Agenda packet — Clovis City Council, June 2, 2025 (part 2 of 2)

General General
General
Services Fleet
Planning &
Development
Services

FUNDING SOURCES
Property Taxes 43,765,000
Sales & Use Tax 29,583,000 26,200,000 26,200,000 Other Taxes 16,162,000
Licenses and Permits 1,438,000
Fines 230,000
Use of Money & Property 596,500
From Other Agencies 6,634,500
Charges for Current Services 15,849,800
Other Revenues 454,000
Charges to Other Departments-ISF
Total Sources 114,712,800 26,200,000 0 0 0 26,200,000

EXPENDITURES/EXPENSES
Salaries-Regular 43,252,300 1,504,200 98,300 68,500 1,671,000 Overtime 7,087,600 197,500 197,500 Extra Help 2,781,600
Benefits 30,456,300 1,037,900 37,300 32,000 1,107,200 Vehicle Charges 6,178,200 8,500 1,700 10,200 Energy 3,258,900
Communications 281,200 18,000 18,000 Professional Services 7,106,300 517,500 517,500 Repair and Maintenance 454,600 226,000 226,000 State Mandates
Liability Insurance Prog-ISF
Special Events 3,500
Building and Equipment Rental 18,000
Office Supplies 146,900
Materials and Supplies 2,320,000 331,000 331,000 Travel and Meeting Expense 213,300
Training 602,800 358,000 358,000 Dues and Subscriptions 105,400 15,000 15,000 Administration and Overhead 14,121,600 829,500 22,700 33,200 885,400 Employee-Related ISF Charges
Debt Service
Capital Outlays/Improvements 610,800 147,500 899,500 2,250,000 3,297,000 Total Uses 118,999,300 4,949,600 1,300,500 2,250,000 133,700 8,633,800 Measure Y
Funds
2025-2026 BUDGET SUMMARY - BY FUND
32 Total
231
AGENDA ITEM NO. 12.

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

FUNDING SOURCES
Property Taxes
Sales & Use Tax
Other Taxes
Licenses and Permits 4,647,000
Fines
Use of Money & Property 552,000 1,425,000 162,000 1,570,000 409,000 From Other Agencies 229,300 15,046,000 27,000 Charges for Current Services 28,292,000 16,773,000 23,409,000 11,567,000 Other Revenues 86,000 25,000 200,000 56,000 Charges to Other Departments-ISF
Total Sources 29,159,300 18,223,000 15,208,000 25,179,000 16,706,000

EXPENDITURES/EXPENSE
S
Salaries-Regular 6,195,400 1,857,400 2,973,700 4,553,600 7,815,000 Overtime 513,000 17,500 104,100 178,000 199,000 Extra Help 35,000 15,000 3,254,000 15,000 97,000 Benefits 2,989,900 867,500 2,418,200 2,177,200 3,341,500 Vehicle Charges 6,983,900 435,700 1,796,000 984,200 412,400 Energy 29,000 1,888,000 5,450,000
Communications 10,200 5,000 280,000 20,000 36,000 Professional Services 7,819,100 8,065,700 677,500 3,740,200 2,688,000 Repair and Maintenance 49,100 1,728,500 2,045,000 State Mandates 1,097,300
Liability Insurance Prog-ISF 2,000 3,000
Special Events 14,000
Building and Equipment Rental 51,000
Office Supplies 126,000 5,500 44,000 17,000 Materials and Supplies 199,700 334,500 1,958,000 10,000 Travel and Meeting Expense 20,500 8,000 23,200 8,000 9,000 Training 44,500 18,200 25,700 57,500 62,000 Dues and Subscriptions 11,500 5,000 3,900 8,100 30,000 Administration and Overhead 4,754,300 3,569,300 2,396,700 4,329,200 2,919,100 Employee-Related ISF Charges
Debt Service
Capital Outlays/Improvements 1,171,000 3,496,500 1,255,000 5,803,500 270,000 Total Uses 32,102,400
22,317,300 15,208,000 31,371,500 17,923,000
2025-2026 BUDGET SUMMARY - BY FUND
33 232
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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 1,000 370,000 839,200 538,000 69,000 397,000 From Other Agencies 129,000 426,000 12,065,100 Charges for Current Services 13,035,500 16,491,100 7,260,000 2,200,000 2,064,000 8,730,000 Other Revenues
Charges to Other Departments-ISF 9,908,000 47,237,400 7,625,800 Total Sources 9,909,000 47,607,400 21,629,500 17,029,100 7,329,000 2,626,000 14,129,100 9,127,000

EXPENDITURES/EXPENSE
S
Salaries-Regular 207,700 409,300 3,166,300 1,836,900 Overtime 3,000 3,000 68,800 27,800 Extra Help 35,000
Benefits 96,500 181,700 1,387,000 889,500 Vehicle Charges 7,400 18,000 183,700 106,800 Energy 2,055,800
Communications 268,500 2,800
Professional Services 11,000 683,100 386,500 Repair and Maintenance 2,982,800 1,818,500
State Mandates 70,000
Liability Insurance Prog-ISF 9,472,500
Special Events 106,000
Building and Equipment Rental
Office Supplies 592,500 3,000
Materials and Supplies 8,000 264,500 3,898,100 Travel and Meeting Expense 4,400 1,200 18,600 4,000 Training 46,000 37,600 127,000 30,500 Dues and Subscriptions 1,000 500 971,300 1,100 Administration and Overhead 55,400 106,600 855,100 1,438,700 50,000 Employee-Related ISF Charges 46,989,000
Debt Service 3,175,400 417,200 8,262,000 2,934,000 Capital Outlays/Improvements 50,000 1,230,000 6,007,500 436,000 5,640,000 14,994,000 12,530,000 Total Uses 9,901,900 47,913,900 18,065,400 16,938,900 8,748,000 5,640,000 14,994,000 15,464,000 2025-2026 BUDGET SUMMARY - BY FUND
Funds
Internal Service Capital Projects
34 233
AGENDA ITEM NO. 12.

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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 100,000 43,865,000 1,405,000 Sales & Use Tax 55,783,000
Other Taxes 16,162,000
Licenses and Permits 6,085,000
Fines 230,000
Use of Money & Property 6,928,700
From Other Agencies 2,845,600 418,200 37,820,700 Charges for Current Services 6,571,000 152,242,400 Other Revenues 821,000
Charges to Other Departments-ISF 64,771,200
Total Sources 2,845,600 6,571,000 100,000 418,200 384,709,000 1,405,000 EXPENDITURES/EXPENSES Deductions
Salaries-Regular 193,300 74,131,900
Overtime 8,399,300
Extra Help 6,232,600
Benefits 64,000 45,976,500
Vehicle Charges 7,200 17,123,700
Energy 12,681,700
Communications 921,700
Professional Services 82,500 5,955,000 5,700 37,738,100 20,000 Repair and Maintenance 27,000 9,331,500
State Mandates 1,167,300
Liability Insurance Prog-ISF 9,477,500
Special Events 123,500
Building and Equipment Rental 69,000
Office Supplies 934,900
Materials and Supplies 2,500 9,326,300
Travel and Meeting Expense 2,800 313,000 Training 1,409,800
Dues and Subscriptions 2,500 1,155,300
Administration and Overhead 47,100 35,528,500 Employee-Related ISF Charges 46,989,000
Debt Service 14,788,600 1,333,000
Capital Outlays/Improvements 2,643,000 2,018,200 61,452,500 Total Uses 3,044,900 5,955,000 32,700 2,018,200 395,272,200 1,353,000 2025-2026 BUDGET SUMMARY - BY FUND
Funds
Special Revenue
35 234
AGENDA ITEM NO. 12.

SUMMARY OF REVENUES BY FUND

2024-2025
2023-2024 Revised 2025-2026
Actual Estimate Budget

GENERAL FUNDS
General Fund 104,727,558 110,805,000 114,712,800
General Fund - Measure Y 0 6,300,000 26,200,000

SPECIAL REVENUE FUNDS
Housing & Community Development 1,744,526 251,000 329,600 Landscape Maintenance District 6,229,518 6,171,000 6,571,000 Community Facilities Dist 2020-1 120,411 100,000 100,000

INTERNAL SERVICES FUNDS
Liability & Property Insurance 6,907,905 8,514,200 9,909,000 Employee Benefit 37,112,921 41,607,900 47,607,400
Fleet Maintenance 15,084,200 16,953,600 17,029,100
General Government Services 16,124,758 17,214,600 18,186,500

ENTERPRISE FUNDS
Community Sanitation 25,457,182 27,055,100 29,159,300
Sewer Service 16,928,977 18,300,000 18,223,000
Transit 11,727,047 12,812,300 15,208,000
Water Service 23,122,688 24,725,000 25,179,000
Planning & Development Services 12,448,292 15,188,900 16,706,000

CAPITAL IMPROVEMENTS FUNDS
Sewer Construction 5,480,205 6,622,000 7,329,000
Parks Projects 1,968,029 3,433,000 2,626,000
General Government Facilities 2,319,720 3,960,000 3,443,000 Street Construction 14,703,999 41,546,700 14,129,100
Water Construction 5,876,366 8,668,000 9,127,000
Refuse Construction 1,021,215 1,062,000 0
Housing & Community Development 720,375 574,500 2,934,200

TOTAL 309,825,892 371,864,800 384,709,000

SUCCESSOR AGENCY TRUST FUND
Clovis Successor Agencies* 1,437,439 1,397,000 1,405,000 *The Clovis Successor Agencies are Private Purpose Trust Funds and as such are reported separately and not included in Citywide totals.
36 235
AGENDA ITEM NO. 12.

General
31%
Special Revenue
2%Internal Services
23%
Enterprise
26%
Capital Improvement
18%

REVENUES BY FUND TYPE
General
34%
Special Revenue
3%
Internal Services
24%
Enterprise
29%
Capital Improvement
10%
General
37%
Special Revenue
2%Internal Services
24%
Enterprise
27%
Capital Improvement
10%
2025-2026 BUDGET
2023-2024 ACTUAL
2024-2025 ESTIMATED
37 236
AGENDA ITEM NO. 12.

Property Taxes-General Fund
The gross assessed valuation (in millions) for Clovis is:
2020/21 $12,456 2022/23 $14,442 2024/25 $16,456 2026/27 $18,834 est. 2021/22 $13,299 2023/24 $15,525 2025/26 $17,736 est. 2027/28 $19,803 est.

Property Tax in lieu of VLF-General Fund
15,306,000
11,000,000
12,000,000
13,000,000
14,000,000
15,000,000
16,000,000
17,000,000
Actual
2021/22
Actual
2022/23
Actual
2023/24
ETC
2024/25
Budget
2025/26
Projected
2026/27
Projected
2027/28
24,540,000
15,500,000
18,000,000
20,500,
000
23,000,000
25,500,000
28,000,000
Actual
2021/22
Actual
2022/23
Actual
2023/24
ETC
2024/25
Budget
2025/26
Projected
2026/27
Projected
2027/28
Property tax revenues took 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 permanent shift increased 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 18.81% of the gross taxes before reductions. In 2025/26, the City of Clovis is expecting to receive about $24,540,000 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 17% of total discretionary and non-discretionary 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 11% of General Fund revenue.

REVENUE BY SOURCE
38 237
AGENDA ITEM NO. 12.

REVENUE BY SOURCE
Community Facilities District CFD 2004-01-General Fund
Major General Consumer Goods 31%
Segments: Autos & Transportation 19%
State & County Pools 16%
Building and Construction 10%
Restaurants & Hotels 12%
Fuel & Service Stations 5%
Sales Tax-Bradley Burns
Sales Tax-Measure Y
29,583,000
26,000,000
28,000,000
30,000,000
32,000,000
34,000,000
Actual
2021/22
Actual
2022/23
Actual
2023/24
ETC
2024/25
Budget
2025/26
Projected
2026/27
Projected
2027/28
The City of Clovis receives Bradley Burns 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 top ten retailers generate 41% of the sales tax and the top 100 retailers generate 80% of the sales tax in Clovis. Bradley Burns Sales Tax is 21% of the General Fund revenue. In 2022/23 & 2023/24, sales tax began to experience a decline as inflationary pressures affected consumers spending less on discretionary items that generate sales tax. 2024/25 is estimated to experience another slight decline while 2025/26 has been budgeted for modest growth. 3,891,000
2,000,000
2,500,000
3,000,000
3,500,000
4,000,000
4,500,000
Actual
2021/22
Actual
2022/23
Actual
2023/24
ETC
2024/25
Budget
2025/26
Projected
2026/27
Projected
2027/28
In March 2004, the 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. Any residential parcel 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.
26,200,000
-
6,000,000
12,000,000
18,000,000
24,000,000
30,000,000
Actual
2021/22
Actual
2022/23
Actual
2023/24
ETC
2024/25
Budget
2025/26
Projected
2026/27
Projected
2027/28
On November 5, 2024, Clovis voters approved a local 1% Transactions and Use Tax (District Sales Tax) known as Measure Y. This is a general tax and will be placed in a separate General Fund denoted as Measure Y to provide for accurate reporting and transparency. An oversight committee was approved by City Council to review the expenditures of the revenue generated by this new sales tax. 2024/25 was budgeted at $6.3 million for the first quarter receipts starting on April 1, 2025 and 2025/26 is estimated to bring in $26.2 million with modest growth thereafter.
39 238
AGENDA ITEM NO. 12.

REVENUE BY SOURCE
Franchise Fees-General Fund
Business Licenses-General Fund
Other Taxes-General Fund
8,542,000
5,750,000
6,750,000
7,750,000
8,750,000
9,750,000
Actual
2021/22
Actual
2022/23
Actual
2023/24
ETC
2024/25
Budget
2025/26
Projected
2026/27
Projected
2027/28
5,513,000
4,000,000
4,500,000
5,000,000
5,500,000
6,000,000
6,500,000
7,000,000
Actual
2021/22
Actual
2022/23
Actual
2023/24
ETC
2024/25
Budget
2025/26
Projected
2026/27
Projected
2027/28
3,350,000
2,400,000
2,800,000
3,200,000
3,600,000
Actual
2021/22
Actual
2022/23
Actual
2023/24
ETC
2024/25
Budget
2025/26
Projected
2026/27
Projected
2027/28
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 decrease slightly as AT&T moves customers from cable to satellite service that isn't subject to franchise fees. This revenue source is approximately 2% of the General Fund revenue.

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

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

This category includes transient occupancy tax, real property transfer tax, and card room permits. 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 an increase from the prior year as mortgage rates begin trending downward.
40 239
AGENDA ITEM NO. 12.

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

2,084,700
250,000
1,250,000
2,250,000
3,250,000
4,250,000
Actual
2021/22
Actual
2022/23
Actual
2023/24
ETC
2024/25
Budget
2025/26
Projected
2026/27
Projected
2027/28
3,405,800
1,250,000
1,750,000
2,250,000
2,750,000
3,250,000
3,750,000
Actual
2021/22
Actual
2022/23
Actual
2023/24
ETC
2024/25
Budget
2025/26
Projected
2026/27
Projected
2027/28
450,000
25,000
125,000
225,000
325,000
425,000
525,000
Actual
2021/22
Actual
2022/23
Actual
2023/24
ETC
2024/25
Budget
2025/26
Projected
2026/27
Projected
2027/28
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 2024/25 and 2025/26 are 3.90% and 4.00%, respectively.

This category includes revenue collected at the state level and redistributed back to local agencies on a per-capita basis. Revenue sources mainly include gas tax. The larger increase in 2024/25 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. Significant increases are largely from reimbursements from the CA Office of Emergency Services for state fire assistance. Also, included in years 2021/22 - 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 which is currently at approximately $600,000.
41 240
AGENDA ITEM NO. 12.

REVENUE BY SOURCE
Revenue From Other Agencies-General Fund
Revenue for Current Services-General Fund
Other Revenue-General Fund
381,000
100,000
300,000
500,000
700,000
Actual
2021/22
Actual
2022/23
Actual
2023/24
ETC
2024/25
Budget
2025/26
Projected
2026/27
Projected
2027/28
8,144,100
5,000,000
6,000,000
7,000,000
8,000,000
9,000,000
Actual
2021/22
Actual
2022/23
Actual
2023/24
ETC
2024/25
Budget
2025/26
Projected
2026/27
Projected
2027/28
1,198,000
850,000
950,000
1,050,000
1,150,000
1,250,000
Actual
2021/22
Actual
2022/23
Actual
2023/24
ETC
2024/25
Budget
2025/26
Projected
2026/27
Projected
2027/28
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. Revenues are projected to remain flat.

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 have steadily increased with the opening of the newly expanded Senior Activity 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. This revenue can fluctuate greatly due to unforeseen reimbursements or donations. 42 241
AGENDA ITEM NO. 12.

REVENUE BY SOURCE
Administrative Charges-General Fund
Refuse / Street Cleaning Charges-Community Sanitation Fund Sewer Charges-Sewer Service Fund
5,769,000
4,500,000
5,250,000
6,000,000
6,750,000
Actual
2021/22
Actual
2022/23
Actual
2023/24
ETC
2024/25
Budget
2025/26
Projected
2026/27
Projected
2027/28
Administrative charges result from the recovery of the cost of services provided for specific activities of the support services within the General Fund. These support activities include City Council, City Clerk, City Manager, City Attorney, Finance, and Personnel. This revenue source contributes about 4% of the General Fund revenue. 28,052,000
22,000,000
24,000,000
26,000,000
28,000,000
30,000,000
32,000,000
Actual
2021/22
Actual
2022/23
Actual
2023/24
ETC
2024/25
Budget
2025/26
Projected
2026/27
Projected
2027/28
16,770,000
14,000,000
15,000,000
16,000,000
17,000,000
18,000,000
19,000,000
Actual
2021/22
Actual
2022/23
Actual
2023/24
ETC
2024/25
Budget
2025/26
Projected
2026/27
Projected
2027/28
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 organics 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 and each year after through 2027/28. Recycling and organics rates are projected to increase by 4% in 2025/26 and each year after through 2027/28. Street Cleaning charges are projected to increase by 4% in 2025/26 through 2027/28 and all revenues 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 2027/28 below.
43 242
AGENDA ITEM NO. 12.

REVENUE BY SOURCE
Water Charges-Water Service Fund
Sewer Bond Coverage Charges-Sewer Service Fund
23,402,000
17,500,000
19,500,000
21,500,000
23,500,000
25,500,000
27,500,000
Actual
2021/22
Actual
2022/23
Actual
2023/24
ETC
2024/25
Budget
2025/26
Projected
2026/27
Projected
2027/28
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 2025/26 through 2027/28 and is intended to cover increased costs to treat and distribute potable water, major capital improvements, and to provide debt service coverage.

Beginning in 2012/13, the City implemented a sewer bond coverage charge to partially cover the debt service on development related bonds. Each year the coverage charge is evaluated for any revision necessary to meet required bond coverage. Beginning July 1, 2021, no bond charge is projected through June 30, 2028. Beginning July 1, 2028, bond coverage charges are projected to resume. (4,000,000)
(2,000,000)
-
2,000,000
4,000,000
Actual
2021/22
Actual
2022/23
Actual
2023/24
ETC
2024/25
Budget
2025/26
Projected
2026/27
Projected
2027/28
44 243
AGENDA ITEM NO. 12.

REVENUE BY SOURCE
Building Permits / Planning Fees / Engineering Fees-Planning & Development Fund Building permit activity for dwelling units: T otal building valuation for 2024 was $296,014,000. 2021 2022 2023 2024
1238 859 658 610
Local Transportation Funding (LTF)-Transit Funds
16,151,000
10,000,000
12,000,000
14,000,000
16,000,000
18,000,000
Actual
2021/22
Actual
2022/23
Actual
2023/24
ETC
2024/25
Budget
2025/26
Projected
2026/27
Projected
2027/28
The City collects a fee for each building-related permit issued. The fees are based on the national uniform building codes. 2024/25 and 2025/26 reflect a significant 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 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 2025/26 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 revenues.
7,780,000
4,000,000
5,000,000
6,000,000
7,000,000
8,000,000
9,000,000
10,000,000
Actual
2021/22
Actual
2022/23
Actual
2023/24
ETC
2024/25
Budget
2025/26
Projected
2026/27
Projected
2027/28
This source of revenue is generated by a 1/4% 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. 2024/25 revenue is reduced due to a decrease in expenses funded with LTF. Revenues recognized in 2025/26 significantly increase to pay for a major route redesign. 45 244
AGENDA ITEM NO. 12.

REVENUE BY SOURCE
Measure C (1/2% Sales Tax)
7,032,000
6,500,000
10,500,000
14,500,000
18,500,000
Actual
2021/22
Actual
2022/23
Actual
2023/24
ETC
2024/25
Budget
2025/26
Projected
2026/27
Projected
2027/28
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 McCall and reconstruction of Herndon from Temperance to De Wolf. Other projects include pavement rejuvenation and slurry sealing of various City streets and trail pavement maintenance. 46 245
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47 246
AGENDA ITEM NO. 12.

SUMMARY OF EXPENDITURES BY FUND
2024-
2025
2023-2024 Revised 2025-2026
Actual Estimate Budget

GENERAL FUNDS
General Fund 102,301,972 116,490,800 118,999,300
General Fund - Measure Y 0 0 4,949,600

SPECIAL REVENUE FUNDS
Housing and Community Development 336,060 469,500 488,900 Landscape Maintenance District 4,961,293 5,373,500 5,955,000 2020-1 Community Facility District 5,700 5,700 32,700

INTERNAL SERVICES FUNDS
Liability & Property Insurance 6,407,359 7,698,200 9,901,900 Employee Benefit 35,279,319 41,731,300 47,913,900
Fleet Maintenance 12,334,917 17,550,900 16,938,900
Fleet Maintenance - Measure Y 0 0 2,250,000
General Government Services 15,857,207 19,852,600 17,845,400 General Government Services - Measure Y 0 0 778,500

ENTERPRISE FUNDS
Community Sanitation 25,950,246 28,891,300 32,102,400
Sewer Service 17,738,132 19,520,600 22,317,300
Transit 11,609,505 12,812,300 15,208,000
Water Service 20,596,800 26,171,000 31,371,500
Planning & Development Services 13,235,401 14,551,600 17,923,000 Planning & Development Services - Measure Y 0 0 133,700

CAPITAL IMPROVEMENTS FUNDS
Sewer Construction 7,291,864 9,084,300 8,748,000
Parks Projects 5,219,751 3,893,000 5,640,000
General Government Facilities 8,584,007 7,745,000 220,000 General Government Facilities - Measure Y 0 0 522,000
Street Construction 13,331,494 54,709,000 14,994,000
Water Construction 6,835,126 13,737,500 15,464,000
Refuse Construction 1,021,215 1,062,000 0
Housing and Community Development 720,375 511,000 4,574,200 TOTAL 309,617,743 401,861,100 395,272,200

SUCCESSOR AGENCY TRUST FUND
Clovis Successor Agencies* 1,362,312 1,343,200 1,353,000 *The Clovis Successor Agencies are Private Purpose Trust Funds and as such are reported separately and not i
ncluded in Citywide totals.
48 247
AGENDA ITEM NO. 12.
`
General
29%
Special Revenue
1%
Internal Services
22%
Enterprise
25%
Capital Improvement
23%

EXPENDITURES BY FUND TYPE
General
33%
Special Revenue
2%Internal Services
22%
Enterprise
29%
Capital Improvement
14%
General
31%
Special Revenue
2%Internal Services
24%
Enterprise
30%
Capital Improvement
13%
2025-2026 BUDGET
2023-2024 ACTUAL
2024-2025 ESTIMATED
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50 249
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.
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AGENDA ITEM NO. 12.

PERSONNEL
There are fifty new positions being proposed for 2025-2026. Of the new positions, thirty-two are within the General Fund, and consist of eleven positions in the Police Department, nine positions in the Fire Department, one position in the Senior Services Di vision, one position in the Recreation Division, two positions in the Parks Division, one position in Street Lighting Division, two positi ons in Streets Division, two positions in the Personnel Division and three positions in the Finance Department. The City Manager Department added four positions within the Information Technology Divis ion Internal Service Fund and three Assistant Building Technician were added to the Facilities Maintenance Internal Service Fund. Within the Enterprise Funds, the Planning and Development Services Department added four positions. The Public Utilities Department added four new positions and the Transit division of the General Services Department added three new positions . Also listed are five position conversions, reorganized within the respective departments.

The position counts outlined above included new positions funded by Measure Y. Either fully or partially funded by Measure Y, elev en positions were added in the Police Department, nine positions were added in the Fire Department, two positons were added in the Planning and Development Services Department, five positions were added in the Public Utilities Department, five po sitions were added in the General Services Department, four positions were added in the City Manager Department, and two positions were added in the Finance Department. Detail of positons funded with Measure Y can be found in the Measure Y section of the budget book.

The following additional positions are recommended for 2025-2026:

P o s i t i o n D e p a r t m e n t
Geographic Information System Specialist (1) City Manager/Information Tech.

Information Technology Manager (1) City Manager/Information Tech.

Information Technology Specialist (1) City Manager/Information Tech.

Information Technology Technician (1) City Manager/Information Tech.

Accountant (2) Finance
Senior Accounting Systems Technician (1) Finance
Fire Captain (3) Fire
Fire Engineer (3) Fire
Firefighter (3) Fire
Assistant Building Technician (3) General Services/Facilities Personnel Technician (1) General Services/Personnel
Principal Office Assistant (1) General Services/Personnel Recreation Specialist (1) General Services/Recreation
Recreation Coordinator (1) General Services/Senior Services Management Analyst (2) General Services/Transit
Transit Dispatcher (1) General Services/Transit
Engineering Inspector (1) Planning and Development Services Engineering Technician (1) Planning and Development Services Project Administrator (1) Planning and Development Services Staff Analyst (1) Planning and Development Services
Animal Control Officer (1) Police
Conmmunity Service Officer (2) Police
Police Officer (7) Police
Police Record Specialist I/II (1) Police
Solid Waste Supervisor (1) Public Utilities/Community Sanitation Maintenance Worker/Sr. Maintenance Worker (2) Public Utilities/Parks Maintenance Worker/Sr. Maintenance Worker (1) Public Utilities/Street Lighting 51 252
AGENDA ITEM NO. 12.

Maintenance Worker/Sr. Maintenance Worker (2) Public Utilities/Streets Maintenance Worker/Sr. Maintenance Worker (1) Public Utilities/Wastewater Engineering Technician/Sr. Engineering Te
chnician (1) Public Utilities/Water
Utility Worker (1) Public Utilities/Water
The following positions are recommended for conversion in 2025-2026:

P o s i t i o n D e p a r t m e n t
Assistant Finance Director to Deputy Finance Director Finance Finance Manager to Accounting Supervisor Finance
Principal Account Clerk to Sr. Accounting Systems Tech. Finance Fire & Life Safety Specialist to Deputy Fire Marshal Fire Senior Planner to Assistant Planner Planning and Development Services During the year changes to the personnel alloca tion are made through budget amendments approved by Council. There are position reallocation s between sections noted by account in the Operations Section to better reflect current work assignments.
52 253
AGENDA ITEM NO. 12.
2024-2025 2025-2026 Change
2023-2024 Current Recommended Increase /
Department Prior Year Year Approved Positions (Decrease) City Manager 28.60 28.60 32.60 4.00
General Services 58.10 63.10 73.10 10.00
Finance 21.00 22.00 25.00 3.00
Planning & Development Services 65.00 65.00 69.00 4.00
Fire 74.00 75.00 84.00 9.00
Police 196.00 205.00 216.00 11.00
Public Utilities 198.30 204.30 213.30 9.00
TOTAL 641.00 663.00 713.00 50.00

SUMMARY OF POSITIONS

BY DEPARTMENT
Police
31%
Finance
3%
Fire
11%
City Manager
4%
Planning & Devlpmt
Services
10%Public Utilities
31%
General Services
10%

CURRENT
2024-2025
Police
30%
Finance
3%
Fire
12%
City Manager
5%
Planning & Devlpmt
Services
10%
Public Utilities
30%
General Services
10%

RECOMMENDED
2025-2026
53 254
AGENDA ITEM NO. 12.
2024-2025 2025-2026 Change
2023-2024 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 0.45 0.45 0.45 - Geographic Information Sys Specialist - - 1.00 1.00
Housing Program Manager 1.00 1.00 1.00 -
Information Technology Analyst/Senior 5.00 5.00 5.00 - Information Technology Manager - - 1.00 1.00
Information Technology Specialist/Senior 7.00 7.00 8.00 1.00 Information Technology Supervisor 2.00 2.00 2.00 -
Information Technology Technician 3.00 3.00 4.00 1.00 Principal Office Assistant 1.00 1.00 1.00 -
Staff Analyst 0.65 0.65 0.65 -
TOTAL 28.60 28.60 32.60 4.00

GENERAL SERVICES
Administrative Assistant 2.00 3.00 3.00 -
Assistant Building Maintenance Tech 4.00 4.00 7.00 3.00 Building Maint Worker/Leadworker 2.00 2.00 2.00 -
Bus Driver 18.00 22.00 22.00 -
Communications & Marketing Analyst 0.10 0.10 0.10 -
Deputy General Services Director 2.00 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 -
Lead Bus Driver 5.00 5.00 5.00 -
Management Analyst 3.00 1.00 3.00 2.00
Personnel Technician/Senior 3.00 3.00 4.00 1.00
Principal Office Assistant 3.00 2.00 3.00 1.00
Recreation Coordinator - - 1.00 1.00
Recreation Leader 2.00 2.00 2.00 -
Recreation Specialist 2.00 2.00 3.00 1.00
Recreation Supervisor 1.00 1.00 1.00 -
Senior Center Nutrition Services Worker 1.00 1.00 1.00 - Senior Custodian 2.00 2.00 2.00 -
Senior Management Analyst - 2.00 2.00 -
Senior Services Supervisor - 1.00 1.00 -
Staff Analyst 1.00 1.00 1.00 -
Transit Dispatcher 2.00 2.00 3.00 1.00
Transit Manager 1.00 1.00 1.00 -
Transit Supervisor 1.00 1.00 1.00 -
TOTAL 58.10 63.10 73.10 10.00

BY DEPARTMENT

DETAIL OF POSITIONS
54 255
AGENDA ITEM NO. 12.

DETAIL OF POSITIONS

BY DEPARTMENT
2024-2025 2025-2026 Change
2023-2024 Current Recommended Increase /
Department Prior Year Year Approved Positions (Decrease)

FINANCE
Accountant/Senior 3.00 3.00 5.00 2.00
Accounting Supervisor - - 1.00 1.00
Assistant Finance Director 1.00 1.00 - (1.00)
Deputy Finance Director 1.00 1.00 2.00 1.00
Finance Director/Treasurer 1.00 1.00 1.00 -
Finance Manager 1.00 1.00 - (1.00)
Lead Accounting Systems Techician 1.00 1.00 1.00 -
Principal Account Clerk 9.00 9.00 8.00 (1.00)
Principal Office Assistant 1.00 1.00 1.00 -
Revenue Supervisor - 1.00 1.00 -
Senior Accounting Systems Technician 3.00 3.00 5.00 2.00 TOTAL 21.00 22.00 25.00 3.00

PLANNING & DEVELOPMENT SERVICES
Assistant/Associate Planner 3.00 3.00 4.00 1.00
Building Inspector/Sr Bldg Inspector 5.00 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 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 7.00 7.00 8.00 1.00 Engineering Program Manager 1.00 1.00 1.00 -
Engineering Tech/Sr Eng Tech 3.00 3.00 4.00 1.00
Geographic Info System Analyst 0.55 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 4.00 3.00 3.00 - Principal Office Assistant 1.00 1.00 1.00 -
Project Administrator - - 1.00 1.00
Senior Planner 3.00 3.00 2.00 (1.00)
Staff Analyst 1.35 1.35 2.35 1.00
Supervising Civil Engineer 2.00 2.00 2.00 -
Traffic Signal Operations Specialist 1.00 1.00 1.00 - TOTAL 65.00 65.00 69.00 4.00
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AGENDA ITEM NO. 12.

DETAIL OF POSITIONS

BY DEPARTMENT
2024-2025 2025-2026 Change
2023-2024 Current Recommended Increase /
Department Prior Year Year Approved Positions (Decrease) POLICE
Administrative Assistant 3.00 1.00 1.00 -
Animal Control Officer 6.00 7.00 8.00 1.00
Animal Services Aide 1.00 1.00 1.00 -
Communications Supervisor 1.00 1.00 1.00 -
Community Service Officer 15.00 16.00 18.00 2.00
Crime Analysis Supervisor 1.00 1.00 1.00 -
Crime Specialist 2.00 2.00 2.00 -
Deputy Police Chief 1.00 1.00 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 1.00 1.00 -
Police Captain 2.00 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 83.00 89.00 96.00 7.00
Police Records Specialist I/II - 8.00 9.00 1.00
Police Sergeant 12.00 12.00 12.00 -
Police Services Manager 1.00 1.00 1.00 -
Principal Office Assistant 7.00 - - -
Property & Evidence Supervisor 1.00 1.00 1.00 -
Property & Evidence Technician 1.00 1.00 1.00 -
Public Safety Dispatcher/PSO 19.00 18.00 18.00 -
Real Time Analyst - 1.00 1.00 -
Records Supervisor 1.00 1.00 1.00 -
Senior Management Analyst - 1.00 1.00 -
Senior Police Records Specialist - 2.00 2.00 -
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 196.00 205.00 216.00 11.00
FIRE
Administrative Assistant 1.00 1.00 1.00 -
Battalion Chief 3.00 3.00 3.00 -
Deputy Fire Chief 1.00 2.00 2.00 -
Deputy Fire Marshal - - 1.00 1.00
Fire & Life Safety Specialist 1.00 1.00 - (1.00)
Fire Captain 18.00 18.00 21.00 3.00
Fire Chief 1.00 1.00 1.00 -
Fire Engineer 18.00 18.00 21.00 3.00
Fire Inspector I/II 2.00 2.00 2.00 -
Firefighter 24.00 24.00 27.00 3.00
Senior Management Analyst 1.00 1.00 1.00 -
Spec Proj/Life Safety Enforcement Mgr 1.00 1.00 1.00 - Staff Analyst 1.00 1.00 1.00 -
Training Officer (Captain) 2.00 2.00 2.00 -
TOTAL 74.00 75.00 84.00 9.00
56 257
AGENDA ITEM NO. 12.

DETAIL OF POSITIONS

BY DEPARTMENT
2024-2025 2025-2026 Change
2023-2024 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 -
Construction Manager - 1.00 1.00 -
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 2.00 2.00 2.00 - Engineering Tech/Sr Engineering Tech 2.00 2.00 3.00 1.00 Equip Mech Assist/Equip Serv Worker 5.00 6.00 6.00 -
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 -
Maintenance Leadworker 6.00 6.00 6.00 -
Maintenance Worker/Sr Maint Worker 44.00 44.00 50.00 6.00 Management Analyst 1.00 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 27.00 27.00 27.00 - Senior Management Analyst 1.00 1.00 1.00 -
Solid Waste Manager 1.00 1.00 1.00 -
Solid Waste Supervisor 1.00 1.00 2.00 1.00
Staff Analyst 2.00 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 2.00 2.00 -
Utilities Manager 1.00 1.00 1.00 -
Utility Worker 38.00 39.00 40.00 1.00
Waste Recycling Maintenance Worker 1.00 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 198.30 204.30 213.30 9.00 CITY TOTAL 641.00 663.00 713.00 50.00
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AGENDA ITEM NO. 12.

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

OPERATIONS TABLE OF CONTENTS

Summary of Expenditures by Department and Function ......................................................................................... 60-61 City Council ............................................................................................................................................................. 62-65 City Attorney ............................................................................................................................................................ 66-67 City Manager Department
Summary & Performance Measures ............................................................................................... .......... 68-75 Administration ............................................................................................................... ............................ 76-77 Economic Development & Communications ........................................................................................ ..... 78-81 Housing & Community Development Administration ............................................................................... . 82-83 City Clerk ................................................................................................................................................... 84-85 Information Technology ............................................................................................................................. 86-87 General Services Department
Summary & Performance Measures ............................................................................................... .......... 88-95 Personnel .................................................................................................................... .............................. 96-97 Employee Benefits ............................................................................................................ ........................ 98-99 Liability and Property Insurance ............................................................................................. ............... 100-101 Facilities Maintenance ........................................................................................................................... 102-103 Department Support ........................................................................................................... ................... 104-105 Senior Services .............................................................................................................. ....................... 106-107 Recreation ................................................................................................................... .......................... 108-109 Transit ...................................................................................................................... ............................. 110-111 Finance Department
Summary & Performance Measures ............................................................................................... ...... 112-115 Administration ............................................................................................................... ........................ 116-117 Planning and Development Services Department
Summary ...................................................................................................................... ......................... 118-119 Planning & Performance Measures .............................................................................................. ........ 120-122 Building & Performance Measures ........................................................................................................ 123-125 Engineering & Performance Measures ........................................................................................... ...... 126-128 Police Department
Summary & Performance Measures ............................................................................................... ...... 129-133 Patrol ....................................................................................................................... .............................. 134-135 Communication ................................................................................................................ ..................... 136-137 Investigations ............................................................................................................... ......................... 138-139 Youth Services ............................................................................................................... ....................... 140-141 Support Services ............................................................................................................. ...................... 142-143 Administration ............................................................................................................... ........................ 144-145 Animal Services .............................................................................................................. ...................... 146-147 Fire Department
Summary & Performance Measures ............................................................................................... ...... 148-151 Emergency Services ........................................................................................................... .................. 152-153 Life Safety and Enforcement .................................................................................................. ............... 154-155 Emergency Preparedness ..................................................................................................................... 156-157 Administration and Support Services .......................................................................................... .......... 158-159 Public Utilities Department
Summary & Performance Measures ............................................................................................... ...... 160-167 Street Maintenance ........................................................................................................... .................... 168-169 Street Lighting .............................................................................................................. ......................... 170-171 Storm Drain .................................................................................................................. ......................... 172-173 Parks ........................................................................................................................ ............................. 174-175 Landscape Maintenance District ............................................................................................... ............ 176-177 Fleet Maintenance ................................................................................................................................. 178-179 Community Sanitation ......................................................................................................... .................. 180-181 Wastewater ................................................................................................................... ........................ 182-183

Community Facilities District (CFD) 2020-01 ........................................................................................ 184-185 Water .................................................................................................................................................... 186-187 Clovis Successor Agencies
Summary & Administration & Debt Service ........................................................................................... 188-190 59 262
AGENDA ITEM NO. 12.
2024-2025
2023-2024 Revised 2025-2026
Actual Estimate Budget
City Council 492,932 621,400 452,500
City Attorney 1,011,827 2,922,500 1,256,200
City Manager 9,230,001 13,852,200 11,794,800
General Services 66,772,074 76,897,000 89,380,200
Finance 3,771,692 3,859,000 4,647,100
Planning & Development Services 13,235,401 14,551,600 18,056,700 Police 53,482,537 59,642,400 63,896,000
Fire 23,974,381 26,613,300 28,616,700
Public Utilities 94,643,066 112,159,900 127,009,800
Capital Improvements 43,003,832 90,741,800 50,162,200
TOTAL 309,617,743 401,861,100 395,272,200
General Government 8,851,775 11,697,200 10,968,300
Public Safety 77,456,918 86,255,700 92,512,700
Planning & Development Services 13,235,401 14,551,600 18,056,700 Capital Improvements 43,003,832 90,741,800 50,162,200
Public Utilities 74,960,289 86,647,200 98,754,600
Culture & Recreation 22,230,726 25,134,600 29,189,100
Internal Services 69,878,802 86,833,000 95,628,600
TOTAL 309,617,743 401,861,100 395,272,200

SUMMARY OF EXPENDITURES

BY DEPARTMENT

BY FUNCTION
60 263
AGENDA ITEM NO. 12.
wu

EXPENDITURES BY FUNCTION
General Government
3%
Public Safety
25%
Planning & Development
Services
4%
Capital Improvements
14%
Public Utilities
24%
Culture & Recreation
7%
Internal Services
23%
2023-2024 ACTUAL
General Government
3%
Public Safety
23%
Planning & Development
Services
5%
Capital Improvements
13%
Public Utilities
25%
Culture & Recreation
7%
Internal Services
24%
2025-2026 BUDGET
General Government
2%
Public Safety
21%
Planning & Development
Services
4%
Capital Improvements
23%
Public Utilities
22%
Culture & Recreation
6%
Internal Services
22%
2024-2025 ESTIMATED
61 264
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 t he benefit of the citizens of Clovis. T he City Council is also responsible for establishing land use policies through the City’s General Plan and zoning regulations.

The Mayor and City Council represent and lead the local government in determining the overall vision for the community and its future. They also determine the missi on of the local government in the conduct of its daily business of governance and service delivery. Within t he structure of the Council-Manager form of government utilized by the City of Clovis, the City Council provides policy direction to the City Manager who is a professional manager responsible for administering City operations. In setting policy, the City Council works closely with citizen advisory commissions and committees, consider s staff information and recommendations, and receives comments from citizens and the general public.

Department Goals 2025-2026
 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.

 Collaborations and partnerships : Foster healthy regional collaborations and partnerships to address major community needs, including housing, workforce development, economic grow th, infrastructure, and education to improve the quality of life for all Clovis residents.

