Agenda — Farmersville City Council, June 13, 2022 (part 2 of 4)

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Project Items
Design/Eng. 150,000.00 50,000.00 200,000.00
Acquisitions -
Permits -
Administration 100,000.00 100,000.00
Construction 950,000.00 950,000.00
Inspection 100,000.00 100,000.00
Contingency 142,500.00 142,500.00
Equip / Vehicle -
Other (specify) -
Total - - 150,000.00 1,342,500.00 - 1,492,500.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Funding Sources
DIF -

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility -
Water Utility -
General Fund 150,000.00 150,000.00
Other (specify) -
Total Funding Sources - - 150,000.00 - - 150,000.00
Total Funding Sources - - 150,000.00 - - 150,000.00
Total Project Cost - - 150,000.00 1,342,500.00 - 1,492,500.00 Total Unfunded - - - 1,342,500.00 - 1,342,500.00
Central Farmersville Boulevard
Fiscal Year
Fiscal Year
ENG2020-02 Capital Improvement Plan
Engineering Project Request
5 Fiscal Year 2020 CIP

REVISED

1. Pavement re-construction of Central Farmersville Boulevard (Visalia Road to Walnut Avenue)

2. Funding – As funds are available. Initial Design and Engineering costs could be supported by local Measure R allocation if other funding sources do not become available. Other project costs are currently unfunded.

3. Road work would include pavement work, curb and gutter as necessary, and required ADA improvements at intersections.

4. Maintenance will be outside of the limits of this CIP Plan. 5/20/2022

Page 168 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Project Items
Design/Eng. 35,000.00 35,000.00
Acquisitions -
Permits -
Administration 25,000.00 25,000.00
Construction 240,000.00 240,000.00
Inspection 25,000.00 25,000.00
Contingency 36,000.00 36,000.00
Equip / Vehicle -
Other (specify) -
Total - 35,000.00 326,000.00 - - 361,000.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Funding Sources
DIF -

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility -
Water Utility 35,000.00 326,000.00 361,000.00
General Fund -
Other (specify) -
Total Funding Sources - 35,000.00 326,000.00 - - 361,000.00 Total Funding Sources - 35,000.00 326,000.00 - - 361,000.00 Total Project Cost - 35,000.00 326,000.00 - - 361,000.00 Total Unfunded - - - - - -
Birch Water Line Relocation
Fiscal Year
Fiscal Year
ENG2020-06 Capital Improvement Plan
Engineering Project Request
5 Fiscal Year 2020 CIP

REVISED

1. Relocation of 700’ of 6” water line from between lot lines to Birch Street.

2. Water Funds

3. Includes water line, trenching, abandonment of existing line.

4. Maintenance will be outside of the limits of this CIP Plan. 5/20/2022

Page 169 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Project Items
Design/Eng. 150,000.00 150,000.00
Acquisitions -
Permits -
Administration -
Construction -
Inspection -
Contingency -
Equip / Vehicle -
Other (specify) -
Total - - - - - 150,000.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Funding Sources
DIF -

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility 75,000.00 75,000.00
Water Utility 75,000.00 75,000.00
General Fund -
Other (specify) -
Total Funding Sources - - - - - 150,000.00
Total Funding Sources - - - - - 150,000.00
Total Project Cost - - - - - 150,000.00
Total Unfunded - - - - - -
Master Plans (Sewer, Water, Storm Drain)
Fiscal Year
Fiscal Year
ENG2022-01 Capital Improvement Plan
Engineering Project Request
5 Fiscal Year 2022 CIP

1. Update the city’s master plans for sewer, water and storm drain.

2. Funding through Sewer & Water Utility

3. Update city’s master plans for future development including sewer and water infrastructure, storm drain systems and retention basins.

4. Maintenance will be negligible.
5/20/2022

Page 170 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Project Items
Design/Eng. 10,400.00 10,400.00
Acquisitions 35,000.00 35,000.00
Permits -
Administration 4,000.00 1,200.00 5,200.00
Construction 150,000.00 150,000.00
Inspection 7,500.00 7,500.00
Contingency -
Equip / Vehicle -
Other (specify) -
Total - 14,400.00 193,700.00 - - 208,100.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Funding Sources
DIF 14,400.00 193,700.00 208,100.00

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility -
Water Utility -
General Fund -
Other (specify) -
Total Funding Sources - 14,400.00 193,700.00 - - 208,100.00 Total Funding Sources - 14,400.00 193,700.00 - - 208,100.00 Total Project Cost - 14,400.00 193,700.00 - - 208,100.00 Total Unfunded - - - - - -
Water Recharge Basin
Fiscal Year
Fiscal Year
ENG2022-02 Capital Improvement Plan
Engineering Project Request
5 Fiscal Year 2022 CIP

1. New ponding basin (6 feet depth) with designed storage capacity of 15 acre-feet to be constructed at location based on updated Master Plan.

2. Funding through Water Utility Developer Impact Fees.

3. Right of way (3.5 acre ±), excavation & grading, storm drain concrete pipe, fencing, outfall structure.

4. Slope maintenance, sediment control.
5/20/2022

Page 171 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Project Items
Design/Eng. 53,000.00 53,000.00
Acquisitions -
Permits -
Administration 12,000.00 12,000.00
Construction -
Inspection -
Contingency -
Equip / Vehicle -
Other (specify) -
Total 65,000.00 - - - - 65,000.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Funding Sources
DIF -

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility -
Water Utility -
General Fund -
Other (specify) 65,000.00 65,000.00
Total Funding Sources 65,000.00 - - - - 65,000.00
Total Funding Sources 65,000.00 - - - - 65,000.00
Total Project Cost 65,000.00 - - - - 65,000.00
Total Unfunded - - - - - -
Update City Standards
Fiscal Year
Fiscal Year
ENG2022-03 Capital Improvement Plan
Engineering Project Request
5 Fiscal Year 2022 CIP

1. Update existing city standard plans.

2. Funding split through the LEAP grant that has been awarded to the City.

3. Updated standard plans for sewer, water, street, storm drain and others.

4. Maintenance will be negligible.
5/20/2022

Page 172 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Project Items
Design/Eng. 18,000.00 18,000.00
Acquisitions -
Permits -
Administration -
Construction 1,200,000.00 1,200,000.00
Inspection 40,000.00 40,000.00
Contingency -
Equip / Vehicle -
Other (specify) -
Total - - 18,000.00 1,240,000.00 - 1,258,000.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Funding Sources
DIF -

