June 09, 2025 - 1 - 2:23 PM A G E N D A • C I T Y C O U N C I L M E E T I N G
June 9, 2025 6:00 PM Council Chamber
In compliance with the Americans with Disabilities Act, if you need special assistance to access the City Council Chamber to participate at this meeting, please contact the City Clerk or General Services Director at (559) 324 -2060 (TTY – 711). Notificatio n 48 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to the Council Chamber.
The Clovis City Council meetings are open to the public at the physical address listed above. There are numerous ways to participate in the City Council meetings: you are able to attend in person; you may submit written comments as described below; and you may view the meeting which is webcast and accessed at www.cityofclovis.com/agendas.
Written Comments
Members of the public are encouraged to submit written comments at:
www.cityofclovis.com/agendas at least two (2) hours before the meeting (4:00 p.m.). You will be prompted to provide:
Council Meeting Date
Item Number
Name
Email
Comment
Please submit a separate form for each item you are commenting on.
A copy of your written comment will be provided to the City Council noting the item number.
If you wish to make a verbal comment, please see instructions below.
Please be aware that any written comments received that do not specify a particular agenda item will be marked for the general public comment portion of the agenda.
If a written comment is received after 4:00 p.m. on the day of the meeting, efforts will be made to provide the comment to the City Council during the meeting. However, staff cannot guarantee that written comments received after 4:00 p.m. will be provided to City Council during the meeting. All written comments received prior to the end of the meeting will be made part of the record of proceedings.
Council Chamber, 1033 Fifth Street, Clovis, CA 93612 (559) 324-2060 www.cityofclovis.com
1 June 09, 2025 - 2 - 2:23 PM CAMPAIGN CONTRIBUTION PROHIBITIONS AND MANDATORY DISCLOSURE – Pursuant to Government Code section 84308, a Councilmember shall not accept, solicit, or direct a campaign contribution of more than $500 from any party or their agent, or from any participant or their agent, while a proceeding involving a license, permit, contract, or other entitlement for use is pending before the City or for 12 months after a final decision is rendered in that proceeding. Any Councilmember who has received a campaign contribution of more than $500 within the preceding 12 months from a pa rty or their agent, or from a participant or their agent, must disclose that fact on the record of the proceeding and shall not make, participate in making, or in any way attempt to use their official position to influence the decision.
Pursuant to Government Code section 84308, subdivision (e), any party to a covered proceeding before the City Council is required to disclose on the record of the proceeding any campaign contribution, including aggregated contributions, of more than $500 made within the pre ceding 12 months by the party or their agent to any Councilmember. The disclosure shall be made as required by Government Code Section 84308, subdivision (e)(1) and California Code of Regulations, Title 2, section 18438.8. No party or their agent, and no p articipant or their agent, shall make a campaign contribution of more than $500 to any Councilmember during the covered proceeding or for 12 months after a final decision is made in that proceeding. The foregoing statements do not constitute legal advice, and parties and participants are urged to consult with their own legal counsel regarding the applicable requirements of the law.
CALL TO ORDER
FLAG SALUTE - Mayor Pro Tem Pearce
ROLL CALL
PUBLIC COMMENTS - This is an opportunity for the members of the public to address the City Council on any matter within the City Council’s jurisdiction that is not listed on the Agenda. In order for everyone to be heard, please limit your comments to 3 minutes or less, or 10 minutes per topic. Anyone wishing to be pl aced on the Agenda for a specific topic should contact the City Manager’s office and submit correspondence at least 10 days before the desired date of appearance.
CONSENT CALENDAR - Items considered routine in nature are to be placed upon the Consent Calendar. They will all be considered and voted upon in one vote as one item unless a Councilmember requests individual consideration. A Councilmember’s vote in favor of the Consent Calendar is considered and recorded as a separate affirmative vote in favor of each action listed. Motions in favor of adoption of the Consent Calendar are deemed to include a motion to waive the reading of any ordinance or resolution on the Consent Calendar. For adoption of ordinances, only those that have received a unanimous vote upon introduction are considered Consent items.
1. Administration - Approval - Minutes from the June 2, 2025, Council Meeting.
2. Administration – Receive and File – Economic Development Corporation Serving Fresno County Quarterly Report, Q3 January - March 2025.
3. Planning and Development Services – Approval – Award Design Professional Services for CIP 23-22, Clovis Alternate Dispatch Center at Loma Vista to PBK in the amount of $357,000.00; and Authorize the City Manager to execute the contract on behalf of the City.
2 June 09, 2025 - 3 - 2:23 PM
4. Planning and Development Services – Approval – Bid Award for CIP 19-18 Gettysburg Avenue Street Improvements to Terra West Construction, Inc., in the amount of $915,455.00; and Authorize the City Manager to execute the contract on behalf of the City.
5. Planning and Development Services – Approval – Bid Award for CIP 21-15 Armstrong Avenue Street Improvements to Doug Ross, Inc., DBA Central Valley Asphalt, in the amount of $562,298.00; and Authorize the City Manager to execute the contract on behalf of the City.
6. Public Utilities – Approval – Award Non-Exclusive Franchise Agreements for Hauling of Construction and Demolition Debris, and Update the City’s Approved Hauler List.
PUBLIC HEARINGS - A public hearing is an open consideration within a regular or special meeting of the City Council, for which special notice has been given and may be required. When a public hearing is continued, noticing of the adjourned item is required as per Government Code 54955.1.
7. Consider Approval - Res. 25___, 2025-2026 City of Clovis Annual Budget, Five Year Capital Improvement Program, Measure Y, and Infor mation regarding the Clovis Successor Agency. (Continued from the June 2, 2025, meeting)
Staff: Jay Schengel, Finance Director/Andrew Haussler, City Manager Recommendation: Approve
ADMINISTRATIVE ITEMS - Administrative Items are matters on the regular Ci ty Council Agenda other than Public Hearings.
8. Consider Adoption - Ord. 25-08, Adding Chapter 5.36 to Title 5, of the Clovis Municipal Code Pertaining to Regulation of Commercial Grade Scrap Metal. ( Vote: 4 -1 with Councilmember Basgall voting no)
Staff: Briana Parra, City Clerk
Recommendation: Adopt
9. Consider and Provide Direction – Overview of signage code allowances and prohibitions pertaining to electronic freestanding/billboard signs.
Staff: George González, City Planner
Recommendation: Provide Direction
CITY MANAGER COMMENTS
COUNCIL COMMENTS
CLOSED SESSION - A “closed door” (not public) City Council meeting, allowed by State law, for consideration of pending legal matters and certain matters related to personnel and real estate transactions.
10. Government Code Section 54957.6
CONFERENCE WITH LABOR NEGOTIATORS
Agency designated representatives: Andrew Haussler, Paul Armendariz, Amy Hance, Jay Schengel, Scott Cross
Employee organization: All bargaining units
3 June 09, 2025 - 4 - 2:23 PM
11. Government Code Section 54957
PUBLIC EMPLOYEE PERFORMANCE EVALUATION
Title: City Manager
RECONVENE INTO OPEN SESSION AND REPORT FROM CLOSED SESSION
ADJOURNMENT
FUTURE MEETINGS
Regular City Council Meetings are held at 6:00 P.M. in the Council Chamber. The following are future meeting dates:
June 16, 2025 (Mon.)
July 7, 2025 (Mon.)
July 8 - Aug. 3 Summer Recess
August 4, 2025 (Mon.)
4 PRELIMINARY - SUBJECT TO APPROVAL
CLOVIS CITY COUNCIL MEETING
June 2, 2025 6:00 P.M. Council Chamber
Meeting called to order by Mayor Mouanoutoua at 6:00
Flag Salute led by Councilmember Bessinger
Roll Call: Present: Councilmembers Ashbeck, Basgall, Bessinger, Mayor Pro Tem Pearce Mayor Mouanoutoua
PUBLIC COMMENTS – 6:01
The following individuals addressed the Council regarding the California Interscholastic Federation (CIF) Championships held at Clovis North High School:
Josh Fuller, resident
Denny Boyles, former Planning Commissioner
Danell Black, Licensed Professional Clinical Counselor and resident Kendra Devegen, resident
Stetler Brown, resident and LGBTQ+ advocate
David Rowell, resident
Eric Rollins, resident
Nasreen Johnson, State Center Community College District Trustee Bill Scott, resident
Brian Wilson, resident
Dr. Jeni-Ann Kren, resident
Kay Errotabere, resident
Belva Mays, resident, spoke to how great Fire Station #2 is and expressed her appreciation to the Council.
Mayor Mouanoutoua acknowledged for the record that two written public comments were received regarding the California Interscholastic Federation (CIF) Championships held at Clovis North High School and one written public comment was received regarding Catalytic Converters Unlawful Possession Ordinance.
CONSENT CALENDAR – 6:35
Upon call, there was no public comment.
Motion by Councilme mber Ashbeck, seconded by Councilmember Bessinger, that the items on the Consent Calendar be approved. Motion carried by unanimous vote.
1. Administration - Approval - Minutes from the May 19, 2025, Council Meeting, and Minutes from the May 27, 2025, Special Council Meeting.
2. Finance - Approval - Res. 25 -54, A Resolution of Intention (ROI) to Annex Territory (Annexation #76) (T6452 Northwest Corner Sunnyside/Perrin, T6467 Southeast Corner 5 AGENDA ITEM NO. 1.
PRELIMINARY - SUBJECT TO APPROVAL
Minnewawa/Perrin, T6375 Northeast Corner Minnewawa/Shepherd), to the Community Facilities District (CFD) 2004 -1 and to Au thorize the Levy of Special Taxes Therein and Setting the Public Hearing for July 7, 2025.
3. General Services - Approval – Res. 25 -55, Authorizing Amendments to the City’s Classification Plan by Revising the Traffic Signal Operations Specialist Classification in the Planning and Development Services Department.
4. General Services – Approval – Res. 25 -56, Authorizing Amendments to the City’s Classification and Compensation Plans Adding a Deputy Fire Marshal Classification with a Salary Range of $9,642 to $11,720 per month.
5. General Services – Approval – Res. 25 -57, Authorizing Amendments to the City’s Classification and Compensation Plans by Revising the Transit Manager Classification and the Deputy General Services Director Classification and adopting th e Transit Compliance and Grants Management Officer Classification with a Salary Range of $8,235 to $10,010 per month in the General Services Department; and Approval – Res. 25-58, Authorizing Amendments to the City’s Position Allocation Plan by deleting two (2) Management Analyst positions and adding two (2) Transit Compliance and Grants Management Officer positions within the General Services Department.
6. General Services – Approval – Authorize the City Manager to Execute a 36-month Janitorial Services Contract with Environmental Control for the term of August 1, 2025, through July 31, 2028, in the amount of $1,756,605.62.
7. General Services – Approval – Res. 25-59, Approval of a Memorandum of Understanding between the City of Clovis and the Confidential Technical and Financial Professional.
8. Planning and Development Services – Approval – Res. 25 -60, Adopt a list of projects funded by Senate Bill 1: The Road Repair and Accountability Act.
9. Planning and Development Services – Approval – Consultant List from which Professional Consultants may be selected for Fiscal Year 2025-2026.
10. Public Utilities – Approval – Continue Emergency Authorization for the City Manager to Approve and Sign a Contract for Emergency Water Main Repairs in an amount not to exceed $250,000, Pursuant to Public Contract Code Section 22050.
PUBLIC HEARINGS – 6:36
6:36 ITEM 11 - Consider Introduction – Ord. 25-08, Adding Chapter 5.36 to Title 5, of the Clovis Municipal Code Pertaining to Regulation of Commercial Grade Scrap Metal.
David Rowell, resident, supported the proposed ordinance.
Brian Wilson, resident, raised a concern about brass fire department connections being stolen, suggesting that brass should also be included in the ordinance due to its high resale value.
Bill Scott, resident, expressed concern that the ordinance doesn't account for legitimate reuse scenarios, potentially putting well-meaning individuals at risk of legal trouble.
Steven Trevino, resident, voiced concerns about uncertainty and questioning i ts clarity and fairness especially regarding assumptions about individuals' behavior.
Motion for approval by Mayor Pro Tem Pearce seconded by Councilmember Bessinger. Motion carried by 4-1 with Councilmember Basgall voting no.
6 AGENDA ITEM NO. 1.
PRELIMINARY - SUBJECT TO APPROVAL
6:58 ITEM 12 - Consider Approval - Res. 25-XX, 2025-2026 City of Clovis Annual Budget, Five Year Capital Improvement Program, Measure Y, and Information regarding the Clovis Successor Agency. (Continued from the May 19, 2025, meeting)
Steven Trevino, resident, asked whether any funding or plans are designated for improving older neighborhoods.
Brian Wilson, resident, expressed confusion about budget figures for the police department over several years and questioned how Measure Y funds and general fund allocat ions are being distributed.
Motion by Councilmember Bessinger, seconded by Councilmember Ashbeck to continue the Annual Budget adoption to June 9, 2025. Motion carried 3-2 with Mayor Pro Tem Pearce and Mayor Mouanoutoua voting no.
CITY MANAGER COMMENTS – 7:14
City Manager Haussler provided the following updates: Clovis Mobile Rec June Park Tour Schedule begins, and applications are now being accepted for both the Youth Commission and the Measure Y Oversight Committee.
COUNCIL COMMENTS – 7:14
There was no formal Council direction for staff.
CLOSED SESSION – 7:33
Upon call, there was no public comment.
ITEM 13 - GOVERNMENT CODE SECTION 54957.6
Conference with Labor Negotiators Agency Designated Representatives: Andrew Haussler, Paul Armendariz, Amy Hance, Jay Schengel, Scott Cross
Employee Organization: All Bargaining Units
ITEM 14 - GOVERNMENT CODE SECTION 54956.9(D)(4)
Conference with Legal Counsel - Anticipated Litigation Deciding Whether to Initiate Litigation One Potential Case
RECONVENE INTO OPEN SESSION AND REPORT FROM CLOSED SESSION
No action taken.
ADJOURNMENT
Mayor Mouanoutoua adjourned the meeting of the Council to June 2, 2025.
Meeting adjourned: 8:10 p.m.
7 AGENDA ITEM NO. 1.
PRELIMINARY - SUBJECT TO APPROVAL
______________________________ ________________________________ Mayor City Clerk
8 AGENDA ITEM NO. 1.
TO: Mayor and City Council
FROM: Administration
DATE: June 9, 2025
SUBJECT: Administration – Receive and File – Economic Development Corporation Serving Fresno County Quarterly Report, Q3 January - March 2025.
ATTACHMENTS: 1. EDC Quarter 3 Report, January - March 2025
RECOMMENDATION
That the City Council receive and file the Quarter 3 Report, January – March 2025, from the Economic Development Corporation serving Fresno County.
EXECUTIVE SUMMARY
The Economic Development Corporation serving Fresno County (EDC) has submitted their Quarter 3 Report of activities for the City Council to receive and file, as required per the 2024 - 2025 Agreement with the City.
BACKGROUND
In September 2024, the City of Clovis and the EDC entered into a contract for the 202 4-2025 fiscal year to provide regional marketing and business services to Clovis businesses. The contract provides for $40,000 in baseline funding and provides $10,000 for focused outreach and project support for the City of Clovis in developing the Five Year Comprehensive Economic Development Strategy plan update. This allows Clovis to be part of a regional effort in attracting commercial and industrial businesses to Clovis. Attached is a report detailing the progress of their activities in Q3 serving Clovis businesses, including:
The kick-off of a workforce development effort taking place at Clovis Community College, Herndon Campus, where 31 students started training in the following programs:
o Administrative Assistant
o Truck Driving
o Human Resources Assistant
Promotion and implementation of PG&E’s Economic Development Rate (EDR) Partnerships with members of the Clovis Chamber of Commerce New Employment Opportunities (NEO) job placements
9 AGENDA ITEM NO. 2.
FISCAL IMPACT
The City will forward the Quarter 3 installment payment to EDC. The funds were budgeted in the fiscal year budget.
REASON FOR RECOMMENDATION
The attached report meets the requirements established in the 2024-2025 Agreement between the EDC and the City of Clovis.
ACTIONS FOLLOWING APPROVAL
Staff will file the report and send payment to the EDC.
CONFLICT OF INTEREST
None.
Prepared by: Chad McCollum, Economic Development, Housing, and Communications Director
Reviewed by: City Manager AH
10 AGENDA ITEM NO. 2.
CITY OF CLOVIS
QUARTERLY REPORT
Quarter 3, Fiscal Year 2025
Growing the California Dream
ATTACHMENT 1
11 AGENDA ITEM NO. 2.
FRESNO COUNTY EDC | Q3 2025
2 $122,000+
7 CLOVIS BASED
NEO JOB PLACEMENTS 5
NEW AND RENEWED NEO
EMPLOYERS
CLOVIS CHAMBER: W AKE UP CLOVIS
EDC President/CEO Will Oliver and Business Development Specialist Cody Laird were honored to serve as the keynote spea ker at Wake-up Clovis, where they introduced Clovis Chamber members to essential EDC programs and services in March.
Their presentation emphasized recent successes,
ĮìďœÆĮðĊæ ĮĨÐÆðťÆ ÐŘĉĨăÐĮ ďå
ăďŒðĮ ÅķĮðĊÐĮĮÐĮ
ÅÐĊÐťĴðĊæ åīďĉ ĴīæÐĴÐÌ ðĊÆÐĊĴðŒÐĮ ăðāÐ tÐĮĴķīĊĴ tÐĮðăðÐĊÆÐæīĊĴĮșq:ɪ'ȸĮ'ÆďĊďĉðÆ#ÐŒÐăďĨĉÐĊĴtĴÐ
ȧ'#tȨșĊÌUÐœ'ĉĨăďřĉÐĊĴZĨĨďīĴķĊðĴðÐĮȧU'ZȨȘ
UďĴÅăÐĮķÆÆÐĮĮĮĴďīðÐĮðĊÆăķÌÐÌValley Chrome Plating
and Burning Sun Brewery ș ÅďĴì ďå œìðÆì ÐååÐÆĴðŒÐăř ķĴðăðšÐÌ q:ɪ' ðĊÆÐĊĴðŒÐ ĨīďæīĉĮ Ĵď ÐĊìĊÆÐ ĴìÐðī æīďœĴì ĊÌ ďĨÐīĴðďĊă ÐŨÆðÐĊÆřȘ }ìÐ '#
ìĮ ÅÐÐĊ
able to secure over $1 millionðĊðĊÆÐĊĴðŒÐĮåďī
ìĉÅÐī
members in the past year.
ZķīĨīĴĊÐīĮìðĨœðĴìĴìÐ
ìĉÅÐīðĮÆīķÆðăĴďďķīœďīāȘ}ìĊā řďķĴď:īÐæUÐœĉĊ ĊÌìðĮĴÐĉåďīÆďĊĴðĊķďķĮăřœďīāðĊæăďĊæĮðÌÐķĮĴďĮķĨĨďīĴ ăďŒðĮÅķĮðĊÐĮĮÐĮȝ
Q3 BY THE NUMBERS
23 CLIENTS SERVED
REINVESTED IN CLOVIS NEO
BUSINESSES, Q3 2025
12 AGENDA ITEM NO. 2.
FRESNO COUNTY EDC | Q3 2025
3 WORKFORCE TRAINING UPDATES
GOOD JOBS TRAININGS AT CLOVIS COMMUNITY COLLEGE HERNDON CAMPUS AĊsǢǡǟǡǤșǢǠĮĴķÌÐĊĴĮĮĴīĴÐÌĴīðĊðĊæĴ
ăďŒðĮ
ďĉĉķĊðĴř
ďăăÐæÐ>ÐīĊÌďĊ
ĉĨķĮÆīďĮĮĴìÐåďăăďœðĊæĨīďæīĉĮȚ
• Administrative Assistant: 11 students began training in January 2025. All 11 completed the program and are currently receiving job placement assistance • Truck Driving Training: 13 students started training in February 2025 and are currently working towards securing Commercial Class A licenses.
• Human Resources Assistant: ǦĮĴķÌÐĊĴĮĮĴīĴÐÌĴīðĊðĊæðĊTīÆìǡǟǡǤĊÌīÐÐŘĨÐÆĴÐÌĴď complete training in May 2025.
BUSINESS SERVICES HIGHLIGHTS
SEMICONDUCTOR ROUNDTABLE
9īÐĮĊď
ďķĊĴř'#
ș}ìÐ
ðĴřďå
ăďŒðĮș}ìÐ
ðĴřďå9īÐĮĊďșĊÌ 9īÐĮĊďwĴĴÐìÐăÌĉÐÐĴðĊæĴďÌðĮÆķĮĮĮĴīĴÐæðÐĮĴďÆďĊĴðĊķÐ ĨďĮðĴðďĊðĊæĴìÐīÐæðďĊĮĨďĴÐĊĴðăăĊÌðĊæĨăÆÐåďīÆďĉĨĊðÐĮðĊĴìÐĮÐĉðÆďĊÌķÆĴďīðĊÌķĮĴīřȘ}ìÐæīďķĨÌðĮÆķĮĮÐÌĨīðďīðĴř ĮÐæĉÐĊĴĮðĊĴìÐĮÐĉðÆďĊÌķÆĴďīĮķĨĨăřÆìðĊșăďÆăðĊðĴðĴðŒÐĮĴìĴĨďĮðĴðďĊĴìÐīÐæðďĊĮĊĴĴīÆĴðŒÐĨăÆÐåďīĮÐĉðÆďĊÌķÆĴďī ťīĉĮșĊÌĨīÐĨīĴðďĊÐååďīĴĮìÐÌďåw'TA
ZUÐĮĴǡǟǡǤȘ
}ìÐ '#
ÆďĊĴðĊķÐĮ Ĵď åÆðăðĴĴÐ īÐæķăī ĉÐÐĴðĊæĮ œðĴì ĴìÐ ĨīĴĊÐīĮ ðĊŒďăŒÐÌ Ĵď ÐĊĮķīÐ ăðæĊĉÐĊĴ ðĊ ďķī œďīā Ĵď ĴĴīÆĴ companies that will provide regional economic impacts and high-quality career opportunities to local residents. 2025 STEP ENERGY SUMMIT
Fresno County EDC partnered with the Fresno State Transportation Institute to support the 2025 S.T.E.P. Summit by organizing a dedicated track on hydrogen energy.
