporation. The proposed annexation is titled RO305, Behymer-Sunnyside Southwest Reorganization. In addition to the 71.54 development area, the proposed annexation boundary includes properties planned for future residential development at similar densities, six rural residential properties along Perrin Avenue, and an approximately 84-acre flood control basin owned by the Fresno Metropolitan Flood Control District. If approved, the annexation will proceed to the Fresno Local Agency Formation Commission (LAFCo) for processing and final consideration. Development of the Project cannot occur without the completion of the annexation process.

Annexation Details
Property owners: 11
Owners Consenting to Annexation: 0
Registered Voters: 12
Acreage: 246
Standard Conditions of Annexation:

The City established standard baseline conditions for annexation projects that are incorporated into the resolution for the proposed annexation. These conditions encapsulate the mutually agreed upon tax-sharing arrangements between the City and Fresno County and scheduling of public services for the annexation sites. A site-specific service plan has been prepared demonstrating the City’s capacity to effectively serve the properties within the proposed annexation territory. The plan requires approval from the City Council and will be provided to Fresno LAFCo. The plan is provided as Attachment 17 of this report. 447
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Draft Annexation Agreement
The residents of the six residential properties located immediately south of Behymer Avenue, east of the Project site, and within the proposed annexation area, have expressed interest in entering into an annexation agreement with the City. This development follows negotiations with the Project developer and City staff regarding the realignment of Baron Avenue after the April 18, 2024, Planning Commission meeting, as discussed in the Vesting Tract Map section above.

Initially resistant to the idea of annexation, these residents have now expressed willingness to consider it, provided the revised alignment of Baron Avenue is approved (as shown in the updated site layout depicted in Attachment 4B), and an acceptable annexation agreement is finalized. City staff are actively working with the residents to identify terms that are acceptable to all parties.

Planning Commission Hearing – April 18, 2024
On Thursday, April 18, 2024, the Planning Commission considered the Project, with staff presenting the Project alongside its recommendations and detailed information as described in the staff report. Staff also summarized additional public comments received after the report's completion in a memorandum and during the presentation. Residents from the surrounding area attended and voiced their opposition to the project. Key concerns raised included:
 Increased traffic due to the Project.
 Resistance to the installation of a traffic signal at the intersection of Baron and Behymer.  Issues related to the alignment of Baron Avenue.
 Opposition to the increase in density.
 Zoning and General Plan designations for the areas to be annexed.  Opposition to the annexation of residential properties near Behymer Avenue.

After discussions, the Planning Commission voted to recommend that the Council approve the entitlements associated with the Project. All the items except the vesting tract map were approved with a vote of 4-0-1, with Commissioner Bedsted absent. Commissioner Antuna dissented on approving the vesting tentative map due to unresolved issues with the Baron Avenue alignment, resulting in a 3-1-1 approval of that item.

Neighborhood Meetings
In accordance with City regulations, the applicant conducted a community meeting on Thursday, January 12, 2023, at the Clovis Council Chambers. The meeting was attended by approximately 9 residents, in addition to the project team and City staff. Attendees primarily voiced concerns about the proposed Project and raised questions on various topics, including but not limited to, the Project's design, environmental impact assessment under CEQA, traffic implications, and the nature of the product. These concerns were considered by staff in its evaluation of the Project.

The developer hosted the mandatory second neighborhood meeting on May 2, 2024, in accordance with City policy. The meeting was attended by approximately 13 residents, including the project team and City staff. Attendees primarily had clarifying questions regarding traffic 448
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impacts to Behymer and Sunnyside Avenues and anticipated projects within the Heritage Grove growth area.

Public Comments
A public notice was sent to area residents within 800 feet of the property boundaries. Staff received correspondence expressing opposition to the project from a couple of neighbors adjacent to the project site and within the proposed annexation area. The correspondence was received prior to the April 18, 2024, Planning Commission meeting and is provided as Attachment 15 of this report. A memorandum with response to the comments is provided within the same attachment. The comments pertain to signal lights, traffic impacts, Baron Avenue, density increase, zoning and general plan designations for the rural residential properties adjacent to Behymer, opposition to the proposed annexation, and project alternatives. No additional correspondence was received after the Planning Commission meeting and prior to the finalization of this report to the City Council.

Review and Comments from Agencies
The Project was distributed to all City Divisions as well as outside agencies, including Caltrans, Clovis Unified School District, Fresno Irrigation District, Fresno Metropolitan Flood Control District, AT&T, PG&E, San Joaquin Valley Air Pollution Control District, State Department of Fish and Wildlife, County of Fresno, and Fresno Local Agency Formation Commission (LAFCo).

Comments received are attached only if the agency has provided concerns, conditions, or mitigation measures. Routine responses and comment letters are placed in the administrative record and provided to the applicant for their records.

Community Facilities District
The fiscal analysis of the Loma Vista Specific Plan identified possible long-term funding shortfalls in Clovis’ Citywide operating and maintenance costs. To address this issue the City of Clovis implemented a Community Facilities District. Community Facilities Districts (CFDs) are a means of providing additional funding for the provision of public facilities and services for public safety in newly developing areas of the community where the city would not otherwise be able to afford to continue to provide an adequate level of service as the City continues to grow. The use of CFDs is fairly common among cities in California experiencing high rates of growth, such as Clovis, due to significant losses of local revenue from tax shifts authorized by the State of California and the need to continue to provide an adequate level of service as growth occurs.

A condition of approval has been added to this tentative map requiring participation of this vesting tentative map in the CFD.
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California Environmental Quality Act (CEQA)
An Initial Study was prepared to identify the Project’s environmental effects and determine whether additional analysis is required. The Initial Study identified potentially significant impacts to the following environmental factors: noise, air quality, greenhouse gas and, transportation.

Although agricultural resources was screened out for additional review through the Initial Study, a determination was made to include it for additional analysis in the EIR. These environmental factors must be further analyzed through an Environmental Impact Report (EIR). The documents associated with the EIR are provided as Attachments 11 through 15 in this report.

An EIR must disclose the expected environmental impacts, including impacts that cannot be avoided, growth-inducing effects, impacts found not to be significant, and significant cumulative impacts, as well as identify mitigation measures and alternatives to the proposed Project that could reduce or avoid its adverse environmental impacts. CEQA requires government agencies to consider and, where feasible, minimize environmental impacts of proposed development, and an obligation to balance a variety of public objectives, including economic, environmental, and social factors.

The following is a timeline of the environmental review process for this Project and description and summary of findings:
 Publication of Initial Study and Notice of Preparation of EIR (SCH 2022120483) – 12-19-2022
 Public Scoping Period – 12-19-2022 to 1-17-2023
 Public Scoping Meeting – 1-12-2023
 Publication of Draft EIR and Notice of Availability (SCH 2022120483) – 1-12-2024  Public Review period of DEIR – 1-12-2024 to 3-4-2024
On December 19, 2022, the City circulated a Notice of Preparation (NOP) notifying responsible agencies and interested parties that an EIR would be prepared for the proposed Project and indicated the environmental topics anticipated to be addressed in the EIR. The NOP was sent to the State Clearinghouse (SCH # 2022120783), responsible agencies and interested parties, including the surrounding property owners. A scoping session was held on January 12, 2023, to solicit feedback regarding the scope and content of the EIR.

The Draft EIR (Attachment 12) was made available for public review on January 12, 2024, and was distributed to local and state responsible and trustee agencies. The Notice of Availability (NOA) for the Draft EIR was submitted to the State Clearinghouse, provided to responsible agencies and interested parties, and filed with the Frenso County Clerk. The City collected comments between January 12, 2024, and March 4, 2024, exceeding the mandated 45-day public comment period.

As a result of the publication period, four comment letters were received within the review period.

Letters received are from State and Local agencies including the California Department of Fish and Wildlife, California Department of Transportation, Fresno Irrigation District, and San Joaquin Valley Air Pollution Control District. The comment letters and responses are provided in the Final 450
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EIR provided within Attachment 13 and 15. Correspondence received after the public commenting period is provided in Attachment 15, including a memorandum with response to the environmentally related comments. In accordance with CEQA Guidelines Section 15088, this Final EIR responds to the written comments received on the Draft EIR, as required by CEQA.

This Final EIR also contains minor edits to the Draft EIR. This document, together with the Draft EIR, constitutes the Final EIR.

The EIR determined that the following environmental factors would have less than significant environmental impacts with mitigation measures: agricultural resources, air quality, greenhouse gas emissions, and noise. Mitigation measures are provided in the MMRP section of the EIR.

The Project would result in significant and unavoidable impacts regarding transportation. The analysis identifies potential conflicts in the levels of service on roadways in conflict with the approved general plan and results in vehicle miles travel (VMT) metrics that are greater than the applicable thresholds despite the application of mitigation measures. The identification of significant and unavoidable impacts does not mean that the Project cannot be approved. The City Council will consider the adoption of a statement of overriding considerations in conjunction with its consideration of the Project. A statement of overriding considerations is a determination that specific economic, legal, social, technological, or other benefits of a proposed project outweigh the unavoidable adverse environmental effects, allowing the adverse environmental effects to be considered acceptable.

The City published notice of this public hearing in The Business Journal on Friday, May 10, 2024.

FISCAL IMPACT
None.

REASON FOR RECOMMENDATION
The proposal aims to introduce a variety of housing options and a quality living space in the Heritage Grove growth area. The Project will minimally affect sewer, water, and additional public services while ensuring a fair contribution to the infrastructure and open spaces. Furthermore, each application included with the Project complies with the necessary criteria for consideration in the decision-making process as outlined in the report. Consequently, staff recommends that the City Council approve RO305, GPA2021-003, R2021-006, PDP2021-001 and TM6343, subject to the conditions of approval provided in Attachments 4A and 5A.