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility -
Water Utility 18,000.00 18,000.00
General Fund -
Other (specify) -
Total Funding Sources - - - 18,000.00
Total Funding Sources - - - - - 18,000.00
Total Project Cost - - 18,000.00 1,240,000.00 - 1,258,000.00 Total Unfunded - - 18,000.00 1,240,000.00 - 1,240,000.00 Water Tank Construction
Fiscal Year
Fiscal Year
ENG2022-04 Capital Improvement Plan
Engineering Project Request
5 Fiscal Year 2022 CIP

1. New water storage tank to be installed at location determined by updated master plan. Assume 1,000,000 gallon tank.

2. Funding through Water Utility funds.

3. Water tank. Established master plan for determining location.

4. Annual inspections, water testing, on-site maintenance. 5/20/2022

Page 173 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Project Items
Design/Eng. 77,500.00 15,000.00 92,500.00
Acquisitions -
Permits -
Administration 12,500.00 9,000.00 21,500.00
Construction 1,351,000.00 1,351,000.00
Inspection 35,000.00 35,000.00
Contingency -
Equip / Vehicle -
Other (specify) -
Total 90,000.00 1,410,000.00 - - - 1,500,000.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Funding Sources
DIF -

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility -
Water Utility -
General Fund -
Other (specify) 90,000.00 1,410,000.00 1,500,000.00
Total Funding Sources 90,000.00 1,410,000.00 - - - 1,500,000.00 Total Funding Sources 90,000.00 1,410,000.00 - - - 1,500,000.00 Total Project Cost 90,000.00 1,410,000.00 - - - 1,500,000.00 Total Unfunded - - - - - -
Water Well Construction
Fiscal Year
Fiscal Year
ENG2022-05 Capital Improvement Plan
Engineering Project Request
5 Fiscal Year 2022 CIP

1. Replace existing Well 3 at Corporation Yard with an upgraded system to handle increased city water demand.

2. Funding through Water Utility Funds or a DWR grant if available. ARP funding may also be applied if applicable.

3. Replace the existing well with a larger, deeper system capable of producing 1 MGD. Include 150 KW generator.

4. Water well test reports, annual inspections, pump maintenance. 5/20/2022

Page 174 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Project Items
Design/Eng. -
Acquisitions -
Permits -
Administration -
Construction 181,000.00 181,000.00
Inspection 10,000.00 10,000.00
Contingency -
Equip / Vehicle -
Other (specify) -
Total - 191,000.00 - - - 213,000.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Funding Sources
DIF -

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility -
Water Utility -
General Fund 191,000.00 191,000.00
Other (specify) -
Total Funding Sources - 191,000.00 - - - 191,000.00
Total Funding Sources - 191,000.00 - - - 191,000.00
Total Project Cost - 191,000.00 - - - 213,000.00
Total Unfunded - - - - - 22,000.00
City Hall Parking Lot (Phase 1)
Fiscal Year
Fiscal Year
ENG2022-06 Capital Improvement Plan
Engineering Project Request
5 Fiscal Year 2022 CIP

1. Improve/ rehab existing AC pavement & drainage elements for City Hall parking lot.

2. Funding through General Fund Capital Fund.

3. Phase 1:

Initial improvements will be focused primarily at the south end of City Hall within the Police and Fire Department area. The elements included in this phase are:
a. 1,960 S.Y. Grind & Overlay (within Fire and Police private parking area). b. 240 L.F. Valley Gutter
c. 2,870 S.F. Reinforced Concrete (west entrance replacement, additional concrete slab at south end of building). d. 5,162 S.Y. Fog Seal (within public parking area).

4. Maintenance will be negligible once improvements are complete. Planning completed in Fiscal Year 2021-22 but construction delayed until Fiscal Year 2023-24 due to funding constraints. 5/20/2022

Page 175 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Project Items
Design/Eng. 12,000.00 12,000.00
Acquisitions -
Permits -
Administration 5,500.00 5,500.00
Construction 162,100.00 162,100.00
Inspection 9,000.00 9,000.00
Contingency -
Equip / Vehicle -
Other (specify) -
Total - - 17,500.00 171,100.00 - 188,600.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Funding Sources
DIF -

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility -
Water Utility -
General Fund 17,500.00 171,100.00 188,600.00
Other (specify) -
Total Funding Sources - - 17,500.00 171,100.00 - 188,600.00 Total Funding Sources - - 17,500.00 171,100.00 - 188,600.00 Total Project Cost - - 17,500.00 171,100.00 - 188,600.00 Total Unfunded - - - - - -
City Hall Parking Lot (Phase 2)
Fiscal Year
Fiscal Year
ENG2022-07 Capital Improvement Plan
Engineering Project Request
5 Fiscal Year 2022 CIP

1. Improve/ rehab existing AC pavement & drainage elements for City Hall parking lot.

2. Funding through General Fund Capital Fund.

3. Phase 2 will include the pavement rehabilitation for the public parking area of City Hall. (5,162 S.Y.)

4. Maintenance will be negligible once improvements are complete. 5/20/2022

Page 176 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Project Items
Design/Eng. -
Acquisitions -
Permits -
Administration 50,000.00 50,000.00
Construction -
Inspection -
Contingency -
Equip / Vehicle -
Other (specify) -
Total - - - 50,000.00 - 50,000.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Funding Sources
DIF -

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility -
Water Utility -
General Fund 50,000.00 50,000.00
Other (specify) -
Total Funding Sources - - - 50,000.00 - 50,000.00
Total Funding Sources - - - 50,000.00 - 50,000.00
Total Project Cost - - - 50,000.00 - 50,000.00
Total Unfunded - - - - - -
Residential Streetlight Study
Fiscal Year
Fiscal Year
ENG2022-08 Capital Improvement Plan
Engineering Project Request
5 Fiscal Year 2022 CIP

1. Two phase project:

Phase 1: Conduct a study to evaluate locations for new street lights and determine costs for additional lights.

Phase 2: Prioritize sites and proceed with installation based on available funds.

2. Phase 1: To be funded by Cannabis Revenue. Estimated cost is $50,000 until formal quotes are acquired. The estimate is referenced in the below tables.

Phase 2: Unfunded. Cost of project is currently unknown and not included in the below tables.

