Clovis City Council
June 1, 2026

2025-2026
2024-2025 Revised 2026-2027
Actual Estimate Budget
City Council 608,463 449,300 759,000
City Attorney 2,781,226 1,098,700 1,250,100
City Manager 10,740,899 12,330,900 20,780,800
General Services 72,602,945 85,648,700 100,105,700
Finance 3,815,807 4,444,600 4,915,600
Planning & Development Services 13,737,013 16,073,200 18,535,000 Police 59,624,021 68,310,600 72,467,300
Fire 26,093,661 31,531,400 34,035,600
Public Utilities 100,604,990 122,188,300 129,237,800
Capital Improvements 32,713,346 83,624,300 47,634,000
TOTAL 323,322,371 425,700,000 429,720,900
General Government 11,373,384 10,455,600 11,999,900
Public Safety 85,717,682 99,842,000 106,502,900
Planning & Development Services 13,737,013 16,073,200 18,535,000 Capital Improvements 32,713,346 83,624,300 47,634,000
Public Utilities 79,971,887 90,464,300 99,984,100
Culture & Recreation 23,051,543 29,347,900 41,376,000
Internal Services 76,757,516 95,892,700 103,689,000
TOTAL 323,322,371 425,700,000 429,720,900

SUMMARY OF EXPENDITURES

BY DEPARTMENT

BY FUNCTION
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wu

EXPENDITURES BY FUNCTION
General Government
4%
Public Safety
26%
Planning & Development
Services
4%
Capital Improvements
10%
Public Utilities
25%
Culture & Recreation
7%
Internal Services
24%
2024-2025 ACTUAL
General Government
3%
Public Safety
25%
Planning & Development
Services
4%
Capital Improvements
11%
Public Utilities
23%
Culture & Recreation
10%
Internal Services
24%
2026-2027 BUDGET
General Government
1%
Public Safety
24%
Planning & Development
Services
4%
Capital Improvements
20%
Public Utilities
21%
Culture & Recreation
7%
Internal Services
23%
2025-2026 ESTIMATED
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CITY COUNCIL SUMMARY
The Cit
y Council is the elected legislative body of the City of Clovis and has the overall responsibility for the scope, policy direction, and financing of City services and all decisions concerning the expenditure of tax and other revenues utilized for the benefit of the citizens of Clovis. The City Council is also responsible for establishing land use policies through the City’s General Plan and zoning regulations.

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

Depar
tment Goals 2026-2027
• 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.
• Sus
tainable 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. • Stro
ng community engagement: Implement new strategies for engaging residents, businesses, and potential newcomers with a focus on engaging our youth and next-generation leaders. • Cor
e 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. • Col
laborations and partnerships : Foster healthy regional collaborations and partnerships to address major community needs, including housing, workforce development, economic growth, infrastructure, and education to improve the quality of life for all Clovis residents. • Diver
sified economic model : Define and embrace new economic models for the C ity by diversifying revenue sources and investing in workforce development, job- ready land, and strategic alliances with educational partners.
• Emp
loyer of choice : Be the employer of choice in the public sector, focusing on retention, recruitment, training, benefits, and adaptability to changing work environments. • Techn
ological advancements: Maximize technology and build systems with a long- term vision, ensuring the City advances technologically over the next decade. • Pre
serving old traditions and welcoming new ones : Invest in preserving our heritage and communicating the C ity's brand at every opportunity while defining what makes Clovis unique and welcoming new traditions as our community grows.
• Hea
lthiest community in the Valley : Strive to become the healthiest community in the Valley by focusing on amenities including recreation, trails, access to healthcare, safety, walkability, and quality of life enhancements for young and old.
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Bud
getary Highlights

• Provide policy guidelines to u pdate the provisions of the Clovis General Plan to guide future growth and revitalization of the community.
• Provide policy guidelines that assure the fiscal sustainability of the City for today and into the future. • Support efforts to attract investment and quality job creation in local business parks; strengthen partnerships with business, economic development organizations, and educational resources in the r egion to facilitate economic diversity and an improved jobs-housing balance. • Review and implement c ommunity-wide survey and provide guidance on service enhancements and expectations identified by residents.
• Maintain active membership in regional and statewide organizations of local governments to participate in information sharing networks and provide training and legislative advocacy on matters of law and policy. • Support training and efforts in succession planning to create the next generation of C ity leaders. • Support opportunities for citizen engagement to promote better understanding of local governments and to foster the next generation of civic leaders.
• Continue to focus on core services and opportunities to partner for more efficient services. • Support the continuance of the Clovis Youth Commission. • Provide direction on the use of Measure Y.
• Support the Measure Y Oversight Committee.
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CITY COUNCIL
2025-2026
2024-2025 Revised 2026-2027
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 90,780 91,000 91,000
Benefits 116,282 127,700 132,500
Professional Services 177,086 55,000 55,000
Materials & Supplies 0 20,000 20,000
Travel & Meeting Expense 18,958 25,000 25,000
Dues & Subscriptions 40,057 43,000 45,000
Admin & Overhead 165,300 87,600 390,500
TOTAL CITY COUNCIL 608,463 449,300 759,000
Interfund Charges 192,000 232,000 389,000
Use of Discretionary Funds 416,463 217,300 370,000
TOTAL 608,463 449,300 759,000

DETAIL OF POSITIONS

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

Due to this change, three districts will be up for election in 2026, and the remaining two will be up for election in 2028.
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CITY ATTORNEY

DEPARTMENT SUMMARY

The City Attorney is an appointed office established under the laws of the State of California and the Clovis Municipal Code. Professional legal services for the City Attorney are presently obtained by contract as determined by the City Council. The City Attorney is the City's chief legal advisor and represents the City in civil actions; prosecutes violations of the Municipal Code; drafts ordinances, resolutions, contracts, leases, deeds, covenants, bonds and other financial documents, and other legal documents required by the City Council, City Manager, City Commissions, and City Departments; and pursues right-of-way acquisitions.

All departments contribute a pro rata share to fund the primary operations of the City Attorney's office. When departments require litigation or special legal services funded by sources other than the General Fund, the additional expense is charged to the receiving department. In addition, development fees reimburse a portion of the City Attorney’s costs when the City must acquire a right-of-way for new projects, litigate, or otherwise intervene.

Department Goals 2026-2027

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

• Emphasize “best practices” for legal issues in administrative matters and also in the prevention of litigation through workshops and briefings on municipal law and through early involvement in major issues and projects.

• Prosecute, defend, and manage litigation in a cost-effective manner.

Budgetary Highlights

• Provide ongoing legal review and consultation with the City Manager and City departments weekly.

• Present a minimum of two workshops on legal issues to City Council and City departments during the year.

• Present a comprehensive review of all litigation to City Council at least two times during the year with periodic case updates as needed.

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2025-2026
2024-2025 Revised 2026-2027
Actual Estimate Budget
Professional Services 2,731,326 1,050,000 1,200,000
Admin & Overhead 49,900 48,700 50,100
TOTAL CITY ATTORNEY 2,781,226 1,098,700 1,250,100
Planning Consultant Fees 69,836 0 0
Intergovernmental Charges 751,000 847,000 844,000
Use of Discretionary Funds 1,960,390 251,700 406,100
TOTAL 2,781,226 1,098,700 1,250,100
The functions for this section are handled by contract.

CITY ATTORNEY

DEPARTMENT SUMMARY

SOURCES OF FUNDING

DETAIL OF POSITIONS

BUDGET DETAIL
67

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 seeks 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 provide informat ion or connect 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 coordinate resources for programs assisting the unhoused, and secure funding for ongoing and future affordable housing projects.

City Clerk Section 15000

Pursuant to local ordinance, the City Clerk is appointed by the City Manager and confirmed by the City Council, taking on additional administrative duties as assigned and supervised by the City Manager. Primary duties include the following major categories:

 Elections – As an Elections Official, the City Cler k conducts and oversees the municipal election process.

Voter registration and voting is coordinated with the Fresno County Clerk’s Election Division and election services are provided by the County Clerk’s Election Division.

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 Filing Official – The City Clerk is the local Filing Official for all State and local financial disclosure statements which includes Statements of Economic Interests for City Councilmembers, Commissioners, and designated employees in accordance with the City’s Conflict of Interest Code. The City Clerk is also responsible for election campaign disclosure statements for all local candidates and campaign committees.

 Legislative Administration – The City Clerk facilitates the execution of official and legislative processes. This includes administering oaths of office, attesting to official documents and the passing of resolutions and ordinances, participating in all City Council meetings, and filing all petitions and appeals.

 Municipal Code and Information Dissemination – The City Clerk maintains and publishes the Municipal Code and prepares legal and promotional publications and notices of public hearings.

 Records Management – The City Clerk’s office records official actions and legislation of the municipal government, documenting the proceedings of meetings and retaining other legal and historical records.

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

Information Technology Division Sections 36200,36201,36300,36301

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

Department Goals 2026-2027

 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

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

City Clerk Division
 De
velop and implement policies and procedures to ensure compliance with California Senate Bill 707:

Opening Meetings, including enhanced public participation through two-way audiovisual meeting access.  Collaborate with the Information Technology Division to modernize au dio and visual systems in Council Chambers to improve meeting accessibility and public engagement.  Prepare and coordinate the City’s first district-based General Municipal Election in November 2026.  Expand public access to City records by developing a user-friendly online portal for resolutions, ordinances, minutes, and executed agreements.
 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 posture 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 the 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 infrastructure, applications and systems and strive for 99% uptime. 70

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 attracti ng new businesses, as well as retaining and growing existing businesses.

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

 Work with the Tourism Advisory Committee, Clovis Unified School District, Business Organization of Old Town Clovis (B.O.O.T.), and Clovis Chamber of Commerce to position Clovis as a regional and state tourist destination; support opportunities to host community special events that are aligned with community interests to aid in growing the tourism economy in Clovis.

 Maintain content of City 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 15 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.

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

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 Provide funds for 10 first time home b
uyers.

City Clerk Division
 Implement new open meeting requirements, includ ing updates to meeting procedures and expanded options for public participation.
 Improve public access to City records by developing an online public records request portal for resolutions, ordinances, minutes, and agreements.
 Complete workflow analysis of all documents that fl ow through Administration to the City Council and update/streamline the approval/adoption process.
 Administer the City’s first district-based General Municipal Election.  Work with the Information Technology Division to improve audio and visual capabilities in Council Chambers for meetings and public participation.
 Maximize the use of technology to improve access to information and overall service delivery.

Information Technology Division
 Improve staff efficiencies with the use of Artificial Intelligence (AI) systems for local government.  Continue migration to Microsoft’s cloud-based services such as Azure, Entra, Intune and Sharepoint.  Assess and enhance audio / visual system in the Co uncil Chamber and the Public Utilities Department Leonardo Room.
 Assist the Police Department with the replacement and upgrade of the Jail Control System.  Assist the Administration Department with the OnBase Document Management System cloud upgrade.  Install a fiber optic ring system to improve connections and redundancy.  Implement a new Identity Management System for improved security / multi-factor authentication.  Upgrade the Police Department’s mobile systems and equipment (fingerprint devices and mobile ticket writers).
 Upgrade the City’s telecommunications, voicemail and call attendant systems.  Continue the implementation of security best practices to increase reliability and stability of the system. 72

CITY MANAGER

DEPARTMENT PERFORMANCE MEASURES
Administration Division

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

Economic Development Division
 A key goal of the Economic Development Divi
sion is to facilitate job growth in the City of Clovis and to continually improve the jobs/housing balance ratio. The jobs/housing balance is measured as the ra tio 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. Due to increased job growth, The City of Clovis has reached a job-to-housing ratio of more than 1 job per household. Housing production has continued growing but at a slower pace than past years, but it still requires additional jobs to keep the jobs/housing balance ratio on target. The focus moving forward will be further gains in job creation. 2024-2025 (actual) 2025-2026 (estimated) 2026-2027 (proposed) Total Jobs Incre
ase/(Decrease) 702 713 723
Jobs/Housing Balance Ratio 1:1 1:1 1.1:1
 The Economic Development Division will continue to work to increase retail sales by encouraging occupancy of vacant retail space, development of new commercial retail, and ensuring that existing retail businesses are offered the opportunity to expand their operations. Retail sales trends continue to shift online. Online sales, disruptions in supply, and shifti ng market trends have impacted, and will continue to impact this revenue stream going forward to some de gree. Measure Y funds will positively impact the Retail Sales Tax revenue. The City’s reliance on Retail Sales Tax revenue does leave the City vulnerable to consumer’s ability and willingness to purchase taxable goods. 2024-2025 (actual) 2025-2026 (estimated) 2026-2027 (proposed) Bradley Burns Sales Tax (1%) $28,679,734 $29,107,000 $29,687,000 Percentage Increase/(Decrease) (1.2%) 1.5% 2.0% Measure Y Sales Tax (1%) $7,173,657 $30,635,000 $31,305,000 Percentage Increase/(Decrease) N/A 327% 2.2%* *Measure Y receipts in 2024-2025 began on April 1, 2025. 2025-2026 Measure Y receipts are estimated for an entire fiscal year.

Communications Division
 Engage with comm
unity members using available resource s, including our City websites and social media accounts. The Communications Division launched new City websites during the 2025-26 budget cycle. The focus was to improve the structure of the site to simplify finding programs, services, and contacts with fewer clicks. The new site effectively integrates with other City sites, as well as with City social media accounts. 73

Housing Development Division

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

 Increase the supply of affordable housing: Provide fu nds for multi-family development projects, including the 135 Osmun affordable housing project for seniors, utilizing the Housing Trust Fund, and Development Impact Fee Reduction programs, and other funding sour ces, to administer housing projects and conduct first-time homebuyer program.

 Implement the Mixed Income Zoning Ordinance by working with market rate housing developers whose projects are subject to the Ordinance.

 Improve the supply of affordable housing: Provide h ousing rehabilitation and other services to at least 25 households (15 rehabilitated housing and 10 down payment assistance program) to improve the quality of the housing stock and the neighborhoods in which that housing is located.

2024-2025 (actual) 2025-2026 (estimated) 2026-2027 (proposed)

New Units Constructed/Added 0 0 47

Rehabilitated Housing 7 10 15

Down Payment Assistance Program 0 0 10

City Clerk Division

The mission of the City Clerk Division is to protect t he interests of the citizens, the Council, and other City departments of Clovis by administering applicable city an d state laws and to preserve and maintain the integrity of the City’s records with efficient records management.

2024-2025
(actual) 2025-2026 (estimated) 2026-2027 (proposed)

 Conduct the General Municipal Election in accordance with state law in the most efficient and economical manner possible. Complete, but unofficial, results should be available by 10:00 p.m. on election night.

Unofficial Election Results 100% N/ A 100%

 Implement an automated records request system.

Implement Records
Request System 90% 100% N/A

 Implement the records ima ging 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

100%

N/A

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CITY MANAGER

DEPARTMENT SUMMARY
2025-2026
2024-2025 Revised 2026-2027
Actual Estimate Budget
Administration 1,163,786 1,222,400 1,368,800
Economic Development & Communications 1,398,790 1,499,600 1,586,500 Housing & Community Development 758,634 877,000 7,322,300 City Clerk 410,657 398,800 541,700
Information Technology 7,009,032 8,333,100 9,961,500
TOTAL ALL ACTIVITIES 10,740,899 12,330,900 20,780,800
General Fund 2,973,233 3,120,800 3,497,000
Housing & Community Dev Fund 758,634 877,000 7,322,300
General Services - Information Technology 7,009,032 7,846,200 9,312,300 Information Technology - Measure Y 0 486,900 649,200
TOTAL ALL FUNDS 10,740,899 12,330,900 20,780,800

BUDGET BY ACTIVITY

BUDGET BY FUND
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City Manager Administration
Department Section 25100

2026-2027 Goals
 Assist the City Council with policy development and im plementation of priority goals and target actions.  Provide oversight for implementation of the land us e 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 communicati ons 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 legislatio n 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 boar ds 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 chang es 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 Measure Y, the City would likely be facing a Genera l 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 t he community while building critical funds to address aging facilities and fleet needs. The forecasting of sales tax revenue is extremely difficult in an economy with many uncertainties appearing. The proposed budget builds in the ability to adjust to changes as needed and will be closely monitored.

An important ongoing initiative is working on the implementation of the General Plan which is planned for an update over the next few years. This program is as much a land use plan as it is a financial plan for the future of the City. Sustainability of the character, appearance and quality of life in the community as it continues to grow in the future will be the challenge. Economic development and job generation must remain a high priority for the City. Identifying and mentoring the next generation of City leaders will continue to be one of the major goals of the department. The resiliency of our community relies on prudent fiscal policies, wise investments in the community, providing a high level of service, well-crafted land use policies, and a robust economic development effort.
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City Manager Administration
Department Section 25100
2025-2026
2024-2025 Revised 2026-2027
Actual Estimate Budget
Salaries - Regular 701,928 616,100 703,800
Benefits 219,578 236,700 251,000
Vehicle Charges 21,000 22,900 21,300
Professional Services 10,037 105,100 130,100
Materials & Supplies 16,217 30,000 30,000
Travel & Meeting Expense 15,049 23,000 30,000
Dues & Subscriptions 2,477 2,500 5,500
Admin & Overhead 177,500 186,100 197,100
TOTAL ADMINISTRATION 1,163,786 1,222,400 1,368,800
Interfund Charges 678,000 715,000 789,000
Miscellaneous Income 10,999 77,000 77,000
Use of Discretionary Funds 474,787 430,400 502,800
TOTAL 1,163,786 1,222,400 1,368,800
Assistant City Manager 0.50 0.50 0.50 City Manager 1.00 1.00 1.00
Communications & Marketing Analyst 0.50 0.50 0.50 Communications & Marketing Specialist - 0.70 0.70 Executive Assistant 1.00 1.00 1.00 Principal Office Assistant 0.20 0.20 0.20 TOTAL 3.20 3.90 3.90

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
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City Manager Econo
mic Development & Communications
Department Section 25200
The Economi c
Development Division is aggressively pursuing private sector investments for job generation.

The Division will continue focusing on job retenti on 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 & Technology Park. In addition, the Division markets industrial and commercial properties through cooperation with real estate brokers and landowners. The Division works with businesses and industries wishing to locate in the City and is responsible for working with existing businesses to retain them in Clovis and to help them expand as necessary. The 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.
2026-2027 Goals
 Retain and
expand existing Clovis businesses by assi sting the business community with navigating current economic conditions.
 Develop a Shop Local awareness campaign to assist local businesses and keep more tax revenue in Clovis.  Attract new business to the City through in person, phone, and online outreach.  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 increasingly effective two-way communication with residents.  Market the City to potential businesses and visitors.  Increase support of B.O.O.T.

Objectives to Meet the Goals
 Develo
p 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.
 Participate in the General Plan Update, working with industry to ensure land use changes benefit investment in the community and job creation.
 Invest in digital tools to access the retail market space Clovis offers and forecast space needs into the future to adjust land use plan accordingly.
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 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.  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.  Increase investment in City staff time and financial commitments to support events related to America’s 250th Anniversary and a reimagined Old Town Clovis holiday experience.  We have an enhanced contract with B.O.O.T. for the 26/27 year and will increase financial support through the use of sponsorships of events and funding for the reimagined Old Town Clovis holiday experience.  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.
 Utilize the City’s website as the primary source of content for residents related to services and programs.  Review current shop local efforts and build upon them using best industry practice s, local partnerships, and technology.
 Strategically use the City’s social media acc ounts for outreach and communication with residents and business owners. Ensure quality control of content by coordinating with assigned social media coordinators in various City Departments.

Five-Year Outlook

The Economic Development Division will take the lead role in promoting and assisting commercial and industrial growth in the City of Clovis, seeking expansion of 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 manufacturing business community . The Division will coordinate work with other City departments to develop and implement a plan to maximize the economic development potential of industrial- and commercial-zoned property throughout the City. Staff will seek solutions to improve awareness of local businesses and encourage shoppers to shop local. The Communications Division will work with all City departments to promote their programs, services, meetings, and events. The Division will expand the City’s digital footprint, growing the City’s website and social media reach. 79

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City Manager Economic Development & Communications
Department Section 25200
2025-2026
2024-2025 Revised 2026-2027
Actual Estimate Budget
Salaries - Regular 461,441 519,800 598,700
Extra Help 48,428 38,100 20,000
Benefits 215,243 227,700 230,200
Vehicle Charges 17,100 17,400 17,400
Professional Services 502,602 477,000 489,800
Travel & Meeting Expense 23,136 20,500 21,000
Dues & Subscriptions 6,840 4,500 4,500
Admin & Overhead 124,000 194,600 204,900

TOTAL ECONOMIC DEVELOPMENT
& COMMUNICATIONS 1,398,790 1,499,600 1,586,500
Intergovernmental Charges 78,300 72,000 88,000
Interfund Charges 10,000 10,000 10,000
Use of Discretionary Funds 1,310,490 1, 417,600 1,488,500 TOTAL 1,398,790 1,499,600 1,586,500
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 Staff Analyst - - 1.00
TOTAL 2.50 2.50 3.50

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
81

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

2026-2027 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 62 in 2026/27. Staff in this Division will continue to take advantage of all feasible opportunities to obtain funding for affordable housing and will do so in accordance with the Housing Element and the General Plan. Staff will work with the private sector to encourage and incentivize the development of affordable housing and work to implement the Mixed Income Zoning Ordinance.