ACTIONS FOLLOWING APPROVAL
The annexation application will be prepared and submitted to LAFCo after all materials have been submitted by the applicant, sufficient to meet the conditions for the application.

Prepared by: Lily Cha, Senior Planner
Reviewed by: City Manager JH
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Attachment 1
RESOLUTION 24-__

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CLOVIS CERTIFYING THE FINAL ENVIRONMENTAL IMPACT REPORT FOR THE TM 6343 PROJECT; ADOPTING THE CEQA

FINDINGS OF FACT AND A STATEMENT OF OVERRIDING CONSIDERATIONS, AND

ADOPTING A MITIGATION MONITORING AND REPORTING PROGRAM
WHEREAS, Wilson Premier Homes, Inc. 7550 N. Palm Avenue, Suite 102, Fresno, CA 93711, initiated the applications for (i) General Plan Amendment 2021-003 to amend the Land Use Element of the 2014 Clovis General Plan to re-designate land from the Medium Density Residential (4.1 to 7.0 DU/ Ac) land use designation to the Medium-High Density Residential (7.1 to 15.0 DU/Ac) land use designation; (ii) Prezone 2021-006 to prezone approximately 71.54 acres from the Fresno County AE20 Zone District to the Clovis R-1-PRD, R-1, R-A, O, and PF Zone Districts; (iii) Vesting Tentative Tract Map 6343 for a 590-lot single-family subdivision; and (iv) Planned Development Permit 2021-001 to deviate from the R-1 Zone District development standards associated with Vesting Tentative Tract Map 6343; and WHEREAS, the City caused to be prepared a Draft Environmental Impact Report (“Draft EIR”) for the Project to evaluate potentially significant adverse environmental impacts; and WHEREAS, the Draft EIR was made available for a 45-day public review period beginning on January 12, 2024, and ending on March 4, 2024, during which time all interested parties were invited to submit written comments on the Draft EIR for consideration by the Planning Commission and City Council; and
WHEREAS, the City caused to be prepared a Final EIR in compliance with State CEQA Guidelines that was provided and reviewed by the Planning Commission on April 18, 2024. The Final EIR contains comments upon the Draft EIR and responses thereto, as well as changes and additions to the Draft EIR text and a mitigation monitoring and reporting program; and WHEREAS, the Draft EIR and the Final EIR collectively make up the Environmental Impact Report (“EIR”) for the TM 6343 Project; and
WHEREAS, the Draft EIR and Final EIR were prepared, circulated, and made available for public comment in accordance with the California Environmental Quality Act (“CEQA”), Public Resources Code, Sections 21000 et seq., and the Guidelines for Implementation of CEQA, 14 California Code of Regulations, Sections 15000 et seq. (the “CEQA Guidelines”); and WHEREAS, the City Council has had an opportunity to independently review, evaluate and consider the entire Administrative Record relating to the Project and the EIR, which is on file with the City’s Department of Planning and Development Services (“Department”), and reviewed and considered those portions of the Administrative Record determined to be necessary to make an informed decision, including, but not necessarily limited to, the staff report, the written materials submitted with the requests, and the verbal and written testimony and other evidence presented during the public hearing; and
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WHEREAS, the Planning Commission considered EIR on April 18, 2024, at which time the Commission voted and adopted a resolution recommending that the City Council certify the EIR, adopt the CEQA Findings of Fact and a Statement of Overriding Considerations, and adopt a Mitigation Monitoring and Reporting Program; and
WHEREAS, the Planning Commission’s recommendations were forwarded to the City Council for consideration; and
WHEREAS, the City Council has independently reviewed and considered the Final EIR; and
WHEREAS, the City Council has evaluated and considered all comments, written and oral, received from persons who reviewed the Draft EIR or the Final EIR, or otherwise commented on the Project; and
WHEREAS, the City Council has independently reviewed and considered the CEQA Statement of Facts and Findings (Attachment A), the proposed form of Statement of Overriding Considerations (Attachment A), and Mitigation Monitoring and Reporting Program (Attachment B).

NOW, THEREFORE, BASED UPON THE ENTIRE RECORD OF THE PROCEEDINGS, THE CITY COUNCIL RESOLVES AND FINDS AS FOLLOWS:

1. Finds that the EIR for the Project is adequate and has been completed in compliance with CEQA and the CEQA Guidelines.

2. Finds and declares that the EIR was presented to the City Council and that the City Council has independently reviewed and considered the information contained in the EIR prior to recommending approval of the Project.

3. Based upon its review of the EIR, finds that the EIR is an adequate assessment of the potentially significant environmental impacts of the Project as described in the EIR, sets forth a reasonable range of alternatives to the Project, and represents the independent judgment of the City Council.

4. Finds that the Final EIR additions, clarifications, amplifications, modifications and other information in response to comments on the Draft EIR are not significant new information as that term is defined under the provisions of CEQA or the CEQA Guidelines because such changes and additional information do not indicate that (i) any new significant environmental impacts not already evaluated would result from the Project (ii) there is any substantial increase in the severity of any environmental impact from the Project, (iii) any feasible mitigation measures considerably different from those previously analyzed in the Draft EIR have been proposed that would lessen significant environmental impacts of the Project, or (iv) any feasible alternatives considerably different from those analyzed in the Draft EIR have been proposed that would lessen the significant environmental impacts of the Project. Accordingly, the City Council 453
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hereby finds and determines that recirculation of the Final EIR for further public review and comment is not warranted.

5. The City Council has balanced the benefits of the Project against the significant and unavoidable impacts associated with the Project, has considered all feasible mitigation measures, and has examined potentially feasible alternatives to the Project.

6. Finds that none of the project alternatives analyzed in the EIR meet the Project objectives to the same degree as the Project and none of the alternatives are environmentally preferable to the proposed Project.

7. Finds that, after considering all feasible mitigation measures and weighing the advantages and disadvantages of the Project, as proposed, with the Project alternatives, including the significant and unavoidable impacts, the feasibility of project alternatives, and the “no project” alternative, the Project as proposed and described in the EIR may be approved.

8. The City Council does certify the EIR as adequate and completed in compliance with CEQA and the CEQA Guidelines.

9. The City Council does adopt the CEQA Statement of Facts and Findings set forth in Attachment A.

10. The City Council does adopt a Statement of Overriding Considerations substantially in the form set forth in Attachment A, with such modifications, additions or deletions as the City Council deems appropriate.

11. The City Council does adopt the Mitigation Monitoring and Reporting Program set forth in Attachment B, including the mitigation measures identified therein and as described in the EIR.
* * * * *
The foregoing resolution was introduced and adopted at a regular meeting of the City Council of the City of Clovis held on May 20, 2024, by the following vote, to wit:

AYES:

NOES:

ABSENT:

ABSTAIN:

DATED: May 20, 2024
______________________________ ______________________________ Mayor City Clerk
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April 2024

FINDINGS OF FACT AND STATEMENT OF

OVERRIDING CONSIDERATIONS
TRACT MAP 6343

CLOVIS, CALIFORNIA
Attachment A
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April 2024

FINDINGS OF FACT AND STATEMENT OF

OVERRIDING CONSIDERATIONS
TRACT MAP 6343

CLOVIS, CALIFORNIA
Submitted to:

City of Clovis
Planning Division
1033 Fifth Street
Clovis, California 93612
Prepared by:

LSA
2565 Alluvial Avenue, Suite 112
Clovis, California 93611
(559) 490-1210
Project No. CIT2201
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i

F INDINGS OF F ACT AND S TATEMENT OF OVERRIDING
APRIL 2024
T RACT MAP 6343

C LOVIS , C ALIFORNIA
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TABLE OF CONTENTS
TABLE OF CONTENTS ............................................................................................................................... i INTRODUCTION .......................................................................................................... 1 PROJECT DESCRIPTION................................................................................................ 3 Project Location............................................................................................................................. 3 Project Objectives ......................................................................................................................... 3 Project Characteristics................................................................................................................... 3 PROCEDURAL FINDINGS.............................................................................................. 5 RECORD OF PROCEEDINGS.......................................................................................... 7 FINDINGS REQUIRED UNDER CEQA ............................................................................. 9 Aesthetics...................................................................................................................................... 9 Agriculture and Forestry Resources............................................................................................ 10 Air Quality.................................................................................................................................... 12 Biological Resources.................................................................................................................... 12 Cultural and Tribal Resources...................................................................................................... 16 Energy.......................................................................................................................................... 19 Geology and Soils........................................................................................................................ 20 Greenhouse Gas Emissions ......................................................................................................... 21 Hazards and Hazardous materials............................................................................................... 23 Hydrology and Water Quality...................................................................................................... 24 Land Use and Planning ................................................................................................................ 24 Mineral Resources....................................................................................................................... 25 Noise............................................................................................................................................ 25 Population and Housing .............................................................................................................. 28 Public Services............................................................................................................................. 29 Recreation ................................................................................................................................... 29 Transportation............................................................................................................................. 30 Utilities and Service Systems....................................................................................................... 34 Wildfire........................................................................................................................................ 35 Mitigation Monitoring................................................................................................................. 35 Significant Irreversible Environment Effects............................................................................... 36 Growth Inducement.................................................................................................................... 37 PROJECT ALTERNATIVES............................................................................................ 39 Alternatives Considered in the EIR.............................................................................................. 39 STATEMENT OF OVERRIDING CONSIDERATIONS ....................................................... 43 459
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T RACT MAP 6343

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F INDINGS OF F ACT AND S TATEMENT OF OVERRIDING
APRIL 2024
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T RACT MAP 6343