3. Older residential areas do not meet today’s standards on distance between streetlights and causing some areas to be extremely dark. Residents have expressed concern, prompting a review of the current locations and to determine the feasibility of adding more streetlights.

4. There will be an additional cost of approximately $xxx a month for each additional light installed. 5/20/2022

Page 177 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Project Items
Design/Eng. 75,000.00 75,000.00
Acquisitions -
Permits -
Administration -
Construction 1,525,000.00 400,000.00 1,925,000.00
Inspection -
Contingency -
Equip / Vehicle -
Other (specify) -
Total 1,600,000.00 400,000.00 - - - 2,000,000.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Funding Sources
DIF -

SLESF -
Measure R -
LTF/ TDA 1,600,000.00 400,000.00 2,000,000.00
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility -
Water Utility -
General Fund -
Other (specify) -
Total Funding Sources 1,600,000.00 400,000.00 - - - 2,000,000.00 Total Funding Sources 1,600,000.00 400,000.00 - - - 2,000,000.00 Total Project Cost 1,600,000.00 400,000.00 - - - 2,000,000.00 Total Unfunded - - - - - -
PAVEMENT MANAGEMENT PROGRAM - YEAR 1
Fiscal Year
Fiscal Year
ENG2022-09 Capital Improvement Plan
Engineering Project Request
5 Fiscal Year 2022 CIP

REVISED

1. Pavement re-construction of roadway based on results from Pavement Management System results

2. Funding – As funds are available.

3. Road work would include pavement work, curb and gutter as necessary, and required ADA improvements at intersections.

4. Maintenance will be outside of the limits of this CIP Plan. 5/20/2022

Page 178 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Project Items
Design/Eng. 75,000.00 75,000.00
Acquisitions -
Permits -
Administration -
Construction 1,925,000.00 1,925,000.00
Inspection -
Contingency -
Equip / Vehicle -
Other (specify) -
Total - 75,000.00 1,925,000.00 - - 2,000,000.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Funding Sources
DIF -

SLESF -
Measure R 75,000.00 1,925,000.00 2,000,000.00

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility -
Water Utility -
General Fund -
Other (specify) -
Total Funding Sources - 75,000.00 1,925,000.00 - - 2,000,000.00 Total Funding Sources - 75,000.00 1,925,000.00 - - 2,000,000.00 Total Project Cost - 75,000.00 1,925,000.00 - - 2,000,000.00 Total Unfunded - - - - - -
PAVEMENT MANAGEMENT PROGRAM - YEAR 2
Fiscal Year
Fiscal Year
ENG2022-10 Capital Improvement Plan
Engineering Project Request
5 Fiscal Year 2022 CIP

REVISED

1. Pavement re-construction of roadway based on results from Pavement Management System results

2. Funding – As funds are available.

3. Road work would include pavement work, curb and gutter as necessary, and required ADA improvements at intersections.

4. Maintenance will be outside of the limits of this CIP Plan. 5/20/2022

Page 179 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Project Items
Design/Eng. 75,000.00 75,000.00
Acquisitions -
Permits -
Administration -
Construction 1,925,000.00 1,925,000.00
Inspection -
Contingency -
Equip / Vehicle -
Other (specify) -
Total - - 75,000.00 1,925,000.00 - 2,000,000.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Funding Sources
DIF -

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) 75,000.00 1,085,000.00 1,160,000.00
Gas Tax -
Maint Districts -
Sewer Utility -
Water Utility -
General Fund -
Other (specify) 840,000.00 840,000.00
Total Funding Sources - - 75,000.00 1,925,000.00 - 2,000,000.00 Total Funding Sources - - 75,000.00 1,925,000.00 - 2,000,000.00 Total Project Cost - - 75,000.00 1,925,000.00 - 2,000,000.00 Total Unfunded - - - - - -
PAVEMENT MANAGEMENT PROGRAM - YEAR 3
Fiscal Year
Fiscal Year
ENG2022-11 Capital Improvement Plan
Engineering Project Request
5 Fiscal Year 2022 CIP

REVISED

1. Pavement re-construction of roadway based on results from Pavement Management System results

2. Funding – As funds are available but likely paid through remaining STP funds and RMRA SB1 funds.

3. Road work would include pavement work, curb and gutter as necessary, and required ADA improvements at intersections.

4. Maintenance will be outside of the limits of this CIP Plan. 5/20/2022

Page 180 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Project Items
Design/Eng. -
Acquisitions -
Permits -
Administration 74,700.00 74,700.00
Construction 715,000.00 715,000.00
Inspection 29,300.00 29,300.00
Contingency 54,000.00 54,000.00
Equip / Vehicle -
Grand Opening 2,000.00 2,000.00
Total - 875,000.00 - - - 875,000.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Funding Sources
DIF -

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility -
Water Utility -
General Fund -
Other (specify) -
Total Funding Sources - - - - - -
Total Funding Sources - - - - - -
Total Project Cost - 875,000.00 - - - 875,000.00
Total Unfunded - 875,000.00 - - - 875,000.00
Alley Improvements (Construction)
Fiscal Year
Fiscal Year
ENG2022-12 Capital Improvement Plan
Engineering Project Request
5 Fiscal Year 2022 CIP

1. Project is to construct safe throughways for residents to walk, bike, and obtain access to their garages, backyards, neighbors, and transit center. Alleys will be upgraded to Class III bicycle facilities.

2. Potential funding for construction through CDBG grant.

3. Construction improvements for (8) Alley reconstructions including excavation and earthwork, valley gutter replacement, ADA drive approaches, 8-16 new street lights, storm drain modifications and updated signage and striping.

4. Future maintenance will be required to prevent the improvements from deteriorating to severe conditions. 5/20/2022

Page 181 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Project Items
Design/Eng. 150,000.00 150,000.00
Acquisitions -
Permits -
Administration -
Construction 4,850,000.00 4,850,000.00
Inspection -
Contingency -
Equip / Vehicle -
Other (specify) -
Total 150,000.00 4,850,000.00 - - - 5,000,000.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Funding Sources
DIF -

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility -
Water Utility -
General Fund -
Other (specify) -
Total Funding Sources - - - - - -
Total Funding Sources - - - - - -
Total Project Cost 150,000.00 4,850,000.00 - - - 5,000,000.00 Total Unfunded 150,000.00 4,850,000.00 - - - 5,000,000.00 ENG2022-13 Capital Improvement Plan
Engineering Project Request
Fiscal Year 2022 CIP

REVISED
Solar Plant Located at WWTP
Fiscal Year
Fiscal Year
4 1. Ground-mounted solar system array to supply electrical power to applications at the Farmersville Wastewater Treatments Plant.