'#
ÆďďīÌðĊĴÐÌĴœďĮÐĮĮðďĊĮȚ>řÌīďæÐĊðĊ
ăðåďīĊðȚ
ķīīÐĊĴqīďþÐÆĴĮĊÌ
9ķĴķīÐqďĮĮðÅðăðĴðÐĮșĉďÌÐīĴÐÌÅř
'ZðăăZăðŒÐīșĊÌUŒðæĴðĊæĴìÐ
ďĉĨăÐŘ
ďīăÌďå>řÌīďæÐĊ'ĊÐīæřȚqďăðÆðÐĮɪqīďæīĉĮșAĊŒÐĮĴĉÐĊĴșĊÌ}ÐÆìĊďăďæřȘ }ìÐĴīÆāăĮďåÐĴķīÐÌāÐřĊďĴÐĮĨÐāÐīåīďĉĴìÐ>řÌīďæÐĊ9ķÐă Ðăă
qīĴĊÐīĮìðĨĊÌæķðÌÐÌĴďķīďåĴìÐ>ǡ
ǡĨīďÌķÆĴðďĊåÆðăðĴřðĊNÐīĉĊȘ
ĉďĊæĴìÐĴĴÐĊÌÐÐĮœĮ
ăďŒðĮTřďīďĊæTďķĊďķĴďķșœìďĮÐĨīĴðÆðĨĴðďĊìÐăĨÐÌåÆðăðĴĴÐĉÐĊðĊæåķăÆďĊĊÐÆĴðďĊ œðĴì>ǡ
ǡȘ}ìðĮĨīĴĊÐīĮìðĨķĊÌÐīĮÆďīÐĮ'#
ȸĮďĊæďðĊæÐååďīĴĮĴďĮķĨĨďīĴÆăÐĊÐĊÐīæřðĊĊďŒĴðďĊðĊĴìÐīÐæðďĊȘ
CLIENTS SERVED
Services provided include, but are not limited to: Direct Outreach, Technical Assistance, Retention and Expansion Services, and Workforce Development.
A Mind Above
Accounting America, Inc.
Bread and Butter
Burning Sun Brewing
CALBEC
ăďŒðĮ
ìĉÅÐīďå
ďĉĉÐīÆÐ
īďœĊÌďăå
#ÐĊĊřȸĮ
9ĉðăř'ŘĨīÐĮĮOO
:ďďÌœðăăAĊÌķĮĴīðÐĮ
>ðæìqÐīåďīĉĊÆÐÆÌÐĉř
Ice Ice Dossy LLC
LÐÅȸĮ
ăķÐÅÐīīř>ðăă
Magnolia Crossing LLC
TÐřÐīĮ9ăÐÐĴOO
#
:ďðĊæqăÆÐĮ
SMS Services Inc.
Spoon and Fork Catering
wķĉĉÐī9ďŘ
īÐœðĊæ
Temple Health and Wellness LLC
Underground Boring Systems, Inc.
Valley Chrome Plating Inc.
Vigilant Private Security
Wawona Frozen Foods
13 AGENDA ITEM NO. 2.
TO: Mayor and City Council
FROM: Planning and Development Services Department
DATE: June 9, 2025
SUBJECT: Planning and Development Services – Approval – Award Design Professional Services for CIP 23-22, Clovis Alternate Dispatch Center at Loma Vista to PBK in the amount of $357,000.00; and Authorize the City Manager to execute the contract on behalf of the City.
ATTACHMENTS: 1. Vicinity Map
RECOMMENDATION
1. For the City Council to award Design Professional Services for CIP 23-22, Clovis Alternate Dispatch Center at Loma Vista to PBK in the amount of $357,000.00 and
2. For the City Council to authorize the City Manager to execute the contract on behalf of the City.
EXECUTIVE SUMMARY
Staff is recommending that City Council award the Agreement for Architectural Services to PBK, who ranked number one after the consultant selection process, and authorize the City Manager to execute the contract on behalf of the City.
The project consists of the design of the Clovis Alternate Dispatch Center, including the dispatch center, site development, and landscaping. It is anticipated that the design of the project will be completed January 2026 and will go out to bid for construct ion immediately after design completion.
BACKGROUND
Staff issued a Request for Proposal (RFP) on March 10, 2025 for Architectural and Engineering Services for the design of the Clovis Alternate Dispatch Center at Loma Vista.
The City received proposals f rom four qualified firms. City Staff individually scored the written proposal submissions and interviewed all four firms. PBK met all the qualifications required by the RFP and were ranked number one after the consultant selection process.
14 AGENDA ITEM NO. 3.
FISCAL IMPACT
This project was budgeted in the 2024 -2025 Community Investment Program. The project is supported by Development Fees through the City Community Investment Program.
REASON FOR RECOMMENDATION
PBK met all the qualifications of the RFP and ranked number one after the consultant selection process. There are sufficient funds available for the anticipated cost of this project.
ACTIONS FOLLOWING APPROVAL
1. Staff will execute an Agreement for Architectural Services with PBK to provide professional design services for CIP 23-22, Clovis Alternate Dispatch Center at Loma Vista.
2. PBK will begin design services immediately after contract execution.
CONFLICT OF INTEREST
None.
Prepared by: Benjamin Little, Engineer II
Reviewed by: City Manager AH
15 AGENDA ITEM NO. 3.
0 1 20.5
Miles
International
Shaw
Gettysburg
Copper
Dakota
Behymer
Perrin
Shepherd
T eague
Nees
Sierra
Bullard
Barstow
Ashlan
DockeryThompsonHighlandLeonardDeWolfLocanT emperanceArmstrongFowlerSunnysideClovisMinnewawaPeachWillow Shields
Alluvial
Herndon
McCall
VICINITY MAP
Legend
City Limits
Sphere of Influence
CIP 23-22 Clovis Alternate Dispatch Center at Loma Vista Benjamin Little
Print Date: May 22, 2025
PROJECT
LOCATION
Attachment 1
16 AGENDA ITEM NO. 3.
TO: Mayor and City Council
FROM: Planning and Development Services Department
DATE: June 9, 2025
SUBJECT: Planning and Development Services – Approval – Bid Award for CIP 19- 18 Gettysburg Avenue Street Improvements to Terra West Construction, Inc., in the amount of $915,455.00; and Authorize the City Manager to execute the contract on behalf of the City.
ATTACHMENTS: 1. Vicinity Map
RECOMMENDATION
1. For the City Council to award a contract for CIP 19 -18 Gettysburg Avenue Street Improvements to Terra West Construction, Inc., in the amount of $915,455.00; and
2. For the City Council to authorize the City Manager to execute the contract on behalf of the City.
EXECUTIVE SUMMARY
Staff is recommending that City Council award the contract to Terra West Construction, Inc., who was the lowest responsible bidder from a bid opening that took place on May 20, 2025, and authorize the City Manager to execute the project contract on behalf of the City.
This project involves ±0.5 miles of street improvements on Gettysburg Avenue from Clovis Avenue to Sunnyside Avenues. Project improvements include pulverizing in place and replacing existing A.C. pavement, adjustment of existing manho les, water valves to finish grade, installation of new traffic signal loop detectors, removal and replacement of existing traffic signal loops, concrete curb and gutter, concrete gutter improvements, concrete drive approach, concrete sidewalks, ADA curb re turns and ramps, relocation of traffic signal pole, push button and hardware, and replacement of traffic striping, markings and signage.
17 AGENDA ITEM NO. 4.
BACKGROUND
The following is a summary of the bids received on May 20, 2025:
BIDDERS BASE BIDS
Terra West Construction, Inc. $915,455.00 Cal Valley Construction, Inc. $1,047,527.60 Emmett Valley Construction, Inc. $1,068,005.00 Doug Ross, Inc. DBA Central Valley Asphalt $1,101,374.00 Granite Construction Company $1,269,997.20
ENGINEER’S ESTIMATE $999,639.00
All bids were examined, and the bidder’s submittals were found to be in order. For this reason, Terra West Construction, Inc. , is the lowest responsible bidder. Staff has validated the lowest bidder contractor’s license status and bid bond.
FISCAL IMPACT
This project was budgeted in the 2024 -2025 Community Investment Program. The project is supported by Surface Transportation Block Grant Program (STBG) through the City Community Investment Program.
REASON FOR RECOMMENDATION
Terra West Construction, Inc. , is the lowest responsible bidder. There are sufficient funds available for the anticipated cost of this project.
ACTIONS FOLLOWING APPROVAL
1. The contract will be prepared and executed, subject to the Contractor providing performance security that is satisfactory to the City.
2. Construction will begin approximately two (2) weeks after the contract execution and be completed in thirty-five (35) working days thereafter.
CONFLICT OF INTEREST
None.
Prepared by: Jorge Aguilera, Project Engineer
Reviewed by: City Manager AH
18 AGENDA ITEM NO. 4.
0 1 20.5
Miles
International
Shaw
Gettysburg
Copper
Dakota
Behymer
Perrin
Shepherd
T eague
Nees
Sierra
Bullard
Barstow
Ashlan
DockeryThompsonHighlandLeonardDeWolfLocanT emperanceArmstrongFowlerSunnysideClovisMinnewawaPeachWillow Shields
Alluvial
Herndon
McCall
VICINITY MAP
Legend
City Limits
Sphere of Influence
CIP 19-18 Gettysburg Avenue Street Improvements
Jorge Aguilera
Print Date: February 27, 2024
PROJECT
LOCATION
Attachment 1
19 AGENDA ITEM NO. 4.
TO: Mayor and City Council
FROM: Planning and Development Services Department
DATE: June 9, 2025
SUBJECT: Planning and Development Services – Approval – Bid Award for CIP 21- 15 Armstrong Avenue Street Improvements to Doug Ross , Inc., DBA Central Valley Asphalt, in the amount of $562,298.00; and Authorize the City Manager to execute the contract on behalf of the City.
ATTACHMENTS: 1. Vicinity Map
RECOMMENDATION
1. For the City Council to award a contract for CIP 21 -15 Armstrong Avenue Street Improvements to Doug Ross , Inc., DBA Central Valley Asphalt in the amount of $562,298.00; and
2. For the City Council to authorize the City Manager to execute the contract on behalf of the City.
EXECUTIVE SUMMARY
Staff is recommending that City Council award the contract to Doug Ross , Inc., DBA Central Valley Asphalt, who was the lowest responsible bidder from a bid opening that took place on May 20, 2025, and authorize the City Manager to execute the contract on behalf of the City.
This project consists of street improvements on Armstrong Avenue from Alluvial to Nees Avenue, approximately ±0.5 mile. Construction shall include, grinding, scarify/re -compacting portions of aggregate base, asphalt paving, asphalt driveways, asphalt swales, hauling, ADA concrete improvements, adjustment of existing sewer and storm drain manholes, water valves to finish grade, pedestrian and timber barricades, funding signs, removal and replacement of trees, traffic markings and signs.
20 AGENDA ITEM NO. 5.
BACKGROUND
The following is a summary of the bids received on May 20, 2025:
BIDDERS BASE BIDS
Doug Ross, Inc., DBA Central Valley Asphalt $562,298.00 Aspahlt Design by Juan Gomez $608,200.00 Emmett Valley Construction, Inc. $609,512.00 Cal Valley Construction, Inc. $629,160.00 Dave Christian Construction, Inc. $644,342.00 Granite Construction Company $649,166.40
ENGINEER’S ESTIMATE $674,477.00
All bids were examined, and the bidder’s submittals were found to be in order. Doug Ross, Inc., DBA Central Valley Asphalt is the lowest responsible bidder. Staff has validated the lowest bidder contractor’s license status and bid bond.
FISCAL IMPACT
This project was budgeted in the 2024 -2025 Community Investment Program. The project is funded by Measure C pass-through funding.
REASON FOR RECOMMENDATION
Doug Ross , Inc., DBA Central Valley Asphalt is the lowest responsible bidder. There are sufficient funds available for the anticipated cost of this project.
ACTIONS FOLLOWING APPROVAL
1. The contract will be prepared and executed, subject to the Contractor providing performance security that is satisfactory to the City.
2. Construction will begin approximately two (2) weeks after the contract execution and be completed in twenty-five (25) working days thereafter.
CONFLICT OF INTEREST
None.
Prepared by: Jorge Aguilera, Project Engineer
Reviewed by: City Manager AH
21 AGENDA ITEM NO. 5.
0 1 20.5
Miles
International
Shaw
Gettysburg
Copper
Dakota
Behymer
Perrin
Shepherd
T eague
Nees
Sierra
Bullard
Barstow
Ashlan
DockeryThompsonHighlandLeonardDeWolfLocanT emperanceArmstrongFowlerSunnysideClovisMinnewawaPeachWillow Shields
Alluvial
Herndon
McCall
VICINITY MAP
Legend
City Limits
Sphere of Influence
CIP 21-15 Armstrong Avenue Street Improvements
Jorge Aguilera
Print Date: May 27, 2025
PROJECT
LOCATION
Attachment 1
22 AGENDA ITEM NO. 5.
TO: Mayor and City Council
FROM: Public Utilities Department
DATE: June 9, 2025
SUBJECT: Public Utilities – Approval – Award Non-Exclusive Franchise Agreements for Hauling of Construction and Demolition Debris, and Update the City’s Approved Hauler List.
ATTACHMENTS: 1. Approved Hauler List
RECOMMENDATION
For the City Council to award non-exclusive construction and demolition (C&D) hauling franchise agreements for two (2) years to the following haulers:
1. Republic Services of Fresno
2. Industrial Waste & Salvage
3. Kroeker, Inc.
4. Mid Valley Disposal
5. True Clean Construction Cleanup, Inc.
6. Dumpster Connection, LLC
7. Nick’s Trucking, Inc.
8. North Cal Hauling Company
9. WM (Waste Management)
10. Legacy Construction Debris Service
11. Valley Dumpster Service, LLC
EXECUTIVE SUMMARY
On May 6, 2013, the City Council adopted Ordinance 13 -12, pertaining to the recycling and diversion of construction and demolition (C&D) debris. One of the requirements of this ordinance is that all entities hauling C&D debris in the City of Clovis must apply for and be awarded a non- exclusive C&D hauling franchise agreement. This year, the City received eleven applications, ten of which are renewing their current agreements that are set to expire on June 30, 2025. Staff have reviewed the applications for completeness and are recommending that all applicants be awarded two-year non-exclusive C&D hauling franchise agreements and be added to the City’s updated list of approved haulers, which goes into effect on July 1, 2025.
23 AGENDA ITEM NO. 6.
BACKGROUND
AB 939 – the California Waste Management Act of 1989 (Public Resources Code §§ 40000 et seq.) – along with the California Green Building Standards Code (CCR, Title 24, Part 11), also known as CALGreen – require the City of Clovis to prepare, adopt, and implement source reduction and recycling plans to reach landfill diversion goals. The City has achieved the State’s diversion goals, but AB 939 also requires the City to annually report to the State the quantities of waste that are disposed of in landfills and the quantities of waste that are diverted through recycling programs. CALGreen further instructs local jurisdictions to require contrac tors to develop and maintain a waste management plan and to divert a minimum of 65 percent of waste material.
Debris from construction, demolition, and renovation of buildings is the largest waste stream from Clovis that is not hauled by the City itself o r by the City’s direct contractors. Prior to the adoption of Ordinance 13 -12, the hauling of this waste was unregulated and the City had no means to track and report the quantities of this waste that were recycled or disposed of in landfills. The ordinance established non-exclusive C&D hauling franchises for haulers wishing to haul C&D debris generated within the City. The ordinance also prohibits non -franchised haulers from transporting C&D debris generated in Clovis. Lastly, the ordinance requires the franchised haulers to report to the City the quantities of this material that they recycle and dispose of in landfills and to pay the AB 939 surcharges associated with any C&D debris they dispose of in landfills.
The ordinance established a fee of $1,000 for each two-year non-exclusive franchise. The fee is based on the estimated costs for the staff time that will be spent to process each application and to review the quarterly reporting from each hauler. The ordinance was prepared with input from the Building Industry Association (BIA) and from local waste haulers.
The City’s C&D policy also establishes and annually updates the “Approved Hauler List” (Attachment 1), which lists every hauler that is currently authorized to haul C&D debris within the City of Clovis. The list separates haulers based on the expiration date of their agreement; therefore, the updated list will include both the haulers that are being added or renewed this year and the haulers whose two-year agreements are in effect until next year.
FISCAL IMPACT
There is no significant fiscal impact to the City associated with the award of these agreements.
The application fee for the two -year non-exclusive franchise agreement to haul C&D debris is based on the estimated costs for staff time to process the applications and to review and process the quarterly reports from each hauler.
REASON FOR RECOMMENDATION
Haulers must be franchised in order to haul C&D debris in the City of Clovis. All applicants recommended for approval have met the requirements for the non -exclusive franchise as outlined in the application form.
24 AGENDA ITEM NO. 6.
ACTIONS FOLLOWING APPROVAL
Originals of the franchise agreements will be forwarded to the City Manager for signature. Staff will notify the haulers that they have been awa rded the non -exclusive franchise agreements.
Staff will provide the Building Official with the list of the approved C&D haulers. Staff will monitor the franchised haulers’ reports for compliance with Ordinance 13-12.
CONFLICT OF INTEREST
None.
Prepared by: Lisa Morris, Administrative Assistant
Reviewed by: City Manager AH
25 AGENDA ITEM NO. 6.
EFFECTIVE 07-01-25
APPROVED CONSTRUCTION AND DEMOLITION DEBRIS (C&D) HAULERS Approval valid through 7-01-2026
Clovis Recycling, Inc. Hinojosa Cleanup Service (HCS 007) dba C&W Enterprises 777 Minnewawa Avenue, Suite 2
1059 Hoblitt Avenue Clovis, CA 93612
Clovis, CA 93612 (559) 647-2602
(559) 325-2128 www.hcsrolloff.com
www.cnwenterprises.com
Green Valley Recycling Inc.
F-N-F Roll-Off Service dba Kochergen Farms Composting, Inc.
P.O. Box 11807 P.O. Box 11006
Fresno, CA 93775 Fresno, CA 93771
(559) 318-0644 (559) 498-0900
www.fnfrolloffservices.com www.kochergenfarmscomposting.com Accurate Cleaning Systems
802 Industrial Drive, Suite 200
Hollister, CA 95023
(831) 636-9767
Approval valid through 7-01-2027
Republic Services of Fresno Nick’s Trucking, Inc.
5501 N. Golden State Boulevard 183 W. Indianapolis Ave.
Fresno, CA 93722 Fresno, CA 93705
(559) 275-1551 (559) 281-2267
www.republicservices.com
Industrial Waste & Salvage North Cal Hauling Company
3457 S. Cedar Avenue 5716 Folsom Boulevard, #285
Fresno, CA 93725 Sacramento, CA 95819
(559) 233-1159 (916) 381-9033
www.cagliaenvironmental.com www.northcalhauling.com
Kroeker, Inc. WM (Waste Management)
4627 S. Chestnut Avenue 4333 E. Jefferson Avenue
Fresno, CA 93725 Fresno, CA 93725
(559) 237-3764 (559) 834-4070
www.kroekerinc.com www.wm.com
Mid Valley Disposal Legacy Construction Debris Service
2721 S. Elm Avenue 1968 N. Gateway Boulevard, Ste. 103
Fresno, CA 93706 Fresno, CA 93727
(559) 237-9425 (559) 251-1605
www.midvalleydisposal.com
True Clean Construction Cleanup, Inc. Valley Dumpster Service LLC 2505 E. Oakdale Avenue 1187 N. Willow, Ste.103 #314
Tulare, CA 93274 Clovis, CA 93611
(559) 936-7557 (559) 999-5797
www.valleydumpsterservice.com
Dumpster Connection, LLC
1865 Herndon Avenue K-300
Clovis, CA 93611
(559) 894-8863
www.dumpsterconnection.org
ATTACHMENT 1
26 AGENDA ITEM NO. 6.
TO: Mayor and City Council
FROM: Administration
DATE: June 9, 2025
SUBJECT: Consider Approval - Res. 25___, 2025-2026 City of Clovis Annual Budget, Five Year Capital Improvement Program, Measure Y, and Information regarding the Clovis Successor Agency. (Continued from the June 2 , 2025, meeting)
Staff: Jay Schengel, Finance Director/Andrew Haussler, City Manager Recommendation: Approve
ATTACHMENTS: 1. Res. 25-___
2. 2025-2026 City of Clovis Annual Budget
RECOMMENDATION
Consider approval of the City of Clovis Annual Budget, Five Year Capital Improvement Program, and information regarding the Clovis Successor Agency. This item was introduced on May 1 9, 2025, and continued to the meeting of June 2, and June 9, 2025. Staff are recommending the Council continue the public hearing and adopt the budget resolution.
EXECUTIVE SUMMARY
The 2025-2026 Annual Budget is a plan for the financial operations of the City and includes a spending plan for all City operations and a five -year community investment program for the upcoming fiscal year. The 202 5-2026 Annual Budget for general operations and capital improvement programs for the City of Clovis in the amount of $3 95.3 million is balanced using current revenues, anticipated rate increases and prior year revenues and is hereby submitted, in accordance with the Clovis Municipal Code.
The 2025-2026 Annual Budget is a balanced budget largely due to the passage of Measure Y on November 5, 2024 following a yearlong public outreach effort by the City . Measure Y is a local 1% sales tax that became effective April 1, 2025 and is estimated to bring in $26.2 million in discretionar y revenue in fiscal year 2025 -2026. The residents of Clovis made their top priorities known; maintaining the Clovis way of life through strong public safety, clean and safe neighborhoods, streets and park maintenance, recreation opportunities, senior serv ices, and high-quality City services. The 2025-2026 Annual Budget focuses on the residents’ number one 27 AGENDA ITEM NO. 7.
priority, maintaining Clovis as a safe community. The General Fund’s proposed p ositions include 7 sworn Police Officers, 9 Firefighters, maintenance workers, recreation staff, and administrative/accounting personnel, all intended to maintain and enhance City services and public safety. The Annual Budget also provides for the necessary vehicles and equipment for these additional positions including 29 patrol vehicles, a traffic motorcycle, a crime scene vehicle, 2 fire command staff vehicles, a future ladder truck and engine, and public utility vehicles including a tree truck and 3 utility trucks.
General Fund revenue is estimated at $114.7 million and expenditures of $118.9 million are being proposed. The Measure Y Fund revenues are estimated at $26.2 million while expenditures total $13.7 million; $5.1 million for sustaining essential service levels and $8.6 million for operations . Sales and property taxes make up 8 4% of the total General Fund and Measure Y discretionary revenues and 83% of these discretionary funds are dedicated to Public Safety (Police and Fire) . Staff are estimating an ending General Fund emergency reserve balance for June 30, 2025 , of $20.9 million, or 17.6% of the General Fund expenditures. The Measure Y fund maintains a healthy balance for future facility and fleet investments.