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INTRODUCTION
The following Findings of Fact and Statement of Overriding Considerations are based in part on the information contained in the Tract Map 6343 Draft and Final Environmental Impact Report (State Clearinghouse # 2022120483) that was prepared by the City of Clovis (City) acting as lead agency pursuant to the California Environmental Quality Act (CEQA). Hereafter, unless specifically identified, the Notice of Preparation (NOP), Notices of Availability and Completion (NOA/NOC), Draft Environmental Impact Report (Draft EIR), Appendices, Technical Studies, Final Environmental Impact Report containing Responses to Comments and textual revisions to the Draft EIR (in the Final Environmental Impact Report), and Mitigation Monitoring and Reporting Program (MMRP) will be referred to collectively herein as the “EIR.” These Findings are based on the entire record before the Planning Commission, including the EIR. The EIR is hereby incorporated by reference and is available for review at the City of Clovis, 1033 Fifth Street, Clovis, California, and electronically at:
https://cityofclovis.com/planning-and-development/planning/ceqa/ The purpose of these Findings of Fact and Statement of Overriding Considerations is to satisfy the requirements of Sections 15091, 15092, and 15093 of the CEQA Guidelines, associated with approval of proposed Tract Map 6343 (herein referred to as the proposed project). 461
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T RACT MAP 6343

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PROJECT DESCRIPTION

PROJECT LOCATION
The project site is in an unincorporated area of Fresno County. The project site is within the Sphere of Influence of the City of Clovis, and within the Northwest Urban Center area identified in the City’s General Plan, now referred to as Heritage Grove. The project site is bounded by East Behymer Avenue to the north, by the Enterprise Canal to the west and south, and by rural residential, Fresno Municipal Flood Control District (FMFCD) ponding basin, and Tract Map 6200 to the east.

PROJECT OBJECTIVES
The following is a list of objectives for the proposed project:
• Provide residential housing opportunities that are visually attractive and accommodate the future housing demand in Clovis.
• Establish a mixture of housing types, sizes and densities that collectively provide for local and regional housing demand.
• Implement the City’s General Plan Land Use Element goal to facilitate annexation of large areas of land.
• Provide infrastructure that meets City standards and is integrated with existing and planned facilities and connections.
• Develop a project that meets City Standards by implementing a logical phasing plan for development of public infrastructure improvements.

PROJECT CHARACTERISTICS
The proposed project would consist of the annexation of 246 acres by the City of Clovis, and the development of approximately 590 residential lots, averaging approximately 3,329 square feet within the 71.54-acre project site. The proposed lots would be developed into single-family residences over time. Sixty-six outlot spaces that would potentially be developed into private roads, private parking, pedestrian walkways, landscaping, public utilities, and public park uses would also be included within the project site.

No development is proposed within the remaining 174.46-acre annexation area surrounding the project site. The proposed project would include annexation of the 246-acre area from Fresno County jurisdiction to the City of Clovis. Any future development occurring within the annexation area would require a separate project-specific analysis. The proposed project would be developed in three phases, as described below.

Phase 1 would include the development of approximately 136 single-family residential units with an average size of approximately 1,514 square feet per unit. Phase 1 would be located on the southern 463
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4 P:\CIT2201-TM 6343\PRODUCTS\Findings\TM_6343_Findings.docx (04/04/24) portion of the project site and would be accessed through one ingress and egress street on Perrin Avenue. Phase 1 would include the construction of approximately 44 parking spaces, an approximately 8,745 square-foot community pool and recreation area, an approximately 13,930- square-foot community park, approximately 0.51 acre of landscaped areas, and drainage and pedestrian infrastructure improvements along Perrin Avenue. The southern extension of North Baron Avenue from East Behymer Avenue and the extension of Perrin and Hammel Avenue within the project site would be constructed during Phase 1.

Phase 2 would include the development of approximately 214 single-family residential units with an average size of approximately 2,168 square feet per unit. Phase 2 would be located on the central portion of the project site and would be accessed through one gated ingress and egress street along the future southern extension of Baron Avenue, and one gated ingress and egress street along Hammel Avenue. Phase 2 would include the construction of an approximately 26-foot-wide drainage channel along Perrin Avenue, approximately 0.35 acre of landscaped areas, as well as storm drainage and pedestrian infrastructure improvements along Perrin Avenue and Hammel Avenue.

Phase 3 of the proposed project would include the development of approximately 240 single-family residential units with an average size of approximately 1,514 square feet per unit. Phase 3 would be located on the northern portion of the project site and would be accessed through two gated ingress and egress streets located along the future southern extension of Baron Avenue, and through one gated egress street access located along the future northern extension of Hammel Avenue. Phase 3 would include the construction of approximately 91 parking spaces, an approximately 9,985-square-foot pool and recreation area, approximately 0.65 acre of landscaped areas, and drainage and pedestrian infrastructure improvements along Baron Avenue.

In addition, development of the project site would include infrastructure improvements for water services along the East Behymer Avenue frontage and Baron Avenue frontage, as well as stormwater management infrastructure improvements along the Perrin Avenue frontage. The proposed project would also construct a two-lane, approximately 49-foot-wide and 2,650-foot-long extension of Baron Avenue south of East Behymer Avenue.

A number of other permits and approvals are also contemplated as part of the project, as further described in Section 3.0 of the EIR, which is incorporated by reference. 464
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PROCEDURAL FINDINGS
On December 19, 2022, the City circulated an NOP notifying responsible agencies and interested parties that an EIR would be prepared for the proposed project and indicated the environmental topics anticipated to be addressed in the EIR. The NOP was sent to the State Clearinghouse, responsible agencies, interested parties, and organizations likely to be interested in the potential impacts of the proposed project. A scoping session was held in person on January 13, 2022, to solicit feedback regarding the scope and content of the EIR. Comments received by the City on the NOP were considered during preparation of the Draft EIR.

The Draft EIR was made available for public review on January 12, 2024, and was distributed to local and State responsible and trustee agencies. The NOA for the Draft EIR was submitted to the State Clearinghouse, provided to all individuals and organizations who made a written request for notice, and filed with the Fresno County Clerk.

The CEQA-mandated public comment period ended on March 4, 2024. The City accepted and responded to all comments received during the 53-day public comment period for the Draft EIR, between January 12, 2024, and March 4, 2024.

Following public review of the Draft EIR, a Final EIR was prepared. The Final EIR was made available in March 2024 and consists of the following items:
• The Dra� EIR released on January 12, 2024.
• Responses to Comments; and
• Text revisions to the Dra� EIR.

As required by CEQA Guidelines Section 15088(b), public agencies that commented on the Public Review Draft EIR were provided at least 10 days to review the proposed responses contained in the Final EIR prior to the date for consideration of the Final EIR for certification. 465
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RECORD OF PROCEEDINGS
In accordance with Public Resources Code (PRC) Section 21167.6(e), the record of proceedings for the City’s decision on the project includes the following documents, which are incorporated by reference and made part of the record supporting these Findings:
• City staff reports and all atachments;
• The Dra� EIR and all appendices to the Dra� EIR;
• The Final EIR and all appendices to the Final EIR;
• All no�ces required by CEQA and presenta�on materials related to the project; • All comments submited by agencies or members of the public during the comment period on the NOP and the Dra� EIR;
• All studies conducted for the project and contained or referenced in the Dra� EIR and the Final EIR;
• All documents cited or referenced in the Dra� EIR and the Final EIR; • All public reports and documents related to the project prepared for the City and other agencies; • All other documents related to the project;
• The MMRP for the project; and
• Any addi�onal items not included above if otherwise required by law.

The documents constituting the record of proceedings are available for review by responsible agencies and interested members of the public during normal business hours at the City’s offices at 1033 Fifth Street, Clovis, California.

The Draft EIR and Final EIR are incorporated into these Findings in their entirety, unless and only to the extent that these Findings expressly do not incorporate by reference the Draft EIR and Final EIR.

Without limitation, this incorporation is intended to elaborate on the scope and nature of mitigation measures, the basis for determining the significance of impacts, the comparative analysis of alternatives, and the reasons for approving the project in spite of the potential for associated significant and unavoidable adverse physical environmental impacts. 467
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FINDINGS REQUIRED UNDER CEQA
The Draft EIR identified a number of less than significant impacts associated with the project that do not require mitigation. The Draft EIR also identified a number of significant and potentially significant environmental effects (or impacts) that may be caused in whole or in part by the project.

Some of these significant effects can be fully avoided or substantially lessened through the adoption of feasible mitigation measures. Other effects cannot be, and thus may be significant and unavoidable. For reasons set forth in Section 7, “Statement of Overriding Considerations,” however, the City has determined that overriding economic, social, and other considerations outweigh the significant, unavoidable effects of the project.

The findings of the City with respect to the project’s significant effects and mitigation measures are set forth in the EIR and these Findings of Fact. The Summary of Findings does not attempt to replicate or restate the full analysis of each environmental impact contained in the EIR. Please refer to the Draft EIR and Final EIR for more detail.

The following provides a summary description of each potentially significant impact, describes the applicable mitigation measures identified in the Final EIR and adopted by the City, and states the findings of the City regarding the significance of each impact after imposition of the adopted mitigation measures. A full explanation of these environmental findings and conclusions can be found in the Draft EIR and Final EIR and associated record (described herein), both of which are incorporated by reference. The City hereby ratifies, adopts, and incorporates the analysis and explanation in the record into these Findings, and ratifies, adopts, and incorporates into these Findings the determinations and conclusions of the EIR relating to environmental impacts and mitigation measures, except to the extent any such determinations and conclusions are specifically and expressly modified by these Findings.