 Diversified economic model : Define and embrace new economic models for the City by diversifying revenue sources and investing in workforce developm ent, job-ready land, and strategic alliances with educational partners.

 Employer of choice: Be the employer of choice in the public sector, focusing on retention, 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.

Budgetary Highlights
 Provide policy guidelines to update the provisions of the Clovis General Plan to guide future growth and revitalization of the community.
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 Provide policy guidelines that assure the fiscal sust ainability of the City for today and into the future.  Support efforts to attract investment and quality job cr eation in local business parks; strengthen partnerships with business, economic development organizations, and educational resources in the region to facilitate economic diversity and an improved jobs-housing balance.  Review the community-wide survey and provide gu idance on service enhancements and 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 opportuniti es to partner for more efficient services.  Support the continuance of the Clovis Youth Commission.  Provide direction on the use of Measure Y.
 Establish the Measure Y Oversight Committee.
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2024-2025
2023-2024 Revised 2025-2026
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 90,780 93,300 91,000
Benefits 105,992 116,800 126,600
Professional Services 159,209 185,000 55,000
Materials & Supplies 0 0 20,000
Travel & Meeting Expense 20,268 20,000 25,000
Dues & Subscriptions 35,883 41,000 45,000
Admin & Overhead 80,800 165,300 89,900
TOTAL CITY COUNCIL 492,932 621,400 452,500
Interfund Charges 185,000 192,000 232,000
Use of Discretionary Funds 307,932 429,400 220,500
TOTAL 492,932 621,400 452,500

DETAIL OF POSITIONS

SOURCES OF FUNDING
On October 7, 2024, the Council passed Resolution 24-110, declaring its intent to transition from an at-large election system to a district-based election system beginning with the November 2026 City Council Election. On January 21, 2025, the Council provided further direction to remain a five- member body and adopt five election districts.

Due to this change, three districts will be up for election in 2026, and the remaining two will be up for election in 2028.
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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 servic es funded by sources other than the General Fund, the additional expense is charged to the receiving department. In addition, development fees reimburse a portion of the City Attorney’s costs when the City must acquire a right-of-way for new projects, litigate, or otherwise intervene.

Department Goals 2025-2026

 Provide accurate and timely consultation and advice to City Council, the City Manager, and City departments.

 Emphasize “best practices” for legal issues in administ rative 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 litigat ion 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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2024-2025
2023-2024 Revised 2025-2026
Actual Estimate Budget
Professional Services 962,627 2,872,600 1,200,000
Admin & Overhead 49,200 49,900 56,200
TOTAL CITY ATTORNEY 1,011,827 2,922,500 1,256,200
Planning Consultant Fees 13,535 0 0
Intergovernmental Charges 752,000 751,000 847,000
Use of Discretionary Funds 246,292 2,171,500 409,200
TOTAL 1,011,827 2,922,500 1,256,200
The functions for this section are handled by contract.

CITY ATTORNEY

DEPARTMENT SUMMARY

SOURCES OF FUNDING

DETAIL OF POSITIONS

BUDGET DETAIL
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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 Manag er is appointed by the City Council to serve as the chief administrative officer. The City Manager is responsible for admini stering all operations, finances, activities, and projects consistent with City Council policy directives and applicable municipal, state, and federal laws. The City Manager appoints and removes all employees on t he recommendation of the various department heads and appoints and/or dismisses department heads subject to confirmation of the City Council. The City Manager also serves as the Executive Director of the Public Financ e Authority which issues financing instruments to fund various projects. Various functions are under the City Manager Department including Administration, Economic Development, Communications, Housing & Community Development, 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 Cler k and Assistant City Manager roles. The City Clerk Division now reports to the City Manager and the Inform ation 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 provide 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 seeking an improved balance of jobs and housing in the City.

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

Housing & Community Development Sections 42750,48500,49210

Housing & Community Development staff are responsible for the day-to-day operation of Clovis’ allocation of federal Community Development Block Grant (CDBG) pr ogram funds. This includes citywide oversight to ensure that all CDBG expenditures are made in accordance with the regulations of the funder, the U.S.

Department of Housing and Urban Development (HUD). Staff in this section also administer all affordable housing programs. This includes Clovis’ multi-fa mily affordable housing development funding, home rehabilitation loan program, home repair grant program, first-time hom ebuyer loan program, and the mobile home replacement loan program. Staff in this section are also responsible for the accounting for and disposition of assets and liabilities of Clovis’ affordable housing programs. Staff works with Planning & Development Services to ensure programs in the City’s Housing Element are implemented, including the Mixed Income Zoning Ordinance. 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 an Elections Official, the City Cler k 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.

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 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 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 Ci ty records and information according to statute and helps to preserve City history. The City Clerk is al so responsible for an ongoing initiative to transfer all written documents to electronic images for ease of storage and retrieval.

Information Technology Division Sections 36200,36201,36300,36301

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

Department Goals 2025-2026

 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, Measure Y implementation 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 ma naging the housing program assets and programs, improving existing housing and increasing the supply of affordable housing.

 Provide administrative support for special project a ssignments from the City Manager such as preparation for tax sharing agreements with the county and other public agencies.

 Continue the planning and implementation of a Succession/Leadership team of managers, preparing newer managers for future leadership positions.

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 Effectively communicate with residents, businesses, and stakeholders on programs, services, meetings, and events.

City Clerk Division

 Review and update the City’s Document Management Retention Policy & Procedures.

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

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

 Update the Clovis Municipal Code as ordinances become adopted.

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

Information Technology Division

 Continue to improve the security post ure of the City’s information systems and protect from all vulnerabilities including unauthorized access, hacks and malware.

 Coordinate with other agencies including the City of Fresno, County of Fresno, the Clovis Unified School District in the use of the City’s and regional fiber infrastructure.

 Provide technology, automation and innovation to t he city and departments so staff work smarter, not harder.

 Provide cyber-security awareness information, threat assessments and other training resources.  Continue to maintain the city’s network infrastruc ture, applications and systems and strive for 99% uptime. 70 273
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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 fisca l strategies upon the City’s long-range service plans; pursue future funding strategies for essential core services as directed by the City Council.

 Provide oversight of the implement ation of the General Plan, Sphere of Influence, and related public service and sustainable financial strategies.

 Establish effective communication strategies that pr omote community activities, services, history, key projects, and citizen access to local government.

 Provide opportunities to build the organizational cult ure by education and information for employees; assist with skill and capacity building as part of the succession planning strategy.

Economic Development & Communications Division

 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 regional efforts to attract Semiconductor related industry to the city and region.

 Continue analysis of Shaw Avenue to determine future uses of commercial corridors, including Sierra Vista Mall.

 Work with the Tourism Advisory Committee, Business Organization of Old Town Clovis (B.O.O.T.), and Clovis Chamber of Commerce on efforts to position Cl ovis 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 websit es 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 community outreach effo rts, including youth programs, employment recruiting efforts, and other ways to connect with community members.

Housing & Community Development Division

 Provide funds to repair/rehabilitate/construct 20 homes and construct 47 new affordable housing units. o Repair/rehabilitation through CalHome & CDBG programs. o Funds committed to assist in the construction of new affordable housing units.

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 Assist developers in creating 120 additional affordable housing units in the community through the Housing Trust Fund and the Development Impact Fee Program.

 Provide funds for 10 first time home buyers.

City Clerk Division

 Review and update the City’s Document Management Retention Policy & Procedures.

 Maximize utilization of technology to improve services.

Information Technology Division

 Improve staff efficiencies with the use of Artifi cial Intelligence (AI) systems for local government

 Continue migration to Microsoft’s cloud-based servic es such as Azure, Entra, Intune and Sharepoint.

 Implement a Security Information and Event Management (SIEM) system to take a proactive and holistic approach for protecting our environment.

 Assist the Planning and Development Services Departm ent with the replacement and upgrade of the Traffic System’s network hardware.

 Replace Uninterruptable Power Supply (UPS) Systems in the Radio Tower, Pump Station E, and misc. IT data rooms.

 Install additional fiber optic connections between City facilities.

 Increase data storage capacity in its data centers.

 Upgrade the Police Department’s Mobile Comm and Vehicle communications system’s network infrastructure.

 Assess and enhance audio / visual system in the P ublic Safety Building Emergency Operations Center (EOC).

 Continue implementation of security best practices to increase reliability and stability of the system.

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DEPARTMENT PERFORMANCE MEASURES

Administration Division

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

Economic Development Division

 One department goal is to facilitate job growth in the City of Clovis and to continually improve the jobs/housing balance ratio until it is in balance. The jobs/housing balance is measured as the ratio between jobs and residents in the labor force. Communities with a job-to-housing ratio ranging from 0.8:1 to 1.25:1 are generally considered to be in balance. The City has gained back most of the job losses experienced due to the economic impact of COVID- 19 when the city hit the low of .65 jobs per a household, it has now returned to historic highs, at more than 1 job per a household. Meanwhile, housing production has continued growing but at a slower pace than past years but requir es additional jobs to keep the jobs/housing balance ratio on target. The focus on going forward will be further gains in job creation.

2023-2024 (actual) 2024-2025 (estimated) 2025-2026 (proposed)

Total Jobs Increase/(Decrease) 800 840 850

Jobs/Housing Balance Ratio 1.23:1 1.25:1 1.25:1

 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 ne w 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 have impacted, and will continue to impact this revenue stream going forward to some degree. Measure Y funds will positively impact the Retail Sales Tax revenue, although the amount will be uncertain until generation and collection of that source of funding begins.

2023-2024 (actual) 2024-2025 (estimated) 2025-2026 (proposed)

Bradley Burns Sales Tax (1%) $29,020,381 28,257,000 29,107,000

Percentage Increase/(Decrease) (2.3%) (2.6%) 3.0%

Measure Y Sales Tax (1%) N/A $6,300,000 26,200,000

Percentage Increase/(Decrease) N/A N/A 316%*

*Measure Y receipts in 2024-2025 are for one quarter only. 2025-2026 Measure Y receipts are for an entire fiscal year.

Communications Division

 Engage with community members using available resource s, including our City websites and social media accounts. The Communications Division is working with IT to launch new city websites during the 2025-26 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 effectively integrate with other City sites, as well as with City social media accounts.

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Housing Development Division
The goal of the Housing Division is to in
crease and improve the supply of affordable housing.
 Increase the supply of affordable housing: Provide f unds 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 43 households to improve the quality of the housing st ock and the neighborhoods in which that housing is located.
2023-2024 (actual) 2024-2025 (estimated) 2025-2026 (proposed) New Units Constructed/Added
0 0 47
Rehabilitated Housing 19 8 20
Down Payment Assistance Program 0 0 10
City Clerk Division
The mission of the City Clerk Division is to protec
t 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. 2023-2024 (actual) 2024-2025 (estimated) 2025-2026 (proposed)  Conduct the Gene ral Mu
nicipal 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 N/ A 100% N/ A
 Implement an automated records re
quest system.

Implement Records
Request System 90% 100% N/A
 Implement the records imaging management plan.

Implement Records
Imaging System 85% 100% N/A
 Public Records
Request Ten-Day
Response Time 100% 100% 100%
• Implement the
Document Management
Retention Policy &
Procedures
N/A N/A 0%
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DEPARTMENT SUMMARY
2024-2025
2023-2024 Revised 2025-2026
Actual Estimate Budget
Administration 1,016,886 1,248,200 1,243,300
Economic Development & Communications 1,300,006 1,373,300 1,508,200 Housing & Community Development 336,060 469,500 488,900 City Clerk 310,696 421,700 432,600
Information Technology 6,266,353 10,339,500 8,121,800
TOTAL ALL ACTIVITIES 9,230,001 13,852,200 11,794,800
General Fund 2,627,588 3,043,200 3,184,100
Housing & Community Dev Fund 336,060 469,500 488,900
General Services - Information Technology 6,266,353 10,339,500 7,628,900 Information Technology - Measure Y 0 0 492,900
TOTAL ALL FUNDS 9,230,001 13,852,200 11,794,800

BUDGET BY ACTIVITY

BUDGET BY FUND
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City Manager Administration
Department Section 25100
2025-2026 Goals
 Assist the City Council with policy development and implementation of priority goals and target actions.  Provide oversight for implementation of the land use planning process and of the General Plan Update.  Implement the adopted budget in a timely manner and pr ovide regular progress repo rts to the City Council to assure that financial targets and program goals are being met including the implementation and reporting of Measure Y investments.
 Provide alternatives and pursue plans for sustainable funding strategies for General Fund operations and master-planned infrastructure as directed by the City Council.  Continue to seek ways to improve communications between City government and the community.  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 se rvices 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 me thods 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 the local economy closely to determine any changes that need to occur to ensure the City is fiscally sustainable.

Five-Year Outlook
Thanks to the passage of Measure Y, a 1% general sales tax, the City’s fiscal health is on a sustainable path.

If not for the infusion of an estimated $26.2 million in funds, the City would likely be facing an estimated $5.1 million-dollar General Fund deficit requiring cuts to services and delays addressing deferred maintenance and fleet investments. Measure Y funds allow the City to sustain critical public safety services and begin enhancing safety services to the community while building critical funds to address aging facilities and fleet needs. The forecasting of sales tax revenue is extremely difficult in an economy with many uncertainties appearing. The proposed budget builds in the ability to adjust to changes as needed and will be closely monitored.

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, providing a high level of service, well-crafted land use policies, and a robust economic development effort.
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Department Section 25100
2024-2025
2023-2024 Revised 2025-2026
Actual Estimate Budget
Salaries - Regular 547,019 705,800 579,200
Extra Help 0 0 30,000
Benefits 211,171 211,300 224,600
Vehicle Charges 21,324 21,100 21,300
Professional Services 28,356 85,000 130,100
Materials & Supplies 23,857 25,000 30,000
Travel & Meeting Expense 16,754 20,000 30,000
Dues & Subscriptions 4,005 2,500 5,500
Admin & Overhead 164,400 177,500 192,600
TOTAL ADMINISTRATION 1,016,886 1,248,200 1,243,300
Interfund Charges 655,000 678,000 715,000
Miscellaneous Income 24,729 77,000 77,000
Use of Discretionary Funds 337,157 493,200 451,300
TOTAL 1,016,886 1,248,200 1,243,300
Assistant City Manager 0.50 0.50 0.50 City Manager 1.00 1.00 1.00 Communications & Marketing Analyst 0.50 0.50 0.50 Executive Assistant 1.00 1.00 1.00 Principal Office Assistant 0.20 0.20 0.20 TOTAL 3.20 3.20 3.20

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
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City Manager Economic Development & Communications
Department Section 25200

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

The Division will focus on job retention and renewed expan sion efforts. The Division will work toward business development and investment to expand the City’s tax base and to seek an improved balance of jobs and housing in the City. The Division is responsible for marketing the Clovis Industrial Park and the Sierra Gateway Commerce Center, also known as the Research & Techno logy Park. In addition, the Division markets industrial and commercial properties through cooperation with real estate brokers and landowners. The Division works with businesses and industries wishing to locate in the City and is responsible for working with existing businesses to retain them in Clovis and to help them expand as necessary. The Di vision is responsible for promoting tourism activities to attract visitors to Cl ovis hotels and services. All of this work is done in coordination between the City departments and local/regio nal business organizations such as the Business Organization of Old Town, Clovis Chamber of Commerce, Clovis Tourism Advisory Committee, Economic Development Corporation (EDC), Fresno County Workfo rce 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 focu s on working closely with all City d epartments to assist with promoting services, programs, meetings, and events to residents. The Division maintains relationships with traditional local media outlets and works with those outlets to help amplif y our messaging, which is also distributed through our City websites and social media accounts.

2025-2026 Goals

 Retain and expand existing Clovis businesses by assi sting the business community with navigating current economic conditions
 Focus on life science job creation, including medical, MedTech, Pharmaceutical, etc.  Expand efforts to attract Semiconductor Industry related businesses  Encourage new commercial and industrial development in the City.  Facilitate growth in the number of jobs available for residents by improving the job-housing balance.  Implement goals and objectives of the City of Clovis Economic Development Strategy.  Implement the goals and objectives of the Business Retention, Expansion and Attraction Program.  Grow our social media reach to provide e ffective two-way communication with residents.  Market the City to potential businesses and visitors.

Objectives to Meet the Goals

 Develop and maintain relationships with existing Clovis businesses through business outreach, including in- person meetings, emails, social media, and through various programs with local partners including Wake-up Clovis.
 Develop and maintain relationships with commercial/i ndustrial real estate brok ers and assist them in marketing Clovis. Host a minimum of two Broker M eet-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 offe rs and forecast space needs into the future to adjust land use plan accordingly.
 Work with regional partners on attracting Semiconduc tor Industry related businesses, meet regularly with regional partners including Fresno State University, Fr esno County EDC, and City of Fresno to strategize regional efforts. Attend Semicon West to meet with Industry leaders.  Continue to develop strategies to make Clovis compet itive in business attraction, including digital marketing tools and targeted trade show participation with special focus on the medical industry. 78 281
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 Provide project coordination for major retail and indus trial projects to resolve problems and accelerate development.
 Continue to work with the Business Organization of Old Town, Fresno County EDC, Small Business Development Center, Clovis Culinary Center, Team Ca lifornia, and the Workforce Investment Board, to retain, expand and attract businesses.
 Continue to update the 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 Ho tel Association, and Clovis Un ified School District to increase tourism opportunities and grow related tax revenues.  Work with the Fresno County Workforce Investment Board (WIB) to provide training opportunities for businesses and residents of Clovis.
 Analyze our communication efforts with businesses a nd residents to ensure we are maximizing all available tools at our disposal.
 Launch the newly designed City websites, which will aid with the City’s ability to communicate with residents and businesses, better informing all users of available programs and services, as well as scheduled meetings and events.

Five-Year Outlook
The Economic Development Division will take the lead role in promoting and assisting commercial and industrial growth in the City of Cl ovis, seeking expansion of th e local tax base. The Division will be closely monitoring economic trends and needs in Clovis, while assisting and guiding businesses toward growth during a period of economic uncertainty. The City will create and promote mark eting strategies to position the City of Clovis in the forefront of the medical, technology , and agile manufacturi ng business community. Th e Division will coordinate work with other City departments to develop and impl ement 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 progr ams, services, meetings, and events. The Division will expand the City’s digital footprint, growing the City’s website and social media reach. 79 282
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City Manager Economic Development & Communications
Department Section 25200
2024-2025
2023-2024 Revised 2025-2026
Actual Estimate Budget
Salaries - Regular 451,012 463,800 498,000
Extra Help 49,013 51,300 51,300
Benefits 208,273 210,300 215,200
Vehicle Charges 17,400 17,200 17,400
Professional Services 449,176 481,700 504,000
Travel & Meeting Expense 16,172 20,500 15,100
Dues & Subscriptions 4,260 4,500 4,500
Admin & Overhead 104,700 124,000 202,700

TOTAL ECONOMIC DEVELOPMENT
& COMMUNICATIONS 1,300,006 1,373,300 1,508,200
Intergovernmental Charges 60,000 118,000 75,000
Interfund Charges 10,000 10,000 10,000
Use of Discretionary Funds 1,230,006 1, 245,300 1,423,200 TOTAL 1,300,006 1,373,300 1,508,200
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
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AGENDA ITEM NO. 12.

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

2025-2026 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, including the Mixed Income Zoning Ordinance.

Objectives to Meet the Goals

 Utilize current federal and state funding to preserve the affordable housing supply.

 Improve street and trail infrastructure in eligible low- to moderate-income neighborhoods.

 Provide funds for ADA improvements throughout Clovis.

 Assist with job creation for low- to moderate-income citizens of Clovis.

 Plan and execute projects for the development of new additional multi-family and single-family affordable housing.

 Provide information to the public on affordable housing.

 Establish and maintain relationships with federal, state, surrounding local and non-profit housing agencies.

 Be a resource for affordable housing information for private developers, in an effort to promote private investment in affordable housing development.

 Research funding opportunities for affordable housing and complete funding applications.

 Partner with the Fresno-Madera Continuum of Care for provision of services to unhoused individuals and families. Support the Housing Element Programs in order to ensure compliance with state law.

Five-Year Outlook
Projects will be identified annually to preserve and exp and Clovis’ supply of affordable housing. In addition, projects will be identified annually to improve infrastruc ture and provide needed public services in low- to moderate-income neighborhoods in accordance with adopted policies. It is anticipated that the number of units created or rehabilitated will be 67. Staf f 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 se ctor to encourage and incentivize the development of affordable housing.

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City Manager Housing & Community Development
Department Section 42750/48500/49210
2024-2025
2023-2024 Revised 2025-2026
Actual Estimate Budget
Salaries - Regular 144,404 180,500 193,300
Benefits 46,283 61,100 64,000
Vehicle Charges 7,200 7,300 7,200
Professional Services 55,510 96,000 82,500
Materials & Supplies 103 0 2,500
Travel & Meeting Expense 105 1,300 2,800
Dues & Subscriptions 2,500 2,500 2,500
Admin & Overhead 30,000 35,800 47,100
CCDA Capital Improvements 49,955 85,000 87,000

TOTAL HOUSING &
COMMUNITY DEVELOPMENT 336,060 469,500 488,900
Federal Grants 0 469,300 488,900
Project Participation 335,930 0 0
Miscellaneous Income 130 200 0
TOTAL 336,060 469,500 488,900
Housing Program Manager 1.00 1.00 1.00 Staff Analyst 0.65 0.65 0.65 TOTAL 1.65 1.65 1.65

DETAIL OF POSITIONS

BUDGET DETAIL

SOURCES OF FUNDING
83 286
AGENDA ITEM NO. 12.

City Manager City Clerk
Department Section 15000

2025-2026 Goals

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

 Provide a 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

 Review the City’s Document Management Policy & Procedures (2000) and update retention schedules according to new and updated state legislation.

 Complete workflow analysis of all documents that fl ow through Administration to the City Council and update/streamline the approval/adoption process.

 Continue to implement a computerized records management system that provides efficient records retention and retrieval.

 Continue to provide timely responses to citi zens 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.

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. T he City Clerk’s division recently implemented an automated system to improve the processing of public records requests to ensure that the City is complying with the California Public Records Act. The City Clerk’s Division will begin reviewing and updating the City’s Document Management and Retention Policy and Procedures, which were last updated in 2000.

City staff are 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.

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AGENDA ITEM NO. 12.

City Manager City Clerk
Department Section 15000
2024-2025
2023-2024 Revised 2025-2026
Actual Estimate Budget
Salaries - Regular 150,196 177,100 188,300
Benefits 64,878 78,900 83,800
Vehicle Charges 5,700 7,300 7,200
Professional Services 37,811 100,000 95,000
Travel & Meeting Expense 3,596 5,000 5,300
Training 2,045 4,000 4,000
Dues & Subscriptions 470 300 800
Admin & Overhead 46,000 49,100 48,200
TOTAL CITY CLERK 310,696 421,700 432,600
Interfund Charges 134,015 143,000 169,000
Miscellaneous Income 375 1,000 1,000
Use of Discretionary Funds 176,306 277,700 262,600
TOTAL 310,696 421,700 432,600
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
85 288
AGENDA ITEM NO. 12.

City Manager Information Technology
Department Sections 36200/36201/36300/36301

2025-2026 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, departm ents 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 training to allow fo r backup for the financial and network systems.  Provide staff resources to maintain and enhance support levels.  Develop the necessary backup systems to maintain access in the event of system problems.  Implement the necessary systems security infrastructu re to ensure that network resources are protected and available to City staff.
 Devote time and personnel to continue expanding the Geographic Information System.  Maintain and enhance the City’s website and other online services.  Maintain the telecommunications, wireless and fiber optic systems.

Five-Year Outlook

The Division will continue to maintain and improve the City’s telecommunications and network infrastructure to ensure that secure and reliable acce ss is available to City staff. 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 Geograph ic Information System which will provide departments with a new way to provide the public with the necessar y 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.

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AGENDA ITEM NO. 12.

City Manager Information Technology
Department Section 36200/36201/36300/36301
2024-2025
2023-2024 Revised 2025-2026
Actual Estimate Budget
Salaries - Regular 1,501,836 1,713,000 2,057,800
Overtime 42,892 57,000 59,000
Extra Help 36,394 35,000 35,000
Benefits 605,848 727,300 886,700
Vehicle Charges 46,955 53,400 59,400
Communications 220,814 261,500 259,000
Professional Services 83,326 185,000 285,000
Repairs & Maintenance 1,032,372 1,113,000 1,428,000
Office Supplies 43,094 47,500 47,500
Materials & Supplies 39,240 165,000 137,000
Travel & Meeting Expense 0 2,800 2,800
Training 41,500 81,000 120,000
Admin & Overhead 636,198 1,032,000 1,269,600
Capital Outlays - Computers 1,923,387 4,866,000 1,475,000 Capital Outlays - Vehicles 12,497 0 0

TOTAL INFORMATION TECHNOLOGY
/ 6,266,353 10,339,500 8,121,800

COMMUNICATIONS
Interfund Charges 6,240,945 10,313,700 7,592,900
Project Participation 25,408 25,500 36,000
Use of Measure Y Funds 0 0 492,900
TOTAL 6,266,353 10,339,500 8,121,800
Deputy Director of Information Tech 1.00 1.00 1.00 Finance Business Systems Analyst 1.00 1.00 1.00 Geographic Information Systems Analyst 0.45 0.45 0.45 Geographic Information Sys Specialist - - 1.00 Information Technology Analyst/Senior 5.00 5.00 5.00 Information Technology Manager - - 1.00 Information Technology Specialist/Senior 7.00 7.00 8.00 Information Technology Supervisor 2.00 2.00 2.00 Information Technology Technician 3.00 3.00 4.00 TOTAL 19.45 19.45 23.45

DETAIL OF POSITIONS

BUDGET DETAIL

SOURCES OF FUNDING
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GENERAL SERVICES

DEPARTMENT SUMMARY
The General Services Department is responsible for pr oviding internal services to City departments and community services programs to the public. Internal se rvices provided by the General Services Department include maintenance of City buildings and facilities; central purchasing and procurem ent of goods and services; and personnel, labor relations, and risk management serv ices. Community services provided by the General Services Department include senior citizen programs , public transit services , and community recreation programs.

Personnel/Risk Management Division Sections 300S00, 30001, 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 proc urement of various insura nce 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, 33301, 33400, 33401
Sections 34200, 34201, 34400, 344
01, 34700, 34800
The Department Support Division is responsible for the purchase and acquisition of goods and services utilized for Department Support functions. Specific respon
sibilities of the Division include development of bid
specifications and reque
sts for proposals, administration of the City’s e-procurement system, administration of the City’s Purchasing Or
dinance and Procedures, and administration of various contracts fo r 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 es
tablishes maintenance schedules, coordinates procurement of supplies and equipment, performs building maintenance, repairs, and new construction, and administers various facility- related maintenance contracts.

The Department Support Division is an internally funded division consisting of revenue from all City departments, both general fund and enterprise funds. The costs for operations of the Division and the regular maintenance and utilities costs for the City facilities are $10,502,100. This does not include major projects or replacements.

Community Services Division
The Community Services Division consists of three sections:
 Senior programs for adults aged 50 and above at the Clovis Senior Activity Center.  Public transit which includes the City’s Roundup demand-response transit program and the fixed-route Stageline transit program.
 The City of Clovis Recreation programs and facilitie s including the Clovis Rotary Skatepark, the Clovis Batting Range and the Clovis Recreation Center.

The Clovis Senior Activity Center section is funded pa rtially by discretionary funds, fees paid by members and participants, donations, fundraising, and grants. Software at the center tracks those seniors who sign in for lunch or a scheduled class. Participants are counted when visiting the center to socialize, attend a class or lunch, outside activities held at the center such as tax prep aration or AARP driving class, or when attending a special event that does not require a ticket. In addition, the c enter answers over 125 phone calls per day and provides information, assistance, and referrals.
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The discretionary general fund portion for the senior center for the FY 2025-2026 budget is $1,851,500, of which $1,191,500 is for senior center operations and $660,000 is to pay debt service on the new senior center building which opened in November 2023. Measure Y funds are contributing $125,400 towards operations. Below is a breakdown of visitors to the senior center, discretionary fund contribution per visitor, and per Clovis resident.

Clovis Resident
Members
Fresno Resident
Members Total Members Average Daily
Attendance
Annua l
Discretionary
Contribution Per
Visiting Senior
5,344 5,115 10,459 662 $125.91
Clovis Senior
Activity
Sign-ins
Fresno Senior
Activity
Sign-ins
Total Senior
Activity
Sign-ins
Annual Discretionary
Contribution Per
Activity
59,651 43,748 103,399 $12.74
Discretionary Cost Per
Resident 129,121 total
Discretionary Cost Per
Clovis Resident age 50+
38,520 total
$10.20 $34.19
The City of Clovis Recreation Secti on is funded by a combination of partici pant fees and discretionary general fund dollars. The discretionary portion for recreation for the FY 2025-26 budget is $1,356,400. Measure Y funds are contributing $70,600 towards operations. An estimated 125,000 visits to recreation programs in FY 2025-26 will equate to $11.42 per visit which is offset using General Fund and Measure Y dollars.

Clovis Transit is funded through a combination of state funded Local Transportation Funds (LTF), State Transit Assistance (STA), local M easure C, and various state grants for specia l projects within the scope of the grant funding. Clovis Transit has been designated as a new recipient for Federal Transportation Administration funding which will provide additional resources for operations and capital projects. Measure C funds are used to meet the farebox revenue requirements as part of the Transportation Development Act funding. No General Fund dollars are used for transit services. Roundup se rvice 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 Clo
vis City Council approved a plan to offer fare-free rides on the Stageline and Roundup bus services. These services continue to be free for all riders. Although the COVID-19 pandemic caused a sharp decline in ridership, the return of in-person work and school has led to an increase in bus usage. As a result, the cost per passenger for transit services has dropped significantly.

Operational costs per passenger trip are as follows:

Stageline Cost per
Passenger Trip
Roundup Cost per
Passenger Trip
$28.35 $55.36
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AGENDA ITEM NO. 12.

Department Goals 2025-2026

 Maximize efficient expenditures of City funds.
 Increase efficiency of department workforce.
 Maintain internal services provided to City departments.  Provide high quality transit, senior servic es and recreation services to the community.

Budgetary Highlights

 Completing recruitment for all open staff positions.
 Continuing to improve operating systems across City fa cilities as new ones come online.  Maximizing the use of all available space within the Clovis Recreation Center to enhance recreational services and grow youth programming.
 Advancing strategic fundraising efforts to support the operation of the new senior activity center building.
 Continuing to make necessary adjustments and improvements to the new Landmark Square facilities as needs become more apparent with regular use.
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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 obje ctive of recruiting, testing, and selecting the most qualified candidates for departmental hiring. As a benc hmark, the Personnel/Risk Management Division will complete 95% of all recruitment within 90 days of receipt of authorized hiring request.

2023-2024 (actual) 2024-2025 (estimated) 2025-2026 (proposed)

90-Day Recruitment 100% 100% 95%

California Assembly Bill (AB) 2561 re cognizes that job vacancies in lo cal government are a widespread and serious issue affecting the public sector. The new law, al ong with its associated legal obligations, took effect on January 1, 2025. It highlights the potential for these vacancies to negatively impact labor relations between public agencies and their employees. Under AB 2561, pub lic agencies are now required to annually assess and address vacancy rates to help mitigate the adverse effe cts of understaffing on both public service delivery and employee well-being.

AB 2561 requires public agencies to track job vacancies and their current status, and to disclose this information to the public prior to budget adoption, including:

 The number of posted job openings.
 The number of candidates interviewed.
 The number of eligibility lists created.
 The number of conditional offers made to candidates.
 Identifying recruitment and retention efforts.
 Identifying policies, procedures and recruitment acti vities that may present obstacles in the hiring process and potential changes that may alleviate such obstacles.

As mandated by AB 2561, the following information outlines the current job vacancies and employment status updates within the City of Clovis:

Number of Posted
Job Openings
(01/01/25 to
04/30/25)
Number of
Candidates
Interviewed
(01/01/25 to
04/30/25)
Number of
eligibility Lists
Created
(01/01/25 to
04/30/25)
The Number of
Conditional Offers
Made
(01/01/25 to
04/30/25)
29 73 11 16

Recruitment efforts include leveraging social media pla tforms (LinkedIn, Facebook, Instagram etc.) to reach a wide audience; utilizing industry-specific job boards an d trade publications to reach qualified candidates; participation at career and job fairs; signing/recruitment bonuses; and diversit y recruiting initiatives. Retention efforts include competitive compensation and an attr active benefits package; employee milestone award recognition; personal and professional development th rough tuition reimbursements; promotion from within whenever possible; and creating a better work-life balance through compressed workweeks (4/10 or 9/80 schedules) based on departmental needs.

One of the most significant obstacles to the hiring process is the potential for an economic downturn, which could lead to budget cuts and, consequently, a reduce d recruitment budget. This reduction may limit marketing efforts, decrease advertising, and restrict participation in job fairs. To overcome this challenge, agencies could 91 294
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implement strategies such as developing an employee referral program to leverage existing networks and utilizing more free or low-cost recruitment platforms.

In alignment with AB 2561, when the vacancy rate within a bargaining unit reaches 20% or more of the total number of authorized full-time positions within a year, t he union representing that unit may formally request that the agency provide additional information at a public hear ing. Upon such a request, the agency is required to disclose:
 The total number of full-time vacancies in the bargaining unit.  The total number of applicants for those vacancies.
 The average time to complete the hiring process from posting to hire.  Opportunities for improving compensation and workplace conditions.

 Employee benefit programs will be administered in a manner that will ensure quality services and cost containment. The benchmarks will be to achieve 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 rate increases are below the National industry average of 8.00%.

2023-2024 (actual) 2024-2025 (estimated) 2025-2026 (proposed)

Health Benefit Cost Containment Increased Costs Increased Costs Increased Costs of 7.4% of 5.4% Estimated at 7.0%

 The Risk Management Section will continue to emphasize the protection of the public, City employees, and City assets through training, risk identification, risk transfer, and insurance coverage procurement. As a benchmark, the number of annual work-related employee ac cidents resulting in the OSHA reporting 3+ 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 21 25 30

Safety/Risk Management Training Programs 78 100 100

 The Facility Maintenance Section will respond to servic e requests related to maintenance of City facilities promptly. Staff will respond to facility service requests within 24 hours, 95% of the time.

Number of Service Requests 1050 1101 1105

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 per iod for the project. The benchmark is 95% of all major projects which will be completed on time and within budget. The majority of projects slated for this fiscal year are vendor driven projects.

2023-2024 (actual) 2024-2025 (estimated) 2025-2026 (proposed)

Number of Major Projects 8 10 16

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

Square Footage of Buildings/Facilities
Maintained 398,961 427,761 427,761

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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.

2023-2024 (actual) 2024-2025 (estimated) 2025-2026 (proposed)

Program Participants/Contact* 364,476 486,816 510,000 Nutrition Meals Served (In-Center) 9,577 19,200 23,000 Number of Programs Offered 59 75 100
*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 102,577 107,000 110,000
Number of Programs Offered 149 165 170

The Community Services Division will provide responsi ve public transit to the community through the Roundup (demand response) and Stageline (fixed route) services . As a benchmark, the Roundup service will pick up 98% of its riders within 30 minutes of their request for Clovis destinatio ns and within 45 minutes for Fresno destinations. Stageline service will maintain scheduled headways and operate on time 96% of the time.

Clovis Destinations 97% 98% 99%

Fresno Destinations 96% 97% 99%

Maintain Scheduled Fixed-Route Headways 97% 97% 96% 93 296
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GENERAL SERVICES

DEPARTMENT SUMMARY
2024-2025
2023-2024 Revised 2025-2026
Actual Estimate Budget
Personnel 947,736 1,251,100 1,428,400
Employee Benefits 35,279,319 41,731,300 47,913,900
Liability and Property Insurance 6,407,359 7,698,200 9,901,900 Facilities Maintenance 4,327,294 4,606,800 5,421,900
Department Support 5,263,560 4,906,300 5,080,200
Senior Services 1,715,057 1,922,000 2,543,900
Recreation 1,222,244 1,969,000 1,882,000
Transit 11,609,505 12,812,300 15,208,000
TOTAL ALL ACTIVITIES 66,772,074 76,897,000 89,380,200
General Fund 3,885,037 5,142,100 5,616,400
General Fund - Measure Y 0 0 237,900
General Services Fund 9,590,854 9,513,100 10,216,500
General Services - Measure Y 0 0 285,600
Employee Benefits Fund 35,279,319 41,731,300 47,913,900 Liability and Property Insurance Fund 6,407,359 7,698,200 9,901,900 Transit Fund 11,609,505 12,812,300 15,208,000
TOTAL ALL FUNDS 66,772,074 76,897,000 89,380,200

BUDGET BY FUND

BUDGET BY ACTIVITY
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General Services Personnel
Department Section 30000/30001

2025-2026 Goals

The primary goal of the Personnel Section is to effe ctively administer the City's Personnel Ordinance and Regulations, and to provide quality personnel support services to City departments.

Specific goals include the following:

 Provide customer-oriented personnel services to all employees and City departments.

 Develop training programs to meet employee needs in a changing work environment.

 Administer Citywide Department of Transportation Program.

 Maintain cooperative employee relations among management, employees, and employee bargaining units.

 Maximize the efficient use of City resources and technology allocated to the Personnel Section.

 Timely response to departmental requests for service.

 Compliance with personnel related regulations.

Objectives to Meet the Goals

 Complete recruitment for vacant 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 evolving nature of the workplace will continue to necessitate adjustments in how employee benefit programs are managed. Ongoing updates to employee training programs will be essential to ensure staff are equipped with the knowledge and skills needed to meet workplace demands.

Rising service demands, coupled with an increase in employee retirements, will require a substantial investment of time and resources to support recruitment efforts and the subsequent training of new personnel across departments

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General Services Personnel
Department Section 30000/30001
2024-2025
2023-2024 Revised 2025-2026
Actual Estimate Budget
Salaries - Regular 366,313 419,300 531,700
Overtime 1,181 2,500 2,500
Extra Help 30,133 45,000 0
Benefits 165,230 194,900 264,100
Vehicle Charges 18,660 18,900 23,500
Professional Services 183,730 262,000 330,000
Materials & Supplies 0 112,000 115,000
Travel & Meeting Expense 1,124 3,500 3,500
Training 11,061 20,500 21,000
Dues & Subscriptions 4,977 5,000 5,500
Admin & Overhead 165,327 167,500 131,600
TOTAL PERSONNEL 947,736 1,251,100 1,428,400
Interfund Charges 389,000 415,000 508,000
Miscellaneous Income 1,216 0 0
Use of Measure Y Funds 0 0 41,900
Use of Discretionary Funds 557,520 836,100 878,500
TOTAL 947,736 1,251,100 1,428,400
Administrative Assistant - 0.300 0.300
Deputy General Services Director 0.300 0.300 0.300 General Services Director 0.250 0.250 0.250 Management Analyst 0.300 - - Personnel Technician/Senior 1.900 1.900 2.900 Principal Office Assistant 0.600 0.300 1.300 Senior Management Analyst - 0.300 0.300
TOTAL 3.350 3.350 5.350

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
97 300
AGENDA ITEM NO. 12.

General Services Employee Benefits
Department Section 31000

2025-2026 Goals

The primary goal of the Employee Benefits Section is to provide quality personnel benefits to employees and their dependents in an efficient manner while containing the cost of providing and administering those benefits.

Specific goals include the following:

 Control the City's costs in the areas of healthcare, workers' compensation, and retirement healthcare in light of new regulations and increasing health benefit costs and exposure.

 Continue to develop and provide a quality benefit packa ge for employees at reasonable costs in order to attract and retain well-qualified employees.

Objectives to Meet the Goals

 Continue to evaluate and implement administrative meas ures to contain the cost of delivering benefits to employees and their dependents.

 Work with the represented bargaining units to identify health cost containment measures.

 Provide employee training in the area s of health, safety and financial planning.

Five-Year Outlook

The City, in collaboration with employee bargaining units, will continue to seek affordable, high-quality benefits by reviewing existing benefit plans and exploring comm unity resources to identify innovative strategies for delivering value-driven employee benefits. The City’s participation in the PRISM Insurance Authority has already resulted in health cost savings through the collective purchasing power of member agencies. As the number of employees nearing retirement continues to grow, retiree healthcare remains a pressing concern

The City also remains focused on controlling workers’ compensation costs through proactive risk identification and mitigation, the provision of light-duty work for inju red employees, ongoing safety training, and efficient claims management. Access to enhanced safety and training modules—designed for interdepartmental use— will further support effective employee training while helping to reduce overall costs.

98 301
AGENDA ITEM NO. 12.