BACKGROUND
The 202 5-2026 Annual Budget for general operations and capital improvement programs is $395.3 million. The 2025-2026 Annual Budget is the spending plan for community investment in local services such as public safety, parks and recreation, transit, streets, water and sewer, and repairs/maintenance of public facilities. The Annual Budget provides for a range of public services focusing on services that are essential to our citizens. The Annual Budget is also the spending plan for investment in infrastructure for the community. Continuing prudent fiscal decisions and ongoing economic development initiatives enable the City to grow service levels and remain fiscally sustainable. This Annual Budget is unique from prior fiscal years in that the City has a new local 1% sales tax called Mea sure Y that was approved by the voters on November 5, 2024 following a yearlong public outreach effort by the City. The residents of Clovis outlined their priorities as follows:
1. Maintaining Public Safety
2. Keeping Clovis Safe & Clean
3. Retaining Small Businesses & Jobs
4. Protecting Local Drinking Water Sources
5. Repairing Streets & Roads
6. Addressing Homelessness
7. Maintaining Youth & Parks Programs
8. Other General Services
9. Spending Disclosure/Spent Locally
A new section titled “Measure Y” has been added to the budget book to provide a detailed look at the investment the City is making to meet the priorities set forth by its residents in the Measure Y ballot. The Council has established a Measure Y Oversight Committee to ensure financial transparency and local investment of funds.
28 AGENDA ITEM NO. 7.
A summary of expenditures by function is provided below:
The General Fund and Measure Y Fund are the only sources of discretionary funding used for basic government services such as public safety, streets, parks, recreation, and senior services.
The General Fund is budgeted to increase 2. 2% above estimated expenditures for 2024 -2025.
General Fund revenue is estimated at $114.7 million and expenditures of $118.9 million are being proposed. Measure Y funds in the amount of $5.1 million were transferred into the General Fund to sustain existing service levels that would otherwise face reductions. Of this $5.1 million, $4.4 million supports essential Police and Fire services and $0.7 million supports Parks, Street Lighting, Senior Services, Recreation, and Administrative Support. This investment ensures that core services remain strong and responsive. The Measure Y Fund revenues are estimated at $26.2 million while expenditures total $13.7 million; $5.1 million for sustaining es sential service levels and $8.6 million for operations that meet the goals approved by the voters.
One of the keys for the long -term fiscal health of a growing community like Clovis is to accumulate savings sufficient to fund an emergency reserve that w ould adequately protect the City against an unexpected catastrophic event and protect City services until other options could be implemented during a rapid economic downturn. The emergency reserve is being maintained with $20.9 million, which is 17.6% of expenditures set aside for unforeseen emergencies.
Enterprise operations and other funds need to be self-balancing with sufficient reserves to meet service obligations and debt coverage. All enterprise operations and other funds are balanced.
In addition, Sewer and Water operations have an authorized 3% rate escalator and Community Sanitation operations have an authorized 4% rate escalator. Sewer will implement the rate increase in this year’s budget and the full $7.30 bond surcharge will be rebated. Water will implement the authorized 3% increase and has two rate schedules: one for normal conditions and one for drought conditions. This year’s budget anticipates normal conditions. Community Sanitation will implement a 4% increase for recycling and organic services, refuse service, and street sweeping service. Each year, staff evaluate all Enterprise Funds to determine if any rate adjustments are necessary.
The Transit Enterprise remains fully funded and, with the City’s population exceeding 100,000, Transit will receive the entire allocation of Local Transportation Funding. Transit began receiving federal funds in 2024-2025 fiscal year and is projected to receive $3.4 million of federal funds in 2025-2026.
10,968,300$
92,512,700
18,056,700
50,162,200
98,754,600
29,189,100
95,628,600
TOTAL 395,272,200
29 AGENDA ITEM NO. 7.
FISCAL IMPACT
In accordance with the Municipal Code, and in compliance with State law, the City Council is required to adopt a balanced annual budget for each fiscal year by June 30. The Annual Budget provides a spending plan for the upcoming year that is balanced keeping expenditures in line with revenues; includes a five-year community investment program; includes a detailed section on Measure Y revenues, expenditures and goals; includes a prudent reserve of funds for emergencies and unforeseen events; and authorizes position allocations, all as approved by the Council.
REASON FOR RECOMMENDATION
The City Council must conduct a public hearing to provide an opportunity for the public to comment on the proposed Annual Budget; must review the proposal to determine that the financial plan fairly represents the fiscal policies and priorities of the City Council; and is required by local ordinance, in compliance with State law, to adopt a balanced budget by no later than June 30, 202 5. If the Council fails to adopt a budget b y that date, then the City Manager’s proposed budget will automatically become effective to avoid any interruption in City operations, but no capital projects or capital purchases would be allowed until final action by the City Council.
ACTIONS FOLLOWING APPROVAL
On May 1 9, 202 5, the 202 5-2026 City of Clovis Annual Budget was presented with a recommendation to open the public hearing for departmental review and comment, continue the public hearings to June 9, 2025, for further Council input and adopt the b udget resolution no later than June 30, 2025. The recommended 2025-2026 Annual Budget has been available for review by the public since May 19, 2025, on the City’s website found at www.cityofclovis.com.
CONFLICT OF INTEREST
None.
Prepared by: Susan Evans, Deputy Finance Director
Reviewed by: City Manager AH
30 AGENDA ITEM NO. 7.
ATTACHMENT 1
RESOLUTION 25-__
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CLOVIS APPROVING THE ANNUAL BUDGET FOR FISCAL YEAR 2025-2026, ORDERING TRANSFERS, AND
ADOPTING THE SUMMARY OF APPROPRIATIONS BY FUND AND DEPARTMENT AND OTHER NECESSARY ACTIONS RELATED TO APPROVING THE 2025-2026 BUDGET
WHEREAS, the City Council is required to adopt the Budget by June 30 of each year; and
WHEREAS, the Council has conducted a public hearing on the recommended 2025-2026 Budget; and
WHEREAS, the adoption of Proposition 111 on June 5, 1990, requires the Council to adopt an Appropriation Limit; and
WHEREAS, the Council intends to establish the City's Appropriation Limit in conformance with the provisions of Proposition 111; and
WHEREAS, the City Council finds it necessary to adopt the 2025-2026 Budget.
NOW, THEREFORE BE IT RESOLVED, by the City of Clovis as follows:
1. The 2025-2026 Annual Budget and corresponding Personnel Allocation is approved.
2. The City Council approves and orders the transfer of monies in and out of various funds as set forth in the "Notes to Resources and Appropriations Summary" of said 2025-2026 Budget Book.
3. The “Summary of Expenditures/Expenses 2025-2026 by Department within Fund - Legal Level of Budgetary Control" attached as Exhibit A is approved.
4. The Appropriation Limit as calculated and shown on Page 9 of the 2025-2026 Budget book is approved for $457,842,552.
5. The Council orders that any budget savings or unanticipated revenue be transferred to reserves in accordance with the Appropriation Limit.
6. Any amendments to the appropriations as may be subsequently approved by the Council shall be in conformance with Section 2-8.11, Section 2-8.13 and Section 2-
8.17 of the Clovis Municipal Code.
31 AGENDA ITEM NO. 7.
7. The City Council orders that $20,970,000 of the Fund Balance from the City's General Fund be designated as Emergency Reserve.
8. The City Council approves the Five -Year Capi tal Improvement Program that is included within the Annual Budget.
9. The Clovis Redevelopment Successor Agency’s information is included in the City budget and accounting systems for administrative purposes and is shown in Exhibit A.
10. The current Monthly Salary Schedules effective July 1, 2024, by bargaining group are attached as Exhibit B.
11. The City Council will implement the approved 3% annual increase in sewer user rates and will refund in full the $7.30 per month sewer bond surcharge thereby adopting the fees itemized in Exhibit C.
12. The City Council will implement the approved annual 4% increase in rates for refuse, residential recycling, organics, and street sweeping as shown in Exhibit D.
13. The City Council will implement the approved 3% annual increase in water user rates thereby adopting the fees itemized in Exhibit E. The non-drought rates on Exhibit E will be in effect for 2025-2026.
* * * * *
The foregoing resolution was introduced and adopted at a regular meeting of the City Council of the City of Clovis held on June 9, 2025, by the following vote, to wit:
AYES:
NOES:
ABSENT:
ABSTAIN:
DATED:
______________________________ ______________________________ Mayor City Clerk
32 AGENDA ITEM NO. 7.
City of Clovis
Summary of Expenditures/Expenses 2025-2026
By Department within Fund-Legal Level of Budgetary Control DEPARTMENT City Clovis
City City City General Planning & Public Capital 2025-2026 Successor Council Attorney Manager Services Finance Dev Serv Police Fire Utilities Improvements Total Agency FUND
GENERAL
General Fund 452,500$ 1,256,200$ 3,184,100$ 5,854,300$ 4,647,100$ 63,896,000$ 28,616,700$ 16,042,000$ 123,948,900$
SPECIAL REVENUE FUNDS
Housing & Community Development 488,900 488,900
Landscape Assessment District 5,955,000 5,955,000 Community Facilities Dist 2020-1 32,700 32,700 Total Special Revenue 488,900 5,987,700 6,476,600
INTERNAL SERVICE FUNDS
Liability & Property Insurance 9,901,900 9,901,900
Employee Benefits 47,913,900 47,913,900
Fleet Maintenance 19,188,900 19,188,900
General Government Services 8,121,800 10,502,100 18,623,900 Total Internal Service 8,121,800 68,317,900 19,188,900 95,628,600
ENTERPRISE FUNDS
Community Sanitation 32,102,400 32,102,400
Wastewater 22,317,300 22,317,300
Water 31,371,500 31,371,500
Transit 15,208,000 15,208,000
Planning & Development Services 18,056,700 18,056,700 Total Enterprise 15,208,000 18,056,700 85,791,200 119,055,900
CAPITAL IMPROVEMENT FUNDS
Sewer Construction
Capital-Enterprise - -
Capital-Developer 8,748,000 8,748,000
Park Projects 5,640,000 5,640,000
Street Construction 14,994,000 14,994,000
Water Construction
Capital-Enterprise 2,030,000 2,030,000
Capital-Developer 13,434,000 13,434,000
Housing & Community Development 4,574,200 4,574,200 Community Sanitation Construction - - General Government Facilities 220,000 220,000 General Government Facilities-Meas Y 522,000 522,000 Total Capital Improvement 50,162,200 50,162,200
Citywide Grand Totals 452,500$ 1,256,200$ 11,794,800$ 89,380,200$ 4,647,100$ 18,056,700$ 63,896,000$ 28,616,700$ 127,009,800$ 50,162,200$ 395,272,200$ Clovis Successor Agency Grand Total 1,353,000$
EXHIBIT A
33 AGENDA ITEM NO. 7.
Unit 2
CITY OF CLOVIS
CFFA Monthly Salary Schedule - Effective July 1, 2024
Revised 05/22/24
3% Wage Increase
Code Position Grade Step 1 Step 2 Step 3 Step 4 Step 5
2125 Firefighter (Base) 100 7,310 7,676 8,060 8,463 8,886 2150 Firefighter (2.5%) Ed lncent 7,493 7,868 8,262 8,675 9,108 MOU30.2 AA or AS Degree CDH 1120 183.00 192.00 202.00 212.00 222.00 pp 91.50 96.00 101.00 106.00 111.00
2175 Firefighter (5.0%) Ed lncent 7,680 8,065 8,469 8,892 9,336 MOU30.2 AA or AS Degree AND CDH 1121 370.00 389.00 409.00 429.00 450.00 BS or BA Degree pp 185.00 194.50 204.50 214.50 225.00
2225 Fire Engineer (Base) 200 8,096 8,501 8,926 9,372 9,841 2250 Fire Engineer (2.5%) Ed In 8,298 8,714 9,149 9,606 10,087 MOU30.2 AA or AS Degree CDH 1120 202.00 213.00 223.00 234.00 246.00 pp 101.00 106.50 111.50 117.00 123.00
2275 Fire Engineer (5.0%) Educ Inc 8,505 8,932 9,378 9,846 10,339 MOU30.2 AA or AS Degree AND CDH 1121 409.00 431.00 452.00 474.00 498.00 BS or BA Degree pp 204.50 215.50 226.00 237.00 249.00
2325 Fire Captain (Base) 300 9,450 9,923 10,419 10,940 11,487 2350 Fire Captain (2.5%) Educ Inc 9,686 10,171 10,679 11,214 11,774 MOU30.2 AA or AS Degree CDH 1120 236.00 248.00 260.00 274.00 287.00 pp 118.00 124.00 130.00 137.00 143.50
2375 Fire Captain (5.0%) Ed Inc 9,928 10,425 10,946 11,494 12,068 MOU30.2 AA or AS Degree AND CDH1121 478.00 502.00 527.00 554.00 581.00 BS or BA Degree pp 239.00 251.00 263.50 277.00 290.50
2200 Prevention Captain (Base) 350 10,160 10,668 11,201 11,761 12,349 2210 Prevention Captain 2.5% Ed In 10,414 10,935 11,481 12,055 12,658 MOU30.2 AA or AS Degree CDH 1120 254.00 267.00 280.00 294.00 309.00 pp 127.00 133.50 140.00 147.00 154.50
2220 Prevention Captain 5.0% Educ 10,674 11,208 11,768 12,356 12,974 MOU30.2 AA or AS Degree AND CDH 1121 514.00 540.00 567.00 595.00 625.00 BS or BA Degree pp 257.00 270.00 283.50 297.50 312.50
2800 Training Captain (Base) 350 10,160 10,668 11,201 11,761 12,349 2810 Training Captain (2.5%) 10,414 10,935 11,481 12,055 12,658 MOU30.2 AA or AS Degree CDH 1120 254.00 267.00 280.00 294.00 309.00 pp 127.00 133.50 140.00 147.00 154.50
2820 Training Captain (5.0%) 10,674 11,208 11,768 12,356 12,974 MOU30.2 AA or AS Degree AND CDH 1121 514.00 540.00 567.00 595.00 625.00 BS or BA Degree pp 257.00 270.00 283.50 297.50 312.50
Prevention Captain and Training Captain positions are filled by Fire Captains 2:17 PM 5/19/2025
Exhibit B
34 AGENDA ITEM NO. 7.
Police - Unit 4
CITY OF CLOVIS
CPOA - Monthly Salary Schedule - Effective July 1, 2024 Revised 05/22/2024
3% Wage Increase
Code Position Grade Step 1 Step 2 Step 3 Step 4 Step 5
4025 Police Officer (Trainee) 100 4,543 4,770 5,009 5,259 5,522 4050 Police Officer (Recruit) 250 6,887 7,231 7,593 7,973 8,372 4125 Police Officer (Base) 300 8,268 8,681 9,115 9,571 10,050 4175 Police Officer (5.0%) Ed Inc 8,681 9,115 9,571 10,050 10,553 AP or AA-AS&IP or BA-BS *GOH 1121 413.00 434.00 456.00 479.00 503.00 ••pp 206.50 217.00 228.00 239.50 251.50
4180 Police Officer (9.0%) Ed Inc 9,012 9,462 9,935 10,432 10,955 BA,BS&AP *GOH 1122 744.00 781.00 820.00 861.00 905.00
••pp 372.00 390.50 410.00 430.50 452.50
4225 Police Corporal (Base) 350 9,285 9,749 10,236 10,748 11,285 4275 Police Corporal (5.0%) Ed Inc 9,749 10,236 10,748 11,285 11,849 AP or AA-AS&IP or BA-BS *GOH 1121 464.00 487.00 512.00 537.00 564.00 ••pp 232.00 243.50 256.00 268.50 282.00
4280 Police Corporal (9.0%) Ed Inc 10,121 10,626 11,157 11,715 12,301 BNBS&AP *GOH 1122 836.00 877.00 921.00 967.00 1,016.00
••pp 418.00 438.50 460.50 483.50 508.00
4325 Police Sergeant (Base) 400 10,415 10,936 11,483 12,057 12,660 4375 Police Sergeant (5.0%) Ed Inc 10,936 11,483 12,057 12,660 13,293 AP or AA-AS&IP or BA-BS *GOH 1121 521.00 547.00 574.00 603.00 633.00 ••pp 260.50 273.50 287.00 301.50 316.50
4380 Police Sergeant (9.0%) Ed Inc 11,352 11,920 12,516 13,142 13,799 BNBS&AP *GOH 1122 937.00 984.00 1,033.00 1,085.00 1,139.00 ••pp 468.50 492.00 516.50 542.50 569.50
* These Codes are for internal use only
** This line shows the per period amount of the incentive 5/19/2025 2:21 PM
35 AGENDA ITEM NO. 7.
Unit 1
CITY OF CLOVIS
CPWEA - Monthly Salary Schedule - Effective July 1, 2024 Revised 05/21/24
3 o Waqe Increase
Code Position Grade Step 1 Step 2 Step 3 Step 4 Step 5
1040 Assistant Buildinq Technician 600 5,977 6,276 6,590 6,920 7,266 1080 Asst Water Systems Technician 670 6,098 6,403 6,723 7,059 7,412 1130 Building Maintenance Leadworker 800 6,702 7,037 7,389 7,758 8,146 1140 Buildina Maintenance Worker 300 5,026 5,277 5,541 5,818 6,109 1160 Disposal Leadworker 800 6,702 7,037 7,389 7,758 8,146 1175 Electrician 900 7,164 7,522 7,898 8,293 8,708
1200 Equipment Mechanic 650 6,078 6,382 6,701 7,036 7,388 1240 Eauipment Mechanic Assistant 450 5,656 5,939 6,236 6,548 6,875 1280 Equipment Operator 700 6,275 6,589 6,918 7,264 7,627 1320 Equipment Service Worker 300 5,026 5,277 5,541 5,818 6,109 1360 Fleet Maintenance Leadworker 800 6,702 7,037 7,389 7,758 8,146 1370 Fleet Maintenance Service Writer 350 5,294 5,559 5,837 6,129 6,435 1400 Landfill Leadworker 800 6,702 7,037 7,389 7,758 8,146 1440 Maintenance Leadworker 800 6,702 7,037 7,389 7,758 8,146 1480 Maintenance Worker 150 4,465 4,688 4,922 5,168 5,426 1520 Meter Reader 200 5,047 5,299 5,564 5,842 6,134
1560 Parks Maintenance Leadworker 800 6,702 7,037 7,389 7,758 8,146 1600 Parks Sr. Maintenance Worker 400 5,644 5,926 6,222 6,533 6,860 1640 Parts Clerk 350 5,294 5,559 5,837 6,129 6,435
1650 Parts Runner 100 3,737 3,924 4,120 4,326 4,542
1680 Sanitation Operator 250 4,978 5,227 5,488 5,762 6,050 1720 Senior Maintenance Worker 400 5,644 5,926 6,222 6,533 6,860 1760 Senior Sanitation Operator 550 5,806 6,096 6,401 6,721 7,057 1800 Street Sweeper Operator 500 5,748 6,035 6,337 6,654 6,987 1820 Utility Worker 100 3,737 3,924 4,120 4,326 4,542
1830 Waste Recycling Maintenance Worker 150 4,465 4,688 4,922 5,168 5,426 1840 Water Svstems Technician 850 7,304 7,669 8,052 8,455 8,878 1860 Water Treatment Plant Operator 850 7,304 7,669 8,052 8,455 8,878 2:24 PM 5/19/2025 36
AGENDA ITEM NO. 7.
CITY OF CLOVIS Unit 5
CEA - Monthly Salary Schedule - Effective July 1, 2024
Revised 05/21/2024
3% Wage Increase
Code Position Grade Step 1 Step 2 Step 3 Step 4 Step 5
5060 Administrative Assistant 490 5,763 6,051 6,354 6,672 7,006 5375 Custodian 90 3,888 4,082 4,286 4,500 4,725
5795 Princioal Account Clerk 340 4,790 5,030 5,282 5,546 5,823 5805 Princioal Office Assistant 340 4,790 5,030 5,282 5,546 5.823 5826 Recreation Leader 180 3,962 4,160 4,368 4,586 4,815 5830 Recreation Soecialist 310 4,693 4,928 5.174 5.433 5,705 5840 Sr Center Nutrition Services Worker 180 3,962 4,160 4,368 4,586 4,815 5930 Senior Custodian 110 4,381 4,600 4,830 5,072 5,326 5860 Staff Analvst 200 5.474 5,748 6,035 6,337 6,654
5/19/2025 37
AGENDA ITEM NO. 7.
Unit 13
CPSEA - Monthly Salary Schedule - Effective July 1, 2024 Revised 01123125
Add Police Records Specialist I, Police Records Specialist II & Senior Police Records Specialist Code Position Grade Step 1 Step 2 Step 3 Step 4 Step 5
5076 Animal Control Officer 460 5,506 5,781 6,070 6,374 6,693 5081 Animal Services Aide 090 3,773 3,962 4,160 4,368 4,586 5301 Communitv Service Officer 460 5,506 5,781 6,070 6,374 6,693 5356 Crime Specialist 600 6,838 7,180 7,539 7,916 8,312 5481 Diciital Forensic Analyst 760 8,010 8,411 8,832 9,274 9,738 5554 Fire & Life Safetv Specialist 760 8,010 8,411 8,832 9,274 9,738 5635 Fire Inspector I 550 6,235 6,547 6,874 7,218 7,579 5636 Fire Inspector II 560 6,706 7,041 7,393 7,763 8,151 5664 Lead Public Safetv Dispatcher 565 6,478 6,802 7,142 7,499 7,874 5786 Police Service Officer 450 5,780 6,069 6,372 6,691 7,026 5790 Police Records Specialist I 100 4,790 5,030 5,282 5,546 5,823 5791 Police Records Specialist II 200 5,292 5,557 5,835 6,127 6,433 5809 Property and Evidence Technician 350 5,316 5,582 5,861 6,154 6,462 5820 Public Safety Dispatcher 450 5,780 6,069 6,372 6,691 7,026 5827 Real Time Analvst 450 5,780 6,069 6,372 6,691 7,026 5875 Senior Animal Control Officer 430 5,623 5,904 6,199 6,509 6,834 5880 Senior Police Records Specialist 470 5,878 6,172 6,481 6,805 7,145 5976 Senior Property/Evidence Technician 440 5,821 6,112 6,418 6,739 7,076 5979 Senior Svstems Video Analvst 600 6,838 7,180 7,539 7,916 8,312 5981 Svstems Video Technician 390 5,005 5,255 5,518 5,794 6,084 5/19/2025 38
AGENDA ITEM NO. 7.