To the extent any of the mitigation measures are within the jurisdiction of other agencies, the City finds those agencies can and should implement those measures within their jurisdiction and control (CEQA Guidelines, Section 15091[a][2]).

AESTHETICS
Environmental Effects of the Project Found to Have No Impact on the Environment or to Have a Less Than Significant Impact on the Environment
• The proposed project would not have a substantial adverse effect on a scenic vista. • The proposed project would not substantially damage scenic resources, including, but not limited to, trees, rock outcroppings, and historic buildings within a State scenic highway. • The proposed project would not substantially degrade the existing visual character or quality of public views of the site and its surroundings (public views are those that are experienced from a publicly accessible vantage point). Due to the location of the project in an urbanized area, the project would not conflict with applicable zoning and other regulations governing scenic quality. 469
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10 P:\CIT2201-TM 6343\PRODUCTS\Findings\TM_6343_Findings.docx (04/04/24) • The project would not create a new source of substantial light or glare that would adversely affect day or nighttime views in the area.

Environmental Effects of the Project That Are Potentially Significant, but That Can Be Mitigated to a Less Than Significant Level
• None.

Environmental Effects of the Project That Cannot Be Mitigated to a Level Less Than Significant • None.

AGRICULTURE AND FORESTRY RESOURCES
Environmental Effects of the Project Found to Have No Impact on the Environment or Have a Less Than Significant Impact on the Environment
• Impact AG-1: The project would not convert Prime Farmland, Unique Farmland, or Farmland of Statewide Importance (Farmland), as shown on the maps prepared pursuant to the Farmland Mapping and Monitoring Program of the California Resources Agency, to non-agricultural use. • Impact AG-3: The project would not involve other changes in the existing environment, which, due to their location or nature, could result in conversion of farmland to non-agricultural use or conversion of forest land to non-forest use.
• The project would not conflict with existing zoning for, or cause rezoning of, forest land (as defined in PRC Section 12220(g)), timberland (as defined by PRC Section 4526), or timberland zoned Timberland Production (as defined by Government Code section.51104(g)). • The project would not result in the loss of forest land or conversion of forest land to non-forest use.

Environmental Effects of the Project That Are Potentially Significant, but That Can Be Mitigated to a Less Than Significant Level
• Impact AG-2: The project would conflict with existing zoning for agricultural use or a Williamson Act contract.

Finding: Changes or alterations have been required in, or incorporated into, the project which mitigate or avoid the significant effects on the environment (14 CCR § 15091(a)(1)).

Rationale for the Finding: The proposed project site is in APN 556-030-014S, which is currently under a Williamson Act contract. As APN 556-030-014S is identified for development pursuant to the General Plan, a Williamson Act cancellation process for the parcel would take place prior to issuance of building permits for the proposed project. Implementation of Mitigation Measure AG-2 would ensure compliance with the required procedure for cancellation of the Williamson Act contract at APN 556-030-014S. With implementation of Mitigation Measure AG-2, by the time project development begins at the project site, there would be no parcels within the project site 470
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P:\CIT2201-TM 6343\PRODUCTS\Findings\TM_6343_Findings.docx (04/04/24) 11 under a Williamson Act contract. Therefore, with Mitigation Measure AG-2, the proposed project would not conflict with zoning for agriculture or a Williamson Act contract, and the impact would be less than significant.

Mitigation Measure AG-2 Prior to issuance of building permits, the Project Applicant shall petition the County of Fresno Board of Supervisors for
cancellation of the Williamson Act contract at APN 556-030- 014S. The Project Applicant would have to make the required statutory findings a set forth under Government Code Section 51282(a) to cancel the Williamson Act contract. If the County determines the required findings are met, the Project Applicant would be required to pay a cancellation fee equal to 12.5 percent of the unrestricted market value of the parcels to the County of Fresno as set forth under Government Code Section 51283(b). After approval of the cancellation petition by the Fresno County Board of Supervisors, the Williamson Act
contract would then be cancelled on APN 556-030-014S, and the Project Applicant would be able to develop uses that comply with the zoning designation of the parcel per the City of Clovis Zoning Code without the proposed development being inconsistent with a Williamson Act contract.
• Impact AG-4: The proposed project, in combination with past, present, and reasonably foreseeable projects, would contribute to a significant cumulative impact with respect to agricultural resources.

Finding: Changes or alterations have been required in, or incorporated into, the project which mitigate or avoid the significant effects on the environment (14 CCR § 15091(a)(1)).

Rationale for the Finding: The project would implement Mitigation Measure AG-2 to reduce impacts related to conflicts with a Williamson Act contract to less than significant levels, as described above.

Additionally, although the proposed project would result in the conversion of agricultural uses to nonagricultural uses through development of the project site, the City of Clovis General Plan EIR previously identified that conversion of farmland resulting from development of the General Plan would result in significant and unavoidable impacts. As such, the project would not result in new significant impacts that would contribute to cumulative impacts to agricultural resources. Further, the project site does not include any forestlands or timberland, so implementation of the proposed project would not contribute to cumulative impacts to forestry resources. Thus, the project would not contribute to any significant cumulative impacts to agricultural and forestry resources, and cumulative impacts to these resources would be less than significant.

Environmental Effects of the Project That Cannot Be Mitigated to a Level Less Than Significant • None.
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AIR QUALITY
Environmental Effects of the Project Found to Have No Impact on the Environment or Have a Less Than Significant Impact on the Environment
• Impact AIR-1: The project would not conflict with or obstruct implementation of the applicable air quality plan.
• Impact AIR-2: Implementation of the proposed project would not result in a cumulatively considerable net increase of criteria pollutants for which the project region is non-attainment under an applicable federal or State ambient air quality standard. • Impact AIR-3: Implementation of the proposed project would not expose sensitive receptors to substantial pollutant concentrations.
• Impact AIR-4: The project would not result in significant odors that could adversely affect a substantial number of people.
• Impact AIR-5: The proposed project, in combination with past, present, and reasonably foreseeable projects, would not contribute to a significant cumulative impact with respect to air quality.

Environmental Effects of the Project That Are Potentially Significant, but That Can Be Mitigated to a Less Than Significant Level
• None.

Environmental Effects of the Project That Cannot Be Mitigated to a Level Less than Significant • None.

BIOLOGICAL RESOURCES
Environmental Effects of the Project Found to Have No Impact on the Environment or Have a Less Than Significant Impact on the Environment
• The project would not have a substantial adverse effect on any riparian habitat or other sensitive natural community.
• The project would not have a substantial adverse effect on State or federally protected wetlands (including, but not limited to, marsh, vernal pool, coastal, etc.) through direct removal, filling, hydrological interruption, or other means.
• The project would not interfere substantially with the movement of any native resident or migratory fish or wildlife species or with established native resident or migratory wildlife corridors, or impede the use of native wildlife nursery sites. 472
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P:\CIT2201-TM 6343\PRODUCTS\Findings\TM_6343_Findings.docx (04/04/24) 13 • The project would not conflict with any local policies or ordinances protecting biological resources, such as a tree preservation policy or ordinance. • The project would not conflict with the provisions of an adopted Habitat Conservation Plan, Natural Community Conservation Plan, or other approved local, regional, or state habitat conservation plan.

Environmental Effects of the Project That Are Potentially Significant, but That Can Be Mitigated to a Less Than Significant Level
• The project would have a substantial adverse effect, either directly or through habitat modifications, on any species identified as a candidate, sensitive, or special status species in local or regional plans, policies, or regulations, or by the California Department of Fish and Wildlife or U.S. Fish and Wildlife Service.

Finding: Changes or alterations have been required in, or incorporated into, the project which mitigate or avoid the significant effects on the environment (14 CCR § 15091(a)(1)).

Rationale for the Finding: The project site contains suitable nesting habitat for a variety of birds.

Nearly all native birds are protected by the Federal Migratory Bird Treaty Act, the California Migratory Bird Protection Act, and the California Fish and Game Code. Construction activities that occur during the nesting bird season (typically February 1 through September 30) have potential to result in the mortality/disturbance of nesting birds.

Conducting pre-construction surveys and establishing buffers would prevent or compensate for impacts on special-status bird species. Therefore, implementation of Mitigation Measure BIO-1, which would require conducting pre-construction surveys, and establishing buffers if nesting birds are found during the surveys, would effectively mitigate any impacts to nesting birds to less than significant levels.

In addition, eight existing trees in the project site have the potential to be used as nesting habitat for Swainson’s hawk, a state-protected species. Construction activities that occur near the trees onsite, or that directly affect potential nesting habitat could result in “take” of Swainson’s hawk.

Conducting pre-construction surveys, establishing buffers, and having a qualified biologist monitoring any existing nests, as applicable, would prevent or compensate for impacts on Swainson’s hawk. Therefore, implementation of Mitigation Measure BIO-2, which would require conducting pre-construction surveys, establishing buffers and monitoring, as applicable, would effectively mitigate any impacts to Swainson’s hawk to less than significant levels.

Further, old pipelines present near the existing residence on the project site and along the Enterprise Canal have the potential to be used as nesting habitat by the burrowing owl, a stateprotected species. Construction activities that occur near, or that directly affect, potential nesting habitat could result in “take” of burrowing owl. Conducting pre-construction surveys, establishing buffers, and passive relocation of burrowing owls under the direction of a qualified biologist, as applicable, would prevent or compensate for impacts on burrowing owl. Therefore, implementation of Mitigation Measure BIO-3 and Mitigation Measure BIO-4, which would require conducting pre473 AGENDA ITEM NO. 13.

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14 P:\CIT2201-TM 6343\PRODUCTS\Findings\TM_6343_Findings.docx (04/04/24) construction surveys, establishing buffers and passive relocation, as applicable, would effectively mitigate any impacts to burrowing owls to less than significant levels.