82

City Manager Housing & Community Development
Department Section 42750/48500/49210
2025-2026
2024-2025 Revised 2026-2027
Actual Estimate Budget
Salaries - Regular 180,453 207,000 249,800
Benefits 75 100 0
Benefits 59,527 66,500 75,700
Vehicle Charges 7,200 7,200 7,200
Professional Services 95,882 94,000 87,000
Materials & Supplies 25 100 2,500
Travel & Meeting Expense 967 1,100 2,800
Dues & Subscriptions 2,500 4,000 4,000
Admin & Overhead 35,800 44,900 54,700
CCDA Capital Improvements 376,205 452,100 6,838,600

TOTAL HOUSING &
COMMUNITY DEVELOPMENT 758,634 877,000 7,322,300
Federal Grants 0 876,900 7,322,200
Project Participation 758,499 0 0
Miscellaneous Income 135 100 100
TOTAL 758,634 877,000 7,322,300
Housing Program Manager 1.00 1.00 1.00 Staff Analyst 0.65 0.65 1.00 TOTAL 1.65 1.65 2.00

DETAIL OF POSITIONS

BUDGET DETAIL

SOURCES OF FUNDING
83

City Manager City Cl
erk
Department Section 15000
2026-2027 G
oals
 Develo
p and implement policies and procedures to ensure compliance with California Senate Bill 707, including enhanced public participation through two-way audiovisual meeting access.  Collaborate with the Information Technology Division to modernize au dio and visual systems in Council Chambers to improve meeting accessibility and public engagement.  Prepare and coordinate the City’s district-based General Municipal Election in November 2026.  Expand public access to City records by developing a user-friendly online portal for resolutions, ordinances, minutes, and executed agreements.
 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
 Work
with the City Attorney’s Office to develop and implement policies and procedures to ensure compliance with California Senate Bill 707, including requirements for remote participation and se rvice disruptions.
 Collaborate with the Information Technology Division to modernize au dio and visual systems in Council Chambers to support in-person and remote meeting participation.  Plan and coordinate all required activities for the Nove mber 2026 district-based General Municipal Election, including candidate filings, disclosures, and coordination with the County Register of Voters.  Develop a public-facing online public records request portal, in collaboration with the Information Technology Division, to improve access to resolutions, ordinances, minutes, and executed agreements.  Complete workflow analysis of all documents that fl ow through Administration to the City Council and update/streamline the approval/adoption process.
 Continue to provide timely responses to citizens and departmental requests for information.  Develop and train staff and maximize utilization of technology to improve services.

Five-Year Outlook
The City Clerk’s budget will continue to vary from year to year de pending on whether General Municipal Elections or special elections are scheduled.

Over the next five years, the City Clerk’s Division will continue to review and improve internal workflows to increase efficiency, accuracy, and co nsistency in legislative and records management processes, with a focus on implementing technology solutions that reduce manual tasks, improve quality control, and support staff in meeting service demands. The Division will expand the use of digital tools to enhance public access to records and improve transparency, including the development of us er-friendly platforms. In collaboration with the I.T, Division, the City Clerk’s Office will continue to modernize systems for records management and meeting administration, including improving online participation opt ions for City Coun cil meetings. The Division will also support the City’s efforts to improve communication and public engagement by making information more accessible while allowing staff to focus on higher-level administrative functions. 84

City Manager City Clerk
Department Section 15000
2025-2026
2024-2025 Revised 2026-2027
Actual Estimate Budget
Salaries - Regular 175,573 202,600 222,500
Extra Help 0 0 30,000
Benefits 77,642 88,400 89,300
Vehicle Charges 7,200 7,200 7,200
Professional Services 96,787 50,000 95,000
Travel & Meeting Expense 3,803 3,300 5,300
Training 67 1,000 30,000
Dues & Subscriptions 485 500 800
Admin & Overhead 49,100 45,800 61,600
TOTAL CITY CLERK 410,657 398,800 541,700
Interfund Charges 143,015 169,000 203,000
Miscellaneous Income 7,500 1,000 1,000
Use of Discretionary Funds 260,142 228,800 337,700
TOTAL 410,657 398,800 541,700
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

City Manager Information Technology
Department Sections 36200/36201/36300/36301
2026-20
27 Goals
The goals of the Informatio
n Technology Division are to provide timely and secure access to the enterprise-wide systems, network and communications systems, Police systems, and regional geographic information systems by all authorized personnel, train on changes to the systems, train new personnel on system use, and review and evaluate new systems for application on a City-wide basis.  Continue to be the primary resource / in-house consultants for City staff, departments and their technology needs.
 Increase the resiliency and reliability of the City’s technology systems.  Enhanced documentation and training for the enterprise-wide applications, network and telecommunications systems.
 Maintain, monitor and secure the network resources to ensure their availability to City staff.  Assist with the ongoing implementation of the Geographic Information Systems.

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

Five-Year Outlook
The Division will continue to maintain and improve the City’s telecommunications and network infrastructure to ensure that secure and reliable acce ss is available to City staff. The Division will participate in the implementation of the Utility Billing System and assist with upgrading the City’s finance system. The Division will continue to upgrade and support the City’s Geograph ic Information System which will provide departments with a new way to provide the public with the necessar y information. The Division will also be assisting the Police Department with its ongoing and new projects in coordination with the Fresno County Sheriff’s Department.
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City Manager Information Technology
Department Section 36200/36201/36300/36301
2025-2026
2024-2025 Revised 2026-2027
Actual Estimate Budget
Salaries - Regular 1,703,907 1,860,100 2,304,900
Overtime 60,620 59,000 59,000
Extra Help 40,599 40,000 50,000
Benefits 738,701 818,000 1,007,000
Vehicle Charges 54,041 57,400 74,600
Communications 253,473 261,400 259,000
Professional Services 197,552 285,100 298,500
Repairs & Maintenance 1,106,759 1,459,300 1,564,200
Office Supplies 22,907 40,000 42,500
Materials & Supplies 0 160,000 192,000
Travel & Meeting Expense 2,768 2,800 2,800
Training 72,719 100,000 137,500
Admin & Overhead 877,762 1,254,300 1,785,500
Capital Outlays - Computers 1,877,224 1,935,700 2,184,000

TOTAL INFORMATION TECHNOLOGY
/ 7,009,032 8,333,100 9,961,500

COMMUNICATIONS
Interfund Charges 6,970,030 7,806,100 9,272,300
Project Participation 38,679 40,000 40,000
Miscellaneous Income 323 100 0
Use of Measure Y Funds 0 486, 900 649,200
TOTAL 7,009,032 8,333,100 9,961,500
Deputy Director of Information Tech 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 Information Technology Analyst/Senior 5.00 5.00 5.00 Information Technology Manager - 1.00 2.00 Information Technology Specialist/Senior 7.00 8.00 9.00 Information Technology Supervisor 2.00 2.00 2.00 Information Technology Technician 3.00 4.00 4.00 TOTAL 19.45 22.45 24.45

DETAIL OF POSITIONS

BUDGET DETAIL

SOURCES OF FUNDING
87

GENERAL SERVICES

DEPARTMENT SUMMARY

The General Services Department is responsible for providing internal services to City departments and community services programs to the public. Internal services provided by the General Services Department include maintenance of City buildings and facilities; central purchasing and procurement of goods and services; and personnel , labor relations, and risk management services. Community services provided by the General Services Department include senior citizen programs, public transit services, and community recreation programs.

Personnel/Risk Management Division Sections 30000, 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 procurement of various insurance coverages, processing liability claims, administration of the City’s workers’ compensation program, and development of employee safety/loss control programs.

The Personnel/Risk Management Division is an internally funded division consisting of revenue from all City departments, both general fund and enterprise funds.

Department Support Division
Sections 33300, 33301,33400, 33401

The Department Support Division is responsible for the purchase and acquisition of goods and services utilized for Department Support functions. Specific responsibilities of the Division include development of bid specifications and request s for proposals, administration of the City’s e- procurement system, administration of the City’s Purchasing Ordinance and Procedures, and administration of various contracts for goods and services provided to the City from outside vendors. The Division is also responsible for maintaining all City buildings and related equipment. The Division establishes maintenance schedules, coordinates procurement of supplies and equipment, performs building maintenance, repairs, and new construction, and administers various facility - related maintenance contracts.

The Department Support Division is an internally funded division consisting of revenue from all City departments, both general fund and enterprise funds. The costs for operations of the Division and the regular maintenance and utilities costs for the City facilities are $10,877,900. This does not include major projects or replacements.

Community Services Division Sections 34200, 34201, 34400, 34401, 34700, 34800

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 Roundu p demand-response transit program and the fixed-route Stageline transit program.
• The City of Clovis Recreation programs and facilities , including the Clovis Rotary Skatepark , the Clovis Batting Range and the Clovis Recreation Center.

The Clovis Senior Activity Center section is funded partially by discretionary funds, fees paid by members and participants, donations, fundraising, and grants. Software at the center tracks those seniors who sign in for lunch or a scheduled class. Participants are counted when visiting the center to socializ e, attend a class or lunch, outside activities held at the center such as tax preparation or AARP driving class, or when attending a special event that does not require a ticket. In addition, the center answers over 125 phone calls per day and provides information, assistance, and referrals.

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The dis
cretionary general fund portion for the senior center for the FY 2026- 2027 budget is $2,042,500, of which $1,442,500 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 toward 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
Annual
Discretionary
Contribution Per
Visiting Senior
6,637 6,338 12,975 850 $111.18

Clovis Senior
Activity
Sign-ins
Fresno Senior
Activity
Sign-ins
Total Senior
Activity
Sign-ins
Annual Discretionary
Contribution Per
Activity
84,608 100,696 185,304 $7.78

Discretionary Cost Per
Clovis Resident –
Population of 129,121
Discretionary Cost Per
Clovis Resident age 50+
38,520 total
$11.18 $37.45

The City of Clovis Recreation Section is funded by a combination of participant fees and discretionary general fund dollars. The discretionary portion for recreation for the FY 2026-27 budget is $1,379,800. Measure Y funds are contributing $70,600 towards operations. An estimated 125,000 visits to recreation programs in FY 2026-27 will equate to $11.60 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 Measure C, and various state grants for special projects within the scope of the grant funding. Clovis Transit has been designated as a new recipient for Federal Transportation Administration funding which will provide additional resources for operations and capital projects. Measure C funds are used to meet the farebox revenue requirements as part of the Transportation Development Act funding. No G eneral Fund dollars are used for transit services. Roundup service provides door -to-door service to disabled Clovis residents while Stageline provides fixed-route bus service to the general public on a pre-determined route.

In October 2020, the Clovis City Council approved a plan to offer fare- fre e 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
$23.56 $54.84

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Depar
tment Goals 2026-2027

• Maximize efficient expenditures of City funds.

• Increase efficiency of department workforce.

• Maintain internal services provided to City departments.

• Provide high quality transit, senior services and recreation services to the community.

Budgetary Highlights

• Completing recruitment for all open staff positions.

• Continuing to improve operating systems across City facilities as new ones come online.

• Maximize 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 existing Landmark Square facilities, including the expansion of the Northwest Annex, as operational needs and opportunities for enhancement become more apparent through regular use.
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GENERAL SERVICES

DEPARTMENT PERFORMANCE MEASURES

The mission of the General Services Department is to provide quality internal services to support the operational and administrative needs of City departments and to provide community programs that meet the public transportation, senior services, and recreational needs of the public.

• Employee recruitment will be conducted with the objective of recruiting, testing, and selecting the most qualified candidates for departmental hiring. As a benchmark, the Personnel/Risk Management Division will complete 95% of all recruitments within 90 days of receipt of authorized hiring request.

2024-2025 (actual) 2025-2026 (estimated) 2026-2027 (proposed)

90-Day Recruitment 100% 100% 95%

California Assembly Bill (AB) 2561 recognizes that job vacancies in local government are a widespread and serious issue affecting the public sector. It highlights the potential for these vacancies to negatively impact labor relations between public agencies and their employees. Under AB 2561, public agencies are now required to annually assess and address vacancy rates to help mitigate the adverse effects 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 activities 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
12/31/25)
Number of
Candidates
Interviewed
(01/01/25 to
12/31/25)
Number of
eligibility Lists
Created
(01/01/25 to
12/31/25)
The Number of
Conditional Offers
Made
(01/01/25 to
12/31/25)
65 500 68 101

Recruitment efforts include leveraging social media platforms (LinkedIn, Facebook, Instagram etc.) to reach a wide audience; utilizing industry -specific job boards and trade publications to reach qualified candidates; participation at career and job fairs; signing/recruitment bonuses; and diversity recruiting initiatives. Retention efforts include competitive compensation and an attractive benefits package; employee milestone award recognition; personal and professional development through 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 reduced recruitment budget. This reduction may limit marketing efforts, decrease advertising, and restrict participation in job fairs. To overcome this challenge, agencies could implement strategies such as developing an employee referral program to leverage existing networks and utilizing more free or low-cost recruitment platforms.
91

In align
ment 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, the union representing that unit may formally request that the agency provide additional information at a public hearing. 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. • Emp
loyee 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.
2024 -2025 (actual) 2025-2026 (estimated) 2026-2027 (proposed) Heal
th Benefit Cost Containment Increased Costs Increased Costs Increased Costs of 5.37% of 8.97% Estimated at 9.0%
• The
Risk Management Section will continue to emphasize the protection of the public, City employees, and City assets through training, risk identification, risk transfer, and insurance coverage procurement. As a benchmark, the number of annual work -related employee accidents resulting in the OSHA reporting 3+ lost workdays will be 35 or less, and safety/risk management training programs will be offered to all employees.

Inj
uries Involving 3+ Lost Workdays 22 29 35
Saf
ety/Risk Management Training Programs 90 125 130
• The
Facility Maintenance Section will respond to service requests related to maintenance of City facilities promptly. Staff will respond to facility service requests within 24 hours, 95% of the time.

Numb
er of Service Requests 1093 897 1102
Respons
e Time Within 24 Hours 90% 93% 94%
• Major facility maintenance projects (i.e., those requiring more than 5 days to complete) will be completed within budgetary parameters and within the projected period. 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.
2024
-2025 (actual) 2025-2026 (estimated) 2026-2027 (proposed) Numb
er of Major Projects 10 16 14
Pr
ojects Completed within Established 95% 95% 95%
Budget and Time Frame
Squ
are Footage of Buildings/Facilities
Maintained 427,761 427,761 427,761
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GENERAL SERVICES

DEPARTMENT PERFORMANCE MEASURES

Clovis Senior Activit y Center will continue to safely offer social and supportive services/programs to the community and will add more programs as needed.

2024-2025 (actual) 2025-2026 (estimated) 2026-2027 (proposed)

Program Participants/Contact* 486,816 510,00 575,000
Nutrition Meals Served (In-Center) 19,200 27,429 32,000 Number of Programs Offered 75 80 100
*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 107,000 110,000 115,000
Number of Programs Offered 165 170 175

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

Clovis Destinations 98% 98% 97%

Fresno Destinations 97% 96% 97%

Maintain Scheduled Fixed-Route Headways 97% 98% 96% 93

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94

GENERAL SERVICES

DEPARTMENT SUMMARY
2025-2026
2024-2025 Revised 2026-2027
Actual Estimate Budget
Personnel 1,194,655 1,342,200 1,578,200
Employee Benefits 40,535,140 46,885,200 52,916,200
Liability and Property Insurance 7,362,177 8,219,600 10,433,400 Facilities Maintenance 4,472,393 4,800,800 6,050,200
Department Support 4,619,583 4,682,300 4,827,700
Senior Services 1,914,135 2,541,000 2,623,500
Recreation 1,465,660 2,102,000 1,964,500
Transit 11,039,202 15,075,600 19,712,000
TOTAL ALL ACTIVITIES 72,602,945 85,648,700 100,105,700
General Fund 4,574,450 5,844,000 5,834,900
General Fund - Measure Y 0 141,200 331,300
General Services Fund 9,091,976 9,262,200 10,227,900
General Services - Measure Y 0 220,900 650,000
Employee Benefits Fund 40,535,140 46,885,200 52,916,200 Liability and Property Insurance Fund 7,362,177 8,219,600 10,433,400 Transit Fund 11,039,202 15,075,600 19,712,000
TOTAL ALL FUNDS 72,602,945 85,648,700 100,105,700

BUDGET BY FUND

BUDGET BY ACTIVITY
95

Gener
al Services Personnel
Department Section 30000/30001

2026-2027 Goals

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

Specific goals include the following:

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

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

• Providing training, mentorship, and career growth opportunities so employees can improve their skills and advance within the City.

• 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.

• Making sure the City follows labor laws, workplace regulations, and ethical standards to avoid legal issues.

Five-Year Outlook

Legislative obligations and the evolving nature of the workplace will continue to require adjustments in the management of employee benefit programs. 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 needs, coupled with increasing employee retirements and overall headcount growth, will require a substantial investment of time and resources to support recruitment and the training of new personnel across departments.
96

General Services Personnel
Department Section 30000/30001
2025-2026
2024-2025 Revised 2026-2027
Actual Estimate Budget
Salaries - Regular 417,303 521,900 552,800
Overtime 1,702 4,200 5,000
Extra Help 41,431 10,000 45,000
Benefits 192,859 224,100 276,800
Vehicle Charges 18,785 21,700 21,900
Professional Services 225,935 298,000 375,000
Materials & Supplies 111,781 110,000 130,000
Travel & Meeting Expense 2,623 2,500 3,500
Training 10,791 21,000 21,000
Dues & Subscriptions 3,945 5,500 5,000
Admin & Overhead 167,500 123,300 142,200
TOTAL PERSONNEL 1,194,655 1,342,200 1,578,200
Interfund Charges 415,000 508,000 547,000
Use of Measure Y Funds 0 70,900 81,100
Use of Discretionary Funds 779,655 763,300 950,100
TOTAL 1,194,655 1,342,200 1,578,200
Administrative Assistant 0.300 0.300 0.300 Deputy General Services Director 0.300 0.300 0.300 General Services Director 0.250 0.250 0.250 Personnel Technician/Senior 1.900 2.900 2.400 Principal Office Assistant 0.300 1.300 1.300 Senior Management Analyst 0.300 0.300 0.300 TOTAL 3.350 5.350 4.850

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
97

General
Services Employee Benefits
Department Section 31000
202
6-2027 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.

Spec
ific goals include the following:
• Cont
rol 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. • Cont
inue to develop and provide a quality benefit package for employees at reasonable costs in order to attract and retain well-qualified employees.

Ob
jectives to Meet the Goals
• Cont
inue to evaluate and implement administrative measures to contain the cost of delivering benefits to employees and their dependents.
• Wor
k with the represented bargaining units to identify health cost containment measures . • Pr
ovide employee training in the areas of health, safety and financial planning.

Fi
ve-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 community 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 injured 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

General Services Employee Benefits
Department Section 31000
2025-2026
2024-2025 Revised 2026-2027
Actual Estimate Budget
Salaries - Regular 397,557 431,500 458,000
Overtime 1,985 3,000 3,000
Benefits 170,359 185,400 186,700
Vehicle Charges 18,123 19,600 19,700
Professional Services 9,519 11,000 11,000
Special Events 56,875 85,300 125,000
Travel & Meeting Expense 1,317 1,200 1,200
Training 2,177 17,600 37,600
Dues & Subscriptions 0 500 500
Admin & Overhead 105,900 101,800 114,400
Health Insurance Program - ISF 11,842,886 13,279,000 15,452,000 Unemployment Charges - ISF 39,878 80,000 100,000
Workers Comp Program - ISF 5,680,431 5,976,800 6,135,000 Retirement Contribution - ISF 21,188,435 25,619,200 28,732,800 Deferred Compensation - ISF 1,019,698 1,064,800 1,459,300 Compensated Future Absences 0 0 30,000
Capital Outlays - Computers 0 8,500 50,000
TOTAL EMPLOYEE BENEFITS 40,535,140 46,885,200 52,916,200 Employee Benefit Charges 40,535,140 46,885,200 52,916,200 TOTAL 40,535,140 46,885,200 52,916,200

DETAIL OF POSITIONS
Administrative Assistant 0.350 0.350 0.350 Deputy General Services Director 0.350 0.350 0.350 General Services Director 0.125 0.125 0.125 Personnel Technician/Senior 0.800 0.800 1.050 Principal Office Assistant 0.350 0.350 0.350 Senior Management Analyst 1.300 1.300 1.300 TOTAL 3.275 3.275 3.525

BUDGET DETAIL

SOURCES OF FUNDING
99

Gener
al Services Liability and Property Insurance
Department Section 32000

2026-2027 Goals

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

Specific goals include the following:

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

• Continue to use risk transfer programs to protect City assets.

• Pursue subrogation and recovery as appropriate.

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

• Compliance with 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 d epartments 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 pooled risk management organizations like the Central San Joaquin Valley Risk Management Authority and the Local Agency Workers’ Compensation Excess Authority.

Five-Year Outlook

The City’s continued participation and leadership in the Central San Joaquin Valley Risk Management Authority will help maintain essential coverage, as the program has consistently 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 cost of the liability program.