CITY OF CLOVIS Unit 12
CPTA - Monthly Salary Schedule - Effective July 1, 2024 Revised 05/21124
3% Wage Increase
Code Position Grade Step 1 Step 2 Step 3 Step 4 Step 5
5126 Assistant Planner 570 6,665 6,998 7,348 7,715 8,101 5151 Associate Planner 650 7,528 7,904 8,299 8,714 9,150 5176 Building Inspector 610 6,729 7,065 7,418 7,789 8,178 5161 Business Workflow Analyst 760 9,032 9,484 9,958 10,456 10,979 5162 Business Workflow Specialist 555 6,081 6,385 6,704 7,039 7,391 5228 City Surveyor 620 9,631 10,113 10,619 11,150 11,708 5230 Civil Enaineer 660 9,895 10,390 10,910 11,456 12,029 5627 Engineer I 640 7,606 7,986 8,385 8,804 9,244
5105 Enaineer II 750 8,385 8,804 9,244 9,706 10,191
5526 Engineering Inspector 590 6,704 7,039 7,391 7,761 8,149 5551 Engineerina Technician 450 5,488 5,762 6,050 6,353 6,671 5561 Geographic Info Sys Analyst 630 7,290 7,655 8,038 8,440 8,862 5564 Geoaraphic Info Svs SPecialist 555 6,081 6,385 6,704 7,039 7,391 5566 Geographic Info Sys Technician 390 5,005 5,255 5,518 5,794 6,084 5576 Housinq Prooram Coordinator 780 8,220 8,631 9,063 9,516 9,992 5681 Permit Technician 355 5,336 5,603 5,883 6,177 6,486 5726 Planninq Technician I 370 5,003 5,253 5,516 5,792 6,082 5751 Planning Technician II 530 5,701 5,986 6,285 6,599 6,929 5776 Plans Examiner 590 6,704 7,039 7,391 7,761 8,149
5901 Senior Building Inspector 690 7,748 8,135 8,542 8,969 9,417 5936 Senior Enaineerina Inspector 670 7,596 7,976 8,375 8,794 9,234 5951 Senior Engineering Technician 560 6,202 6,512 6,838 7,180 7,539 5955 Traffic Sianal Operations Specialist 635 7,325 7,691 8,076 8,480 8,904 • New PosItIon
5/19/2025 39
AGENDA ITEM NO. 7.
CITY OF CLOVIS Unit 14
CTFP - Monthly Salary Schedule - Effective July 1, 2024 Revised 05121/2024
3% Wage Increase
Code Position Grade Step 1 Step 2 Step 3 Step4 Step 5
5027 Accountant 710 7,644 8,026 8,427 8,848 9,290
5580 Finance Business Systems Analyst 760 9,032 9,484 9,958 10,456 10,979 5592 Information Technoloav Analvst 630 7,282 7,646 8,028 8,429 8,850 5593 Info Technoloqy Cybersecuritv Analyst 760 9,032 9,484 9,958 10,456 10,979 5594 Information Technoloav Specialist 555 6,081 6,385 6,704 7,039 7,391 5597 Information Technoloqy Technician 390 5,200 5,460 5,733 6,020 6,321 5858 Lead Accountina Svstems Technician 580 7,194 7,554 7,932 8,329 8,745 5847 Senior Accountant 770 8,026 8,427 8,848 9,290 9,755 5857 Senior Accountina Svstems Technician 560 6,202 6,512 6,838 7,180 7,539 5962 Senior Information Technoloav Analvst 760 9,032 9,484 9,958 10,456 10,979 5963 Senior Information Technoloav Specialist 720 6,715 7,051 7,404 7,774 8,163 5119/2025 40
AGENDA ITEM NO. 7.
CITY OF CLOVIS Unit 11
TEBU - Monthly Salary Schedule - Effective July 1, 2024 Revised 07/12/2024
3% Waae Increase & Add Part Time Bus and Van Drivers to Houri Schedule Code Position Grade Step 1 Step 2 Step 3 Step 4 Step 5
5201 Bus Driver 150 4,419 4,640 4,872 5,116 5,372
5661 Lead Bus Driver 190 5,303 5,568 5,846 6,138 6,445
5986 Transit Disoatcher 250 4,853 5,096 5,351 5,619 5,900 5/19/2025 41
AGENDA ITEM NO. 7.
CITY OF CLOVIS
Unit6
MANAGEMENT (MSC) - Monthly Salary Schedule - Effective July 1, 2024 Revised 03120125
Adiust Dep utv Citv En, ineer Salarv Schedule
Code Position Grade Step 1 Step 2 Step 3 Step 4 Step 5
6010 Accounting Supervisor 220 8,773 9,212 9,673 10,157 10,665 6020 = Assistant Citv Manaaer 820 16,258 17,071 17,925 18,821 19,762 6100 Assist. Dir. Of Planninq and Develoo. 670 13,140 13,797 14,487 15,211 15,972 6050 Assistant Finance Director 640 12,761 13,399 14,069 14,772 15,511 6670 Assistant Public Utilities Director 670 13,140 13,797 14,487 15,211 15,972 6365 Battalion Chief 610 12,427 13,048 13,700 14,385 15,104 6150 Buildina Official 520 11,699 12,284 12,898 13,543 14,220 6220 Business Development Manaaer 290 10,204 10,714 11,250 11,813 12,404 6025 City Clerk 200 8,696 9,131 9,588 10,067 10,570
6120 Citv Enaineer 670 13,140 13,797 14,487 15,211 15,972 6160 = Citv Manaaer 899 21,341 22,408 23,528 24,704 25,939 6780 Citv Planner 520 11,699 12,284 12,898 13,543 14,220 6170 Communications and Marketina Analvst 195 8,180 8,589 9,018 9,469 9,942 6180 Communications Supervisor 220 8,773 9,212 9,673 10,157 10,665 6225 Construction Manaaer 250 9,565 10,043 10,545 11,072 11,626 6228 Crime Analysis Supervisor 220 8,773 9,212 9,673 10,157 10,665 6145 Deoutv Buildina Official/Plan Checker 385 10,109 10,614 11,145 11,702 12,287 6125 • Deputy City Enaineer 620 12,513 13,139 13,796 14,486 15,210 6430 Deoutv Citv Manaaer 850 12,510 13,136 13,793 14,483 15,207 6230 Deputy City Planner 400 10,457 10,980 11,529 12,105 12,710 6434 Deoutv Director of Info Technoloav 470 11,520 12,096 12,701 13,336 14,003 6238 Deputv General Services Director 580 12,207 12,817 13,458 14,131 14,838 6240 Deouty Finance Director 580 12,207 12,817 13,458 14,131 14,838 6368 Deoutv Fire Chief 680 13,674 14,358 15,076 15,830 16,622 6580 Deputv Police Chief 725 15,274 16,038 16,840 17,682 18,566 6370 Deoutv Public Utilities Director 645 14,101 14,806 15,546 16,323 17,139 6540 = Director of Plannina & Development Serv 720 15,248 16,010 16,811 17,652 18,535 6270 = Economic Develoo, Housina & Communi 700 14,523 15,249 16,011 16,812 17,653 6275 Enaineerina Proaram Manaaer 250 9,565 10,043 10,545 11,072 11,626 6255 Enaineerina Proaram Suoervisor 220 8,773 9,212 9,673 10,157 10,665 6251 Executive Assistant 110 6,342 6,659 6,992 7,342 7,709 6235 Facilities Main! & Purchasina Manaaer 385 10,109 10,614 11,145 11,702 12,287 6280 Facilities Maintenance Suoervisor 220 8,773 9,212 9,673 10,157 10,665 6330 = Finance Director 720 15,248 16,010 16,811 17,652 18,535 6340 Finance Manaaer 460 11,283 11,847 12,439 13,061 13,714 6385 = Fire Chief 730 16,021 16,822 17,663 18,546 19,473 6395 Fleet Manaaer 250 9,565 10,043 10,545 11,072 11,626 6410 = General Services Director 720 15,248 16,010 16,811 17,652 18,535 6411 General Services Manaaer 460 11,283 11,847 12,439 13,061 13,714 6415 Housina Proaram Manaaer 280 9,662 10,145 10,652 11,185 11,744 6438 Information Technoloav Suoervisor 230 10,195 10,705 11,240 11,802 12,392 6442 Landfill Suoervisor 220 8,773 9,212 9,673 10,157 10,665 6420 Manaaement Analyst 190 7,940 8,337 8,754 9,192 9,652 6445 Parks Manaaer 250 9,565 10,043 10,545 11,072 11,626 6450 • Parks Suoervisor 220 8,773 9,212 9,673 10,157 10,665 6470 Personnel/Risk Manaaer 550 11,737 12,324 12,940 13,587 14,266 6480 Personnel Technician 100 6,217 6,528 6,854 7 197 7,557 6520 Plan/Develop Administrative Manaaer 270 9,660 10,143 10,650 11,183 11,742 6570 Police Caotain 690 14,233 14,945 15,692 16,477 17,301 6600 = Police Chief 830 16,771 17,610 18,491 19,416 20,387 6630 Police Lieutenant 625 12,866 13,509 14,184 14,893 15,638 6645 Police Services Manaaer 480 11,409 11,979 12,578 13,207 13,867 3:11 PM 5/19/2025
42 AGENDA ITEM NO. 7.
CITY OF CLOVIS
Unit 6
MANAGEMENT (MSC) - Monthly Salary Schedule - Effective July 1, 2024 Revised 03/20125
Adiust Deou Ci Jtv itv Enc ineer Sala irv Schedule
Code Position Grade Steo 1 Steo 2 Steo 3 Steo4 Step 5
6643 Princioal Utilities Enaineer 620 12,513 13,139 13,796 14,486 15,210 6650 Property & Evidence Supervisor 220 8,773 9,212 9,673 10,157 10,665 6675 Public Information Officer 195 8,180 8,589 9,018 9,469 9,942 6680 = Public Utilities Director 790 16,258 17,071 17,925 18,821 19,762 6720 Records Supervisor 220 8,773 9,212 9,673 10,157 10,665 6730 Recreation Coordinator 130 6,598 6,928 7,274 7,638 8,020 6743 Recreation Supervisor 220 8,773 9,212 9,673 10,157 10,665 6748 • Revenue Supervisor 220 8,773 9,212 9,673 10,157 10,665 6750 Senior Manaaement Analyst 220 8,773 9,212 9,673 10,157 10,665 6755 Senior Personnel Technician 150 7,212 7,573 7,952 8,350 8,768 6790 Senior Planner 280 9,662 10,145 10,652 11,185 11,744 6800 • Senior Service Suoervisor 220 8,773 9,212 9,673 10,157 10,665 6835 Solid Waste Manaaer 275 10,294 10,809 11,349 11,916 12,512 6810 Solid Waste Supervisor 220 8,773 9,212 9,673 10,157 10,665 6825 Special Proiects and Life Safety Mar 420 11,331 11,898 12,493 13,118 13,774 6845 Street Maintenance Manaaer 250 9,565 10,043 10,545 11,072 11,626 6095 Supervisina Civil Enaineer 370 11,048 11,600 12,180 12,789 13,428 6850 Supervisor of Animal Services 220 8,773 9,212 9,673 10,157 10,665 6875 Transit Manaaer 275 10,294 10,809 11,349 11,916 12,512 6885 Transit Suoervisor 220 8,773 9,212 9,673 10,157 10,665 6895 Utilities Manaaer 265 11,005 11,555 12,133 12,740 13,377 6950 Water Production Manaaer 260 10,302 10,817 11,358 11,926 12,522 • New Position / :; Executive Management
3:11 PM 5/19/2025
43 AGENDA ITEM NO. 7.
tmpA843
EXHIBIT C
Clovis Sewer Monthly Charges
Residential Rates 7/1/2025
SFR per unit $24.88
MFR & Mobile Home per unit $19.33
Pretreatment per residential unit $0.06
Sewer Bond Charge per residential unit $7.30
Rebate per residential unit ($7.30)
School Rates
Elementary school per student $9.27
Middle school per student $13.67
High school per student $18.26
College per student $4.25
Pretreatment per school connection $3.95
Commercial Rates
Low per 1,000 gallons $3.21
Medium per 1,000 gallons $3.63
High (markets, convenience, mortuaries) $7.70
High (bakeries, ice cream, restaurant, hotels) $7.65
Industrial Rates
Low - per 1,000 gallons $3.21
High - per 1,000 gallons $2.587
High – per lb BOD $0.368
High - per lb SS $0.397
Minimum commercial or industrial flow charge per account $19.33 Pretreatment charge per commercial or industrial unit
Category I $27.54
Category II $4.05
Category III $1.29
Sewer Bond Charge per school, commercial or industrial
connection
$7.30
Rebate per school, commercial or industrial connection ($7.30)
44 AGENDA ITEM NO. 7.
Exhibit D
July 1, 2025
Residential Curbside Refuse Rates:
Basic Service (96-gallon) $28.60
Basic Service (48-gallon) $27.16
Additional Service (96-gallon) $14.30
Residential Recycling Rates:
Basic Service (96-gallon) $4.98
Additional Service (96-gallon) $4.98
Residential Curbside Organics Rates:
Basic Service (96-gallon) $7.31
Additional Service (96-gallon) $7.31
Commercial/Residential Street Sweeping: $3.09
Commercial Refuse Rates:
1-yard commercial bin service:
No. of
bins:
Once a
week
Twice a
week
Three times
a week
Four times a
week
Five times a
week
Six times a
week
1 $80.54 $161.08 $241.62 $322.16 $402.70 $483.24
2 $161.08 $322.16 $483.24 $644.32 $805.40 $966.48
3 $241.62 $483.24 $724.86 $966.48 $1,208.10 $1,449.72
4 $322.16 $644.32 $966.48 $1,288.64 $1,610.80 $1,932.96 5 $402.70 $805.40 $1,208.10 $1,610.80 $2,013.50 $2,416.20
2-yard commercial bin service:
No. of
bins: Once a
week
Twice a
week
Three times
a week
Four times a
week
Five times a
week
Six times a
week
1 $141.02 $282.04 $423.06 $564.08 $705.10 $846.12
2 $282.04 $564.08 $846.12 $1,128.16 $1,410.20 $1,692.24 3 $423.06 $846.12 $1,269.18 $1,692.24 $2,115.30 $2,538.36 4 $564.08 $1,128.16 $1,692.24 $2,256.32 $2,820.40 $3,384.48 5 $705.10 $1,410.20 $2,115.30 $2,820.40 $3,525.50 $4,230.60
3-yard commercial bin service:
Additional Service (extra bin): $41.00
Commercial Can Service: $40.23
No. of bins: Once a
week
Twice a
week
Three times
a week
Four times
a week
Five times a
week Six times a week
1 $209.28 $418.56 $627.84 $837.12 $1,046.40 $1,255.68
2 $418.56 $837.12 $1,255.68 $1,674.24 $2,092.80 $2,511.36 3 $627.84 $1,255.68 $1,883.52 $2,511.36 $3,139.20 $3,767.04 4 $837.12 $1,674.24 $2,511.36 $3,348.48 $4,185.60 $5,022.72 5 $1,046.40 $2,092.80 $3,139.20 $4,185.60 $5,232.00 $6,278.40 45 AGENDA ITEM NO. 7.
EXHIBIT E
Clovis Water Rates Bi-Monthly
7/1/2025 7/1/2025
Non-drought Drought
Residential
Dwelling Unit Charge $27.71 $27.71
Water Use
Tier 1 (0-23) ($/kgal) $1.13 $1.35
Tier 2 (23-40) ($/kgal) $1.88 $2.74
Tier 3 (40+) ($/kgal) $2.33 $3.47
Tarpey Unmetered (65kgal)-(63kgal) $139.05 $173.14
Tarpey Large Lot $6.67 $6.67
Tarpey Excess Use Charges ($/kgal) $2.33 $3.24
Commercial
1" or smaller $22.30 $22.30
1 1/2" $29.66 $29.66
2" $40.97 $40.97
3" $81.13 $81.13
4" $204.08 $204.08
6" $814.05 $814.05
8" $1,443.03 $1,443.03
10" $2,260.71 $2,260.71
Commercial Water Use
Tier 1 (0-23) ($/kgal) $1.13 $1.35
Tier 2 (23+) ($/kgal) $1.53 $1.82
Recycled Water
2" $40.97 $40.97
3" $81.13 $81.13
4" $204.08 $204.08
6" $814.05 $814.05
8" $1,443.03 $1,443.03
10" $2,260.71 $2,260.71
Recycled Water Use ($/kgal) $0.71 $0.74
Construction Water $139.05 $173.14
46 AGENDA ITEM NO. 7.
RECOMMENDED
2025-2026
Annual Budget
Including Five-Year Community Investment Program
ATTACHMENT 2 47
AGENDA ITEM NO. 7.
Executive Director
GO V E R N M E N T FIN A N C E O FFIC E R S A S S O C I A TIO N D is tin g u is h ed
B u dge t P r ese n tat ion
A w a rd
PRESENTED TO
City of Clovis
California
For the Fiscal Year Beginning
July 1, 2024
GFOA DISTINGUISHED BUDGET AWARD PRESENTATION
The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Clovis, California for its annual budget for the fiscal year beginning July 1, 2024.
In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device.
The award is valid for a period of one year only. We believe that our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. 48 AGENDA ITEM NO. 7.
CITY OF CLOVIS
2025 - 2026
BUDGET
Submitted to City Council
May 19, 2025
___________________________________
Vong Mouanoutoua
Mayor
Diane Pearce
Mayor Pro-Tem
Lynne Ashbeck
Council Member
Drew Bessinger
Council Member
Matt Basgall
Council Member
49 AGENDA ITEM NO. 7.
HOW TO USE THIS BUDGET
This Budget document has been designed to
provide the public concise and readable information
about the City of Clovis. The Budget explains the
services and objectives, annual spending plan for
2025-2026, debt obligations, and other vital
information about the operations of the City.
This Budget document is separated into eleven
sections, designated by tabbed pages that provide
quick identification of its contents. The Table of
Contents lists every subject covered in this
document and the associated page number.
The tabbed pages include brief descriptions of the
data within each section. The following are the
eleven major sections and a brief explanation of
each:
Table of Contents
A listing of all major sections, subsections, and the
associated page numbers.
Executive Summary
The Executive Summary Section includes the City
Manager's letter to the Mayor, City Council, and
residents of the City of Clovis which provides an
overview of the recommended Budget and its
objectives, policies and goals, a discussion of
funding for City services, a discussion of major
capital projects, and a general economic outlook for
the City.
Introduction
The Introduction Section provides general
information about the City, long-range goals, major
policies, financial policies, discretionary revenues,
economic outlook, basis of budgeting, budget
process and calendar, budgetary controls,
appropriation limitation, fund descriptions, and
organizational charts.
Summary of Revenues and Expenditures
The Summary of Revenues and Expenditures
Section provides several summary presentations of
financial transactions contained in the
recommended Budget and a listing of primary
revenue sources for the General Fund.
Personnel
The Personnel Section provides a summary and a
detailed list of all the employee positions and the
proposed changes in the recommended Budget.
Operations
The Operations Section provides detailed
information about the programs and proposed
expenditures for each department. Each
department begins with a summary identifying all
activities for the department. The summary is
followed by department performance measures,
which includes detail for each activity. Activity
narratives include a brief "Five-Year Outlook" that
addresses future budget considerations. Following
the activity narratives ar e the activity budget detail including position allocations.
Measure Y
The Measure Y Section provides a c
omprehensive
breakdown of Measure Y expenditures, c ategorized
by type and aligned with key comm unity goals. This
section provides a clear picture of how Measure Y
funds are allocated to enhance public s afety,
infrastructure, and essential services. On
November 5, 2024 Clovis voters approved a local
1% transactions and use tax (sales tax) to assist
the City in m eeting specific goals and priorities in
public safety, safety and cleanliness, business and
job retention, streets/roads repair, homelessness,
youth and parks programs, other general services,
spending disclo sure and reporting and suppo rt for
City departments.
Debt Obligations
The Debt Obligation Section provides information
about the City's poli cies on long -term debt, current
long-term debt obligations, and the legal debt limit.
Community Investment Program
The Community Investment Program Section
provides a general explanation of all c
apital projects
planned for 2025-2026 and is organized by activity.
Projects are identified on the basis of priority nee d
and availability of funding.
Five-Year Community Investment Program
The Five-Year Community Investment Program
Section provides a general explanation of all capital
projects planned for 2025-2026 thro ugh 2029-2030
and bey
ond and is also organiz ed by activity.
Projects are identified on the basis of priority nee d
and availability of funding.
Appendix
The Appendix Section provides demographic
information, phone numbers of City of fices, elected
officials, miscellaneous statistics, and a glossa ry of terms used in this document.
Every attempt has been made to make this Budget
document as easy to understand as possible. We
50 AGENDA ITEM NO. 7.
apologize for the use of "technical terms"; but due to
the nature of accounting, their use is sometimes
unavoidable. We hope that including a Glossary of
terms in the Appendix Section will help the reader
through these technical areas. If you have any
questions or need clarification of items in this
Budget, contact the Finance Department by calling
(559) 324-2130.
The Budget document is available for public
inspection at City Hall, Clovis Civic Center, 1033
Fifth Street, and the Clovis Branch Library, 1155
Fifth Street, during regular business hours, as well
as the City’s website at www.cityofclovis.com
.
Individual copies may also be purchased from the
Finance Department.