No other special-status species were determined to have a moderate or high probability of occurrence on the project site. As such, Mitigation Measures BIO-1 through BIO-4 would reduce potential impacts to special-status species to less than significant levels.

Mitigation Measure BIO-1 Nesting Bird Surveys and Active Nest Avoidance. Any initial ground disturbance or tree pruning, or removal should take place outside of the active nesting bird season (i.e., February 1– September 30), when feasible, to avoid impacts to nesting birds protected under the California Fish and Game Code and
Migratory Bird Treaty Act. Should phased construction require tree removal or initial ground disturbance to ruderal areas, a qualified biologist shall conduct a nesting bird survey no more than 10 days prior to each phase of clearing activities. If nesting birds are discovered during preconstruction surveys, the biologist shall identify an appropriate buffer where no clearing, grading, or construction activities with potential to have direct or indirect impacts on the nesting bird(s) are allowed to take place until after the nest is no longer active (e.g., the young birds have fledged), or as otherwise determined by the qualified biologist.

Mitigation Measure BIO‐2 Conduct Surveys for Swainson’s Hawk Nests and Implement Avoidance and Minimization Measures. The qualified biologist will conduct surveys for Swainson’s hawk (Buteo swainsoni) during the nesting season (February 1 to August 31) along the existing trees within the project site. No sooner than 30 days prior to any ground disturbing activity, the qualified biologist will conduct preconstruction surveys of nests identified during the earlier surveys to determine if any are occupied. The initial nesting season surveys and subsequent preconstruction nest surveys will follow the protocols set out in the Recommended Timing and Methodology for Swainson’s Hawk Nesting Surveys in California’s Central Valley (Swainson’s Hawk Technical Advisory Committee [SHTAC] 2000) or guidance current at the time of project implementation. Available database records will be used to support the survey.

Any active Swainson’s hawk nests (defined as a nest used one or more times in the last 5 years) found within the existing trees on site during the nesting season will be monitored daily by the qualified biologist to assess whether the nest is occupied. If the nest is occupied, the qualified biologist will establish no-work buffers following California Department of Fish and Game’s 474
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P:\CIT2201-TM 6343\PRODUCTS\Findings\TM_6343_Findings.docx (04/04/24) 15 1994 Staff Report Regarding Mitigation for Impacts to
Swainson’s Hawks (Buteo swainsoni) in the Central Valley of California, and the status of the nest will be monitored until the young fledge or for the length of construction activities, whichever occurs first. Adjustments to the buffer(s) may be made in consultation with the California Department of Fish and Wildlife (CDFW).

If an occupied Swainson’s hawk nest site is to be removed, an incidental take permit under the California Endangered Species Act (CESA) will be obtained, and impacts will be minimized through permitting with the CDFW and fully mitigated.

Mitigation Measure BIO-3 Conduct Pre-construction Clearance Surveys for Burrowing Owl. A pre-construction clearance survey will be conducted in the vicinity of the existing residence on site, as well as within the disturbed annual grassland and embankments of the
Enterprise No. 109 Canal by a qualified biologist for burrowing owl (Athene cunicularia) no more than 30 calendar days prior to initiation of ground disturbance activities. All surveys will follow the California Department of Fish and Game 2012 Staff Report on Burrowing Owl Mitigation methodology, or guidance current at the time of project implementation, and results shall be delivered to CDFW and the City of Clovis. If the survey results find an active burrow, the Project Applicant must coordinate with the CDFW to obtain applicable agency approval/permit prior to any ground disturbance activities on the site.

Mitigation Measure BIO-4 Passive Relocation Measures for Burrowing Owl. If burrowing owl (Athene cunicularia) are detected during the preconstruction surveys, occupied burrows will not be disturbed during the nesting season (February 1 through August 31 for owls and other raptors). The non-disturbance buffer will include a minimum 330-foot (100-meter) buffer zone around any
occupied burrow unless a qualified biologist approved by the CDFW verifies through non-invasive methods that either (1) burrowing owls have not begun egg laying and incubation, or (2) juveniles from the occupied burrows are foraging independently and are capable of independent survival. The sizes of individual buffers may be modified through coordination with the CDFW based on site-specific conditions and existing disturbance levels.

During the non-nesting season or if the qualified biologist determines either (1) or (2) above, the Project Applicant will coordinate with the CDFW to construct artificial burrows and passively relocate the owl(s). Passive relocation is defined as 475
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16 P:\CIT2201-TM 6343\PRODUCTS\Findings\TM_6343_Findings.docx (04/04/24) encouraging owls to move from occupied burrows to alternate natural or artificial burrows that are beyond approximately 160 feet (50 meters) from the impact zone and that are within or contiguous to a minimum of 6.5 acres of foraging habitat for each pair of relocated owls (California Burrowing Owl
Consortium 1993).

If passive relocation is required, a qualified biologist shall prepare a Burrowing Owl Exclusion and Mitigation Plan and Mitigation Land Management Plan in accordance with the
CDFW 2012 Staff Report on Burrowing Owl Mitigation and for review by CDFW prior to passive relocation activities. Owls shall be excluded from burrows in the immediate impact zone and within an approximately 160-foot (50-meter) buffer zone by installing one-way doors in burrow entrances. One-way doors shall be left in place for 48 hours to ensure owls have left the burrow before excavation. One alternate natural or artificial burrow shall be provided for each burrow that will be excavated in the project impact zone. The project site shall be monitored daily for 1 week to confirm owl use of alternate burrows before excavating burrows in the immediate impact zone. Whenever possible, burrows shall be excavated using hand tools and refilled to prevent reoccupation. Sections of flexible plastic pipe or burlap bags shall be inserted into the tunnels.

Environmental Effects of the Project That Cannot Be Mitigated to a Level Less Than Significant • None.

CULTURAL AND TRIBAL RESOURCES
Environmental Effects of the Project Found to Have No Impact on the Environment or Have a Less Than Significant Impact on the Environment
• None.

Environmental Effects of the Project That Are Potentially Significant, but That Can Be Mitigated to a Less Than Significant Level
• The project would cause a substantial adverse change in the significance of a historical resource as defined in Section 15064.5 of the CEQA Guidelines.

Finding: Changes or alterations have been required in, or incorporated into, the project which mitigate or avoid the significant effects on the environment (14 CCR § 15091(a)(1)).

Rationale for the Finding: No historical resources were identified within the project site. In the event that unknown resources are discovered during project construction, existing federal, State, 476
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P:\CIT2201-TM 6343\PRODUCTS\Findings\TM_6343_Findings.docx (04/04/24) 17 and local laws and regulations would require construction activities to cease until such artifacts are properly examined and determined to not be of significance by a qualified professional.

Implementation of Mitigation Measure CUL-1 would require consultation with a historical resources specialist to assess whether the discovered resource qualifies as a historical resource and to identify appropriate mitigation measures, if applicable. Therefore, potential impacts related to a substantial adverse change in the significance of a historical resource pursuant to Section 15064.5 would be less than significant with mitigation.

Mitigation Measure CUL-1 Consultation with Qualified Historical Specialist for Resources Found During Project Construction. If previously unknown resources are encountered before or during grading activities, construction shall stop within 50 feet of the find and a qualified historical resources specialist shall be consulted to determine whether the resource requires further study.

The qualified historical resources specialist shall make recommendations to the City of Clovis on the measures that shall be implemented to protect the discovered resources, including but not limited to excavation of the finds and evaluation of the finds in accordance with Section 15064.5 of the State CEQA Guidelines.

If the resources are determined to be unique archeological resources as defined under Section 15064.5(c)(1) of the State CEQA Guidelines, measures shall be identified by a qualified archaeologist meeting the Secretary of the Interior’s
Professional Qualifications Standards for Archaeology and recommended to the Lead Agency. Appropriate measures for significant resources could include avoidance or capping, incorporation of green space, parks, or open space in
undeveloped areas of the project site, or data recovery excavations of the finds.

No further grading shall occur in the area of the discovery until the Lead Agency approves the protection measures. Any
historical artifacts recovered as a result of mitigation shall be provided to a City of Clovis-approved institution or person who is capable of providing long-term preservation to allow future scientific study. A report of findings shall also be submitted to the Southern San Joaquin Valley Information Center.
• The project would cause a substantial adverse change in the significance of an archaeological resource as defined in Section 15064.5 of the CEQA Guidelines.

Finding: Changes or alterations have been required in, or incorporated into, the project which mitigate or avoid the significant effects on the environment (14 CCR § 15091(a)(1)). 477
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18 P:\CIT2201-TM 6343\PRODUCTS\Findings\TM_6343_Findings.docx (04/04/24) Rationale for the Finding: No archaeological resources were identified in the project site. However, there is a potential for unknown archaeological resources to be discovered during construction of the proposed project. Mitigation Measure CUL-1 requires that if unknown archaeological resources are discovered during construction, work in the area would halt and a qualified archaeologist would be contacted and consulted regarding how to appropriately address the situation. This would minimize or eliminate any potential for an adverse change to the significance of any discovered archaeological resources. Therefore, adherence to the requirements of Mitigation Measure CUL-1, described above, would reduce potential impacts from a substantial adverse change in the significance of an archaeological resource pursuant to Section 15064.5 to less than significant with mitigation.
• The project would disturb human remains, including those interred outside of formal cemeteries.

Finding: Changes or alterations have been required in, or incorporated into, the project which mitigate or avoid the significant effects on the environment (14 CCR § 15091(a)(1)).