General Services Employee Benefits
Department Section 31000
2024-2025
2023-2024 Revised 2025-2026
Actual Estimate Budget
Salaries - Regular 363,148 396,000 409,300
Overtime 1,419 3,000 3,000
Benefits 156,694 172,600 181,700
Vehicle Charges 18,060 18,200 18,000
Professional Services 9,158 10,600 11,000
Special Events 68,386 73,000 106,000
Travel & Meeting Expense 1,008 1,200 1,200
Training 8,530 12,000 37,600
Dues & Subscriptions 0 300 500
Admin & Overhead 99,400 105,900 106,600
Health Insurance Program - ISF 11,197,072 12,316,500 13,978,700 Unemployment Charges - ISF 78,175 75,000 100,000
Workers Comp Program - ISF 4,652,367 5,056,000 5,203,000 Retirement Contribution - ISF 17,656,852 22,412,900 26,300,200 Deferred Compensation - ISF 968,961 1,061,600 1,377,100 Compensated Future Absences 0 0 30,000
Capital Outlays - Computers 89 16,500 50,000
TOTAL EMPLOYEE BENEFITS 35,279,319 41,731,300 47,913,900 Employee Benefit Charges 35,279,319 41,731,300 47,913,900 TOTAL 35,279,319 41,731,300 47,913,900

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

BUDGET DETAIL

SOURCES OF FUNDING
99 302
AGENDA ITEM NO. 12.

General Services Liability and Property Insurance
Department Section 32000

2025-2026 Goals

Risk reduction and the protection of the City’s assets, facilities, and employees from loss are the major goals of the Liability and Property Insurance Section. Services provided include automobile and general liability insurance, property insurance, employee bonds, safety training and loss control programs.

Specific goals include the following:

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

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

 Pursue subrogation and recovery as appropriate.

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

 Compliance with 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.

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

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

Five-Year Outlook

The City’s continued participation and leadership in the Central San Joaquin Valley Risk Management Authority will help maintain essential co verage, as the program has co nsistently provided stability in an otherwise volatile insurance market. A major ongoing challenge is the absence of tort reform in California, which has led to increasingly large liability verdicts—directly impacting the co st of the liability program.

The City’s risk management strategy will remain focus ed on loss reduction through proactive risk identification and transfer, supported by comprehensive liability and safety training programs.

100
303
AGENDA ITEM NO. 12.

General Services Liability and Property Insurance
Department Section 32000
2024-2025
2023-2024 Revised 2025-2026
Actual Estimate Budget
Salaries - Regular 182,780 193,100 207,700
Overtime 1,363 2,700 3,000
Benefits 82,338 90,300 96,500
Vehicle Charges 7,380 7,400 7,400
Supplies - Safety 8,626 8,000 8,000
Travel & Meeting Expense 1,415 4,200 4,400
Training 22,287 31,000 46,000
Dues & Subscriptions 300 1,000 1,000
Admin & Overhead 57,000 61,500 55,400
Liability Insurance 6,043,870 7,299,000 9,472,500

TOTAL LIABILITY &
PROPERTY INSURANCE 6,407,359 7,698,200 9,901,900
Liability and Property Charges 6,407,359 7,698,200 9,901,900 TOTAL 6,407,359 7,698,200 9,901,900
Administrative Assistant - 0.350 0.350 Deputy General Services Director 0.350 0.350 0.350 Management Analyst 0.400 - - Personnel Technician/Senior 0.300 0.300 0.300 Principal Office Assistant 0.700 0.350 0.350 Senior Management Analyst - 0.400 0.400 TOTAL 1.750 1.750 1.750

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
101
304
AGENDA ITEM NO. 12.

General Services Facilities Maintenance
Department Section 33300/33301

2025-2026 Goals

The goals of the Facilities Maintenanc e Section are to maintain, preserve , and repair all City-owned buildings and facilities in a professional and cost-effective manner while continuing to provide exceptional customer service.

Specific goals include the following:

 Improve the maintenance, appearance and comfort of City facilities.

 Provide safe facilities for the public and City employees.

 Provide a high level of serv ice to all City departments.

 Assist City departments with their facility maintenance needs in a cost-efficient and prompt manner.

 Automate facility maintenance tasks through computerized maintenance schedules.

 Continue to upgrade and/or enhance existing mechanical systems with energy efficient replacements or modifications.

Objectives to Meet the Goals

 Continue staff computer training to track and schedule facility maintenance more efficiently.

 Ensure that facilities are in compliance with the Americans with Disabilities Act (ADA).

 Monitor energy use to ensure that the City’s ener gy efficiency measures are producing the projected savings in energy consumption and costs and explore energy saving rebate incentives provided by the local public utility.

 Continue to improve the security of City facilities.

 Reduce energy use in all areas to the extent possible without compromising safety.

 Coordinate, plan, and implement all facility related energy efficiency projects.

 Analyze long-term facility repair needs.

Five-Year Outlook

Increasing facility operational costs will necessitate additional efforts to ensure that City facilities are operating as efficiently as possible. The cost of energy cont inues to rise each year, prompting the need to explore alternative long-term energy strategies to lower facility operating costs. The need for facility security measures continues to increase as the City purchases additi onal computers and sophisticated electronic equipment.

Modifications to existing City buildings and the addition of new facilities will add significant square footage to the facilities maintained by the City and will increase the work load of the Section. The Civic Center facilities are approaching 49 years of age and will require on-going prev entative maintenance to keep them in proper condition. The need to modernize facility systems of ol der City buildings will result in increased building and maintenance demands. A formal Fac ility Assessment Study is underway which will pr ovide a comprehensive report detailing the conditions of city facilities and a priority list of repairs need ed. It is anticipated that a significant amount of capital investment will be required over the next many years to perform necessary repairs and maintenance. To efficiently address ongoing maintenance needs along with required repairs, the section will be adding additional staff and reorganizing into a projects team and a maintenance team.

102
305
AGENDA ITEM NO. 12.

General Services Facilities Maintenance
Department Section 33300/33301
2024-2025
2023-2024 Revised 2025-2026
Actual Estimate Budget
Salaries - Regular 734,990 826,100 1,047,300
Overtime 4,476 6,900 8,900
Benefits 325,040 387,700 483,600
Vehicle Charges 104,511 106,000 121,400
Communications 6,136 7,100 9,500
Professional Services 147,055 166,000 233,100
Repairs & Maintenance 1,294,677 1,365,100 1,709,600
Materials & Supplies 57,413 60,000 68,000
Supplies - Safety 12,553 20,000 25,000
Supplies - Shop 11,683 22,000 15,000
Travel & Meeting Expense 0 1,000 8,800
Training 834 1,000 4,000
Dues & Subscriptions 246 500 1,000
Admin & Overhead 128,035 135,100 170,500
Debt Service 1,347,581 1,339,000 1,336,200
Lease Purchases 152,064 158,300 165,000
Capital Outlays - Public Works 0 5,000 5,000
Capital Outlays - Government Facilities 0 0 10,000
TOTAL FACILITIES MAINTENANCE 4,327,294 4,606,800 5,421,900 Rents & Concessions 49,430 73,200 78,200
Facility Reimb - County 41,434 48,000 50,000
Restitution-Damage Reimbursement 275,000 0 0
Miscellaneous Income 2,325 2,500 0
Use of Measure Y Funds 0 0 243,100
General Services Charges 3,959,105 4,483,100 5,050,600
TOTAL 4,327,294 4,606,800 5,421,900
Administrative Assistant 0.500 0.500 0.500 Assistant Building Maintenance Tech 4.000 4.000 7.000 Building Maintenance Leadworker 1.000 1.000 1.000 Building Maintenance Worker 1.000 1.000 1.000 Facilities Maintenance & Purchasing Mgr 0.600 0.600 0.600 Facilities Maintenance Supervisor 1.000 1.000 1.000 General Services Director 0.250 0.250 0.250 Senior Custodian 1.000 1.000 1.000 TOTAL 9.350 9.350 12.350

SOURCES OF FUNDING

DETAIL OF POSITIONS

BUDGET DETAIL
103
306
AGENDA ITEM NO. 12.

General Services Department Support
Department Section 33400/33401

2025-2026 Goals

The Department Support Section is responsible for t he purchase and acquisition of goods and services utilized for internal department support functions. Specific resp onsibilities of the Section include development of bid specifications and request for proposals, administration of the City’s Purchasing Ordinance and Procedures, and administration of various contracts for goods and services provided to the City from outside vendors.

Specific goals include the following:

 Provide goods and services to City user departments in a timely manner.

 Ensure compliance with the City’s Purchasing Ordinance and Procedures.

 Provide quality goods and services for City needs.

 Ensure the highest overall value in the purchase of goods and services.

Objectives to Meet the Goals

 Continue to utilize cooperative purchasing arrangements for the acquisition of goo ds and services to maximize City purchasing power.

 Improve professional procuremen t processes through attainment of nationally recognized purchasing certification(s).

 Maintain the City’s e-procurement/bid-management system and provide training to all designated 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 for the City to reduce suppl y costs and improve services for City departments.

Continuing education for employees assigned to the Depa rtment Support Section will be necessary to maintain their skills and to accommodate changing technologies.

104
307
AGENDA ITEM NO. 12.

General Services Department Support
Department Section 33400/33401
2024-2025
2023-2024 Revised 2025-2026
Actual Estimate Budget
Salaries - Regular 159,538 188,400 159,500
Overtime 1,078 0 900
Benefits 58,832 63,900 54,000
Vehicle Charges 4,755 4,900 4,600
Energy 1,489,986 1,974,100 2,055,800
Professional Services 107,933 135,000 160,000
Repairs & Maintenance 55,626 59,000 71,200
Office Supplies 443,266 486,500 545,000
Materials & Supplies 18,007 18,000 19,500
Travel & Meeting Expense 1,325 4,000 7,000
Training 0 600 3,000
Dues & Subscriptions 1,591 1,100 1,300
Admin & Overhead 331,200 368,100 421,700
Debt Service 1,060,854 1,048,600 1,112,200
Lease Purchases 418,495 433,100 347,000
Capital Outlays - Office Equip/Furn 22,661 121,000 117,500 Capital Outlays - Public Works 1,075,049 0 0
Capital Outlays - Fire Equip 13,364 0 0
TOTAL DEPARTMENT SUPPORT 5,263,560 4,906,300 5,080,200
Use of Measure Y Funds 0 0 42,500
Interfund Charges 5,263,560 4,906,300 5,037,700
TOTAL 5,263,560 4,906,300 5,080,200
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
105
308
AGENDA ITEM NO. 12.

General Services Senior Services
Department Section 34200/34201

2025-2026 Goals

The City’s Senior Services programs are designed to provide quality senior-oriented education, recreation, and social services. The Senior Services Section seeks to offer a wide variety of services and to make those services accessible to the community’s older adult population. The Senior Servic es Section continues to evaluate funding alternatives and creative methods of delivering services to seniors at a low cost.

Specific goals include the following:

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

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

 Effectively manage the growth in participation and me mbership following the transition from the Fourth Street facility to the new Clovis Senior Activity Center on Third Street since November 2023.

 Continue to expand existing networks with local volunteers, community service groups and other appropriate entities to provide support for Senior Activity Center programs.

Objectives to Meet the Goals

 Continue to locate new sources of program revenues: i.e., grants, fundraisers, and cooperative sponsorship of programs between the City, other agencies, community groups and the public.

 Increase current participation of volunteers and servic e groups to maintain the delivery of program services and provide additional opportunities in new larger facility.

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

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

Five-Year Outlook

The Clovis Senior Activity Center ha s successfully moved operations from t he Fourth Street facility to the new larger building on Third Street. The response from t he community has been robust and staff continue to refine processes and policies to ensure the continuation of prov iding 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 the establishment of additional offeri ngs 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, t he San Joaquin College of Law, Clovis Unified School District, the California Health Scienc es University, and Fresno State Univ ersity. The new facility has attracted additional partnership opportunities that are under ev aluation for implementation. A non-resident fee was approved which has provided an additional revenue stream. Fees for classes are continuously monitored to maintain the balance between affordability and a sustainable operational model.

106
309
AGENDA ITEM NO. 12.

General Services Senior Services
Department Section 34200/34201
2024-2025
2023-2024 Revised 2025-2026
Actual Estimate Budget
Salaries - Regular 208,349 278,800 431,700
Overtime 1,666 4,000 4,000
Extra Help 216,848 266,000 400,000
Benefits 134,609 179,600 282,700
Vehicle Charges 0 0 10,500
Communications 0 400 500
Professional Services 77,139 143,500 151,500
Office Supplies 65,449 63,000 67,000
Travel & Meeting Expense 0 2,700 3,000
Training 725 600 600
Dues & Subscriptions 0 600 600
Admin & Overhead 852,300 968,800 1,191,800
Capital Outlays - Office Equip/Furn 157,972 14,000 0
TOTAL SENIOR SERVICES 1,715,057 1,922,000 2,543,900
Rents and Concessions 59,937 127,000 130,000
State Grants 39,474 48,000 48,000
Federal Grants 0 48,800 45,000
User Fees 156,644 184,000 184,000
Senior Service Charges 69,134 59,000 58,000
Miscellaneous Income 286,579 122,000 102,000
Use of Measure Y Funds 0 0 125,400
Use of Discretionary Funds 1,103,289 1, 333,200 1,851,500 TOTAL 1,715,057 1,922,000 2,543,900
Administrative Assistant 0.800 0.800 0.800 Recreation Coordinator - - 1.000
Recreation Specialist 1.000 1.000 1.000 Senior Center Nutrition Services Worker 1.000 1.000 1.000 Senior Custodian 1.000 1.000 1.000 Senior Services Supervisor - 1.000 1.000
TOTAL 3.800 4.800 5.800

BUDGET DETAIL

DETAIL OF POSITIONS

SOURCES OF FUNDING
107
310
AGENDA ITEM NO. 12.

General Services Recreation
Department Section 34400/34401

2025-2026 Goals

The Recreation Section will focus on administering activities at the Clovis Recreation Center, the Clovis Rotary Skatepark, the Clovis Batting Range, and Bicentennial Pa rk, as well as promoting volunteer development. In addition, the Section will pursue long-term funding solutions for community recreation programming.

Objectives to Meet the Goals

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

Five-Year Outlook

Affordable and accessible recreation remains in high demand, and recreation staff continue to offer a wide variety of activities within the Recreation Center. As the City grows, so does the need for expanded community recreation and leisure services. To meet this demand, outdoor programs are being developed to make use of available park space. The City has successfully comp leted and launched a fully operational mobile recreation trailer, which brings sports and activities directly into neighborhoods and special events. Looking ahead, the City’s ability to provide quality community recreation will depend on creative solutions and strong partnerships between the City, residents, the business community, and other local agencies. The City will continue to evaluate and pursue opportunities to expand outdoor re creational facilities, including the addition of much- needed sports fields.

108
311
AGENDA ITEM NO. 12.

General Services Recreation
Department Section 34400/34401
2024-2025
2023-2024 Revised 2025-2026
Actual Estimate Budget
Salaries - Regular 252,375 292,100 344,100
Overtime 3,903 4,500 4,000
Extra Help 234,789 350,000 391,000
Benefits 163,975 233,200 270,200
Vehicle Charges 27,707 27,200 27,900
Communications 972 1,200 1,200
Professional Services 177,563 518,300 314,800
Repairs & Maintenance 0 3,000 2,000
Office Supplies 5,573 20,500 13,000
Travel & Meeting Expense 1,130 5,000 5,000
Training 0 600 8,500
Dues & Subscriptions 2,516 3,000 3,000
Admin & Overhead 324,700 391,400 431,300
Capital Outlays - Public Works 11,931 68,000 35,000
Capital Outlays - Miscellaneous 15,110 51,000 31,000
TOTAL RECREATION 1,222,244 1,969,000 1,882,000
User Fees 504,220 428,100 455,000
Miscellaneous Income 5,680 0 0
Use of Measure Y Funds 0 0 70,600
Use of Discretionary Funds 712,344 1,540,900 1,356,400
TOTAL 1,222,244 1,969,000 1,882,000
Recreation Leader 2.000 2.000 2.000 Recreation Specialist 1.000 1.000 2.000 Recreation Supervisor 1.000 1.000 1.000 TOTAL 4.000 4.000 5.000

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
109
312
AGENDA ITEM NO. 12.

General Services Transit
Department Section 34700/34800

2025-2026 Goals

The City’s demand-response transit system (Roundup) and fixed-route transit system (Stageline) are designed to meet the local transit needs of all community resi dents. These programs strive to provide dependable, safe and affordable transit services throughout the community. Specific transit goals include the following:

 Continue to provide a safe transportation environ ment for passengers and employees through enhanced cleaning protocols.

 Improve the quality of transit services provided by the City by reviewing Stageline and Roundup services in order to provide on-time, efficient, and safe public tran sit that serves the largest segment of the population as reasonably as possible while maintaining minimum productivity standards within budgetary constraints.

 Increase community awareness of the City’s transit services through advertising and outreach and continue coordination between Fresno Area Express (FAX), Fresno County Rural Transit, and Clovis Transit.

 Continue service delivery and route structure assessment through a comprehensive study that includes incorporation of electric vehicles and new technology.

Objectives to Meet the Goals

 Continue a community-wide marketing plan designed to increase awareness and ridership of the Roundup and Stageline services, including a focus on web-bas ed information. Coordinate advertising with FAX, including printed schedules and social media outreach.
 Coordinate with the Clovis Unified School District, FAX, and other public transit agencies to identify/resolve transportation issues.
 Continue to maximize features and upgrades of the Roundup dispatch software and mobile terminals to improve efficiency on Roundup service. An analysis of new software features available on the market is on- going with a focus on efficiency and enhanced customer service features.  Continue to provide efficient operations after the move in to the new transit hub facility that is located within the Landmark Square project, including routing of Clovis, FAX, YARTS, and Fresno County Rural Transit Agency buses to the site.
 Continue the comprehensive fixed-route service redesign project and plan for implementation in late 2025 which will provide connections to the new transit hub facility and other points of interest within the City.  Clovis Transit continues to roll multiple years of funding allocations to purchase replacement vehicles and a zero-emissions bus.

Five-Year Outlook

Ridership has completely recovered from the pandemic and has improved to levels higher than in the past 10 years. While projections indicated that it may take as l ong as ten years for public transit ridership to recover to pre-pandemic levels, the return of passengers in Clovis is complete. Transit will continue to emphasize safe transportation for the community and employees through enhanced cleaning, se curity, and efficient operations.

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

The route redesign project is set for implementation in late 2025 and is anticipated to generate an increase in ridership by providing quick and efficient transit through Clovis and into a small portion of Fresno. Clovis will continue coordination with transit providers in the Clovis-Fresno Metropolitan area to meet the demand for inter- city transportation. The addition of a centrally locat ed Clovis Transit Center which opened in late 2023 has allowed accessible customer contact, easier transfers, and much-needed training and office space. The new facility has also provided space for travel training to in crease ridership and shift some Roundup passengers to the Stageline service.

110
313
AGENDA ITEM NO. 12.

General Services Transit
Department Section 34700/34800
2024-2025
2023-2024 Revised 2025-2026
Actual Estimate Budget
Salaries - Regular 2,049,097 2,449,000 2,973,700
Overtime 65,456 95,100 104,100
Extra Help 1,762,308 1,928,000 3,254,000
Benefits 1,428,755 1,910,700 2,418,200
Vehicle Charges 1,546,215 1,635,900 1,796,000
Communications 179,563 251,000 280,000
Professional Services 598,415 635,000 677,500
Materials & Supplies 2,849 0 0
Travel & Meeting Expense 20,682 18,000 23,200
Training 3,072 17,300 25,700
Dues & Subscriptions 1,650 3,600 3,900
Admin & Overhead 1,393,600 1,872,700 2,396,700
Liability Insurance Prog - ISF 10,465 8,000 0
Capital Outlays - Office Equip/Furn 0 619,000 92,000
Capital Outlays - Computer Equipment 277,126 69,000 163,000 Capital Outlays - Vehicles 2,270,315 1,300,000 1,000,000 TOTAL TRANSIT 11,609,505 12,812,300 15,208,000
Rents & Concessions 73,953 65,700 5,000
Taxes 2,165,170 2,160,000 2,214,000
Transit Fares 4,391 3,100 0
State Grants 299,985 140,000 220,000
Local Transportation 9,066,006 10,443,500 12,769,000
TOTAL 11,609,505 12,812,300 15,208,000
Administrative Assistant 0.200 0.200 0.200 Bus Driver 18.000 22.000 22.000
Communications & Marketing Analyst 0.100 0.100 0.100 Deputy General Services Director 1.000 1.000 1.000 General Services Director 0.125 0.125 0.125 Lead Bus Driver 5.000 5.000 5.000 Management Analyst 1.000 1.000 3.000 Principal Office Assistant 1.000 1.000 1.000 Staff Analyst 1.000 1.000 1.000
Transit Dispatcher 2.000 2.000 3.000 Transit Manager 1.000 1.000 1.000 Transit Supervisor 1.000 1.000 1.000 TOTAL 31.425 35.425 38.425

DETAIL OF POSITIONS

BUDGET DETAIL

SOURCES OF FUNDING
111
314
AGENDA ITEM NO. 12.

FINANCE

DEPARTMENT SUMMARY

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

Finance Section 35100, 35101

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 2025-2026

 Provide support to other operating departments.

 Provide financial reporting and accountability su pport to the Measure Y Oversight Committee.

 Continue with the implementation of t he new Utility Billing system for the City.

 Continue to educate the public about the new Utility Billing syst em and accessing their bills online.

 Implement more online utility billings and online pa yment options to move toward a paperless office.

 Implement a new Financial Accounting system upgrade.

 Obtain long-term financing as needed.

 Refund existing bonds as appropriate.

 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.

 Enhance training for key departmental personnel.

 Cross-train staff in key Finance positions.

112
315
AGENDA ITEM NO. 12.

FINANCE

DEPARTMENT SUMMARY

Budgetary Highlights

 Review and audit revenues and departmental budgets.

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

 Prepare the annual Five-year Financial Forecast.

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

 Continue to have front-counter st aff cross-trained so that adequate coverage can be maintained when absences occur.

 Continue to implement a process to scan accoun ting documentation to continue progress toward a paperless Finance Department.

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

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

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

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

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

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AGENDA ITEM NO. 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 the 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:

2023-2024 (actual) 2024-2025 (estimated) 2025-2026 (proposed)

City Rate of Return 3.38% 3.90% 4.00%

Greater than 120% of Treasury rate 63% 91% 93%

 On an annual basis, complete an Annual Comprehensiv e Financial Report (ACFR) prepared in conformity with generally accepted accounting principles, faci litate the conducting of an audit by an independent accounting firm, and receive an unqualified opinion that indicates that the financial statements presented fairly, in all material respects, the financial position of the City.

Achieving an
Unqualified Opinion Unqualified Opinion Unqualified Opinion Unqualified Opinion

 Submit for consideration an ACFR and receive a Cert ificate of Achievement for Excellence in Financial Reporting from the GFOA.

Receive a Certificate of
Achievement for Excellence
In Financial Reporting Certificate Certificate Certificate

 On an annual basis, complete an annual budget book; 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 98.7% 97.9% 98.5%

 General Fund estimates are compared against actual revenues and expenditures to assess forecasting accuracy and financial planning effectiveness. This analys is helps identify trends, refine future projections, and ensure responsible fiscal management. Variances bet ween estimates and actuals provide insight into revenue fluctuations, spending patterns, and opportunities for improved efficiency.

The benchmark is 98% in accuracy.

2023-2024 (actual) 2024-2025 (estimated) 2025-2026 (proposed)

Estimated Revenue Accuracy 98.7% 98.9% 99.0%

Estimated Expenditure Accuracy 96.5% 96.7% 97.0%
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AGENDA ITEM NO. 12.
2024-2025
2023-2024 Revised 2025-2026
Actual Estimate Budget
Administration 3,771,692 3,859,000 4,647,100
TOTAL ALL ACTIVITIES 3,771,692 3,859,000 4,647,100
General Fund 3,771,692 3,859,000 4,524,700
General Fund - Measure Y 0 0 122,400
TOTAL ALL FUNDS 3,771,692 3,859,000 4,647,100

FINANCE

DEPARTMENT SUMMARY

BUDGET BY ACTIVITY

BUDGET BY FUND
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AGENDA ITEM NO. 12.

Finance Administration
Department Section 35100/35101

2025-2026 Goals

The goals of the Finance Administration Section are to provide quality financial information for the public, City Council, oversight committees and the operating departments of the Ci ty 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.  Providing summary financial and budgetary reports for departments, oversight committees and general public use as needed.
 Investing the City's idle cash to maximize the rate of return given the priorities of safety and liquidity.  Developing long-range financing plans as needed.
 Providing timely billing and collecti on for the City's enterprise operations.  Providing for the timely recording of new business license applications and existing business license renewals and discovering businesses who have not obtained business licenses.  Completing upgrades to the utility b illing and financial accounting systems.

Objectives to Meet the Goals

 Analyze the department budgets quarterly for c onformance with budgeted appropriations and revenue availability.
 Provide Measure Y Oversight Committee with finan cial reports detailing Measure Y budgeted expenditures and detailing actual Measure Y expenditures along with annual audited City financial reports.  Invest the City's cash in conforma nce with the adopted Investment Policy.  Work with underwriters and other consultants to a rrange the most advantageous terms for any financing and review for refinancing opportunities.
 Maintain the billing and collection of the utility charges in accordance with established guidelines.  Maintain the business license system in accordance with existing business license policies.  Maintain existing financial reports and continue to dev elop new, user-friendly financial and budgetary reports on a periodic basis.
 Continue with the implementation and education of the new Utility Billing system for the City.  Implement a new Financial Accounting system upgrade.

Five-Year Outlook

The 2025-2026 budget is structurally balanced thanks to the passage of Measure Y on November 5, 2024, a 1% Transactions and Use Tax (Sales tax). If not for this passage, this budget would be challenging as costs are accelerating faster than revenues that would have required adjustments in the next several years in expenditures. The existing inflationary environment has contributed to a flattening or declining of sales tax revenue after years of robust growth from the accele ration of online sales due to the pandemic. Inflationary pressures have affected consumers spending less on discre tionary items and shifted dollars to essentials such as food, transportation and housing. In the meantime, expenditures will continue to rise partially due to inflation and tariffs. 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 the cost of positions. As a result, revenue and expenditure monitoring continues to be a hi gh 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 in volved in the long-term financing, as necessary, for the City’s capital needs. The Finance Department will also provide financial reporting to the Council, departments, and oversight committees, along with ensure timely mandated reporting to various government agencies. 116
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AGENDA ITEM NO. 12.

Finance Administration
Department Section 35100/35101
2024-2025
2023-2024 Revised 2025-2026
Actual Estimate Budget
Salaries - Regular 2,021,299 2,040,800 2,509,700
Overtime 6,223 22,000 14,000
Extra Help 121,353 99,000 108,000
Benefits 872,037 895,400 1,113,800
Vehicle Charges 28,800 25,800 15,600
Professional Services 171,435 177,000 189,100
Office Supplies 1,069 2,700 3,000
Travel & Meeting Expense 7,802 6,000 15,000
Training 19,697 23,000 20,000
Dues & Subscriptions 1,577 1,100 2,000
Admin & Overhead 520,400 566,200 656,900
TOTAL FINANCE ADMINISTRATION 3,771,692 3,859,000 4,647,100 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 197,775 196,800 198,600
Interfund Charges 2,895,973 2,920,000 3,299,000
Miscellaneous Income 28,815 20,000 21,000
Use of Measure Y Funds 0 0 122,400
Use of Discretionary Funds 527,129 582,200 866,100
TOTAL 3,771,692 3,859,000 4,647,100
Accountant/Senior 3.00 3.00 5.00 Accounting Supervisor - - 1.00
Assistant Finance Director 1.00 1.00 - Deputy Finance Director 1.00 1.00 2.00 Finance Director/Treasurer 1.00 1.00 1.00 Finance Manager 1.00 1.00 -
Lead Accounting Systems Techician 1.00 1.00 1.00 Principal Account Clerk 9.00 9.00 8.00 Principal Office Assistant 1.00 1.00 1.00 Revenue Supervisor - 1.00 1.00
Senior Accounting Systems Technician 3.00 3.00 5.00 TOTAL 21.00 22.00 25.00

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
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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 implem ents 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, established under Title 8 of the Clovis Municipal Code, operates with further authority provided by the State of California building statutes and applicable federal codes. Its mission is to provide minimum standards for the community. These standards safeguard health, property, and public welfare by regulating the design, construction, quality of materials, use occupancy, accessibility, and location of all buildings and structures within the City, thereby playing a crucial role in maintaining the City's infrastructure.

Engineering Division Sections 74500-7 4550
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 on all project development cycles. The focus of the Division is to provide solution-oriented services that facilitate sustainable growth in the local economy, enhance the quality of life for Clovis citizens, and offer secure and reliable infrastructure throughout our City. Of utmost importance to the Division are managing and efficiently delivering the City's Community Investment Projects as well as ensuring private devel opment adheres to all City requirements, standards, and conditions. Through careful planning, funding, and delivery of streets, sewer, water, parks, refuse, general government projects, and priv ate development projects, this Division ens ures the safety and usability of all the City's investments.
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AGENDA ITEM NO. 12.
2024-2025
2023-2024 Revised 2025-2026
Actual Estimate Budget

BUDGET BY ACTIVITY
Planning 3,455,933 4,524,800 5,653,000
Building 2,882,641 2,738,000 3,316,900
Engineering 6,896,827 7,288,800 9,086,800
TOTAL ALL ACTIVITIES 13,235,401 14,551,600 18,056,700

BUDGET BY FUND
Planning & Development Services Fund 13,235,401 14,551,600 17,923,000 Planning & Development Services - Measure Y 0 0 133,700 TOTAL ALL FUNDS 13,235,401 14,551,600 18,056,700

PLANNING AND DEVELOPMENT SERVICES

DEPARTMENT SUMMARY
119
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AGENDA ITEM NO. 12.

Planning and Development Planning
Services Department Section 74100
Planning Division Goals 2025-202
6 The goals of the Planning Division are focused on impl ementing the Clovis General Plan and Specific Plans, managing the Planning Program activities that support t he General Plan, ensuring that all public and private development is consistent with the General Plan, t he Development Code, City policies and state law, and coordinating public and private projects so that they result in a high-quality, sustainable community.

Planning goals for 2025-2026 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.
 Continue work on the update to the General Plan as directed by the Council.  Implement programs related to the Sixth Cycle Housing Element.  Complete the Mixed Income Zoning Ordinance (MIZO) and Infill Rezone Program.  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.  Implement the Shaw Avenue Specific Plan.
 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, t he business community, and interest groups in planning, building, and development-related issues.
 Retire the Herndon-Shepherd Specific Plan.

Objectives to Meet the Goals
 Implement the Development Code and continue to make modifications as necessary.  Continue work on the comprehensive update to the General Plan, including 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, such as the Heritage Grove specific plan and Vista Ranch master plan.  Implement the Central Clovis Specific Plan by crea ting 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.
 Complete the environmental analysis needed to complete the Infill Rezone Program.  Process the MIZO pre-applications and take the proposed implementation program to Planning Commission and City Council for adoption.
 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 proc essing of development application requests. Application processing time includes staff review, any additions or corrections necessary, and notification of public hearings as required. The following benchmarks have been set:

1. Processing of applications for Planning 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 120
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AGENDA ITEM NO. 12.

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

6. Processing of Site Plan Review applications: 8 weeks Planning Division Performance Measures
2023-2024
(actual)
2024-2025
(estimated)
2025-2026
(proposed)
Applications processed to
Planning Commission within the target time 90% 90% 80%
Applications processed to
City Council within the target time 67% 90% 80%
Site Plan Reviews processed
within the target time 91% 85% 80%
Data summarizing activity
within the Planning Division is provided below:

Criteria Estimated 2024-2025 Activity
Planning Commission Meetings Conducted 9 Meetings
Applications Considered by the Planning Commission 19 Items City Council Meetings Where Items Were Considered 17 Meetings Applications Considered by the City Council 25 Items
Neighborhood/Community Meetings Attended 9 Meetings
Five-Year Outlook
New residential subdivision activity continues to be relatively slow during the current fiscal year. Six applications were submitted in FY 2020-2021, six applications we re received in FY 2021-2022, no new applications were submitted in FY 2022-2023, four applications were submitted in FY 2023-2024, and one application has been submitted during the current FY2024-2025 through March. Ov er 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 trends, interest in large-scale development continues to be strong. In the last two years, a number of tentative maps have been reviewed and approved, including one proposing 580 lots, one proposing 590 lots, one proposing 385 lots, one proposing 266 lots, one proposing 153 lots, and one proposing 162 lots. There’s one project currently under review proposing 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 are working with property owners on a Specific Plan covering approximately 900 acres in Heri tage Grove that will provide capacity for approximately 6,500 single and multi-family units. All these major projects will be built over several years.

On top of the applications submitted by the development community, the Planning Division continues to work on City-led initiatives that will facilitate compliance with state laws and lay t he groundwork for future development and growth of the City. The Sixth Cycle Housing Element was certified by the State at the end of 2024. Staff has since dedicated time to the implementation of new hous ing programs, including those in the Desiree Martinez settlement agreement, such as the Infill Rezone and Mixed Income Zoning Ordinance (MIZO) programs. Staff has also started work on a comprehensive update to the General Plan, with a three-year work program expected to be completed in 2027.

Over the next several years, continued annexation and development within the Sphere of Influence should be expected, particularly in Heritage Grove and the remaining undeveloped portion of Loma Vista. The Planning Division's work program will combine developer-initiated applications with a series of long-term programs that will help the City facilitate development. Examples of such programs, in addition to those described above, include reconciling General Plan and zoning conflicts, retiring outdated Specific Plans, and updating the Parks Master Plan.
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AGENDA ITEM NO. 12.

Planning and Development Planning
Services Department Section 74100
2024-2025
2023-2024 Revised 2025-2026
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 1,169,757 1,241,800 1,570,500
Overtime 2,755 12,000 32,000
Extra Help 23,029 23,000 23,000
Benefits 463,702 518,500 644,000
Vehicle Charges 40,667 40,500 42,700
Communications 2,033 2,000 2,000
Professional Services 975,442 1,859,000 2,336,000
Special Events 1,668 3,000 3,000
Office Supplies 1,284 4,000 4,000
Travel & Meeting Expense 7,983 3,000 3,000
Training 1,325 5,000 9,000
Dues & Subscriptions 3,739 6,000 6,000
Admin & Overhead 762,300 786,000 917,800
Capital Outlays - Office Equip/Furn 249 20,000 40,000
Capital Outlays - Computers 0 1,000 20,000
TOTAL PLANNING 3,455,933 4,524,800 5,653,000

SOURCES OF FUNDING
State Grants 61,536 35,000 0
User Fees 3,357,746 4,443,800 5,607,000
Miscellaneous Income 11,651 21,000 21,000
Use of Discretionary Funds 25,000 25,000 25,000
TOTAL 3,455,933 4,524,800 5,653,000

DETAIL OF POSITIONS
Assistant/Associate Planner 3.00 3.00 4.00 Business Workflow Analyst 0.30 0.30 0.30 Business Workflow Specialist 0.30 0.30 0.30 City Planner 1.00 1.00 1.00
Communications & Marketing Analyst 0.10 0.10 0.10 Deputy City Planner 1.00 1.00 1.00 Deputy Planning & Develop Services Dir - 0.40 0.40 Dir of Planning & Development Services 0.40 0.40 0.40 Geographic Information Systems Analyst 0.20 0.20 0.20 Geographic Information Systems Tech 0.40 0.40 0.40 Plan/Develop Administrative Manager 0.40 0.40 0.40 Planning Technician I/II 2.00 2.00 2.00 Principal Office Assistant 0.40 0.40 0.40 Senior Planner 3.00 3.00 2.00 Staff Analyst 0.75 0.75 0.75
TOTAL 13.25 13.65 13.65
122
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AGENDA ITEM NO. 12.

Planning and Development Building
Services Department Section 74200
Building Division Goals 2025-2026
The mission of the Building Division is 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 2025-2026 include:
 Ensure compliance with all codes for the construction, use, and occupancy of buildings and their components.  Provide code enforcement for possible violations of the Health and Safety Code and the Building Code.  Maintain effective communication with citizens, t he business community, and interest groups on planning, building, and development-related issues.
 Reiterate the importance of ensuring 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, ensuring a swift and efficient process that respects our customers’ time and needs.  Emphasize the use of new technology to keep pace with the increases in documentation requirements and facilitate document retrieval. This modern approach enhances efficiency and accuracy in our processes.  Keep the community informed about current California Building Code requirements.

Objectives to Meet the Goals
 Offering our expertise to the development communi ty on the 2022 and 2025 California Building, Electrical, Energy, Mechanical, and Plumbing Codes, including highlighting the significant benefits of new state- mandated programs. We ensure that developers’ projects comply with the most current regulations and keep them well-informed and prepared for the future.
 The Building Division is committed to enhancing the ci tizens’ and developers’ experience by expanding the electronic services provided. Our Citi zen Self-Service (CSS) portal allows customers to submit, review, and issue plans from the comfort of their home or office, saving customers time and effort. All plan types can now be conveniently submitted online, and we have also introduced the State of California-mandated program for the Pre-approved Accessory Dwelling Unit (ADU) program.

Building Division Performance Measures
 Continue training on new codes and systems to perform the Department's crucial regulatory enforcement role, which is integral to our operations. Increase training in 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 45 hours per person over a three-year period required by state law. 2023-2024 (actual) 2024-2025 (estimated) 2025-2026 (proposed) Hours of Training 32 hrs./ person 45 hrs./person 45 hrs./person Building permit plan
checks processed
within the target time
95% 95% 95%
Inspections Performed
within the target time 95% 99% 100%
The Building Division enfo
rces actions against the Clovis Municipal Code violations. With full staffing, the goal is to resolve all violations reported within the budget year. The Division aims for swift responses, both in handling development requests and providing a focused response to code enforcement requests that threaten life or safety. 123
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AGENDA ITEM NO. 12.

Five-Year Outlook
From fiscal years (FY) 2021-2022 through 2023-2024, commercial construction had an average of $40 million per year in valuation. To date in FY 2024-2025 we have issued $48.5 million in commercial valuation and expect to end at $55 million; $15 million higher than the prior three ye ar’s average. Additionally, there is $86 million of valuation in commercial projects that were reviewed in previous fiscal years that are still waiting to have permits issued.

Residential development has slowed this cycle, and photovoltaic system permits have also slowed. Our historical average for residential units (both single and multifamily combined) is approximately 800 per year. The 2023-24 fiscal year cycle produced 591 single-family and 12 multi-family units. We expect the 2024-2025 cycle to be on par with the last fiscal year, with approximately 600 single-family units and zero multi-family units issued for 600 total units. Our forecast for future fiscal years indicate s a potential increase in the number of residential units, trending back to our historic 800 units per year average, which should be a hopeful sign for the future of the residential sector.
124
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AGENDA ITEM NO. 12.

Planning and Development Building
Services Department Section 74200
2024-2025
2023-2024 Revised 2025-2026
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 1,337,888 1,298,100 1,584,100
Overtime 8,992 11,000 23,000
Extra Help 75,839 36,000 19,000
Benefits 609,185 623,800 723,900
Vehicle Charges 100,730 94,600 120,700
Communications 12,298 8,000 8,000
Professional Services 254,250 173,000 242,000
Special Events 1,577 3,000 3,000
Office Supplies 2,403 5,000 5,000
Travel & Meeting Expense 10,282 3,000 6,000
Training 993 4,000 32,000
Dues & Subscriptions 1,368 3,000 13,000
Admin & Overhead 454,000 452,500 484,200
Liability Insurance Prog - ISF 0 3,000 3,000
Capital Outlays - Office Equip/Furn 12,836 20,000 50,000 TOTAL BUILDING 2,882,641 2,738,000 3,316,900

SOURCES OF FUNDING
User Fees 2,849,245 2,718,000 3,296,900
Miscellaneous Income 33,396 20,000 20,000
TOTAL 2,882,641 2,738,000 3,316,900

DETAIL OF POSITIONS
Building Inspector/Senior Bldg Inspector 5.00 5.00 5.00 Building Official 1.00 1.00 1.00 Business Workflow Analyst 0.40 0.40 0.40 Business Workflow Specialist 0.40 0.40 0.40 Deputy Building Official/Plan Checker 1.00 1.00 1.00 Deputy Planning & Develop Services Dir - 0.30 0.30 Dir of Planning & Development Services 0.30 0.30 0.30 Geographic Information Systems Analyst 0.15 0.15 0.15 Geographic Information Systems Tech 0.30 0.30 0.30 Plan/Develop Administrative Manager 0.30 0.30 0.30 Permit Technician 2.00 2.00 2.00 Plans Examiner/Senior Plans Examiner 4.00 3.00 3.00 Principal Office Assistant 0.30 0.30 0.30 Staff Analyst 0.30 0.30 0.30
TOTAL 15.45 14.75 14.75
125
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AGENDA ITEM NO. 12.

Planning and Development Engineering
Services Department Sections 74500-74550
Engineering Division Goals 2025-2026

The Engineering Division will continue to concentrate on coordinating the orderly construction of public and private projects within the Clovis communi ty. The Division's responsibility fo r review and appro val of proposed development projects ensures that all development meets current City standards.

Engineering goals for 2025-2026 include:
 Update the Development Impact Fee program in conjunction with consultant.  Establish an updated and fiscally sound annual five-yea r Community Investment Program to provide for appropriate infrastructure repair and enhancements.
 Deliver all activities scheduled in the Community Investment Program utilizin g the best technology and equipment for the design, review, and improvement of infrastructure.  Achieve and maintain the highest level of customer serv ice by actively responding to service requests from other departments and citizens.
 Ensure that private development activities 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.