51 AGENDA ITEM NO. 7.
(Thi
s page intentionally left blank)
52 AGENDA ITEM NO. 7.
53 AGENDA ITEM NO. 7.
54 AGENDA ITEM NO. 7.
TABLE OF CONTENTS
I. Executive Summary .......................................................................................................... .............. i-vi II. Introduction .............................................................................................................. .................... 1-22 Summary of Discretionary and Non-Discretionary
Revenues Chart .................................................................................................................... 4 Use of Discretionary Revenues Chart ......................................................................................... 5 Description and Purpose of Accounting Funds .................................................................... 10-11 Organization al Charts ........................................................................................................... 12-21 Management Staff & Budget Task Force .................................................................................. 22 III. Summary of Revenues and Expenditures .................................................................................. 23-50 Fund Balanc e Summary ............................................................................................................ 23 Fund Highlights ..................................................................................................................... 24-25 Summary of Resources and Appropriations ............................................................................. 26 Notes to Resources and Appropriations .............................................................................. 27-28 Summary of Revenues and Expenditures ................................................................................. 29 Budget Summary - All Funds ............................................................................................... 30-31 Budget Summar y by Fund .................................................................................................... 32-35 Summary of Revenues by Fund ........................................................................................... 36-37 Revenue by Source .............................................................................................................. 38-47 Summary of Expenditures by Fund ...................................................................................... 48-50 IV. Personnel……………………………………………………………………………………………….. 51-58 Personnel Overview ............................................................................................................. 51-52 Summary of Positions by Department ....................................................................................... 53 Detail of Positions by Department ........................................................................................ 54-58 V. Operations……………………… ……………………………………………………………………...59-190 Table of Contents ...................................................................................................................... 59 Summary of Expenditures by Department/Function ............................................................ 60-61 City Council ................................................................................................................ .......... 62-65 City Attorney ............................................................................................................... .......... 66-67 City Manage r Department .................................................................................................... 68-87 General Services Department ............................................................................................ 88-111 Finance De partment ......................................................................................................... 112-117 Planning and Development Services Department ........................................................... 118-128 Police D epartment ............................................................................................................ 129-147 Fire Department ................................................................................................................ 148-159 Public Utilitie s Department ............................................................................................... 160-187 Clovis Succes sor Agencies .............................................................................................. 188-190 VI. Measure Y ................................................................................................................. .............. 191-220 Measure Y Overview ............................................................................................................... 191 Summary of Measure Y Resources and Appropriations ......................................................... 192 Summary of Measure Y Transfers .......................................................................................... 193 Measure Y Budget Summary ........................................................................................... 194-195 Budget Detail by Goals ..................................................................................................... 196-220 VII. Debt Ob ligations ..................................................................................................................... 221-228 Debt Summary ......................................................................................................................... 222 Description of Long-Term Debt ........................................................................................ 223-228 VIII. Community Investment Program Summary ............................................................................. C1-C18 IX. Five-Year Community Investment Program ........................................................................... C19-C64 X. Appendix ................................................................................................................... ................. A1-A7 Glossary .................................................................................................................... ........ A8-A14 55 AGENDA ITEM NO. 7.
(This pag
e intentionally left blank)
56 AGENDA ITEM NO. 7.
The Executive Summary provides an
overview of key programs and projects to
be undertaken by the Annual Budget and
provides a summary of current financial
conditions that will offset operating revenues.
57 AGENDA ITEM NO. 7.
58 AGENDA ITEM NO. 7.
May 19, 2025
To: Mayor Mouanoutoua, Members of the Ci ty Council, and Citizens of Clovis
EXECUTIVE SUMMARY
The 2025-2026 Annual Budget for general operations and capi tal improvement programs for the City of Clovis in the amount of $395.3 million is hereby submitted, in accordance with the Clovis Municipal Code.
The 2025-2026 Annual Budget is a historic budget on many levels. The passage of Measure Y, a 1% sales and use tax by the voters of Clovis provides a significant opportunity to invest in Clovis. Significant engagement and support from residents to maintain the Clovis Way of Life created the opportunity. With over 66% voter approval, Measure Y was passed and the priorities outlined in the measure are reflected by the investments made through the 2025-26 Annual Budget. Based on feedback from the budget development effort, the 2025-2026 Annual Budget focuses on the number one priority residents provided, maintaining Clovis as a safe community. To address this priority, the 2025-2026 Annual Budget proposes signific ant investments across various city departments. These additions aim to address key priorities such as public safety including Police and Fire, street and park maintenance, recreation opportunities, senior services, city cleanli ness and administrative support. The proposed positions include 7 sworn Police Officers, 9 Firefighters, maintenance workers, recreation staff, and administrative/accounting personnel, all intended to maintain and enhance city servic es and safety. If not for the Measure Y passage, the Annual Budget would be recommending significant cuts to General Fund Departments. Despite the economic uncertainty, inflationary pressures, and increased demand for services, Clovis is in a sustainable fiscal position.
The proposed Annual Budget solidifies the City’s financial position by maintaining reserves and building fund balances for future needs and also allowing for a plan to be developed to address deferred maintenance and fleet replacement.
Highlights. The 2025-2026 Annual Budget is the spending plan for local services and investment in infrastructure of the community. The Annual Budget provides for a range of public services and focuses on those services that are essential to our citizens. With the Investment of M easure Y revenues, the City is at the beginning of a multi- year effort to position the City to maintain a high quality of life for its residents with critical investments in positions and capital needs such as facilities. The 2025-2026 Annual Budget highlights include:
Enhance Public Safety. Public safety is a core service to the City. o Increase of 7 sworn Police personnel bringing the total authorized to 135 officers. o Increase of 9 Firefighter positions to add an engine crew to reduce response times. o Add critical support staff positions to enable officers and firefighters to keep Clovis safe. o The budget provides for the replacement of 20 vehicles and 9 new vehicles in the Police Department, along with a new crime scene vehicle, a traffic motorcycle, and 2 fire command staff vehicles.
o Enables the Fire Department to plan for t he ordering of a replacement ladder truck and ordering of a new engine for the new engine crew.
Implementing Measure Y. During the 2024-2025 budget process, the City of Clovis actively sought community input through presentations, events, surveys, and public meetings. Residents expressed 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.
59 AGENDA ITEM NO. 7.
ii
The response came in the form of Measure Y—a 1% local sales tax approved by 66.9% of voters in the November 2024 election. The goals of Measure Y as approved by the voters are:
1. Maintaining Public Safety
2. Keeping Clovis Safe & Clean
3. Retaining Small Businesses & Jobs
4. Protecting Local Drinking Water Sources
5. Repairing Streets & Roads
6. Addressing Homelessness
7. Maintaining Youth & Parks Programs
8. Other General Services
9. Spending Disclosure/Spent Locally
It is projected Measure Y will generate $26.2 million in new revenues to the City, but actual revenues will not be available for some time due to the timing of the tax deposits by the State. This is a new tax and forecasting revenues is challenging in uncertain economic times. The 2025-2026 Annual Budget utilizes $13.7 million in Measure Y funds to begin addressing the goals above. It is expected Measure Y will have a fund balanc e at the end of the 2025-2026 fiscal year which will be critical for needed investments in facilities, fleet, and reserves. Revenues will be monitored, and corrective adjustments can be proposed as needed throughout the next fiscal y ear. More details on the use of Measure Y are available in the Measure Y section of the budget document. Provide Targeted Neighborhood Revitalization Investments. This is a long-term effort to improve community appearance, neighborhood stabilization, amenities in older neighborhoods, and econ omic oppo
rtunities. These investments total $8 million in the proposed 2025-2026 budget building on investments in 2023
-2024 and 2024-2025 of over $40 million, including the following for the 2025-2026 fiscal year:
o Afforda
ble Housing Programs Continue Unprecedented Level of Investment of nearly $4.13 million in Grant and City Funding.
$1.3 million for Housing Rehabilitation Loans
$0.65
million for Down-Payment Housing Assistance
$2.0 million to support the creation of new affordable housing. Contin
uing the Emergency Housing Repairs Program at $0.18 million o Activ
e code enforcement will continue with a cross-department effort. o Public street improvements. Reconstruct or Design:
Adaptive Signalization on Shaw Avenue
Reconstruct
Willow Avenue – Sierra to Barstow Avenues.
Reconstruct Barstow Avenue – Willow to Villa Avenues and Brookhaven to Sunnyside Avenu
es.
Reconstruct Peach Avenue – Gettysburg to Ashlan Avenues
Reconstruct Ashlan Avenue – Winery to Peach Avenues
Construct ADA Improvements as part of various street improvement projects. o Sidewalk Improvements. Construction of sidewalks on Sierra Avenue east of Willow. o T
ransit Bus Stop Improvements. Construction of new Bus Stops to implement new route plan.
o Alley Improvements. Reconstruct various alleys in eligible lower-income neighborhoods. o Econo
mic Development Investments.
Revitalization planning for underutilized Shaw Avenue commercial properties.
Offer small and micro business incubation services in Southwest Clovis in partnership with the Clovis Culinary Center and regional partners.
Continue marketing the area for retail and job generating uses to serve adjacent neighborhoods and the City as a whole.
Provide Fiscal Security. The Emergency Reserve is proposed to be 17.6% (of General Fund Expenditures), or $20.9 million, set aside this year for unforeseen emergencies. This is a slight drop from the pre
vious budget on a percentage basis. The City’s auditors recommended a target amount of 20%-25% as a prudent reserve for a city operation the size of Clovis. This fund protects service levels from cata
strophic and unexpected losses. Utilization of these funds requires a 4/5th‘s vote of the City Council. In addition, Measure Y is forecasted to provide a fund balance available for neede d facility and fleet impro
vements.
60 AGENDA ITEM NO. 7.
iii
Further Secure Water Supplies and Systems.
o Continue investments with the Fresno Irrigati on District for the firm surface water supply. o Improve treatment at the Surface Water Treatm ent Plant and City water wells to improve the quality and quantity of potable water and increase groundwater recharge through existing and new facilities.
o Review Wastewater diversion improvements to increase capacity of the Sewer System. o Update the Water Master Plan.
Invest in Employees. The budget includes a budgeted cost of living increase and funds for employee benefits. Funds for training and educational opportunities have been included and encouraged to be used to allow employees to reach their full potential at the City. Invest in Planning our Future. The budget includes funding for the update to the General Plan. Invest in the City’s Economic Future. Staff will be actively working on attracting commercial and industrial businesses to Clovis to add jobs and revenues to the City. Staff will continue to make strategic marketing efforts aimed at top revenue producing businesses to support the financial needs of the City. Relationships are being established and maintained with critical development partners in the community and projects are assisted through the development pr ocess. Staff will also be worki ng with regional partners to develop entrepreneurial and small business growth resources. Staff will continue a focused marketing effort on reinforcing Clovis as a medical hub for services, education, and research leverage with the expansion of Clovis Regional Medical Center and the expansion of California Health Sciences University. Expand the Trail System and Parks. City funds are budgeted to design and construct a new park in the Loma Vista area that will also allow for groundwater recharge. Additional crews are being added to better maintain General Fund Parks and trails. Funds ar e budgeted to make investments at parks such as improvements to the Gettysburg Park restrooms
The 2025-2026 Annual Budget will be available for review at the City Clerk’s Office - 1033 Fifth Street, at the Clovis Branch Library - 1155 Fifth Street, and on the City’s website as of May 19, 2025. Individual copies are available for purchase from the Finance Department. The public hearing to consider the Annual Budget will be at the regular City Council meeting of June 2, 2025, with adoption scheduled at the conclusion of the hearing.
Our Vision, Mission, and Community Values
Vision
Home.
Clovis is more than a city. It is a place to call home – where shared values, diverse perspectives, and a commitment to one another come together to create a thriving and cherished community. We aspire to be a beacon of unity, safety, civility, pr osperity, innovation, and sustainabl e living, ensuring that Clovis is always more than just a place to live, but rather, a place to belong.
Mission
To set the standard for excellence in defining, delivering, and protecting local governance.
Community Values
“Do the right thing:” We make decisions that are in the best interests of our community. We are honest, ethical, and transparent in our dealings with others.
Heritage, history, and traditions: We are committed to preserving , educating, and passing on our heritage, history, and traditions while welcoming new traditions along the way. Safest city in the Valley: We prioritize the safety and well-being of our residents by providing effective public safety services, maintaining our infrastructure, and promoting community preparedness to create a secure and resilient environment.
Strong neighborhoods, engaged residents, and planned growth: We plan and implement orderly community growth consistent with the City’s Vision. We actively engage the community in determining how our community grows, from our earliest neighborhoods to our newer growth areas. Education, innovation, and collaboration to support a vibrant economy: We are committed to growing a vibrant and sustainable local economy by continui ng to attract new businesses, supporting existing businesses, and cultivating an environment that encourages entrepreneurship, job growth, and economic 61 AGENDA ITEM NO. 7.
iv
prosperity. We provide educational opportunities for all to ensure the current workforce and future generations are prepared for success.
Stewardship, sustainability, and good governance: We are good stewards of our resources, making careful and thoughtful choices in the best interest of our community’s future. Healthiest community in the Valley: We plan our community to provide recreational opportunities, parks, trails, a worl
d-class senior center, and community programs, promoting an active and healthy lifestyle and fosterin
g a strong sense of community connection.
Employer of choice: We maintain Clovis as the public sector employer of choice.
Fiscal Over
view
The City’s unemployment rate peaked in May of 2020 at 13%, dropped to as low as 2.5% in March of 2022, and in March of 2024is at 4% and has held steady this past ye ar, which is very close to the unemployment rate pre- pandemic. The City saw a decline of historically high sales tax revenue from several years ago. Sales tax revenues are forecasted to nearly double thanks to Measure Y and it appears consumption is stabilizing. Inflation is currently close to the Federal Reserve target rate of 2%, a ma rked improvement from a year ago. However, economic uncertainties have developed in the first half of 2025. Cons umer sentiment is dropping, inflation expectations are increasing, and a recession is being forecasted as “likely” with supply chain disruptions being a concern due to proposed tariffs The City’s efforts over many years to build a strong and diverse economy that attracts high quality businesses, employees, and residents will be key in walkin g through more uncertainty. When combined with wise decisions on the investment of Measure Y funds to build a more resilient, safe, and stable community will continue to provide a foundation for Clovis residents to flourish. The proposed budget includes a prudent increase in services and corresponding expenditures that allows for close monitoring of Measure Y and other fund performance to allow for adjustments as needed to navigate the volatile economic conditions.
In addition, the City is faced with a rapidly changing en vironment beyond the most recent economic uncertainties.
The method of product delivery is transitioning to non-taxable digital services and delivery services rather than brick and mortar locations. Many employees are continuing to telecommute, changing daily traffic patterns, and finding labor is a continued challenge. This has resulted in changes in real estate demand. In this, there are opportunities for the City to address the changes in the upcoming General Plan Update. The City has also supported and leveraged the large and continued increases in entrepreneurial start-ups.
The economic shifts that rapidly occurred during the pandemic confirmed that the City is on solid ground economically with new businesses, i deas, and ways of doing business coming forth to keep Clovis strong for the long run despite short term challenges in the labor mark et, inflationary pressures, monetary policy, and now trade policy and fiscal policy. The fundament als of a well-educated community, excellent infrastructure, good land use policies, and a heritage of hard work will provide for an economic engine that gives hope for the future. Continuing a spirit of partnership with Clovis businesses is going to be critical in reaching the mutual goals of a vibrant community that allows for the success of all its residents.
Budget Overview
The 2025-2026 Annual Budget for all funds totals $ 395.3 million, including $345.1 m illion in operating expenses and $50.2 million in capital improvement expenditures. The budget is balanced using current revenues, anticipated rate increases, and available reserves. This budget represents a 1.64% decrease compared to estimated expenditures for 2024-2025, due primarily to several large capital projects being completed in the current year and not reflected in the proposed budget. A summary of expenditures by function is provided below:
General Government $ 10,968,300
Public Safety 92,512,700
Planning & Development Services 18,056,700
Community Investment Program 50,162,200
Public Utilities 98,754,600
Culture & Recreation 29,189,100
Internal Services 95,628,600
TOTAL $ 395,272,200
General
Government
3%
Public Safety
23%
Planning &
Development
Services
5%
Community
Investment
Program
13%
Public
Utilities
25%
Culture &
Rec
7%
Internal
Services
24%
62 AGENDA ITEM NO. 7.
v
General Fund
The proposed General Fund Budget is balanced using Measure Y. A newly approved 1% sales and use tax that was implemented on April 1, 2025. This new revenue stream has provided an enormous opportunity to the City from our citizens, to ensure that we not only remain financially stable, but maintain services to meet the community’s needs and key priorities. Total General Fund Expenditures including Measure Y are projected at $123.9 million and represent an increase of 6% compared to the estimated expenditures for 2024-2025. Total General Fund Revenues including Measure Y are projected at $140.9 million, which is an increase of 20% when compared to the estimated revenues for 2024-2025.
The summary of General Fund expenditures by function is provided below:
The 2025-2026 Annual Budget projects sales tax revenues to be $55.8 million, wh ich represents a 60% increase from the 2024-2025 Annual Budget. The City’s sales tax will experience dramatic growth in fiscal years 2025 and 2026 due to the passage of Measure Y on November 5, 2024, a local transaction and use tax (sales tax) of 1%.
This additional sales tax will supple ment the Statewide 1% Bradley Burns sales tax. The City is no longer experiencing growth with its Bradley Burns but instead experienced a 3% and 2.3% decline in fiscal years 2023 and 2024, respectively. The City anticipates Bradley Burns sales tax to decline again in 2024-2025 from what was budgeted in the 2024-2025 Annual Budget. One reason for the decline in sales tax is the inflationary pressures on households shifting dollars away from discretionary spending as larger portions of income go to essentials such as food, transportation, and housing costs, along with less consumer confidence in the current economic climate. With the addition of Measure Y sales tax as a new revenue stre am, the City has been able to avert budgetary cuts.
Sales tax comprises 49% of the projected discretionary revenue for fiscal year 2025-2026, an increase from 37% budgeted last fiscal year.
Property tax revenues are expected to continue to rise , although new housing development is not anticipated to continue at historical levels. Commercial property tax revenues will be closely monitored as they may be impacted by the accelerated shift to online shopping and remote office work. Property taxes, including in-lieu vehicle license fees, are projected to be $43.9 million in fiscal year 2025-2026, which represents a 6% increase from the previous fiscal year. These property taxes comprise 33% of the projected discretionary revenue for fiscal year 2025-2026, a decrease from 45% budgeted last fiscal year.
A key to ensuring Clovis’ long-term fiscal health is to accumulate sufficient funds to maintain an Emergency Reserve that is adequate to protect the City against an unexpect ed catastrophic event and for the continuance of essential City services during a rapid economic downturn. The City’s auditors recommend a target amount of 20%-25% as a prudent reserve for a city operation the size of Clovis. The 2025-2026 Annual Budget does not include a transfer to the Emergency Reserve. The balance of $20.9 million will remain and is 17.6% of expenditures. The Budget also includes no unassigned general fund balance to be carried forward as a contingency for economic uncertainty and in case of unexpected expenditures or revenue shortfalls, but a significant amount is forecasted to be available in the Measure Y fund balance, a discretionary resource for City Council to consider for critical needs and future investments.
The General Fund and Measure Y are the only funds with discretionary revenues to fund all or portions of operations, such as Police and Fire protection, streets and parks maintenance, recreation, and senior services. The distinction between “discretionary” and “non-discretionary” revenues is key to understanding the financing of local government’s core services. It is also the key to understanding how decisions about funding local government and the use of revenues made at the state or local level can affect the City’s core services. Only 29% of the City’s total current year’s revenues are available for discretionar y spending. The remaining revenues are designated for specific purposes. A more detailed description of the use of discretionary revenues is provided in the Introduction Section of this budget.
Public Safety
75%
General
Government/
Economic Dev
9%
Public
Utilities
6%
Cultural &
Recreation
10%
Public Safety 92,512,700
General Government/Economic Dev. 10,968,300
Public Utilities 6,975,700
Cultural & Recreation 13,492,200
TOTAL $ 123,948,900
63 AGENDA ITEM NO. 7.
vi
Other Funds
Although a major focus of the budget disc ussion is the General Fund because it represents the essential core services delivered to citizens and is supported by gener al tax revenues, other funds are no less important. These other funds include the community inve stment funds, enterprise funds, and inte rnal service funds. All these funds are balanced for 2025-2026, utilizing current revenue and reserves when appropriate.
In the Public Utilities Department, Sewer will have a 3% rate increase in this year’s budget and will refund the full $7.30 bond surcharge. The Water Fund will implement the authorized 3% increase and has tw o rate schedules:
one for normal conditions and one for drought conditions. Th is year’s budget anticipates normal conditions.
Community Sanitation will have a 4% increase for recycling and organics services, a 4% increase for refuse service and a 4% increase for street sweeping charges. The Transit Enterprise Fund and Planning and Development Services Fund (PDS) are fully funded this year. These f unds are included in the Summary of Fund Balances and other tables in the Summary of Revenue and Expenditures section of this budget.
The Internal Service Funds are included in this budget and act as cost accumulation and allocation centers. All of these funds are fully funded with adequate balances to manage emergencies in the respective operational areas, should the need arise. In addition, the Community Investment Program (CIP) is included in this budget with details included in the CIP section.
The 2025-2026 Annual Budget represents the City being in a strong fiscal position poised to make investments to continue Clovis’ heritage and mission to “To set the standard for excellence in defining, delivering, and protecting local governance.” I wish to thank the Council, the City’s Executive Management Team, and all City Employees for their extraordinary efforts as we have continued to provide excellent public service and look forward to maintaining Clovis as the best City in California. I am confident that we will continue to succeed in 2025-2026.
Respectfully submitted,
Andrew Haussler
City Manager
64 AGENDA ITEM NO. 7.
The Introduction Section provides general
information about the City, long-range
goals, major policies, financial planning,
key budget objectives, economic outlook,
discretionary revenues, budget process
and calendar, basis of budgeting, budgetary
controls, appropriation limitation, fund
descriptions, and organizational charts.
65 AGENDA ITEM NO. 7.
66 AGENDA ITEM NO. 7.
INTRODUCTION
The City of Clovis was incorporated on February 27, 1912, as a general law city of the State of California and as such can exercise the powers allowed by the Constitution and laws of the State of California. The City is governed by the City Council-Manager form of government in which the
City Council determines the mission, land use, and
spending policies of the City and appoints the City
Manager to oversee the day-to-day operation in carrying forward those policies. The City Council consists of five members elected at large for al ternating four-year terms.
The City provides the following services: public safety, animal control, transit, senior services, parks, recreation, economic development, planning and zoning, building
inspection and engineering, street maintenance, water
treatment and delivery, refuse collection and disposal, sewage collection and treatment, water reuse, street
cleaning, and general administrative services.
In accordance with state law and the Clovis Municipal
Code, the City prepares and adopts an annual balanced
budget on a basis consistent with generally accepted
accounting principles. Annual appropriated budgets are adopted for the General Fund, special revenue funds,
capital project funds, and debt service funds. Spending plans are also adopted for proprietary funds.