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

100

General Services Liability and Property Insurance
Department Section 32000
2025-2026
2024-2025 Revised 2026-2027
Actual Estimate Budget
Salaries - Regular 193,214 226,900 242,500
Overtime 1,985 2,000 3,000
Benefits 88,792 101,100 102,100
Vehicle Charges 7,380 9,000 9,100
Supplies - Safety 5,820 8,000 8,000
Travel & Meeting Expense 1,491 4,200 4,400
Training 21,839 36,000 46,000
Dues & Subscriptions 300 1,000 1,000
Admin & Overhead 61,500 53,100 63,300
Liability Insurance 6,979,856 7,778,300 9,954,000

TOTAL LIABILITY &
PROPERTY INSURANCE 7,362,177 8,219,600 10,433,400
Liability and Property Charges 7,362,177 8,219,600 10,433,400 TOTAL 7,362,177 8,219,600 10,433,400
Administrative Assistant 0.350 0.350 0.350
Deputy General Services Director 0.350 0.350 0.350
Personnel Technician/Senior 0.300 0.300 0.550
Principal Office Assistant 0.350 0.350 0.350
Senior Management Analyst 0.400 0.400 0.400
TOTAL 1.750 1.750 2.000

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
101

General Ser
vices Facilities Maintenance
Department Section 33300/33301
2026-2027
Goals
The goals of
the Facilities Maintenance Section are to maintain, preserve, and repair all City -owned buildings and facilities in a professional and cost -effective manner while continuing to provide exceptional customer service.

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

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

Five-Yea
r Outlook
Rising operational c osts f or C ity f acilities r equire a s tronger f ocus on efficiency and cost c ontrol. A nnual increases i n energy pr ices ar e driving the need to develop long- term alternative energy s trategies t o reduce ongoing utility expenses. At the same time, the continued acquisition of computers and sophisticated electronic equipment
has heightened the demand for enhanced facility security measures.

Expansions and modifications to existing buildings, along with the addition of new facilities, will significantly increase t
he total square footage under the City’s maintenance responsibility and add to the Section’s workload.

The Civic Center complex, now approaching 50 years of age, will require consistent preventative maintenance to remain
in good condition. Modernization of aging building systems in older facilities will further increase maintenance demands.

To
address these challenges, a substantial capital investment will be needed over the coming years for repairs and upgrades. T
o meet both ongoing maintenance needs and major repair projects effectively, the Section plans to add staff and reorganize into two specialized teams: a Projects Team and a Maintenance Team. 102

General Services Facilities Maintenance
Department Section 33300/33301
2025-2026
2024-2025 Revised 2026-2027
Actual Estimate Budget
Salaries - Regular 805,863 856,900 1,145,100
Overtime 8,712 6,000 8,900
Benefits 374,788 429,000 521,000
Vehicle Charges 103,009 117,800 120,300
Communications 7,225 9,500 9,500
Professional Services 110,620 224,000 233,100
Repairs & Maintenance 1,325,756 1,410,600 2,163,600
Materials & Supplies 72,312 68,000 78,000
Supplies - Safety 15,625 15,000 25,000
Supplies - Shop 11,713 15,000 15,000
Travel & Meeting Expense 0 4,000 16,800
Training 720 2,000 6,000
Dues & Subscriptions 0 0 1,000
Admin & Overhead 135,100 143,600 177,700
Debt Service 1,338,352 1,334,800 1,332,200
Lease Purchases 158,207 164,600 172,000
Capital Outlays - Office Equip/Furn 4,391 0 0
Capital Outlays - Public Works 0 0 15,000
Capital Outlays - Government Facilities 0 0 10,000
TOTAL FACILITIES MAINTENANCE 4,472,393 4,800,800 6,050,200 Rents & Concessions 56,112 78,200 78,200
Facility Reimb - County 34,660 50,000 50,000
Restitution-Damage Reimbursement 0 215,000 0
Miscellaneous Income 2,475 0 0
General Services Charges 4,379,146 4,279,200 5,320,500
Use of Measure Y Funds 0 178,400 601,500
TOTAL 4,472,393 4,800,800 6,050,200
Administrative Assistant 0.500 0.500 0.500 Assistant Building Maintenance Tech 4.000 7.000 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 12.350 12.350

SOURCES OF FUNDING

DETAIL OF POSITIONS

BUDGET DETAIL
103

Gener
al Services Department Support
Department Section 33400/33401

2026-2027 Goals

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

Specific goals include the following:

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

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

• Provide quality goods and services for City needs.

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

Objectives to Meet the Goals

• Continue to utilize cooperative purchasing arrangements for the acquisition of goods and services to maximize City purchasing power.

• Improve professional procurement processes through attainment of nationally recognized purchasing certification(s).

• Maintain the City’s e- procurement/bid-management system and provide training to all designated staff members.

• Implement purchasing system upgrades to meet the City’s future needs.

Five-Year Outlook

As the City’s purchasing and procurement processes become increasingly automated, additional staff training across all departments will be essential to ensure proficiency with the new technologies. The expanded use of cooperative purchasing agreements and electronic purchasing strategies will enable the City to reduce supply costs and enhance services for City departments. Continuing education for employees in the Department Support Section will also be required to maintain their skills and adapt to evolving technologies .

104

General Services Department Support
Department Section 33400/33401
2025-2026
2024-2025 Revised 2026-2027
Actual Estimate Budget
Salaries - Regular 187,691 163,600 171,300
Overtime 1,712 0 900
Benefits 65,425 61,300 61,900
Vehicle Charges 4,805 4,500 4,600
Energy 1,661,997 1,808,100 1,920,800
Professional Services 150,841 145,000 160,000
Repairs & Maintenance 68,837 65,000 71,200
Office Supplies 458,566 486,500 545,000
Materials & Supplies 21,546 17,500 19,500
Travel & Meeting Expense 3,686 1,000 11,000
Training 556 600 3,000
Dues & Subscriptions 505 1,100 1,300
Admin & Overhead 368,100 402,500 429,500
Debt Service 1,008,916 1,107,100 995,200
Lease Purchases 432,959 346,000 257,000
Capital Outlays - Office Equip/Furn 183,441 72,500 175,500 TOTAL DEPARTMENT SUPPORT 4,619,583 4,682,300 4,827,700
Interfund Charges 4,619,583 4,299,600 4,779,200
Miscellaneous Income 0 340,200 0
Use of Measure Y Funds 0 42,500 48,500
TOTAL 4,619,583 4,682,300 4,827,700
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

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
105

Gener
al Services Senior Services
Department Section 34200/34201

2026-2027 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. T he Senior Services Section continues to evaluate funding alternatives and creative methods of delivering services to seniors at a low cost.

Specific goals include the following:

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

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

• Effectively manage continued growth in participation and membership following the transition from the Fourth Street facility to the Clovis Senior Activity Center on Third Street, building on momentum established since November 2023 and adapting to evolving community needs through FY 2026– 2027.

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

Objectives to Meet the Goals

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

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

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

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

Five-Year Outlook

The Clovis Senior Activity Center has successfully moved operations from the Fourth Street facility to the new larger building on Third Street. The response from the community has been robust and staff continue to refine processes and policies to ensure the continuation of providing exceptional classes, education, and recreation to the members. High quality programming continues to be a priority, and the new facility has provided new opportunities for the establishment of additional offerings along with the space to expand current popular classes. The hot lunch program has been re-established, and the response has been positive.

Staff continues to maintain relationships with community partners including the Fresno County Social Services Department, the Fresno Madera Area Agency on Aging, the San Joaquin College of Law, Clovis Unified School District, the California Health Sciences University, and Fresno State University. The new facility has attracted additional partnership opportunities that are under evaluation for implementation. A non- resident fee was approved which has provided an additional revenue stream. Fees for classes are continuously monitored to maintain the balance between affordability and a sustainable operational model. 106

General Services Senior Services
Department Section 34200/34201
2025-2026
2024-2025 Revised 2026-2027
Actual Estimate Budget
Salaries - Regular 263,147 369,800 432,100
Overtime 5,088 10,900 10,000
Extra Help 299,063 450,300 401,000
Benefits 173,065 246,700 266,700
Vehicle Charges 825 7,800 13,200
Communications 282 2,000 2,000
Professional Services 117,011 161,500 164,000
Office Supplies 67,144 97,000 98,000
Travel & Meeting Expense 5,451 6,000 5,000
Training 560 500 600
Dues & Subscriptions 507 600 1,600
Admin & Overhead 968,800 1,182,900 1,229,300
Capital Outlays - Office Equip/Furn 13,192 5,000 0
TOTAL SENIOR SERVICES 1,914,135 2,541,000 2,623,500
Rents and Concessions 106,768 90,000 90,000
State Grants 48,000 50,300 48,000
Federal Grants 51,061 47,000 40,000
User Fees 177,519 220,100 210,000
Senior Service Charges 82,541 85,600 65,000
Miscellaneous Income 14,252 102,000 102,000
Use of Measure Y Funds 0 37,500 146,900
Use of Discretionary Funds 1,433,994 1,908,500 1,921,600 TOTAL 1,914,135 2,541,000 2,623,500
Administrative Assistant 0.800 0.800 0.330 Recreation Coordinator - 1.000 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 1.000 TOTAL 4.800 5.800 5.330

BUDGET DETAIL

DETAIL OF POSITIONS

SOURCES OF FUNDING
107

Gener
al Services Recreation
Department Section 34400/34401

2026-2027 Goals

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

Objectives to Meet the Goals

• Offer consistent hours of operation for City recreation facilities, including the Clovis Recreation Center, Clovis Batting Range and Clovis Rotary Skatepark.
• Expand full-time staffing to ensure recreational opportunities remain in- step with demand from the growing Clovis community and ensure the public is assisted during posted office hours to meet increased demand. • C oordinate 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 existing 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 completed 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 recreational facilities, including the addition of much- needed sports fields.
108

General Services Recreation
Department Section 34400/34401
2025-2026
2024-2025 Revised 2026-2027
Actual Estimate Budget
Salaries - Regular 283,971 322,400 399,700
Overtime 4,787 4,000 4,000
Extra Help 250,169 423,000 391,000
Benefits 193,124 265,700 290,400
Vehicle Charges 28,509 30,100 29,400
Communications 1,259 1,200 1,500
Professional Services 233,023 478,500 315,400
Repairs & Maintenance 0 3,500 2,000
Office Supplies 6,850 26,300 13,000
Travel & Meeting Expense 2,573 6,000 6,000
Training 555 8,500 8,500
Dues & Subscriptions 2,682 8,000 6,500
Admin & Overhead 391,400 422,300 431,100
Capital Outlays - Public Works 38,411 51,500 35,000
Capital Outlays - Miscellaneous 28,347 51,000 31,000
TOTAL RECREATION 1,465,660 2,102,000 1,964,500
User Fees 526,314 455,000 469,000
Use of Measure Y Funds 0 32,800 103,300
Use of Discretionary Funds 939,346 1,614,200 1,392,200
TOTAL 1,465,660 2,102,000 1,964,500
Administrative Assistant - - 0.330 Recreation Leader 2.000 2.000 2.000 Recreation Specialist 1.000 2.000 2.000 Recreation Supervisor 1.000 1.000 1.000 TOTAL 4.000 5.000 5.330

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
109

Gener
al Services Transit
Department Section 34700/34800

2026-2027 Goals

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

• Continue to provide a safe transportation environment for passengers and employees through enhanced cleaning protocols.

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

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

• Continuing 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 Roundu p and Stageline servic es, including a focus on web- based information. Coordinate advertising with FAX, including printed schedules and social media outreach.
• Coordinate with the Clovis Unified School District , FAX, and other public transit agencies to identify/resolve transportation issues.
• Continue to maximize features and upgrades of the Roundup dispatch software and mobile terminals to improve efficiency on Roundup service . An analysis of new software features available on the market is on- going with a focus on efficiency and enhanced customer service features. • Continue to provide efficient operations after the move into the new transit hub facility that is located within the Landmark Square project , including routing of Clovis, FAX, YARTS, and Fresno County Rural Transit Agency buses to the site.
• Continue the comprehensive fixed- route service redesign project, advancing toward implementation following the November 2025 rollout, with ongoing refinements to improve connectivity to the new transit hub facility, support microtransit integration, and enhance access to key destinations throughout 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 indicate d that it may take as long as ten years for public transit ridership to recover to pre-pandemic levels , the return of passengers in Clovis is complete. Transit will continue to emphasize safe transportation for the community and employees through enhance d cleaning, security, 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 was successfully implemented in late 2025 and has resulted in a 35% increase in ridership, driven by faster, more efficient transit service throughout Clovis and into portions of Fresno. The City continues to coordinate with regional transit providers in the Clovis –Fresno metropolitan area to meet growing demand for inter-city transportation. The centrally located Armstrong Transit Center, which opened in late 2023, has improved customer access, streamlined transfers, and provided essential space for staff training and operations. The facility also supports expanded travel training efforts, helping increase ridership and transitioning appropriate Roundup passengers to Stageline service. 110

General Services Transit
Department Section 34700/34800
2025-2026
2024-2025 Revised 2026-2027
Actual Estimate Budget
Salaries - Regular 2,342,910 2,734,800 3,165,600
Overtime 91,403 187,100 174,100
Extra Help 1,837,310 3,394,200 3,544,000
Benefits 1,694,688 2,422,100 2,498,900
Vehicle Charges 1,622,514 1,884,400 1,962,700
Communications 255,292 280,000 294,000
Professional Services 522,102 264,200 280,300
Travel & Meeting Expense 22,407 23,200 24,400
Training 16,730 10,200 9,700
Dues & Subscriptions 2,790 3,900 4,100
Admin & Overhead 1,872,700 2,323,600 2,706,700
Liability Insurance Prog - ISF 10,536 7,400 0
Capital Outlays - Office Equip/Furn 5,547 721,000 303,000 Capital Outlays - Computer Equipment 45,244 118,500 60,000 Capital Outlays - Vehicles 697,029 701,000 4,684,500
TOTAL TRANSIT 11,039,202 15,075,600 19,712,000
Rents & Concessions 65,377 100 5,000
Taxes 2,149,550 0 2,244,000
State Grants 114,759 211,500 120,000
Federal Grants 0 2,400,000 9,029,700
Local Transportation 8,709,516 12,464,000 8,313,300
TOTAL 11,039,202 15,075,600 19,712,000
Administrative Assistant 0.200 0.200 0.340 Bus Driver 22.000 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 1.000 Principal Office Assistant 1.000 1.000 1.000 Staff Analyst 1.000 1.000 1.000 Transit Complaince & Grant Mgmt Officer - 2.000 2.000 Transit Dispatcher 2.000 3.000 3.000 Transit Manager 1.000 1.000 1.000 Transit Supervisor 1.000 1.000 1.000 TOTAL 35.425 38.425 38.565

DETAIL OF POSITIONS

BUDGET DETAIL

SOURCES OF FUNDING
111

FINANCE

DEPARTMENT SUMMARY

The Finance Department serves as the financial backbone of the City, delivering essential support services to both the public and all City operating departments. Comprising Finance Administration and Debt Service, the department is dedicated to maintaining the City's fiscal health, transparency, and long- term stability.

Finance Section 35100, 35101

The Finance Administration Section oversees a wide array of vital operations, including maintaining the core accounting system, budgeting, forecasting, and comprehensive financial reporting. Daily operations involve managing utility billing and collections, business licensing, accounts receivable, accounts payable, and payroll.

Additionally, the department acts as a strategic partner to all operating divisions, providing expert financial guidance while overseeing banking, investments, and the arrangement of all long- term debt issuance and administration.

Department Goals 2026-2027
• Financial Accountability & Citywide Support
o Deliver comprehensive financial guidance and support to all City operating departments. o Ensure strict transparency by providing detailed, accurate financial reporting to the Measure Y Oversight Committee.
o Supply timely financial data to support the development of fair and equitable employee wage and benefit packages.
• Technology Modernization & Customer Service
o Partner with City staff to successfully implement and transition to the newly upgraded Financial Accounting system.
o Enhance the customer experience by rolling out new, resident -focused features within the Utility Billing system.
o Promote convenience and sustainability by expanding online billing and payment options, while actively educating the public on how to navigate these digital tools. • Strategic Debt Management
o Proactively manage the City’s debt portfolio by securing long- term financing as needed and refunding existing bonds when economically advantageous. • Workforce Development & Succession Planning
o Guarantee long- term operational stability by thoroughly documenting core processes and advancing succession planning for all major sections of the Finance Department. o Invest in our team by enhancing professional training opportunities and actively cross -training personnel in critical financial roles.

112

FINANCE

DEPARTMENT SUMMARY

Budgetary Highlights
• Financial Accountability & Strategic Planning
o Conduct comprehensive reviews and audits of City revenues and departmental budgets to ensure responsible fiscal stewardship.
o Guarantee absolute transparency and accountability for Measure Y revenues through meticulous accounting practices and comprehensive public spending disclosures. o Produce the annual Five- Year Financial Forecast to guide the City's long- term strategic planning.
o Execute investment strategies that maximize yields while prioritizing fund safety and maintaining necessary cash flow liquidity.
o Secure favorable long-term financing to support critical capital acquisitions as required. • Excellence in Reporting & Compliance
o Develop the Annual Budget and Annual Comprehensive Financial Report (ACFR) to the highest standards, ensuring submission for the prestigious Government Finance Officers Association (GFOA) awards.
o Maintain strict regulatory compliance by implementing all new and applicable Governmental Accounting Standards Board (GASB) pronouncements.
• Operational Efficiency & Modernization
o Dedicate focused resources to ensure the successful rollout of the new Utility Billing and Financial Accounting systems, providing robust support to all City departments during the transition.
o Advance the transition toward a paperless Finance Department by expanding the digitization of accounting documentation.
o Optimize internal workflows to increase efficiency and responsibly limit departmental overtime. • Staffing & Customer Service Excellence
o Leverage the renowned Clovis culture to attract, recruit, and retain top- tier talent for key Finance positions.
o Maintain rigorous cross -training for front -counter personnel to ensure seamless, uninterrupted customer service at all times.

113

FINANCE

DEPARTMENT PERFORMANCE MEASURES
Our
Mission: The core mission of the Finance Department is to rigorously safeguard the City’s financial assets and resources through sound internal controls. We are committed to delivering exceptional, responsive support services to our citizens, the City Council, and all municipal operating departments. 2024-2025 (
actual) 2025-2026 (estimated) 2026-2027 (proposed)
• Inves
tment Objectives & Benchmarks: The strategic investment of the City’s available cash will continue to align strictly with our core financial objectives. Our paramount focus remains the absolute preservation of principal, balanced with securing a competitive and reasonable rate of return. To measure our success, the department utilizes a definitive performance benchmark: achieving a rate of return equal to or exceeding 120% of the annualized 90-day Treasury-bill rate.

Cit
y Rate of Return 3.79% 3.80% 3.90%
Great
er than 120% of Treasury rate 82% 90% 94%
• Annua
lly publish a GAAP -compliant Annual Comprehensive Financial Report (ACFR) and successfully complete an independent audit to secure an "unqualified opinion" - the highest standard of assurance that the City’s financial position is presented fairly and accurately.

Achi
eving an
Unqualified Opinion Unqualified Opinion Unqualified Opinion Unqualified Opinion • Submi
t the Annual Comprehensive Financial Report (ACFR) to the Government Finance Officers Association (GFOA) and successfully earn the prestigious Certificate of Achievement for Excellence in Financial Reporting.

Recei
ve a Certificate of
Achievement for Excellence
In Financial Reporting Certificate Certificate Certificate • Annua
lly produce a comprehensive budget document for presentation to the City Council and submit it to the GFOA to secure the Distinguished Budget Presentation Award to demonstrate excellence in financial planning and transparency.

Dis
tinguished Budget
Presentation Award Budget Award Budget Award Budget Award • Target
a 98% accuracy benchmark in financial forecasting by continuously evaluating General Fund estimates against actual revenues and expenditures. This vital analysis drives continuous improvement in our financial planning, isolates revenue fluctuations, and ensures responsible, data- driven fiscal management.

Est
imated Revenue Accuracy 99.6% 99.0% 98.0%
Est
imated Expenditure Accuracy 9 9.2% 97.0% 98.0%
114

2025-2026
2024-2025 Revised 2026-2027
Actual Estimate Budget
Administration 3,815,807 4,444,600 4,915,600
TOTAL ALL ACTIVITIES 3,815,807 4,444,600 4,915,600
General Fund 3,815,807 4,322,000 4,686,100
General Fund - Measure Y 0 122,600 229,500
TOTAL ALL FUNDS 3,815,807 4,444,600 4,915,600

FINANCE

DEPARTMENT SUMMARY

BUDGET BY ACTIVITY

BUDGET BY FUND
115

Fin
ance Administration
Department Section 35100/35101

2026-2027 Goals

The core objectives of the Finance Administration Division are to deliver high- quality financial information to the public, the City Council, and all municipal operating departments, while rigorously safeguarding the City’s assets and resources. These strategic goals include:

• Deliver comprehensive support to all City departments regarding financial inquiries, budget analysis, and internal auditing.
• Strategically invest the City's idle cash to maximize the rate of return without compromising safety or liquidity constraints.
• Develop and implement long-range financing plans to support the City's future needs. • Ensure accurate and timely billing and collections for all of the City's enterprise operations. • Efficiently process new and renewing business licenses, while proactively identifying and addressing instances of unlicensed business operations.
• Generate clear, accessible financial and budgetary summary reports for both departmental and public use. • Optimize and fully leverage the capabilities of the City's Financial Accounting System.