Rationale for the Finding: Disturbance of human remains interred outside of formal cemeteries would result in a significant impact. If human remains are identified during project construction, Section 7050.5 of the California Health and Safety Code and PRC Section 5097.98 shall apply, as appropriate. Mitigation Measure CUL-2 requires adherence to Section 7050.5 of the California Health and Safety Code and PRC Section 5097.98. With implementation of Mitigation Measure CUL2, potential impacts related to disturbance of any human remains, including those interred outside of formal cemeteries, would be less than significant with mitigation.

Mitigation Measure CUL-2 In the event that human remains are unearthed during excavation and grading activities of any future development project, all activity shall cease immediately. Pursuant to Health and Safety Code Section 7050.5, no further disturbance shall occur until the County Coroner has made the necessary findings as to origin and disposition pursuant to Public Resources Code (PRC) Section 5097.98(a). If the remains are determined to be of Native American descent, the coroner shall within 24 hours notify the Native American Heritage Commission (NAHC). The NAHC shall then contact the most likely descendant of the deceased Native American, who shall then serve as the
consultant on how to proceed with the remains.

Pursuant to PRC Section 5097.98(b), upon the discovery of Native American remains, the Project Applicant shall ensure that the immediate vicinity, according to generally accepted cultural or archaeological standards or practices, where the Native American human remains are located is not damaged or disturbed by further development activity until the Project Applicant has discussed and conferred with the most likely descendants regarding their recommendations, if applicable, taking into account the possibility of multiple human remains. 478
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P:\CIT2201-TM 6343\PRODUCTS\Findings\TM_6343_Findings.docx (04/04/24) 19 The Project Applicant shall discuss and confer with the descendants all reasonable options regarding the descendants’ preferences for treatment.
• The project would result in a substantial adverse change in the significance of a tribal cultural resource, defined in PRC Section 21074 as either a site, feature, place, cultural landscape that is geographically defined in terms of the size and scope of the landscape, sacred place, or object with cultural value to a California Native American tribe.

Finding: Changes or alterations have been required in, or incorporated into, the project which mitigate or avoid the significant effects on the environment (14 CCR § 15091(a)(1)).

Rationale for the Finding: While there is no evidence to suggest the presence of tribal cultural resources, if any artifacts are inadvertently discovered during ground-disturbing activities, existing federal, State, and local laws and regulations would require construction activities to cease until such artifacts are properly examined and determined not to be of significance by a qualified cultural resource professional. In addition, Mitigation Measure CUL-1 requires that if unknown archaeological resources are discovered during construction, work in the area would halt and a qualified archaeologist would be contacted. Further, Mitigation Measure CUL-2 would require compliance with applicable federal, State, and local laws and regulations if human remains of tribal origin are found during construction of the proposed project. Therefore, adherence to the requirements of Mitigation Measures CUL-1 and CUL-2 would reduce potential impacts related to the substantial adverse change in the significance of a tribal cultural resource to less than significant.

Environmental Effects of the Project That Cannot Be Mitigated to a Level Less Than Significant • None.

ENERGY
Environmental Effects of the Project Found to Have No Impact on the Environment or Have a Less Than Significant Impact on the Environment
• The project would not result in potentially significant environmental impact due to wasteful, inefficient, or unnecessary consumption of energy resources, during project construction or operation.
• The project would not conflict with or obstruct a state or local plan for renewable energy or energy efficiency.

Environmental Effects of the Project That Are Potentially Significant, but That Can Be Mitigated to a Less Than Significant Level
• None.

Environmental Effects of the Project That Cannot Be Mitigated to a Level Less Than Significant • None.
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GEOLOGY AND SOILS
Environmental Effects of the Project Found to Have No Impact on the Environment or Have a Less Than Significant Impact on the Environment
• Directly or Indirectly cause potential substantial adverse effects, including the risk of loss, injury, or death involving:
○ Rupture of a known earthquake fault, as delineated on the most recent Alquist-Priolo Earthquake Fault Zoning Map issued by the State Geologist for the area or based on other substantial evidence of a known fault? Refer to Division of Mines and Geology Special Publication 42.
○ Strong seismic ground shaking.
○ Seismic-related ground failure, including liquefaction. ○ Landslides.
• Result in substantial soil erosion or the loss of topsoil. • Be located on a geologic unit or soil that is unstable, or that would become unstable as a result of the project, and potentially result in on- or off-site landslide, lateral spreading, subsidence, liquefaction or collapse.
• Be located on expansive soil, as defined in Table 18-1-B of the Uniform Building Code (1994), creating substantial risks to life or property.
• Have soils incapable of adequately supporting the use of septic tanks or alternative wastewater disposal systems where sewers are not available for the disposal of wastewater.

Environmental Effects of the Project That Are Potentially Significant, but That Can Be Mitigated to a Less Than Significant Level
• Directly or indirectly destroy a unique paleontological resource or site or unique geologic feature.

Finding: Changes or alterations have been required in, or incorporated into, the project which mitigate or avoid the significant effects on the environment (14 CCR § 15091(a)(1)).

Rationale for the Finding: No paleontological resources or unique geological features are known to exist within or near the project site, and the proposed project is not expected to alter or destroy a paleontological resource, site, or unique geologic feature. However, as required by Mitigation Measure GEO-1, in the event that unique paleontological/geological resources are discovered during excavation and/or construction activities, construction shall stop within 50 feet of the find and a qualified paleontologist shall be consulted to determine whether the resource requires further study. Mitigation Measure GEO-1 would reduce potential impacts related to the project’s potential 480
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P:\CIT2201-TM 6343\PRODUCTS\Findings\TM_6343_Findings.docx (04/04/24) 21 to directly or indirectly destroy a unique paleontological resource or site or unique geologic feature to less than significant with mitigation.

Mitigation Measure GEO-1 If any potentially significant paleontological resources are discovered during grading activities, all construction activities shall stop within 50 feet of the find and a certified professional paleontologist shall provide recommendations and mitigation measures to protect the resource.

If a potentially significant resource is encountered, then the qualified professional paleontologist, the City of Clovis, and the Project Applicant shall arrange for either (1) total avoidance of the resource or (2) test excavations to evaluate eligibility and, if eligible, total data recovery. The determination shall be formally documented in writing and submitted to the City of Clovis as verification that the provisions for managing unanticipated discoveries have been met.

Environmental Effects of the Project That Cannot Be Mitigated to a Level Less Than Significant • None.

GREENHOUSE GAS EMISSIONS
Environmental Effects of the Project Found to Have No Impact on the Environment or Have a Less Than Significant Impact on the Environment
• None.

Environmental Effects of the Project That Are Potentially Significant, but That Can Be Mitigated to a Less Than Significant Level
• Impact GHG-1: The project would generate greenhouse gas emissions, either directly or indirectly, that may have a significant impact on the environment.

Finding: Changes or alterations have been required in, or incorporated into, the project which mitigate or avoid the significant effects on the environment (14 CCR § 15091(a)(1)).

Rationale for the Finding: As neither the City nor the SJVAPCD has developed or adopted numeric GHG significance thresholds, the significance of GHG emissions from the project was analyzed based on the project’s consistency with the 2022 Scoping Plan.

The 2022 Scoping Plan includes key project attributes that reduce operational GHG emissions in Appendix D, Local Actions1
, of the 2022 Scoping Plan. As discussed in Appendix D of the 2022 Scoping Plan, absent consistency with an adequate, geographically specific GHG reduction plan such 1 CARB. 2022b. 2022 Scoping Plan Appendix D Local Actions. November. Website: https://ww2.arb.ca.gov/ sites/default/files/2022-11/2022-sp-appendix-d-local-actions.pdf (accessed February 2023). 481
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22 P:\CIT2201-TM 6343\PRODUCTS\Findings\TM_6343_Findings.docx (04/04/24) as a CEQA-qualified Climate Action Plan (CAP), the first approach the State recommends for determining whether a proposed residential or mixed-use residential development would align with the State’s climate goals is to examine whether the project includes key project attributes that reduce operational GHG emissions while simultaneously advancing fair housing.

The 2022 Scoping Plan recommends that a residen�al or mixed-use project provide EV charging infrastructure that, at minimum, meets the most ambi�ous voluntary standard in the California Green Building Standards Code at the �me of project approval. Implementa�on of Mi�ga�on Measure GHG-1 would be required to ensure the proposed project would provide electric vehicle charging. With implementa�on of Mi�ga�on Measure GHG-1, the proposed project would be consistent with this key project atribute.

Further, the project is generally consistent with all the other key atributes and recommenda�ons from the 2022 Scoping Plan, including development in an infill site, as the project site is located in area that has been marked for development of mixed uses, is presently served by exis�ng u�li�es and essen�al public services (e.g., transit, streets, water, sewer), and will implement design features that would reduce project VMT. Addi�onally, the project would result in a less-than-significant impact related to the conversion of farmland; would be consistent with the transit density criteria recommended in the Scoping Plan; would meet parking reduc�on requirements of the Scoping Plan; would advance State housing goals by increasing housing opportuni�es in the San Joaquin Valley; and would be all-electric and would not include natural gas, as recommended in the Scoping Plan.

With implementa�on of Mi�ga�on Measure GHG-1, the proposed project would be consistent with the 2022 Scoping Plan key residen�al and mixed-use project atributes related to EV charging requirements, and the proposed project would result in less-than-significant impacts related to greenhouse gas emissions.

Mitigation Measure GHG-1 In order to meet the 2022 Scoping Plan greenhouse gas (GHG) requirements, consistent with State GHG reduction and equity prioritization goals, each residential unit shall provide electric vehicle charging capabilities as part of the final project designs. • Impact GHG-2: The project would conflict with an applicable plan, policy, or regulation adopted for the purpose of reducing the emissions of greenhouse gases.