2. Potential funding provided through a grant with the DWR for construction, but this application has not been completed yet.

Wastewater Utility and/or Cannabis Business Tax funds can be used for the design phase of the project.

3. Solar panels and ground mount structure, excavation/conduit runs, interconnection with SCE coordination.

4. System performance analysis, inverter inspection and maintenance, array inspection and cleaning. Software updates and system calibration will be necessary for max efficiency of solar array. 5/20/2022

Page 182 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Project Items
Design/Eng. -
Acquisitions -
Permits -
Administration 25,000.00 25,000.00
Construction 225,000.00 225,000.00
Inspection -
Contingency -
Equip / Vehicle -
Other (specify) -
Total 25,000.00 225,000.00 - - - 250,000.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Funding Sources
DIF -

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility -
Water Utility -
General Fund 25,000.00 25,000.00
Other (specify) 225,000.00 225,000.00
Total Funding Sources 25,000.00 225,000.00 - - - 250,000.00 Total Funding Sources 25,000.00 225,000.00 - - - 250,000.00 Total Project Cost 25,000.00 225,000.00 - - - 250,000.00 Total Unfunded - - - - - -
ADA Sidewalk Improvements
Fiscal Year
Fiscal Year
ENG2022-15 Capital Improvement Plan
Engineering Project Request
5 Fiscal Year 2022 CIP

1. Using the ADA transition plan documents created in 2020, the City will plan, design, and construct/reconstructed sidewalk in some of the areas identified by the study as high need. This first phase will begin with Sector F improvements as identified in the ADA Improvement Plan.

2. The preliminary design and planning phases can be paid with Cannabis Business Tax. Depending upon the cost, scope, and location the construction may be paid for with cannabis business tax or a potential round of funding through the ATP Safe Routes to School funding from CalTrans, if awarded. Original estimate is for $250,000 total budget for a limited scope project. The ADA improvement plan calls for multiple millions of dollars of corrections but will need to be handled in several different projects when funding is available.

3. Primarily focused on repairing, replacing, or creating curb, gutter, and sidewalk to improve access throughout the City. This project is specifically focusing on areas outside of the ADA improvements accompanying surface road repairs.

4. There is no estimate for ongoing operations and maintenance cost at this point until the scope is determined and the new assets are created. Maintenance of the sidewalks is usually minimal and the useful life can be over 20 years. 5/20/2022

Page 183 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27
Project Items
Design/Eng. 672,757.00 672,757.00
Acquisitions -
Permits 51,080.00 51,080.00
Administration -
Construction 1,000,000.00 2,600,569.00 3,600,569.00
Inspection -
Contingency -
Equip / Vehicle -
Other (specify) 9,000.00 500.00 9,500.00
Total 1,732,837.00 2,601,069.00 - - - 4,333,906.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27
Funding Sources
DIF -

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility -
Water Utility -
Measure Q
General Fund -
Other (specify) 1,732,837.00 2,601,069.00 4,333,906.00
Total Funding Sources 1,732,837.00 2,601,069.00 - - - 4,333,906.00 Total Funding Sources 1,732,837.00 2,601,069.00 - - - 4,333,906.00 Total Project Cost 1,732,837.00 2,601,069.00 - - - 4,333,906.00 Total Unfunded - - - - - -
Hwy 198 Gateway Improvements
Fiscal Year Total
Fiscal Year Total
6 Fiscal Year 2023 CIP Request
ENG2023-01 Capital Improvement Plan
Engineering Project Request

1. Beautification project at Hwy 198 at the offramp areas to represent a gateway to Farmersville. Additionally, a litter campaign will be conducted as well as some downtown improvements. The total cost for this project is estimated at $4,333,906.

2. This project is 100% funded by the Clean California Local Grant Program - Caltrans.

3. Environmental Phase: $123,640
Encroachment Permit: $51,080
Design/Engineering: $549,117
Construction Engineering: $447,515
Construction (Downtown Improvements): $53,346
Construction: $3,099,708
Clean Up Events & Groundbreaking/Ribbon Cutting: $1,000 Anti Litter Campaign: $2,000
Anti Litter Signage: $6,500

4. Maintenance will be performed by City.
5/20/2022

Page 184 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27
Project Items
Design/Eng. -
Acquisitions -
Permits -
Administration -
Construction 1,246,175.00 1,246,175.00
Inspection -
Contingency -
Equip / Vehicle -
Other (specify) -
Total 1,246,175.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27
Funding Sources
DIF -

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility -
Water Utility -
Measure Q
General Fund -
Other (specify) 1,246,175.00 1,246,175.00
Total Funding Sources - - 1,246,175.00 - - 1,246,175.00 Total Funding Sources - - 1,246,175.00 - - 1,246,175.00 Total Project Cost - - 1,246,175.00 - - 1,246,175.00
Total Unfunded - - - - - -
AHSC Ped & Bike Improvements
Fiscal Year Total
Fiscal Year Total
5 Fiscal Year 2023 CIP Request
ENG2023-02 Capital Improvement Plan
Engineering Project Request

1. Bike and pedestrian improvements in the area of Farmersville Blvd between Walnut and Front Streets.

Estimated cost is $1,246,175.

2. These improvements are funded by the AHSC grant awarded to Self-Help Enterprises in conjunction with the Los Arroyos housing project and multi-modal hub. This project should be coordinated with the CIP regarding Year 2 Street Project. Period of performance is 6 years per grant guidelines, but official deadline will be stated in the Standard Agreement.