Objectives to Meet the Goals

• Budget Oversight: Conduct quarterly reviews of departmental budgets to ensure strict alignment with approved appropriations and available revenues.
• Strategic Investment: Invest the City's cash reserves in full compliance with the adopted Investment Policy. • Debt Management: Collaborate with underwriters and financial consultants to secure the most advantageous terms for new financing, while proactively identifying cost-saving refinancing opportunities. • Utility Operations: Execute utility billing and collections operations efficiently and in strict adherence to established guidelines.
• License Administration: Administer the business license program in full compliance with current City policies, including regular reviews to identify and register unlicensed businesses. • Financial Reporting: Produce standard financial reports while continuously developing and refining periodic summaries to enhance budgetary oversight.
• System Optimization: Dedicate necessary staff resources to the testing, implementation, and ongoing refinement of the City's upgraded Financial Accounting system.

Five-Year Outlook

The 2026- 2027 budget achieves structural balance directly through the addition of Measure Y, a newly established 1% sales tax that successfully prevents what would have been significant cuts to core services.

While this new revenue stream provides vital stability, the City must continue to navigate strong economic headwinds. Legacy sales tax growth has flattened as inflation forces consumers to shift spending toward essentials, while the City's operational costs simultaneously rise due to inflation, evolving tariffs, and mandatory CalPERS increases. Furthermore, though property tax revenues are projected to grow, their immediate budgetary impact is offset by a standard two- year lag and high interest rates that continue to slow new residential development.

Given these complex economic variables, vigilant monitoring of revenues and expenditures remains the Finance Department’s highest priority over the next five years. The department will continue to maintain seamless daily operations—including utility billing, business licensing, AP/AR, payroll, and investment management —while proactively arranging long -term financing for the City’s capital needs. Above all, the Finance Department remains committed to ensuring strict transparency through timely, accurate reporting to the City Council, the Measure Y Oversight Committee, and all mandated regulatory agencies. 116

Finance Administration
Department Section 35100/35101
2025-2026
2024-2025 Revised 2026-2027
Actual Estimate Budget
Salaries - Regular 2,025,776 2,411,300 2,737,700
Overtime 30,280 8,500 12,500
Extra Help 101,537 96,000 110,000
Benefits 880,319 1,020,000 1,104,500
Vehicle Charges 29,400 36,000 36,000
Professional Services 157,453 212,000 193,100
Office Supplies 49 5,100 3,000
Travel & Meeting Expense 2,136 7,000 18,000
Training 21,425 6,000 20,000
Dues & Subscriptions 1,232 1,200 2,000
Admin & Overhead 566,200 631,500 678,800
Capital Outlays - Furnishings 0 10,000 0
TOTAL FINANCE ADMINISTRATION 3,815,807 4,444,600 4,915,600 Licenses 62,000 65,000 65,000
Annexation Processing Fee 15,000 15,000 15,000
Capital Development - Streets 60,000 60,000 60,000
User Fees 187,150 206,600 212,000
Interfund Charges 2,909,000 3,299,000 3,415,000
Miscellaneous Income 19,011 21,000 21,000
Use of Measure Y Funds 0 122, 600 229,500
Use of Discretionary Funds 563,646 655,400 898,100
TOTAL 3,815,807 4,444,600 4,915,600
Accountant/Senior 3.00 5.00 5.00 Accounting Supervisor - 1.00 1.00
Assistant Finance Director 1.00 - -
Deputy Finance Director 1.00 2.00 2.00 Finance Director/Treasurer 1.00 1.00 1.00 Finance Manager 1.00 - -
Lead Accounting Systems Techician 1.00 1.00 1.00 Principal Account Clerk 9.00 8.00 8.00 Principal Office Assistant 1.00 1.00 1.00 Revenue Supervisor 1.00 1.00 1.00 Senior Accounting Systems Technician 3.00 5.00 5.00 TOTAL 22.00 25.00 25.00

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
117

PLANNING AND DEVELOPMENT SERVICES

DEPARTMENT SUMMARY
The Planning and Development Services Department is responsible for implementing the Clovis General Plan. It performs this duty by integrating City development's planning, engineering, and building inspection activities under a single department. The Department prepares and implements the Community Investment Program for all City departments. Planning and Development Services is also responsible for all land- use planning for future development and for ensuring compliance with City, state, and federal codes.

In 20
19, Planning and Development Services staff developed the following mission for the Department:
"T
he 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, timely service to the citizens and clients of the City of Clovis to ensure a safe, 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 ensuring a thorough environmental analysis for 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 74500-74550
The mission of the Engineering Division is to provide the City of Clovis with professional engineering services that ensure short-term and long-range plans are implemented efficiently and cost-effectively. The Engineering Division continually strives to provide the highest level of quality services with the least impact on all project development cycles. The focus of the Division is to provide solution- oriented services that facilitate sustainable economic growth, enhance the quality of life for Clovis citizens, and provide secure, reliable infrastructure throughout the City. Of utmost importance to the Division are managing and efficiently delivering the City's Community Investment Projects as well as ensuring private development adheres to all City requirements, standards, and conditions.

Through careful planning, funding, and delivery of streets, sewer, water, parks, refuse, general government projects, and private development projects, this Division ensures the safety and usability of all the City's investments.
118

2025-2026
2024-2025 Revised 2026-2027
Actual Estimate Budget

BUDGET BY ACTIVITY
Planning 3,927,065 5,254,800 5,722,500
Building 2,646,598 2,816,800 3,400,900
Engineering 7,163,350 8,001,600 9,411,600
TOTAL ALL ACTIVITIES 13,737,013 16,073,200 18,535,000

BUDGET BY FUND
Planning & Development Services Fund 13,737,013 16,041,200 18,284,800 Planning & Development Services - Measure Y 0 32,000 250,200 TOTAL ALL FUNDS 13,737,013 16,073,200 18,535,000

PLANNING AND DEVELOPMENT SERVICES

DEPARTMENT SUMMARY
119

Pla
nning and Development Planning
Services Department Section 74100

Planning Division Goals 2026-2027
The goals of the Planning Division are focused on implementing the Clovis General Plan and Specific Plans, managing the Planning Program activities that support the General Plan, ensuring that all public and private development is consistent with the General Plan, the Development Code, City policies, and state law, and coordinating public and private projects so that they result in a high-quality, sustainable community.

Planning goals for 2026-2027 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 General Plan update as directed by the Council. • Implement programs related to the Sixth Cycle Housing Element. • Complete the Infill Rezone Program.
• Implement the Central Clovis Specific Plan.
• Administer the Heritage Grove Master Plan Community Design Guidelines. • Implement the Loma Vista Specific Plan and related Master Plans within the Loma Vista Urban Center. • Retire the Shaw Avenue Specific Plan and the Herndon-Shepherd 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, consistent with the Division's current abilities and resources.
• Maintain effective communication with citizens, the business community, and interest groups on planning, development, and related issues.
• Complete the Historic Preservation Ordinance.
• Update the Multifamily Objective Standards.

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. • Administer the Central Clovis Specific Plan by creating pedestrian and bike facilities and continuing to create 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 for the Infill Rezone Program. • Fulfill 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 public materials to provide information and increase transparency on entitlement processes and related topics.
• Conduct an annual review of the Planning Division Fee Schedule and present recommended updates to the City Council, with fees adjusted using either the Consumer Price Index (CPI) or, as necessary, a comprehensive fee update. The goal of this program is to ensure full cost recovery for permit and entitlement processing services and maintain a self-sustaining, user-funded model to cover the cost of services provided to applicants.

120

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

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

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

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

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

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

6. Processing of Site Plan Review applications: 8 weeks

Planning Division Performance Measures

Performance
Metric
2024-2025
(Actual)
2025-2026
(Estimated)
Applications processed to
Planning Commission within the target time 80% 91% 86%
Applications processed to
City Council within the target time 80% 100% 100%
Site Plan Reviews processed
within the target time 90% 88% 88%

Data summarizing activity within the Planning Division is provided below:

Criteria Estimated 2025-2026 Activity
Planning Commission Meetings Conducted 10 Meetings
Applications Considered by the Planning Commission 19 Items City Council Meetings Where Items Were Considered 14 Meetings Applications Considered by the City Council 19 Items
Neighborhood/Community Meetings Attended 18 Meetings

Five-Year Outlook

New residential subdivision activity has picked up in the current fiscal year due to the General Plan Amendment moratorium. Six applications were submitted in FY 2020- 2021; six applications were received in FY 2021- 2022; no new applications were submitted in FY 2022- 2023; four applications were submitted in FY 2023/2024; one application was submitted in FY 2024- 2025; and seven applications have been submitted during the current FY 2025-2026 through April. Over the last few years, subdivision proposals have tended to focus on smaller infill projects of fewer than 50 lots, or as described below, larger projects comprising several hundred lots.

While traditional subdivision activity over the next few years is likely to follow recent trends, interest in large-scale development remains 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 are two projects currently under review proposing approximately 2,200 lots. These larger maps require a longer, more expensive environmental compliance process, and, in one instance, a sphere- of-influence expansion. Significant staff time over the next year and beyond is expected to be dedicated to a small group of major projects 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 Heritage Grove that will provide capacity for approximately 6,500 single and multi-family units. All these major projects will be built over several years.

In addition to the applications submitted by the development community, the Planning Division continues to work on City-led initiatives that will facilitate compliance with state laws and lay the groundwork for future development and growth of the City. The Sixth Cycle Housing Element was certified by the State at the end of 2024. Staff has since dedicated time to implementing new housing programs, including those in the Martinez v. City of Clovis Judgment, such as the Infill Rezone and MIZO programs. The City is a pproximately a year and a half into a 121

comprehens
ive update to the General Plan, with a three- year overall work program expected to be completed in 2027. The City Council established a General Plan Advisory Committee to provide recommendations to City staff regarding strategic milestones in the General Plan Update process. The Advisory Committee will also assist in formulating City goals that will be presented to Council for consideration as part of the decision- making process.

The comprehensive General Plan Update includes three phases:

Phase 1: Establish Baseline Conditions and Community Priorities.

Phase 2: Land Use Alternatives and Policy Priorities; and Phase 3: CEQA and Final General Plan
The City has completed Phase 1 of the major work plan and is focusing on Phase 2 through the end of 2026.

Phase 3 is anticipated to begin in early 2027 with a target completion by late 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.
122

Planning and Development Planning
Services Department Section 74100
2025-2026
2024-2025 Revised 2026-2027
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 1,181,944 1,276,300 1,657,700
Overtime 7,394 32,000 22,000
Extra Help 20,088 7,000 8,800
Benefits 466,839 545,100 677,100
Vehicle Charges 35,529 32,700 44,600
Communications 2,109 2,000 2,000
Professional Services 1,412,329 2,344,600 2,336,200
Special Events 1,327 3,000 3,000
Office Supplies 1,553 4,000 4,000
Travel & Meeting Expense 3,104 16,000 21,000
Training 1,698 7,400 1,000
Dues & Subscriptions 2,075 6,000 6,000
Admin & Overhead 786,000 888,700 929,100
Capital Outlays - Office Equip/Furn 4,962 70,000 10,000 Capital Outlays - Computers 114 20,000 0
TOTAL PLANNING 3,927,065 5,254,800 5,722,500

SOURCES OF FUNDING
State Grants 35,143 0 0
User Fees 3,866,069 5,208,800 5,676,500
Miscellaneous Income 853 21,000 21,000
Use of Discretionary Funds 25,000 25,000 25,000
TOTAL 3,927,065 5,254,800 5,722,500

DETAIL OF POSITIONS
Assistant/Associate Planner 3.00 4.00 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 0.40 Dir of Planning & Development Services 0.40 0.40 0.40 Geographic Information System Analyst 0.20 0.20 0.20 Geographic Information System Specialist - 0.40 0.40 Geographic Information System 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 2.00 2.00 Staff Analyst 0.75 0.75 0.40
TOTAL 13.65 14.05 13.70
123

Planning and Develo
pment
Services Department
Building
Section 74200
Building Division Goals 2
026-2027
The Building Division's mission is to serve the public by conducting safety checks and inspections in accordance with the California Building Codes and the Clovis Municipal Code.

Building goals for 2026-2027 include:
 Ensure adherence to all building codes regarding construction, usage, and occupancy.  Enforce compliance with the Health and Safety Code and the Building Code.  Engage in clear communication with citizens, businesses, and interest groups regarding planning, buildin g, and development issues.
 Emphasize the necessity for new developments and construction to adhere 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 swift and efficient processing that respects customers’ time and needs.  Highlight the importance of adopting new technologie s to meet growing documentation requirements and streamline document retrieval. This contemporary approach improves both efficiency and accura cy in processes.
 Ensure that the community is kept informed about the current requirements of the California Building Code.

Objectives to Meet the Goals
 Provide expertise to the development community regarding the 2022 and 2025 California Building, Electrical, Energy, Mechanical, and Plumbing Codes, with a focus on highlighting the significant benefits of new state- mandated programs. Ensure that developers’ projects comply with the latest regulations, keeping them well- informed and prepared for the future.
 Improve the experience of both citizens and developers by expanding the electronic services available. T he Citizen Self-Service (CSS) portal enables customer s to submit, review, and approve plans from the convenience of their home or office, saving them time and effort. All types of plans can now be submitted online, including the State of California-mandated program for Pre- approved Accessory Dwelling Units (ADUs).
 Conduct an annual review of the Building Division Fee Schedule and present recommended updates to the City Co uncil. The Building Division’s fees are prim arily maintained by the incorporation of the biannua l International Code Council (ICC) valuation index, with any additional adjustments made using a comprehensive fee update. The goal of this program is to ensure full cost recovery for permit and plan processing services and maintain a self-sustaining, user-funded model to cover the cost of services provided to applicants.

Building Division Performance Measures
 Continue to enhance training on new codes and system s to fulfill the Department's essential regulatory enforcement role. Increase training in accessibility, fire suppression, energy, and electrical systems to ensure compliance with the latest state and federal regulations . According to state law, the benchmark for Certified Building Division personnel training is 45 hours per person over a three-year period.

Performance Metric 2024-2025 (Actual) 2025-2026 (Estimated) Hours of Training 45 hrs./person 32 hrs./ person 45 hrs./person Building permit plan
checks are processed
within the target time
95% 95% 95%
Inspections Performed
within the target time 100% 95% 99%
The Building Divi
sion is responsible for enforcing the Clovis Municipal Code and aims to resolve all reported violations within the current budget year. The Division prioritizes quick responses in both managing development requests and addressing code enforcement issues that pose health or safety risks. 124

Five-Year Outlook
From fiscal years 2020-2021 to 2024-2025, the average valuation for commercial construction was $42 million per year. As of now, in fiscal year 2025-2026, the Building Division has issued $29 million in commercial valuations and expects to reach a total of $90 million by the end of the year, $40 million above the average of the previous three years. Additionally, there is $315 million in valuation for commercial projects reviewed over the last five fiscal years that are still awaiting permit issuance.

Residential development has slowed during this cycle; however, photovoltaic system permit issuance has increased slowly. The historical average is approximately 800 residential units per year, including both single- family and multifamily homes. In the 2024-2025 fiscal year, 637 single-family units were constructed, with no multi- family units. Similar numbers are anticipated for the 2025-2026 cycle, with 400 single-family units and 260 multi- family units, for a combined total of around 660 units. T he forecast for future fiscal years suggests a potential decrease in residential unit construction, settling into a new normal of about 750 units per year. 125

Planning and Development Building
Services Department Section 74200
2025-2026
2024-2025 Revised 2026-2027
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 1,262,306 1,291,600 1,711,800
Overtime 7,990 8,000 13,000
Extra Help 37,891 5,500 6,600
Benefits 572,665 587,500 738,600
Vehicle Charges 87,399 105,900 115,400
Communications 10,600 8,000 8,000
Professional Services 187,785 242,000 242,000
Special Events 900 3,000 3,000
Office Supplies 4,084 5,000 5,000
Travel & Meeting Expense 6,089 6,000 6,000
Training 13,866 21,300 3,500
Dues & Subscriptions 2,523 13,000 5,000
Admin & Overhead 452,500 467,000 490,000
Liability Insurance Prog - ISF 0 3,000 3,000
Capital Outlays - Office Equip/Furn 0 40,000 50,000
Capital Outlay - Computers 0 10,000 0
TOTAL BUILDING 2,646,598 2,816,800 3,400,900

SOURCES OF FUNDING
User Fees 2,618,530 2,796,800 3,380,900
Miscellaneous Income 28,068 20,000 20,000
TOTAL 2,646,598 2,816,800 3,400,900

DETAIL OF POSITIONS
Building Inspector/Senior Bldg Inspector 5.00 - - Building Inspector I/II/Senior - 5.00 4.00 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 0.30 Dir of Planning & Development Services 0.30 0.30 0.30 Geographic Information System Analyst 0.15 0.15 0.15 Geographic Information System Specialist - 0.30 0.30 Geographic Information System Tech 0.30 0.30 0.30 Plan/Develop Administrative Manager 0.30 0.30 0.30 Permit Technician 2.00 - - Permit Technician I/II/Senior - 2.00 2.00 Plans Examiner/Senior Plans Examiner 3.00 - - Plans Examiner I/II/Senior - 3.00 3.00 Principal Office Assistant 0.30 0.30 0.30 Staff Analyst 0.30 0.30 0.30
TOTAL 14.75 15.05 14.05
126

Pla
nning and Development Engineering
Services Department Sections 74500-74550

Engineering Division Goals 2026-2027
The Engineering Division will continue to concentrate on coordinating the orderly construction of public and private projects within the Clovis community. The Division's responsibility for reviewing and approving proposed development projects ensures that all development meets current City standards.

Engineering goals for 2026-2027 include:
• Update the Development Impact Fee program in conjunction with the consultant. • Establish an updated and fiscally sound annual five- year Community Investment Program to provide for appropriate infrastructure repair and enhancements.
• Deliver all activities scheduled in the Community Investment Program utilizing the best technology and equipment for the design, review, and improvement of infrastructure. • Provide timely and efficient right -of-way acquisition, ensure environmental compliance, and secure and manage grants to support successful project delivery.
• Achieve and maintain the highest level of customer service by actively responding to service requests from other departments and citizens.
• Ensure that private development activities meet City requirements, conditions, and standards. • Provide quick and efficient 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. • Enact streamlined procedures for the design and review of projects. • Accomplish public safety and convenience through design review measures. • Evaluate Division costs and update as necessary to ensure that the development processing fees charged are fair, equitable, and representative of the actual costs for the services provided. • Employ and train professional engineers to handle a dynamic workload and fluctuating market demands. • Conduct an annual review of the Engineering Division Fee Schedule and present recommended updates to the City Council, with fees adjusted using either the Consumer Price Index (CPI) or, as necessary, a comprehensive fee update. The goal of this program is to ensure full cost recovery for permit and entitlement processing services and maintain a self-sustaining, user-funded model to cover the cost of services provided to applicants.

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 2024-2025. This was attributed to the high complexity of many of the projects currently underway and the fluctuation in staffing levels. • Perform 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 to agree on a 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, with an expectation of reaching that goal by 2027-2028. • Provide pertinent training to each engineering staff member.

Performance
Metric
2024-2025
(Actual)
2025-2026
(Estimated)
Completion of CIP projects on schedule 85% 74% 84%
Development Plan Check First submittal 90% 86% 95%
Development Plan Check subsequent
submittals 90% 96% 95%
127

Traffic Studies Up to Date 95% 73% 78%
Training (percent of staff receiving training) 100% 80% 80%

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 challenge s in providing timely infrastructure capacity and the continuing implementation of the Master Plans.

The Engineering Division will continue to work with a consultant to update the Development Impact Fee program to maintain a nexus acceptable to the development community, with a goal of having a fee structure that simultaneously satisfies the City's need for reliable infrastructure and the development community’s need for infrastructure capacity to continue building.

As the City grows, constant efforts are made to maintain 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 the 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 improve 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 new federal and state laws are continual ly imposed, the complexity and number of tasks and processes r equired to complete a project and remain in compliance continues to increase. This is increasingly true of grant-funded projects administered by Caltrans. These state and federal requirements affect all aspects of the engineering program. As a result, the Engineering Division must be nimble and will continually reevaluate staffing needs and goals in the coming years.

The pace of development in 2025-2026 continues to slow, further straining the budget. The development community has indicated that the rise in mortgage rates has slowed home-buying. They have also indicated that infrastructure constraints in the grow th areas have contributed to their sl owdown. Despite this, the Division still plans for a rebound in activity, as there has been a strong increase in developers preparing new development projects. If a sustained slowdown occurs, engineering staff currently assigned to other areas can be reassigned to capital projects funded over the next few years.