FINANCIAL POLICIES
The City Council has established fiscal policies that govern the City’s financial administration and are designed to safeguard the City’s assets, provide for a stable funding base, and ensure that adequate accounting data is compiled. The accounting data allows for the preparati on of various accounting reports such as this budget and the Annual Comprehensive Financial Report (ACFR). Following are the financial policies that provide the basis for the financial direction of the City:
The City’s budget policy states that all operating budgets shall be balanced, and ongoing costs will not exceed current revenues plus the available fund ba lance that exceeds reserv e fund requirements. The minimum reserve for any operational fund is 10% of the budgeted expenditures with the goal for reserves of 20-25% of budgeted expenditures unless capital borrowing or extraordinary fiscal conditions require that higher levels of reserves be maintained.
The Enterprise Funds are to be fully supported by us er fees and charges, and the Internal Services Funds are to be funded at appropriate levels to ensure reasonable ability to respond to unforeseen events.
Annually, the City has designated a contribution of gene ral funds to the General Government Services Fund (an Internal Service Fund) to address the building space needs for new fire stations, safety training facilities, regional park facilities, business and industrial parks, upgrades and new technology for improved productivity, and major remodeling, repairs, or additions to existing facilities. The City will not issue long-term debt to cover curren t operations. The City will consider the issuance of long-term debt to purchase/build capital assets when those assets will benefit users over several years and it is determined that it is more equitable to sp read the capital investment and financing costs of the assets to current and future users of the assets.
1 67
AGENDA ITEM NO. 7.
Annually, the City will have an independent audit of it s financial records prepared by a certified public accountant, pursuant to generally accepted auditing standards, and will submit an annual financial report to the City Council by December 31 for the previous fiscal year. Fees for services provided will be charged directly to users of the services when appropriate and should cover the full cost of service delivery. Fees will be reviewed on an annual basis to ensure that the fee is appropriate for the service provided compared to actual cost or an approved cost index. Development impact fees will be established with the goal that new growth pays the cost of infrastructure improvements and minimizes the burden to existing residents. The City will invest available cash assets in a mann er consistent with the safeguards and diversity that a prudent investor would adhere to with primary emphasis on preservation of principal, sufficient liquidity to cover anticipated payment outflows, and high yields consistent with the first two goals. The City’s investments will be consistent with Section 53601 of the Government Code of the State of California that identifies which types of investments are eligible for investment of public funds, and the maximum percentage of an investment portfolio that is allowed for any one investment.
The City remains in compliance with all of its financial policies.
KEY BUDGET OBJECTIVES
The overall key objective of this budget is to maintain the quality of life in Clovis with targeted investments while keeping expenditures in line with revenues. For more details on how these objectives relate to departmental goals, refer to the Department Summaries included in the Operations Section.
1. Implement Measure Y, focusing on the goals of the measure including:
Maintaining Public Safety
Keeping Clovis Safe & Clean
Retaining Small Businesses & Jobs
Protecting Local Drinking Water Sources
Repairing Streets & Roads
Addressing Homelessness
Maintaining Youth & Parks Programs
Other General Services
Spending Disclosure/Spent Locally
The initial focus is on Public Safety with a meas ured plan to expand public safety services and the support systems needed to allow for safety personnel to serve the community. The objective is to allow Measure Y resources to become fully known while beginning to address the priorities of the community.
2. Implement and begin update of the General Plan and all service and infrastructure master plans.
3. Implement an Economic Development Strategy that seeks to facilitate the growth of new or expanding businesses and jobs that improve the overall tax base of the City, improve the diversity of the local economy, and improve the income of residents in the community.
4. Pursue a capital investment assessment and master plan to provide a safe, clean, and well- maintained community for the residents, to provid e first-rate public facilit ies to serve the City’s population well into the future, and to induce increased local employment from construction contracts; and to provide preventative maintenance as a priority expenditure to avoid greater costs in the future.
5. Provide targeted neighborhood revitalization invest ments. This is a long-term effort to improve community appearance, neighborhood stabilization, infrastructure improvements, amenities in older neighborhoods, and economic opportunities. These investments total $8 million in the 2025-2026 budget on top of over $40 million in the previous two budgets in funding primarily reinvesting in some of the City’s older neighborhoods.
2 68
AGENDA ITEM NO. 7.
DISCRETIONARY VERSUS NON-DISCRETIONARY REVENUES
The distin
ction between these categories of revenue is especially important for the General Fund. It is the key to understanding the financing of general government operations and services. Understanding these categories of revenue makes it clearer how decisions are made on funding local government and how the use of these revenues can affect core government servic es. With constrained sour ces of revenue, the terms “discretionary” and “non-discretionary” revenues have taken on greater importance.
Discretionary revenues are those for which the City can decide, without restriction, how these funds will be expended and on which programs. Examples of discretionary revenues are property taxes, most sales taxes, and business license fees, all of which may be allocated to support any lawful purpose of the City’s choosing.
Discretionary revenues are used to support the General Fund operations and programs. The primary sources of discretionary revenues are property, sales, and certain other taxes which account for more than 98% of total discretionary funding.
Non-discretionary revenues have restrictions, and th e City must spend these revenues on the programs for which they are intended. Examples of non-discretio nary revenues include gas taxes that must be used for street maintenance; and development fees that must be used for land use entitlement processes and inspections or investment in public improvements associated with new development.
The chart on the following page titled “Summary of Discretionary and Non-Discretionary Revenues 2025-2026” illustrates that only 29% of total annual revenues are discretionary with the remaining 71% non- discretionary. The City’s discretionary revenues this year total $100.3 million, of which $99.2 million is being appropriated in the General Fund and $0.35 million are being transferred to the Planning and Development Services Fund and $0.75 million are being transferred to Housing Funds to pay for the public benefit supported by that operation. The remaining $294.9 million of revenues are non-discretionary. Of the discretionary revenues, the chart titled “Use of Discretionary Rev enues 2025-2026” shows that the City will use 83%, or $83.4 million, of the total $100.3 million of discretionary funds for public safety. 3 69
AGENDA ITEM NO. 7.
SUMMARY OF
DISCRETIONARY AND NON-DISCRETIONARY
REVENUES 2025-2026
Non-
Discretionary Discretionary Total
Property Taxes 39,846,000 4,019,000 43,865,000
Sales & Other Taxes 71,414,000 531,000 71,945,000
Licenses & Permits 1,200,000 4,885,000 6,085,000
Fines & Forfeitures 0 230,000 230,000
Use of Money & Property 450,000 6,478,700 6,928,700
Revenue From Other Agencies 283,000 37,537,700 37,820,700 Charges For Current Services 53,000 216,960,600 217,013,600 Other Revenues 0 821,000 821,000
TOTAL CURRENT FUNDING 113,246,000 271,463,000 384,709,000 (Additions to)/Use of Available Balance (12,929,700) 23,492,900 10,563,200 TOTAL 100,316,300 294,955,900 395,272,200
29% 71%
Discretionary Non-Discretionary
Current Funding
4 70
AGENDA ITEM NO. 7.
USE OF DISCRETIONARY REVENUES
2025-2026
Non- Use of
Total Discretionary Discretionary
Departments Expenditures Revenues Revenues
City Council 452,500 232,000 220,500
City Attorney 1,256,200 847,000 409,200
City Manager 11,794,800 9,164,800 2,630,000
General Services 89,380,200 84,770,300 4,609,900
Finance 4,647,100 3,658,600 988,500
Police 63,896,000 7,139,700 56,756,300
Fire 28,616,700 1,916,500 26,700,200
Public Utilities 127,009,800 120,013,800 6,996,000
Planning & Development Services 18,056,700 17,573,000 483,700 Community Investment Program 50,162,200 49,640,200 522,000 TOTAL 395,272,200 294,955,900 100,316,300
Public Utilities
7%
Planning & Dev.
Srvcs
1%
Public Safety
83% General Services
5%
Admin & Econ Dev
4%
5 71
AGENDA ITEM NO. 7.
ECONOMIC OUTLOOK
The City’s unemployment rate peaked in May of 2020 at 13%, dropped to as low as 2.5% in March of 2022, and in March of 2024 is at 4% and has held steady this past year, which is very close to the unemployment rate pre-pandemic. The City saw a decline of historically high sales tax revenue from several years ago. Sales tax revenues are forecasted to grow 60% from approximately $35 million to $55.8 million thanks to Measure Y. Inflation is currently close to the Federal Reserv e target rate of 2%, a marked improvement from a year ago. However, economic uncertainties have developed in the first half of 2025. Consumer sentiment is dropping, inflation expectations are increasing, and a recession is being forecasted as a “likely” with supply chain disruptions being a concern due to proposed tariffs. The City’s efforts over many years to build a strong and diverse economy that attracts high quality businesses, employees, and residents will be key in walking through more uncertainty. Clovis’ solid economic base and the investment of Measure Y funds will continue to build a resilient, safe, and stable community. Allowing Clovis to provide a strong and stable foundation for Clovis residents to flourish. The proposed budget includes a prudent increase in services and corresponding expenditures that with close monitoring of Measure Y and other fund performance. This will allow for adjustments as needed to navigate the volatile economic conditions.
In addition, the City is faced with a rapidly changing environment beyond the most recent economic uncertainties. The method of product delivery is transitioning to non-taxable digital services and delivery services rather than brick and mortar locations. Many employees are continuing to telecommute, changing daily traffic patterns, and finding labor is a continued challenge. This has resulted in changes in real estate demand and the cost of labor. In this, there are opportunities for the City to address the changes in the upcoming General Plan Update. The City has also supported and leveraged the large and continued increases in entrepreneurial start-ups.
The economic shifts that rapidly occurred during the pandemic confirmed that the City is on solid ground economically with new businesses, ideas, and ways of doing business coming forth to keep Clovis strong for the long run despite short term challenges in the la bor market, inflationary pressures, and monetary policy, and now trade policy and fiscal policy. The fundam entals of a well-educated community, excellent infrastructure, good land use policies, and a heritage of hard work will provide for an economic engine that gives hope for the future. Continuing a spirit of partnership with Clovis businesses and residents is going to be critical in reaching the mutual goals of a vibrant community that allows for the success of all its residents.
Upcoming projects that will have a positive effect on the local economy include:
California Health Sciences University (CHSU) in creasing enrollment candidates for becoming medical doctors in the Sierra Gateway Commerce District;
Further attraction of businesses to the Sierra Gateway Commerce District; Businesses locating in the expanded Dry Creek Indust rial Park and nearby business developments; Additional expansion of medical facilities at Clovis Community Medical Center and on adjacent properties; Targeted investments of $8 million that will improve older Clovis neighborhoods and provide economic opportunities;
Development of approximately 400,000 square feet of industrial buildings on vacant parcels in the Clovis Industrial Business Park;
The development on the Clovis and Dakota Avenue site into approximately 400,000 square feet of industrial will add at least 1,000 jobs to the City;
The beginning of commercial development in the Heritage Grove growth area; Additional commercial development coming to the Herndon Avenue Corridor; Continued investment in the Shaw Avenue Corridor;
Additional retail opening to the Loma Vista Urban Center; Construction of a six-lane expressway on S haw Avenue from DeWolf to Leonard Avenues; and Proposed car dealerships at Clovis and Herndon Avenues.
6 72
AGENDA ITEM NO. 7.
FUND ACCOUNTING
The acco
unts of the City are organized on a basis of funds, each of which is considered a separate accounting entity. The operations of each fund are accounted for with a separate set of self-balancing accounts that comprise its assets, liabilities, fund equity, revenues, and expenses/expenditures. Government resources are allocated to and accounted for in individual funds based on the purposes for which they are to be spent. The various funds are grouped into three broad categories as follows:
Governmental Fund Types - Governmental funds are used to account for all of the City's general activities, including the collection and disbursement of earmarked mo nies (special revenue funds), the acquisition of or construction of general fixed assets (capital projects funds), and the servicing of general long-term debt (debt service funds). The General Fund is used to account for all activities of the general government not accounted for in some other fund.
Proprietary Funds - Proprietary funds are used to account for activities similar to those found in the private sector, where the determination of net income is necessary or useful to sound financial administration and the primary intent is to recover the costs of providing the goods or services through user charges. Goods or services from such activities can be provided either to outside parties (enterprise funds) or to other departments or agencies primarily within the government (internal service funds).
Fiduciary Funds - Fiduciary funds are used to account for assets held on behalf of outside parties in a trustee capacity. Assessment Districts fall within this category as does the Redevelopment Successor Agency.
BASIS OF BUDGETING
The bud
gets of the governmental fund types (General Fund, special revenue, capital projects, debt service, and assessment districts) are prepared on a modified accrual basis. This means expenditures are recorded when the liability is incurred, and revenues are recognized if they are received during the fiscal year or shortly thereafter. In addition, the City treats encumbrances as expenditures onl y for budgetary control purposes.
Encumbrances open at year-end are reported as assi gnments of fund balances since they do not constitute expenditures or liabilities. Available expendable resources include beginning fund balance and current year revenues and transfers from other funds.
The spending plans for the proprietary fund types, comprised of internal service funds (employee benefits, fleet, liability and property insurance, and general servic es) and enterprise funds (water, sewer, community sanitation, planning and development services, and transit), are prepared on a full accrual basis. Expenses are recorded when the liability is incurred, and rev enues are recognized when the service is provided.
Exceptions exist in the way the City prepares its spending plans for the enterprise funds and the way they are reported in the City's Annual Comprehensive Financial Report (ACFR). Depreciation on assets is not shown in the spending plan, but expenditures for capital are shown at the full purchase price. The ACFR shows depreciation but not capital expenditure, which is in accordance with generally accepted accounting principles.
Available expendable resources for proprietary funds include beginning working capital, current revenues, and transfers in. Beginning working capital is defined as curr ent assets less current liabilities; in other words, working capital represents cash available to pay expenses.
FIVE-YEAR COMMUNITY INVESTMENT PROGRAM
Based
on the City’s Master Development Plans, the program consists of broad evaluation and establishment of priorities for capital projects essential for future development, as well as the replacement of existing City facilities as needed to ensure the continued delivery of services to the public. An important part of the process of developing the community investment program for capital improvements is determination of the logical order of construction of projects included in the master plans so that underground work is well coordinated to be accomplished in advance of above groundwork. Public service programs and the master plans are the principal bases for determining general priorities. Other factors, however, may influence the final decision as to when a particular project is to be undertaken, such as public demand, major commercial or industrial users, the need to coordinate with other jurisdictions, or even special funding. The five-year community investment program is not designed to do all things that need to be done, but rather to develop a reasonable program of public needs and a dependable order of urgency for each project in relation to other projects. The preparation of the capital budget provides greater assurance that the projects will be undertaken in order of need, that overlapping projects will be avoided, that costly mi stakes can be avoided, and that all projects can be 7 73
AGENDA ITEM NO. 7.
coordinated with each other. Below are a few highlight s of projects included in the Five-Year Community Investment Program:
Upgrades and repairs to Fire, Police, and Park Facilities Construction of the Recharge Basin Park in the Loma Vista area Replace and widen bridge section at Leonard and Enterprise Canal Design of Various Street Rehabilitation Projects
Rehabilitation or Widening of Various Streets, including:
o Armstrong Avenue – Alluvial to Nees Avenues
o Ashlan Avenue – Winery to Peach Avenues
o Barstow Avenue – Willow to Villa & Brookhaven to Sunnyside Avenues o Herndon Avenue – Fowler to Armstrong Avenues
o Peach Avenue – Ashlan to Gettysburg Avenues
o Willow Avenue – Sierra to Bullard & Bullard to Barstow Avenues
BUDGET PROCESS
The pro
posed budget is required by City Ordinance to be submitted to the City Council by the third meeting in May for the upcoming fiscal year (which begins July 1 and ends June 30). The Council holds public hearings following the submittal of the budget, and may add to, subtract from, or change appropriations within revenues and reserves estimated as available. The Council is required to adopt a balanced budget by June 30. If a balanced budget is not adopted by June 30, to ensure continuity of government services, the City Manager’s proposed budget becomes effective (excluding capital expenditures).
As part of the budget process, City staff prepared a five-year forecast that analyzed the City's long-term fiscal condition. It identifies trends and issues that must be addressed early to ensure the City's continued financial success in meeting the service needs of the City's residents. These planning sessions are intended to identify Council goals and priorities for the upcoming year. The departments then provide budgetary requests necessary to provide the services required to meet the Council goals. Once the City Manager confirms that the budget is structurally balanced with current resources sufficient to cover current expenditures, the Finance Department accumulates the data into a budget book representing the proposed budget that is submitted to Council.
Following adoption of the budget, it is sometimes necessary to amend the budget. The City Manager may transfer any appropriation within a specific fund no t to exceed $5,000 for appropriations and $2,500 for reserves. Transfers exceeding these amounts require Council action. Also, the Personnel section from time to time may require an amendment should additional staffing be necessary or should the complement of staff require adjustment. These changes also require Council action.
BUDGET CALENDAR
Dep
artmental Submittal (including CIP) April 4, 2025
City Manager Budget Review April 7 - April 11, 2025
Introduction of Recommended Budget to City Council May 19, 2025 Council Budget Review and Public Hearings June 2, 2025
Adoption of Budget Jun
e 2, 2025
BUDGET CONTROL
Budgeta
ry control is maintained at the department level by fund for both expenditures and personnel. The City utilizes encumbrance accounting in governmental funds under which purchase orders, contracts, and other commitments for expenditures are recorded to reserve the budgeted line item. Monthly reports to staff and quarterly reports to Council are utilized to affect budgetary control and reporting. 8 74
AGENDA ITEM NO. 7.
APPROPRIATIONS LIMITATION
In Nove
mber of 1979, California voters approved a constitutional amendment that established an Appropriations Limitation for the state and local govern ments. In June of 1990, the electorate approved Proposition 111 that amended the provisions of the constitution to provide for the adjustment of the Limitation.
The formula now used to calculate the Appropriations Limit is the percentage change in California Per Capita Income (PCI) or the percentage change in valuations of non-residential construction (NRC) plus the percentage change in the City's population or the County's, whiche ver is greater. The State Department of Finance has provided the City with the population estimates and the Per Capita Income. The City’s population increased approximately 1.13% from 2024. The percentage change in the California PCI was approximately 6.44%. The change in non-residential construction was 2.13%. Therefore, the change in PCI is used.
Appropriations Limitation 2024-2025 $425,335,156
Add: Change in Population (1.13%) 4,806,287
$430,1 41,443
Add: Change in PCI (6.44%) 27,701,109
Appropriations Limitation 2025-2026 $457,842,552
Less: Proposed Expenditures Subject to Limitation in 2025-2026 121,975,484 Amount of Un
used Authorized Appropriations $335,867,068
Ove
r the past five years, the City of Clovis’ expenditures have been less than the appropriation (approximately 26% of the limit); therefore, it is not likely that the City of Clovis will reach the Appropriations Limit in the future.
It is recommended that the Council's adoption of t he Budget include the establishment of the City's Appropriations Limitation for the 2025-2026 fiscal year at $457,842,552. ____________________________________
9 75
AGENDA ITEM NO. 7.
DESCRIPTION AND PURPOSE
OF ACCOUNTING FUNDS
The information below provides a brief outline for each of the funds utilized by the City to account for revenue and expenditures for the various activities of the City.
Community Facilities District 2020-1 Fund
The Community Facilities District 2020-1 Fund is a
special revenue fund that houses the collection and
spending of tax assessments within Community
Facilities District 2020-1. Assessments collected will
be used to finance all costs associated with the
maintenance and operation of certain public sewer
facilities and the eventual replacement thereof.
Community Sanitation Fund
The Community Sanitation Fund, which is self-
supporting from fees, is operated as a City business
or "enterprise." All costs including depreciation are
recorded in this fund. All revenue from service
charges related to the collection and disposal of
solid waste, recycling, organics, and street
sweeping fees is deposited into this fund.
Employee Benefits Fund
This fund accounts for the cost of employee
benefits including retirement, workers'
compensation, health insurance, unemployment
insurance, and social security and Medicare
insurance. The source of funding is a charge to all
departments with personnel.
Fleet Maintenance and Replacement Fund
This fund accounts for the expenditures for
maintaining the City's fleet and for equipment
replacement. The source of funding is rental and
replacement charges to all operating departments
that use vehicles or equipment.
General Fund
The purpose of the General Fund is to account for
general government activities such as public safety,
planning, some public works, and revenue
collection administration. All local tax revenues,
building fees, certain user charges, and all
discretionary revenues are deposited in the General
Fund. The General Fund also receives
non-discretionary revenues related to specific
activities that are performed by the operating
sections within the General Fund.
General Fund – Measure Y
The purpose of the General Fund – Measure Y is to
account for general government expenditures
related to activities approved by the voters of the
City of Clovis for a 1% Transactions and Use Tax
(Sales tax) known as Measure Y approved on
November 5, 2024. Such activities include
maintaining 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
requiring public spending disclosure. All Measure Y
tax revenues are considered discretionary revenues
and deposited in the General Fund – Measure Y.
General Government Services/Facilities Fund
This fund accounts for centralized support provided
to other departments including computer services,
central supplies, communications, energy, and
janitorial services and for government facility
maintenance, enhancements, and acquisitions.
The sources of funding come from a charge to all
operating departments.
Housing & Community Development Fund
This fund accounts for the operations of the
Housing and Community Development Program.
The funding source is the Housing and Community
Development Block Grant.
Housing Successor Fund
This fund was created to continue those City
managed housing projects not affected by the
State’s elimination of Redevelopment Agencies.
Landscape Maintenance Fund
This fund accounts for the expenditures of the
Landscape Maintenance Districts.
Liability and Property Insurance Fund
This fund accounts for the cost of general liability
and property damage claims and insurance. The
source of funding is from a charge to all operating
departments.
10 76
AGENDA ITEM NO. 7.
Park Projects Fund
This fund accounts for the revenue, primarily from
developer fees and park grants, for the purpose of
park development, including acquisition of property.
Also, as needed, funds are transferred from this
fund to the Park Bond Debt Service Fund for
payment of the annual principal and interest on the
Park Bonds, which were used for park acquisition
and development.
Planning & Development Services Fund
This fund accounts for the activities of the building,
planning, and engineering departments of the City.
Revenue is mainly generated from permit fees for
services provided.
Sewer Construction-Developer Fund
This fund accounts for the revenue from developer
fees from the Major Facilities Sewer charge and to
account for capital improvements for major trunk
sewer projects and expansion at the treatment
plant.