3. This project creates connectivity between the Los Arroyos complex and the future transit center creating a more pedestrian and bike friendly community.
5/20/2022

Page 185 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27
Project Items
Design/Eng. -
Acquisitions -
Permits -
Administration -
Construction 3,528,238.00 3,528,238.00
Inspection -
Contingency -
Equip / Vehicle -
Other (specify) -
Total - - 3,528,238.00 - - 3,528,238.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27
Funding Sources
DIF -

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility -
Water Utility -
Measure Q
General Fund -
Other (specify) 3,528,238.00 3,528,238.00
Total Funding Sources - - 3,528,238.00 - - 3,528,238.00 Total Funding Sources - - 3,528,238.00 - - 3,528,238.00 Total Project Cost - - 3,528,238.00 - - 3,528,238.00
Total Unfunded - - - - - -
Multi Modal Hub
Fiscal Year Total
Fiscal Year Total
6 Fiscal Year 2023 CIP Request
ENG2023-03 Capital Improvement Plan
Engineering Project Request

1. A Multi Modal Hub, commonly thought of as a transit center, will be centrally located on Front Street off of Farmersville Blvd. Total estimates are being confirmed for design and construction, but there is a current budget of $3,528,238.

2. The Multi Modal Hub is a project that is in partnership with Self Help Enterprises and TCAG. Funding by a AHSC grant in the amount of $3,528,238 is for construction and must be completed within 6 years of award. The fiscal year for construction has not been determined and is just a placeholder for purposes of this CIP. Funding for design will be reviewed with TCAG.

3. A Multi Modal Hub is to support current and future transit needs which could include buses, micro transit, charging stations, and rail.

4. The Multi Modal Hub will need general facility maintenance and can be contracted out or performed by Public Works. 5/20/2022

Page 186 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27
Project Items
Design/Eng. 9,395.00 9,395.00
Acquisitions -
Permits -
Administration -
Construction 241,136.00 241,136.00
Inspection -
Contingency -
Equip / Vehicle -
Other (specify) -
Total - - - 9,395.00 241,136.00 250,531.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27
Funding Sources
DIF -

SLESF -
Measure R -
LTF/ TDA 9,395.00 241,136.00 250,531.00
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility -
Water Utility -
Measure Q
General Fund -
Other (specify) -
Total Funding Sources - - - 9,395.00 241,136.00 250,531.00 Total Funding Sources - - - 9,395.00 241,136.00 250,531.00 Total Project Cost - - - 9,395.00 241,136.00 250,531.00 Total Unfunded - - - - - -
Year 4 Street Project
Fiscal Year Total
Fiscal Year Total
5 Fiscal Year 2023 CIP Request
ENG2023-04 Capital Improvement Plan
Engineering Project Request

1. Year 4 Street Project is estimated to cost $250,531.

2. This small segment of repairs will be paid from available street funding at the time but likely from TDA / LTF funds as projected by Street Cashflow projections.

3. Year 4 Street Project will include repairs to W. Front Street and include ADA improvements if needed.

4. Ongoing maintenance will be covered by the Public Works Department. 5/20/2022

Page 187 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27
Project Items
Design/Eng. -
Acquisitions -
Permits -
Administration -
Construction -
Inspection -
Contingency -
Equip / Vehicle -
Other (specify) 53,000.00 53,000.00
Total - - - 53,000.00 - 53,000.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27
Funding Sources
DIF 53,000.00 53,000.00

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility -
Water Utility -
Measure Q
General Fund -
Other (specify) -
Total Funding Sources - - - 53,000.00 - 53,000.00
Total Funding Sources - - - 53,000.00 - 53,000.00
Total Project Cost - - - 53,000.00 - 53,000.00
Total Unfunded - - - - - -
Urban Water Management Plan
Fiscal Year Total
Fiscal Year Total
ENG2023-05 Capital Improvement Plan
Engineering Project Request
5 Fiscal Year 2023 CIP Request

1. The Urban Water Management Plan is a comprehensive document detailing how the City handles water in a variety of contexts from safety to stormwater run off and much more. This Plan is required by State Law once a community reaches a certain threshold in population and then is required to be updated routinely thereafter in 2025, 2030, 2035 and so on. The City of Farmersville is projected to near this threshold in the coming years but has not yet. As a proactive approach the City will engage in creating this plan document in the year 2025 to maximize the efficiency of coordinating with the updating schedule.

2. The estimated cost from the City Engineer is projected to be about $53,000 and is eligible to be paid from the Developer Impact Fees specifically for the Water Utility as it directly pertains to expense from growth of the system.

3. The plan will consist of all the State required documentation and various schedules needed to demonstrate the compliance of the City with the plan and State law.

4. The plan will have incremental costs as it is required to be updated on a routine basis set by State Law. 5/20/2022

Page 188 of 522 ends

CITY OF FARMERSVILLE
PROPOSED FIVE YEAR CAPITAL BUDGET AND PROGRAM:

FISCAL YEAR 2022-2023
______________________________________________________

FIRE DEPARTMENT

SUMMARY OF CAPITAL IMPROVEMENT PLAN
YEAR 1
2022-23
YEAR 2
2023-24
YEAR 3
2024-25
YEAR 4
2025-26
YEAR 5
2026-27 TOTAL
Administration 43,500 43,500
Engineering 3,862,837 10,693,969 7,633,213 4,569,895 241,136 27,001,050 Fire 81,000 7,000,000 60,000 225,000 - 7,366,000
Planning 303,000 141,000 63,000 - - 507,000
Police 170,245 117,800 117,800 125,500 64,600 595,945
Public Works 6,070,380 884,500 1,348,000 879,000 1,008,500 10,190,380 TOTAL 10,487,462 18,880,769 9,222,013 5,799,395 1,314,236 45,703,875

FIRE DEPARTMENT CAPITAL PROJECTS
YEAR 1
2022-23
YEAR 2
2023-24
YEAR 3
2024-25
YEAR 4
2025-26
YEAR 5
2026-27 TOTAL
Central Fire Station 7,000,000 7,000,000
SCBA Bottle Filling Station 60,000 60,000
Fire Patrol Vehicle 225,000 225,000
Fire Rescue Equipment 38,000 38,000
AEDs for Fire Apparatus 18,000 18,000
Fire Modem & Tablet Update 25,000 25,000
TOTAL 81,000 7,000,000 60,000 225,000 - 7,366,000

Page 189 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Project Items
Design/Eng. -
Acquisitions -
Permits -
Administration -
Construction -
Inspection -
Contingency -
Equip / Vehicle -
Other (specify) 7,000,000.00 7,000,000.00
Total - 7,000,000.00 - - - 7,000,000.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Funding Sources
DIF -

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility -
Water Utility -
General Fund -
Other (specify) -
Total Funding Sources - - - - - -
Total Funding Sources - - - - - -
Total Project Cost - 7,000,000.00 - - - 7,000,000.00
Total Unfunded - 7,000,000.00 - - - 7,000,000.00
Central Fire Station
Fiscal Year
Fiscal Year
FRE2020-05 Capital Improvement Plan
FIRE Project Request
5 Fiscal Year 2020 CIP

1. A new fire station should be constructed in the central part of town to meet ISO requirements for response distances, to improve response times and meet current safety and operational standards. The current facility is makeshift at best and was the least recommended location as contained in the 1997 Quad Fire Station Study. The current location has been in use since 1998.