128

Planning and Development Engineering
Services Department Section 74500-74550
2025-2026
2024-2025 Revised 2026-2027
Actual Estimate Budget
Salaries - Regular 3,728,829 4,032,800 5,144,500
Overtime 66,358 152,900 112,900
Extra Help 48,003 41,500 42,600
Benefits 1,579,449 1,684,700 2,021,800
Vehicle Charges 204,011 229,500 241,100
Communications 27,360 26,000 26,000
Professional Services 156,308 216,500 151,000
Travel & Meeting Expense 800 3,400 3,000
Training 6,773 17,400 27,000
Dues & Subscriptions 3,096 11,000 11,000
Admin & Overhead 1,341,000 1,503,900 1,580,700
Capital Outlays - Public Utilities 1,363 82,000 50,000
TOTAL ENGINEERING 7,163,350 8,001,600 9,411,600

SOURCES OF FUNDING
State Grants 32,870 27,000 27,000
User Fees 6,848,975 7,582,600 8,794,400
Miscellaneous Income 6,505 15,000 15,000
Use of Measure Y Funds 0 32,000 250,200
Use of Discretionary Funds 275,000 345,000 325,000
TOTAL 7,163,350 8,001,600 9,411,600

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 - -
Deputy City Engineer 1.00 1.00 1.00 Deputy Planning & Develop Services Dir 0.30 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 8.00 8.00 Engineering Program Manager 1.00 1.00 1.00 Engineering Tech/Senior Engineering Tech 3.00 4.00 4.00 Geographic Information System Analyst 0.20 0.20 0.20 Geographic Information System Specialist - 0.30 0.30 Geographic Information System 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 1.00
Staff Analyst 0.30 1.30 1.30
Supervising Civil Engineer 2.00 3.00 4.00 Tr
affic Signal Operations Specialist 1.00 1.00 1.00 TOTAL 36.60 40.90 41.90

BUDGET DETAIL
129

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 police officers 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.

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. T he Patrol Division’s effective and proactive approach toward eliminating criminal activity and protecting it s citizens has helped create a safe community for the citizens of Clovis. Specialty units within the departm ent such as K-9 Unit, Bike Unit, EOD, UAV, and Jail operations fall under the Patrol Division as well.

Communications Section 51100, 51101
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. The unit also takes on special details when necessary, including assistance to SET, internal investigations, and officer- involved shooting investigations. The focus of SET tends to be on mid-level and street-level drug dealers and users causing blight in our City. They also focus on cases involving gang members, narcotics trafficking, human tra fficking, prostitution, and pimping. They focus their investigations on those who are actively engaged in the gang lifestyle and committing crimes in our City. These units will also partner with other local, State, and Federa l 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 nicotine. The Youth Services Division is co mmitted to supporting parents by providing information about parenting and education about juvenile trends relate d to alcohol, drugs, and nicotine 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.
130

POLICE

DEPARTMENT SUMMARY

Support Services/Records, Property and Evidence 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, grant administrati on, public information officer duties, hiring, employee injury, and oversight of workers’ compensation issues. The office support staff also perform a variety of personnel functions regarding recruitment and hiring and provide 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.

2026-2027 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.  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 six.
 Increase professional staff positions by seven.
 Improve fleet by replacing older vehicles.
 Construct Alternate Dispatch Center.
 Maintain Public Safety Heaquarters with re-roofing, major elevator maintenance, and jail controls upgrades. 131

POLICE

DEPARTMENT PERFORMANCE MEASURES

The mission of the Police Department is to provide exceptional protection and police-related services in a manner that builds public confidence and enhances the quality of life in Clovis.

 To protect the victims of crimes and to maintain the public’s confidence, a quick response time to emergency (Priority One) calls for service is critic al. The benchmark is an average response time for emergency calls not to exceed 5 minutes.

2024-2025 (actual) 2025-2026 (estimated) 2026-2027 (proposed)

Priority 1 Average Response Times 3.98 Min 3.82 Min <5 Min Priority 2 Average Response Times 5.93 Min 6.07 Min <10 Min Priority 3 Average Response Times 20.22 Min 20.27 Min <15 Min

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

Citizen Surveys 2024-2025 (actual) 2025-2026 (estimated) 2026-2027 (proposed)

(Above Average or Excellent) 91% 90% 90%

 The comparative crime rate is a good indicator of how well the prevention and protection efforts are in addressing the criminal challenges to the community. Rates for both Fresno County and State-wide are not available for comparison purposes.

National Incident-Based Reporting System (Crimes/100,000 Population)

2025 (actual) 2026 (estimated) 2027 (proposed) Clovis 2193 2500 <3000

132

POLICE

DEPARTMENT SUMMARY
2025-2026
2024-2025 Revised 2026-2027
Actual Estimate Budget
Patrol 32,941,555 39,098,000 40,690,300
Communications 3,783,896 4,108,500 4,637,600
Investigations 5,964,746 7,248,200 8,007,700
Youth Services 678,491 713,500 917,500
Support Services 5,536,153 6,303,400 7,529,500
Administration 7,784,129 7,743,900 6,975,000
Animal Shelter 2,935,051 3,095,100 3,709,700
TOTAL ALL ACTIVITIES 59,624,021 68,310,600 72,467,300
General Fund 59,624,021 67,252,100 67,710,900
General Fund - Measure Y 0 1,058,500 4,756,400
TOTAL ALL FUNDS 59,624,021 68,310,600 72,467,300

BUDGET BY ACTIVITY

BUDGET BY FUND
133

Police Patrol
Department Section 51000/51001
2026-20
27 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.

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.  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, Movie Nights in local parks, etc.).
 Actively engage in solving quality of life issues within the community.  Continue to have an officer assigned to conduct mental health follow-up with members of our community.  Have two sworn officers assigned to quality-of-life issues.  Have two dedicated Community Service Officers assigned to code enforcement.

Five-Year Outlook
Leadership development and succession planning will be of key importance. In the coming five years, we will continue to evaluate the need to develop additional pat rol sectors to manage resources, meet community expectations, and prepare for growth associated wi th development within the proposed neighborhood communities. It will also be crucial for the Police Depar tment to remain engaged in the development process to assist in the creation of safe neighborhoods and co mmercial development. We will also address challenges posed in existing neighborhoods to ensure safety and well-being for all the citizens of Clovis. 134

Police Patrol
Department Section 51000/51001
2025-2026
2024-2025 Revised 2026-2027
Actual Estimate Budget
Salaries - Regular 13,532,792 15,539,900 17,628,300
Overtime 1,608,100 1,616,900 1,599,000
Extra Help 766,842 876,500 845,000
Benefits 11,049,205 13,222,500 14,326,100
Communications 139,397 125,000 125,000
Professional Services 1,143,654 2,631,300 443,800
Repairs & Maintenance 30,396 11,000 3,600
Office Supplies 682,621 737,100 878,500
Supplies - Safety 150,675 120,000 150,000
Travel & Meeting Expense 52,192 97,000 26,000
Training 292,599 414,500 412,700
Dues & Subscriptions 9,341 7,900 11,000
Admin & Overhead 3,268,200 3,427,900 3,987,300
Capital Outlays - Computers 1,399 1,500 5,000
Capital Outlays - Police Equipment 213,849 149,000 199,000 Capital Outlays - Communications 293 120,000 50,000
TOTAL PATROL 32,941,555 39,098,000 40,690,300
Taxes 2,909,812 2,887,000 3,125,000
Other Permits 18,200 20,000 21,000
Fines & Fees 203,527 210,000 215,000
State Grants 499,688 390,000 401,000
Federal Grants 22,295 0 0
Program Participation 258,471 542,000 558,000
Mandated Claims 152,122 100,000 100,000
Planning & Processing Fees 20,354 14,000 14,000
User Fees 210,812 230,000 240,000
Miscellaneous Income 7,922 5,000 5,000
Use of Measure Y Funds 0 766, 100 3,305,800
Use of Discretionary Funds 28,638,352 33, 933,900 32,705,500 TOTAL 32,941,555 39,098,000 40,690,300
Community Service Officer 13.00 12.00 15.00 Lead Chaplain - - 1.00 Lead Community Service Officer - 3.00 3.00 Police Captain 1.00 1.00 1.00 Police Corporal 15.00 15.00 15.00 Police Lieutenant 5.00 5.00 6.00 Police Officer/Recruit 70.00 75.00 79.00 Police Sergeant 10.00 10.00 11.00 TOTAL 114.00 121.00 131.00

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
135

Police Communications
Department Section 51100/51101

2026-2027 Goals

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

 Meet or exceed our goal of high customer satisfaction ratings.  Deploy upgraded radio infrastructure to improve radio communication coverage and reliability throughout the City.
 Strategize with State and local agencies to implement and refine inter-operability of radio, phone, and data systems.
 Break ground on a new alternative dispatch center.

Objectives to Meet the Goals

 Continue to hire and train qualified communications personnel.  Continue to refine the use and workflow related to the New World CAD system.  Continue to 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.

Five-Year Outlook

The Communications Division will prioritize ongoing equipm ent upgrades to meet or exceed State standards while fostering a positive and efficient work environm ent. As the community continues to grow and service demands increase, staffing levels within the Communications Center will be strategically expanded to maintain a high standard of service to the public. The Communicati ons Division will continue to enhance and optimize the use of the current CAD system and its components to improve operational efficiency. In addition, the Department will continue to work on the development and construction of a new alternative dispatch center in the Loma Vista area, ensuring increased capacity, resilience, and continuity of operations for the future. 136

Police Communications
Department Section 51100/51101
2025-2026
2024-2025 Revised 2026-2027
Actual Estimate Budget
Salaries - Regular 1,703,285 1,923,900 2,277,700
Overtime 317,952 379,300 344,500
Extra Help 59,151 31,000 61,000
Benefits 1,092,497 1,202,900 1,335,700
Vehicle Charges 6,600 6,600 6,600
Communications 104,149 60,000 60,000
Professional Services 23,227 31,600 28,300
Repairs & Maintenance 1,168 8,500 18,500
Office Supplies 8,342 9,000 9,000
Materials & Supplies 5,255 2,000 2,000
Travel & Meeting Expense 0 2,400 2,400
Training 6,770 5,000 13,000
Dues & Subscriptions 0 0 1,300
Admin & Overhead 455,500 446,300 477,600
TOTAL COMMUNICATIONS 3,783,896 4,108,500 4,637,600
Use of Measure Y Funds 0 0 68,200
Use of Discretionary Funds 3,783,896 4, 108,500 4,569,400 TOTAL 3,783,896 4,108,500 4,637,600

DETAIL OF POSITIONS
Communications Supervisor 1.00 1.00 1.00 Lead Public Safety Dispatcher 5.00 5.00 5.00 Public Safety Dispatcher 17.00 17.00 18.00 TOTAL 23.00 23.00 24.00

BUDGET DETAIL

SOURCES OF FUNDING
137

Police Investigations
Department Section 52000/52001

2026-2027 Goals

• Continue to explore new technology to enhance the functions and goals of investigat ions. • Continue to partner with Domestic Violence Organizations to help reduce domestic violence incidents within our city.
• Continue using crime analysis to analyze crime trends. • E nhance knowledge and expertise within the Investigations Unit. • Continue to address drug and gang activities in the community. • C ontinue to focus on narcotics enforcement within our community. • Increase tactical expertise of the Special Enforcement Team (SET) and General Investigations. • Increase the number of detectives within the Investigations Division.

Objectives to Meet the Goals

• Maintain and expand access to online databases to enhance information and intelligence capabilities. • 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 suspects of crime.
• Train with other units to provide a cohesive base of tactical knowledge for improved officer safety.

Five-Year Outlook

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

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

Drug use is the basis for many property and violent crimes within our community. There is a nexus between drug sales and gang activity as well. We will continue to investigate allegations and utilize officers from other divisions to assist in investigations and operations that are related to drug use and sales. 138

Police Investigations
Department Section 52000/52001
2025-2026
2024-2025 Revised 2026-2027
Actual Estimate Budget
Salaries - Regular 2,604,244 3,239,100 3,819,100
Overtime 301,634 338,500 295,300
Extra Help 111,262 110,000 100,000
Benefits 1,994,387 2,598,800 2,894,800
Vehicle Charges 7,200 7,200 7,200
Communications 34,264 23,000 23,000
Professional Services 130,735 232,500 131,600
Materials & Supplies 9,801 8,300 4,500
Supplies - Police 74,806 25,000 30,000
Supplies - Safety 26,143 5,000 5,000
Travel & Meeting Expense 13,313 34,300 13,800
Training 13,881 45,000 21,000
Dues & Subscriptions 181 1,400 2,200
Admin & Overhead 641,900 579,100 660,200
Capital Outlays - Police Equipment 995 1,000 0
TOTAL INVESTIGATIONS 5,964,746 7,248,200 8,007,700
Project Participation 70,865 320,000 320,000
Use of Measure Y Funds 0 20,000 242,200
Use of Discretionary Funds 5,893,881 6, 908,200 7,445,500 TOTAL 5,964,746 7,248,200 8,007,700
Community Service Officer 2.00 2.00 1.00 Crime Specialist - - 1.00 Digital Forensic Analyst 1.00 1.00 1.00
Management Analyst 1.00 1.00 1.00 Police Captain - - 1.00
Police Corporal 3.00 3.00 3.00 Police Officer/Recruit 14.00 15.00 15.00 Police Sergeant 2.00 2.00 2.00 Police Service Officer 1.00 1.00 - TOTAL 24.00 25.00 25.00

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
139

Police Youth Services
Department Section 53000/53001

2026-2027 Goals

• Deter and prevent juvenile crime by holding youth accountable through the Juvenile Work Program. • Maintain a 15% recidivism rate for juveniles referred to the Diversion Program. • Keep the City clean of graffiti.

Objectives to Meet the Goals

• Plan and coordinate juvenile proactive police operations to identify, prevent, and intervene when juveniles engage in underage drinking and/or drug use.
• Provide youth leadership opportunities through the Police Youth Academy. • Provide juvenile drug and alcohol education.
• Remove graffiti within 24-48 hours after the initial report.

Five-Year Outlook

Youth Services will continue to provide services that prevent juvenile crime, reduce the calls for service to our patrol unit, and encourage youth to engage in positive behavior and activities. Over the next five years, the unit will remain focused on providing effective crime prevention and reduction services for the youth in our community.
140

Police Youth Services
Department Section 53000/53001
2025-2026
2024-2025 Revised 2026-2027
Actual Estimate Budget
Salaries - Regular 168,389 181,600 305,500
Overtime 20,079 17,000 22,000
Extra Help 141,173 150,000 150,000
Benefits 154,024 160,600 244,600
Communications 894 2,000 2,000
Professional Services 8,683 11,100 16,100
Office Supplies 1,794 1,800 1,800
Materials & Supplies 3,120 3,000 3,000
Supplies - Police 3,352 2,000 2,000
Supplies - Shop 23,711 25,000 25,000
Travel & Meeting Expense 2,684 4,100 2,700
Training 4,997 5,000 5,000
Dues & Subscriptions 312 1,100 1,100
Admin & Overhead 123,000 149,200 128,700
Capital Outlays - Computers 22,279 0 8,000
TOTAL YOUTH SERVICES 678,491 713,500 917,500
Miscellaneous Income 0 206,000 212,000
Use of Measure Y Funds 0 20,000 256,600
Use of Discretionary Funds 678,491 487,500 448,900
TOTAL 678,491 713,500 917,500
Community Service Officer 1.00 1.00 - Lead Community Service Officer - - 1.00 Police Officer/Recruit - 1.00 1.00 Police Services Manager 1.00 1.00 - Staff Analyst 1.00 1.00 1.00 TOTAL 3.00 4.00 3.00

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
141

Police Support Services
Department Section 54000/54001
2026
-2027 Goals
• Cont
inue to provide a high level of both in- house and offsite training that enhances the professional skills of Police Department personnel by collaborating with supervisors to select the proper and necessary training for individuals.
• Continue to provide a high level of service to those customers who utilize our permit process and maintain local and State policies and ordinances that apply to our Clovis businesses. • Continually look for new ways to manage the costs associated with the fleet and to provide the highest visibility of patrol presence in our community.
• Research and implement new products and services to keep the Police Department on the cutting edge of new tools and technologies to provide citizens with a greater level of service. • Continue to work with the District Attorney to provide the best possible cases for prosecution. • Continue to improve and monitor feedback from citizens on the quality of service they receive from our employees.

Ob
jectives to Meet the Goals
• Cont
inue to obtain POST certification for both skills and knowledge training and perishable skills training. • Train department personnel on new technology.
• Continue conducting audits of the property room to ensure adherence to best practices and operational efficiency.
• Continue the destruction of property and evidence that is no longer needed due to case closure, in accordance with established procedures.
• 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.

Fi
ve-Year Outlook
Technology will remain the primary driver of new initiatives within the Support Services Division. During this period, the Department will transition to Enterprise New World for RMS and report writing to fully leverage the enhanced capabilities of the Tyler New World technology system. The Records Section will adapt to evolving crime and incident reporting practices and will continue to improv e their records storage and data entry processes. The Department will also pursue POST certification for select in- house training programs to broaden training opportunities and reduce the fiscal impact of non-reimbursed training for personnel.

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. Our newly added H omeless Assistance L iaison Officers (HALO) will assist those on the streets in need of services and help. 142

Police Support Services
Department Section 54000/54001
2025-2026
2024-2025 Revised 2026-2027
Actual Estimate Budget
Salaries - Regular 1,043,270 1,363,800 1,748,700
Overtime 61,789 94,400 51,000
Extra Help 248,874 240,000 240,000
Benefits 533,902 680,800 766,600
Vehicle Charges 2,708,150 2,859,100 3,562,600
Communications 5,876 15,000 11,000
Professional Services 161,684 210,700 190,900
Repairs & Maintenance 50,835 41,500 44,200
Office Supplies 695 2,000 2,000
Materials & Supplies 11,419 56,700 59,400
Supplies - Police 97,499 85,000 101,000
Supplies - Safety 125 100 100
Travel & Meeting Expense 8,608 12,800 2,100
Training 11,505 17,000 17,000
Dues & Subscriptions 1,500 2,000 2,900
Admin & Overhead 435,500 462,600 580,000
Capital Outlays - Computers 154,922 159,900 150,000
TOTAL SUPPORT SERVICES 5,536,153 6,303,400 7,529,500
Other Permits 45,880 45,000 46,000
User Fees 112,000 144,000 149,000
Miscellaneous Income 14,323 13,000 13,000
Use of Measure Y Funds 0 85,800 280,500
Use of Discretionary Funds 5,363,950 6, 015,600 7,041,000 TOTAL 5,536,153 6,303,400 7,529,500
Administrative Assistant - - 1.00 Custodian - - 2.00
Deputy Director of Police Support Scvs - - 1.00 Police Records Specialist I/II 7.00 8.00 9.00 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 2.00 Senior Property/Evidence Technician 1.00 1.00 1.00 Senior Systems Video Analyst 2.00 2.00 2.00 TOTAL 15.00 16.00 21.00

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
143

Police Administration
Department Section 56000/56001/56300
2026
-2027 Goals
• Look f
or solutions to minimize on-duty injuries through effective fitness programs and training. • 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.
• Develop leaders within the Police Department.
• Continue to build trust and working relationships with citizens and the business community.

Ob
jectives to Meet the Goals
• Es
tablish leadership training and succession planning within the supervisor ranks. • Promote the department through the preparation of the department’s monthly and annual reports. • Produce public service announcements, news releases , and special presentations designed to inform the community about services and programs that the Police Department offers. • Research new State and Federal grants available to local municipalities.