Sewer Construction-Enterprise Fund
This fund accounts for capital expenditures for
sewer main construction. Funds are transferred
into the fund from the Sewer Service Fund for user-
related projects and from the Developer Trust Fund
as reimbursements are made for developer
projects.
Sewer Service Fund
This enterprise fund accounts for the operation and
maintenance of the City's sanitary sewer system,
including operating costs of the City's share of the
Fresno-Clovis Wastewater Treatment Facility. The
fund is self-supporting from sewer user fees.
Street Construction Fund
This fund accounts for the capital street projects
paid for out of the City's share of Transportation
Development Act (SB 325) funds allocated by the
state, 1/2 cent sales tax for transportation, Special
Gas Tax Select Street funds, and federal funding
sources under the Federal Intermodel Surface
Transportation Efficiency Act. In addition, funds are
transferred from the Developer Trust Fund as
reimbursements are made for developer-financed
projects.
Successor Agencies Fund
This fund was established to manage the wind
down of the Clovis Community Development
Agency. State actions eliminated Redevelopment
Agencies effective 1/31/12 and required the
creation of this fund.
Transit Fund
This fund accounts for the operation of the City's
transit system including Stageline and Round-Up
and services contracted from Fresno Area Express
(FAX). The sources of funding for this activity are
SB 325 monies, farebox revenues, and 1/2 cent
sales tax for transportation.
Water Construction-Developer Fund
This fund accounts for the revenue from developer
fees and for capital improvements for major water
lines, water wells, and other major capital
improvements.
Water Construction-Enterprise Fund
This fund accounts for revenue from developer fees
and expenditures for installation of water mains.
Water Service Fund
This enterprise fund accounts for revenues from
delivery of water and the related expenditures to
operate and maintain the water system. Funds are
transferred from this fu nd to the Water Main
Construction Fund for system maintenance and
upgrades.
11 77
AGENDA ITEM NO. 7.
City Of Clovis Organization Chart
MAYOR AND
CITY COUNCIL
CITY MANAGER
ASSISTANT CITY MANAGER
PLANNING COMMISSION
PERSONNEL COMMISSION
CITY ATTORNEY
CITIZENS OF
CLOVIS
GENERAL SERVICES DEPARTMENT
PERSONNEL/RISK MANAGEMENT
SENIOR SERVICES
PUBLIC TRANSIT
RECREATION SERVICES
FACILITIES MAINTENANCE
PURCHASING
CITY MANAGER DEPARTMENT
ECONOMIC DEVELOPMENT &
COMMUNICATIONS
HOUSING & COMMUNITY DEVELOPMENT
CITY CLERK OPERATIONS
INFORMATION TECHNOLOGY
SUCCESSOR AGENCY
FINANCE DEPARTMENT
ACCOUNTING/REPORTING
UTILITY BILLING
FORECASTING
BUDGETING
CITY TREASURER
FIRE DEPARTMENT
OPERATIONS
TRAINING
FIRE PREVENTION
EMERGENCY PREPAREDNESS
PLANNING AND DEVELOPMENT
SERVICES DEPARTMENT
PLANNING
BUILDING
ENGINEERING SERVICES
COMMUNITY INVESTMENT PROGRAM
POLICE DEPARTMENT
ADMINISTRATION & SUPPORT SERVICES
COMMUNICATIONS
PATROL & JAIL SERVICES
INVESTIGATIO NS
YOUTH & ANIMAL SERVICES
PUBLIC UTILITIES DEPARTMENT
WAT ER
WASTEWATER
COMMUNITY SANITATION
PARKS
STREET MAINTENANCE & LIGHTING
FLEET
12 78
AGENDA ITEM NO. 7.
City Manager Department
CITY MANAGER
INFORMATION
TECHNOLOGY
ECONOMIC DEVELOPMENT
HOUSING &
COMMUNICATIONS
CITY CLERK ADMINISTRATION
ASSISTANT CITY MANAGER
EX ECUTIVE MANAGEMENT
TEAM
13 79
AGENDA ITEM NO. 7.
General Services Department
GENERAL SERVICES
DIRECTOR
PERSONNEL
RISK MANAGEMENT
COMMUNITY SERVICES DEPARTMENT SUPPORT
PERSONNEL SERVICES SENIOR SERVICES PURCHASING
FACILITIES
MAINTENANCE
RECREATIONEMPLOYEE BENEFITS
RISK MANAGEMENT PUBLIC TRANSIT
14 80
AGENDA ITEM NO. 7.
Finance Department
FINANCE DIRECTOR
CITY TREASURER
ACCOUNTING INVESTMENT AND
REVENUE
BUDGETING
FORECASTING
FINANCIAL
REPORTING
DEBT ISSUANCE
& ADMINISTRATION
BILLING AND
COLLECTION
GRANT
ACCOUNTING
INVESTING
COST
ACCOUNTING
15 81
AGENDA ITEM NO. 7.
Planning and Development Services Department
PLANNING AND DEVELOPMENT SERVICES
DIRECTOR
PLANNING
DIVISION
BUILDING
DIVISION
ENGINEERING
DIVISION
ADVANCE PLANNING
CURRENT PLANNING
MAJOR PROJECTS
& PROGRAMS
PERMIT PROCESSING ENGINEERING
ADMINISTRATION
CAPITAL
IMPROVEMENTS
CONSTRUCTION
MANAGEMENT
INSPECTIONS
DEVELOPMENT
REVIEW
RESIDENTIAL
COMMERCIAL
16 82
AGENDA ITEM NO. 7.
Police Department
CHIEF OF POLICE
ADMINISTRATION &
SUPPORT SERVICES
OPERATIONS
PATROL SPECIAL ENFOR-
CEMENT TEAM
CRIME
ANALYSIS
MAGEC/HEAT/
ACT
FBI-TERRORISM
TASK FORCE
HOMELAND
SECURITY
COMPUTER
FORENSICS
WELLNESS &
FITNESS
HIRING
RESERVES
CHAPLAINS &
VOLUNTEERS
FLEET
PUBLIC RECORDS
ACT
NEIGHBORHOOD
SERVICES
RECORDS &
PUBLIC SERVICES
TRAINING
ANIMAL
RESPONSE TEAM
MISS WINKLES PET
ADOPTION CENTER
NON-PROFITS
RECEIVING &
CARE CENTER
GRAFFITI
ABATEMENT
JUVENILE
WORK PROGRAM
DIVERSION
YOUTH
ACADEMY
JUVENILE DRUG
EDUCATION
INVESTIGATIONS
BUDGET/
GRANTS
UAV
WAT CH 1
BEAT 7 & 8
WAT CH 3
BEAT 1
EOD
JAIL
FIELD
TRAINING
WATCH 2
BEAT 2, 3, & 6
INTERNAL
AFFAIRS
INJURIES W/C
CUSD
LIAISON
TECHNOLOGY
QUALITY OF LIFE
ISSUES
YOUTH SERVICES &
ANIMAL SERVICES
WATCH 4 & 6
BEAT 4 & 5
HONOR
GUARD
HOSPITAL/
EMS
PITCHESS
K9 MUTUAL
AID
CROWD
MANAGEMENT
COMMUNI-
CATIONS
POLICY, PROC.
& UOF REVIEW
TRAFFIC
PROPERTY &
EVIDENCE
FACILITIES
SWAT/
CNT
PIO &
MEDIA
SPECIAL
VEHICLES
17 83
AGENDA ITEM NO. 7.
Fire Department
FIRE CHIEF
EMERGENCY
OPERATIONS DIVISION
COMMUNITY RISK
REDUCTION DIVISION
TRAINING
COMMUNICATIONS
EMERGENCY
PREPAREDNESS
FIRE
INVESTIGATIONS
FIRE
PREVENTION
BUDGET
ACCREDITATION
STRATEGIC
PLANNING
PERSONNEL
SHIFT
OPERATIONS
SPECIALIZED
TEAMS
FLEET
FACILITIES
LOGISTICS
ADMINISTRATION
DIVISION
18 84
AGENDA ITEM NO. 7.
Public Utilities Department
PUBLIC UTILITIES
DIRECTOR
UTILITIES & PARKS ADMINISTRATION, SAFETY
TECHNICAL & FLEET
SANITATION & STREETS
WATER SUPPLY
& DISTRIBUTION
WASTEWATER
STORM DRAINAGE
SOLID WASTE
COLLECTION
LANDFILL
OPERATIONS
RECYCLING
ADMINISTRATION
STREET CLEANING
STREET
MAINTENANCE
STREET LIGHTING
PARKS/LANDSCAPE
MAINTENANCE
ADMIN & CLERICAL
UTILITIES PLANNING
& ENGINEERING
SAFETY & COMPLIANCE
FLEET
MAINENANCE
19 85
AGENDA ITEM NO. 7.
Clovis Successor Agencies
COMMUNICATIONSSUCCESSOR
AGENCY
ECONOMIC
DEVELOPMENT
AFFORDABLE
HOUSING
ECONOMIC DEVELOPMENT, HOUSING &
COMMUNICATIONS DIRECTOR
20 86
AGENDA ITEM NO. 7.
City Departments by Fund Type
CITY OF CLOVIS
GOVERNMENT FUND TYPES
ENTERPRISE FUND
COMMUNITY SANITATION
PLANNING & DEVELOPMENT SERVICES
TRANSIT
WASTEWATER
WATER
GENERAL FUND
CITY ATTORNEY
CITY CLERK
CITY COUNCIL
CITY MANAGER
ECONOMIC DEVELOPMENT &
COMMUNICATIONS
FINANCE
FIRE
PARKS
PERSONNEL
POLICE
RECREATION
SENIOR SERVICES
STORM DRAIN
STREET LIGHTING
STREET MAINTENANCE
INTERNAL SERVICE FUND
EMPLOYEE BENEFITS
FACILITIES MAINTENANCE
FLEET MAINTENANCE
INFORMATION TECHNOLOGY
INSURANCE
21 87
AGENDA ITEM NO. 7.
CITY OF CLOVIS
2025-2026 MANAGEMENT STAFF
Andrew Haussler, City Manager
Paul Armendariz, Interim Assistant City Manager
Chad McCollum, Economic Development, Housing & Communications Director Scott Cross, City Attorney
Briana Parra, City Clerk
Curt Fleming, Police Chief
Chris Ekk, Fire Chief
J
ay Schengel, Finance Director/Treasurer
Amy Hance, General Services Director
Renee Mathis, Planning & Development Services Director
Scott Redelfs, Public Utilities Director
BUDGET PREPARATION TASK FORCE
Andrew Haussler, City Manager
Jay Schengel, Finance Director
Paul Armendariz
Susan Evans
Angela Papazian
Jose Cortez
Jose Reynoso
Ran Chan
Emily Pimentel
Fernando Copetti
Rebecca Simonian
22 88
AGENDA ITEM NO. 7.
The Summary Section provides summarized
information on the various funds, revenue,
expenditures, and fund balances. The Summary
Section also provides a detailed presentation
of specific General Fund revenue.
89 AGENDA ITEM NO. 7.
90 AGENDA ITEM NO. 7.
FUND BALANCE SUMMARY
This section contains information about the various funds utilized by the City presented in summary form. The
narrative, Highlights of Fund Activities, provides facts about the major fund groups. The information is intended to present to the reader, in a condensed form, important data about each fund group.
The Summary of Resources and Appropriations, which follows the Highlights, provides a very concise presentation of the various funds. For each fund, the Summary includes the estimated beginning fund balance as of July 1, 2025; the total estimated revenue for 2025-2026; the total proposed budget expenditures for 2025-2026; and the projected ending fund balance for each fund as of June 30, 2026.
The Notes to Resources and Appropriations Summary, immediately following the Summary of Resources and Appropriations, provides detail on the various fund trans fers along with notes about fund presentation and is an integral part of the Summary.
These schedules provide, in a condensed form, an overview of the financial position of the City for the budget year.
23 91
AGENDA ITEM NO. 7.
FUND HIGHLIGHTS
General Fund - General Fund expenditures are being funded through current year revenues and a transfer from the Measure Y Fund. Projected revenues are $114.7 million which is $3.9 million or 3.5% more than the revised revenues for 2024-2025. Revenues for 2025-2026 are increasing mainly due to property taxes, sales taxes, transient occupancy taxes, and business license taxes. Proposed expenditures are $118.9 million and represent $2.5 million or 2.2% more when c ompared to 2024-2025 es timated expendi tures. The increase in 2025-26 projected expenditures is largely due to increased costs for employee benefit programs including retirement and health insurance along with general price increases on the cost of services and supplies. Thirty-two new positions are recommended for the General Fund for 2025-2026. Eleven positions in the Police Department, nine positions in the Fire Department, one position in the Senior Services Division, one position in the Recreation Division, two positions in the Parks Division, one position in the Street Lighting Division, tw o positions in the Streets Division, two positions in the Personnel Division and three positions in the Finance Department. The General Fund has $20.9 million, or 17.6% of expenditures, designated as an emergency reserve. The General Fund also reflects no unassigned fund balance to be carried forward as a contingency for economic uncertainty and in case of unexpected expenditures or rev enue shortfalls but a significant amount is forecasted to be available in the Measure Y fund balance, a discretionary resource for City Council to consider for c ritical needs and future investments.
General Fund - Measure Y - This fund is newly created to account for general government expenditures related to activities funded with Measure Y, a 1% Transactions and Use Tax (Sales tax) approved by the voters of the City of Clovis on November 5, 2024. Such activities include maintaining public safety, keeping Clovis safe and clean, retaining s mall businesses and jobs, protecting local drinking water, repairing streets and roads, addressing homelessnes s, maintaining youth and parks programs, other general services, and requiring public spending disclosure. All Measure Y tax revenues are considered discretionary revenues and are deposited in the General Fund – Measure Y. Measure Y expenditures are being funded through current year revenues. Projected revenues are $26.2 million, which is $19.9 million or 316% more than the revised revenues for 2024-2025. This is mainly attributed to Measure Y taking effect on April 1, 2025 and rec eiving funds for only one quarter in 2024-2025 compared to an entire fis cal year for 2025-2026. Proposed expenditures are $13.7 million; $5.1 million for sustaining essential services levels and $8.6 million for operations that meet the goals approved by the voters. Refer to the Meas ure Y Section for more details.
Special Revenue Funds - The Housing and Community Development Fund projects a fund balance of $1.0 million for 2025-2026 with current program costs funded using capital funds for projects and a combination of revenues and a transfer from the General Fund to cover current operational program c osts.
The Landscape Assessment District Fund shows a projected fund balance of $10.7 million for 2025-2026. This amount is being accumulated for required reserve and future equipment replacement. The Community Facilities District 2020-1 shows a projected fund balance of $0.4 million.
Internal Service Funds - All of the City’s Internal Service Funds have adequate revenues or reserves to cover current operating requirements. All Internal Services Funds derive rev enue primarily from charges to user departments. Ten new positions for the General Services Department are recommended for 2025-2026. The General Government Facilities Fund includes a limited num ber of minor projects with the reserves committed to future debt service obligations.
Enterprise Funds - All of the City’s Enterprise Funds show sufficient revenue and working capital to meet current operating requirements. With the increase in development over the last few y ears, the City has rebated utility customers the Sewer bond c overage charge of $7.30 per month. The City will continue to rebate the $7.30 per month Sewer bond coverage charge in 2025-2026. Sewer operations have an authorized 3% escalator, which is included in the proposed budget. The Community Sanitation Enterprise has an approved 4% increase effective every July 1 as needed. The need for this increase has been reviewed and will be implemented effective July 1, 2025, for the Recy cling and Organics programs, the Refuse program and the Street Sweeping program. The Water Enterprise Fund reflects the approved 3% rate increase effective July 1, 2025, with rate increases approved in future years if necessary. The Water/Sewer/Community Sanitation operations will add four new positions in 2025-2026 and the Parks division will add two new positions to accommodate continued growth of the City. The Transit Enterprise will continue utilizing the annual mone y received from the Transportation Development Act (TDA) and the Federal Transit Administration (FTA) to improve transit services and for capital improvements. The 24 92
AGENDA ITEM NO. 7.
Transit Enterprise has three new recommended positions in 2025-2026. To accommodate staffing changes and market demands, the Planning & Development Enterprise has four new positions and one position conversion.
Capital Improvements - Several major projects are included in the 2025-2026 budget and are listed in the Community Investment Program Section. The City has also identified several major projects in the Five-Year Community Investment Program Section for years beyond 2025-2026 that do not currently have funding sources identified.
More details regarding the recommended positions included in the 2025-2026 budget in the General Fund , Internal Service Funds, and Enterprise Funds are included in the Personnel Section. 25 93
AGENDA ITEM NO. 7.
SUMMARY OF
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
SPECIAL REVENUE FUNDS
Housing & Community Develop. 999,000 150,000 329,600 488,900 989,700 Landscape Assessment Dist 10,103,500 0 6,571,000 5,955,000 10,719,500 Community Facilities Dist 2020-1 374,300 0 100,000 32,700 441,600 Total Special Revenue 11,476,800 150,000 7,000,600 6,476,600 12,150,800
INTERNAL SERVICE FUNDS
Liability & Property Insurance 2,721,000 0 9,909,000 9,901,900 2,728,100 Employee Benefits 16,995,600 0 47,607,400 47,913,900 16,689,100 Fleet Maintenance 26,130,700 0 17,029,100 16,938,900 26,220,900 Fleet Maintenance - Measure Y 0 2,250,000 0 2,250,000 0 General Government Services 8,079,000 0 18,186,500 17,845,400 8,420,100 General Government Services - Measure Y 0 778,500 0 778,500 0 Total Internal Service 53,926,300 3,028,500 92,732,000 95,628,600 54,058,200
ENTERPRISE FUNDS
Community Sanitation 11,112,800 150,000 29,159,300 32,102,400 8,319,700 Sewer Service 27,205,400 (1,730,000) 18,223,000 22,317,300 21,381,100 Water Service 20,719,000 (230,000) 25,179,000 31,371,500 14,296,500 Transit 238,000 0 15,208,000 15,208,000 238,000
Planning & Development Service 10,067,300 350,000 16,706,000 17,923,000 9,200,300 Planning & Development Service - Measure Y 0 133,700 0 133,700 0 Total Enterprise 69,342,500 (1,326,300) 104,475,300 119,055,900 53,435,600
CAPITAL IMPROVEMENT FUNDS
Sewer Construction 1,156,700 1,730,000 7,329,000 8,748,000 1,467,700 Park Projects 5,466,000 0 2,626,000 5,640,000 2,452,000 Street Construction 9,617,700 0 14,129,100 14,994,000 8,752,800 Water Construction 13,163,500 980,000 9,127,000 15,464,000 7,806,500 Housing & Community Develop. 1,040,000 600,000 2,934,200 4,574,200 0 Refuse Construction 0 0 0 0 0
General Government Facilities 19,647,000 (750,000) 3,443,000 220,000 22,120,000 General Government Facilities - Measure Y 0 522,000 0 522,000 0 Total Capital Improvement 50,090,900 3,082,000 39,588,300 50,162,200 42,599,000 191,455,700 150,000 384,709,000 395,272,200 181,042,500 Beginning Ending
Balance Transfers Additions Deductions Balance
SUCCESSOR AGENCIES TRUST FUND
Clovis Successor Agencies** 892,800 0 1,405,000 1,353,000 944,800 * The General Fund maintains a $20,970,000 set aside, or 17.6% of expenditures, as an emergency reserve as directed by the City Council.
**The Clovis Successor Agencies are Private Purpose Trust Funds and as such are reported separately and not included in Citywide totals.
26 94
AGENDA ITEM NO. 7.
NOTES TO RESOURCES & APPROPRIATIONS
SUMMARY
1. Summary of Transfers
Interfund operating transfers are legally authorized transfers from one fund receiving revenue to the fund where the resources are to be expended.
Amount From To Purpose
$ 350,000 General Fund Planning and Dev General Fund supported activity 600,00
0 General Fund Affordable Housing Various housing projects 150,00
0 General Fund Housing & Comm Dev Housing administration 5,067,30
0 General Fund – Meas Y General Fund Maintain current services 2,250,00
0 General Fund – Meas Y Fleet – Meas Y Acquisition of fleet vehicles 522,00
0 General Fund – Meas Y Gen Govt Svs – Meas Y Various capital projects 285,60
0 General Fund – Meas Y Gen Govt Svs – Meas Y Facilities projects and staffing 133,70
0 General Fund – Meas Y Planning and Dev – Meas Y Additional staff costs 492,90
0 General Fund – Meas Y IT projects and staffing
750,00
0 General Govt Svs Debt service – Fire Station 6
730,00
0 Water Service Debt service – 2003 Revenue Bonds
250,00
0 Water Service
Information Tech – Meas Y
Water Service
Water Capital-Dev
Water Capital-User Various capital projects
150,00
0 Comm Sanitation Cap* Comm Sanitation Oper Acquisition of refuse containers 500,00
0 Sewer Service Sewer Cap-User Various capital projects 1,500,00
0 Sewer Service Sewer Cap-Dev Debt service
270,00
0 Sewer Capital-Dev Sewer Service Ongoing capital projects
2. For presentation purposes, several funds were combined on the Summary of Fund Balances as follows:
Sewer Capital -
Sewer Capital-Enterprise
Sewer Capital-Developer
Water Construction -
Water Capital-Enterprise
Water Capital-Developer
*Community Sanitation Capital Fund is unbudgeted and as such, is not shown on the preceding schedule, but is fully disclosed in the City's Annual Financial Report. 27 95
AGENDA ITEM NO. 7.
(This pag
e intentionally left blank)
28 96
AGENDA ITEM NO. 7.
SUMMARY REVENUES AND EXPENDITURES
The follo
wing summary schedule provides an excellent overview of the City's 2025-2026 revenues and expenditures. The schedule on the following page combines all the City's funds into one summary schedule while the “2025-2026 Budget Summary-By Fund” provides a summary of revenues and expenditures for each fund.
Care needs to be taken when attempting to draw c onclusions from summary schedules, especially when comparing one budget year to prior years. Because of the up-and-down nature of capital project expenditures, the City's total budget can experience wide swings from year to year. An example of this may be a large street or sewer project that is budgeted in one budget year and may not exist in the next. This type of project may increase the budget by several million dollars in any one year.
The reader should also be aware that the majority of the City's revenue and expenditures are restricted to specific purposes and cannot be transferred from one fund to another. As was indicated in the City Manager's letter and further discussed in the Introduction Section, the General Fund is the only fund with discretionary revenues to pay for City services, such as police and fire. The other funds are restricted in their use, such as the Water Enterprise Fund, which can only be used to pay expenses related to water delivery.