The recommendation is to scrap the ($3.2 mil.) RRM design completed in 2007 and change scope to a pre-engineered structure with less site work.

The optimal need is for a 7500 square foot facility per fire station design guidelines and needs assessment. At minimum the FFD could operate in a 6000-7000 square foot facility. Cost is estimated at 160-174 dollars/sq ft at prevailing wage as a public works project.

Currently the FFD operates out of a dedicated space of 3509 sq ft and 1621 sq ft of shared space for a total of 5130 sq ft.

2. Currently there are no funding sources identified and the projected year may change. This project will need to be revised to show design costs and updated timeline.
5/20/2022

Page 190 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Project Items
Design/Eng. -
Acquisitions -
Permits -
Administration -
Construction -
Inspection -
Contingency -
Equip / Vehicle 60,000.00 60,000.00
Other (specify) -
Total - - 60,000.00 - - 60,000.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Funding Sources
DIF -

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility -
Water Utility -
General Fund -
Other (specify) -
Total Funding Sources - - - - - -
Total Funding Sources - - - - - -
Total Project Cost - - 60,000.00 - - 60,000.00
Total Unfunded - - 60,000.00 - - 60,000.00
SCBA Bottle Filling Station
Fiscal Year
Fiscal Year
FRE2021-03 Capital Improvement Plan
FIRE Project Request
6 Fiscal Year 2021 CIP

REVISED

1. Purchase of an SCBE Bottle Filling Station. Estimated purchase price is $60,000.

2. The SCBA Bottle Filling Station is for fire department use, would be a new capability for the fire department that we currently rely on Tulare County or CDF for. This purchase would be eligible for DIF funds.

3. An SCBA Filling Station would eliminate our reliance on using Tulare County Fire or CDF to fill our air bottles for our fire fighters and allow this to be done in a more timely and efficient fashion. The City Manager has determined that a is in line with the vision of the Council for the next 5 years.

4. There is an estimated useful life of about 10 to 15 years. 5/20/2022

Page 191 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Project Items
Design/Eng. -
Acquisitions -
Permits -
Administration -
Construction -
Inspection -
Contingency -
Equip / Vehicle 225,000.00 225,000.00
Other (specify) -
Total - - - 225,000.00 - 225,000.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Funding Sources
DIF 225,000.00 225,000.00

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility -
Water Utility -
General Fund -
Other (specify) -
Total Funding Sources - - - 225,000.00 - 225,000.00
Total Funding Sources - - - 225,000.00 - 225,000.00
Total Project Cost - - - 225,000.00 - 225,000.00
Total Unfunded - - - - -
Fire Patrol Vehicle
Fiscal Year
Fiscal Year
FRE2022-05 Capital Improvement Plan
Fire Project Request
6 Fiscal Year 2022 CIP

1. Purchase of Patrol. Estimated purchase price is $225,000.

2. This apparatus will replace the existing aging Patrol that has reached the end of its useful service life. A funding source has not yet been identified for this project.

3. The Patrol is a vital piece of the fire department fleet of apparatus. It fills a segment of response type that is necessary in order to meet NFPA recommendations and aids in the department’s ability to respond to all manner of emergency response types. This Patrol is in line with the Vision and Goals of the Council providing a complete level of public safety response to the community.

4. The Patrol has an estimated front line service life of 10 years and an additional service life as backup apparatus of another 5 years for a total of 15 years of service (2014 Ram).
5/20/2022

Page 192 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27
Project Items
Design/Eng. -
Acquisitions -
Permits -
Administration -
Construction -
Inspection -
Contingency -
Equip / Vehicle 38,000.00 38,000.00
Other (specify) -
Total 38,000.00 - - - - 38,000.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27
Funding Sources
DIF -

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility -
Water Utility -
Measure Q 38,000.00
General Fund -
Other (specify) -
Total Funding Sources 38,000.00 - - - - -
Total Funding Sources 38,000.00 - - - - -
Total Project Cost 38,000.00 - - - - 38,000.00
Total Unfunded - - - - - 38,000.00
1 Fiscal Year 2023 CIP Request
FRE2023-01 Capital Improvement Plan
Fire Project Request
Holmatro Rescue Equipment
Fiscal Year Total
Fiscal Year Total

1. Purchase of Holmatro Rescue Equipment. Estimated purchase price is $38,000.

2. Holmatro Rescue Equipment is for use by the fire department for technical rescue of pin ins and entrapped victims of vehicle, industrial, and natural disaster incidents. This purchase, although a replacement of existing equipment that is beyond its service life, would provide enhanced capabilities for the fire department when engaged in rescue operations.

As a result of this it would be eligible for DIF funds if available. In the alternative, cannabis funds could also be used for this purchase and if necessary, this could be funded through the general fund.

3. Current equipment is no longer serviceable by the manufacturer making this a necessary and essential purchase. This purchase is line with the vision of the Council of enhancing public safety capabilities for the next 5 years.

4. The Holmatro Rescue Equipment has an estimated useful life of about 15 years. 5/20/2022

Page 193 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27
Project Items
Design/Eng. -
Acquisitions -
Permits -
Administration -
Construction -
Inspection -
Contingency -
Equip / Vehicle 18,000.00 18,000.00
Other (specify) -
Total 18,000.00 - - - - 18,000.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27
Funding Sources
DIF -

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility -
Water Utility -
Measure Q 18,000.00
General Fund -
Other (specify) -
Total Funding Sources 18,000.00 - - - - -
Total Funding Sources 18,000.00 - - - - -
Total Project Cost 18,000.00 - - - - 18,000.00
Total Unfunded - - - - - 18,000.00
1 Fiscal Year 2023 CIP Request
FRE2023-02 Capital Improvement Plan
Fire Project Request
ZOL AED's
Fiscal Year Total
Fiscal Year Total

1. Purchase of six (6) ZOL AED’s. Estimated purchase price is $3000 each for a total purchase price of $18,000.

2. The ZOL AED’s are for use on each piece of fire apparatus and are for use during response to medical emergencies.

Existing equipment has reached the end of its serviceable life and the transition to ZOL would enhance our response capabilities as well as alleging us with equipment used by current EMS providers in Tulare County. The switch to ZOL also provides the ability to have the EMS agencies to provide us with replacement AED pads eliminating our need to purchase replacements. Although this replaces existing, unserviceable equipment, it also enhances our abilities making it an eligible DIF purchase. In the alternative this is in line with the spirit of Measure Q public safety enhancements promised to the public or could also be purchased with General Fund resources.