Fi
ve-Year Outlook
The Administrative Services Division functions as the Office of the Chief of Police, providing the administrative support and services necessary to carry out the responsibilities of the Chief’s Office. Its focus is to support and encourage Police Department personnel in developing and applying innovative approaches to policing and problem-solving. This division will also continue to guide the department’s vision and overall direction over the next five years.
144

Police Administration
Department Section 56000/56001/56300
2025-2026
2024-2025 Revised 2026-2027
Actual Estimate Budget
Salaries - Regular 1,673,637 1,723,300 1,893,400
Overtime 1,556,396 1,605,400 1,357,500
Benefits 1,634,712 1,744,800 1,677,900
Vehicle Charges 13,200 13,200 13,800
Communications 6,682 56,900 8,000
Professional Services 140,702 288,100 190,900
Materials & Supplies 10,958 8,500 7,000
Travel & Meeting Expense 27,665 12,500 16,000
Training 30,363 62,000 81,000
Dues & Subscriptions 2,533 6,000 4,500
Admin & Overhead 1,426,300 1,355,300 1,284,200
Capital Outlays - Police Equipment 1,260,981 692,900 440,800 Capital Outlays - Vehicles 0 175,000 0
TOTAL ADMINISTRATION 7,784,129 7,743,900 6,975,000
State Grants 2,509,269 1,940,700 1,180,800
Federal Grants 100,771 119,400 58,500
Project Participation 260,741 224,300 179,100
Other Revenues 0 362,500 431,600
User Fees 520,333 271,000 251,000
Use of Measure Y Funds 0 24,100 201,800
Use of Discretionary Funds 4,393,015 4, 801,900 4,672,200 TOTAL 7,784,129 7,743,900 6,975,000
Community Service Officer - - 1.00 Crime Analysis Supervisor 1.00 1.00 1.00 Crime Specialist 2.00 2.00 1.00 Deputy Police Chief 1.00 1.00 1.00 Geographic Information System Analyst - 0.50 0.50 Police Captain 1.00 1.00 -
Police Chief 1.00 1.00 1.00
Police Officer/Recruit 5.00 5.00 5.00 Police Service Officer - - 1.00 Real Time Analyst 1.00 1.00 1.00 Senior Management Analyst 1.00 1.00 1.00 TOTAL 13.00 13.50 13.50

DETAIL OF POSITIONS

SOURCES OF FUNDING

BUDGET DETAIL
145

Police Animal Services
Department Section 59100/59101

2026-2027 Goals

• To continue operating a Clovis Animal Care System that effectively responds to animal -related calls for service from the public and ensures high-quality care for animals. • The Animal Services Division will increase their ability 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 residents and businesses who actively support Clovis Animal Services. • Increase the number of animal control officers in the field who can respond to calls for service. • D evelop additional printed, electronic, and social media content to provide information, increase adoptions, and create opportunities to support pets and their owners. • Develop multiple fundraising opportunities to support 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

Police Animal Services
Department Section 59100/59101
2025-2026
2024-2025 Revised 2026-2027
Actual Estimate Budget
Salaries - Regular 803,650 914,100 1,310,000
Overtime 146,794 140,600 105,000
Extra Help 304,269 250,000 300,000
Benefits 516,969 576,700 783,900
Vehicle Charges 13,800 13,800 13,800
Communications 1,931 7,000 7,000
Professional Services 265,959 287,400 269,800
Repairs & Maintenance 8,095 18,300 2,400
Materials & Supplies 13,797 11,300 15,300
Supplies - Safety 76,322 73,000 74,500
Travel & Meeting Expense 1,505 1,000 1,000
Training 6,728 5,000 5,000
Dues & Subscriptions 2,373 1,500 1,500
Admin & Overhead 772,859 795,400 820,500
TOTAL ANIMAL SERVICES 2,935,051 3,095,100 3,709,700
Licenses 31,992 43,000 44,000
Fines & Fees 5,730 10,000 10,000
Miscellaneous Income 378 3,000 3,000
Use of Measure Y Funds 0 142, 500 401,300
Use of Discretionary Funds 2,896,951 2, 896,600 3,251,400 TOTAL 2,935,051 3,095,100 3,709,700
Administrative Assistant 1.00 1.00 1.00
Animal Control Officer 7.00 8.00 9.00
Animal Services Aide 1.00 1.00 1.00
Animal Services Manager - - 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 1.00 TOTAL 13.00 14.00 15.00

BUDGET DETAIL

SOURCES OF FUNDING

DETAIL OF POSITIONS
147

FIRE

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

Em
ergency Operations Section 61000, 61001
The E
mergency Operations Division is responsible for providing the resources needed by Fire Department personnel who respond daily to requests for emergency and non- emergency services from the citizens of Clovis. The Operations Division activities include responding to fires, emergency medical services, mutual/automatic aid, motor vehicle accidents, wildland, and public assistance. The Training Bureau activities include training of new employees, in- service training for all department employees, certification and licensure, and coordinated use of the Fire Training Center.

Co
mmunity Risk Reduction Section 62000, 62001
The C
ommunity Risk Reduction Division is responsible for providing community risk reduction activities through two bureaus: Fire Prevention and Emergency Preparedness. The Fire Prevention Bureau supports local businesses and building development through activities such as inspections and plan review to ensure occupancies comply with fire codes, standards and local ordinances . Additional risk reduction is performed through public education where citizens learn about actions they can take to reduce their fire risk and learn emergency preparedness skills that are essential during times of crisis. The Emergency Preparedness Bureau has the responsibility for preparing and carrying out emergency plans to protect property and the citizens of Clovis in case of actual or threatened conditions of disaster or extreme peril. This includes having an emergency plan in place, maintaining an Emergency Operations Center (EOC), and ensuring that policies and procedures are compliant with the National Incident Management System (NIMS) guidelines and exercises are conducted to evaluate system effectiveness.

Sp
ecial Teams Section 63000, 63001
The
Special Teams Section 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 Investigations 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.

Fi
re Administration Section 64000, 64001
The F
ire Administration Division is responsible for supporting all department operations, a dministering the Accreditation program, and the development and administration of the Fire Department budget. Support Services activities include apparatus maintenance, facilities maintenance, and station supplies. This division manages and coordinates the dispatch services to the Fire Department. Fire dispatch services are provided via a contract with the Fresno County Emergency Medical Services Division. Dispatch services coordinate the emergency response of all City fire resources and mutual or automatic aid resources. 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

FIRE

DEPARTMENT SUMMARY

2026-2027 Goals

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

• Expand the mapping and data analytics capabilities with assistance of the GIS Analyst and existing applications to enhance operational procedures and safety.

• Continue to make community risk reduction efforts by enforcing fire and life safety codes.

• Continue to maintain an emergency and non- emergency response capability that maximizes public and private resources to deal with human-caused or natural-caused disasters.

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

• Maintain an accredited status through the Center for Public Safety Excellence (CPSE).

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

• Utilize technology to evaluate and implement innovative practices to meet the growing needs of the community.

Budgetary Highlights

• H ire a Staff Analyst in the Fire Operations Division to assist with the day -to-day administration of the Training Bureau.

• Replace three (3) staff vehicles as part of the regular vehicle replacement schedule and order the replacement for Water Tender 40, production time of 36 months with payment upon delivery.

• Prepare to purchase property for future Fire Station 7.

• Set-aside funds to Remodel Fire Station #3 to expand the space to include a gym and dining room, spaces the station has never had. The station is nearly 40 years old and updates address major space and infrastructure concerns.

• Complete updates to Fire Sation 4 to reseal the roof and restrooms.

• Hire a Fire Prevention Specialist in the Community Risk Reduction Division to handle the public education program, weed abatement, and Clovis Emergency Response Team (CERT).

• Replacement of portable radios utilized for emergency communications by all personnel. Current radios have reached the end of support life and cannot be repaired.

149

FIRE

DEPARTMENT PERFORMANCE MEASURES

The Mission of the Clovis Fire Department is to provide for the fire and life safety of the community in the most professional, courteous, and efficient manner possible.

Performance measures that are indicative of the mission of the Clovis Fire Department are as follows:

Emergency Operations

• It is documented that cardiac arrest survival rates decline rapidly with every passing minute and fires grow significantly every minute. After seven (7) minutes, less than 50% of heart attack victims will survive without CPR, and a fire can reach a point of a flashover . It is documented that flashover is the point where temperatures in the area (room/building) of the fire reach 1,500 degrees, causing all combustible materials within the room to suddenly ignite, dramatically reducing a victim ’s chance of survival and increasing the loss of property.

2024-2025 (actual) 2025-2026 (estimated) 2026-2027 (proposed)

First Arrival, Total Response
EMS in under 6:30 7:57 7:30 6:30
Fire in under 7:00 7:34 7:10 7:00
MVA/Rescue in under 7:00 7:26 7:00 7:00
ERF in under 10:30 10:49 1 0:40 1 0:30
Total Number of Calls for Service 12,975 13,000 13,500

Community Risk Reduction

• Maintaining property values and protecting the community from significant destruction of property by fire provides a safe and secure and economically vibrant environment for the citizens of Clovis. Sprinkler requirements for residential and commercial occupancies, greater than 2,500 square feet, are examples of how simple requirement s can have a major impact on community risk reduction. P ublic education has demonstrated the benefit of reducing the impacts that emergencies have on the community. Performing life safety inspections in all public buildings has been shown to reduce fire loss and sustains the local economy through continued employment and sales of goods.

State Mandated Fire Inspections 353 of 353 – 100% 354 of 354 – 100% 354 of 354– 100% Completed

Number of Children Receiving
Life Safety Information 7,000 7,250 7,300

Fire Department Financial Benchmarks

Total Injury Claim Costs $391,298 $300,000 $285,000

Total Fire Loss $3,025,620 $3,000,000 $3,000,000

150

FIRE

DEPARTMENT SUMMARY
2025-2026
2024-2025 Revised 2026-2027
Actual Estimate Budget

BUDGET BY ACTIVITY
Emergency Operations 24,016,377 28,907,000 31,032,200
Community Risk Reduction 845,211 869,200 990,000
Special Teams 77,434 320,200 325,700
Fire Administration 1,154,639 1,435,000 1,687,700
TOTAL ALL ACTIVITIES 26,093,661 31,531,400 34,035,600

BUDGET BY FUND
General Fund 26,093,661 29,196,500 29,551,100
General Fund - Measure Y 0 2,334,900 4,484,500
TOTAL ALL FUNDS 26,093,661 31,531,400 34,035,600

151

Fire Emergency Operations
Department Section 61000, 61001

2026 - 2027 Goals

• Provide the first unit on the scene of an emergency medical call with a Total Response Time of six minutes and thirty seconds (6:30), 90% of the time. This includes one minute and thirty seconds of call processing, one minute for turnout, and four minutes for travel.
• Provide the first unit on the scene of a fire call, following dispatch, with a Total Response Time of seven minutes (7:00), 90% of the time. This includes one minute and thirty seconds of call processing, one minute and thirty seconds for turnout, and four minutes for travel. • Provide an Effective Response Force (currently 16 to 19 firefighters) on scene of a fire call within a Total Response Time of ten minutes and thirty seconds (10:30), 90% of the time. • Continue to implement response time improvements in the Loma Vista area, as Station 6 response numbers increase. Review of data occurs on a monthly and annual basis. • Continue to implement recommendations within the adopted Standards of Cover Plan regarding distribution, concentration, and staffing of emergency response resources. • Provide efficient and effective 9-1- 1 call processing and dispatch of the Fire Department through the contract service agreement with Fresno County EMS. Dispatch emergency units within two minutes (2:00) of receiving the 9-1-1 call, 90% of the time.
• Continue to save property and contents at a value greater than the Department’s total annual budget. • Continue to focus on attaining a 90 % or higher “excellent” rating on customer service satisfaction surveys through the delivery of professional emergency and non-emergency services to the citizens of Clovis.

Objectives to Meet the Goals

• Maintain minimum staffing of emergency response resources distributed to meet community needs. Provide quality service to the community.
• Confine fires to room of origin for 80% of incidents. • Lower demand for fire services from above average service users through code amendment processes and other enforcement strategies.
• Reduce and prioritize activities that pull fire apparatus out of their first due response districts. • E nsure th at personnel are adequately trained and prepared to respond to “all-risk” emergency situations through ongoing training.
• Maintain dispatch performance standards for the contract period through a Continuous Quality Improvement (CQI) program.

Five-Year Outlook

With funding now secured through Measure Y, the department 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

Fire Emergency Operations
Department Section 61000/61001
2025-2026
2024-2025 Revised 2026-2027
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 8,323,844 10,295,400 11,896,700
Overtime 4,008,722 4,110,700 3,606,100
Extra Help 44,201 58,000 60,000
Benefits 6,373,265 7,676,900 8,646,700
Vehicle Charges 1,669,450 1,681,800 1,971,700
Communications 22,366 42,000 43,000
Professional Services 511,926 746,000 769,900
Repairs & Maintenance 46,662 244,000 110,000
Office Supplies 7,218 14,000 15,000
Materials & Supplies 31,865 124,000 162,900
Supplies - Safety 178,704 506,000 172,700
Supplies - Shop 1,131 104,000 4,300
Travel & Meeting Expense 4,396 21,500 14,600
Training 132,807 208,000 290,600
Dues & Subscriptions 1,379 30,300 5,300
Admin & Overhead 2,548,799 2,654,700 2,931,900
Capital Outlays - Fire Equipment 66,856 148,000 59,800
Capital Outlays - Communications 39,353 223,700 253,000 Capital Outlays - Vehicles 3,433 18,000 18,000
TOTAL EMERGENCY OPERATIONS 24,016,377 28,907,000 31,032,200

SOURCES OF FUNDING
Taxes 1,193,161 1,200,000 1,290,000
State Grants 2,190,999 1,157,000 300,000
Federal Grants 109,928 264,000 818,000
Project Participation 131,592 80,000 80,000
User Fees 51,858 40,000 45,000
Miscellaneous Income 1,797 2,000 2,000
Use of Measure Y Funds 0 2,302, 800 4,226,400
Use of Discretionary Funds 20,337,042 23, 861,200 24,270,800 TOTAL 24,016,377 28,907,000 31,032,200

DETAIL OF POSITIONS
Battalion Chief 3.00 3.00 3.00 Deputy Fire Chief 2.00 2.00 2.00 Fire Captain 18.00 24.00 24.00
Fire Engineer 18.00 24.00 24.00
Firefighter 24.00 27.00 27.00
Training Officer (Captain) 2.00 2.00 2.00 TOTAL 67.00 82.00 82.00
153

Fire
Department
Community Risk Reduction
Section 62000/62001
2026-2027
Goals
• Inspec
t 90% of all non-State Mandated occupancies on a bi-annual basis. • Complete 90% or higher of all State Mandated Inspections and continue with cost recovery for this unfunded mandate.
• 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 inspections are completed within one day of the initial request, 90% of the time.
• Provide a weed abatement program to ensure that vacant lots/properties meet health, fire hazard , and appearance standards with available staff.
• 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 operations 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.

Obj
ectives to Meet the Goals
• Retur
n all fire protection system plans for permit issuance within ten (10) days of submittal and provide inspections within 24 hours of the request.
• Ensure that vacant lots and properties are cleaned to City municipal code weed abatement standards. • Continue to inspect all public occupancies at least every two years using on-duty crews and Fire Prevention staff.
• Present life safety messages through various forms of media to maintain community awareness. • Conduct fire investigations to determine fire cause and origin and maintain skill levels of Fire Investigators. • 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 safety inspections on all public occupancies and State Mandated occupancies. We will c ontinue our public education program in conjunction with the Alisa Ann Ruch Burn Foundation and the Clovis Unified School District. This program will allow us to reach approximately 9,000 K-6th graders annually, which has a measurable impact on one of our most at -risk populations . Conducting thorough fire cause investigations, prosecuting suspected 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

Fire Community Risk Reduction
Department Section 62000/62001
2025-2026
2024-2025 Revised 2026-2027
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 463,976 509,900 574,600
Overtime 34,771 22,000 22,000
Benefits 196,541 204,900 217,600
Vehicle Charges 7,200 7,200 7,200
Professional Services 25,831 15,900 22,600
Office Supplies 7,246 11,500 15,500
Material & Supplies 297 1,000 6,000
Supplies - Shop 576 500 1,000
Travel & Meeting Expense 8,468 2,500 4,500
Training 9,565 4,000 7,000
Dues & Subscriptions 4,410 6,500 4,500
Admin & Overhead 85,600 82,300 104,000
Capital Outlays - Vehicles 730 1,000 3,500

TOTAL COMMUNITY RISK
REDUCTION 845,211 869,200 990,000

SOURCES OF FUNDING
Other Permits 18,346 16,000 16,000
Planning & Processing Fees 117,649 91,000 91,000
User Fees 104,097 95,000 95,000
Miscellaneous Income 16,061 10,000 10,000
Use of Measure Y Funds 0 0 86,200
Use of Discretionary Funds 589,058 657,200 691,800
TOTAL 845,211 869,200 990,000

DETAIL OF POSITIONS
Deputy Fire Marshal - 1.00 1.00 Fire & Life Safety Specialist 1.00 - - Fire Inspector I/II 2.00 2.00 2.00 Fire Prevention Specialist - - 1.00 Special Proj/Life Safety Enforce Mgr 1.00 1.00 1.00 TOTAL 4.00 4.00 5.00
155

Fire Special Teams
Department Section 63000/63001

2026-2027 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 mitigating the effects of handling high-stress and traumatic situations.
• Provide honor guard assistance at funerals, memorials, 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 in which they are requested.

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 capabilities in the handling of h azardous materials and u rban search and r escue 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 experienced investigators through in- house and outside training.

156

Fire Special Teams
Department Section 63000/63001
2025-2026
2024-2025 Revised 2026-2027
Actual Estimate Budget

BUDGET DETAIL
Overtime 22,806 152,000 182,500
Benefits 9,581 2,400 2,800
Professional Services 285 12,000 15,500
Repairs & Maintenance 8,115 6,500 6,500
Office Supplies 0 7,500 6,700
Supplies - Safety 392 19,300 16,300
Travel & Meeting Expense 1,808 14,000 13,400
Training 353 42,000 26,500
Dues & Subscriptions 1,995 4,500 5,000
Admin & Overhead 6,100 10,700 12,500
Capital Outlays - Fire Equip 25,999 48,000 37,000
Capital Outlays - Vehicles 0 1,300 1,000
TOTAL SPECIAL TEAMS 77,434 320,200 325,700

SOURCES OF FUNDING
Federal Grants 39,873 31,000 31,000
Use of Measure Y Funds 0 19,000 17,000
Use of Discretionary Funds 37,561 270,200 277,700

TOTAL 77,434 320,200 325,700
157

Fire Fire Administration
Department Section 64000/64001

2026-2027 Goals

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

Objectives to Meet the Goals

• Monitor the Fire Department budget and programs monthly to determine the continued need for actions and the availability of funding.
• 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. • M aintain 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 provides service is a key factor in mitigating the challenges of increased service demands and increases in new development areas. As integral staff including the four managers retire in the next five years, development, documentation, and training with be integral. Utilize analytic and data software in measuring outputs against performance level objectives for many Department responsibilities.

158

Fire Fire Administration
Department Section 64000/64001
2025-2026
2024-2025 Revised 2026-2027
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 517,475 591,800 704,900
Overtime 15,072 22,500 27,000
Extra Help 44,025 51,300 53,000
Benefits 289,949 339,300 390,300
Vehicle Charges 135,572 253,400 304,800
Professional Services 17,872 25,000 23,000
Repairs & Maintenance 0 500 500
Special Events 1,673 3,500 4,000
Office Supplies 4,964 6,500 7,100
Materials & Supplies 11 600 1,800
Travel & Meeting Expense 8,156 15,000 16,000
Training 0 0 3,000
Dues & Subscriptions 3,270 2,500 3,000
Admin & Overhead 116,600 121,600 147,300
Capital Outlays - Fire Equip 0 1,500 2,000
TOTAL FIRE ADMINISTRATION 1,154,639 1,435,000 1,687,700

SOURCES OF FUNDING
State Grants 0 237,000 0
Use of Measure Y Funds 0 13,100 154,900
Use of Discretionary Funds 1,154,639 1, 184,900 1,532,800 TOTAL 1,154,639 1,435,000 1,687,700

DETAIL OF POSITIONS
Administrative Assistant 1.00 - 1.00 Fire Chief 1.00 1.00 1.00
Geographic Information System Analyst - 0.50 0.50 Management Analyst - 1.00 1.00 Senior Management Analyst 1.00 1.00 1.00 Staff Analyst 1.00 1.00 1.00
TOTAL 4.00 4.50 5.50
159

PUBLIC UTILITIES

DEPARTMENT SUMMARY
The Pub
lic Utilities Department is a service, operations, maintenance, resource, and infrastructure planning organization with the principal duty of providing essential municipal services while maintaining and planning for the City’s current and future investment in infrastructure. These services include water supply and distribution, wastewater collection and treatment, solid waste collection and disposal , street preservation and repair, street cleaning, parks maintenance, City infrastructure planning, engineering, and inspection, administration of landscape and facility districts , and implementation of renewable energy sources . The infrastructure maintained by the department includes the City's street system, traffic signals, street lighting, parks and street landscaping, and operational facilities , including the City’s landfill, surface water treatment plant, and wastewater treatment plant. Services include procurement and maintenance of the City’s fleet of vehicles and equipment, and the fueling infrastructure necessary to support fleet operations. The department plays the leading role in planning for water, wastewater, solid waste disposal and diversion, street rehabilitation, and utility infrastructure to ensure that these essential services and resources are available and properly operating when needed. Public Utilities manages the City’s valuable assets and resources while complying with environmental, regulatory, and sustainability challenges.

The d
epartment is organized into three major divisions , which are comprised of 13 maintenance and operational sections with managerial 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, customer service facilitation, environmental and regulatory compliance, and engineering and long -range planning.

Str
eet Maintenance Section 71000, 71001
Respons
ible for managing the City’s streets and overall priority and scheduling of street rehabilitation and maintenance projects within the City. This section performs preventative and corrective maintenance on City streets, sidewalks, and alleys. Provides oversight and administration of the City’s Pavement Management System, including selection of street projects for rehabilitation and preventative maintenance. This section also maintains pavement markings such as lane lines, legends, crosswalks, and limit lines, as well as regulatory, warning, information, and street name signs.

Sig
nals and Street Lighting Section 72000, 72001
Respons
ible for maintenance of traffic signals, the cost of energy/repairs/replacements for PG&E- owned streetlights within the City, and responsible for maintenance, energy and materials for City-owned streetlights.