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

Engineering Division Performance Measures
 Complete Capital Improvement projects on schedule. The current goal is to meet the schedule on 85% of projects. The Community Investment Program fell a little short of its goal in 2023-2024. This was attributed to the high complexity of many of the projects currently underway and the fluctuation in staffing levels.  Complete development project reviews within benchmark turnaround times. For most projects, the goal is to achieve a 4-week turnaround on first submittals and a 2-week turnaround on subsequent submittals. For larger, more complex projects, staff will work with project proponents on an agreeable turnaround time that may be longer.
 Keep traffic counting and speed studies up to date. The current goal is to have 100% of the studies up to date.  Provide pertinent training to each engineering staff member. 2023-2024
(Act ual)
2024-2025
(Estimated)
2025-2026
(Proposed)
Completion of CIP projects on schedule 73% 83% 85%
Development Plan Check First submittal 78% 80% 95%
Development Plan Check subsequent
submittals 85% 95% 95%
Traffic Studies Up to Date 68% 75% 95%
Training (percent of staff receiving training) 75% 80% 100% 126
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AGENDA ITEM NO. 12.

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

We will continue to work with a consultant on updating our Development Impact Fee program to maintain a nexus agreeable by the development community, with a goal of hav ing a fee structure that simultaneously satisfies the City’s needs of having a reliable infrastructure as well as the development community’s needs to have the infrastructure capacity available to continue building.

As the City grows, constant efforts are made to keep up with the preservation of our increasing inventory of aging streets. At the same time, the City is facilitating expanded connections to the City of Fresno and the County of Fresno by building out regional corridors, such as Herndon and Shaw Avenues, to the edges of our City's Sphere of Influence ahead of development.

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

Scarce resources and increased staff workloads require a constant search for ways to increase staff productivity.

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

Engineering will continue to work on maintaining expedient turnaround times for plan checks and project reviews, addressing public concerns, looking for ways to streamline and reduce development costs, and delivering projects promptly. As the City continues to grow, and as new federal and state laws are continually imposed, the complexity and number of tasks and processes necessary to comple te a project and remain in compliance continue to increase. This is increasingly true for grant-funded projects, which are administered by Caltrans. This state and federal influence affects all aspects of the engineering pr ogram. As a result, the Engineering Division must be nimble and will continually reevaluate staffing needs and goals in the coming years.

The pace of development in 2024-2025 matched the slight slowdown in 2023-2024 which continues to strain the budget. The development community has indicated that t he increase in mortgage rates has slowed the pace of home-buying. They have al so indicated that work with the Water Major Facility Fee and constraints with infrastructure in the growth areas have contributed to their slowdown. Despite this, the Division 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 ar e currently assigned to other areas can be reassigned to capital projects, which are well-funded for the next few years. 127
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Planning and Development Engineering
Services Department Section 74500-74550
2024-2025
2023-2024 Revised 2025-2026
Actual Estimate Budget
Salaries - Regular 3,546,249 3,753,400 4,728,900
Overtime 30,278 91,000 144,000
Extra Help 48,987 55,000 55,000
Benefits 1,435,144 1,627,900 2,005,600
Vehicle Charges 206,836 215,500 249,000
Communications 28,551 30,000 26,000
Professional Services 174,073 105,000 110,000
Special Events 3,933 8,000 8,000
Office Supplies 18,567 23,000 18,000
Training 7,067 7,000 21,000
Dues & Subscriptions 3,991 11,000 11,000
Admin & Overhead 1,244,300 1,341,000 1,550,300
Capital Outlays - Office Equip/Furn 148,851 21,000 160,000 TOTAL ENGINEERING 6,896,827 7,288,800 9,086,800

SOURCES OF FUNDING
State Grants 25,486 27,000 27,000
User Fees 6,590,621 6,901,800 8,586,100
Miscellaneous Income 5,720 15,000 15,000
Use of Measure Y Funds 0 0 133,700
Use of Discretionary Funds 275,000 345,000 325,000
TOTAL 6,896,827 7,288,800 9,086,800

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 1.00 Deputy Planning & Develop Services Dir - 0.30 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 7.00 7.00 8.00 Engineering Program Manager 1.00 1.00 1.00 Engineering Tech/Senior Engineering Tech 3.00 3.00 4.00 Geographic Information Systems Analyst 0.20 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 Project Administrator - - 1.00
Staff Analyst 0.30 0.30 1.30
Supervising Civil Engineer 2.00 2.00 2.00 Traffic Signal Operations Specialist 1.00 1.00 1.00 TOTAL 36.30 36.60 40.60

BUDGET DETA
IL
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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 se ven budgetary sections as shown below.

Patrol Section 51000, 51001
The Patrol section is the most highly visible section of the Police Department. It is overseen by a captain and lieutenants. Each shift or team is directly supervised by a sergeant. Uniformed patrol and community service officers respond to calls for service, enforce all laws including City municipal codes, provide for safety and security of the public, and represent the Police Department in their daily contact with the citizens of Clovis. They also deal effectively and appropriately with the crimi nals they apprehend. The Police Chaplain Program assists our department members and the victims of crime during traumatic events or at times of grief. The Traffic Division focuses on traffic safety, education, enforcement of traffic laws, and implements DUI check points and DUI saturations. The Patrol Division’s effective and proa ctive approach toward eliminating criminal activity and protecting its citizens has helped create a safe community for the citizens of Clovis. Specialty units within the department such as K-9 Unit, Bike Unit, EOD, UAV, and Jail operations fall under the Patrol Division as well.

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

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

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

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

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

Investigations Section 52000, 52001
The Investigations section is overseen by a Police Capt ain, and is responsible for follow-up on all felony cases, cases of a sensitive nature, and preparing the cases for submittal to the District Attorney’s Office. The Division is comprised of two main components: General Investigat ions and the Special Enforcement Team (SET). The types of investigations conducted range from computer crime and identity theft cases to sexual assault and sex offender programs, homicide investigations, robberies, property crimes, domestic violence follow-up and tracking, missing persons, and crime analysis and predictive policing. The unit also takes on special details when necessary, including assistance to SET, inte rnal investigations, and officer-involved shooting investigations. The focus of SET tends to be on mid-leve l and street-level drug dealers and users causing blight in our City. They also focus on cases involving gang members, narcotics trafficking, human trafficking, prostitution, and pimping. They focus their invest igations on those who are actively engaged in the gang lifestyle and committing crimes in our City. These units will also partner with other local, State, and Federal agencies for larger scale investigations where more detectives are needed for a safe and successful outcome.

Youth Services Section 53000, 53001
The Youth Services Division is committed to providing se rvices and programs that det er juvenile crime. The foundation of our service is consistent accountabilit y for juvenile misbehavior and education about alcohol, drugs, and tobacco. The Youth Services Division is co mmitted to supporting parents by providing information about parenting and education about juvenile trends re lated to alcohol, drugs, and tobacco use. The Youth Services Division will continue to work closely with the Clovis Unified School District (CUSD) and other agencies to encourage youth to improve their ability to make g ood decisions at home, at school, and in the community to consistently hold juveniles accountable and to support par ents. The success for this service will be determined by maintaining a low juvenile rate of recidivism. The Youth Services Division is also responsible for removing graffiti throughout the City of Clovis. The Graffiti Abat ement team focuses on the prompt removal of graffiti and deterrence of further graffiti vandalism.
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POLICE

DEPARTMENT SUMMARY
Support Services/Records, Property and Evidenc
e Section 54000, 54001
This unit encompasses many diverse duties that focus on providing outstanding service to its customers and the citizens of Clovis. Functions include the departmen t’s records maintenance function, citizen and business services, fleet management, equipment and supplies, report typing, court liaison, service of subpoenas, records requests, and distribution of records and reports to allied agencies. The Property and Evidence unit processes, catalogues, and stores all the evidence collected in various cases, holds property that has been collected by the department, and determines the proper disposition for that property and evidence. Neighborhood corporals work closely with other city departments and businesses. Together they issue alcohol and entertainment permits within the City. They also work closely with the Planning Division on new development in the City. The Community Liaison works closely with the rental ma nagement and property owners to resolve any problems within the community.

Administrative Services Section 56000, 56001, 56300 The Administrative Services Unit is the office of the Chief of Police which provides leadership and general direction and oversight for the entire department. The Administrative Services Division is responsible for several functions, including administrative support to the Ch ief, special projects, research, internal audits and compliance, internal investigations, Homeland Security, grant administration, public information officer duties, hiring, employee injury, and oversight of workers’ compensation issues. The office support staff also performs a variety of personnel functions regarding recruitment and hiring and provides support for other division commanders.

Animal Services Section 59100, 59101
The Clovis Animal Services Division consists of the Animal Response Team, the Animal Receiving and Care Center, and the Miss Winkles Pet Adoption Center. The An imal Response Team is responsible for responding to calls for service in the co mmunity, investigating cruelty complaints, enforcing City municipal codes, completing animal bite investigations for the Count y Health Department, and representing the City in Administrative Hearings. The Animal Receiving and Care Center is responsible for caring for approximately 2,500 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 80 animals at a time and is responsible for adopting approximately 800 pets to new owners each year. The Animal Services Division also provides public education about spayi ng/neutering pets, information about responsible pet care, and information on both State and local animal laws.
2025-2026 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 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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POLICE

DEPARTMENT PERFORMANCE MEASURES
The mission of the Police Department is to provide ex
ceptional protection and police-related services in a
manner that builds public confidence and enhances the quality of life in Clovis.  To protect the victims of crimes and to maintain the public’s confidence, a quick response time to emergency (Priority One) calls for service is critic al. The benchmark is an average response time for emergency calls not to exceed 5 minutes.
2023-2024 (actual) 2024-2025 (estimated) 2025-2026 (proposed) Priority 1 Aver
age Response Times 2.87 Min 3.93 Min <5 Min Priority 2 Average Response Times 6.40 Min 6.13 Min <10 Min Priority 3 Average Response Times 10.93 Min 19.45 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 response s show either “Above Average” or “Excellent” service ratings at least 90% of the time.

Citizen Surveys 2023-2024 (actual) 2024-2025 (estimated) 2025-2026 (proposed) (Above Average or Excellent) 90% 91% 90%  The comparat
ive 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) 2024 (actual) 2025 (estima
ted) 2026 (proposed)
Clovis 2436 2500 <300 0
*Effective January 1, 2023, t he FBI changed the require ments for crime reporting to provide and maintain more
detailed statistics by switching crime reporting from t he 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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132
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POLICE

DEPARTMENT SUMMARY
2024-2025
2023-2024 Revised 2025-2026
Actual Estimate Budget
Patrol 29,026,048 33,590,000 35,352,500
Communications 3,655,292 3,938,800 4,372,800
Investigations 6,968,671 5,845,200 6,883,000
Youth Services 797,507 702,400 989,500
Support Services 4,469,639 5,604,200 6,015,900
Administration 5,903,660 6,999,400 6,904,000
Animal Shelter 2,661,720 2,962,400 3,378,300
TOTAL ALL ACTIVITIES 53,482,537 59,642,400 63,896,000
General Fund 53,482,537 59,642,400 61,883,700
General Fund - Measure Y 0 0 2,012,300
TOTAL ALL FUNDS 53,482,537 59,642,400 63,896,000

BUDGET BY ACTIVITY

BUDGET BY FUND
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AGENDA ITEM NO. 12.

Police Patrol
Department Section 51000/51001
2025-2026 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 BVLOS with new technology minimizing the amount of personnel needed to operate the program.

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

Five-Year Outlook
Population growth and development remain a concer n because of increased demand on law enforcement services without sufficient resources to meet those needs in a timely manner. The Patrol division has reached critical levels, limiting the ability to engage in proactive long-term solutions. Workload study recommendations are being considered for re-deployment of resources to meet these demands. Leadership development and succession training will be of key impo rtance. In the coming five years, we will continue to evaluate the need to develop additional patrol sectors to manage resources, me et community expectations, and prepare for growth associated with development within the proposed neighborhood communities. It will also be crucial for the Police Department to remain engaged in the development process to assist in the creation of safe neighborhoods and commercial development. We will also address challenges posed in existing neighborhoods to ensure safety and well-being for all the citizens of Clovis.
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AGENDA ITEM NO. 12.

Police Patrol
Department Section 51000/51001
2024-2025
2023-2024 Revised 2025-2026
Actual Estimate Budget
Salaries - Regular 12,245,065 13,869,000 15,149,300
Overtime 1,431,543 1,531,100 1,599,000
Extra Help 680,655 695,000 845,000
Benefits 9,916,198 11,489,700 12,409,100
Communications 146,931 130,000 125,000
Professional Services 756,229 1,104,800 296,600
Repairs & Maintenance 45,631 23,700 3,600
Office Supplies 122,439 635,000 778,500
Supplies - Safety 104,135 150,000 70,000
Travel & Meeting Expense 40,346 41,000 26,000
Training 318,984 337,700 412,700
Dues & Subscriptions 4,153 10,100 5,600
Admin & Overhead 2,963,900 3,268,200 3,632,100
Capital Outlays - Computers 0 5,000 0
Capital Outlays - Police Equipment 186,751 242,600 0
Capital Outlays - Communications 63,088 57,100 0
TOTAL PATROL 29,026,048 33,590,000 35,352,500
Taxes 2,661,837 2,861,000 3,077,000
Other Permits 19,950 20,000 20,000
Fines & Fees 173,027 206,000 210,000
State Grants 416,704 405,000 390,000
Program Participation 363,502 529,000 542,000
Mandated Claims 156,266 0 0
Planning & Processing Fees 18,234 14,000 14,000
User Fees 200,613 210,000 215,000
Miscellaneous Income 5,990 5,000 5,000
Use of Measure Y Funds 0 0 1,319,600
Use of Discretionary Funds 25,009,925 29, 340,000 29,559,900 TOTAL 29,026,048 33,590,000 35,352,500
Community Service Officer 12.00 13.00 15.00 Police Captain 1.00 1.00 1.00
Police Corporal 16.00 15.00 15.00 Police Lieutenant 5.00 5.00 5.00
Police Officer/Recruit 64.00 70.00 75.00 Police Sergeant 10.00 10.00 10.00 TOTAL 108.00 114.00 121.00

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
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AGENDA ITEM NO. 12.

Police Communications
Department Section 51100
2025-2026 Goals

 Meet response time goals f
or 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 q
ualified communications personnel.
 Continue to refine the use and workflow related to the New World CAD system.  Continue to add radio receiver sites to enhance coverage in the metropolitan and adjacent rural areas.  Continue to work with the City of Clovis I.T. Divisi on, State, County, and various product vendors to ensure the equipment utilized in the Communications Center is compatible with the most current technology available to support the City’s future growth.
 Expand wireless video capabilities.
 Complete the upgrade of the Zetron radio and phone system in accordance with NextGen 911 state mandates.
 Work with Cal OES, Clovis I.T. Division, product vend ors, and allied agencies to successfully incorporate all aspects of NextGen 911 relative to State timelines. This includes choosing a vendor to move our phones to a cloud-based system.

Five-Year Outlook
The department will continue to upgrade equipment to m eet or exceed State standards and work to keep our environment a positive and efficient workplace. As the community grows and calls for service increase, it will be necessary to expand staffing levels in the Communications Center to maintain the quality of service we provide to our citizens. Communications will continue to refine the use of our current CAD system, and its component parts, during this next fiscal year.
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AGENDA ITEM NO. 12.

Police Communications
Department Section 51100
2024-2025
2023-2024 Revised 2025-2026
Actual Estimate Budget
Salaries - Regular 1,692,342 1,774,100 2,028,800
Overtime 318,862 328,000 344,500
Extra Help 15,160 61,000 61,000
Benefits 1,069,090 1,165,900 1,326,800
Vehicle Charges 6,600 6,600 6,600
Communications 81,832 80,000 60,000
Professional Services 40,678 32,100 28,300
Repairs & Maintenance 11,631 10,800 18,500
Office Supplies 8,776 9,000 9,000
Materials & Supplies 3,236 2,500 2,000
Travel & Meeting Expense 0 0 2,400
Training 4,715 13,000 13,000
Dues & Subscriptions 270 300 1,300
Admin & Overhead 402,100 455,500 470,600
TOTAL COMMUNICATIONS 3,655,292 3,938,800 4,372,800
Use of Discretionary Funds 3,655,292 3, 938,800 4,372,800 TOTAL 3,655,292 3,938,800 4,372,800

DETAIL OF POSITIONS
Communications Supervisor 1.00 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 23.00 23.00 23.00

BUDGET DETAIL

SOURCES OF FUNDING
137
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AGENDA ITEM NO. 12.

Police Investigations
Department Section 52000/52001
2025-2026 Goals

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

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

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

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

Gang activity has increased. Much of this has to do with AB 109, prison realignment, and overcrowding issues at the local level. The SET Unit will be focusing on preventing gangs from overtaking neighborhoods and gaining strength or influence in any specific area.
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AGENDA ITEM NO. 12.

Police Investigations
Department Section 52000/52001
2024-2025
2023-2024 Revised 2025-2026
Actual Estimate Budget
Salaries - Regular 3,131,962 2,493,500 3,161,400
Overtime 361,894 295,000 295,300
Extra Help 100,665 100,000 100,000
Benefits 2,549,384 1,978,400 2,468,700
Vehicle Charges 7,200 7,300 7,200
Communications 32,782 33,000 23,000
Professional Services 188,662 157,400 131,600
Office Supplies 0 200 0
Materials & Supplies 6,045 6,700 4,500
Supplies - Police 26,330 56,000 30,000
Supplies - Safety 4,803 45,000 5,000
Travel & Meeting Expense 15,419 15,100 13,800
Training 10,709 14,000 21,000
Dues & Subscriptions 353 1,700 2,200
Admin & Overhead 524,100 641,900 619,300
Capital Outlays - Police Equipment 8,363 0 0
TOTAL INVESTIGATIONS 6,968,671 5,845,200 6,883,000
Project Participation 981 5,000 0
Asset Forfeiture 88,040 0 0
Use of Measure Y Funds 0 0 122,500
Use of Discretionary Funds 6,879,650 5, 840,200 6,760,500 TOTAL 6,968,671 5,845,200 6,883,000
Community Service Officer 2.00 2.00 2.00
Crime Specialist 1.00 - -
Digital Forensic Analyst 1.00 1.00 1.00
Management Analyst 1.00 1.00 1.00
Police Corporal 2.00 3.00 3.00
Police Officer/Recruit 14.00 14.00 15.00 Police Sergeant 2.00 2.00 2.00
Public Safety Dispatcher/PSO 1.00 1.00 1.00 TOTAL 24.00 24.00 25.00

DETAIL OF POSITIONS

BUDGET DETAIL

SOURCES OF FUNDING
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AGENDA ITEM NO. 12.

Police Youth Services
Department Section 53000/53001
2025-2026 Goals

 Deter and pre
vent 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 juveni
le 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. 140
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AGENDA ITEM NO. 12.

Police Youth Services
Department Section 53000/53001
2024-2025
2023-2024 Revised 2025-2026
Actual Estimate Budget
Salaries - Regular 297,383 166,600 369,200
Overtime 19,277 17,000 22,000
Extra Help 105,678 150,000 150,000
Benefits 167,495 159,400 232,900
Vehicle Charges 3,900 0 6,600
Communications 1,687 2,000 2,000
Professional Services 18,365 19,100 11,100
Office Supplies 2,447 1,800 1,800
Materials & Supplies 7,842 3,000 3,000
Supplies - Police 658 3,400 2,000
Supplies - Shop 29,130 25,000 25,000
Travel & Meeting Expense 2,595 2,700 2,700
Training 4,796 5,000 5,000
Dues & Subscriptions 1,189 1,200 1,100
Admin & Overhead 126,300 123,000 155,100
Capital Outlays - Computers 8,765 8,000 0
Capital Outlays - Equipment 0 15,200 0
TOTAL YOUTH SERVICES 797,507 702,400 989,500
Miscellaneous Income 0 201,000 206,000
Use of Measure Y Funds 0 0 122,500
Use of Discretionary Funds 797,507 501,400 661,000
TOTAL 797,507 702,400 989,500
Community Service Officer 1.00 1.00 1.00
Police Officer/Recruit - - 1.00
Police Services Manager 1.00 1.00 1.00
Staff Analyst 1.00 1.00 1.00
TOTAL 3.00 3.00 4.00

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
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AGENDA ITEM NO. 12.

Police Support Services
Department Section 54000/54001
2025-2026 Goals

 Continue to provide a high level of both i
n-house and offsite training that enhances the professional skills of Police Department personnel by collaborating with s upervisors to select the pr oper and necessary training for individuals.
 Continue to provide a high level of service to those customers who utilize our permit process and maintain local and State policies and ordinances that apply to our Clovis businesses.  Continually look for new ways to manage the costs as sociated with the fleet and to provide the highest visibility of patrol presence in our community.
 Research and implement new products and services to keep the Police Department on the cutting edge of new tools and technologies to provide citizens with a greater level of service.  Continue to work with the District Attorney to provide the best possible cases for prosecution.  Assist officers when possible with data entry.
 Continue to improv e a
nd monitor feedback from citizens on the quality of service they receive from our employees.

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

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

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

Police Support Services
Department Section 54000/54001
2024-2025
2023-2024 Revised 2025-2026
Actual Estimate Budget
Salaries - Regular 1,031,912 1,056,600 1,332,100
Overtime 47,477 59,000 51,000
Extra Help 203,258 240,300 240,000
Benefits 479,328 547,600 647,000
Vehicle Charges 1,758,756 2,697,700 2,862,900
Communications 10,185 11,000 11,000
Professional Services 227,855 217,300 151,900
Repairs & Maintenance 30,331 54,200 44,200
Office Supplies 1,746 2,000 2,000
Materials & Supplies 5,146 8,000 59,400
Supplies - Police 100,283 98,700 96,000
Supplies - Safety 817 200 100
Travel & Meeting Expense 23,747 3,200 2,100
Training 10,825 13,000 17,000
Dues & Subscriptions 1,215 1,300 2,900
Admin & Overhead 401,700 435,500 496,300
Capital Outlays - Computers 135,058 158,600 0
TOTAL SUPPORT SERVICES 4,469,639 5,604,200 6,015,900
Other Permits 27,703 44,000 45,000
Mandated Claims 1,892 0 0
User Fees 192,475 140,000 144,000
Miscellaneous Income 11,578 13,000 13,000
Use of Measure Y Funds 0 0 143,400
Use of Discretionary Funds 4,235,991 5, 407,200 5,670,500 TOTAL 4,469,639 5,604,200 6,015,900
Administrative Assistant 2.00 - -
Police Records Specialist I/II - 7.00 8.00
Principal Office Assistant 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 Police Records Specialist - 2.00 2.00
Senior Property/Evidence Technician 1.00 1.00 1.00 Senior Systems Video Analyst 2.00 2.00 2.00 TOTAL 14.00 15.00 16.00

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
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AGENDA ITEM NO. 12.

Police Administration
Department Section 56000/56001/56300
2025-2026 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 su
ccession 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 servic e announcements, news releases, and other special presentations designed to inform the community about services and programs that the City of Clovis offers.  Research new State and Federal grants available to local municipalities.  Utilize data from our New World CAD/RMS system to examine and evaluate all aspects of our department’s functions.

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

This office will continue to cast a vision and set the direction for the department. The goal of this office is to encourage and support the employees of the Police Depar tment to find and implement creative solutions to Police work and problem solving.
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AGENDA ITEM NO. 12.

Police
Department
Administration
Section 56000/56001/56300
2024-2025
2023-2024 Revised 2025-2026
Actual Estimate Budget
Salaries - Regular 1,258,286 1,540,900 1,932,300
Overtime 1,287,955 1,637,400 1,342,000
Benefits 1,132,460 1,558,000 1,770,100
Vehicle Charges 13,200 13,300 13,500
Communications 7,798 8,000 8,000
Professional Services 109,502 165,600 90,900
Materials & Supplies 6,850 7,000 7,000
Travel & Meeting Expense 49,403 20,000 16,000
Training 33,553 23,500 81,000
Dues & Subscriptions 3,590 4,000 4,500
Admin & Overhead 1,235,500 1,426,300 1,388,700
Capital Outlay - Computers 3,698 0 0
Capital Outlays - Police Equipment 761,865 595,400 250,000 TOTAL ADMINISTRATION 5,903,660 6,999,400 6,904,000
State Grants 1,071,575 1,630,100 1,646,700
Federal Grants 125,889 108,400 25,000
Project Participation 231,204 205,000 176,000
Other Revenues 6,200 100,000 100,000
User Fees 277,980 261,000 251,000
Miscellaneous Income 10,000 0 0
Use of Measure Y Funds 0 0 100,700
Use of Discretionary Funds 4,180,812 4, 694,900 4,604,600 TOTAL 5,903,660 6,999,400 6,904,000
Administrative Assistant 1.00 - -
Crime Analysis Supervisor 1.00 1.00 1.00
Crime Specialist 1.00 2.00 2.00
Deputy Police Chief 1.00 1.00 1.00
Management Analyst 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 5.00
Public Safety Dispatcher/PSO 1.00 - -
Real Time Analyst - 1.00 1.00
Senior Management Analyst - 1.00 1.00
TOTAL 13.00 13.00 13.00

DETAIL OF POSITIONS

SOURCES OF FUNDING

BUDGET DETAIL
145
348
AGENDA ITEM NO. 12.

Police Animal Services
Department Section 59100/59101
2025-2026 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 their ab ility to communicate with and inform citizens about animal-related issues.
 To provide public education about proper pet care.
 To further develop an animal foster program.

Objectives to Meet the Goals
 Increase the number of reside
nts and businesses who actively support Clovis Animal Services.  Increase the number of officers in the field who can respond to calls for service.  Develop additional printed, electronic, and social medi a content to provide information, increase adoptions, and create opportunities to support pets and their owners.  Develop multiple fundraising opportunities to supp ort the pets-in-care that need specialized medical assistance.
 Continue to provide high quality animal care and adoptions.  Provide information to our community about responsible pet ownership through preventive care, spay/neuter, vaccinations, pet licensing and microchipping.  Continue to increase community engagement through volunteer, foster, and fundraising opportunities.

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. 146
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AGENDA ITEM NO. 12.

Police Animal Services
Department Section 59100/59101
2024-2025
2023-2024 Revised 2025-2026
Actual Estimate Budget
Salaries - Regular 682,623 823,300 1,115,800
Overtime 99,505 145,000 105,000
Extra Help 265,519 300,000 300,000
Benefits 426,867 547,400 676,100
Vehicle Charges 13,800 13,900 13,800
Communications 7,224 5,000 7,000
Professional Services 226,969 249,800 249,800
Repairs & Maintenance 51,383 7,200 2,400
Materials & Supplies 21,616 15,300 15,300
Supplies - Safety 84,114 74,500 74,500
Travel & Meeting Expense 1,400 1,700 1,000
Training 5,000 5,000 5,000
Dues & Subscriptions 2,500 1,500 1,500
Admin & Overhead 773,200 772,800 811,100
TOTAL ANIMAL SERVICES 2,661,720 2,962,400 3,378,300
Licenses 22,854 46,000 47,000
Fines & Fees 6,105 10,000 10,000
Miscellaneous Income 894 3,000 3,000
Use of Measure Y Funds 0 0 203,600
Use of Discretionary Funds 2,631,867 2, 903,400 3,114,700 TOTAL 2,661,720 2,962,400 3,378,300
Administrative Assistant - 1.00 1.00
Animal Control Officer 6.00 7.00 8.00
Animal Services Aide 1.00 1.00 1.00
Police Records Specialist I/II - 1.00 1.00
Principal Office Assistant 1.00 - -
Staff Analyst 1.00 1.00 1.00
Supervisor of Animal Services 2.00 2.00 2.00 TOTAL 11.00 13.00 14.00

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
147
350
AGENDA ITEM NO. 12.

FIRE

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

Emergency Operations Section 61000, 61001
The Emergency Operations Di
vision is responsible fo r providing the resources needed by Fire Department personnel who respond daily to requests for emergen cy and non-emergency services from the citizens of Clovis. The Operations Division activities include responding to fires, emergency medical services, mutual/automatic aid, motor vehicle accidents, wildland, and public assist ance. The Training Bureau activities include training of new employees, in-service training for all department employees, certification and licensure, and coordinated use of the Fire 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 Divi sion. Dispatch services coordinate the emergency response of all City fire resources and mutual or automatic aid resources.

Community Risk Reduction Section 62000
The Community Risk Redu
ction Division is responsible for providing community risk reduction activities through two bureaus: Fire Prevention and Emergency Prepare dness. The Fire Prevention Bureau supports local businesses and building development through activities such as inspections and plan review to ensure occupancies comply with fire codes, standards and loca l ordinances. Additional risk reduction is performed through public education where citizens learn about actions they can take to reduce their fire risk and learn emergency preparedness skills that are essential during times of crisis. The Emergency Preparedness Bureau has the responsibility for preparing and carrying out emer gency 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 Oper ations 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.

Special Teams Section 63000, 63001
The Special Teams Secti
on includes all specialty teams and auxiliary programs of the department – Clovis Fire Investigations Team (CFIT), Fire Explorers, Peer Support, Honor Guard, Hazardous Materials Team and Urban Search and Rescue Team. These teams respond throughout California to emergency incidents that require specialized tools, equipment, and personnel. The Investigat ions Team has the responsibility to investigate all fires for cause and origin and work with law enforcement and the judicial authorities to prosecute any crimes.

Fire Administration Section 64000, 64001
The Fire Administration Division is respon
sible 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
2025-2026 Goals
 Continue to provide an
effective emergency respons e delivery system that provides the necessary resources to minimize loss of life, property damage, loss of tax revenue, and damage to the environment.  Continue to make community risk reduction efforts by enforcing fire and life safety codes.  Continue to maintain an emergen cy and non-emergency re sponse capability that maximizes public and private 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 a nd private partnerships to fund programs, services, equipment, and personnel.
 Utilize technology to evaluate and implement innova tive practices to meet the growing needs of the community.

Budgetary Highlights
 Order replace
ment Truck currently stationed at Fire Station 1.
 Place a new engine crew in service with and be in position to order new Engine to be stationed at Fire Station 1, the hiring of nine (9) firefighters, and promotion of three (3) Captains and (3) Engineers.  Conduct an evaluation of all nine (9) fire facilities to plan for needed repairs and upgrades.  Adopt the classification and hire a Deputy Fire Marshal in our Community Risk Reduction Division.  Hire a part-time GIS Specialist in the Administrati on Division to assist in the collection, analysis, and computation of departmental data.
 Continue to review the cost recovery efforts fo r State Mandated fire inspections, new development, developer impact fees (DIF), weed abatement, and incidents caused by gross negligence.  Design and be in position to order two (2) Squad vehicles to be placed into service in 2026-27.  Replace Mobile Data Computers (MDC) in all appar atus with new tablets and updated incident command application.
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AGENDA ITEM NO. 12.

FIRE

DEPARTMENT PERFORMANCE MEASURES
The Mission of the Clovis Fire Department is to pro
vide 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 Operations
 It is documented that cardiac arrest survival rates de cline rapidly with every passing minute and fires grow
significantly every minute. After seven (7) minutes, less than 50% of heart attack victims will survive withou t CPR, and a fire can reach a point of a flashover. It is documented that flashover is the point where temperatures in the area (room/building) of the fire reach 1,500 degrees, causing all combustible materials within the room to suddenly ignite, dramatically reduc ing a victim’s chance of survival and increasing the loss of property.
2023-2024 (actual) 2024-2025 (estimated) 2025-2026 (proposed) First Arrival, Total Response
EMS in under 6:30 7:40 6:32 6:30
Fire in under 7:00 8:03 8:27 7:45
MVA/Rescue in under 7:00 7:31 6:46
6:40
ERF in under 10:30 12:12 11:45 11:30
Total Number of Calls for Service 13,235 13,433 14,000 Total Number of EMS Calls 7,844 8,019 7,188
Community Risk Reduction
 Maintaining property valu
es 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. Sprink ler requirements for residential and commercial occupancies, greater than 2,500 square feet, are examples of how simple requirements can have a major impact on community risk reduction. Public education has demonstrated the benefit of reducing the impacts t hat emergencies have on the community. Performing life safety inspections in all public buildings has been shown to reduce fire loss, and sustains the local economy through continued employment and sales of goods.

State Mandated Fire Inspections 350 of 350 – 100% 353 of 353 – 100% 354 of 354– 100% Completed
Number of Children Receiving
Life Safety Information 6,500 7,000 7,250
Fire Department Financial Benchmarks
Percentage of Discretionary Funds 87% 86% 94%
Total Injury Claim Costs $140,652 $311,967 $200,000 Total Fire Loss $4,229,272 $2,128,595 $3,000,000 150
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AGENDA ITEM NO. 12.

FIRE

DEPARTMENT SUMMARY
2024-2025
2023-2024 Revised 2025-2026
Actual Estimate Budget

BUDGET BY ACTIVITY
Emergency Operations 22,026,550 24,359,300 26,084,400
Community Risk Reduction 696,873 839,800 881,100
Special Teams 101,211 134,400 281,400
Fire Administration 1,149,747 1,279,800 1,369,800
TOTAL ALL ACTIVITIES 23,974,381 26,613,300 28,616,700

BUDGET BY FUND
General Fund 23,974,381 26,613,300 26,732,900
General Fund - Measure Y 0 0 1,883,800
TOTAL ALL FUNDS 23,974,381 26,613,300 28,616,700
151
354
AGENDA ITEM NO. 12.

Fire
Department
Emergency Operations
Section 61000/61001
2025-2026 Goals

 Provide the first unit on th
e scene of an emergency medical call with a Total Response Time of six minutes and thirty seconds (6:30), 90% of the time. This includes one minute and thirty seconds of call processing, 1 minute for turnout, and four minutes for travel.
 Provide the first unit on the scene of a fire call, following dispatch, with a Total Response Time of seven minutes (7:00), 90% of the time. This includes one mi nute and thirty seconds of call processing, one minute and thirty seconds for turnout, and four minutes for travel.  Provide an Effective Response Force (currently 16 to 19 firefighters) on-scene of a fire call within a Total Response Time of ten minutes and thirty seconds (10:30), 90% of the time.  Continue to implement response time improvements in the Loma Vista area, as Station 6 response numbers increase. Review of data occurs on a monthly and annual basis.  Continue to implement recommendations within the 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 “exc ellent” rating on customer service satisfaction surveys through the delivery of professional emergency and non-emergency services to the citizens of Clovis.

Objectives to Meet the Goals
 Maintain minimum staffing of emergency respon
se resources distributed to meet community needs. Provide quality service to the community.
 Confine fires to room of origin for 80% of incidents.  Lower demand for fire services from above averag e service users through code amendment processes 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 prep ared to respond to “all-risk ” emergency situations through ongoing training.
 Maintain dispatch performance standards for the contract period through a Continuous Quality Improvement (CQI) program.

Five-Year Outlook
With funding now secured through Measure Y, the departm ent is poised to expand operations in impactful and exciting ways, offering a level of service not seen in many years. Plans are underway to increase the number of units within the service area, which will lead to faster response times and the addition of vital resources and personnel to combat fires more effectively. Emergency Operations will also integrate new technologies to boost efficiency and ensure that every dollar of funding is used to its fullest potential. 152
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AGENDA ITEM NO. 12.

Fire Emergency Operations
Department Section 61000/61001
2024-2025
2023-2024 Revised 2025-2026
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 7,992,972 8,381,400 9,695,600
Overtime 2,790,403 3,915,000 3,155,000
Extra Help 52,446 45,000 54,000
Benefits 5,926,245 6,378,800 6,911,700
Vehicle Charges 1,993,391 1,656,400 1,739,100
Communications 24,813 24,000 42,000
Professional Services 471,284 558,500 666,200
Repairs & Maintenance 125,620 118,300 103,800
Office Supplies 6,418 9,300 15,000
Materials & Supplies 77,018 51,200 158,100
Supplies - Safety 76,043 305,200 160,400
Supplies - Shop 935 1,500 4,100
Travel & Meeting Expense 7,469 21,300 11,000
Training 86,251 151,000 297,000
Dues & Subscriptions 3,970 4,100 5,300
Admin & Overhead 2,298,600 2,543,800 2,804,300
Liability Insurance Program - ISF 1,348 0 0
Capital Outlays - Fire Equipment 71,621 127,500 58,800
Capital Outlays - Communications 16,368 62,000 160,000
Capital Outlays - Vehicles 3,335 5,000 18,000
TOTAL EMERGENCY OPERATIONS 22,026,550 24,359,300 26,084,400

SOURCES OF FUNDING
Taxes 1,066,705 1,265,000 1,290,000
State Grants 841,438 2,215,000 300,000
Federal Grants 827,173 0 0
Project Participation 44,918 80,000 80,000
User Fees 65,711 32,500 32,500
Miscellaneous Income 3,039 2,000 2,000
Use of Measure Y Funds 0 0 1,834,000
Use of Discretionary Funds 19,177,566 20, 764,800 22,545,900 TOTAL 22,026,550 24,359,300 26,084,400

DETAIL OF POSITIONS
Battalion Chief 3.00 3.00 3.00 Deputy Fire Chief 1.00 2.00 2.00 Fire Captain 18.00 18.00 21.00
Fire Engineer 18.00 18.00 21.00
Firefighter 24.00 24.00 27.00
Training Officer (Captain) 2.00 2.00 2.00 TOTAL 66.00 67.00 76.00
153
356
AGENDA ITEM NO. 12.

Fire Community Risk Reduction
Department Section 62000
2025-2026 Goals
 Inspect 90% of all non-Sta
te 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.
 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.  Ensure all plan checks are completed within ten (10) days of submission, 90% of the time.  Ensure new construction and tenant improvement inspec tions are completed within one day of the initial request, 90% of the time.
 Provide a weed abatement program to ensure that va cant lots/properties meet health, fire hazard, and appearance standards with available staff.
 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.
 Provide mitigation and response planning for large-scale natural and man-made disasters.  Ensure local hazard mitigation and emergency operat ions plans are effective and represent current capabilities.
 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
 Return all fire protection system pl
ans 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.  Maintain the City of Clovis Hazardous Materials Incident Response Plan, Emergency Operations Plan (EOP), and Municipal Code to reflect current SEM/NIMS mandates.  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.

Five-Year Outlook
New development plan checks and inspections will continue to be a priority for the Life Safety and Enforcement Division. The Department will continue performing life sa fety 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 on e of our most at-risk populations. Conducting thorough fire cause investigations, prosecuting suspec ted arson crimes, and providing juvenile fire-setter intervention programs are additional functions to maintaining a fire-safe community. The City will maintain capabilities for the EOC, as mandated by SEMS and NIMS. Increased volunteer development and deployment throughout the City have helped support emergency response and support activities, as appropriate. 154
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AGENDA ITEM NO. 12.

Fire Community Risk Reduction
Department Section 62000
2024-2025
2023-2024 Revised 2025-2026
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 371,503 464,400 501,100
Overtime 27,914 39,900 22,000
Benefits 151,639 191,800 206,300
Vehicle Charges 7,200 7,300 14,400
Professional Services 44,267 13,600 17,600
Repairs & Maintenance 433 500 0
Office Supplies 1,229 4,700 11,500
Material & Supplies 1,282 1,000 4,000
Supplies - Police 94 500 0
Supplies - Safety 703 1,000 0
Supplies - Shop 280 500 500
Travel & Meeting Expense 3,465 12,000 4,500
Training 5,296 9,000 5,000
Dues & Subscriptions 5,309 6,000 4,500
Admin & Overhead 74,500 85,600 87,200
Capital Outlays - Vehicles 1,759 2,000 2,500

TOTAL COMMUNITY RISK
REDUCTION 696,873 839,800 881,100

SOURCES OF FUNDING
Other Permits 18,655 16,000 16,000
Planning & Processing Fees 91,492 82,000 91,000
User Fees 85,617 88,200 95,000
Miscellaneous Income 11,639 10,000 10,000
Use of Discretionary Funds 489,470 643,600 669,100
TOTAL 696,873 839,800 881,100

DETAIL OF POSITIONS
Deputy Fire Marshal - - 1.00
Fire & Life Safety Specialist 1.00 1.00 - Fire Inspector I/II 2.00 2.00 2.00 Special Proj/Life Safety Enforce Mgr 1.00 1.00 1.00 TOTAL 4.00 4.00 4.00
155
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AGENDA ITEM NO. 12.

Fire Special Teams
Department Section 63000/63001

2025-2026 Goals

 Respond to 100% of calls for service for the USAR and HazMat team.  Fully investigate and determine the cause and origin of all fires.  Train the Fire Explorers to the highest fire standard to prepare them for future employment.  Increase the availability of Peer Support team to assist sworn members in mitigat ing the effects of handling high-stress and traumatic situations.
 Provide honor guard assistance at funerals, memorial s, events, and trainings to honor service of sworn public safety personnel locally and with neighboring agencies.

Objectives to Meet the Goals

 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.
 Conduct monthly training for the Fire Explorer Post to include the scheduling of the members eligible for the Ride Along program.
 Provide training opportunities for new and established Peer Support Team Members in crisis identification, mitigation, and support.
 Ensure the overtime funding is available to send Honor Guard to the events they are requested for.