3. The ZOL AED’s are a vital piece of rescue equipment that enhances the Fire departments ability to effectively respond to medical emergencies or to treat public safety personnel that may be having a medical emergencies. This purchase is in line with the vision of the Council for enhancing public safety response capabilities as well as the spirit of Measure Q that was adopted by the public with the understanding that it would be used primarily for Public Safety with a portion going towards recreation.

4. The ZOL AED’s have an estimated useful life of about 10 years. 5/20/2022

Page 194 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27
Project Items
Design/Eng. -
Acquisitions -
Permits -
Administration -
Construction -
Inspection -
Contingency -
Equip / Vehicle 30,000.00 30,000.00
Other (specify) -
Total 30,000.00 - - - - 30,000.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27
Funding Sources
DIF -

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility -
Water Utility -
Measure Q
General Fund -
Other (specify) 30,000.00 30,000.00
Total Funding Sources 30,000.00 - - - - 30,000.00
Total Funding Sources 30,000.00 - - - - 30,000.00
Total Project Cost 30,000.00 - - - - 30,000.00
Total Unfunded - - - - - -
Modem/Tablet Project
Fiscal Year Total
Fiscal Year Total
1 Fiscal Year 2023 CIP Request
FRE2023-03 Capital Improvement Plan
Fire Department Project Request

1. Purchase of 6 Cradlepoint vehicle modems, 6 Getac tablets, and associated mounting hardware allowing the Fire Department to fully utilize the Spilman dispatch and RMS system being implemented by Tulare County in the 2023 budget year.

2. The purchase of these modems/tablets is specifically for use by the Farmersville Fire Department as they will be mounted in fire apparatus. Appropriate funding sources for this project would be DIF, ARPA, or General Fund.

3. The modem/tablet project will keep the Fire Department current with allied agencies and with our contract dispatch service through Tulare County. It will allow for multiple additional tools through voiceless communications with dispatch, GPS mapping, in vehicle reporting capabilities etc. The City Manager has determined this project is in line with the vision of the Council in supporting public safety for the next 5 years.

4. The modem/tablet project will require an annual subscription for the Cradlepoint modems that will be assumed as an operational expense through the current general fund operations budget. 5/20/2022

Page 195 of 522 ends

THIS PAGE INTENTIONALLY LEFT BLANK

Page 196 of 522 ends

CITY OF FARMERSVILLE
PROPOSED FIVE YEAR CAPITAL BUDGET AND PROGRAM:

FISCAL YEAR 2022-2023
______________________________________________________

PLANNING DEPARTMENT

PLANNING DEPARTMENT CAPITAL PROJECTS
YEAR 1
2022-23
YEAR 2
2023-24
YEAR 3
2024-25
YEAR 4
2025-26
YEAR 5
2026-27 TOTAL
Downtown Specific Plan 90,000 90,000
Zoning Ordinance Update 50,000 50,000
General Plan Update 63,000 126,000 63,000 252,000
Housing Element Update 100,000 15,000 115,000
TOTAL 303,000 141,000 63,000 - - 507,000

Page 197 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Project Items
Design/Eng. -
Acquisitions -
Permits -
Administration -
Construction -
Inspection -
Contingency -
Equip / Vehicle -
Other (specify) 90,000.00 90,000.00
Total 90,000.00 - - - - 90,000.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Funding Sources
DIF -

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility 15,000.00 15,000.00
Water Utility 15,000.00 15,000.00
General Fund 15,000.00 15,000.00
Other (specify) 45,000.00 45,000.00
Total Funding Sources 90,000.00 - - - - 90,000.00
Total Funding Sources 90,000.00 - - - - 90,000.00
Total Project Cost 90,000.00 - - - - 90,000.00
Total Unfunded - - - - - -
Downtown Specific Plan (SB2 Grant)
Fiscal Year
Fiscal Year
PLN2020-01 Capital Improvement Plan
Planning Project Request
7 Fiscal Year 2020 CIP

REVISED

1. A Downtown Specific Plan needs to be developed.

2. Total project cost is $130,000. Project will be paid from several sources; $85,000 from SB2 grant, and the balance will be shared by the enterprise funds.
5/20/2022

Page 198 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Project Items
Design/Eng. -
Acquisitions -
Permits -
Administration -
Construction -
Inspection -
Contingency -
Equip / Vehicle -
Other (specify) 50,000.00 50,000.00
Total 50,000.00 - - - - 50,000.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Funding Sources
DIF -

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility -
Water Utility -
General Fund -
Other (specify) 50,000.00 50,000.00
Total Funding Sources 50,000.00 - - - - 50,000.00
Total Funding Sources 50,000.00 - - - - 50,000.00
Total Project Cost 50,000.00 - - - - 50,000.00
Total Unfunded - - - - - -
Comprehensive Zoning Ordinance Update (SB2 Grant)
Fiscal Year
Fiscal Year
PLN2020-02 Capital Improvement Plan
Planning Project Request
7 Fiscal Year 2020 CIP

REVISED

1. A Comprehensive Zoning Ordinance Update needs to be done and should coincide with the General Plan Update.

2. Funding for the Update can be taken from the General Fund and Enterprise Funds but will now be funded by SB2 ($75,000). 5/20/2022

Page 199 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Project Items
Design/Eng. -
Acquisitions -
Permits -
Administration -
Construction -
Inspection -
Contingency -
Equip / Vehicle -
Other (specify) 63,000.00 126,000.00 63,000.00 252,000.00 Total 63,000.00 126,000.00 63,000.00 - - 252,000.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Funding Sources
DIF -

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility 21,000.00 42,000.00 21,000.00 84,000.00
Water Utility 21,000.00 42,000.00 21,000.00 84,000.00
General Fund 21,000.00 42,000.00 21,000.00 84,000.00
Other (specify) -
Total Funding Sources 63,000.00 126,000.00 63,000.00 - - 252,000.00 Total Funding Sources 63,000.00 126,000.00 63,000.00 - - 252,000.00 Total Project Cost 63,000.00 126,000.00 63,000.00 - - 252,000.00 Total Unfunded - - - - - -
Fiscal Year
Fiscal Year
PLN2020-03 Capital Improvement Plan
Planning Project Request
7 Fiscal Year 2020 CIP
Comprehensive General Plan Update & Env Impact Report

REVISED

1. The General Plan was adopted and prepared for a 20 year period covering the City’s growth up to 2025. Updating a general plan can take a couple of years so the process should begin in FY 2021-22.