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

Parks S
ection 73000, 73001
Respons
ible for providing maintenance to City parks, trails, street landscaping, trees, and numerous recreational facilities, including playgrounds, picnic sites, and park restrooms. Maintains Old Town streetscape and provides grounds maintenance at City administrative facilities. Some of these areas are maintained by Parks personnel, while others are maintained through contracts administered by the Parks Section. Also provides support for civic activities , such as hanging banners and decorating for Christmas, Rodeo Weekend, Big Hat Days, and the Farmer's Market. The Parks Section administers the Landscape Maintenance District (LMD), which provides funding for maintenance of certain parks, trails, street landscaping, streetlights, and neighborhood architectural enhancement features for areas within the LMD. 160

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

Fleet Maintenance & Acquisition Section 75000-75101
Respons
ible for maintain ing the City’s fleet of vehicles and equipment, p lanning and implementation of fleet electrification, acquisition of vehicles and equipment, and administering the fleet depreciation account. This section is responsible for City compliance with the Advanced Clean Fleet (ACF) mandate that affects Public Safety, Public Utilities and Works, and all other non-transit vehicles.

Refu
se Collection Section 76000
Respons
ible for collecti on, 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.

Refu
se Landfill Section 76200
Respons
ible for all operations necessary to dispose of municipal waste at the City’s landfill in accordance with county, state, and federal requirements.

Refu
se Contracts Section 76300
Prov
ides 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.

Wastew
ater Section 76500
Respons
ible for operating and maintaining the City's sewer 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.

Comm
unity Facilities District (CFD) No. 2020-1 Section 42800 Prov
ides a funding source separate from the wastewater operations budget to pay for the operation and maintenance of temporary sewer facilities which serve new development in the Dry Creek Preserve Service Area. This includes maintenance of a temporary lift station, administration of the CFD, accumulation of funds and planning for future permanent master planned wastewater facilities , and accumulation of funds for decommissioning of temporary facilities.

Wate
r Section 77000
Respons
ible for the procurement, production, and distribution of the City's water supply via a network of water mains, wells, and a surface water treatment plant . Maintains treatment and/or disinfection facilities on all wells, ensuring pure and safe drinking water that meets all state and federal standards. Th is S ection conducts groundwater recharge and aquifer programs, rate analysis, master planning, and compliance with the Sustainable Groundwater Management Act (SGMA) . Operation and maintenance of the recycled water system is also performed by this Section.

Str
eet Cleaning Section 77500
Respons
ible 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

PUBLIC UTILITIES

DEPARTMENT SUMMARY

2026-2027 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) and planning for future facility needs, ensuring residents' confidence in local government's commitment to their well-being.

• Strategically plan for and manage the City of Clovis water supply in a safe and effective manner while monitoring and maintaining the local aquifer within the Kings Basin by employing operational methods of direct and indirect recharge, conjunctive use, and effective use of surface water supply in maintaining and ensuring future sustainability.

• Conduct modeling, planning, and engineering of the City’s utility infrastructure for current and future City needs.

• Focus service delivery on the needs of our customers , c onduct maintenance activities as effectively and efficiently as possible to provide reliable and cost-effective service to our citizens, and prolong the useful life of the City’s infrastructure and fleet.

• Keep abreast of county, state, and federal regulations relating to water, recycled water, wastewater, refuse, fleet operations, and storm runoff, as well as monitor changing compliance requirements and adjust operations as needed.

• Conduct landfill operations in an effective, efficient , and safe manner to conserve landfill space and comply with federal and state regulations.

• Enhance recycling programs to maintain the City’s diversion rate above the State-required minimums and employ new programs and processes to increase municipal solid waste diversion.

• Actively inventory and replace missing and expired plant material and increase the inspection rate of City landscaped areas . M aintain the current level of service in the General Fund areas and m aintain City landscaping at an acceptable level , balancing water usage, potential drought restrictions , and available resources.

• Expand operation of the recycled water distribution system.

• Implementation of Zero Emission Vehicles (ZEV) and the fueling/charging stations necessary to meet Advanced Clean Fleet (ACF) requirements in support of fleet operations.

• Assess the City’s existing and future streetlight system and adopt strategies to transfer maintenance responsibilities from PG&E to the Public Utilities Department. Implement solutions for long- term funding of the City’s streetlight system.

• Protect the City’s investment in infrastructure by maximizing the condition of the City street network through the use of the City’s Pavement Management System (PMS). Take full advantage of any available street improvement funding sources.

Budgetary Highlights

• Conduct Utilities Master Planning and Municipal Service Review in alignment with C ity growth and future revisions to the General Plan.

• Implement formation of a Community Facilities District (CFD) for maintenance of the C ity’s infrastructure.

162

• Maximize the use of available surface water supply at the Surface Water Treatment Plant and in the City - owned recharge facility and flood control basins for groundwater replenishment. Develop strategic plans for additional water supplies and continue implementation of the Sustainable Groundwater Management Act (SGMA).

• Implement the revised water rates. Implement strategies for funding repairs and improvements to existing water infrastructure and maintaining the health of the water enterprise account.

• Begin construction of the recharge basin to be located near Barstow and Leonard Avenues at Agua Vista Park. Continue to apply for grants that could offset costs for construction of the facility.

• Continue the gradual implementation and conversion of City water meter services to Advanced Metering Infrastructure (AMI) that allows for smart connectivity and interfac ing with the City’s customers and their water usage.

• P lan and perform maintenance projects to recoat an existing water reservoir and to repair and rehabilitate existing sewer trunk mains.

• Continue contract ing services for street -side and median landscaping, focusing in-house staff on maintenance of City p arks, Old Town, Civic Center, tree hazard mitigation, and landscape restoration.

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

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

• Continue to strive to provide exceptional r efuse services . Complete i mplementation 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.

• Maintaining and increasing the overall Pavement Condition Index (PCI) of the C ity’s streets system by focusing the Community Investment Program on increasing the s treets preventative maintenance application through expanding the s ize and scope of the cape and slurry seal projects. Preventative maintenance is a priority for the City and is an effective and economical use of limited transportation funding.
163

PUBLIC UTILITIES

DEPARTMENT PERFORMANCE MEASURES
The
mission of the Public Utilities Department is to provide for the well- being and enjoyment of the citizens and businesses of Clovis through the delivery of essential, dependable, and sustainable services. These services include potable and recycled water supply, wastewater and solid waste disposal, beautification of parks and other open spaces, rehabilitation and maintenance of streets, maintenance of traffic signals and systems, utilities planning and engineering, and maximization of City infrastructure’s useful life through planned preventative maintenance. In addition, it is the D epartment’s mission to assist all City departments in their service and operations by providing a well -maintained and reliable fleet of vehicles and equipment. It is the Department’s goal to provide these services as efficiently and effectively as possible. Public Utilities also provides meaningful and necessary support to all other City departments.

Street Maintenance – 71000, 71001 2024-2025 (actual) 2025-2026 (estimated) 2026-2027 (proposed)  Weighted Average PCI 75 75 75
 Prepare streets for slurry/cape seal 408,000 sy 401,000 sy 650,000 sy  Repair AC pavement as needed 130 tons 270 tons 350 tons  Repair concrete sidewalks as needed 38 cu. yds. 40 cu. yds. 85 cu. yds.  Repaint striping as needed 100% 100% 100%
 Replace/repair/install signs 1,445 signs 2,000 signs 2,000 signs Appr
oximately 6 4% 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. Efforts this year will be shifted from lane striping to painting crosswalks, stenciling, and red curbs to address current asset needs . The addition of M easure Y funding will increase preventative maintenance efforts, such as filling potholes and crack sealing streets.

Signals and Street Lighting – 72000, 72001
Provide maintenance to 90 traffic signals and strive to keep approximately 11, 778 streetlights working.

Approximately 10,0 57 of these streetlights are owned and maintained by PG& E, and service requests for PG&E-owned lights are routed to them. The Street Lighting section maintains approximately 1, 721 City-owned streetlights, of which approximately 876 are decorative style lights and the remaining 845 are standard cobra head style lights. The addition of Measure Y funding will increase traffic signal maintenance efforts for the public’s safety.

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

Parks/Landscape Maintenance –
73000, 73001, 73200
(Includes Landscape Maintenance District)
2024-2025 (actual) 2025-2026 (estimated) 2026-2027 (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) 795 821 844
• Maintenance cost/acre/year $9,797 $9,751 $9,945
• General Fund acres maintained 326 355 355
• Maintenance cost/acre/year $7,413 $7,335 $7,412
• LMD acres maintained 469 466 489
• Maintenance cost/acre/year $11,455 $11,592 $11,783
164

Refuse Collection – 76110, 76120 2024-2025 (actual) 2025-2026 (estimated) 2026-2027 (proposed)  Perform refuse pickup (excludes
CCU) – Tons collected
69,080 tons 55,800 tons 55,000 tons
 Achieved % 100% 100% 100%
 Monitor system costs ($/ton) $145 $163 $176
Refuse Collection includes all residential and commercial collection.

Refuse Landfill – 76200 2024-2025 (actual) 2025-2026 (estimated) 2026-2027 (proposed)  Landfill refuse received (including
CCU) – Tons landfilled
73,900 tons 68,000 tons 67,000 tons
 Compliance % 100% 100% 100%
 Monitor system costs ($/ton) $57 $70 $75
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 2024-2025 (actual) 2025-2026 (estimated) 2026-2027 (proposed)  Total tons recycled through private
vendor contracts for curbside
rec
ycling and organics programs
(does not include all waste diverted
from City’s landfill)
25,000 tons 26,500 tons 28,000 tons
 Monitor costs ($/ton) $241 $283 $274
 City AB 939, SB 1383
diversion compliance
In progress In progress Compliant
Contracting tons include all residential recycling. Roughly 25% is for the blue recycling cart and 75% is for the green organics cart.

Fleet Maintenance – 75000-75101
(Includes Fleet Renewal)
2024-2025 (actual) 2025-2026 (estimated) 2026-2027 (proposed)  Fleet Availability 95% 95% 95%
 Preventative Maintenance (% of
Scheduled Work)
62% 63% 64%
Wastewater – 76500 2024-2025 (actual) 2025-2026 (estimated) 2026-2027 (proposed)  Clean all City sewers every two years
(baseline is at 2 years; cl eaning is
above baseline)
130% 154% 160%
 Provide high level of customer
satisfaction by keeping system
comp
laints (stoppages) below 2 per
1,000 population

0.00% 0.00% 0.01%
Water Service – 77000 2024-2025 (actual) 2025-2026 (estimated) 2026-2027 (proposed)  Meet all demands for water
consumption (acre-feet delivered)
26,200 26,500 26,800
 Monitor system costs ($/acre-foot
delivered)
$765 $800 $875
 Provide high level of customer
satisfaction by keeping complaints
under 2 per 1,000 population

1.9 1.9 2.0
165

Street Cleaning – 77500 2024-2025 (actual) 2025-2026 (estimated) 2026-2027 (proposed)  Sweep 100% of residential streets
twice monthly, major street sweeping
weekly – Total miles swept
55,100 mi. 58,500 mi. 58,000 mi.
 Achieved % 100% 100% 100%
 Monitor service costs ($/mile) $37 $36 $37

166

PUBLIC UTILITIES

DEPARTMENT SUMMARY
2025-2026
2024-2025 Revised 2026-2027
Actual Estimate Budget
Street Maintenance 3,217,152 3,608,700 4,041,800
Street Lighting 3,002,653 3,066,700 3,509,700
Storm Drain 21,999 44,000 48,500
Parks 7,873,912 8,752,300 9,753,700
Landscape Maintenance District 5,372,406 5,401,900 5,985,000 Fleet Maintenance 12,759,191 22,971,700 19,500,000
Community Sanitation 28,292,737 30,883,800 32,730,200
Wastewater 15,994,159 19,118,000 21,909,300
Community Facilities Dist 2020-01 5,700 0 32,700
Water 24,065,081 28,341,200 31,726,900
TOTAL ALL ACTIVITIES 100,604,990 122,188,300 129,237,800

BUDGET BY FUND
General Fund 14,115,716 14,774,300 16,061,100
General Fund - Measure Y 0 697,400 1,292,600
Landscape Maintenance District 5,372,406 5,401,900 5,985,000 Community Sanitation Fund 28,292,737 30,883,800 32,730,200 Sewer Service Fund 15,994,159 19,118,000 21,909,300
Community Facilities Dist 2020-01 5,700 0 32,700
Fleet Maintenance Fund 12,759,191 20,721,700 17,276,700 Fleet Maintenance - Measure Y 0 2,250,000 2,223,300
Water Service Fund 24,065,081 28,341,200 31,726,900
TOTAL ALL FUNDS 100,604,990 122,188,300 129,237,800

BUDGET BY CATEGORY
167

Public Utilities Street Maintenance
Department Section 71000/71001

2026-2027 Goals

The goals of the Street Maintenance Section are to provide a well -maintained street system for the orderly, safe, and convenient travel of vehicles within and throughout the City , and to protect the City’s infrastructure investment through the application of appropriate preventative maintenance and repair strategies .

Specifically, these goals include:

• Effective management of repair, rehabilitation, and maintenance of the City’s streets program and system. • Provide efficient maintenance of City streets, sidewalks, and alleys. • Provide timely and efficient repairs of potholes and tripping hazards in the City’s streets and sidewalks. • Protect the safety of the public through well-maintained street striping, legends, and street signs. • Structure the preventative maintenance and repair program to maximize the City’s average Pavement Condition Index.

Objectives to Meet the Goals

• Re-stripe the entire City street system as needed.
• Provide structural repair of streets in preparation for application of slurry seal. • Crack seal streets included in slurry seal project in addition to selected streets needing treatment . • Apply slurry seal to streets after 10 years of service. • Maintain the inventory of the City's signs and computerize the data to manage sign replacement. • Provide landscape maintenance along street right-of-way through contract services. • Provide repairs to concrete curb, gutter, and sidewalks. • Provide regular inspections of the City’s streets and evaluate the need f or maintenance using the Pavement Management System.
• Utilize new procedures to maintain and repair pavement to maximize return on investment. • I dentify 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. At the currently projected funding level, the overall condition of the City’s street system (as measured by the Pavement Condition Index) is predicted to decline slowly over the next 5 years and will continue to decline unless additional funding sources are identified. The City is exploring additional funding methods in order to maintain the existing system , as well as the expansion of the system as laid out in the General Plan.

The addition of Measure Y funding will increase staff’s ability to perform the repairs needed to C ity streets. 168

Public Utilities Street Maintenance
Department Section 71000/71001
2025-2026
2024-2025 Revised 2026-2027
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 1,174,897 1,298,400 1,591,900
Overtime 23,142 36,100 41,500
Benefits 610,515 655,300 722,800
Vehicle Charges 475,345 509,200 515,100
Communications 7,126 7,000 8,000
Professional Services 206,703 227,600 246,500
Repairs & Maintenance 23,316 27,000 27,000
Building & Equipment Rental 12,628 22,000 15,000
Materials & Supplies 317,730 402,800 395,300
Supplies - Shop 3,780 5,000 5,000
Travel & Meeting Expense 4,229 4,000 5,000
Training 3,149 6,100 8,500
Admin & Overhead 334,611 363,200 415,200
Capital Outlays - Vehicles 19,981 45,000 45,000
TOTAL STREET MAINTENANCE 3,217,152 3,608,700 4,041,800

SOURCES OF FUNDING
Taxes 1,154,798 1,280,500 1,486,700
Planning & Processing Fees 2,181 3,000 3,000
Engineering Processing Fees 4,996 13,000 13,000
Interfund Charges 2,042,000 2,138,700 2,200,000
Miscellaneous Income 13,177 13,000 13,000
Use of Measure Y Funds 0 160,500 326,100
TOTAL 3,217,152 3,608,700 4,041,800

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 0.20 Deputy Public Utilities Director - - 0.05 Engineer I/Engineer II/Civil Engineer 0.20 0.20 0.20
Engineering Inspector/Senior Eng Inspector 0.40 0.45 0.40 Geographic Information System Analyst - - 0.10 Maintenance Leadworker 2.00 2.00 2.00 Maint Worker/Sr Maint Worker/Parks Sr 9.00 11.00 11.00 Management Analyst 0.09 0.09 0.09 Principal Office Assistant 0.25 0.25 0.35 Principal Utilities Engineer - - 0.05 Public Utilities Finance Manager - - 0.05 Senior Management Analyst 0.05 0.05 0.05 Staff Analyst 0.20 0.10 0.25 Street Maintenance Manager 1.00 1.00 1.00 Supervising Civil Engineer 0.05 0.05 0.05 Utility Worker 2.00 2.00 3.00 TOTAL 15.59 17.54 18.99
169

Public Utilities Street Lighting
Department Section 72000/72001

2026-2027 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.
• Continue retrofitting approximately 750 City -owned high- pressure sodium (HPS) streetlights to energy - efficient LEDs.

Objectives to Meet the Goals

• Ensure that all City-owned traffic signals are properly maintained by City staff. • Ensure that PG&E -owned streetlights are properly maintained by PG&E. Ensure that City -owned streetlights are properly maintained by City staff.
• Pay energy costs for all PG&E- and City-owned streetlights. • Provide accurate underground service alert marking of traffic signal s and City-owned street lighting facilities.
• Continue the LED retrofit of City -owned 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 are installed as the City grows, as well as increasing PG&E energy and maintenance costs. Existing PG&E- maintained cobra head style streetlights were retrofitted to LED in 2016 and 2017, reducing PG&E energy and maintenance costs. PG&E still 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 .

Measure Y funds will allow staff to provide better service with traffic signals and street lighting to increase public safety.
170

Public Utilities Street Lighting
Department Section 72000/72001
2025-2026
2024-2025 Revised 2026-2027
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 216,678 280,100 416,100
Overtime 13,709 20,500 28,500
Benefits 91,202 120,500 179,300
Vehicle Charges 65,187 71,300 83,000
Energy 2,022,726 2,100,000 2,300,000
Repairs & Maintenance 177,001 221,100 211,000
Materials & Supplies 50,614 91,300 96,200
Supplies - Safety 494 2,000 2,000
Training 150 2,000 2,000
Admin & Overhead 160,500 157,900 191,600
Capital Outlays - Vehicles 204,392 0 0
TOTAL STREET LIGHTING 3,002,653 3,066,700 3,509,700

SOURCES OF FUNDING
Taxes 1,483,973 1,505,700 1,827,700
User Fees 3,409 9,300 5,000
Miscellaneous Income 15,271 6,000 6,000
Use of Measure Y Funds 0 45,700 171,000
Use of Discretionary Funds 1,500,000 1, 500,000 1,500,000 TOTAL 3,002,653 3,066,700 3,509,700

DETAIL OF POSITIONS
Assistant Public Utilities Director 0.05 0.05 0.15
Deputy Public Utilities Director 0.05 0.05 - Electrician 2.00 2.00 2.00 Principal Utilities Engineer 0.05 0.05 0.05 Public Utilities Finance Manager - - 0.05 Maint Worker/Sr Maint Worker/Parks Sr - 1.00 1.00 Staff Analyst - - 0.10 Supervising Civil Engineer - - 0.25 Utility Worker - - 1.00 TOTAL 2.15 3.15 4.60
171

Public Utilities Storm Drain
Department Section 72500

2026-2027 Goals

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

Specifically, these goals include:

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

Objectives to Meet the Goals

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

Five-Year Outlook

The transfer of all permanent flood control facilities to the Fresno Metropolitan Flood Control Dist rict was completed in 1991- 1992. Implementation of the Storm Drain Master Plan is a joint activity between Clovis and FMFCD. FMFCD is included in the preliminary review of development projects to provide advice on appropriate conditions necessary to implement the master plan and the NPDES regulations. The City is a co -permittee with FMFCD, City of Fresno, Fresno County , and CSUF in the m unicipal permit for storm water discharge. The agencies currently operate under a permit related to a State O rder 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 during each winter, as overtime costs are funded from this budget. Lighter rainfall years usually result in lower expenditures.

172

Public Utilities Storm Drain
Department Section 72500
2025-2026
2024-2025 Revised 2026-2027
Actual Estimate Budget

BUDGET DETAIL
Overtime 4,595 15,000 15,000
Benefits 885 300 300
Vehicle Charges 3,173 4,400 4,300
Professional Services 1,323 4,500 7,500
Repairs & Maintenance 359 600 600
Office Supplies 0 100 100
Materials & Supplies 9,764 16,500 17,000
Admin & Overhead 1,900 1,600 1,700
Capital Outlays - Public Utilities 0 1,000 1,000
Capital Outlays - Vehicles 0 0 1,000
TOTAL STORM DRAIN 21,999 44,000 48,500

SOURCES OF FUNDING
Federal Grants 0 0 0
Use of Discretionary Funds 21,999 44,000 48,500
TOTAL 21,999 44,000 48,500
173

Public Utilities Parks
Department Section 73000/73001
2026-2027
Goals
• The goal
of the Parks Section is to maintain City recreational facilities, streetscaping , park s 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 821 acres consisting of:
­ 84 parks totaling 1 81 acres. Two of these parks includ e active recreational areas with lighted baseball diamonds, soccer fields, snack bars , and restroom buildings. One of these includes beach volleyball and basketball courts. Twelve are medium-sized parks that include picnic areas, play lots, restrooms, and open spaces. The remaining 70 parks are passive neighborhood and mini parks, most with tot lots that are scattered throughout the community. ­ 4 24 acres of green belts, street gardens, and landscaped median islands. ­ 1 22 acres of trails and paseos.
­ Architectural neighborhood entry lighting and structural features. ­ 48 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. ­ 46 acres of undeveloped park land and miscellaneous public right-of-way property. ­ Approximately 50,000 City street trees.
• Participate in landscape plan design and review , as well as landscape construction inspection services , to ensure quality landscaping at reasonable maintenance costs. • Participate in master planning for future growth and infill areas to implement sustainable and maintainable landscape that is consistent with operational constraints and limited budgets. • Coordinate and schedule park facility use for picnics, special park events, and sports activities.