Rationale for the Finding: Changes or alterations have been required in, or incorporated into, the project which mitigate or avoid the significant effects on the environment (14 CCR § 15091(a)(1)).

The project was analyzed for consistency with State GHG reduction goals, namely goals of the 2022 Scoping Plan. The 2022 Scoping Plan focuses on building clean energy production and distribution infrastructure for a carbon-neutral future, including transitioning existing energy production and transmission infrastructure to produce zero-carbon electricity and hydrogen, and utilizing biogas resulting from wildfire management or landfill and dairy operations, among other substitutes. As described above under Impact GHG-1, with implementation of Mitigation Measure GHG-1, the project would be consistent with all key attributes and goals of the 2022 Scoping Plan. Therefore, 482
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P:\CIT2201-TM 6343\PRODUCTS\Findings\TM_6343_Findings.docx (04/04/24) 23 the project would not conflict with an applicable plan, policy, or regulation adopted for the purpose of reducing the emissions of greenhouse gases, and the impact would be less than significant. • Impact GHG-3: The proposed project, in combination with past, present, and reasonably foreseeable projects, would contribute to a significant cumulative impact with respect to greenhouse gas emissions.

Finding: Changes or alterations have been required in, or incorporated into, the project which mitigate or avoid the significant effects on the environment (14 CCR § 15091(a)(1)).

Rationale for the Finding: As presented above, the proposed project was analyzed for consistency with State GHG reduction goals in the 2022 Scoping Plan to assess significance of project GHG emissions. Based on the analysis presented above, the proposed project would be consistent with the 2022 Scoping Plan key residential and mixed-use project attributes related to building electrification with implementation of Mitigation Measure GHG-1, the EV charging requirements.

Therefore, the proposed project would have a less than significant impact. Therefore, the proposed project would not result in a cumulatively considerable impact on climate change.

Environmental Effects of the Project That Cannot Be Mitigated to a Level Less Than Significant • None

HAZARDS AND HAZARDOUS MATERIALS
Environmental Effects of the Project Found to Have No Impact on the Environment or Have a Less Than Significant Impact on the Environment
• The project would not create a significant hazard to the public or the environment through the routine transport, use, or disposal of hazardous materials. • The project would not create a significant hazard to the public or the environment through reasonably foreseeable upset and accident conditions involving the release of hazardous materials into the environment.
• The project would not emit hazardous emissions or handle hazardous or acutely hazardous materials, substances, or waste within 0.25 mile of an existing or proposed school. • The project would not be located on a site which is included on a list of hazardous materials sites compiled pursuant to Government Code Section 65962.5 and, as a result, would create a significant hazard to the public or the environment.
• The project would not be located within an airport land use plan or, where such a plan has not been adopted, within 2 miles of a public airport or public use airport, and would not result in a safety hazard for people residing or working in the project area. • The project would not impair implementation of or physically interfere with an adopted emergency response plan or emergency evacuation plan.
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24 P:\CIT2201-TM 6343\PRODUCTS\Findings\TM_6343_Findings.docx (04/04/24) • The project would not expose people or structures, either directly or indirectly, to a significant risk of loss, injury, or death involving wildland fires.

Environmental Effects of the Project That Are Potentially Significant, but That Can Be Mitigated to a Less Than Significant Level
• None.

Environmental Effects of the Project That Cannot Be Mitigated to a Level Less Than Significant • None.

HYDROLOGY AND WATER QUALITY
Environmental Effects of the Project Found to Have No Impact on the Environment or Have a Less Than Significant Impact on the Environment
• The project would not violate any water quality standards or waste discharge requirements or otherwise substantially degrade surface or groundwater quality. • The project would not substantially decrease groundwater supplies or interfere substantially with groundwater recharge such that the project may impede sustainable groundwater management of the basin.
• The project would not create or contribute runoff water which would exceed the capacity of existing or planned stormwater drainage systems or provide substantial additional sources of polluted runoff.
• The project would not release of pollutants due to project inundation in a flood hazard, tsunami, or seiche zone.
• The project would not conflict with or obstruct implementation of a water quality control plan or sustainable groundwater management plan (SGMA).

Environmental Effects of the Project That Are Potentially Significant, but That Can Be Mitigated to a Less Than Significant Level
• None.

Environmental Effects of the Project That Cannot Be Mitigated to a Level Less Than Significant • None.

LAND USE AND PLANNING
Environmental Effects of the Project Found to Have No Impact on the Environment or Have a Less Than Significant Impact on the Environment
• The project would not physically divide an established community. 484
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P:\CIT2201-TM 6343\PRODUCTS\Findings\TM_6343_Findings.docx (04/04/24) 25 • The project would not cause significant environmental impact due to a conflict with any land use plan, policy, or regulation adopted for the purpose of avoiding or mitigating an environmental effect.

Environmental Effects of the Project That Are Potentially Significant, but That Can Be Mitigated to a Less Than Significant Level
• None.

Environmental Effects of the Project That Cannot Be Mitigated to a Level Less Than Significant • None.

MINERAL RESOURCES
Environmental Effects of the Project Found to Have No Impact on the Environmental or Have a Less Than Significant Impact on the Environment
• The project would not result in the loss of availability of a known mineral resource that would be of value to the region and the residents of the State.
• The project would not result in the loss of availability of a locally-important mineral resource recovery site delineated on a local general plan, specific plan, or other land use plan.

Environmental Effects of the Project That Are Potentially Significant, but That Can Be Mitigated to a Less Than Significant Level
• None.

Environmental Effects of the Project That Cannot Be Mitigated to a Level Less Than Significant • None.

NOISE
Environmental Effects of the Project Found to Have No Impact on the Environment or Have a Less Than Significant Impact on the Environment
• Impact NOI-2: The proposed project would not generate excessive groundborne vibration or groundborne noise levels.
• Impact NOI-3: For a project located within the vicinity of a private airstrip or an airport land use plan or, where such a plan has not been adopted, within 2 miles of a public airport or public use airport, the proposed project would not expose people residing or working in the project area to excessive noise levels.
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26 P:\CIT2201-TM 6343\PRODUCTS\Findings\TM_6343_Findings.docx (04/04/24) Environmental Effects of the Project That Are Potentially Significant, but That Can Be Mitigated to a Less Than Significant Level
• Impact NOI-1: The proposed project would generate a substantial temporary or permanent increase in ambient noise levels in the vicinity of the project in excess of standards established in the local general plan or noise ordinance, or in other applicable local, State, or federal standards.

Finding: Changes or alterations have been required in, or incorporated into, the project which mitigate or avoid the significant effects on the environment (14 CCR § 15091(a)(1)).

Project construction would result in short-term noise impacts on the nearby sensitive receptors. The closest sensitive receptors to the project site include single-family residential uses located approximately 55 feet east of the project site along Behymer Avenue, approximately 230 feet west of the project site, and approximately 530 southeast of the project site along Baron Avenue. An evaluation of construction noise levels at nearby sensitive receptors determined that the closest sensitive receptor may be subject to short-term maximum construction noise reaching 86 dBA Lmax during project construction. Consistent with the City’s Municipal Code Section 5.27.604, construction noises are permitted between the hours of 7:00 a.m. and 7:00 p.m. Monday through Friday and between 9:00 a.m. and 5:00 p.m. on Saturday and Sunday. From June 1st through September 15th, permitted construction activity may commence after 6:00 a.m. Monday through Friday. While construction noise impacts are exempt from specific noise levels limits under the City’s Municipal Code, project construction noise would result in a potentially significant impact at the nearest off-site sensitive residential use. As such, Mitigation Measure NOI-1.1 would be required to ensure that all construction equipment, fixed or mobile, is equipped with properly operating and maintained mufflers consistent with manufacturers’ standards, which would reduce the potential impacts associated with construction equipment. Additionally, Mitigation Measure NOI-1.1 requires the project to designate a “disturbance coordinator” at the City who would be responsible for responding to any local complaints about construction noise. With implementation of Mitigation Measure NOI-1.1, the proposed project would result in a less than significant impact associated with the generation of a substantial temporary increase in ambient noise levels in the vicinity during construction.

Noise-generating uses associated with development of the proposed project would typically include vehicle traffic and operational noise, such as HVAC and pool pump equipment. Although noise level associated with off-site traffic from the project is not expected to exceed the significance threshold for perceptible noise-level increases of 3 dBA or more, and noise levels from stationary sources like HVAC equipment noise or pool pumps are not expected to exceed the City’s maximum exterior noise level standards for residential uses of 50 dBA Leq during nighttime hours and 55 dBA Leq during daytime hours, as measured at the nearest receiving sensitive land use, noise associated with onsite project traffic would require implementation of noise insulation features in project design to fulfill the City’s normally acceptable interior noise level criterion. Implementation of an HVAC system would allow windows to remain closed in order to reduce interior noise levels by 25 dBA, resulting in interior noise levels of 42 dBA CNEL, which would meet the City’s interior noise standard of 45 dBA CNEL. Mitigation Measure NOI-1.2 below would include modifications to ensure that buildings would comply with the City’s noise and land use compatibility standards and reduce interior noise impacts. Therefore, with implementation of Mitigation Measures NOI-1.1 and NOI486 AGENDA ITEM NO. 13.

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1.2, construction and operational noise impacts associated with the proposed project would be less than significant.