Five-Year Outlook

Specialty team personnel will seek grant funding and other external financial resources to secure equipment and necessary training essential to maintain current cap abilities in the handling of hazardous materials and urban search and rescue emergencies. Expansion of the Peer Support team in membership and training will aim to reduce the mental load of the emergency response work performed by Department personnel. The Investigation Team will focus on qualifying all members to be experie nced investigators through in-house and outside training.

156
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AGENDA ITEM NO. 12.

Fire Special Teams
Department Section 63000/63001
2024-2025
2023-2024 Revised 2025-2026
Actual Estimate Budget

BUDGET DETAIL
Overtime 38,719 36,500 152,000
Benefits 16,268 800 2,400
Professional Services 267 6,000 15,300
Repairs & Maintenance 2,197 10,000 6,500
Office Supplies 0 1,000 5,500
Supplies - Safety 755 5,000 16,300
Travel & Meeting Expense 3,169 4,000 6,100
Training 2,107 21,500 24,500
Dues & Subscriptions 2,067 500 5,100
Admin & Overhead 5,500 6,100 12,200
Capital Outlays - Fire Equip 30,162 42,000 34,500
Capital Outlays - Vehicles 0 1,000 1,000
TOTAL SPECIAL TEAMS 101,211 134,400 281,400

SOURCES OF FUNDING
Federal Grants 33,381 0 0
Use of Measure Y Funds 0 0 15,500
Use of Discretionary Funds 67,830 134,400 265,900

TOTAL 101,211 134,400 281,400
157
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AGENDA ITEM NO. 12.

Fire Fire Administration
Department Section 64000/64001
2025-2026 Goals
 Maintain accreditation through the CPS
E for the years 2022-2027.
 Maintain an ISO rating of Class 2.
 Maintain a cost per capita ratio of less than $170 per year.  Manage the Fire Department budget to maximize re venues and pursue alternative funding sources to maintain services at the highest level possible.
 Identify and implement efficiencies in the Fire De partment budget, payroll, administrative support, and other program activities.
 Attain and manage grants to support all Department activities.  Assist and monitor the Emergency Operations and Community Risk Reduction Divisions with program development and monitor performance with true data analytics.  Provide administrative support for the Emergency Operations and Community Risk Reduction Divisions.  Maintain the use of GIS/FireView data software to be utilized for community ri sk reduction, emergency response analysis, and planning purposes.

Objectives to Meet the Goals
 Monitor the Fire Departme
nt budget and programs monthly to determine the continued need for actions and the availability of funding.
 Develop and implement a comprehensive recruitment strategy across all Department Divisions, with a targeted focus on addressing challenges in hiring highly qualified firefighters.  Continue cross-training administrative support personnel in key areas to improve coverage and workflow.  Complete the 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
Developing efficiencies in how the Fire Department provid es service is a key factor in mitigating the challenges of increased service demands and increases in new deve lopment areas. As integral staff including the four managers retire in the next five years, development, documentation, and training with be integral. Utilize analytic and data software in measuring outputs against per formance level objectives for many Department responsibilities.
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AGENDA ITEM NO. 12.

Fire Fire Administration
Department Section 64000/64001
2024-2025
2023-2024 Revised 2025-2026
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 562,202 520,300 571,300
Overtime 13,573 17,100 21,000
Extra Help 46,021 50,000 51,300
Benefits 271,703 293,000 304,600
Vehicle Charges 113,174 230,500 246,400
Professional Services 14,632 26,500 15,500
Repairs & Maintenance 0 500 500
Special Events 1,482 2,500 3,500
Office Supplies 2,510 6,000 6,000
Materials & Supplies 510 500 800
Travel & Meeting Expense 7,127 10,000 15,000
Training 4,865 0 0
Dues & Subscriptions 447 6,000 2,500
Admin & Overhead 111,200 116,600 129,400
Capital Outlays - Fire Equip 301 300 2,000
TOTAL FIRE ADMINISTRATION 1,149,747 1,279,800 1,369,800

SOURCES OF FUNDING
Use of Measure Y Funds 0 0 34,300
Use of Discretionary Funds 1,149,747 1, 279,800 1,335,500 TOTAL 1,149,747 1,279,800 1,369,800

DETAIL OF POSITIONS
Administrative Assistant 1.00 1.00 1.00 Fire Chief 1.00 1.00 1.00
Senior Management Analyst 1.00 1.00 1.00 Staff Analyst 1.00 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 Departm ent is a service, operati ons, maintenance, resource a nd infrastructu re planning orga
nization with the principal duty of providing essential municipal services while maintaining and planning for the City’s current and future investment in infrastruc ture. These services include water supply and distribution, wastewater collection and treatment, solid waste collect ion and disposal, street repair and cleaning, parks maintenance, City infrastructure planning, engineering and inspection, administration of landscape and facility districts, and implementation of rene wable energy sources. The infrastructure maintained by the department includes the City's street system, traffic signals, st reet 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, and delivery of the fueling infrastructure necessary to support fleet operations. The department plays the leading role in planning for water, wastewater, solid waste dispos al and diversion, and utility infrastructure to ensure that these essential services and resources are available and properly oper ating 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 invaluable assistance in everyday operations and maintenance, environmental and regulatory compliance, and engineering and long-range planning.

Street Maintenance Section 71000, 71001
Responsible for provi
ding preventative and corrective ma intenance on City streets, sidewalks, and alleys.

Provides oversight and administration of the City’s Pavement Management System, including selection of street projects for rehabilitation and preventative maintenance. Th is section also maintains pavement markings such as lane lines, legends, crosswalks, and limit lines, as well as regulatory, warning, information, and street name signs.

Signals and Street Lighting Section 72000, 72001
Responsible for mainte
nance of traffic signals, the cost of energy/repairs/replacements for PG&E-owned streetlights within the City, energy and materials for Ci ty-owned streetlights, and maintenance of City-owned streetlights.

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

Parks Section 73000, 73001
Responsible for providi
ng maintenance to City par ks, trails, street landscaping, trees, and numerous recreational facilities, including playgrounds, picnic si tes, and park restrooms. Maintains Old Town streetscape and provides grounds maintenance at City administrative facilities. Some of these areas are maintained by Parks personnel, while others are maintained through co ntracts administered by the Parks Section. Also provides support for civic activities, such as hanging banners and decorating for Christmas, Rodeo Weekend, Big Hat Days, and the Farmer's Market. The Parks Se ction administers the Landscape Maintenance District (LMD), which provides funding for maintenance of cert ain parks, trails, street landscaping, streetlights, and neighborhood architectural enhancement features for areas within the LMD. 160
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AGENDA ITEM NO. 12.

Landscape Maintenance District Section 73200

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

Fleet Maintenance & Acquisition Section 75000 - 75101

Responsible for maintaining the City’s fleet of vehi cles and equipment, planning and implementation of fleet electrification, acquisition of vehicles and equipment along with administering the fleet depreciation account.

Refuse Collection Section 76000

Responsible for collection, disposal, and diversion of municipal solid waste generated by residential and commercial customers located within City limits. For improved cost accounting and control, the Refuse Collection Unit is further organized into four sub-accounts identified as: 76100 Administration, 76110 Residential, 76120 Commercial, and 76130 Community Cleanup.

Refuse Landfill Section 76200

Responsible for all operations necessary to dispose of m unicipal waste at the City’s landfill in accordance with county, state, and federal requirements.

Refuse Contracts Section 76300

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

Wastewater Section 76500

Responsible for operating and maintaining the City's sewe r collection system consisting of sewer pipelines and lift stations, and for managing the contract for maintenance and operation of the City’s Sewage Treatment - Water Reuse Facility. Manages the City's 11.6% ownership and capacity rights in the Fresno-Clovis Wastewater Treatment Plant and also performs rate analysis and master planning.

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

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

Water Section 77000

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

Street Cleaning Section 77500

Responsible for providing routine sweeping for all City streets to remove dirt and debris left on roadways and gutters, and to reduce debris in local waterways. Residential streets are swept twice per month and downtown streets are swept twice per week. The street sweeping operation contributes greatly toward reducing particulate matter and improves air quality, storm water quality, and the overall quality of life for residents of Clovis. 161
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AGENDA ITEM NO. 12.

PUBLIC UTILITIES

DEPARTMENT SUMMARY
2025-2026 Goals

The major goals of the Department are:

 Core community infrastructure: Maintain and strengthen core competencies in areas such as infrastructure maintenance (sewer, water, streets, safety, parks) a nd planning for future facility needs, ensuring residents' confidence in local government's commitment to their well-being.  Strategically plan for and manage the City of Clovis water supply in a safe and effective manner while monitoring and maintaining the local aquifer within the Kings Basin by employing operational methods of direct and indirect recharge, conjunctive use, and effe ctive use of surface water supply in maintaining and ensuring future sustainability.
 Conduct modeling, planning, 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 co mpliance requirements and adjust operations as needed.
 Conduct landfill operations in an effective, efficient, and safe manner to conserve landfill space and comply with federal and state regulations.
 Enhance recycling programs to maintain the City’s diversion rate above the State-required minimums and employ new programs and processes to increase municipal solid waste diversion.  Actively inventory and replace missing and expired plant material and increase the inspection rate of City landscaped areas. Maintain the current level of service in the General Fund areas and maintain City landscape at an acceptable level, balancing water us age, potential drought restrictions, and available resources.
 Expand operation of the recycled water distribution system.  Implementation of Zero Emission Vehicles (ZEV) and t he fueling/charging stations necessary to support the fleet.
 Assess the City’s existing and future streetlight s ystem 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 suppl
y at the Surface Water Treatment Plant and in the City- owned recharge facility and flood control basins for grou ndwater replenishment. Develop strategic plans for additional water supplies and continue implementati on of the Sustainable Groundwater Management Act (SGMA).
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AGENDA ITEM NO. 12.

 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 nea r Barstow and Leonard Avenues. Apply for grants that could offset costs for full design and construction of the facility.

 Continue the gradual implementation and conversion of City water meter services to Advanced Metering Infrastructure (AMI) that allows for smart connectivi ty and interfacing with the City’s customers and their water usage.

 Plan and perform maintenance projec ts to recoat an existing water reservoir and repair and rehabilitate existing sewer trunk mains.

 Continue contracting services for street-side and median landscaping, focusing in-house staff on maintenance of City parks, Old Town, Civic Center, tree hazard mitigation, and landscape restoration.

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

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

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

 Operation of granular activated carbon treatment facilities for the removal of contaminants from groundwater.
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AGENDA ITEM NO. 12.

PUBLIC UTILITIES

DEPARTMENT PERFORMANCE MEASURES

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

Street Maintenance – 71000
2023-2024 (actual) 2024-2025 (estimated) 2025-2026 (proposed)  Weighted Average PCI 74 75 75
 Prepare streets for slurry/cape seal 450,000 s y 415,000 sy 450,000 sy  Repair AC pavement as needed 292 tons 320 tons 400 tons  Repair concrete sidewalks as needed 85 cu. yds. 80 cu. yds. 85 cu. yds.  Repaint striping as needed 100% 100% 100%
 Replace/repair/install signs 1,400 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. 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 shifted from painting crosswalks, stenciling, and red curbs to lane striping to address t he current asset needs. The addition of Measure Y funding will increase preventative maintenance efforts, such as filling potholes and crack sealing streets.

Signals and Street Lighting – 72000

Provide traffic signal maintenance to 89 traffic sig nals and strive to keep approximately 11,740 streetlights working. Approximately 10,020 of these streetlights ar e owned and maintained by PG&E, and service requests for PG&E-owned lights are routed to them. The street lighting section maintains approximately 1,720 City-owned streetlights, of which approximatel y 880 are decorative style lights and the remaining 840 are standard cobra head style lights.

Storm Drain – 72500

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

Parks/Landscape Maintenance –
73000/73200
(Includes Landscape Maintenance District)
2023-2024 (actual) 2024-2025 (estimated) 2025-2026 (proposed) Efficiently use City resources and contract services to maintain an increasing inventory and intensity of parks/landscaping.

 Total acres maintained (as of July 1) 670 795 818
 Maintenance cost/acre/ year $11,150 $9,797 $10,321
 General Fund acres maintained 247 326 326
 Maintenance cost/acre/ year $9,514 $7,413 $7,867
 LMD acres maintained 423 469 492
 Maintenance cost/acre/year $12,106 $11,455 $11,946

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AGENDA ITEM NO. 12.

Refuse Collection – 76100

2023-2024
(actual)

2024-2025
(estimated)

2025-2026
(proposed)
 Perform refuse pickup (excludes
CCU) – Tons collected
55,600 tons 61,800 tons 68,000 tons
 Achieved % 100% 100% 100%
 Monitor system costs ($/ton) $197 $199 $197

Refuse Collection includes all residential and commercial collection.

Refuse Landfill – 76200 2023-2024 (actual) 2024-2025 (estimated) 2025-2026 (proposed)  Landfill refuse received (including
CCU) – Tons landfilled
63,600 tons 70,000 tons 77,000 tons
 Compliance % 100% 100% 100%
 Monitor system costs ($/ton) $64 $63 $61

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 2023-2024 (actual) 2024-2025 (estimated) 2025-2026 (proposed)  Total tons recycled through private
vendor contracts for curbside
recycling and organics programs
(does not include all waste diverted
from Cit
y’s landfill)
24,000 tons 26,500 tons 28,000 tons
 Monitor costs ($/ton) $239 $249 $296
 City AB 939, SB 1383
diversion compliance
In progress In progress Compliant

Contracting tons include all residential recycling. Rou ghly 25% is for the blue recycling cart and 75% is for the green organics cart.

Fleet Maintenance – 75000 2023-2024 (actual) 2024-2025 (estimated) 2025-2026 (proposed)  Fleet Availability 92% 94% 94%
 Preventative Maintenance (% of
Scheduled Work)
62% 65% 65%

Wastewater – 76500 2023-2024 (actual) 2024-2025 (estimated) 2025-2026 (proposed)  Clean all City sewers every two years
(baseline is at 2 years; cleaning is
above baseline
)
197% 164% 160%
 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
2023-2024 (actual) 2024-2025 (estimated) 2025-2026 (proposed)  Meet all demands for water
consumption (acre-feet delivered)
24,734 25,700 26,500
 Monitor system costs ($/acre-foot
delivered)
$610 $775 $875
 Provide high level of customer
satisfaction by keeping complaints
under 2 per 1,000 population

1.1 1.9 2.0

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AGENDA ITEM NO. 12.

Street Cleaning – 77500 2023-2024 (actual) 2024-2025 (estimated) 2025-2026 (proposed)  Sweep 100% of residential streets
twice monthly, major street sweeping
weekly – Total miles swept
55,800 mi. 57,700 mi. 58,000 mi.
 Achieved % 100% 100% 100%
 Monitor service costs ($/mile) $30 $29 $29
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AGENDA ITEM NO. 12.

PUBLIC UTILITIES

DEPARTMENT SUMMARY
2024-2025
2023-2024 Revised 2025-2026
Actual Estimate Budget
Street Maintenance 3,029,744 3,302,700 3,645,000
Street Lighting 2,593,839 3,343,600 3,283,600
Storm Drain 84,535 38,800 47,100
Parks 7,347,860 7,961,800 9,066,300
Landscape Maintenance District 4,961,293 5,373,500 5,955,000 Fleet Maintenance 12,334,917 17,550,900 19,188,900
Community Sanitation 25,950,246 28,891,300 32,102,400
Wastewater 17,738,132 19,520,600 22,317,300
Community Facilities Dist 2020-01 5,700 5,700 32,700
Water 20,596,800 26,171,000 31,371,500
TOTAL ALL ACTIVITIES 94,643,066 112,159,900 127,009,800

BUDGET BY FUND
General Fund 13,055,978 14,646,900 15,348,800
General Fund - Measure Y 0 0 693,200
Landscape Maintenance District 4,961,293 5,373,500 5,955,000 Community Sanitation Fund 25,950,246 28,891,300 32,102,400 Sewer Service Fund 17,738,132 19,520,600 22,317,300
Community Facilities Dist 2020-01 5,700 5,700 32,700
Fleet Maintenance Fund 12,334,917 17,550,900 16,938,900 Fleet Maintenance - Measure Y 0 0 2,250,000
Water Service Fund 20,596,800 26,171,000 31,371,500
TOTAL ALL FUNDS 94,643,066 112,159,900 127,009,800

BUDGET BY CATEGORY
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AGENDA ITEM NO. 12.

Public Utilities Street Maintenance
Department Section 71000/71001

2025-2026 Goals

The goals of the Street Maintenance Section are to provide a well-maintained street system for the orderly, safe, and convenient travel of vehicles within and throughout the City, and to protect t he City’s infrastructure investment through the application of appropriate preventative maintenance and repair strategies.

Specifically, these goals include:

 Provide efficient maintenance of Ci ty streets, sidewalks, and alleys.  Provide timely and efficient repairs of potholes a nd tripping hazards in the City’s streets and sidewalks.  Protect the safety of the public through well-main tained street striping, legends, and street signs.  Structure the preventative maint enance and repair program to maximize the City’s average Pavement Condition Index.

Objectives to Meet the Goals

 Re-stripe the entire City street system as needed.
 Provide structural repair of streets in pr eparation for application of slurry seal.  Crack seal streets included in slurry seal proj ect in addition to selected streets needing treatment.  Apply slurry seal to street s after 10 years of service.  Maintain the inventory of the City's signs and computerize the data to manage sign replacement.  Provide landscape maintenance along street right-of-way through contract services.  Provide repairs to concrete curb, gutter, and sidewalks.  Provide regular inspections of the City’s st reets and evaluate the need for maintenance using the Pavement Management System.
 Utilize new procedures to maintain and repair pavement to maximize return on investment.  Identify key priority areas for maintenance and 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 75.

The passage of SB1 has increased funding opportunities, and as a result, the Street Maintenance Section does not budget any general funds. Street Maintenance may encumber minimal funds in the prior year, which would show as a General Fund rollover the subsequent year. At the currently projected funding level, the overall condition of the City’s street system (as measured by the Pavement Condition Index) is predicted to decline slowly over the next 5 years and will continue to dec line unless additional funding so urces are identified. The City is exploring additional funding methods in order to maintain the existing system, as well as the expansion of the system as laid out in the General Plan.
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AGENDA ITEM NO. 12.

Public Utilities Street Maintenance
Department Section 71000/71001
2024-2025
2023-2024 Revised 2025-2026
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 1,110,615 1,181,500 1,335,100
Overtime 31,945 29,800 31,500
Benefits 555,737 614,200 695,400
Vehicle Charges 432,353 481,300 506,900
Communications 5,746 6,000 7,000
Professional Services 183,020 212,200 219,500
Repairs & Maintenance 14,688 25,000 27,000
Building & Equipment Rental 81 12,700 15,000
Materials & Supplies 310,995 331,800 360,300
Supplies - Shop 5,366 5,000 5,000
Travel & Meeting Expense 4,225 4,000 5,000
Training 7,914 7,500 8,500
Admin & Overhead 310,213 336,200 383,800
Capital Outlays - Office Equip/Furn 318 500 0
Capital Outlays - Public Utilities 13,621 15,000 15,000 Capital Outlays - Vehicles 42,907 40,000 20,000
Capital Outlays - Miscellaneous 0 0 10,000
TOTAL STREET MAINTENANCE 3,029,744 3,302,700 3,645,000

SOURCES OF FUNDING
Taxes 1,039,099 1,234,200 1,368,400
Planning & Processing Fees 1,982 3,000 3,000
Engineering Processing Fees 3,521 13,000 13,000
Interfund Charges 1,958,004 2,042,000 2,093,700
Miscellaneous Income 27,138 10,500 13,000
Use of Measure Y Funds 0 0 153,900
TOTAL 3,029,744 3,302,700 3,645,000

DETAIL OF POSITIONS
Administrative Assistant 0.05 0.05 0.05
Assistant Public Utilities Director 0.10 0.10 0.10 Construction Manager - 0.20 0.20 Engineer I/Engineer II/Civil Engineer 0.20 0.20 0.20
Engineering Inspector/Senior Eng Inspector 0.35 0.40 0.45 Maintenance Leadworker 2.00 2.00 2.00 Maintenance Worker/Senior Maint Worker 9.00 9.00 11.00 Management Analyst 0.09 0.09 0.09 Principal Office Assistant 0.25 0.25 0.25 Senior Management Analyst 0.05 0.05 0.05 Staff Analyst 0.20 0.20 0.10 Street Maintenance Manager 1.00 1.00 1.00 Supervising Civil Engineer 0.05 0.05 0.05 Utility Worker 2.00 2.00 2.00 TOTAL 15.34 15.59 17.54
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AGENDA ITEM NO. 12.

Public Utilities Street Lighting
Department Section 72000/72001

2025-2026 Goals

The goal of the Signals and Street Lighting Section is to provide functional traffic signals and well-illuminated streets for the safety of motorists and pedestrians.

Specifically, these goals include:

 Maximize the public's convenience and safety.
 Aid law enforcement in crime prevention.
 Retrofit approximately 750 City-owned high-pressure sodium (HPS) streetlights to energy-efficient LEDs.

Objectives to Meet the Goals

 Ensure that all City-owned traffic signals are properly maintained by City staff.  Ensure that PG&E-owned streetlights are proper ly maintained by PG&E. Ensure that City-owned streetlights are properly maintained by City staff.
 Pay energy costs for all PG&E- and City-owned streetlights.  Provide accurate underground service alert markin g of traffic signals and City-owned street lighting facilities.
 Continue the LED retrofit of City-o wned decorative streetlights with grant monies received from the Energy Efficiency and Conservation Block Grant voucher with the Department of Energy.

Five-Year Outlook

Costs to fund streetlight and traffic signal maintenance will continue to increase due to the ever-increasing number of lights and signals that ar e installed as the City grows, as well as increasing PG&E energy and maintenance costs. Existing PG&E-maintained cobra head st yle streetlights were retrofitted to LED in 2016 and 2017, reducing PG&E energy and maintenance costs. PG&E st ill has decorative streetlights that have yet to be retrofitted, and it is unknown when or if this will be completed. City-owned and maintained decorative streetlights are being retrofitted to LED and should be completed by 2027, further reducing energy costs and maintenance costs due to the longer life of LED bulbs. All new PG&E and City streetlights are being installed with LEDs and staff will continue to explore additional opportunities to decrease streetlighting costs.

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AGENDA ITEM NO. 12.

Public Utilities Street Lighting
Department Section 72000/72001
2024-2025
2023-2024 Revised 2025-2026
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 206,287 217,400 279,100
Overtime 15,087 16,800 26,800
Benefits 83,602 90,000 122,200
Vehicle Charges 71,166 65,100 72,200
Energy 1,970,514 2,300,000 2,300,000
Repairs & Maintenance 77,585 211,100 211,000
Materials & Supplies 33,406 75,700 90,700
Supplies - Safety 1,043 2,000 2,000
Training 2,149 2,000 2,000
Admin & Overhead 133,000 160,500 177,600
Capital Outlays - Vehicles 0 203,000 0
TOTAL STREET LIGHTING 2,593,839 3,343,600 3,283,600

SOURCES OF FUNDING
Taxes 1,042,685 1,823,400 1,700,400
User Fees 17,000 3,500 5,000
Miscellaneous Income 34,154 16,700 6,000
Use of Measure Y Funds 0 0 72,200
Use of Discretionary Funds 1,500,000 1, 500,000 1,500,000 TOTAL 2,593,839 3,343,600 3,283,600

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 Maintenance Worker/Senior Maint Worker - - 1.00 TOTAL 2.15 2.15 3.15
171
374
AGENDA ITEM NO. 12.

Public Utilities Storm Drain
Department Section 72500
2025-2026 Goals

The goal of the Storm Drain Section i
s to protect the health, welfare, safety, and property of Clovis residents, to protect storm water quality, and to protect property from the hazards of flooding.

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

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

Five-Year Outlook
The transfer of all permanent flood control facilities to the Fresno Metropolitan Fl ood Control District was completed in 1991-1992. Implementation of the Storm Dr ain Master Plan is a joint activity between Clovis and FMFCD. FMFCD is included in the prelim inary review of development projects to provide advice on appropriate conditions necessary to implement the master plan and the NPDES regulations. The City is a co-permittee with FMFCD, City of Fresno, Fresno County, and CSUF in the municipal permit for storm water discharge. The agencies currently operate under a permit related to a State Order issued in 2016. The City's role under the permit includes implementation of development design conditions, inspection during construction, annual reporting, employee training, and cooperation with FMFCD in program enforcement. Most costs in this budget activity are largely a function of the rainfall received durin g each winter, as overtime costs are funded from this budget. Lighter rainfall years usually result in lower expenditures. 172
375
AGENDA ITEM NO. 12.

Public Utilities Storm Drain
Department Section 72500
2024-2025
2023-2024 Revised 2025-2026
Actual Estimate Budget

BUDGET DETAIL
Overtime 7,476 15,000 15,000
Benefits 1,189 300 300
Vehicle Charges 2,330 2,400 2,700
Professional Services 1,276 2,500 7,500
Repairs & Maintenance 0 600 600
Office Supplies 0 100 100
Materials & Supplies 70,764 16,000 17,000
Admin & Overhead 1,500 1,900 1,900
Capital Outlays - Public Utilities 0 0 1,000
Capital Outlays - Vehicles 0 0 1,000
TOTAL STORM DRAIN 84,535 38,800 47,100

SOURCES OF FUNDING
Federal Grants 6,222 0 0
Use of Discretionary Funds 78,313 38,800 47,100
TOTAL 84,535 38,800 47,100
173
376
AGENDA ITEM NO. 12.

Public Utilities Parks
Department Section 73000/73001

2025-2026 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 795 acres consisting of:
- 76 parks totaling 160 acres. Two of these parks include active recreational areas with lighted baseball diamonds, soccer fields , snack bars, and restroom buildings. One includes a beach volleyball and basketball courts. Twelve are medium-sized parks that include picnic areas, play lots, restrooms, and open spaces. The remaining 62 pa rks are passive neighbo rhood and mini-parks, most with tot lots that are scattered throughout the community. - 477 acres of green belts, street gardens, and landscaped median islands. - 101 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. - 51 acres of undeveloped park land and misc ellaneous public right-of-way property. - Approximately 42,000 City street trees.
 Participate in landscape plan design and review, as well as landscape construction inspection services, to ensure quality landscaping at reasonable maintenance costs.  Participate in master planning for future growth and infill areas to im plement sustainable and maintainable landscape that is consistent with operational constraints and limited budgets.  Coordinate and schedule park facility use for picn ics, special park events, and sports activities.

Objectives to Meet the Goals

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

Five-Year Outlook

City parks and recreational facilities will continue to be heavily used by the public, creating a demand for additional facilities. The level of service in the LMD areas will be consistent with the LMD funding levels. There will be a difference between the level of service in t he LMD areas and the General Fund areas. However, with the passage of Measure Y, the level of service will increase in General Fund areas, with an initial emphasis on tree replenishment and replacement. Cost-saving measures are no longer adequate to cover maintenance and capital replacement costs within certain Park benefit zo nes in the LMD. LMD elections to increase assessments for Zones 4 and 5 are currently in the Proposition 218 process. Maintenance activities and overall expenditures will need to be reduced to match annual revenues should these assessment increases fail to be passed by residents in these areas. Additional elections may 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 ol der irrigation systems and playground replacement. 174
377
AGENDA ITEM NO. 12.

Public Utilities Parks
Department Section 73000/73001
2024-2025
2023-2024 Revised 2025-2026
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 1,621,555 1,811,300 2,111,700
Overtime 78,492 89,700 78,500
Benefits 845,741 975,300 1,139,600
Vehicle Charges 507,690 563,400 571,000
Energy 840,218 934,000 958,900
Communications 10,809 12,500 12,500
Professional Services 2,301,535 2,309,600 2,752,500
Repairs & Maintenance 33,512 37,000 34,500
Building & Equipment Rental 4,603 1,000 3,000
Materials & Supplies 426,319 443,000 480,500
Supplies - Safety 13,639 15,000 15,000
Supplies - Shop 13,935 15,000 12,000
Admin & Overhead 633,558 726,700 782,300
Capital Outlays - Public Utilities 16,254 28,300 93,500 TOTAL PARKS 7,347,860 7,961,800 9,066,300

SOURCES OF FUNDING
Rents & Concessions 27,312 16,600 16,500
Facility Reimbursements 56,110 28,000 30,000
Planning & Processing Fees 19,533 15,000 15,000
Engineering Processing Fees 2,762 15,100 15,000
User Fees 5,011,031 5,432,000 6,012,000
Miscellaneous Income 11,007 7,100 5,000
Use of Measure Y Funds 0 0 467,100
Use of Discretionary Funds 2,220, 105 2,448,000 2,505,700 TOTAL 7,347,860 7,961,800 9,066,300

DETAIL OF POSITIONS
Administrative Assistant 0.15 0.15 0.15
Assistant Public Utilities Director 0.20 0.20 - Construction Manager - 0.05 0.05 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 0.05 Maintenance Worker/Senior Maint Worker 13.40 13.40 15.40 Management Analyst 0.13 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 1.00 Principal Office Assistant 0.80 0.80 0.80 Senior Management Analyst 0.05 0.05 0.05 Staff Analyst 0.30 0.30 0.25 Supervising Civil Engineer - - 0.05 Utility Worker 7.00 7.00 7.00 TOTAL 26.43 27.43 29.18
175
378
AGENDA ITEM NO. 12.

Public Utilities Landscape Maintenance District
Department Section 73200

2025-2026 Goals

The goal of the City's Landscape Maintenance District (LMD) is to keep the parks , greenbelts, streetscapes, urban forests, and lighting systems located within the LMD in good condition for the enjoyment of the citizens of Clovis at reasonable costs to property owners in the LMD. Approximately 61% of the City’s landscaped acreage is within the LMD.

Specific goals include:

 Provide quality, cost-effective maintenance servic es 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 throu gh deployment of water-wise landscape plans, drought- tolerant plantings, and irrigation delivery technology.

Objectives to Meet the Goals

 Apply design and productivity strategi es that provide aesthetically pleasing facilities and landscaping at a reasonable cost.
 Apply cost accounting measures that accurately i dentify costs, facilitate full cost recovery, and identify inefficiencies.
 Adjust LMD assessments annually, consistent with the covenants.  Manage benefit zone reserves such that they ar e 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 stead ily increasing. The Loma Vista area is showing growth, with new housing tracts springing up around the 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 Shepherd 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 overall LMD continues to have adequate reserves to carry it through 2025-2026. Benefit zones without the capability of an automatic assessment will periodically require an assessment increase election. An LMD election to increase assessments in Zone 2 failed in fall of 2023. It’s likely an attempt for an assessment increase will need to occur again in the near future. Park Zones 4 and 5 are currently in the process of a Proposition 218 LMD assessment increase election.
176
379
AGENDA ITEM NO. 12.

Public Utilities Landscape Maintenance District
Department Section 73200
2024-2025
2023-2024 Revised 2025-2026
Actual Estimate Budget

BUDGET DETAIL
Professional Services 4,961,293 5,373,500 5,955,000

TOTAL LANDSCAPE
MAINTENANCE DISTRICT 4,961,293 5,373,500 5,955,000

SOURCES OF FUNDING
Tax Assessments 4,961,293 5,373,500 5,955,000
TOTAL 4,961,293 5,373,500 5,955,000
177
380
AGENDA ITEM NO. 12.

Public Utilities Fleet Maintenance & Acquisition
Department Section 75000-75101
2025-2026 Goals
The goal of the Fleet Main
tenance Section is to mainta in, in a cost-effective manner, the City’s vehicles and related equipment at a safe and dependable level.

Objectives to Meet the Goals
 Maximize use
ful life of vehicles and equipment.
 Minimize callbacks.
 Provide quality and competitive services to City departments.  Monitor and evaluate vehicle/equipment operational costs.  Consider life-cycle costs when adding or replacing vehicles.  Administer the capital depreciation account to ensure timely replacement of all equipment and vehicles.  Utilize private vendors as appropriate for specific fleet servicing needs.  Plan and budget to transition fleet vehicles to zero-emi ssion vehicles (ZEVs) to comply with state 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 cont rol devices or replacing vehicles with new vehicles with compliant engines, planning for the installation of zero-emission fueling infrastructure, and planning for the purchase of ZEVs to transition to a zero-emission fleet. This means that vehicles are occasionally replaced earlier than normal, and there are higher replacement costs.

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

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

In 2021-2022, funds were transferred from the General Fund to the Fleet Capital Fund to begin transitioning the Police and Fire Departments back into the fleet renewal program beginning in fiscal year 2022-2023. This allows City staff to plan for the replacement of aging police and fire vehicles strategically and financially. Each department will also ultimately save money by not having to pay the increasing interest rates with lease- purchase financing. However, rising vehicle costs and ZEV requirements will require all departments to make increased annual investments to maintain the fleet renewal program. 178
381
AGENDA ITEM NO. 12.

Public Utilities Fleet Maintenance & Acquisition
Department Section 75000-75101
2024-2025
2023-2024 Revised 2025-2026
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 1,523,208 1,636,900 1,836,900
Overtime 16,777 20,600 27,800
Benefits 746,426 818,100 889,500
Vehicle Charges 81,327 94,000 106,800
Communications 2,201 2,700 2,800
Professional Services 109,967 317,000 386,500
Repairs & Maintenance 1,600,111 1,377,800 1,818,500
State Mandates 65,518 70,800 78,600
Supplies - Safety 12,882 25,000 25,000
Supplies - Shop 3,732,466 3,770,500 3,867,500
Travel & Meeting Expense 0 1,000 4,000
Training 18,022 25,500 30,500
Dues and Subscriptions 0 1,100 1,100
Admin & Overhead 1,225,400 1,393,800 1,438,700
Liability Insurance Program - ISF 22,795 5,000 0
Debt Service 30,545 30,800 25,200
Lease Purchases 581,892 392,000 392,000
Capital Outlays - Public Utilities 124,240 176,500 197,500 Capital Outlays - Vehicles 2,441,140 7,391,800 8,060,000 TOTAL FLEET MAINTENANCE 12,334,917 17,550,900 19,188,900

SOURCES OF FUNDING
State Grants 40,000 20,000 0
Fleet Maintenance Charges 12,210,618 17,485,900 16,938,900 Miscellaneous Income 84,299 45,000 0
Use of Measure Y Funds 0 0 2,250,000
TOTAL 12,334,917 17,550,900 19,188,900

DETAIL OF POSITIONS
Assistant Public Utilities Director 0.15 0.15 0.10
Equipment Mechanic 7.00 7.00 7.00
Equip Mech Assistant/Equip Serv Worker 5.00 6.00 6.00
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 0.11 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 0.05
TOTAL 20.41 21.41 21.36
179
382
AGENDA ITEM NO. 12.

Public Utilities Community Sanitation
Department Sections 76000/77500

2025-2026 Goals

 Provide a clean and healthy environment for the community to support economic development and quality of life by efficiently collecting municipal solid waste g enerated by City commercial and residential 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 resi dential and commercial customers. Encourage and educate customers about keeping our environment clean and preserving resources, along with compliance with state recycling and organics mandates.
 Provide collection of all residential and commercial /industrial municipal waste at competitive rates by continuing to evaluate and monitor the operational processes.  Utilize on-board technology to meet or exce ed industry standards for collection services.  Sweep all residential streets twice per month and the Do wntown Central Business District twice per week.  Conduct leaf removal from City streets during fall months.  Continue to conduct the Community Cleanup program twic e annually for Clovis residential neighborhoods.  Continue to utilize professional consul tants and contractors to assist the City with compliance with 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 establishe d by the State of California, Title 27.

Five-Year Outlook

The current landfill cell in use was completed in the sp ring of 2013 and is anticipated to provide disposal capacity for the City until the year 2030. Implementation of new, effective techniques in operations has extended the timeline by a few years. Current projections of t he five-year funding outlook indicate that all known operational and environmental compliance issues can be ma naged with an adjustment in rates at or below the current 4% annual increase approved by a Proposition 218 election in 2004 for collection rates and in 2021 for street sweeping rates, which are incorporated into t he Clovis Municipal Code. Solid Waste operations will continue to require the services of professional consult ants/vendors, as many facets of the solid waste industry require expertise and resources not available in-house. Private consultants or vendors will be utilized throughout the next five years to provide the services needed. 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 thes e new regulations, but it is possible that they could decline in the future as more businesses utilize recycli ng and organics services and subsequently reduce their refuse service. The sweeping operation is affected by current and pending federal storm water regulations and air quality regulations. Street cleaning is viewed as a good management practice to reduce pollutants entering the air and storm water runoff. Street Sweeping operations are managed under a separa te budget section for accountability and control.
180
383
AGENDA ITEM NO. 12.

Public Utilities Community Sanitation
Department Section 76000/77500
2024-2025
2023-2024 Revised 2025-2026
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 5,035,113 5,370,600 6,195,400
Overtime 505,203 506,100 513,000
Extra Help 7,782 28,000 35,000
Benefits 2,495,480 2,632,600 2,989,900
Vehicle Charges 6,307,301 7,076,900 6,983,900
Professional Services 5,758,939 6,277,500 7,819,100
State Mandates 838,476 1,026,300 1,097,300
Office Supplies 247,106 393,600 385,000
Travel & Meeting Expense 45,981 64,000 65,000
Admin & Overhead 4,068,326 4,426,800 4,796,800
Capital Outlays - Public Utilities 472,754 913,900 1,000,800 Capital Outlays - Vehicles 167,785 175,000 221,200
TOTAL COMMUNITY SANITATION 25,950,246 28,891,300 32,102,400

SOURCES OF FUNDING
User Fees 25,950,246 28,891,300 32,102,400
TOTAL 25,950,246 28,891,300 32,102,400

DETAIL OF POSITIONS
Administrative Assistant 0.30 0.30 0.30
Assistant Public Utilities Director 1.05 1.05 1.20
Communications & Marketing Analyst 0.10 0.10 0.10
Construction Manager - 0.25 0.25
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 0.50 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
Maintenance Worker/Senior Maint Worker 1.00 1.00 1.00
Management Analyst 0.35 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 27.00 27.00 27.00 Senior Management Analyst 0.30 0.30 0.30
Solid Waste Manager 1.00 1.00 1.00
Solid Waste Supervisor 1.00 1.00 2.00
Staff Analyst 0.50 0.50 1.25
Street Sweeper Operator 6.00 6.00 6.00
Supervising Civil Engineer 0.35 0.68 0.45
Utility Worker 20.34 20.34 20.34 Waste Recy
cling Maint Worker 1.00 1.00 1.00
TOTAL 70.54 71.12 72.79
181
384
AGENDA ITEM NO. 12.

Public Utilities Wastewater
Department Section 76500

2025-2026 Goals

The goals of the Wastewater Section are to collect, trea t, and dispose of all wastewater generated within the City and to ensure compliance with all appropriate local, state, and federal regulations.

Specifically, these goals include:

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

Objectives to Meet the Goals

 Operate, clean, and repair 444 miles of sanitary sewer mains and seven existing sewer lift/pump stations, including a new temporary lift station added in fiscal year 2021-2022.  Record video of the City sewer mains to identify problems and to make recommendations for capital improvement projects.
 Provide accurate underground service alert marking of sewer facilities.  Utilize up-to-date telemetry to moni tor sewer lift station operations in the most efficient and economical manner.
 Upgrade outdated supervisory control and data acquis ition (SCADA) software that is no longer supported and does not adhere to current industry security standard s for industrial control systems (ICS). Modern SCADA will provide ease of use and advanced func tionality for operators, developers, and system administrators.
 Operate the ST-WRF for the City’s new growth areas through the City’s design, build, and operation contractor (JACOBS, formerly CH2MHill).
 Monitor and report to the Regional Water Quality Cont rol Board data from the discharges from the Water Reuse Facility to the recycled water use areas and the NPDES-permitted discharge points.  Operate the recycled water pump station and distribution system constructed to serve the new growth areas of the City with recycled water.
 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 ar eas will ultimately be served by the Clovis Water Reuse Facility, per the City’s 2017 Sewer Master Plan. 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 by the Central Valley Regional Water Quality Control Board on June 21, 2024 and became effective on August 1, 2024. It is set to expire in five years on July 31, 2029. Additional moni toring and studies will occur during this five-year 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 r ebate is evaluated each year, and the bond charge may be needed depending on the number of development units and the corresponding revenue. 182
385
AGENDA ITEM NO. 12.

Public Utilities Wastewater
Department Section 76500
2024-2025
2023-2024 Revised 2025-2026
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 1,295,091 1,484,700 1,857,400
Overtime 9,560 17,500 17,500
Extra Help 4,464 10,000 15,000
Benefits 606,594 726,200 867,500
Vehicle Charges 350,717 371,800 435,700
Energy 1,370,684 1,888,000 1,888,000
Communications 5,072 5,000 5,000
Professional Services 7,423,186 7,925,100 8,065,700
Repairs & Maintenance 64,953 416,000 1,734,000
Materials & Supplies 119,377 216,500 334,500
Travel & Meeting Expense 6,925 17,700 26,200
Admin & Overhead 4,236,748 3,290,300 3,574,300
Capital Outlays - Public Utilities 29,801 490,700 335,500 Capital Impr - Sewer 2,214,960 2,661,100 3,161,000
TOTAL WASTEWATER 17,738,132 19,520,600 22,317,300

SOURCES OF FUNDING
User Fees 17,738,132 19,520,600 22,317,300
TOTAL 17,738,132 19,520,600 22,317,300

DETAIL OF POSITIONS
Administrative Assistant 0.25 0.25 0.25
Assistant Public Utilities Director 0.20 0.20 0.20 Communications & Marketing Analyst 0.10 0.10 0.10 Construction Manager - 0.25 0.25 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 0.50 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 8.00 Management Analyst 0.03 0.08 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 0.25 Staff Analyst 0.50 0.50 0.20 Supervising Civil Engineer 0.25 0.58 0.75 Utilities Manager 0.50 0.50 0.50 Utility Worker 2.33 2.33 2.33 Wastewater Treatment Plant Operator - 1.00 1.00 TOTAL 16.46 18.09 18.96
183
386
AGENDA ITEM NO. 12.