Following the summary schedules is a detailed description of major revenue sources. We are providing historical trends, budgeting assumptions, and other information as appropriate.
The "2025-2026 Budget Summary-All Funds" includes all funding sources and expenditures for all Governmental and Proprietary Funds. A review of the revenue shows that “Charges for Current Services” is the largest revenue source followed by "Charges to Other Departments”. Included in "Charges for Current Services" are the charges for the City's Enterprise Funds (water, sewer, refuse, etc.). This revenue source makes up 40% of the total funding sources. The source "Charges to Other Departments" reflects interfund charges, or revenue derived, by the City's Internal Service Funds such as General Services, Employee Benefits, Fleet Services, and Liability and Property Insurance to other operating funds for services received fr om the Internal Service Funds. This funding source reflects 17% of the total. (Please read the note at the bottom of the “2025-2026 Budget Summary-All Funds” about the effect Internal Service Fund charges have on t he City's revenues and expenditures.) Property Taxes, show an increase due primarily to expected countywide growth , improving property values from prior years, and the statutory Prop 13 increase of 2% or California CPI, whichever is less. The California CPI for 2025-2026 is 2%.
Property taxes account for 11% of the City’s revenue. The revenue source “Sales & Use Tax” which accounts for 15% of total revenue, will see a significant increase due to the passage of Measure Y, a newly approved 1% sales and use tax that was implemented on April 1, 2025. This new revenue stream has provided an enormous opportunity to the City from our citizens, to ensure that we not only remain financially stable, but maintain services to meet the community’s needs and key priorities.
Overall the City budget is slightly lower when compared to the prior year. Capital outlays/improvements account for 16% of the total budgeted expenditures in 2025-2026 and are decreasing when compared to the 2024-2025 estimated budget amounts. The combined totals for all salaries and benefits, which account for 34% of the total expenditures, show a significant increase from the previous year due to the addition of fifty positions.
Reflected in the category “Administrative and Overhead,” which makes up 9% of the total, is the expenditure side of the interfund charges by the City’s Internal Service Funds. This expenditure reflects costs such as computer services, communications, energy, and office supplies. The expenditure category “Employee Related ISF Charges” which accounts for 12% of total expenditures is another interfund related expenditure account and reflects the internal transfer of a portion of employee benefits.
Again, the reader is requested to vi ew each of these revenue and expenditure categories on a per fund and departmental basis along with looking at a "Total Summarized Picture." Each of the department presentations included in the Operational Section will provide further information about the programs and proposed expenditures for each department.
29 97
AGENDA ITEM NO. 7.
2023-2024 2024-2025 2025-2026
ACTUAL ESTIMATED BUDGET
FUNDING SOURCES
Property Taxes 38,806,494 41,249,000 43,865,000
Sales & Use Tax 29,516,137 35,028,000 55,783,000
Other Taxes 13,475,939 15,019,000 16,162,000
Licenses and Permits 4,378,869 5,419,000 6,085,000
Fines 190,317 226,000 230,000
Use of Money & Property 14,826,284 9,330,600 6,928,700
From Other Agencies 35,974,945 57,403,700 37,820,700
Charges for Current Services 95,126,106 124,776,300 152,242,400 Other Revenues 4,072,566 1,297,800 821,000
Charges to Other Departments-ISF 72,981,295 82,067,600 64,771,200 Other Financing Sources 476,940 47,800 0
Total Revenues and Other
Financing Sources 309,825,892 371,864,800 384,709,000
Beginning Fund Balances 219,223,851 221,302,000 191,455,700 Total Available Resources 529,049,743 593,166,800 576,164,700
EXPENDITURES/EXPENSES
Salaries-Regular 59,013,340 63,359,400 74,131,900
Overtime 7,427,448 9,182,200 8,399,300
Extra Help 4,084,801 4,576,100 6,232,600
Benefits 36,285,124 40,294,400 45,976,500
Vehicle Charges 14,605,981 16,512,800 17,123,700
Energy 10,210,873 12,434,100 12,681,700
Communications 814,381 916,600 921,700
Professional Services 29,514,471 35,968,600 37,738,100
Repair and Maintenance 4,885,284 5,951,300 9,331,500
State Mandates 897,400 1,086,300 1,167,300
Special Events 77,046 89,500 123,500
Building and Equipment Rental 4,684 63,700 69,000
Office Supplies 678,396 873,000 934,900
Materials and Supplies 7,167,700 8,776,600 9,326,300
Travel and Meeting Expense 291,894 290,200 313,000
Training 710,934 947,200 1,409,800
Dues and Subscriptions 584,671 969,000 1,155,300
Administration and Overhead 29,090,274 32,218,200 35,528,500 Employee-Related ISF Charges 34,522,453 40,922,000 46,989,000 Liability Insurance Prog-ISF 6,121,971 7,328,800 9,477,500 Debt Service 14,483,583 13,960,600 14,788,600
Capital Outlays/Improvements 48,145,031 105,140,500 61,452,500 Total Expenditures/Expenses and Other Uses 309,617,743 401,861,100 395,272,200 Net Operating Transfers * 1,870,000 150,000 150,000
Ending Fund Balances 221,302,000 191,455,700 181,042,500 2025-2026 BUDGET SUMMARY - ALL FUNDS
Included in the schedule below are items that are not considered revenue/expenses for financial reporting purposes. These items are:
Long-term Debt (COPs and loans; included in "Other Financing Sources") -- Reported as liabilities for financial reporting Principal payments on long-term debt (included in "Debt Service") -- Reported as a reduction to liabilities for financial reporting Capital additions (included in "Capital Outlays") -- Reported as fixed assets for financial reporting The numbers presented above include revenue and expenses for the City's Internal Service Funds. These funds act as cost allocation departments in that they accumulate the cost of goods and services and distribute these costs to the various other user departments. The user departments in turn record an expense/expenditure, and the Internal Service Fund records revenue. Therefore, a doubling effect occurs for those revenues and expenses/expenditures.
The Clovis Successor Agencies are Private Purpose Trust Funds and as such are reported separately and not included in Citywide totals. * Net transfers are the result of the transfer to the Refuse Disposal Fund from the Community Sanitation Fund, an unbudgeted fund. 30 98
AGENDA ITEM NO. 7.
Other Taxes
4.0%
Property Taxes
11.1%
Other Financing Sources
0.1%
Sales & Use Tax
9.4%
Licenses and Permits
1.5%
Other Revenues
0.3%
From Other Agencies
15.4%
Use of Money and
Property
2.5%
Charges for Current
Services
33.5%
Fines
0.1%
Charges to Other
Departments-ISF
22.1%
2024-2025 ESTIMATED REVENUES
Other Taxes
4.2%
Property Taxes
11.4%
Other Financing Sources
0.1%Sales & Use Tax
14.5%
Licenses and Permits
1.6%
Other Revenues
0.2%
From Other Agencies
9.8%
Use of Money
and Property
1.8%
Charges for Current
Services
39.4% Fines
0.1%
Charges to Other
Departments-ISF
16.9%
2025-2026 BUDGET REVENUES
Expenditure charts are presented by fund later in this section and by department and function in the Operations section. 31 99
AGENDA ITEM NO. 7.
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
100
AGENDA ITEM NO. 7.
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
33 101
AGENDA ITEM NO. 7.
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
34 102
AGENDA ITEM NO. 7.
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
35 103
AGENDA ITEM NO. 7.
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.
36 104
AGENDA ITEM NO. 7.
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
37 105
AGENDA ITEM NO. 7.
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
38 106
AGENDA ITEM NO. 7.
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.
39 107
AGENDA ITEM NO. 7.
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.
40 108
AGENDA ITEM NO. 7.
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.
41 109
AGENDA ITEM NO. 7.
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. 42 110
AGENDA ITEM NO. 7.
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.
43 111
AGENDA ITEM NO. 7.
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
44 112
AGENDA ITEM NO. 7.
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. 45 113
AGENDA ITEM NO. 7.
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. 46 114
AGENDA ITEM NO. 7.
(This page intentionally left blank)
47 115
AGENDA ITEM NO. 7.
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.
48 116
AGENDA ITEM NO. 7.
`
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
49 117
AGENDA ITEM NO. 7.
(This page intentionally left blank)
50 118
AGENDA ITEM NO. 7.
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.
119
AGENDA ITEM NO. 7.
120
AGENDA ITEM NO. 7.
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 51 121
AGENDA ITEM NO. 7.
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.
52 122
AGENDA ITEM NO. 7.
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
53 123
AGENDA ITEM NO. 7.
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
54 124
AGENDA ITEM NO. 7.
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
55 125
AGENDA ITEM NO. 7.
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
56 126
AGENDA ITEM NO. 7.
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
57 127
AGENDA ITEM NO. 7.
(This page intentionally left blank)
58 128
AGENDA ITEM NO. 7.
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.
129
AGENDA ITEM NO. 7.
130
AGENDA ITEM NO. 7.
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 59 131
AGENDA ITEM NO. 7.
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
60 132
AGENDA ITEM NO. 7.
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
61 133
AGENDA ITEM NO. 7.
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.
Core community infrastructure : Maintain and strengthen core competencies in areas such as infrastructure maintenance (sewer, water, streets, safety, parks) and planning for future facility needs, ensuring residents' confidence in local government's commitment to their well-being.
Collaborations and partnerships : Foster healthy regional collaborations and partnerships to address major community needs, including housing, workforce development, economic grow th, infrastructure, and education to improve the quality of life for all Clovis residents.
Diversified economic model : Define and embrace new economic models for the City by diversifying revenue sources and investing in workforce developm ent, job-ready land, and strategic alliances with educational partners.
Employer of choice: Be the employer of choice in the public sector, focusing on retention, 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.
62 134
AGENDA ITEM NO. 7.
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.
63 135
AGENDA ITEM NO. 7.
CITY COUNCIL
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.
64 136
AGENDA ITEM NO. 7.
(This page intentionally left blank)
65 137
AGENDA ITEM NO. 7.
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.
66 138
AGENDA ITEM NO. 7.
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
67 139
AGENDA ITEM NO. 7.
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.
68 140
AGENDA ITEM NO. 7.
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.
69 141
AGENDA ITEM NO. 7.
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. 70 142
AGENDA ITEM NO. 7.
CITY MANAGER
DEPARTMENT SUMMARY
Budgetary Highlights
Administration Division
Monitor the results of budgetary performance, focus on long-term fiscal sustainability, and recommend adjustments as necessary.
Build a responsive and community service-oriented workforce.
Provide policy analysis concerning the impact of 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.
71 143
AGENDA ITEM NO. 7.
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.
72 144
AGENDA ITEM NO. 7.
CITY MANAGER
DEPARTMENT PERFORMANCE MEASURES
Administration Division
The Administration Division’s Goal is to ensure that th e City Council’s policies are implemented as efficiently as possible throughout all City Departments.
Economic Development Division
One department goal is to facilitate job growth in the City of Clovis and to continually improve the jobs/housing balance ratio until it is in balance. The jobs/housing balance is measured as the ratio between jobs and residents in the labor force. Communities with a job-to-housing ratio ranging from 0.8:1 to 1.25:1 are generally considered to be in balance. The City has gained back most of the job losses experienced due to the economic impact of COVID- 19 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.
73 145
AGENDA ITEM NO. 7.
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%
74 146
AGENDA ITEM NO. 7.
CITY MANAGER
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
75 147
AGENDA ITEM NO. 7.
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.
76 148
AGENDA ITEM NO. 7.
City Manager Administration
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
77 149
AGENDA ITEM NO. 7.
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. 78 150
AGENDA ITEM NO. 7.
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. 79 151
AGENDA ITEM NO. 7.
(This page intentionally left blank)
80 152
AGENDA ITEM NO. 7.
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
81 153
AGENDA ITEM NO. 7.
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.
82 154
AGENDA ITEM NO. 7.
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
83 155
AGENDA ITEM NO. 7.
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.
84 156
AGENDA ITEM NO. 7.
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
85 157
AGENDA ITEM NO. 7.
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.
86 158
AGENDA ITEM NO. 7.
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
87 159
AGENDA ITEM NO. 7.
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.
88 160
AGENDA ITEM NO. 7.
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
89 161
AGENDA ITEM NO. 7.
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.
90 162
AGENDA ITEM NO. 7.
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 91 163
AGENDA ITEM NO. 7.
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
92 164
AGENDA ITEM NO. 7.
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% 93 165
AGENDA ITEM NO. 7.
(This page intentionally left blank)
94 166
AGENDA ITEM NO. 7.
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
95 167
AGENDA ITEM NO. 7.
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
96 168
AGENDA ITEM NO. 7.
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
97 169
AGENDA ITEM NO. 7.
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.
98 170
AGENDA ITEM NO. 7.
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
99 171
AGENDA ITEM NO. 7.
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
172
AGENDA ITEM NO. 7.
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
173
AGENDA ITEM NO. 7.
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
174
AGENDA ITEM NO. 7.
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
175
AGENDA ITEM NO. 7.
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
176
AGENDA ITEM NO. 7.
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
177
AGENDA ITEM NO. 7.
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
178
AGENDA ITEM NO. 7.
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
179
AGENDA ITEM NO. 7.
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
180
AGENDA ITEM NO. 7.
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
181
AGENDA ITEM NO. 7.
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
182
AGENDA ITEM NO. 7.
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
183
AGENDA ITEM NO. 7.
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
184
AGENDA ITEM NO. 7.
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.
113
185
AGENDA ITEM NO. 7.
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%
114
186
AGENDA ITEM NO. 7.
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
115
187
AGENDA ITEM NO. 7.
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
188
AGENDA ITEM NO. 7.
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
117
189
AGENDA ITEM NO. 7.
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.
118
190
AGENDA ITEM NO. 7.
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
191
AGENDA ITEM NO. 7.
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
192
AGENDA ITEM NO. 7.
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.
121
193
AGENDA ITEM NO. 7.
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
194
AGENDA ITEM NO. 7.
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
195
AGENDA ITEM NO. 7.
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
196
AGENDA ITEM NO. 7.
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
197
AGENDA ITEM NO. 7.
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
198
AGENDA ITEM NO. 7.
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
199
AGENDA ITEM NO. 7.
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
128
200
AGENDA ITEM NO. 7.
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.
129
201
AGENDA ITEM NO. 7.
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.
130
202
AGENDA ITEM NO. 7.
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.
131
203
AGENDA ITEM NO. 7.
(This page intentionally left blank)
132
204
AGENDA ITEM NO. 7.
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
133
205
AGENDA ITEM NO. 7.
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.
134
206
AGENDA ITEM NO. 7.
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
135
207
AGENDA ITEM NO. 7.
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.
136
208
AGENDA ITEM NO. 7.
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
209
AGENDA ITEM NO. 7.
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.
138
210
AGENDA ITEM NO. 7.
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
139
211
AGENDA ITEM NO. 7.
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
212
AGENDA ITEM NO. 7.
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
141
213
AGENDA ITEM NO. 7.
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.
142
214
AGENDA ITEM NO. 7.
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
143
215
AGENDA ITEM NO. 7.
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.
144
216
AGENDA ITEM NO. 7.
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
217
AGENDA ITEM NO. 7.
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
218
AGENDA ITEM NO. 7.
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
219
AGENDA ITEM NO. 7.
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.
148
220
AGENDA ITEM NO. 7.
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.
149
221
AGENDA ITEM NO. 7.
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
222
AGENDA ITEM NO. 7.
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
223
AGENDA ITEM NO. 7.
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
224
AGENDA ITEM NO. 7.
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
225
AGENDA ITEM NO. 7.
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
226
AGENDA ITEM NO. 7.
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
227
AGENDA ITEM NO. 7.
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
228
AGENDA ITEM NO. 7.
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
229
AGENDA ITEM NO. 7.
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.
158
230
AGENDA ITEM NO. 7.
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
159
231
AGENDA ITEM NO. 7.
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
232
AGENDA ITEM NO. 7.
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
233
AGENDA ITEM NO. 7.
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).
162
234
AGENDA ITEM NO. 7.
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.
163
235
AGENDA ITEM NO. 7.
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 $11,946
164
236
AGENDA ITEM NO. 7.
Refuse Collection – 76100
2023-2024
(actual)
2024-2025
(estimated)
2025-2026
(proposed)
Perform refuse pickup (excludes
CCU) – Tons collected
55,600 tons 61,800 tons 68,000 tons
Achieved % 100% 100% 100%
Monitor system costs ($/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 $875
Provide high level of customer
satisfaction by keeping complaints
under 2 per 1,000 population
1.1 1.9 2.0
165
237
AGENDA ITEM NO. 7.
Street Cleaning – 77500 2023-2024 (actual) 2024-2025 (estimated) 2025-2026 (proposed) Sweep 100% of residential streets
twice monthly, major street sweeping
weekly – Total miles swept
55,800 mi. 57,700 mi. 58,000 mi.
Achieved % 100% 100% 100%
Monitor service costs ($/mile) $30 $29 $29
166
238
AGENDA ITEM NO. 7.
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
167
239
AGENDA ITEM NO. 7.
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.
168
240
AGENDA ITEM NO. 7.
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
169
241
AGENDA ITEM NO. 7.
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.
170
242
AGENDA ITEM NO. 7.
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
243
AGENDA ITEM NO. 7.
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
244
AGENDA ITEM NO. 7.
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
245
AGENDA ITEM NO. 7.
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
246
AGENDA ITEM NO. 7.
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
247
AGENDA ITEM NO. 7.
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
248
AGENDA ITEM NO. 7.
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
249
AGENDA ITEM NO. 7.
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
250
AGENDA ITEM NO. 7.
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
251
AGENDA ITEM NO. 7.
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
252
AGENDA ITEM NO. 7.
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
253
AGENDA ITEM NO. 7.
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
254
AGENDA ITEM NO. 7.
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
255
AGENDA ITEM NO. 7.
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
256
AGENDA ITEM NO. 7.
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
185
257
AGENDA ITEM NO. 7.
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
258
AGENDA ITEM NO. 7.
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
187
259
AGENDA ITEM NO. 7.
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
260
AGENDA ITEM NO. 7.
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
261
AGENDA ITEM NO. 7.
(This pag
e intentionally left blank)
190
262
AGENDA ITEM NO. 7.
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.
263
AGENDA ITEM NO. 7.
264
AGENDA ITEM NO. 7.
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.
191
265
AGENDA ITEM NO. 7.
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
192
266
AGENDA ITEM NO. 7.
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
193
267
AGENDA ITEM NO. 7.
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
194
268
AGENDA ITEM NO. 7.
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.
195
269
AGENDA ITEM NO. 7.
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.
196
270
AGENDA ITEM NO. 7.
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
197
271
AGENDA ITEM NO. 7.
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
198
272
AGENDA ITEM NO. 7.
Police and Fire
Departments - Fleet Goal 1 - Maintain Public Safety
Department Vehicle type Quantity Unit Cost Total Cost ($) Police Police Vehicles 14 73,214 1,025,000
Police Traffic Motorcycle 1 30,000 30,000
Police Crime Scene Vehicle 1 150,000 150,000
Fire F250 Truck 2 115,000 230,000
TOTAL 18 1,435,000
Fleet Replacement and Acquisition Plan
2025-2026 Budget
Fleet costs play a critical role in supporting the operational needs of the City of Clovis' Police and Fire departments.
By investing in vehicle replacements and acquisitions, we ensure that our first responders are equipped with reliable, modern, and efficient tools to safeguard the community. These expenses reflect our commitment to enhancing public safety, reducing downtime, and maintaining readiness for emergencies. Through thoughtful planning and resource allocation, these investments directly contribute to our City's goal of protecting lives and property.
199
273
AGENDA ITEM NO. 7.
General Services
Department – Facilities/Maintenance Goal 1 - Maintain Public Safety Department Facility/Equipment Type Quantity Unit Cost Total Cost ($) 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.
200
274
AGENDA ITEM NO. 7.
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.
201
275
AGENDA ITEM NO. 7.
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.
202
276
AGENDA ITEM NO. 7.
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
277
AGENDA ITEM NO. 7.
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
278
AGENDA ITEM NO. 7.
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
279
AGENDA ITEM NO. 7.
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
280
AGENDA ITEM NO. 7.
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
281
AGENDA ITEM NO. 7.
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
282
AGENDA ITEM NO. 7.
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
283
AGENDA ITEM NO. 7.
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
284
AGENDA ITEM NO. 7.
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
285
AGENDA ITEM NO. 7.
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
286
AGENDA ITEM NO. 7.
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
287
AGENDA ITEM NO. 7.
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
288
AGENDA ITEM NO. 7.
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
289
AGENDA ITEM NO. 7.
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
290
AGENDA ITEM NO. 7.
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
291
AGENDA ITEM NO. 7.
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
$0.7 million supports Parks, Street Lighting, Senior Services, Recreation, and Admin Support This investment ensures that core services remain strong and responsive, reflecting community priorities and keeping Clovis safe, clean, and thriving.
218
292
AGENDA ITEM NO. 7.
General Services
Department - Fleet Goal 10 – Support for City Departments
Department Vehicle type Quantity Unit Cost Total Cost ($) 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
293
AGENDA ITEM NO. 7.
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
294
AGENDA ITEM NO. 7.
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.
295
AGENDA ITEM NO. 7.
296
AGENDA ITEM NO. 7.
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
297
AGENDA ITEM NO. 7.
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
298
AGENDA ITEM NO. 7.
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.
223
299
AGENDA ITEM NO. 7.
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
224
300
AGENDA ITEM NO. 7.
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
225
301
AGENDA ITEM NO. 7.
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
226
302
AGENDA ITEM NO. 7.
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
227
303
AGENDA ITEM NO. 7.
(This page intentionall
y left blank)
228
304
AGENDA ITEM NO. 7.
The Community Investment Program
is presented for each of the community
investment funds. Each proposed project
for the current budget year is listed.
305
AGENDA ITEM NO. 7.
306
AGENDA ITEM NO. 7.
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.
C1
307
AGENDA ITEM NO. 7.
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.
C2
308
AGENDA ITEM NO. 7.
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
C3
309
AGENDA ITEM NO. 7.
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.
C4
310
AGENDA ITEM NO. 7.
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
C5
311
AGENDA ITEM NO. 7.
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.
C6
312
AGENDA ITEM NO. 7.
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
C7
313
AGENDA ITEM NO. 7.
2025 - 2026 COMMUNITY INVESTMENT PROGRAM