Obj
ectives to Meet the Goals
• Conti
nue 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 the 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 . A Proposition 218 election may need to occur in LMD Zone 2 during the forecast period as the benefit zone does not have an automatic escalation adjustment to maintain sufficient funding levels. Grant funding will continue to be sought for the conversion of older irrigation systems and playground replacement.
174

Public Utilities Parks
Department Section 73000/73001
2025-2026
2024-2025 Revised 2026-2027
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 1,797,831 2,005,200 2,606,900
Overtime 83,568 72,500 83,000
Benefits 960,831 1,074,300 1,300,700
Vehicle Charges 584,906 599,600 640,900
Energy 947,091 958,000 1,058,900
Professional Services 2,312,426 2,747,500 2,722,500
Materials & Supplies 432,083 487,000 445,300
Admin & Overhead 732,827 738,200 872,000
Capital Outlays - Public Utilities 22,349 70,000 23,500 TOTAL PARKS 7,873,912 8,752,300 9,753,700

SOURCES OF FUNDING
Rents & Concessions 16,362 16,500 16,500
Facility Reimbursements 15,590 30,000 31,000
Planning & Processing Fees 21,502 15,000 15,000
Engineering Processing Fees 20,154 15,000 15,000
User Fees 5,440,703 5,479,600 6,077,000
Miscellaneous Income 7,020 10,000 10,000
Use of Measure Y Funds 0 491, 200 795,500
Use of Discretionary Funds 2,352,581 2,695,000 2,793,700 TOTAL 7,873,912 8,752,300 9,753,700

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 0.05 Deputy Public Utilities Director 0.10 0.10 0.15 Engineer I/Engineer II/Civil Engineer 0.15 0.15 0.15 Engineering Inspector/Senior Eng Inspector 0.10 0.05 0.10 Geographic Information System Analyst - - 0.15 Maint Worker/Sr Maint Worker/Parks Sr 13.40 15.40 17.40 Management Analyst 0.13 0.13 0.13 Parks Maintenance Leadworker 3.00 3.00 3.00 Parks Maintenance Specialist - - 1.00 Parks Manager 1.00 1.00 1.00 Parks Supervisor 1.00 1.00 1.00 Principal Office Assistant 0.80 0.80 0.85 Principal Utilities Engineer - - 0.05 Public Utilities Finance Manager - - 0.10 Senior Management Analyst 0.05 0.05 0.05 Staff Analyst 0.30 0.25 0.35 Supervising Civil Engineer - 0.05 0.05 Utility Worker 7.00 7.00 8.00 TOTAL 27.43 29.18 33.93
175

Public Utilities Landscape Maintenance District
Department Section 73200
2026-2027
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.

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

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

Five
-Year Outlook
Outdoor recreation activity is steadily increasing. T he 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 2026-2027. 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 f all of 2023. It’s likely an attempt for an assessment increase will need to occur again in the near future.
176

Public Utilities Landscape Maintenance District
Department Section 73200
2025-2026
2024-2025 Revised 2026-2027
Actual Estimate Budget

BUDGET DETAIL
Professional Services 5,372,406 5,401,900 5,985,000

TOTAL LANDSCAPE
MAINTENANCE DISTRICT 5,372,406 5,401,900 5,985,000

SOURCES OF FUNDING
Tax Assessments 5,372,406 5,401,900 5,985,000
TOTAL 5,372,406 5,401,900 5,985,000
177

Public Utilities
Department
Fleet Maintenance & Acquisition
Section 75000-75101
2026
-2027 Goals
The goal
of the Fleet Maintenance Section is to maintain, in a cost -effective manner, the City’s vehicles and related equipment at a safe and dependable level.

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

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

The California Air Resources Board adopted the Innovative Clean Transit ( ICT) regulation in December 2018, requiring large transit agencies to begin purchas ing 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 (ACF) 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 G eneral 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 P olice and F ire 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.

Measure Y will be used to fund a mechanic in Fleet operations dedicated to public safety vehicles and equipment.
178

Public Utilities Fleet Maintenance & Acquisition
Department Section 75000-75101
2025-2026
2024-2025 Revised 2026-2027
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 1,629,372 1,875,500 2,038,000
Overtime 16,903 21,300 27,800
Benefits 811,457 909,600 943,600
Vehicle Charges 101,663 107,900 113,800
Communications 3,161 2,800 2,800
Professional Services 143,202 481,200 358,200
Repairs & Maintenance 1,384,108 1,783,000 1,695,000
State Mandates 80,237 72,700 78,700
Supplies - Safety 25,382 25,000 25,000
Supplies - Shop 3,737,288 3,877,200 4,236,400
Training 15,098 18,000 23,000
Admin & Overhead 1,393,800 1,382,300 1,467,500
Liability Insurance Program - ISF 19,267 11,000 0
Debt Service 19,768 12,000 25,200
Lease Purchases 391,192 180,200 397,000
Capital Outlays - Public Utilities 92,022 269,100 105,000 Capital Outlays - Vehicles 2,895,271 11,942,900 7,963,000 TOTAL FLEET MAINTENANCE 12,759,191 22,971,700 19,500,000

SOURCES OF FUNDING
State Grants 80,000 20,000 0
Fleet Maintenance Charges 12,500,186 20,606,700 17,276,700 Miscellaneous Income 179,005 95,000 0
Use of Measure Y Funds 0 2,250, 000 2,223,300
TOTAL 12,759,191 22,971,700 19,500,000

DETAIL OF POSITIONS
Assistant Public Utilities Director 0.15 0.10 0.15 Deputy Public Utilities Director - - 0.15 Equipment Mechanic 7.00 7.00 8.00 Equip Mech Assistant/Equip Serv Worker 6.00 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 0.05 Public Utilities Finance Manager - - 0.05 Senior Management Analyst 0.05 0.05 0.05 TOTAL 21.41 21.36 22.56
179

Public Utilities Community Sanitation
Department Sections 76000/77500

2026-2027 Goals

• Provide a clean and healthy environment for the community to support economic development and quality of life by efficiently collecting municipal solid waste generated by City commercial and residential customers , and by routinely removing dirt and debris from all City streets, curbs, and gutters. • Provide efficient, effective, and environmentally sound collection services to our customers. • Collect, haul , and dispose of municipal solid waste in compliance with local, county, state, and federal regulations.
• Waste prevention by increasing recycling and organic diversion. • Maintain accurate records and monitor all outsourced service contracts. • Provide resources , superior customer service, and operational efficiency , i ncluding 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 organic s services to residential and commercial customers. Encourage and educate customers about keeping our environment clean and preserving resources , along with compliance with state recycling and organics mandates.
• Provide collection of all residential and commercial/industrial municipal waste at competitive rates by continuing to evaluate and monitor the operational processes. • Utilize on-board technology to meet or exceed industry standards for collection services. • Sweep all residential streets twice per month and the Downtown Central Business District twice per week. • Conduct leaf removal from City streets during fall months. • Continue to conduct the Community Cleanup program twice annually for Clovis residential neighborhoods . • Continue to utilize professional consultants and contractors to assist the City with compliance with county, state, and federal regulations.
• Implement and operate programs to comply with s tate 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. • M aintain compliance with the landfill gas regulations. • Meet financial test requirements established by the State of California, Title 27.

Five-Year Outlook

The current landfill cell in use was completed in the spring of 2013 and is anticipated to provide disposal capacity for the City until the year 2030. Implementation of new, effective techniques in operations has extended the timeline by a few years. C urrent projections of the five- year funding outlook indicate that all known operational and environmental compliance issues can be managed with an adjustment in rates at or below the current 4% annual increase approved by a Proposition 218 election in 2004 for collection rates and in 2021 for street sweeping rates , which are incorporated into the Clovis Municipal Code. Solid Waste operations will continue to require the services of professional consultants/vendors, as many facets of the solid waste industry require expertise and resources not available in-house. Private consultants or vendors will be utilized throughout the next five years to provide the services needed. Methods to extend the life of the landfill will continue to be pursued. The City continues to comply with the S tate’s waste diversion goals, including an outreach program to notify businesses of the State’s mandatory commercial recycling and organic s requirements. Solid Waste revenues have not declined significantly because of these new regulations, but it is possible that they could decline in the future as more businesses utilize recycling and organics services and subsequently reduce their refuse service. The sweeping operation is affected by current and pending federal storm water regulations and air quality regulations. Street cleaning is viewed as a good management practice to reduce pollutants entering the air and storm water runoff. Street Sweeping operations are managed under a separate budget section for accountability and control.
180

Public Utilities Community Sanitation
Department Section 76000/77500
2025-2026
2024-2025 Revised 2026-2027
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 5,355,776 5,774,800 6,707,200
Benefits 2,689,703 2,873,200 3,119,900
Vehicle Charges 6,963,436 6,984,400 7,162,100
Professional Services 6,226,262 7,260,300 7,446,500
Admin & Overhead 6,311,906 6,669,100 6,961,500
Capital Outlays - Public Utilities 553,602 1,050,800 1,100,800 Capital Outlays - Vehicles 192,052 271,200 232,200
TOTAL COMMUNITY SANITATION 28,292,737 30,883,800 32,730,200

SOURCES OF FUNDING
User Fees 28,292,737 30,883,800 32,730,200
TOTAL 28,292,737 30,883,800 32,730,200

DETAIL OF POSITIONS
Administrative Assistant 0.30 0.30 0.30
Assistant Public Utilities Director 1.05 1.20 0.90 Communications & Marketing Analyst 0.10 0.10 0.10 Communications & Marketing Specialist - 0.10 0.10 Construction Manager 0.25 0.25 0.25 Deputy Public Utilities Director - - 0.20 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 Geographic Information System Analyst - - 0.25 Landfill Leadworker 1.00 1.00 1.00 Maint Worker/Sr Maint Worker/Parks Sr 1.00 1.00 1.00 Management Analyst 0.35 0.35 0.35 Principal Office Assistant 1.05 1.05 1.00 Principal Utilities Engineer 0.30 0.30 0.25 Public Utilities Director 0.50 0.50 0.50 Public Utilities Finance Manager - - 0.25 Sanitation Operator/Senior San Operator 27.00 27.00 28.00 Senior Management Analyst 0.30 0.30 0.30 Solid Waste Manager 1.00 1.00 1.00 Solid Waste Supervisor 1.00 2.00 2.00 Staf
f Analyst 0.50 1.25 1.45
Street Sweeper Operator 6.00 6.00 6.00 Supervising Civil Engineer 0.68 0.45 0.45 Utility Worker 20.34 20.34 21.34 Waste Recycling Maint Worker/Sr 1.00 1.00 2.00 TOTAL 71.12 72.89 76.39
181

Public Utilities Wastewater
Department Section 76500

2026-2027 Goals

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

Specifically, these goals include:

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

Objectives to Meet the Goals

• Operate, clean, and repair approximately 450 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 v ideo of the City sewer mains to identify problems and to make recommendations for c apital improvement projects. Integrate emerging technologies in the video assessment program. • Provide accurate underground service alert marking of sewer facilities. • Utilize up -to-date telemetry to monitor sewer lift station operations in the most efficient and economical manner.
• Upgrade outdated supervisory control and data acquisition (SCADA) software that is no longer supported and does not adhere to current industry security standards for industrial control systems (ICS). Modern SCADA will provide ease of use and advanced functionality for operators, developers, and system administrators.
• O perate the ST-WRF for the City’s new growth areas through the City’s design, build, and operat ion contractor (JACOBS, formerly CH2MHill).
• M onitor and report to the Regional Water Quality Control Board data from the discharges from the Water Reuse Facility to the recycled water use areas and the NPDES-permitted discharge points. • Operate the 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 replac e various components and facilities . The City of Clovis will continue to share in most of these costs. New growth areas that are outside the current service areas will ultimately be served by the Clovis Water Reuse Facility, 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 monitoring and studies will occur during th is 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 year s to continue the full $7.30 per month rebate to customers. The amount of the rebate is evaluated each year, and the bond charge may be needed depending on the number of development units and the corresponding revenue. 182

Public Utilities Wastewater
Department Section 76500
2025-2026
2024-2025 Revised 2026-2027
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 1,466,271 1,524,500 1,981,900
Overtime 11,925 16,500 18,500
Extra Help 7,297 13,000 15,000
Benefits 689,141 743,400 903,600
Vehicle Charges 370,386 433,200 457,700
Professional Services 8,837,555 9,800,700 10,208,500
Materials & Supplies 496,399 598,700 2,191,700
Admin & Overhead 3,288,300 3,476,100 3,615,900
Capital Outlays - Public Utilities 93,465 450,900 355,500 Capital Impr - Sewer 733,420 2,061,000 2,161,000
TOTAL WASTEWATER 15,994,159 19,118,000 21,909,300

SOURCES OF FUNDING
User Fees 15,994,159 19,118,000 21,909,300
TOTAL 15,994,159 19,118,000 21,909,300

DETAIL OF POSITIONS
Administrative Assistant 0.25 0.25 0.25
Assistant Public Utilities Director 0.20 0.20 - Communications & Marketing Analyst 0.10 0.10 0.10 Communications & Marketing Specialist - 0.10 0.10 Construction Manager 0.25 0.25 0.25 Deputy Public Utilities Director 0.40 0.40 0.20 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 Geographic Information System Analyst - - 0.25 Maintenance Leadworker 1.00 1.00 1.00 Maint Worker/Sr Maint Worker/Parks Sr 7.00 8.00 8.00 Management Analyst 0.08 0.08 0.08 Principal Office Assistant 0.50 0.50 0.50 Principal Utilities Engineer 0.20 0.20 0.25 Public Utilities Director 0.20 0.20 0.20 Public Utilities Finance Manager - - 0.25 Senior Management Analyst 0.25 0.25 0.25 Staff Analyst 0.50 0.20 0.40 Supervising Civil Engineer 0.58 0.75 0.50 Utilities Manager 0.50 0.50 0.50 Utilities Supervisor - - 0.50 Utility Worker 2.33 2.33 2.33 Was
tewater Treatment Plant Operator 1.00 1.00 1.00 TOTAL 18.09 19.06 19.66
183

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

2026-2027 Goals

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

Specific goals include:

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

Objectives to Meet the Goals

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

Five-Year Outlook

The formation of CFD 2020 -01 was adopted via Council resolution in 2020, authorizing the levy of a special tax each fiscal year on property within the CFD. The special tax is to be levied through Fiscal Year 2119- 2120 for authorized facilities or until all authorized facilities have been constructed or acquired, whichever occurs first.

184

Public Utilities Community Facilities District 2020-01
Department Section 42800
2025-2026
2024-2025 Revised 2026-2027
Actual Estimate Budget

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

TOTAL COMMUNITY FACILITIES
DISTRICT 2020-01 5,700 0 32,700

SOURCES OF FUNDING
Tax Assessments 5,700 0 32,700
TOTAL 5,700 0 32,700
185

Public Utilities Water
Department Section 77000

2026-2027 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 resiliency at the Surface Water Treatment Plant (SWTP). • Increase groundwater recharge at the Marion Basins.

Objectives to Meet the Goals

• Continue to monitor production wells and the distribution system for constituents as required by state and federal regulations, and provide treatment facilities for wells that do not meet regulations • Utilize up -to-date telemetry to monitor demands and program well operations in the most efficient and economical manner.
• Upgrade outdated supervisory control and data acquisition (SCADA) software that is no longer supported and does not adhere to current industry security standards for industrial control systems (ICS). Modern SCADA will provide ease of use and advanced functionality for operators, developers, and system administrators.
• Install and maintain meters that are compatible with Advanced Metering Infrastructure (AMI) . • Maintain and rehabilitate wells to provide a stable water supply, maintain and update the SWTP, and protect the quality of the water provided to our customers by aggressively implementing the backflow prevention program.
• Increase utilization of surface water and the SWTP to decrease reliance on groundwater . • E xpand 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 Water System Master Plan Update to evaluate service delivery to future growth associated with the current General Plan.
• Work with other agencies in the Kings Basin as a member of the North Kings Groundwater Sustainability Agency (NKGSA) to implement the Sustainable Groundwater Management Act (SGMA).

Five-Year Outlook

New state and federal regulations continue to be reviewed and adopted. This makes it increasingly challenging and costly to furnish water that meets or exceeds quality standards established by the Safe Drinking Water Act .

Monitoring for Per - and Polyfluoroalkyl Substances (PFAS) began in 2019 and is continuing. 1,2,3 TCP monitoring began in 2018 and is continuing. The results of this monitoring (and previous monitoring) will likely result in additional water quality standards that the City’s sources may not meet without additional treatment, such as granular activated carbon (GAC). A new water rate study was adopted by Council in April of 2026 in which revised water rates w ere considered and approved through a Proposition 218 process and will go into effect on January 1, 2027. The City is a member of the NKGSA and is working co operatively with the agency in order to implement the Sustainable Groundwater Management Act (SGMA) passed in 2014. These imposed regulations have increased costs to the City through the purchase of additional surface water supplies and intentional recharge to meet the sustainability requirements developed in the Groundwater Sustainability Plan (GSP), which was adopted by the NKGSA Board and submitted to the State in 2020. The five- year forecast shows projected 21% rate increases for January 1, 2027, and January 1, 2028, an 18% rate increase January 1, 2029, and 3% increase in rates beginning July 1, 2029, and thereafter annually. 186

Public Utilities Water
Department Section 77000
2025-2026
2024-2025 Revised 2026-2027
Actual Estimate Budget

BUDGET DETAIL
Salaries - Regular 3,889,028 4,004,200 4,897,400
Overtime 163,920 180,500 205,500
Extra Help 7,385 13,000 18,000
Benefits 1,830,864 1,919,200 2,236,900
Energy 5,317,091 5,450,000 5,650,000
Professional Services 2,366,605 3,397,600 3,720,500
Office Supplies 1,496,607 1,863,800 2,037,800
Admin & Overhead 5,789,957 6,422,400 7,967,300
Capital Outlays - Public Utilities 3,203,624 5,090,500 4,993,500 TOTAL WATER 24,065,081 28,341,200 31,726,900

SOURCES OF FUNDING
User Fees 24,065,081 28,341,200 31,726,900
TOTAL 24,065,081 28,341,200 31,726,900

DETAIL OF POSITIONS
Administrative Assistant 0.25 0.25 0.25
Assistant Public Utilities Director 0.25 0.35 0.50 Assistant Water Systems Technician 4.00 4.00 4.00 Communications & Marketing Analyst 0.10 0.10 0.10 Communications & Marketing Specialist - 0.10 0.10 Construction Manager 0.25 0.25 0.25 Deputy Public Utilities Director 0.45 0.45 0.25 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 2.15 2.15 Geographic Information System Analyst - - 0.25 Maintenance Leadworker 3.00 3.00 3.00 Maint Worker/Sr Maint Worker/Parks Sr 13.60 13.60 13.60 Management Analyst 0.24 0.24 0.24 Meter Reader 4.00 4.00 4.00 Principal Office Assistant 1.40 1.40 1.30 Principal Utilities Engineer 0.35 0.35 0.30 Public Utilities Director 0.30 0.30 0.30 Public Utilities Finance Manager - - 0.25 Senior Management Analyst 0.30 0.30 0.30 Staff Analyst 0.50 0.20 0.45 Supervising Civil Engineer 0.69 0.70 0.70 Utilities Manager 0.50 0.50 0.50 Utilities Super
visor - - 0.50
Utility Worker 7.33 8.33 8.33 Water Production Manager 1.00 1.00 1.00 Water Systems Supervisor 1.00 1.00 1.00 Water Systems Technician 1.00 1.00 1.00 Water Treatment Plant Operator 3.00 3.00 3.00 TOTAL 48.51 50.42 51.47
187

CLOVIS SUCCESSOR AGENCIES

TRUST FUND SUMMARY
Fiscal Year Principal Interest Total
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 $6,665,000 $1,275,320 $7,940,320
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 2026/27 budget is $1,050,000 for principal and $287,000 for interest.

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

The purpose of the Clovis Successor Agencies is to wind down the activities of the former Redevelopment Agency. The Successor Agencies' activities are reported as a trust fund and are therfore not included in the City of Clovis' budget. These schedules are presented for informational purposes. 188

TRUST FUND SUMMARY
2025-2026
2024-2025 Revised 2026-2027
Actual Estimate Budget
Redevelopment Property Tax Trust Fund 1,364,982 1,329,000 1,361,000 TOTAL SUCCESSOR AGENCIES 1,364,982 1,329,000 1,361,000
Professional Services 20,000 0 20,000
Debt Service 1,344,982 1,329,000 1,341,000
TOTAL SUCCESSOR AGENCIES 1,364,982 1,329,000 1,361,000

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