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

2025-2026 Goals

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

Specific goals include:

 Provide quality, co st-effective maintenance services for temporary sewer facilities.  Manage the CFD tax assessment and budget to ensure that charges are adequate to provide the required level of service along with adequate replacement reserves, while at the same time, ensuring that excessive funds are not collected.

Objectives to Meet the Goals

 Operate, clean, and repair temporar y facilities to the same level of service as permanent facilities.  Apply cost accounting measures that accurately i dentify costs, facilitate full cost recovery, and identify inefficiencies.
 Manage reserves such that they are adequate to provi de for replacement of temporary facilities as required.

Five-Year Outlook

The formation of CFD 2020-01 was adopted via Council resolution in 2020, authorizing the levy of a special tax each fiscal year on property within the CFD. The 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.

184
387
AGENDA ITEM NO. 12.

Public Utilities Community Facilities District 2020-01
Department Section 42800
2024-2025
2023-2024 Revised 2025-2026
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
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AGENDA ITEM NO. 12.

Public Utilities Water
Department Section 77000

2025-2026 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 water production and treatment resilienc y at the Surface Water Treatment Plant (SWTP).  Increase groundwater recharge at the Marion Basins.

Objectives to Meet the Goals

 Continue to monitor production wells and the distribut ion system for constituents as required by state and federal regulations, and provide treatment facilities for wells that do not meet regulations  Utilize up-to-date telemetry to moni tor demands and program well operations in th e most efficient and economical manner.
 Upgrade outdated supervisory control and data acquis ition (SCADA) software that is no longer supported and does not adhere to current industry security standard s for industrial control systems (ICS). Modern SCADA will provide ease of use and advanced func tionality for operators, developers, and system administrators.
 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.  Work with consultants on the Wate r System Master Plan Update to evaluate service delivery to future growth associated with the current General Plan.
 Work with other agencies in the Kings Basin as a member of the North Kings Groundwater 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 meet s or exceeds quality standards established by the Safe Drinking Water Act.

Monitoring for Per- and Polyfluoroalkyl Substances (PFAS) began in 2019 and is continuing. 1,2,3 TCP monitoring began in 2018 and is continuing. The results of this monitoring (and previous monitoring) will likely result in additional water quality standards that the Ci ty’s sources may not meet without additional treatment, such as granular activated carbon (GAC). Due to the 2014-2015 drought conditions and court decisions related to water rates around that same time, revised rates were adopted in the 2015-2016 fiscal budget year. A new rate study is under way and there’s a possibility that revised rates will need to be considered and approved through a Proposition 218 process during the 2025-2026 fiscal year. The City is a member of the NKGSA and is working cooperatively with the agency in order to im plement the Sustainable Groundwater Management Act (SGMA) passed in 2014. These imposed regulations have increased costs to the City through the purchase of additional surface water supplies and intentional recharge to meet the sustainability requirements developed in the Groundwater Sustainab ility Plan (GSP), which was adopted by t he NKGSA Board and submitted to the State in 2020. The five-year forecast shows a projected 3% increase in rates annually. 186
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AGENDA ITEM NO. 12.

Public Utilities Water
Department Section 77000
2024-2025
2023-2024 Revised 2025-2026
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 3,678,344 3,856,500 4,553,600
Overtime 153,952 154,000 178,000
Extra Help 4,464 8,500 15,000
Benefits 1,705,692 1,822,700 2,177,200
Vehicle Charges 732,976 923,700 984,200
Energy 4,518,139 5,310,000 5,450,000
Professional Services 2,080,885 2,907,600 3,848,800
Repairs & Maintenance 477,533 1,095,800 2,045,000
Office Supplies 1,413,557 1,761,500 2,002,000
Admin & Overhead 3,845,861 4,027,200 4,329,200
Capital Outlays - Public Utilities 1,531,579 3,728,500 4,273,500 Capital Outlays - Vehicles 453,151 325,000 1,265,000
Capital Improvements 667 250,000 250,000
TOTAL WATER 20,596,800 26,171,000 31,371,500

SOURCES OF FUNDING
User Fees 20,596,800 26,171,000 31,371,500
TOTAL 20,596,800 26,171,000 31,371,500

DETAIL OF POSITIONS
Administrative Assistant 0.25 0.25 0.25
Assistant Public Utilities Director 0.25 0.25 0.35 Assistant Water Systems Technician 4.00 4.00 4.00 Communications & Marketing Analyst 0.10 0.10 0.10 Construction Manager - 0.25 0.25 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 0.50 0.50 0.50 Engineering Tech/Senior Engineering Tech 1.15 1.15 2.15 Maintenance Leadworker 3.00 3.00 3.00 Maintenance Worker/Senior Maint Worker 13.60 13.60 13.60 Management Analyst 0.29 0.24 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 0.30 Staff Analyst 0.50 0.50 0.20 Supervising Civil Engineer 0.35 0.69 0.70 Utilities Manager 0.50 0.50 0.50 Utility Worker 6.33 7.33 8.33 Water Production Manager 1.00 1.00 1.00 Water Systems Supervisor 1.00 1.00 1.00 Water Syst
ems Technician 1.00 1.00 1.00 Water Treatment Plant Operator 3.00 3.00 3.00 TOTAL 46.97 48.51 50.32
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AGENDA ITEM NO. 12.

Fiscal Year Principal Interest Total
25/26 $ 995,000 $ 334,000 $1,329,000
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 $7,660,000 $1,609,320 $9,269,320
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 August 2038.

Included in the 2025/26 budget is $995,000 for principal and $334,000 for interest.

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

CLOVIS SUCCESSOR AGENCIES

TRUST FUND SUMMARY
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 therefore not included in the City of Clovis' budget. These schedules are presented for informational purposes. 188
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AGENDA ITEM NO. 12.

TRUST FUND SUMMARY
2024-2025
2023-2024 Revised 2025-2026
Actual Estimate Budget
Redevelopment Property Tax Trust Fund 1,362,312 1,343,200 1,353,000 TOTAL SUCCESSOR AGENCIES 1,362,312 1,343,200 1,353,000
Professional Services 20,000 0 20,000
Debt Service 1,342,312 1,343,200 1,333,000
TOTAL SUCCESSOR AGENCIES 1,362,312 1,343,200 1,353,000

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. 189
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AGENDA ITEM NO. 12.
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AGENDA ITEM NO. 12.

Measure Y ensures local funding stays in
Clovis to support public safety, infrastructure,
and essential City services. Every dollar helps
keep our neighborhoods safe, roads
maintained, and parks vibrant—strengthening
the place we call home.
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AGENDA ITEM NO. 12.
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AGENDA ITEM NO. 12.

CITY OF CLOVIS – MEASURE Y
On November 5, 2024, Clovis voters overwhelmingly approved the Clovis Public Safety/City Services Measure (Measure Y), a local 1% transactions and use tax (sales tax) measure—with over 66% of the voters approving its passage. This approval followed a yearlong public outreach effort by the City. Clovis made it clear that they want to protect the Clovis way of life through strong public safety, clean and safe neighborhoods, and high-quality City services as their top priorities.

Thanks to this support, Measure Y is projected to provide approximately $26 million annually, all of which will remain in Clovis to meet the goals and priorities set forth in the measure. These funds and expenditures are subject to public spending transparency. The City is using a portion of these funds to maintain essential services that would have otherwise faced reductions, including 9-1-1 emergency response, police patrols, fire protection, park maintenance, street repairs, youth programs, and homelessness response. Measure Y is not just preserving what we have, it’s protecting the future of Clovis. We are deeply grateful to the community for making this investment in safety, quality of life, and exceptional City services. The Measure Y ballot language included the following goals and priorities:

Measure Y Goals and Priorities
Goal 1 - Maintaining Public Safety
Ensure crime reduction and effective 911 emergency response.

Goal 2 - Keeping Clovis Safe & Clean
Preserve the cleanliness and appeal of public areas.

Goal 3 - Retaining Small Business & Jobs
Strengthen Clovis’ local economy.

Goal 4 - Protecting Local Drinking Water Sources
Safeguard public health through water protection efforts.

Goal 5 - Repairing Streets & Roads
Enhance road safety and accessibility.

Goal 6 - Addressing Homelessness
Provide resources for vulnerable populations.

Goal 7 - Maintaining Youth & Parks Programs
Foster youth development and community recreation.

Goal 8 - Other General Services
Ensure efficient operation of City services.

Goal 9 - Spending Disclosure / Spent Locally
Guarantee financial transparency and local investment.

Goal 10 - Support for City Departments
Funding for administrative and operational departments that work behind the scenes.

The Mea
sure Y Oversight Committee was created by the City Council to ensure transparency in how funds from the voter-approved Measure Y are used. The committee, established by ordinance and resolution in early 2025, will review and report on how these funds are spent. The committee is made up of five voting members: one appointed by each City Councilmember—and one non-voting youth representative. The non-paid advisory committee meets at least twice a year to review budgets and expenditures related to Measure Y and report findings to the City Council.
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AGENDA ITEM NO. 12.

SUMMARY OF MEASURE Y

RESOURCES AND APPROPRIATIONS
2025-2026
Beginning Current Ending
Fund Balance Transfers Resources Expenditures Balance

GENERAL
General Fund* 319,200 3,967,300 114,712,800 118,999,300 0 General Fund - Measure Y 6,300,000 (8,751,500) 26,200,000 4,949,600 18,798,900 Total General Fund 6,619,200 (4,784,200) 140,912,800 123,948,900 18,798,900

INTERNAL SERVICE FUNDS
Fleet Maintenance - Measure Y 0 2,250,000 0 2,250,000 0 General Government Services - Measure Y** 0 778,500 0 778,500 0 Total Internal Service 0 3,028,500 0 3,028,500 0

ENTERPRISE FUNDS
Planning & Development Service - Measure Y 0 133,700 0 133,700 0 Total Enterprise 0 133,700 0 133,700 0

CAPITAL IMPROVEMENT FUNDS
General Government Facilities - Measure Y 0 522,000 0 522,000 0 Total Capital Improvement 0 522,000 0 522,000 0
6,619,200 (1,100,000) 140,912,800 127,633,100 18,798,900 * The General Fund includes $1.1 Million in transfers out not related to Measure Y. ** For presentation purposes, several funds were combined on the Summary of Fund Balances as follows:

General Government Services - Measure Y:
- Facilities-Maintenance – Measure Y
- Information Technology – Measure Y
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AGENDA ITEM NO. 12.

SUMMARY OF MEASURE Y TRANSFERS

Interfund operating transfers are legally authorized movements of funds from one city account to another, ensuring that revenue is allocated to the appropriate fund where expenditures will occur. These transfers help facilitate the efficient use of Measure Y resources, ensuring that funds are directed toward their intended purposes, such as public safety, infrastructure improvements, and community services. The table below provides a detailed overview of all transfers involving Measure Y funds, specifying the originating and receiving funds, as well as the purpose of each transfer. This transparency allows readers to see how Measure Y dollars are strategically distributed to support essential city functions and initiatives.

Amount From To Purpose
$ 5,067,300 General Fund – Meas Y General Fund Maintain current services

5,067,300 General Fund Total

(5,067,300) General Fund – Meas Y General Fund Maintain current services

(2,250,000) General Fund – Meas Y Fleet – Meas Y Acquisition of fleet vehicles

(522,000) General Fund – Meas Y Gen Govt Svs – Meas Y Various capital projects

(285,600) General Fund – Meas Y Gen Govt Svs – Meas Y Facilities projects and staffing

(133,700) General Fund – Meas Y Planning and Dev – Meas Y Additional staff costs

(492,900) General Fund – Meas Y Information Tech – Meas Y IT projects and staffing

(8,751,500) General Fund – Meas Y Total

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AGENDA ITEM NO. 12.

MEASURE Y – BUDGET SUMMARY

Salaries - Regular
Overtime
Benefits
Communications
Professional Services
Repairs & Maintenance
Materials & Supplies
Office Supplies
Vehicle Charges
Dues & Subscriptions
Training
Dues and Subscriptions
Admin & Overhead
Liability Insurance - ISF
Police Vehicles
Fire Vehicles
Street Maintenance Vehicles
Parks Vehicles
Street Lighting Vehicles
Facilities Maintenance Vehicles
Capital Outlays - Communications
Capital Outlays - Office Equip/Furn
Capital Outlays - Fire Equipment
Capital Outlays - Public Safety
Capital Outlays - Parks
Total Expenditures by Category
Expenditures by Goals
Goal 1 - Maintaining Public Safety
Goal 2 - Keeping Clovis Safe & Clean
Goal 5 - Repairing Streets & Roads
Goal 6 - Addressing Homelessness
Goal 7 - Maintaining Youth & Park Programs
Goal 9 - Spending Disclosure/Spent Locally
Goal 10 - Support for City Departments
Total Expenditures by Goals
Support for City Departments - Transfers
Goal 10 - Transfer to Maintain Serv ices - Gen Fund
Total Us e of Meas ure Y
5,067,300
13,701,100
467,000
122,400
8,633,800
75,000
230,000
15,500
402,500
1,671,000
15,000
37,700
1,205,000
375,000
80,000
55,000
290,000
75,000
226,000
796,800
107,000
358,000
517,500
251,000
8,633,800
5,789,700
897,100
509,800
201,900
196,000
916,900
197,500
18,000
50 ,900
Budget
2025-2026
Expenditures by Category
10,200
1,107,200

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AGENDA ITEM NO. 12.

MEASURE Y – BUDGET SUMMARY

Accountant/Senior 1.00
Animal Control Officer 1.00
Assistant Building Maintenance Tech 1.50
Community Service Officer 2.00
Engineering Tech/Senior Engineering Tech 1.00
Fire Captain 3.00
Fire Engineer 3.00
Firefighter 3.00
Geographic Information Sys Specialist 1.00
Information Technology Manager 0.50
Information Technology Specialist/Senior 0.50
Information Technology Technician 1.00
Maintenance Worker/Senior Maint Worker 5.00
Personnel Technician/Senior 0.50
Police Officer/Recruit 7.00
Police Records Specialist I/II 1.00
Recreation Coordinator 1.00
Recreation Specialist 1.00
Senior Accounting Systems Technician 0.50
Staff Analyst 1.00
TOTAL 35.50

DETAIL OF POSITIONS

Measure Y – Budget Summary Purpose:

Provided is a comprehensive breakdown of Measure Y expenditures, categorized by type and aligned with key community goals. This summary provides a clear picture of how Measure Y funds are allocated to enhance public safety, infrastructure, and essential services. Additionally, the preceding table detailed all newly funded Measure Y positions, highlighting the specific roles added to suppor t these initiatives. Together, these sections illustrate how Measure Y investments translate into tangible improvements for Clovis residents, ensuring accountability and transparency in the City's financial planning.

Given the current economic uncertainty at all levels of government: federal, state and local, the City is planning on an average start date for ne w positions at mid-year to prioritize fiscal sustai nability and ensure long-term financial stability. This allows for critical public safety and support positions to be added sooner and others to be paced in a logical onboarding process. Measure Y is a new revenue stream of sales tax to the City, and sales tax as a whole now comprises almost half or 49% of the projected discretionary revenues for fiscal year 2025-26, an increase from 37% budgeted last fiscal year. This places more volatility on discretionary funds with sales tax as its major revenue source. Monitoring of Measure Y revenues and the corresponding on-boarding plan for new positions will be adjusted, with Council approval, as revenues allow.

Building on this overview, the following pages will prov ide a more detailed breakdown of each Measure Y goal, not only by expenditure but also through department-s pecific summaries. These summaries will outline how individual departments contribute to achieving the City's priorities, offering insight into their initiatives and resource allocations. Additionally, a dedicated table will present any related Fleet, Facilities/Maintenance, Capital Improvement Program (CIP), or Information Technology (IT) expenditures associated with each goal, ensuring a comprehensive understanding of the operational and infr astructure investments that support Measure Y’s goals and priorities.
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AGENDA ITEM NO. 12.

Goal 1: Maintaining Public Safety

Budget Expenditures/Position Summary:

Salaries - Regular
Overtime
Benefits
Vehicle Charges
Communications
Professional Services
Repairs & Maintenance
Materials & Supplies
Office Supplies
Training
Admin & Ov erhead
Capital Outlays - Office Equip/Furn
Capital Outlays - Fire Equipment
Capital Outlays - Public Safety
Capital Outlays - Communications
Fire Vehicles
Police Vehicles
TOTAL
Expenditures By Priority
Goal 1 - Maintaining Public Safety
TOTAL
Animal Control Officer 1.00
Community Serv ice Officer 2.00
Fire Captain 3.00
Fire Engineer 3.00
Firefighter 3.00
Geographic Information Sys Specialist 1.00
Information Technology Technician 1.00
Police Officer/Recruit 5.00
Police Records Specialist I/II 1.00
TOTAL 20.00
358,000
631,700
67,500
107,000
1,042,900
251,000
18,000
197,500
217,500
Expenditures by Category
2025-2026
Budget
80,000
467,000
230,000
5,789,700
5,789,700
1,205,000
747,100
3,000
15,500
151,000
5,789,700

DETAIL OF POSITIONS

Goal 1 Purpose:

This budget summary reflects the City of Clovis' co mmitment to the first goal of the Measure Y tax measure ”Maintaining Public Safety", the City’s unwavering commitment to safeguarding the well-being of its residents. The primary purpose of this goal is to ensure that essential services provided by the Police and Fire departments are adequately funded, enabling swift emergency response, community engagement, and proactive safety measures.

Proper budgeting and accounting are paramount to achieving this goal, as they ensure transparency, responsible allocation of resources, and long-term financial sustainabilit y. By adhering to these principles, the City of Clovis can maximize the impact of Measure Y funding, build public trust, and secure the safety and security of the community for generations to come.
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AGENDA ITEM NO. 12.

Police
Department Goal 1 - Maintain Public Safety

Salaries - Regular
Benefits
Vehicle Charges
Professional Services
Repairs & Maintenance
Materials & Supplies
Office Supplies
Training
Admin & Overhead
Capital Outlays - Public Safety
Police Vehicles
TOTAL
Animal Control Officer 1.00
Community Serv ice Officer 2.00
Geographic Information Sys Specialist 0.50
Information Technology Technician 1.00
Police Officer/Recruit 5.00
Police Records Specialist I/II 1.00
TOTAL 10.50
483,900
105,000
344,800
300
Expenditures by Category
2025-2026
Budget
1,205,000
387,400

DETAIL OF POSITIONS
100,000
3,175,400
258,000
80,000
151,000
60,000

Departmental Initiatives:

Measure Y funding for Fiscal Year 2025/2026 will support the City of Clovis’ ongoing commitment to public safety by enhancing the Police Department’s ability to reduce crime and improve emergency 911 response. This year’s funding will focus on expanding professional staff positions to increase operational capacity and ensure effective support for field personnel. These staffing enhancements along with the additional police officer positions will improve response times, strengthen service delivery, and allow for a more proactive approach to crime prevention.

Performance Measures:

Objective Measure 2022-23 Actuals 2023-24 Actuals 2025-26 Target Reduce
Crime
Emergency response time
(minutes)
Priority 1 – 4.15
Priority 2 – 9.61
Priority 3 – 13.36
Priority 1 – 2.87
Priority 2 – 6.40
Priority 3 – 10.93
Priority 1 – < 5
Priority 2 – <10
Priority 3 – <15
Proactive policing contacts 26,483 34,275 >40,000
Maintain public calls
for service
47,565 49,948 <50,000

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AGENDA ITEM NO. 12.

Fire
Department Goal 1 - Maintain Public Safety

Salaries - Regular
Overtime
Benefits
Vehicle Charges
Communications
Professional Services
Repairs & Maintenance
Materials & Supplies
Training
Admin & Overhead
Capital Outlays - Office Equip/Furn
Capital Outlays - Fire Equipment
Capital Outlays - Communications
Capital Outlays - Public Safety
Fire Vehicles
TOTAL
Fire Captain 3.00
Fire Engineer 3.00
Firefighter 3.00
Geographic Information Sys Specialist 0.50
TOTAL 9.50
559,000
2025-2026
Budget
197,500
402,300
2,700
18,000
112,500
91,000
100,000
2,614,300
230,000
244,300
67,500

DETAIL OF POSITIONS
107,000
Expenditures by Category
15,500
367,000
100,000

Departmental Initiatives:

With the implementation of Measure Y, the Fire Department is poised to undertake key initiatives in the upcoming fiscal year to ensure the community's safety and prepar edness. Enhanced funding will allow for the hiring of additional firefighters, bolstering response teams and reducing emergency response times. Investments in state- of-the-art equipment and apparatus will improve firefighting capabilities and ensure readiness for a wide range of emergencies, from structural fires to natural disasters. Furthermore, the department will prioritize upgrades to fire stations and training facilities, creating an environme nt that supports professional development and operational excellence. These initiatives reflect the Fire Department's unwavering commitment to maintaining public safety and protecting the lives and property of all residents.

Performance Measures:

Objective Measure 2022-23 Actuals 2023-24 Actuals 2025-26 Target Fire
Operations
Emergency response time
(minutes)
7:08 6:47 6:30

Effective Response Force
(ERF) on fire incidents
(minutes)
14:47 11:47 10:30
Number of community
outreach events held
90 85 110
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AGENDA ITEM NO. 12.

Police and Fire
Departments - Fleet Goal 1 - Maintain Public Safety
Department Vehicle type Quantity Unit Cost Total Cost ($) Police Police Vehicles 14 73,214 1,025,000
Police Traffic Motorcycle 1 30,000 30,000
Police Crime Scene Vehicle 1 150,000 150,000
Fire F250 Truck 2 115,000 230,000
TOTAL 18 1,435,000
Fleet Replacement and Acquisition Plan
2025-2026 Budget
Fleet costs play a critical role in supporting the operational needs of the City of Clovis' Police and Fire departments.

By investing in vehicle replacements and acquisitions, we ensure that our first responders are equipped with reliable, modern, and efficient tools to safeguard the community. These expenses reflect our commitment to enhancing public safety, reducing downtime, and maintaining readiness for emergencies. Through thoughtful planning and resource allocation, these investments directly contribute to our City's goal of protecting lives and property.
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AGENDA ITEM NO. 12.

General Services
Department – Facilities/Maintenance Goal 1 - Maintain Public Safety Department Facility/Equipment Type Quantity Unit Cost Total Cost ($) Description/Need Police Building Repair 1 60,000 60,000 Dispatch breakroom Fire Fire Station 3 1 5,000 5,000 Remov e cubbies/drywall Fire Fire Station 3 4 2,500 10,000 Can light with switches Fire Training Center 2 1,000 2,000 Replace toilet and sink Fire Training Center 1 4,000 4,000 Replace washer and dryer Fire Training Center 1 4,000 4,000 Replace recliners
Fire Training Center 1 20,500 20,500 Replace AirVac exhaust filters Fire Fire Station 1 1 5,000 5,000 Refinish wood on garage doors Fire Fire Station 1 4 750 3,000 Rebuild kitchen cabinet drawer Fire Fire Station 5 1 3,000 3,000 Refinish and reseal showers Fire Fire Station 5 2 3,000 6,000 Replace refrigerators Fire Fire Station 5 5 1,600 8,000 Replace mattresses
Fire Fire Station 3 1 5,000 5,000 New door in station Fire Fire Station 3 1 1,000 1,000 Remov e laundry room sink Fire Fire Station 3 1 10,000 10,000 Remov e built in cabinet Fire Fire Station 4 1 40,000 40,000 Repaint garage ceiling Fire Fire Station 1/3/4/5 1 4,000 4,000 Retrofit water fountain Fire Fire Station 3/4 1 3,000 3,000 Clean AC ducting
TOTAL 30 193,500
Facilities/Maintenance Project Plan
2025-2026 Budget
Facilities and maintenance expenses are essential to sustaining the operational readiness of the Police and Fire departments. These costs ensure that buildings, equipm ent, and infrastructure remain safe, functional, and conducive to effective public safety operations. Inve stments in regular upkeep, repairs, and upgrades directly support our City's commitment to providing reliable services and maintaining a secure environment for both first responders and the community.
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AGENDA ITEM NO. 12.

Capital Investment Program Goal 1 - Maintain Public Safety Department Facility/Equipment Type Quantity Unit Cost Total Cost ($) Description/Need Police PD Headquarters 1 100,000 100,000 Locker rooms remodel Fire Fire Station 3 1 67,000 67,000 New gym
Fire Fire Station 1 1 300,000 300,000 Resealing roof TOTAL 3 467,000
Capital Investment Program Project Plan
2025-2026 Budget
Capital Improvements costs represent significant investments in the modernization and expansion of critical public safety facilities, including the Police Department Headquarters and various Fire Stations. These larger-scale projects aim to address growing community needs by upgrading infrastructure, improving operational efficiency, and ensuring facilities meet the highest standards for safety and functionality. Through these strategic developments, the City of Clovis reaffirms its commitment to providing exceptional public safety services and supporting the well-being of all residents.
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Goal 2: Keeping Clovis Safe & Clean

Budget Expenditures/Position Summary:

Salaries - Regular
Benefits
Professional Services
Dues & Subscriptions
Parks Vehicles
Capital Outlays - Parks
TOTAL
Expenditures By Priority
Goal 2 - Keeping Clovis Safe & Clean
TOTAL
Information Technology Specialist/Senior 0.25
Maintenance Worker/Senior Maint Worker 2.00
TOTAL 2.25
Expenditures by Category
2025-2026
Budget
71,900
44,300
300,000
50,900
897,100
55,000
375,000

DETAIL OF POSITIONS
897,100
897,100

Goal 2 Purpose:

This section highlights the City of Clovis' dedication to the second goal of Measure Y "Keeping Clovis Safe and Clean." By prioritizing efforts to maintain the cleanliness and safety of public spaces, this goal ensures a welcoming environment that supports the health, pride, and quality of life for all residents. Projected expenditures under this category will focus on enhanced public safety measures, routine maintenance, and initiatives aimed at fostering a secure and well-kept community. These in vestments, made possible through Measure Y funding, reflect the City’s commitment to strategic and transparent resource allocation, maximizing the positive impact for residents and visitors alike.

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Public Utilities
Department - Parks Goal 2 – Keeping Clovis Safe & Clean

Salaries - Regular
Benefits
Professional Services
Dues & Subscriptions
Parks Vehicles
Capital Outlays - Parks
TOTAL
Information Technology Specialist/Senior 0.25
Maintenance Worker/Senior Maint Worker 2.00
TOTAL 2.25
Expenditures by Category
2025-2026
Budget
71,900
44,300
50,900

DETAIL OF POSITIONS
300,000
897,100
55,000
375,000

Departmental Initiatives:

With the implementation of Measure Y, the Public Utilities Department is set to launch key initiatives in the upcoming fiscal year, ensuring that Clovis remains safe, clean, and welcoming for all residents. Increased funding will enable the hiring of additional maintenance staff, enha ncing the department’s ability to keep parks and trails clean, well-maintained, and accessible. Investments in modern equipment and tools will optimize park and trail upkeep and streamline maintenance tasks, further elevating the quality of public spaces. The Parks section will be prioritizing tree maintenance with the additional personnel.

The department will also focus on sustainable upgrades, including the installation of water-saving irrigation systems and durable landscaping to minimize environmental impact while preserving the beauty of Clovis parks and trails. Furthermore, community-oriented programs such as park safety enhancements and collaborative clean-up initiatives will foster public engagement and st ewardship. These efforts reflect the Parks section's unwavering commitment to maintaining safe, clean, and enjoyable spaces that support the well-being and community pride of Clovis residents.

Performance Measures:

Objective Measure 2022-23
Actuals
2023-24
Actuals
2025-26
Target
Park
Efficiency
General Fund maintenance projects,
activities and contracts using Measure
Y funds.
- - 10

Tree Maintenance (structural pruning) - - 1,500
Trees Removal (compromised health) - - 100
Tree Planting (tree placement) - - 100
General Fund park inspection and
outreach (monthly)
- - 180

203
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AGENDA ITEM NO. 12.

Public Utilities
Department - Fleet Goal 2 – Keeping Clovis Safe & Clean

Department Vehicle type Quantity Unit Cost Total Cost ($) Parks Tree Truck 1 300,000 300,000
Parks Utility Work Truck 1 75,000 75,000
TOTAL 2 375,000
Fleet Replacement and Acquis ition Plan
2025-2026 Budget

The implementation of Measure Y has enabled the Public Utilities Department to allocate funding towards the purchase of a specialized tree truck, which will significantly enhance the department's capacity to maintain Clovis’ green spaces. The addition of this vehicle to the fleet addresses a crucial need for efficient tree pruning, removal, and planting services, particularly in high-use public areas and along City streets. While the upfront investment in the tree truck contributes to fleet costs, its advanced ca pabilities are expected to reduce long-term maintenance expenses by streamlining operations and improving response times for tree-related tasks. This acquisition reflects the department’s commitment to sustainable urban forestry and the broader community goal of keeping Clovis safe, clean, and vibrant.

204
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AGENDA ITEM NO. 12.

Capital Investment Program Goal 2 – Keeping Clovis Safe & Clean

Department Facility/Equipment Type Quantity Unit Cost Total Cost ($) Description/Need Parks Gettysburg Park 1 55,000 55,000 Bathroom roof replacement TOTAL 1 55,000
2025-2026 Budget
Capital Investment Program Project Plan

Measure Y funding has paved the way for a series of cr itical Capital Investment Programs (CIP) aimed at enhancing Clovis' parks and recreational areas. These initiatives include the renovation of aging park facilities, the construction of new multi-use trails to improve accessibility and connectivity, and the development of additional playgrounds featuring modern, inclusive designs. Future Measure Y funds will be allocated to upgrading irrigation systems and landscaping infrastructure, ensuring sustain able practices that preserve the City's green spaces while minimizing water usage. These Capital Improvements projects are tailored to meet the evolving needs of the community, contributing to the Pa rks section's mission of maintaining sa fe, clean, and vibrant environments for all residents to enjoy.

205
410
AGENDA ITEM NO. 12.

Goal 5: Repairing Streets & Roads

Budget Expenditures/Position Summary:

Salaries - Regular
Benefits
Admin & Overhead
Liability Insurance - ISF
Street Maintenance Vehicles
Street Lighting Vehicles
TOTAL
Expenditures By Priority
Goal 5 - Repairing Streets & Roads
TOTAL
Engineering Tech/Senior Engineering Tech 1.00
Information Technology Specialist/Senior 0.25
Maintenance Worker/Senior Maint Worker 3.00
Staff Analyst 1.00
TOTAL 5.25
509,800

DETAIL OF POSITIONS
509,800
75,000
509,800
75,000
50,200
37,700
Expenditures by Category
2025-2026
Budget
96,600
175,300

Goal 5 Purpose:

This section underscores the City of Clovis' commitment to the fifth goal of Measure Y "Repairing Streets and Roads." With a focus on enhancing transportation infrastr ucture, this goal aims to improve road safety, reduce traffic congestion, and ensure smoother commutes for residents and visitors alike. Projected expenditures in this category will prioritize critical repairs and upgrades to streets, ensuring long-lasting improvements that benefit the entire community. By allocating Measure Y funds transparently and responsibly, the City reinforces its dedication to maintaining high-quality infrastructure that supports economic growth and quality of life for generations to come.

206
411
AGENDA ITEM NO. 12.

Public Utilities
Department Goal 5 – Repairing Streets & Roads

Salaries - Regular
Benefits
Admin & Ov erhead
Liability Insurance - ISF
Street Maintenance Vehicles
Street Lighting Vehicles
TOTAL
Information Technology Specialist/Senior 0.25
Maintenance Worker/Senior Maint Worker 3.00
TOTAL 3.25

DETAIL OF POSITIONS
75,000
376,100
17,000
37,700
64,600
106,800
Expenditures by Category
2025-2026
Budget
75,000

Departmental Initiatives:

Measure Y funding has enabled the Public Utilities Department to advance key projects aimed at repairing and improving streets and roads across Clovis. These initiatives include addressing aging pavement by implementing comprehensive resurfacing programs and repairing pot holes to enhance safety and drivability for residents.

Additionally, the department will prioritize preventative maintenance and ensuring the long-term resilience of the City's infrastructure. With this funding, the Public Utilities Department can focus on maintaining a reliable transportation network that supports the City's growth and contributes to the overall quality of life in Clovis.

Performance Measures:

Objective Measure 2022-23
Actuals
2023-24
Actuals
2025-26
Target
Street
Improvements
Asphalt temporary repairs – pothole
repairs (tons of cold mix)
- - 80
Asphalt permanent repairs – pothole
repairs (tons of hot mix)
- - 80
Crack sealing – all material (lbs.) - - 5,000
Streetlights Maintained - - 500
Road Conditions Roads that receive preventative
treatment annually (miles)
- - 25
Major roads inspected and
maintained per year (%)
- - 50%

207
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AGENDA ITEM NO. 12.

Planning and Development Services
Department Goal 5 – Repairing Streets & Roads

Salaries - Regular
Benefits
Admin & Overhead
TOTAL
Engineering Tech/Senior Engineering Tech 1.00
Staff Analyst 1.00
TOTAL 2.00
Expenditures by Category
2025-2026
Budget
68,500
32,000
33,200
133,700

DETAIL OF POSITIONS

Departmental Initiatives:

Measure Y funding supports the Planning and Development Services Department in improving streets while maintaining the “Clovis Way of Life.” The FY 2025-2026 budget includes an Engineering Technician and a Staff Analyst, both dedicated to enhancing transportation safety . The Technician will conduct speed studies, manage accident data, and respond to traffic inquiries, while the Analyst will oversee grants, contracts, and stakeholder communication. Key objectives include fostering collaborat ion, refining grant processes, and addressing traffic- related demands. Performance goals focus on timely completi on of traffic-related tasks, with a time-tracking system ensuring accountability and efficiency. These effo rts reinforce the City’s commitment to safe and well- maintained transportation infrastructure for all residents.

Performance Measures:

Objective Measure 2022-23
Actuals
2023-24
Actuals
2025-26
Target
Improving Streets Engineering Tech – completion
of traffic related tasks on
schedule (%)
- - 95%
Maintaining the
“Clovis Way of
Life”
Staff Analyst – time efficiency
towards meeting goals (%)
- - 85%

208
413
AGENDA ITEM NO. 12.

Public Utilities
Department - Fleet Goal 5 – Repairing Streets & Roads

Department Vehicle type Quantity Unit Cost Total Cost ($) Street Maint. Utility Work Truck 1 75,000 75,000
Street Light. Utility Work Truck 1 75,000 75,000
TOTAL 2 150,000
Fleet Replacement and Acquis ition Plan
2025-2026 Budget

Measure Y funding facilitates the acqu isition and maintenance of work truc ks essential to the Public Utilities Department’s street maintenance and street lighting operations. These vehicles play a pivotal role in ensuring the timely completion of tasks such as repairing damaged roadways, maintaining traffic safety features, and servicing streetlights to improve visibility and security for Clovis re sidents. While fleet costs in clude the upfront purchase price, ongoing expenses such as fuel , repairs, and periodic upgrades are mitigated by the increased efficiency these trucks provide. The investment in reliable work trucks unde rscores the depa rtment’s commitment to delivering high-quality services that support the City’s infrastructure and enhance public safety.

209
414
AGENDA ITEM NO. 12.

Goal 6: Addressing Homelessness

Budget Expenditures/Position Summary:

Salaries - Regular
Benefits
TOTAL
Expenditures By Priority
Goal 6 - Addressing Homelessness
TOTAL
Police Officer/Recruit 2.00
TOTAL 2.00
2025-2026
BudgetExpenditures by Category
109,300
92,600
201,900
201,900

DETAIL OF POSITIONS
201,900

Goal 6 Purpose:

This section emphasizes the City of Clovis' commi tment to the sixth goal of Measure Y "Addressing Homelessness." By expanding services and programs, this goal focuses on providing shelter, support systems, and pathways to stability for individuals experiencing homelessness. Projected expenditures will prioritize initiatives that offer immediate relief while addressing the root causes of homelessness through sustainable, long- term solutions. The allocation of Measure Y funds reflec ts the City’s dedication to transparency and effective resource management, ensuring a lasting positive impact on the lives of vulnerable community members and the overall well-being of Clovis.

210
415
AGENDA ITEM NO. 12.

Police
Department Goal 6 – Addressing Homelessness

Salaries - Regular
Benefits
TOTAL
Police Officer/Recruit 2.00
TOTAL 2.00
Expenditures by Category
2025-2026
Budget
109,300
92,600

DETAIL OF POSITIONS
201,900

Departmental Initiatives:

Through Measure Y funding, the Police Department is enhancing its efforts to address homelessness by integrating two dedicated Homeless Liaison Officers (HLOs) into its operations. These officers will play a pivotal role in building trust with individuals experiencing ho melessness, acting as a bridge between the police, social services, and community organizations. With specialized training and a compassionate approach, these two HLOs will contribute to reducing homelessness-related incidents and fostering long-term solutions that benefit both the individuals in need and the broader Clovis community.

Performance Measures:

Objective Measure 2022-23
Actuals
2023-24
Actuals
2025-26
Target
Homeless
Outreach
Reduce calls related to quality-of-life
issues
9,972 11,656 <9,000
Reduce illegal camping violations 516 747 <400
Acceptance rates for referred services* - - 25%

*This metric has not been tracked in the past, but with the new HLO Unit this metric will be tracked as part of their duties. After the first full 12 months of tracking, we should have a better gauge of services being accepted, and we will adjust the target at that time.

211
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AGENDA ITEM NO. 12.

Goal 7: Maintain Parks & Youth Programs

Budget Expenditures/Position Summary:

Salaries - Regular
Benefits
Vehicle Charges
Admin & Overhead
TOTAL
Expenditures By Priority
Goal 7 - Maintaining Youth & Park Programs
TOTAL
Recreation Coordinator 1.00
Recreation Specialist 1.00
TOTAL 2.00
Expenditures by Category
2025-2026
Budget
48,800
3,900
86,800
56,500
196,000

DETAIL OF POSITIONS
196,000
196,000

Goal 7 Purpose:

This section highlights the City of Clovis' commitment to the seventh goal of Measure Y "Maintaining Parks and Youth Programs." The City of Clovis remains committed to maintaining and expanding youth and senior programs through the strategic allocation of Measure Y funds. Investments will also support the upkeep of parks and recreational facilities, ensuring safe and engaging spaces for youth activities, while also enhancing senior services that promote health, safety, and social well-being. M easure Y funding will address immediate community needs while fostering long-term improvements, reinforcing the Ci ty’s dedication to providing essential resources for all residents. Through transparent and responsible financial stewardship, Clovis continues to prioritize initiatives that strengthen community engagement and improve quality of life for generations to come.

212
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AGENDA ITEM NO. 12.

General Services
Department - Recreation Goal 7 – Maintain Parks & Youth Programs

Salaries - Regular
Benefits
Vehicle Charges
Admin & Overhead
TOTAL
Recreation Coordinator 1.00
Recreation Specialist 1.00
TOTAL 2.00

DETAIL OF POSITIONS
196,000
56,500
3,900
48,800
86,800
Expenditures by Category
2025-2026
Budget

Departmental Initiatives:

Measure Y funding enables the Recreation and Senior Serv ices sections to strengthen their commitment to maintaining high-quality youth and senior services that foster engagement, health, and community connection.

Key initiatives include expanding recreat ional programs tailored to youth development, such as after-school activities, sports leagues, and creative workshops, which promote teamwork and personal growth. For seniors, the department will enhance access to wellness classes, social events, and transportation services, ensuring they remain active and connected within the community. By addressing the unique needs of both populations, the Recreation division aims to provide inclusive and impactful services that improve the quality of life for all residents.

Performance Measures:

Objective Measure 2022-23
Actuals
2023-24
Actuals
2025-26
Target
Community
Engagement
Youth and senior programs
offered
112 208 245
Enrollment in youth and senior
sports leagues and activities
418,615 467,053 575,000
Community partnerships formed
to support youth/senior services
8 10 15
Recreation and senior center
utilization on weekl
y basis
8,000 9,000 10,500

213
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AGENDA ITEM NO. 12.