Mitigation Measure NOI-1.1 The project contractor shall implement the following measures during construction of the proposed project:
• Equip all construc�on equipment, fixed or mobile, with properly opera�ng and maintained mufflers consistent
with manufacturers’ standards.
• Place all sta�onary construc�on equipment so that
emited noise is directed away from sensi�ve receptors
nearest the ac�ve project site.
• Locate equipment staging in areas that would create the greatest possible distance between construc�on-related
noise sources and noise-sensi�ve receptors nearest the
ac�ve project site during all construc�on ac�vi�es.
• Ensure that all general construc�on related ac�vi�es are restricted to between the hours of 7:00 a.m. and 7:00
p.m., Monday through Friday and between 9:00 a.m.
and 5:00 p.m. on Saturday and Sunday. From June 1st
through September 15th, permited construc�on
ac�vity may commence a�er 6:00 a.m. Monday through
Friday, consistent with the City’s Noise Ordinance.
• Designate a “disturbance coordinator” at the City who would be responsible for responding to any local
complaints about construc�on noise. The disturbance
coordinator would determine the cause of the noise
complaint (e.g., star�ng too early, bad muffler) and
would determine and implement reasonable measures
warranted to correct the problem.

Mitigation Measure NOI-1.2 The project contractor shall implement the following measures during construction of the proposed project:
• In order for windows and doors to remain closed,
mechanical ven�la�on such as air condi�oning shall be
provided for all units.
• All windows and glass doors shall be rated STC 26 or
higher such that the noise reduc�on provided will
sa�sfy the interior noise standard of 45 dBA CNEL.
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28 P:\CIT2201-TM 6343\PRODUCTS\Findings\TM_6343_Findings.docx (04/04/24) • Impact NOI-4: The proposed project, in combination with past, present, and reasonably foreseeable projects, would contribute to a significant cumulative impact with respect to noise.

Finding: Changes or alterations have been required in, or incorporated into, the project which mitigate or avoid the significant effects on the environment (14 CCR § 15091(a)(1)).

As discussed above, the project would require implementation of noise reduction requirements and noise insulation features in project design to fulfill the City’s normally acceptable interior noise level criterion. With implementation of Mitigation Measure NOI-1.2, interior noise levels would be reduced to 45 dBA or less and would be acceptable under the City’s land use compatibility standards. Therefore, this impact would be less than significant with mitigation, and the project would not contribute to a cumulatively considerable significant noise impact.

Additionally, while construction noise impacts are exempt from specific noise levels limits under the City’s Municipal Code, project construction noise would result in a potentially significant impact at the nearest off-site sensitive residential use. With implementation of Mitigation Measure NOI-1.1, which would require that construction equipment is properly equipped with mufflers consistent with manufacturers’ standards, staged at the greatest distance possible from sensitive receptors, and would require the project to designate a “disturbance coordinator” at the City who would be responsible for responding to any local complaints about construction noise, the proposed project would not result in adverse noise impacts from construction activities. Although the proposed project may be under construction at the same time as one or more cumulative development projects, each project would be required to implement similar measures as those identified in Mitigation Measure NOI-1.1 to ensure that construction noise levels are reduced to the extent feasible and to ensure that construction activities comply with the City’s Noise Ordinance. In addition, construction-related noise impacts would be temporary and would no longer occur once construction of each project is completed. Therefore, construction activities would not be considered a cumulatively considerable contribution to the total noise environment in the project site vicinity, and this impact would be less than significant.

Environmental Effects of the Project That Cannot Be Mitigated to a Level Less Than Significant • None.

POPULATION AND HOUSING
Environmental Effects of the Project Found to Have No Impact on the Environment or Have a Less Than Significant Impact on the Environment
• The project would not induce substantial unplanned population growth in an area, either directly (for example, by proposing new homes and businesses) or indirectly (for example, through extension of roads or other infrastructure).
• The project would not displace substantial numbers of existing people or housing, necessitating the construction of replacement housing elsewhere.
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• None.

Environmental Effects of the Project That Cannot Be Mitigated to a Level Less Than Significant • None.

PUBLIC SERVICES
Environmental Effects of the Project Found to Have No Impact on the Environment or Have a Less Than Significant Impact on the Environment
• Result in substantial adverse physical impacts associated with the provision of new or physically altered governmental facilities, need for new or physically altered governmental facilities, the construction of which could cause significant environmental impacts, in order to maintain acceptable service ratios, response times, or other performance objectives for any of the public services:
○ Fire protection?
○ Police protection?
○ Schools?
○ Parks?
○ Other public facilities?
Environmental Effects of the Project That Are Potentially Significant, but That Can Be Mitigated to a Less Than Significant Level
• None.

Environmental Effects of the Project That Cannot Be Mitigated to a Level Less Than Significant • None.

RECREATION
Environmental Effects of the Project Found to Have No Impact on the Environment or Have a Less Than Significant Impact on the Environment
• Increase the use of existing neighborhood and regional parks or other recreational facilities such that substantial physical deterioration of the facility would occur or be accelerated. • Include recreational facilities or require the construction or expansion of recreational facilities which might have an adverse physical effect on the environment.

Environmental Effects of the Project That Are Potentially Significant, but That Can Be Mitigated to a Less Than Significant Level
• None.
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30 P:\CIT2201-TM 6343\PRODUCTS\Findings\TM_6343_Findings.docx (04/04/24) Environmental Effects of the Project That Cannot Be Mitigated to a Level Less Than Significant • None.

TRANSPORTATION
Environmental Effects of the Project Found to Have No Impact on the Environment or Have a Less Than Significant Impact on the Environment
• Impact TRA-3: The project would not substantially increase hazards due to a geometric design feature (e.g., sharp curves or dangerous intersections) or incompatible uses (e.g., farm equipment).
• Impact TRA-4: The project would not result in inadequate emergency access.

Environmental Effects of the Project That Are Potentially Significant, but That Can Be Mitigated to a Less Than Significant Level
• None.

Environmental Effects of the Project That Cannot Be Mitigated to a Level Less Than Significant • Impact TRA-1: The project would conflict with a program, plan, ordinance, or policy addressing the circulation system, including transit, roadway, bicycle, and pedestrian facilities.

Finding: No feasible mitigation measures are available to mitigate the impact to a less than significant level. Therefore, impact is considered significant and unavoidable.

The proposed project would construct bicycle and pedestrian facilities in compliance with City design requirements and with multi-modal transportation goals of the City’s Active Transportation Plan or the General Plan. Additionally, the project would result in no conflict with current and planned transit facilities and routes in the City. As such, potential impacts to transit, bicycle and pedestrian facilities would be less than significant.

The Transportation Impact Analysis (TIA) prepared for the proposed project (included as Appendix G of the Draft EIR) conducted an LOS study to identify existing, near‐term, and cumulative plus project and without project traffic volumes at study roadway segments and study intersections to identify if any LOS deficiencies would occur under the different scenarios analyzed. The TIA identified that LOS deficiencies would occur at four study intersections under an existing plus project scenario, nine intersections would experience LOS deficiencies under the near-term (2026) plus project scenario, and fourteen intersections would experience LOS deficiencies under the cumulative (2046) plus project scenario. Tables 9‐B through 9-D of the TIA illustrate the post‐improvement intersection levels of service for the different scenarios. As shown in these tables, implementation of recommended improvements would improve operations at all study intersections to operate at satisfactory LOS levels. As shown in Table 9-H of the TIA, the project would pay into the Clovis Development Impact Fee (Clovis DIF) Program and the Regional Transportation Mitigation Fee (RTMF) as applicable to fund recommended improvements. Therefore, the intersections are forecast 490
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P:\CIT2201-TM 6343\PRODUCTS\Findings\TM_6343_Findings.docx (04/04/24) 31 to operate at a satisfactory LOS with the implementation of the recommended improvements and impacts to the study intersections’ LOS would be less than significant.

The TIA also identified that three roadway segments are forecast to operate at an unsatisfactory LOS under the near-term (2026) plus project scenario, and eight roadway segments are forecast to operate at an unsatisfactory LOS under the cumulative (2046) plus project scenario. All local City of Clovis study roadways segments would be able to implement improvements via payment to the Clovis DIF Program to improve operations and operate at satisfactory LOS levels.

However, the diverge segment at the SR‐168 westbound Herndon Avenue Off‐Ramp, under Caltrans jurisdiction, is forecast to operate at an unsatisfactory condition (LOS F) during PM peak hours under existing, near‐term (2026) and cumulative (2046) conditions. As such, improvements would be required at this off‐ramp location to improve traffic operations on the freeway mainline. The project would be subject to payment of to the RTMF Program for its fair share contribution to regional improvements. The RTMF is intended to ensure that future development contribute its fair share towards the costs of infrastructure to mitigate the cumulative indirect regional transportation impacts of new growth in a manner consistent with the provisions of the Mitigation Fee Act.

However, since the project has no direct control of implementing improvements at a Caltrans facility, and implementation of recommended improvements would be subject to Caltrans implementation schedule, which is unknown at this time, the LOS deficiency at this location would remain significant and unavoidable.
• Impact TRA-2: The proposed project would conflict or be inconsistent with CEQA Guidelines Section 15064.3, Subdivision (b).

Finding: No feasible mitigation measures are available to mitigate the impact to a less than significant level. Therefore, impact is considered significant and unavoidable.

The TIA for the proposed project includes a detailed VMT analysis that follows VMT analysis methodology of the City’s TIA Guidelines. As recommended in the TIA Guidelines, the VMT analysis for the project was conducted using the Fresno COG Activity Based Model (ABM). The model database was updated with the project land use to calculate project VMT. The project would have a significant VMT impact if the baseline project VMT per capita is greater than 87 percent of the baseline Fresno County VMT per capita. Based on the TIA Guidelines, baseline Fresno County VMT per capita is 16.1 and the corresponding threshold is 14.1 (which is 87 percent of 16.1). Therefore, the project would have a significant VMT impact if the project VMT per capita is greater than 14.1.