Goal 9: Spending Disclosure/Spent Locally

Budget Expenditures/Position Summary:

Salaries - Regular
Benefits
Admin & Overhead
TOTAL
Expenditures By Priority
Goal 9 - Spending Disclosure/Spent Locally
TOTAL
Accountant/Senior 1.00
Senior Accounting Systems Technician 0.50
TOTAL 1.50
Expenditures by Category
2025-2026
Budget
29,200
66,500
26,700
122,400

DETAIL OF POSITIONS
122,400
122,400

Goal 9 Purpose:

This section reflects the City of Clovis' commitment to the ninth goal of Measure Y "Spending Disclosure/Spent Locally," emphasizing transparency and accountability in the use of public funds. By ensuring comprehensive reporting and accurate accounting practices, the City prioritizes clarity in how Measure Y revenues are allocated and spent. Projected expenditures will underscore the importance of tracking local spending, reinforcing the City’s dedication to supporting the community through investment s that drive economic growth and improve quality of life. Through these efforts, Clovis builds public trust and demonstrates the responsible stewardship of taxpayer resources.

214
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AGENDA ITEM NO. 12.

Finance
Department Goal 9 – Spending Disclosure/Spent Locally
Salaries - Regular
Benefits
Admin & Overhead
TOTAL
Accountant/Senior 1
.00
S
enior Accounting Systems Technician 0.50
TO
TAL 1.50
E
xpenditures by Category
2025-2026
Budget
66,500
29,200

DETAIL OF POSITIONS
122,400
26 ,700
Depa
rtmental Initiatives:

The Finance Department is committed to ensuring trans parency and accountability in the allocation and use of Measure Y funds through comprehensive spending disclosures and meticulous accounting practices. By implementing robust tracking systems, the department will ensure that all Measure Y monies received are properly documented and distributed in accordance with approved goals and priorities. Detailed financial reports will be annually published to provide the community with clear in sight into spending allocations, project expenditures, and the overall fiscal impact of Measure Y. Additionally, the City will prioritize spending locally wherever feasible, fostering economic growth and supporting businesses within Clovis. The department will also provide accurate and timely consultation and financial reporting to City Council, the City Manager, City departments and Measure Y Oversight Committee. These efforts reflect the Financ e Department's dedication to safeguarding public trust while maximizing the positive impact of Measure Y funding on the community.

Performance Measures:

Objective Measure 2022-23
Actuals
2023-24
Actuals
2025-26
Target
Accountability &
Reporting
Submission of Oversight Committee
Reports at bi-annual meetings
- - 2
Measure Y fund sp ent directly on
approved projects (%)
- - 100%
Variance between budgeted and
actual Measure Y expenditures (%)
- - <5%
Ensu re Measure Y financial data is
accounted for in ACFR and Budget
Book
(%)
- - 100%
215
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AGENDA ITEM NO. 12.

Goal 10: Support for City Departments

Budget Expenditures/Position Summary:

Salaries - Regular
Benefits
Vehicle Charges
Repairs & Maintenance
Dues and Subscriptions
Admin & Overhead
Capital Outlays - Office Equip/Furn
Facilities Maintenance Vehicles
Total Expenditures by Category
Expenditures By Goal
Goal 10 - Support for City Departments
Total Expenditures by Goal
Goal 10 - Transfer to Maintain Serv ices - Gen Fund
Total Measure Y Support
Assistant Building Maintenance Tech 1.50
Information Technology Manager 0.50
Personnel Technician/Senior 0.50
TOTAL 2.50
15,000
31,700
118,300
48,600
3,300
75,000
Expenditures by Category
2025-2026
Budget
335,000
290,000
916,900
916,900
5,067,300
5,984,200
916,900

DETAIL OF POSITIONS

Goal 10 Purpose:

This section underscores the City of Clovis' commitment to the tenth goal of Measure Y "Support for City Departments." By providing funding for administrative and operational departments, this goal ensures that the essential backbone services enabling frontline programs and initiatives function efficiently. Projected expenditures will focus on empowering these depar tments to deliver seamless suppor t, including effective management, resource coordination, and logistical operations. Thr ough transparent reporting and responsible allocation of Measure Y funds, Clovis demonstrates its dedication to maintaining a well-organized municipal framework that supports all aspects of community improvement.

216
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AGENDA ITEM NO. 12.

Various
Departments Goal 10 – Support for City Departments

Salaries - Regular
Benefits
Vehicle Charges
Repairs & Maintenance
Dues and Subscriptions
Admin & Overhead
Capital Outlays - Office Equip/Furn
Facilities Maintenance Vehicles
TOTAL Expenditures by Category
Transfer to Maintain Services - Gen Fund
TOTAL Measure Y Support
Assistant Building Maintenance Tech 1.50
Information Technology Manager 0.50
Personnel Technician/Senior 0.50
TOTAL 2.50
5,067,300
5,984,200

DETAIL OF POSITIONS
290,000
916,900
31,700
335,000
15,000
75,000
3,300
48,600
118,300
Expenditures by Category
2025-2026
Budget

Departmental Initiatives:

Measure Y funding is supporting budget increases across various City departments, ensuring they have the resources needed to enhance municipal operations and serve the Clovis community effectively. Divisions such as Fleet, Facilities, IT, and Personnel will benefit from this additional funding. Fleet services will enhance vehicle maintenance and acquisition to improve operational efficiency across departments. Facilities funding will support upgrades and routine upkeep of municipal buildings, ensuring safe and productive environments. IT resources will advance technological infrastructure, enhancing cybersecurity and communication systems city-wide.

Additionally, administrative departments like Personnel will gain increased capacity to manage workforce development, recruitment, and employee support, reinforci ng the foundation of effective City operations. These budget enhancements reflect a commitment to strengthening all City departments, empowering them to meet community needs and maintain Clovis' high standards of service.

217
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AGENDA ITEM NO. 12.

Various
Departments Goal 10 – Support for City Departments
Perfor
mance Measures:

Objective Measure 2022-23
Actuals
2023-24
Actuals
2025-26
Target
Fleet Vehicles purchased and upgraded
with Measure Y funding
- - 16
Facilities Projects completed within established
time frames
1,110 1,050 1,100
Service requests responded to within
goal time of 24 hours
92% 92% 95%
Information
Technology
End-user technology (hardware /
software / licensing) provisioning,
acquisition and training to support
new employees, contractors,
volunteers as the
y come on-board
154 160
200-250
Service requests responded to per
year
3403 3209 3500-3600
Tech nology Infrastructure upgrades to
improve functionality, reliability and
department operations
- -
100%
Maintaining
Clovis Service Levels with Measure Y Funding
During the 2024-2025 budget process, the City of Clovis actively sought community input through presentations, events, surveys, and public meetings. Residents expres sed strong support for maintaining high-quality public safety and community services—core to preserving the Clovis Way of Life.

In response, the City Council directed staff to explore new revenue options to address funding shortfalls. Measure Y—a 1% local sales tax approved by 66.9% of voters in the November 2024 election—was created to maintain and enhance vital services including emergency response, public safety, clean public spaces, and youth and senior programs.

As part of its commitment to transparency and fiscal responsibility, the City is allocating approximately $5.1 million of Measure Y funds to sustain existing service levels that would otherwise face reductions. Of this amount:
 $4.4 million supports essential Police and Fire services o $3.1 million for Police
o $1.3 million for Fire
 $0.7 million supports Parks, Street Lighting, Senior Services, Recreation, and Admin Support This investment ensures that core services remain strong and responsive, reflecting community priorities and keeping Clovis safe, clean, and thriving.
218
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AGENDA ITEM NO. 12.

General Services
Department - Fleet Goal 10 – Support for City Departments

Department Vehicle type Quantity Unit Cost Total Cost ($) Facilities Building Tech Work Truck 3 75,000 225,000
Facilities Truck Tools 1 45,000 45,000
Facilities Trailer 1 20,000 20,000
TOTAL 5 290,000
Fleet Replacement and Acquisition Plan
2025-2026 Budget

Measure Y funding has enabled the City to address fleet costs essential for suppor ting departmental operations across Clovis. By investing in the acquisition and maintenance of vehicles tailored to each department’s needs— such as service trucks for public utilities, specia lized equipment for parks, and general-use vehicles for administrative tasks—the City ensures reliable transpor tation and equipment availability. These fleet costs are critical for enabling departments to perform their duties efficiently and meet community needs effectively. This funding underscores the City’s commitment to empowering all departments to deliver high-quality services while maintaining operational continuity and safety.

219
424
AGENDA ITEM NO. 12.

Information Technology
Division Goal 10 – Support for City Departments

Department Application/Equipment Quantity Unit Cost Total Cost ($) Police Radio Tower Power Supply 1 50,000 50,000
Police Police Mobile Command 1 35,000 35,000
Police GrayKey Premier Bundle 1 59,000 59,000
Police Magnet Axiom 1 11,000 11,000
Police EOC & Comm. Room A/V 1 112,500 112,500
Fire EOC & Comm. Room A/V 1 112,500 112,500
Various M365 Licenses 1 15,000 15,000
Various Multiple Desktops 1 25,000 25,000
Various Multiple Telephones 1 5,000 5,000
TOTAL 9 425,000
IT Acquisitions
2025-2026 Budget

Measure Y funding facilitates critical investments in Info rmation Technology (IT) infrastructure, empowering City departments with the tools and technology needed to operate efficiently and securely. These costs cover system upgrades, enhanced cybersecurity measures, and the procurement of advanced software to streamline operations and improve communication across departments. By addressing IT needs, the City ensures reliable technological support that enhances service delivery, protects sensitive data, and adapts to the evolving demands of municipal operations. This funding reflects a commitment to m odernizing City systems and enabling departments to better serve the community.

220
425
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.
426
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, long- term loans, capital leases, and long-term contracts. At the present time there is no outstanding general obligation bond debt.

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

General obligation bonds are direct obligations of the Ci ty and are backed by the full faith and credit of the City, requiring voter approval, and may have a tax rate set to cover repayment. General obligation debt is also subject to a legal debt limitation. The legal debt limit for fiscal year 2025/26 is calculated at 15% of total assessed valuation or $2,469,974,896. The City currently has no general obligation debt outstanding.

LEGAL DEBT LIMIT

Assessed Valuations $ 16,371,094,266
Add back exempt property 95,405,043

Total Assessed Value $ 16,466,499,309

Legal Debit Limit
15% of Total Assessed Value $ 2,469,974,896

The other long-term debts are payable from revenue sour ces that are not an obligati on of the general taxpayer and do not fall under the legal debt limitation. These debts include, tax allocation bonds (which are an obligation of the Clovis Successor Agencies); loans, revenue bonds and contracts (which are an obligation of the revenues received in the water, refuse and sewer enterprise operatio ns); and capital leases (which are leases secured by the leased asset). Total non-general obligation debt by type as of June 30, 2024, is as follows:

Long-Term Interfund Loans $ 21,300,000
Long-Term Loans 2,521,680
Capital Leases 6,922,269
Revenue Bonds 85,650,000
Total $116,393,949

Successor Agency Tax Allocation Bonds $ 7,660,000 221
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AGENDA ITEM NO. 12.

DEBT SERVICE REQUIREMENTS
(Principal and Interest Only)
Total Amount 2024-2025
Amount Outstanding 2023-2024 Revised 2025-2026
Issued 6/30/2025 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 6,000,000 750,000 750,000 750,000 Long-Term Loans
California Energy Project Loan 953,239 83,692 85,530 85,700 86,000 2016 PG&E Energy Project Loan #3 168,239 0 19,227 19,300 0 2018 California Energy Project Loan 1,840,035 1,189,954 125,321 125,500 128,000 2025 California Energy Project Loan 1,131,630 1,131,630 0 0 104,000 2020 PG&E Energy Project Loan #5 164,401 75,349 16,440 16,500 17,000 2020 PG&E Energy Project Loan #6 207,841 41,055 30,791 30,800 31,000 Capital Leases
Safety Facilities Solar 2,454,100 1,000,115 194,702 194,800 195,000 Pet Adoption Center 3,000,000 1,409,143 216,756 219,400 220,000 2013 Corporation Yard 14,377,528 2,464,119 1,267,761 1,276,400 1,280,000 2015 Police/Fire Comm. Towers 1,810,000 100,877 202,637 204,200 102,000 2015 Solar Project 2,000,000 1,219,414 139,243 139,800 141,000 2016 Police/Fire Vehicles 1,460,000 48,733 49,112 49,600 50,000 2020 Police Vehicles 1,038,104 0 216,902 217,200 0
2020 Fire Truck 1,301,896 679,868 142,340 142,600 144,000 Revenue Bonds
2013 Waste Water 12,500,000 6,480,000 1,004,935 1,015,000 1,787,000 2015 Waste Water 21,600,000 19,200,000 1,044,284 1,884,600 1,284,000 2017 Waste Water 50,710,000 39,670,000 3,807,325 3,833,700 4,509,000 2023 Water Improvement 12,710,000 7,960,000 2,796,096 2,928,500 2,923,000 2021 Landmark Square Senior Center 13,355,000 12,340,000 649,526 654,700 653,000 Total $165,582,013 $116,393,949 $12,758,928 $13,788,300 $14,404,000

SUCCESSOR AGENCY TRUST FUND
Tax Allocation Bonds
2008 Tax Allocation Bonds 19,100,000 7,660,000 1,079,951 1,339,200 1,329,000 * Repayments of principal are budgeted as transfers. Please see transfers schedule for more information. ** This contract was amended in September 2007. The amount shown is revised to reflect the current agreement with the City of Fre sno. 2025-2026 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. 222
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AGENDA ITEM NO. 12.
2025-2026 DESCRIPTION OF LONG-TERM DEBT
Long-Te
rm Interfund Loans
In 2025/26 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 s et 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 v ariable and is set at the annual rate of return earned by the City's pooled cash. Repayment began in 2022/23 with annual principal payments of $750,000 and interes t 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 le ase for $2,454,100 for a solar project located at the police/fire headquarters and fire stations #1 and #5. The interest rate on the lease is 4.95%. The last payment is scheduled for June 2031. Included in the 2025/26 budget is $147,000 for principal and $48,000 for interest.

In July 2012 the City entered into a twenty-year lea se for $3,000,000 for a new pet adoption center. The interest rate on the lease is 4.00%. The last pay ment scheduled is for July 2032. Included in the 2025/26 budg
et is $165,000 for principal and $55,000 for interest.

In September 2013 the City entered into a fourteen-y ear lease for $14,377,528. The proceeds were used to refinance the 2001 Corporation Yard Revenue Bonds which we re issued to pay for the construction of a new corporation yard and are recorded in the General Government Services Fund. The interest rate on the lease is 3.10%. The last payment is scheduled for Marc h 2027. Includ ed in the 2025/26 budget is $1,213,000 for prin
cipal and $67,000 for interest.

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

Included in the 2025/26 budget is $101,000 for principal and $1,000 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 alon g with an LED lighting upgrade at the corporation
yard. The interest rate on the lease is 3.48%. The la st payment is scheduled for May 2036. Included in the 2025/2
6 budget is $99,000 for principal and $42,000 for interest.

In January 2016 the City entered into a ten-year $1,460,000 lease for the purchase of Police Department vehicles ($1,022,000) 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 2025/26 budget is $4
9,000 for principal and $1,000 for interest.

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

The interest rate on the lease is 1.71%. The last payment is scheduled for June 2025. Included in the 2025/26 budget is $215,000 for principal and $3,000 for interest.

In
July 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 2025/26 budget is $132,000 for principal and $12,000 for interest.
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AGENDA ITEM NO. 12.
2025-2026 DESCRIPTION OF LONG-TERM DEBT
Capital Leases – C
ontinued
The following
is a schedule of the future lease payments for the City's capital leases:

Year Ending June
30, Principal Interest Total
2026 $1,906,000 $227,000 $2,133,000
2027 1,811,452 163,494 1,974,946
2028 581,248 114,917 696,165
2029 602,604 93,559 696,163
2030 624,184 70,468 694,652
2031 504,851 48,526 553,377
2032 - 2036 891,930 63,415 955,345
Total $6,922,269 $781,379 $7,703,648
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AGENDA ITEM NO. 12.
2025-2026 DESCRIPTION OF LONG-TERM DEBT
Long-Term
Loans
During 2010/11 the City entered into a ten-year $953,239 agreement with the California Energy Commission for a loan to provide solar project funding. The intere st rate on this loan is 3.00%. The last payment is scheduled for June 2026. Included in the 2025/26 budget is $84,000 for principal and $2,000 for interest.

During 2015/16 the City entered into a nine-year $168,239 agreement with the Pacific Gas & Electric for a loan to provide LED lighting at the Corp Yard. The inte rest rate on this loan is 0.00%. The last payment was made on February 2025.

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 2025/26 budget is $114,000 for principal and $14,000 for interest.

During 2023/24 the City entered into a thirteen-year $1,131,630 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 2037. Included in the 2025/26 budget is $89,000 for principal and $15,000 for interest.

During 2019/20 the City entered into a ten-year $164,401 agreement with the Pacific Gas & Electric for a loan to provide LED project funding. The interest rate on this loan is 0.00%. The last payment is sc heduled for March 2030. Included in the 2025/26 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 projec t funding. The interes t rate on this loan is 0.00%. The last payment is scheduled for October 2026. Included in the 2025/26 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
2026 $ 335,000 $ 29,000 $ 364,000
2027 232,481 19,815 252,296
2028 225,354 18,869 244,223
2029 227,499 16,724 244,223
2030 222,203 14,608 236,811
2031 - 2035 1,098,060 40,198 1,138,258
2036 - 2037 181,083 2,541 183,624
Total $2,521,680 $141,755 $2,663,435
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AGENDA ITEM NO. 12.
2025-2026 DESCRIPTION OF LONG-TERM DEBT
Revenue Bo
nds
In July 2013 the City issued the 2013 Sewer Enterpri se Revenue Bonds for $12,500,000 at interest rates varying from 2.00% to 5.00%. The proceeds were used to refinance the 1998 Sewer Enterprise Revenue Bonds
for which proceeds were used to refund the 1991 Fowler Trunk Contract payable to the City of Fresno and the 1991 Armstrong Trunk Certificates of Participation. The last payment is scheduled for August 2028. Included in the 2025/26 budget is $1,500,000 for principal and $287,000 for interest.

In
September 2022 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 2025/26 budget is $2,525,000 for principal and $398,000 for interest.

In August 2015 the City issued the 2015 Wastewater Refunding Revenue Bonds for the purpose of refunding the $21,60
0,000 of outstanding 2005 Wastewater Bonds. The Wastewater bonds were issued to pay for the initial phase of construction of a new wastewater tre atment 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 2025/26 budget is $495,000 for principal and $789,000 for interest.

In February 2018 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 2038, the same as the Refunded 2007 bonds. Included in the 2025/26 budget is $2,590,000 for principal and $1,919,000 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 2050. Included in the 2025/26 budget is $310,000 for principal and $343,000 for interest.

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

Year Ending June
30, Principal Interest Total
2026 $ 7,420,000 $ 3,736,000 $ 11,156,000
2027 7,800,000 3,365,053 11,165,053
2028 8,175,000 2,973,788 11,148,788
2029 5,680,000 2,559,588 8,239,588
2030 3,945,000 2,319,675 6,264,675
2031 4,150,000 2,115,569 6,265,569
2032 - 2036 23,730,000 7,584,197 31,314,197
2037 - 2041 18,990,000 2,126,670 21,116,670
2042 - 2046 2,705,000 553,795 3,258,795
2047 - 2051 3,055,000 194,439 3,249,439
Total $85,650,000 $27,528,774 $113,178,774
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AGENDA ITEM NO. 12.
2025-2026 DESCRIPTION OF LONG-TERM DEBT

SUCCESSOR AGENCY TRUST FUND
Tax Allocation Bond
s
In April 2008 the former Clovis Community Development Agency issued tax allocation bonds in the amount of $19,100,000 at interest rates vary ing 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 August 2038.

Included in the 2025/26 budget is $995,000 for principal and $334,000 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 $ 995,000 $ 334,000 $1,329,000
2026 1,050,000 286,681 1,336,681
2027 1,095,000 237,078 1,332,078
2028 1,150,000 185,163 1,335,163
2029 1,205,000 130,703 1,335,703
2030 - 2034 1,260,000 370,026 1,630,026
2035 - 2037 905,000 65,669 970,669
Total $7,660,000 $1,609,320 $9,269,320
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AGENDA ITEM NO. 12.
(This page intentionall
y left blank)
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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 2025 - 2026 Community Investment Program represents a major portion of the total recommended budget and is devoted to improvements to the physical infrastr ucture that supports and su stains continued community development.

Some of the more noteworthy proposed projects in the 2025 - 2026 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 2025 - 2026 budget are summarized on the following pages. The prior and future year expenditures are shown only for those specific projects that are phased over multiple years. Prior and future year expenditures for nonspecific, recurring projec ts, such as miscellaneous extensions and preventative maintenance are not typically shown. The projects included in the 2025 - 2026 budget may increase or decrease the burden to the current operating b udgets depending on the project. Each section summary includes an explanation of the impact to the operating budget. The Fi ve-Year Community Investment Program follows the budget summary.

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AGENDA ITEM NO. 12.
2025 - 2026 COMMUNITY INVESTMENT PROGRAM

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

The major projects proposed for 2025 - 2026 are:
 Debt Service Interfund Loan Interest.

Besides the above project, all future projects will be moved to the General Government Facilities - Measure Y Fund. 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
Debt Services
Interfund Loan Interest 267,000 220,000 585,000
TOTAL 267,000 220,000 585,000
Budget Year Revenues:

Development Impact Fees 220,000
TOTAL 220,000

SUMMARY
2025 - 2026 COMMUNITY INVESTMENT PROGRAM

GENERAL GOVERNMENT FACILITIES
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AGENDA ITEM NO. 12.
2025 - 2026 COMMUNITY INVESTMENT PROGRAM
GENERAL GOVERNMENT FACILITIES – MEASURE Y
Measure Y is a 1% sales and use tax approved by the voters of Clovis which provides a significant opportunity to invest in Clovis. The
capital projects for the General Government Services Facilities – Measure Y 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 2025 - 2026 are:
 Upgrades and repairs to Fire Station and Police Station Facilities.  Improvements to existing Park Facilities.

The proposed government facilities projects should reduce or have a minimal effect on the cost of general services and other departmental operations. However, operational support will be enhanced using Measure Y
funding. More details can be found on
the Measure Y tab.

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AGENDA ITEM NO. 12.

PRIOR BUDGET FUTURE
General Government Facilities: YEARS YEAR YEARS
Section 90001
Public Safety Services
Fire Station 3 - Gym 0 67,000 0
Fire Station 1 - Resealing Roof 0 300,000 0
Police/Fire Headquarters - Locker Rooms
Remodel 0 100,000 0
Park Maintenance
Gettysburg Park - Restrooms Re-Roof 0 55,000 0
TOTAL 0 522,000 0
Budget Year Revenues:

Measure Y 522,000
TOTAL 522,000

SUMMARY
2025 - 2026 COMMUNITY INVESTMENT PROGRAM

GENERAL GOVERNMENT FACILITIES - MEASURE Y
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AGENDA ITEM NO. 12.
2025 - 2026 COMMUNITY INVESTMENT PROGRAM
SEWER CAPITAL PROJECTS – ENTERPRISE AND DEVELOPER
The Sewer Capital Projects - Enterprise budget includes pr ojec ts 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 2025 - 2026 include:
 Work on the Sewer and Recycled Water Master Plans.
 Construction of new Recycled Water Mains.

The sewer main improvement projects for 2025 - 2026 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 103,000 25,000 240,000
Recycle Water System Improvements
Shaw Avenue - De Wolf to Mccall 189,000 325,000 0
Debt Services
Bond Handling Charges 62,000 112,000 200,000
Interfund Loan Interest 598,000 656,000 1,050,000
2013 Wastewater Revenue Bond 1,015,000 1,787,000 7,916,000 2015 Wastewater Revenue Bond 1,884,600 1,284,000 27,745,000 2017 Wastewater Revenue Bond 3,833,700 4,509,000 65,490,000 Subtotal 7,735,300 8,748,000 102,841,000
TOTAL 7,735,300 8,748,000 102,841,000
Budget Year Revenues:

Major Sewer Fees 8,738,000
Sewer Connections 10,000
TOTAL 8,748,000

SUMMARY
2025 - 2026 COMMUNITY INVESTMENT PROGRAM

SEWER PROJECTS
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AGENDA ITEM NO. 12.
2025 - 2026 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 2025 - 2026 include:
 Construction of the Recharge Basin Park in the Loma Vista area.  Design and construction of the unfinished portion of trails.  Continued development of and/or updating Master Plans for City Parks.

Maintenance of acquired land for future parks and the construction of a newly paved trail will have a minimal effect initially on the annual operational costs to Parks and the General Fund account. Upon the build out of these facilities, funding should be increased to
meet the additional burden placed on the maintenance and operations budget. However, operational support will be enhanced using Measure Y funding. More details can be found on the Measure
Y tab. The proposed 2025 - 2026 Parks maintenance and operational budget is balanced to meet the level of service expected by the Community.

This year's budgeted proj
ects 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 1,000,000 1,000,000 4,000,000 Miscellaneous Park Improvements 660,000 1,370,000 1,600,000 Recharge Basin Park 625,000 3,200,000 2,994,000
Trail System Survey 20,000 20,000 80,000
Trail Improvements 750,000 50,000 3,021,000
TOTAL 3,055,000 5,640,000 11,695,000
Budget Year Revenues:

Measure "C" Funding 426,000
Park Fees 5,214,000
TOTAL 5,640,000

SUMMARY
2025 - 2026 COMMUNITY INVESTMENT PROGRAM

PARK IMPROVEMENT PROJECTS
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AGENDA ITEM NO. 12.
2025 - 2026 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 we re given a Pavement Condition Index (PCI) rating. The PMS was then used to develop a long term maintenance solution using the designated PCI values. Technical and Management teams evaluated the PMS recommendations to validate project necessity. Many of the recommended projects were shifted to later years due to funding constraints in the street improvement account.

Major projects planned for 2025 - 2026 include:
 Improvements of City owned public right of way for compliancy with the American with Disabilities Act (ADA).  Sealing and rejuvenation programs of the variou s street surfaces to increase longevity and reduce deterioration.
 Continued installation of pedestrian and bicycle improvements at various locations.  Design and construction of traffic signal improvements at various intersections.  Construction 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 b udget 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 accepta b
le c ondition for overlaying and may be considered for street reconstruction. Estimated funding for these projects will be re-evaluated as street reconstru ction is more costly than a street overlay. Th
is may have an impact on t he delivery of projects that have been identified in the Community Investment Program for street improvements.

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

With the reconstruction of
some of the proposed streets, new paved lanes may be added to the street maintenance inventory. However, those same projec
ts 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. However, operational support will be enhanced using Measure Y funding. More details can be found on the Measure Y tab.

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AGENDA ITEM NO. 12.

PRIOR BUDGET FUTURE
Street Improvements: YEARS YEAR YEARS
Section 95000
Reimbursement
Miscellaneous Street Widening 270,000 250,000 15,840,000 Preventative Maintenance
Slurry & Crack Seals 1,876,000 750,000 15,820,000
Bridge and Stream Crossings
Leonard/Enterprise Canal Bridge 1,844,000 1,000,000 14,840,000 Pedestrian Facilities
Bicycle, Pedestrian and Handicap Facilities 2,037,000 1,529,000 1,070,000 ADA Survey and Projects 200,000 200,000 13,630,000
Traffic Signal/Intersection Improvements
Adaptive Signalization 3,592,000 1,560,000 4,366,000
Reconstruction, Overlay and Widening Projects
Miscellaneous Repairs & Alleys 600,000 335,000 11,385,000 Armstrong Avenue Improvements 1,153,000 660,000 10,475,000 Ashlan Avenue Improvements 125,000 1,750,000 15,885,000 Barstow Avenue Improvements 1,826,000 2,550,000 8,825,000 Herndon Avenue Improvements 1,764,000 85,000 12,610,000 Peach Avenue Improvements 70,000 1,050,000 11,410,000
Willow Avenue Improvements 138,000 1,400,000 12,935,000 Local Streets and ADA Ramps 3,560,000 1,875,000 22,340,000 TOTAL 19,055,000 14,994,000 171,431,000
Budget Year Revenues:

Gas Tax Funding including SB1 3,771,000
Developer Funding 2,064,000
Measure "C" Funding 3,816,000
Federal/State/Other Agency Grants 4,478,000
Street Improvement Fund Balance 865,000
TOTAL 14,994,000

SUMMARY
2025 - 2026 COMMUNITY INVESTMENT PROGRAM

STREET IMPROVEMENT PROJECTS
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AGENDA ITEM NO. 12.
2025 - 2026 COMMUNITY INVESTMENT

PROGRAM
WATER CAPITAL PROJECTS – ENTERPRISE AND DEVELOPER
The proposed Water Capital Project s
budget for 2025 - 20 26 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 2025 - 2026 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.

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

The new facilities proposed in the 2025 - 2026 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 49,000 780,000 355,000
Surface Water Treatment Plant Improvements
Various Surface Water Treatment Projects 2,376,000 1,250,000 28,100,000 Subtotal 2,425,000 2,030,000 28,455,000
Water Capital Projects - Developer:

Section 97000
Extensions
Miscellaneous Extensions 50,000 50,000 250,000
Master Planning
Water Conveyance System 362,000 25,000 100,000
Water Mains
Various Water Mains 440,000 300,000 34,440,000
Water Storage Facilities
Water Revenue Bond - Debt Service 2,959,500 2,954,000 6,297,000 Water Development 1,500,000 1,500,000 6,000,000
Surface Water Treatment Plant Improvements
Various Surface Water Treatment Projects 1,404,000 7,790,000 98,890,000 Water Well Improvements
Various Well Site Development 385,000 815,000 1,010,000 Subtotal 7,100,500 13,434,000 146,987,000
TOTAL 9,525,500 15,464,000 175,442,000
Budget Year Revenues:

Water Enterprise 2,030,000
Water Major Facilities 13,424,000
Water Connections 10,000
TOTAL 15,464,000

SUMMARY
2025 - 2026 COMMUNITY INVESTMENT PROGRAM

WATER PROJECTS
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AGENDA ITEM NO. 12.
2025 - 2026 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.

There are no new projects proposed in the 2025 - 2026.

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AGENDA ITEM NO. 12.

PRIOR BUDGET FUTURE
Community Sanitation Improvements: YEARS YEAR YEARS
Section 99500
Community Sanitation Improvements 1,062,000 0 17,455,000 TOTAL 1,062,000 0 17,455,000
Budget Year Revenues:

Community Sanitation Enterprise Fund 0
TOTAL 0

SUMMARY
2025 - 2026 COMMUNITY INVESTMENT PROGRAM

COMMUNITY SANITATION PROJECTS
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AGENDA ITEM NO. 12.
2025 - 2026 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 2025 - 2026 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 City continues to focus resources on owner-occupied single-family housing projects for housing rehabilitation and new cons
truction 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 150,500 1,722,000 720,000
Home Improvement Grants 210,500 187,000 600,000
First Time Homebuyer Loans 150,000 647,000 800,000
Affordable Housing Project 0 1,100,000 600,000
Affordable Housing Developer Project Loans 0 918,000 2,000,000 TOTAL 511,000 4,574,000 4,720,000
Budget Year Revenues
Federal/State/Other Agency Grants 4,574,000
TOTAL 4,574,000

SUMMARY
2025 - 2026 COMMUNITY INVESTMENT PROGRAM

HOUSING & COMMUNITY DEVELOPMENT
C17
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AGENDA ITEM NO. 12.
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C18
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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).
456
AGENDA ITEM NO. 12.
457
AGENDA ITEM NO. 12.

FIVE-YEAR COMMUNITY INVESTMENT PROGRAM

TABLE OF CONTENTS
Summary of Five-Year Community Investment Projects ........................................................................................................................................................... C20-C21 General Government Facilities ................................................................................................................................................................................................... C22-C27 General Government Facilities - Measure Y ............................................................................................................................................................................. C28 Sewer Capital Projects - Enterprise ........................................................................................................................................................................................... C29 Sewer Capital Projects - Developer ........................................................................................................................................................................................... C30-C33 Park Improvements .................................................................................................................................................................................................................... C34-C37 Street Improvements ................................................................................................................................................................................................................. C38-C48 Water Capital Projects - Enterprise ............................................................................................................................................................................................ C49-C52 Water Capital Projects - Developer ............................................................................................................................................................................................ C53-C57 Community Sanitation Improvements ........................................................................................................................................................................................ C58-C59 Housing and Community Development ..................................................................................................................................................................................... C60 Glossary of Terms, Acronyms, and Abbreviations ..................................................................................................................................................................... C62-C64 C19
458
AGENDA ITEM NO. 12.

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

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

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

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

C20
459
AGENDA ITEM NO. 12.

Projects 2025-2026 2026-2027 2027-2028 2028-2029 2029-2030 or Late r General Services 220,000 10,660,000 2,040,000 24,260,000 7,358,000 General Services - Measure Y 522,000 0 0 0 0
Sewer 8,748,000 9,687,000 9,654,000 33,910,000 140,481,000 Parks 5,640,000 2,115,000 3,560,000 1,420,000 8,150,000 Streets 14,994,000 9,676,000 13,440,000 9,705,000 17,878,000 Water 15,464,000 31,413,000 19,582,000 14,238,000 211,538,000 Community Sanitation 0 75,000 300,000 0 17,080,000
Housing and Community Development 4,574,000 1,180,000 1,180,000 1,180,000 1,180,000 TOTAL 50,162,000 64,806,000 49,756,000 84,713,000 403,665,000 Sources of Funding
Fund Balance 12,329,000 13,398,000 2,688,000 3,457,000 10,805,000 Revenue from Agencies 15,755,000 12,003,000 15,884,000 13,962,000 19,618,000 Developer Capital Fees 19,858,000 22,820,000 18,912,000 22,128,000 23,679,000 Enterprise Revenues 2,220,000 2,323,000 2,323,000 3,043,000 1,593,000 Long-Term Financing 0 0 0 0 0
Property Sale Proceeds 0 0 0 0 0
*Unfunded 0 14,262,000 9,949,000 42,123,000 347,970,000 TOTAL 50,162,000 64,806,000 49,756,000 84,713,000 403,665,000 *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
C21
460
AGENDA ITEM NO. 12.
90000 2025-26 2026-27 2027-28 2028-29 2029-30
ACCT PROJECT LOCATION or Later DESCRIPTION

PUBLIC SAFETY SERVICES
71057 Facilities Administration 80,000 d
Master Plan
71440 Fire Station 7 1,200,000 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)
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)
Property Room Expansion 200,000 d
1,500,000 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'.

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

Remodel Fire Station 3 based on needs by
future assessment.

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

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.

C22
461
AGENDA ITEM NO. 12.
90000 2025-26 2026-27 2027-28 2028-29 2029-30
ACCT PROJECT LOCATION or Later DESCRIPTION

GENERAL GOVERNMENT FACILITIES
71449 Clovis Alternate Dispatch Center
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)
Miss Winkles Storage Room remodel 175,000 d
1,150,000 c
(General Fund)
Downtown Special Event
71341 Street Bollards
Phase II 40,000 d
400,000 c
(Contingent on Grant Funding)
Install removable bollards at downtown
intersections for public safety during
downtown events. Phase II: Pollasky from
Fifth to Ninth.

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

Complete original work and add designated
medical treatment area.

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

Develop site for shooting range.

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

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

Building north of Fire Station 6 that would
house an alternate dispatch site,
community room, and briefing room.
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
462
AGENDA ITEM NO. 12.
90000 2025-26 2026-27 2027-28 2028-29 2029-30
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 50,000 d
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)
71163 Clovis Courthouse 500,000 c
Building demolition
Develop master plan, design and install
replacement irrigation and landscaping for
the Civic Center including the Courthouse,
Senior Center, PDS, City Hall and Library.

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.

Improvements to Public Utilities parking
facilities.

Demolition of Clovis Courthouse building.

Risk associated with vacant, unusable
building.
(General Fund)
Rehabilitate parking lot tree planters
between the library and Information
Technology building.
a = acquisition, c = construction, d = design, f = development fees.

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

C24
463
AGENDA ITEM NO. 12.
90000 2025-26 2026-27 2027-28 2028-29 2029-30
ACCT PROJECT LOCATION or Later DESCRIPTION

GENERAL GOVERNMENT FACILITIES
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
Sierra Bicentennial Park
Sunnyside and Sierra
Upgrade Existing Sports Field 20,000 d
Lighting 170,000 c
Stadium Lighting 15,000 d
80,000 c
(General Fund)
Install additional lights to improve security.
(Contingent upon a future grant and
General Fund)
Install additional lighting to existing poles to
increase visibility on the playing field.

Replace the existing sports field lights with
LED lights to lower maintenance costs.
(General Fund)
Construct a baseball/soccer field and install
sports lighting.
(Contingent upon a future grant and G.

Install landscape and irrigation in the
median island.

Continue ADA Master Plan compliance and
upgrades.

Build new offices within north end of PDS
building. This will include 2 new offices and
a small privacy room.
(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.

C25
464
AGENDA ITEM NO. 12.
90000 2025-26 2026-27 2027-28 2028-29 2029-30
ACCT PROJECT LOCATION or Later DESCRIPTION

GENERAL GOVERNMENT FACILITIES
Multi-purpose Pad 25,000 d
Replacement 250,000 c
(General Fund)
Volleyball Court 25,000 d
110,000 c
(General Fund)
Rotary Park
Upgrade Existing Sports Field 70,000 d
Lighting 700,000 c
(General Fund)
Security Lighting 20,000 d Install security lighting. 200,000 c (General Fund)
Kiwanis Park
Tenth and DeWitt
75540 Irrigation and Lighting 5,000 d
35,000 c (Community Donations)
Temperance/Gettysburg 15,000 d
Northwest Corner-Greenbelt 125,000 c
(Contingent Upon Funding)

RECREATION CENTE
R
Miscellaneous improvements 30,000 d 30,000 d 30,000 d
and maintenance projects 250,000 c 250,000 c 250,000 c
(Contingent Upon Funding)
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)
Remove and replace irrigation system and
install security lighting.

Remove and replace existing landscape
and irrigation of greenbelt.

Replace the basketball multi-purpose pad
which is deteriorating.

ADA Improvements, Energy efficiency
upgrades, exterior safety, etc.

Install one additional sand volleyball court
to facilitate tournament play.

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

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

C26
465
AGENDA ITEM NO. 12.
90000 2025-26 2026-27 2027-28 2028-29 2029-30
ACCT PROJECT LOCATION or Later DESCRIPTION

GENERAL GOVERNMENT FACILITIES
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 220,000 135,000 145,000 150,000 155,000 Interfund Loan Interest for Fire Station #6. (Development Fees)

TOTAL- GENERAL
GOVERNMENT FACILITIES 220,000 10,660,000 2,040,000 24,260,000 7,358,000 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.

C27
466
AGENDA ITEM NO. 12.
90001 2025-26 2026-27 2027-28 2028-29 2029-30
ACCT PROJECT LOCATION or Later DESCRIPTION

PUBLIC SAFETY SERVICES
Fire Station 1
71011 Resealing roof 300,000 c
71063 New detached Gym 67,000 c
71033 Men & Women locker rooms remodel 100,000 c Park Maintenance
75140 Gettysburg Park
Re-roof restrooms 55,000 c Re-roof restrooms

TOTAL- GENERAL GOVERNMENT
FACILITIES - MEASURE Y 522,0000000
Construct 16'x24' structure on site for use
as a workout room
Roof repairs and resealing entire flat roof at
Fire Station 1
Replace all tile in both men's and women's
locker room

GENERAL GOVERNMENT FACILITIES - MEASURE Y
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
467
AGENDA ITEM NO. 12.
91000 2025-26 2026-27 2027-28 2028-29 2029-30
ACCT PROJECT LOCATION or Later DESCRIPTION

SEWER FACILITY IMPROVEMENTS
Miscellaneous Sewer Repairs 100,000 c 100,000 c 100,000 c 100,000 c

TOTAL - SEWER CAPITAL
PROJECTS - ENTERPRISE 0 100,000 100,000 100,000 100,000 Miscellaneous sewer repairs throughout the
City of Clovis.

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.

C29
468
AGENDA ITEM NO. 12.
92000 2025-26 2026-27 2027-28 2028-29 2029-30
ACCT PROJECT LOCATION or Later DESCRIPTION

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

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

SEWAGE TREATMENT - WATER REUSE FACILITY
Sewage Treatment - Water
Reuse Facility
Phase 2 2,500,000 d
32,500,000 c
(Development Fees)
Phase 3 2,500,000 d
32,500,000 c
(Development Fees)
Clovis Sewage Treatment - Water Reuse Facility - Offsite Improvements 73205 Shepherd Pump Station 750,000 a
with Force Main 1,500,000 d
18,250,000 c
(Development Fees)
72381 De Wolf Trunk Sewer 7,500,000 c
(Development Fees)
Sewer in De Wolf from Owen's Mountain to
Bullard. Needed to serve the Northwest.

Install sewer mains and laterals at various
locations.

Increase plant capacity from 2.84 MGD to

5.68 MGD.

Increase plant capacity from 5.68 MGD to

8.34 MGD.

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

Pump Station located at Willow/Shepherd.

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

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

C30
469
AGENDA ITEM NO. 12.
92000 2025-26 2026-27 2027-28 2028-29 2029-30
ACCT PROJECT LOCATION or Later DESCRIPTION

SEWER CAPITAL PROJECTS - DEVELOPER

WASTEWATER MASTER PLAN DIVERSIONS
73202 Scenario 2A Project 60,000 c
73203 Scenario 3 Project 80,000 c
Scenario 5 Project 87,000 d
566,000 c

RECYCLED WATER SYSTEM IMPROVEMENTS
Pump Station No. 1 100,000 d
Shepherd/Dry Creek 450,000 c
73225 Pump Station No. 3 40,000 d
De Wolf/Owens Mountain 450,000 c
Recycled Water Mains
73376 Shaw Avenue
De Wolf to Mccall 325,000 c
Shepherd Avenue 300,000 d
Willow to Temperance 3,000,000 c
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)
Install master planned recycled water main.

Shaw widening Phase 2.
(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 fees See glossary at the end of this section for an explanation of acronyms and abbreviations.

C31
470
AGENDA ITEM NO. 12.
92000 2025-26 2026-27 2027-28 2028-29 2029-30
ACCT PROJECT LOCATION or Later DESCRIPTION

SEWER CAPITAL PROJECTS - DEVELOPER
Sunnyside Avenue 200,000 d
Shepherd to Marion Basin 1,800,000 c
State Route 168 300,000 d
Temperance to Shepherd 3,000,000 c

SEWER SYSTEM IMPROVEMENTS
Wastewater Pump Station 100,000 d
Herndon/Clovis 266,000 c
(Development Fees)
Sewer Mains
Nees Avenue 50,000 d
Dry Creek to Sunnyside 500,000 c
(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)

DEBT SERVICES
67201 Bond Handling Charges 112,000 50,000 50,000 50,000 50,000 Handling Charges. 63390
67898 Interfund Loan Interest 656,000 255,000 260,000 265,000 270,000 Interfund Loan Interest.

Install 15 inch PVC sewer main per the
Master Plan.

Install master planned recycled water main.
(Development Fees)
Install new 8 inch PVC sewer main and
services.

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

Install master planned recycled water main
in Sunnyside Avenue for basin discharge.
(Development Fees)
Install new 8 inch PVC sewer main and
services.
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
471
AGENDA ITEM NO. 12.
92000 2025-26 2026-27 2027-28 2028-29 2029-30
ACCT PROJECT LOCATION or Later DESCRIPTION

SEWER CAPITAL PROJECTS - DEVELOPER
2013 Wastewater Revenue Bonds
67750 Principal 1,500,000 1,660,000 1,745,000 1,830,000 1,915,000 Debt Service Principal. 67850 Interest 287,000 210,000 129,000 44,000 0 Debt Service Interest. 2015 Wastewater Revenue Bonds
67757 Principal 495,000 520,000 535,000 550,000 17,100,000 Debt Service Principal. 67857 Interest 789,000 768,000 744,000 720,000 2,288,000 Debt Service Interest. 2017 Wastewater Revenue Bonds
67775 Principal 2,590,000 2,720,000 2,870, 000 3,020,000 28,470,000 Debt Service Principal. 67875 Interest 1,919,000 1,786,000 1,646,000 1,506,000 9,267,000 Debt Service Interest.

TOTAL - SEWER CAPITAL
PROJECTS - DEVELOPER 8,748,000 9,587,000 9,554,000 33,810,000 140,381,000 a = acquisition, c = construction, d = design, f = development fees See glossary at the end of this section for an explanation of acronyms and abbreviations.

C33
472
AGENDA ITEM NO. 12.
93000 2025-26 2026-27 2027-28 2028-29 2029-30
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 75015 Misc. Park Improvements 1,370,000 c 400,000 c 400,000 c 400,000 c 400,000 c 63390

COMMUNITY PARKS
(15 acres or greater)
Sierra Bicentennial Park
Sunnyside and Sierra
Sports Field Area Modifications 25,000 d
160,000 c
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)
Continue development of master plan for a
City of Clovis regional park site.

Acquire property for the future development
of City park sites and trails.
(Development Fees)
City participation in miscellaneous projects
and unforeseen expenses that are
development related.
(Development Fees)
Modification and improvement of existing
sports field per Master Plan.
(Contingent Upon Funding)
Continued site grading and installation of
turf, trees, irrigation, security lighting,
hardscape and structures.
(Contingent upon Grant Funding and
Community Contributions)
Construct cover over stage.
(Contingent upon Grant Funding and
FMFCD Participation)

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

C34
473
AGENDA ITEM NO. 12.
93000 2025-26 2026-27 2027-28 2028-29 2029-30
ACCT PROJECT LOCATION or Later DESCRIPTION

PARK IMPROVEMENTS
Regional Park - Northeast area
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 Loma Vista Recharge Basin Park Develop master of acquired site for a joint Phase 1 3,200,000 c recharge basin and park with amenities in Phase 2 - Park amenities 2,000,000 c two phases.
(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
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)
Construction of baseball and soccer
facilities, irrigation, trees, and turf.
(Development Fees and FMFCD
Participation)
a = acquisition, c = c
onstruction, d = design, f = development fees
See glossary at the end of this section for an explanation of acronyms and abbreviations.

C35
474
AGENDA ITEM NO. 12.
93000 2025-26 2026-27 2027-28 2028-29 2029-30
ACCT PROJECT LOCATION or Later DESCRIPTION

PARK IMPROVEMENTS
TRAILS
75591 Trail System Survey 20,000 d 20,000 d 20,000 d 20,000 d 20,000 d 75592 Trail Counter Display 50,000 c
Clovis Old Town Trail
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
Cottonwood Park 215,000 c
Enterprise Canal Trail 35,000 d
E/O Sunnyside 120,000 c
Enterprise Canal Trail
75580 Fowler to De Wolf 250,000 a
Bike and pedestrian survey and counting
data for Clovis trail system.
(Measure C Funded)
Install bike and pedestrian counting display
on the Clovis trail system.
(Measure C Funded)
Construct an accessible unisex restroom
adjacent to Fire Station 3 for trail users to
alleviate use of Station restrooms.
(Contingent upon Funding)
Complete unfinished portion of trail.
(Contingent upon Grant Funding)
Install lighting along trail.
(Contingent upon Funding)
Complete unfinished portion of the trail on
the bank of the canal. Contingent on an
agreement with Fresno Irrigation District.
(Contingent upon Measure C Funding)
Purchase property for the future
development of the Gould Canal Trail.
(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.

C36
475
AGENDA ITEM NO. 12.
93000 2025-26 2026-27 2027-28 2028-29 2029-30
ACCT PROJECT LOCATION or Later DESCRIPTION

PARK IMPROVEMENTS
Sierra Gateway
Regional Trail
Shepherd to De Wolf
75630 Phase II 20,000 d Install trail lighting.
750,000 c (Contingent upon Grant Funding)
TOTAL - PARKS 5,640,000 2,115,000 3,560,000 1,420,000 8,150,000 a = acquisition, c = c
onstruction, d = design, f = development fees
See glossary at the end of this section for an explanation of acronyms and abbreviations.

C37
476
AGENDA ITEM NO. 12.
95000 2025-26 2026-27 2027-28 2028-29 2029-30
ACCT PROJECT LOCATION or Later DESCRIPTION

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

PREVENTATIVE MAINTENANCE
74020 Slurry Seals and Pavement 40,000 d 40,000 d 40,000 d 40,000 d 40,000 d Rejuvenation 570,000 c 580,000 c 590,000 c 600,000 c 610,000 c 74561 Trail Pavement Maintenance 10,000 d 10,000 d 10,000 d 10,000 d 10,000 d 70,000 c 70,000 c 70,000 c 70,000 c 70,000 c
74971 Pavement Maintenance 10,000 d 10,000 d 10,000 d 10,000 d 10,000 d Crack Seal 50,000 c 50,000 c 50,000 c 50,000 c 50,000 c (HUTA Funded)

BRIDGE AND STREAM CROSSINGS
74529 Leonard/Enterprise Canal 1,000,000 c Replace and widen bridge section at Leonard and Enterprise Canal.
(Street Fee Reimbursement)

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.

C38
477
AGENDA ITEM NO. 12.
95000 2025-26 2026-27 2027-28 2028-29 2029-30
ACCT PROJECT LOCATION or Later DESCRIPTION

STREET IMPROVEMENTS

EV CHARGING STATIONS
Transit Station at Landmark 10,000 d Installation of single and double chargers Electric Vehicle Chargers 90,000 c at the Landmark Square site (Contingent on CMAQ Funding)

PEDESTRIAN / BICYCLE FACILITIES
74110 Bicycle and Pedestrian 75,000 c 75,000 c 75,000 c 75,000 c 75,000 c Facilities
74210 Misc. Concrete 10,000 d 10,000 d 10,000 d 10,000 d 10,000 d Improvements 100,000 c 100,000 c 100,000 c 100,000 c 100,000 c 74211 ADA Survey 50,000 d 50,000 d 50,000 d 50,000 d 50,000 d Citywide survey of City facilities located within the City's public right-of-way.
(HUTA Funded)
74886 Misc. Wheelchair Ramps 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)
74062 Transit - Bus Stop Shelters 504,000 d,c
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 shelters, benches and trash bins at
multiple bus stop locations
(LCTOP & TDA 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
478
AGENDA ITEM NO. 12.
95000 2025-26 2026-27 2027-28 2028-29 2029-30
ACCT PROJECT LOCATION or Later DESCRIPTION

STREET IMPROVEMENTS

PEDESTRIAN / BICYCLE FACILITIES
74066 Sierra Ave Sidewalk 30,000 d Install sidewalk for ADA compliance Sierra east of Willow 150,000 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 660,000 c Widen Leonard for the installation of a Bike Sidewalk and Bike Lane Lane and construct concrete sidewalk. (CMAQ funded)
74424 Pedestrian Bridge Installation of a prefabricated pedestrian Cottonwood Park 330,000 c bridge connecting the cottonwood trail and (CMAQ funded)
City of Clovis Trails 15,000 d Installation of a signs throughout the City Wayfinding Signage Project 45,000 c for residents to finds our Trails (Contingent on upon Funding)

LANDSCAPING IMPROVEMENTS
74023 LMD Landscape Improvements
Sunnyside - Fwy. 168 to Alluvial 5,000 d
Alluvial - Clovis to Sunnyside 75,000 c
74866 Landscape Maintenance District - Area 2
Fowler Landscaping 19,000 d
Gettysburg to Ashlan 188,000 c
Modify soil and re-landscape to improve the
current median and outside travel lane
areas.
(LMD Funded)
Evaluate existing landscaping, design and
install new landscaping and irrigation.
(General Government Services Fund and
LMD Reserves)
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
479
AGENDA ITEM NO. 12.
95000 2025-26 2026-27 2027-28 2028-29 2029-30
ACCT PROJECT LOCATION or Later DESCRIPTION

STREET IMPROVEMENTS

LANDSCAPING IMPROVEMENTS
74024 Shaw Avenue Improvements
Willow - Clovis 25,000 d
115,000 c
74564 LMD - Benefit Zone 1 & 3
Clovis Center Median 5,000 d Remove and replace existing landscape Sierra to Herndon 75,000 c and irrigation.
(LMD Reserves)

TRAFFIC SIGNAL/INTERSECTION IMPROVEMENTS
Armstrong/Nees
74585 Traffic Signal 1,400,000 c
100,000 a
Sunnyside /Nees 120,000 d
Traffic Signal 60,000 a
1,400,000 c
Clovis Adaptive Signalization
74431 Barstow to Gettysburg 60,000 d
496,000 c

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

Peach to Homsy 285,000 c (Contingent on CDBG Funding)
Install adaptive signalization in Clovis from
Barstow to Gettysburg.
(CMAQ Grant Funded)
Modify soil and re-landscape to improve the
current median and outside travel lane
areas.
(LMD Funded)
Perform miscellaneous repairs at various
locations.

Install traffic signal.
(CMAQ Grant Funded)
Install traffic signal.
(Contingent on CMAQ Funding)
a = acquisition, c = construction, d = design, f = development fees.

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

C41
480
AGENDA ITEM NO. 12.
95000 2025-26 2026-27 2027-28 2028-29 2029-30
ACCT PROJECT LOCATION or Later DESCRIPTION

STREET IMPROVEMENTS
74065 Antonio/ Ashlan Alley 30,000 d 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
Willow to Peach 95,000 d
1,100,000 c
Armstrong Avenue Improvements
Ashlan to Gould Canal 25,000 d
150,000 c
Shaw to Gettysburg 95,000 d
1,100,000 c
Herndon to Alluvial 75,000 d
550,000 c
Armstrong Avenue Improvements
74691 Alluvial to Nees 660,000 c
Ashlan Avenue Improvements
74554 Winery to Peach 1,750,000 c
Temperance to Locan 95,000 d
950,000 c
Overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(Contingent upon Funding)
Reconstruct street.
(STBG Funded)
Reconstruct/overlay street.
(Contingent upon Funding)
Overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(Measure C Funded)
Reconstruct/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.

C42
481
AGENDA ITEM NO. 12.
95000 2025-26 2026-27 2027-28 2028-29 2029-30
ACCT PROJECT LOCATION or Later DESCRIPTION

STREET IMPROVEMENTS
Barstow Avenue Improvements
Fowler to Armstrong 35,000 d
310,000 c
74302 Willow to Villa 1,400,000 c
74911 Brookhaven to Sunnyside 1,150,000 c
Bullard Avenue Improvements
74151 Minnewawa to DeWitt
250,000 c
Clovis Avenue Improvements
Sierra to Fifth 50,000 d
300,000 c
De Wolf Avenue Improvements
Bullard to Barstow 35,000 d
200,000 c
Fifth Street Improvements
Woodworth to Clovis 25,000 d
120,000 c
Fowler Avenue Improvements
Alluvial to Herndon 35,000 d
320,000 c
Overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(SB1 Funded)
Reconstruct/overlay street.
(Measure C Funded)
Restripe and modify the connection and
transition of Bullard to Fifth Street.
(Contingent upon Funding)
Overlay street.
(Contingent upon HUTA 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
482
AGENDA ITEM NO. 12.
95000 2025-26 2026-27 2027-28 2028-29 2029-30
ACCT PROJECT LOCATION or Later DESCRIPTION

STREET IMPROVEMENTS
Gettysburg Avenue Improvements
Temperance to Armstrong 60,000 d
570,000 c
Herndon Avenue Improvements
Armstrong to Temperance 60,000 d
850,000 c
76496 Villa to Clovis 85,000 d
1,100,000 c
Locan Avenue Improvements
Bullard to Barstow 30,000 d
335,000 c
Shaw to Barstow 30,000 d
320,000 c
Minnewawa Avenue Improvements
74059 Alluvial to Herndon
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
Overlay street.
(Contingent upon Funding)
Overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(SB1 Funding)
Reconstruct street.
(Contingent upon Funding)
Reconstruct/overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(Contingent upon Funding)
Reconstruct and Widening.
(RSTP Grant Funded)
Reconstruct/overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(Contingent upon Funding)
a = acquisition, c = construction, d = design, f = development fees.

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

C44
483
AGENDA ITEM NO. 12.
95000 2025-26 2026-27 2027-28 2028-29 2029-30
ACCT PROJECT LOCATION or Later DESCRIPTION

STREET IMPROVEMENTS
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
Nees Avenue Improvements
74427 Clovis to Sunnyside
550,000 c
Peach Avenue Improvements
Shepherd to Teague 45,000 d
440,000 c
Teague to Nees 35,000 d
290,000 c
74833 Ashlan to Gettysburg 1,050,000 c
Ashlan to Dakota 75,000 d
850,000 c
Pollasky Avenue Improvements
Third to Sierra 80,000 d
850,000 c
Shaw Avenue Improvements
Temperance to Locan 80,000 d
850,000 c
Reconstruct/overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(Contingent upon STBG Funding)
Street Widening.
(Contingent upon Funding)
Reconstruct street.
(Measure C Funded)
Overlay street.
(Contingent upon Funding)
Overlay street.
(Contingent upon Funding)
Reconstruct/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.

C45
484
AGENDA ITEM NO. 12.
95000 2025-26 2026-27 2027-28 2028-29 2029-30
ACCT PROJECT LOCATION or Later DESCRIPTION

STREET IMPROVEMENTS
Peach to Villa 80,000 d
850,000 c
Shepherd Avenue Improvement
Fowler to Temperance 70,000 d
1,900,000 c
Sierra Avenue Improvements
Villa to Clovis 75,000 d
1,050,000 c
Sunnyside Avenue Improvemen
Nees to Alluvial 85,000 d
935,000 c
Teague Avenue Improvements
74738 Willow to Peach
1,100,000 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
Reconstruct/overlay street.
(Contingent upon Funding)
Overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(SB1 Funded)
Overlay street.
(Contingent upon Funding)
Overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(Contingent upon Funding)
a = acquisition, c = construction, d = design, f = development fees.

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

C46
485
AGENDA ITEM NO. 12.
95000 2025-26 2026-27 2027-28 2028-29 2029-30
ACCT PROJECT LOCATION or Later DESCRIPTION

STREET IMPROVEMENTS
Third Street Improvements
74286 Clovis to Tollhouse 70,000 d
1,200,000 c
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 110,000 d 1,500,000 c
Sierra to Herndon 75,000 d
650,000 c
74513 Sierra to Bullard 700,000 c
74516 Bullard to Barstow 700,000 c
Overlay street.
(Contingent upon Funding)
Replace curb & gutter. Coordinate with
installation of water main.
(Contingent upon SB1 Funding)
Overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(Contingent upon STBG Funding)
Overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(Contingent upon STBG Funding)
Overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(Contingent upon Funding)
Reconstruct/overlay street.
(Contingent upon STBG Funding)
a = acquisition, c = construction, d = design, f = development fees.

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

C47
486
AGENDA ITEM NO. 12.
95000 2025-26 2026-27 2027-28 2028-29 2029-30
ACCT PROJECT LOCATION or Later DESCRIPTION

STREET IMPROVEMENTS
Local Streets
74995 Local Street Improvements 50,000 d 50,000 d 50,000 d 50,000 d 50,000 d Various Streets 1,500,000 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 25,000 d 25,000 d 25,000 d 25,000 d 25,000 d Improvements 300,000 c 300,000 c 300,000 c 300,000 c 300,000 c

TOTAL - STREET
IMPROVEMENTS 14,994,000 9,676, 000 13,440,000 9,705,000 17,878,000 Improve access ramps at the same
locations as the local street Improvement
project to satisfy ADA requirements.

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

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

C48
487
AGENDA ITEM NO. 12.
96000 2025-26 2026-27 2027-28 2028-29 2029-30
ACCT PROJECT LOCATION or Later DESCRIPTION
76010 Various Water Main 25,000 25,000 25,000 25,000 25,000 Replacement

WATER MAINS
Clovis Avenue 30,000 d
Gettysburg to Donner 85,000 c
76509 Sierra Avenue
DeWitt to SR168 140,000 c
Raw Water Main 3,640,000 c

SURFACE WATER SUPPLY
Rotary Park 50,000 d
Pump, Motor, Electrical and 300,000 c
Piping
76615 Railroad Park (Peach/Alluvial) 50,000 d
Pump, Motor, Electrical and 380,000 c
Piping
Cottonwood Park & Dry
Creek Trail 50,000 d
Pump, Motor, Electrical and 300,000 c
Piping

SURFACE WATER TREATMENT PLANT IMPROVEMENTS
77528 SWTP Pretreatment
1,600,000 c 11,000,000 c
Extend purple piping from Cottonwood to
Peach/Alluvial Park.

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

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

Replace 12 inch main in the current
alignment.

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

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

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

Install new raw water main in accordance
with the Water Master Plan.

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

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

C49
488
AGENDA ITEM NO. 12.
96000 2025-26 2026-27 2027-28 2028-29 2029-30
ACCT PROJECT LOCATION or Later DESCRIPTION

WATER CAPITAL PROJECTS - ENTERPRISE FUND
77531 SWTP Process Addition 1,420,000 d
9,500,000 c
I&C Arch. and Equipment 525,000 c Replace outdated equipment and software.

Replace aging control panel for intake screen
Canal Intake 41,000 c
MF Feed Pumps & Strainers 4,565,000 c
Pall MF System Upgrades 1,525,000 c
Chemical Stg. & Feed Facilities 1,790,000 c
High Service Pump Station VFD 2,355,000 c
Increased Power Supply 1,565,000 c
NE-SWTP Pump Station 550,000 c
Plan for replacement of aging pumps and
installation of crane
Miscellaneous operational enhancements
including replacement of chemical feeds
and valving.

Modification of piping and removal of
obsolete equipment. Installation of chemical
transfer pumps.

Installation of VFDs on two pumps at the
high service pump station. Modification to
on-site electrical.

Existing users portion of pump station to
provide reliability as a second source of
treated surface water.

Installation of new power supply to
accommodate the installation of Ozonation
in the future.

Add ozone treatment process to minimize
the positive bacteria and alleviate taste and
odor concerns.
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
489
AGENDA ITEM NO. 12.
96000 2025-26 2026-27 2027-28 2028-29 2029-30
ACCT PROJECT LOCATION or Later DESCRIPTION

WATER CAPITAL PROJECTS - ENTERPRISE FUND

WATER STORAGE FACILITIES
75126 Loma Vista Recharge Basin 1,000,000 c Develop master of acquired site for a joint recharge basin and park and construct the
park amenities.
77532 Water Storage Reservoir #6 250,000 d 3,900,000 c Add'l Reservoir at SE-SWTP

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

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

Drill and Develop
Pump and Motor Install pump and motor.

Chlorination Facilities Install chlorination facilities.

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

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

Install pump and motor, water main and site
improvements.

Install facilities f or 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.

C51
490
AGENDA ITEM NO. 12.
96000 2025-26 2026-27 2027-28 2028-29 2029-30
ACCT PROJECT LOCATION or Later DESCRIPTION

WATER CAPITAL PROJECTS - ENTERPRISE FUND
Well 35 - DeWitt/Santa Ana
Auxiliary Power 20,000 d Install auxiliary power.
123,000 c
Well T9
Gettysburg/Minnewawa 50,000 a
Drill and Develop 50,000 d Acquire property, drill and develop well. 550,000 c
Pump and Motor 20,000 d Install pump and motor.
525,000 c
Chlorination Facilities 170,000 c Install chlorination facilities. 77650 Well 6 Replacement 50,000 a Acquire property, drill and develop well.

Willow/Barstow Avenues 50,000 d
Drill and Develop 550,000 c
Pump and Motor 20,000 d Install pump and motor.
525,000 c
Chlorination Facilities 170,000 c Install chlorination facilities.

Various Well Replacement 45,000 d
730,000 c

TOTAL - WATER CAPITAL
PROJECTS - ENTERPRISE 2,030,000 8,411,000 3,530,000 11,168,000 27,700,000 Replacement of various wells within the
City to maintain water production.
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
491
AGENDA ITEM NO. 12.
97000 2025-26 2026-27 2027-28 2028-29 2029-30
ACCT PROJECT LOCATION or Later DESCRIPTION

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

MASTER PLANNING
Water Conveyance System
77091 Master Plan 25,000 d 25,000 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) 77539 Shaw Avenue 300,000 c
De Wolf to McCall
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.

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

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

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

Shaw widening Phase 2.

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.

C53
492
AGENDA ITEM NO. 12.
97000 2025-26 2026-27 2027-28 2028-29 2029-30
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 2,525,000 2,660,000 2,775,000 Debt Service Principal. 67201 Bond Handling Charges 31,000 10,000 10,000 Handling Charges. 67851 Interest & Handling Charges 398,000 272,000 139,000 Debt Service Interest.

Water Storage Reservoir #2 500,000 c
Villa n/o Barstow
Water Storage Reservoir #7
Northeast SWTP 17,000,000 c
Water Storage Reservoir #8
Friant-Kern Canal 500,000 d
9,000,000 c
78045 Water Storage Reservoir #9 9,500,000 c
Near Sunnyside & Perrin
Pump Station 1,225,000 c
77725 Water Development 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 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 7 million gallon water storage
tank at the Northeast SWTP.

Install a 5000 gpm Pump Station at
Water Storage Reservoir #9.

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.
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
493
AGENDA ITEM NO. 12.
97000 2025-26 2026-27 2027-28 2028-29 2029-30
ACCT PROJECT LOCATION or Later DESCRIPTION

WATER CAPITAL PROJECTS - DEVELOPER
Recharge Basin 8,000,000 a
Northwest Area 500,000 d
4,500,000 c
75126 Loma Vista Recharge Basin 3,000,000 c Develop master of acquired site for a joint recharge basin and park and construct the
park amenities.
(Developer Fees and Water Funding)
Recharge Basin 8,000,000 a
California State University Fresno Property 500,000 d
4,500,000 c

SURFACE WATER TREATMENT PLANT IMPROVEMENTS
77531 Southeast-SWTP Process Addition 800,000 d 5,300,000 c 77528 SWTP Pretreatment 540,000 d
5,290,000 c
Southeast-SWTP Pump Station
9,500,000 c
77532 Water Storage Reservoir #6 550,000
Additional Reservoir at SE-SWTP d 12,500,000 c
77536 Northeast SWTP 3,700,000 a 2,500,000 d
63,000,000 c
Northeast SWTP Pump Station
4,950,000 c
Add pretreatment to existing facilities to
maximize surface water allocation during
winter months.

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

Install a 22,000 gpm Pump Station at the
Northeast SWTP.

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

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

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

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

Acquire property and construct a 40 acre
recharge basin in the Northwest area.
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.
97000 2025-26 2026-27 2027-28 2028-29 2029-30
ACCT PROJECT LOCATION or Later DESCRIPTION

WATER CAPITAL PROJECTS - DEVELOPER

WELL IMPROVEMENTS
77605 Landscape Improvements 125,000 c
Well 29, 31, 36, 38, 42 and
Reservoir 4
77680 Well 39 - Willow/Magill
Pump and Motor 35,000 d
450,000 c
Chlorination 15,000 d Install chlorination facilities.
155,000 c
Well 44 - Willow/Shepherd 200,000 a Drill and develop well.

Drill and Develop 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
Well 44 - Willow/Shepherd
Auxiliary Power 20,000 d Install auxiliary power.
123,000 c
77600 Well 45 - Willow/Perrin 65,000 d
Drill and Develop 750,000 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
Install pump and motor, water main and site
improvements.

Install pump and motor, water main and site
improvements.

Install water service, backflow devices,
irrigation valves and landscaping at
Reservoir 4, Well 29, 31, 36, 38, and 42.
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.
97000 2025-26 2026-27 2027-28 2028-29 2029-30
ACCT PROJECT LOCATION or Later DESCRIPTION

WATER CAPITAL PROJECTS - DEVELOPER
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 13,434,000 23,002,000 16,052,000 3,070,000 183,838,000 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.
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 2025-26 2026-27 2027-28 2028-29 2029-30
ACCT PROJECT LOCATION or Later DESCRIPTION
81130 Clovis Landfill 150,000 c
Corrective Action Program
81180 Landfill Wireless Link 5,000 d
20,000 c
81120 Landfill Site Acquisition 20,000 a
Landfill Access Road 10,000 d
Pave Bridge Access Road 65,000 c
Landfill Security System 15,000 d
Install Chain Link Fence, Interior 185,000 c
Lighting and Video
81200 Villa Corporation Yard 5,000 d
Master Plan 80,000 c
81147 Clovis Landfill Liner
Liner System (Stage II) 300,000 d
5,000,000 c
Liner System (Stage III) 100,000 d
1,000,000 c
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.

Landfill expansion as needed for City
growth. Expansion estimated to occur in
2027 - 2028.

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

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

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 2025-26 2026-27 2027-28 2028-29 2029-30
ACCT PROJECT LOCATION or Later DESCRIPTION

COMMUNITY SANITATION IMPROVEMENTS - 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 0 75,000 300,000 0 17,080,000
30-year post closure monitoring and
maintenance. Estimate post closure to
occur in 2050.
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 2025-26 2026-27 2027-28 2028-29 2029-30 ACCT PROJECT LOCATION or Later DESCRIPTION
80098 First Time Home Buyer 390,000 100,000 100,000 100,000 100,000 Loans
(CalHome)
80099 Mobile Home Rehab 1,332,000 100,000 100,000 100,000 100,000 Home improvement and repair grants. (CalHome)
80100 Home Repair Loans/Grants 390,000 80,000 80,000 80,000 80,000 80101 First Time Home Buyer 257,000 100,000 100,000 100,000 100,000 Loans
(HOME Grant)
80105 Home Improvement 187,000 150,000 150,000 150,000 150,000 Home improvement and repair grants.

Grants (CDBG)
80170 Affordable Housing 1,100,000 150,000 150,000 150,000 150,000 Project
80171 Developer Project Loans 918,000 500,000 500,000 500,000 500,000

TOTAL - HOUSING AND
COMMUNITY DEVELOPMENT 4,574,000 1,180,000 1,180,000 1,180,000 1,180,000 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)
Assist low to moderate income families with
first home purchase.

Assist low to moderate income families with
first home purchase.

Gap financing for development of affordable
housing.
(Housing Trust Fund Program)
Gap financing for development of affordable
housing and deferral of Development Impact
Fees (DIF). (Housing Trust Fund Program /
PLHA Funding)

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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COMMUNITY INVESTMENT PROGRAM

GLOSSARY OF TERMS, ACRONYMS, & ABBREVIATIONS
a Property Acquisition
c Co
nstruction
d Design
f Development Fees
s Construction Supervision
u Underground Service Alert
N/O or n/o North of
S/O or s/o South of
E/O or e/o East of
W/O or w/o West of
ADA Americans with Disabilities Act. A federal act
requiring accessibility for the disabled to all facilities.

ATP Active Transportation Plan
BTA Bicycle Transportation Account
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.

I&C Arch. Instrumentati
on and Control Architecture
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.

MF Microfiltration
MGD Million Gallons per Day
NE-SWTP Northeast Surface Water Treatment Plant
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.

Raw Water A "raw water main pipe" refers to the pipeline used to transport untreated water from its source to a water
treatment plant or other location where it will be
processed.

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

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AGENDA ITEM NO. 12.

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

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

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

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

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

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

VFD Variable Frequency Drives
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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.
505
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 meeti ngs are open to the public and citizens are encouraged to attend and participate.

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

FRESNO COUNTY BOARD OF SUPERVISORS
Nathan Magsig, Supervisor Garry Bredefeld, Supervisor
Room 300, Hall of Records (Vice-Chairm
an)
2281 Tulare Street Room 300, Hall of Records
Fresno, CA 93721-2198 2281 Tulare Street
(559) 600-5000 Fresno, CA 93721-2198
(559) 600-2000
STATE

ASSEMBLY MEMBER
David J. Tangipa
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
Vince Fong
2187 Herndon Ave.

Clovis, CA 93611
(559) 701-2530

SENATORS
Alex Padilla
2500 Tulare St., Ste. 5290
Fresno, CA 93721
(559) 497-51
09 Adam B. Schiff
2500 Tulare St., Ste. 4290
Fresno, CA 93721
(559) 485-7430

FREQUENTLY CALLED NUMBERS
Emergency 911
City Hall Information (559) 324-20
00 Clovis Branch Library (559) 600-9531
Personnel Job Line (559) 324-2733
Utility Billing (559) 324-2130

CITY OF CLOVIS DEPARTMENTS
Administration (559) 324-2060
Animal Co
ntrol Officer (559) 324-2450
Building Inspection (559) 324-2390
City Clerk (559) 324-2060
Clovis of Clovis Recreation (559 ) 324-2780
Finance (559) 324-2130
Fire (559) 324-2200
General Services (559) 324-2769
Water/Sewer/Streets/Parks (559) 324-2600
Personnel (559) 324-2725
Planning/Development Services (559) 324-2340
Police (Non-Emergency) (559 ) 324-2400
Senior Services (559) 324-2750
Solid Waste (559) 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 2016 108,039 984,541
1960 5,546 365,945 2017 110,762 995,975
1970 22,133 413,329 2018 113,883 1,007,229
1980 33,021 514,621 2019 117,003 1,018,241
1990 49,300 667,490 2020 119,175 1,023,358
2000 70,746 805,005 2021 121,834 1,026,681
2010 95,480 923,373 2022 123,665 1,011,273
2013 99,983 952,166 2023 124,523 1,011,499
2014 102,188 964,040 2024 126,133 1,017,431
2015 104,339 972,297 2025 129,121 1,037,053
Source: City of Clovis, U.S. Bureaus of the Census, State Department of Finance

CLIMATE
2024 Average Daily Temperature (Degrees) Precip.

Maximum Minimum Average (Inches)
January 77.0 33.0 51.5 1.91
February 73.0 36.0 54.1 3.36
March 80.0 42.0 57.8 2.13
April 88.0 40.0 63.2 1.36
May 96.0 44.0 71.6 0.34
June 108.0 59.0 82.4 0.00
July 114.0 61.0 90.0 0.01
August 110.0 61.0 83.8 0.00
September 106.0 55.0 80.0 0.02
October 105.0 46.0 72.4 0.00
November 76.0 35.0 54.9 1.95
December 69.0 37.0 51.4 1.01
YEAR 114.0 33.0 67.8 12.09
Source: https://www.weather.gov/hnx/fatmain
AREA Year City of Clovis Year City of Clovis
(SQUARE
MILES) 1950 1.05 2015 24.15
1960 2.88 2016 24.36
1970 4.22 2017 24.40
1980 9.02 2018 25.50
1990 14.34 2019 25.50
2000 17.28 2020 25.91
2010 23.14 2021 25.98
2012 23.14 2022 25.98
2013 23.42 2023 27.33
2014 24.02 2024 27.84
Source: City of Clovis, Planning and Development Services A2
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AGENDA ITEM NO. 12.

RETAIL SALES INFORMATION
2024 Type of Business City of Clovis Fresno County
RETAIL SALES General Consumer Goods 717,028 3,484,910
(In Thousands Autos and Transportation 534,841 2,955,974 of Dollars) Building and Construction 232,936 1,191,124 Restaurants and Hotels 463,158 2,952,090
Fuel and Service Stations 163,475 1,545,209
Business and Industry 141,605 3,742,045
Food and Drugs 303,160 7,064,227
TOTAL 2,556,203 22,935,579
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 2016 1,790,890 14,184,097 SALES (In 1980 165,377 3,131,515 2017 1,852,313 14,755,751 Thousands of 1990 448,565 5,739,359 2018 1,936,041 15,386,256 Dollars) 2000 930,608 8,472,055 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 2014 1,582,858 13,277,800 2023 2,663,087 23,686,220 2015 1,708,193 14,189,429 2024 2,556,203 22,935,579 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 2015 38,927
1980 13,357 2016 39,624
1990 19,379 2017 40,607
2000 25,494 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
2014 38,016 2024 47,282
Source: City of Clovis, County of Fresno
NEW
DWELLING Year
Single Multiple Total
UNITS 2010 474 0 474
AUTHORIZED* 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
2024 595 15 610
Source: City of Clovis ACFR
Year City of Clovis
BUILDING 2010 193,394,000 $
PERMITS --- 2011 130,706,000
VALUATIONS* 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
2024 296,014,000
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)
2015-16 11,649,632 18.89% 114.00 33.24
2016-17 12,873,288 20.29% 123.38 35.15
2017-18 14,184,858 20.28% 131.29 36.57
2018-19 15,071,954 20.64% 136.08 37.49
2019-20 15,883,160 21.15% 139.47 38.11
2020-21 16,964,759 18.02% 144.99 38.56
2021-22 18,227,378 19.19% 152.95 39.52
2022-23 19,887,737 20.00% 163.24 40.71
2023-24 21,507,310 20.53% 170.51 41.39
2024-25 (EST) 22,760,000 19.44% 176.27 41.57
2025-26 (EST) 24,540,000 17.42% 187.16 43.42
10 20
30 40
50 60
2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026
Dollars

PROPERTY TAXES-PER CAPITA
Constant Dollars 2016-2026
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AGENDA ITEM NO. 12.

REVENUE BY CATEGORY

GENERAL FUND & MEASURE Y FUND

SALES TAX
% OF PER CAPITA

AMOUNT TOTAL PER (ADJUSTED

RECEIVED REVENUE CAPITA FOR INFLATION)
2015-16 19,119,633 31.00% 187.10 54.55
2016-17 19,675,483 31.01% 188.57 53.72
2017-18 20,425,341 29.20% 189.06 52.66
2018-19 21,597,179 29.58% 194.99 53.72
2019-20 22,393,757 29.82% 196.64 53.73
2020-21 27,526,307 29.24% 235.26 62.57
2021-22 31,105,966 32.74% 261.01 67.44
2022-23 30,238,078 30.41% 248.19 61.89
2023-24 29,516,137 28.18% 234.01 56.80
2024-25 (EST) 35,028,000 29.91% 271.28 63.98
2025-26 (EST) 55,783,000 39.59% 425.43 98.71
40 50
60 70
80 90
100
110
2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026
Dollars

SALES TAX-PER CAPITA
Constant Dollars 2016-2026
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AGENDA ITEM NO. 12.

CITY OF CLOVIS

PRINCIPAL EMPLOYERS
JUNE 30, 2024
Approximate
Employer Number of Employees
Clovis Unified School District 5,228
Clovis Community Hospital 2,988
County of Fresno 1,874
Wal-Mart 890
City of Clovis 767
Wawona Frozen Foods 735
Anlin Industries 526
Costco 435
Target 406
Cen Cal Builders 350
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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 Ac t 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 leas t 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 t hey 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.

ADU – Accessory Dwelling Unit.

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

AI – Artificial Intelligence.

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”.

Beginning Fund Balance - As shown in the budget,
an amount representing the balance remaining at the
end of the previous fiscal year; the total of resources less the amount spent.

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.

B.O.O.T. – A non-profit organization that’s dedicated
to promoting Old Town Clovis as a major destination
point.

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.

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AGENDA ITEM NO. 12.

A9
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 low-
income households to become or remain
homeowners.

Cal OES - California Office of Emergency Services.

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

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

CalPERS - California Public Employees’ Retirement
System.

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.

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.

CFIT - Clovis Fire Investigations Team.

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.

Contingency – An appropriation of funds to
cover unforeseen events that occur during the
fiscal year. Uses of such appropriations require
approval by City Council.

CPI (Consumer Price Index) - An index measuring
the change in the cost of typical wage-
earner purchases of goods and servic es
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 Assoc
iation.

CPTA - Clovis Professional & Technical Association.

CPWEA - Clovis Public Works
Employee Association.

CQI - Continuous Quality Improvement.

CSS – Citizen Self-Service.

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 cos
t of plant
assets that is deducted from revenue for ass et
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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.

Ending Fund Balance – The amount representing
the difference between the resources received by the
fund compared to the amount spent in the fund.

Becomes the subsequent year’s beginning balance
Enterprise Fund - Enterprise funds are used to
accou
nt 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 are 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.

FTA - Federal Transit Administration.

FTO - Field Training Officer.

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

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

GAAP - Generally Accepted Accounting Principles.

GASB - Governmental Accounting Standards Board.

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

GrayKey - A forensic device designed for access
and extraction of encrypted data from mobile
devices.

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.

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).

I&C Arch. - Instrumentation and Control
Architecture.

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.

IT – Information Technology.

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.

Measure Y - Local 1% transactions and use tax
(sales tax) used to fund public safety, keeping Clovis
safe and clean, retaining small businesses and jobs,
protecting local drinking water, repairing streets and
roads, addressing homelessness, maintaining youth
and parks programs, othe r general services, and
providing public spending disclosure approved by
voters on November 5, 2024.

MF - Microfiltration.

MIZO – Mixed Income Zoning Ordinance.

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

NE-SWTP - Northeast Surface Water Treatment
Plant.

NextGen 911 - NG911 is a digital, internet protocol
(IP)-based system that will replace the analog 911
infrastructure that’s been around for decades.

NIBRS - National Incident-Based Reporting System.

NIMS - National Incident Management System.

NKGSA - North Kings Groundwat er Sustainability
Agency.

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

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

NRC - Non-Residential Construction.

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.

Ordinance – A formal legislative enactment by City
Council. It has the full force and effect of law within City boundaries unless pre-empted by a higher form
of law. An ordinance has a higher legal standing than
a resolution.

Organic Waste (Organics) – Senate Bill 1383
requires a 75% reduction in organic waste disposal
by 2025, with all residents, businesses, and
multifamily complexes required to separate food
waste and yard waste from trash in a separate
container.

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.

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

PI - Program Income. Account to track all
repayments of CalHome Loan principal and interest.

Funds in this account shall only be used for CalHome
program eligible activities.

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 arguments on a specific matter.

Raw Water - A "raw water main pipe" refers to the
pipeline used to transport untreated water from its
source to a water treatment plant or other location
where it will be processed.

REAP - Retention, Expansion, & Attraction Program.

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

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

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

SIEM - Security Information and Event Management.

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.

Special Revenue Fund - A fund used to account for
receipts from revenue sources that have been
earmarked for specific activities and related
expenditures.

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.

STG - Storage.

Streetscape - The visual elements of a street that
defines its character, including building façade,
landscaping, sidewalks, st reet furniture, signs,
lighting, etc.

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

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

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

SWAT - Special Weapons and Tactics.

SWTP - Surface Water Treatment Plant.

SY – Square Yard.

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

TDA - Transportation Development Act.

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.

UPS – Uninterruptable Power Supply.

USAR – Urban Search and Rescue.

VFD - Variable Frequency Drives.

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.

Zetron - A critical communications technology
company.

ZEV - Zero-Emission Vehicles.
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AGENDA ITEM NO. 12.

Clovis City CouncilJune 2, 2025

Clovis City Council
June 2, 2025