2. Funding for the General Plan can be taken from the General Fund and Enterprise Funds. The City was awarded $111,609 of State funds through the REAP grant program administered by TCAG. This will help to offset the total project cost of this project of $252,000.
5/20/2022

Page 200 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27
Project Items
Design/Eng. -
Acquisitions -
Permits -
Administration -
Construction -
Inspection -
Contingency -
Equip / Vehicle -
Other (specify) 100,000.00 15,000.00 115,000.00
Total 100,000.00 15,000.00 - - - 115,000.00
Operations & Maint
FTE Costs -
Operations
Maintenance
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27
Funding Sources
DIF -

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility 34,000.00 5,000.00 39,000.00
Water Utility 33,000.00 5,000.00 38,000.00
Measure Q
General Fund 33,000.00 5,000.00 38,000.00
Other (specify) -
Total Funding Sources 100,000.00 15,000.00 - - - 115,000.00 Total Funding Sources 100,000.00 15,000.00 - - - 115,000.00 Total Project Cost 100,000.00 15,000.00 - - - 115,000.00 Total Unfunded - - - - - -
Housing Element
Fiscal Year Total
Fiscal Year Total
2 Fiscal Year 2023 CIP Request
PLN2023-01 Capital Improvement Plan
Planning Project Request

1. Update to City of Farmersville Housing Element. Estimated cost is $115,000 if no other jurisdictions participate. City staff are working with other local cities to coordinate a Multi-Jurisdictional Housing Element by hiring a single consultant in order to reduce cost for this project.

2. This project will be paid from several sources including the General Fund and Enterprise Funds.

3. Because of numerous changes to Housing Element law, the cost and complexity of preparing a Housing Element has increased significantly. Housing Elements are required every eight years and for Tulare County cities it will be due on December 31, 2023. The project will begin in FY 2023 and conclude in FY 2024. 5/20/2022

Page 201 of 522 ends

THIS PAGE INTENTIONALLY LEFT BLANK

Page 202 of 522 ends

CITY OF FARMERSVILLE
PROPOSED FIVE YEAR CAPITAL BUDGET AND PROGRAM:

FISCAL YEAR 2022-2023
______________________________________________________

POLICE DEPARTMENT

POLICE DEPARTMENT CAPITAL PROJECTS
YEAR 1
2022-23
YEAR 2
2023-24
YEAR 3
2024-25
YEAR 4
2025-26
YEAR 5
2026-27 TOTAL
Patrol Vehicle Replacement (FY20) 38,345 38,345
Patrol Vehicle Replacement (FY22) 56,900 56,900 56,900 170,700 Patrol Vehicle Replacement (FY24) 60,900 60,900 60,900 182,700 Police Office Remodel (Phase 3) 75,000 75,000
Patrol Vehicle Replacement (FY26) 64,600 64,600 129,200 TOTAL 170,245 117,800 117,800 125,500 64,600 595,945

Page 203 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Project Items
Design/Eng. -
Acquisitions -
Permits -
Administration -
Construction -
Inspection -
Contingency -
Equip / Vehicle 38,345.00 38,345.00
Other (specify) -
Total 38,345.00 - - - - 38,345.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Funding Sources
DIF -

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility -
Water Utility -
General Fund 38,345.00 38,345.00
Other (specify) -
Total Funding Sources 38,345.00 - - - - 38,345.00
Total Funding Sources 38,345.00 - - - - 38,345.00
Total Project Cost 38,345.00 - - - - 38,345.00
Total Unfunded - - - - - -
Vehicle Replacement Program for 2019/2020 Fiscal Yer
Fiscal Year
Fiscal Year
POL2020-04 Capital Improvement Plan
Police Project Request
8 Fiscal Year 2020 CIP

REVISED

1. The Police Department Vehicle Replacement Program was adopted by council a number of years ago

2. It calls for the replacement of three (3) Police Patrol vehicles every other year

3. The 2019/2020 Fiscal Year is a vehicle purchase year for the program

4. For the purchase year the department intends to replace three Dodge chargers with the purchase of two new Dodge Chargers and one new Dodge Durango for use by one of the departments K9 Teams.

5. The vehicles will be purchased fully equipped and with extended warranties

6. This will be done under a lease purchase program over a three year term 5/20/2022

Page 204 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Project Items
Design/Eng. -
Acquisitions -
Permits -
Administration -
Construction -
Inspection -
Contingency -
Equip / Vehicle 56,900.00 56,900.00 56,900.00 170,700.00 Other (specify) -
Total 56,900.00 56,900.00 56,900.00 - - 170,700.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Funding Sources
DIF -

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility -
Water Utility -
General Fund 56,900.00 56,900.00 56,900.00 170,700.00
Other (specify) -
Total Funding Sources 56,900.00 56,900.00 56,900.00 - - 170,700.00 Total Funding Sources 56,900.00 56,900.00 56,900.00 - - 170,700.00 Total Project Cost 56,900.00 56,900.00 56,900.00 - - 170,700.00 Total Unfunded - - - - - -
Vehicle Replacement Program for 2021/2022 Fiscal Yer
Fiscal Year
Fiscal Year
POL2020-05 Capital Improvement Plan
Police Project Request
8 Fiscal Year 2020 CIP

REVISED

1. The Police Department Vehicle Replacement Program was adopted by council a number of years ago

2. It calls for the replacement of three (3) Police Patrol vehicles every other year

3. The 2021/2022 Fiscal Year is a vehicle purchase year for the program

4. For the purchase year the department intends to replace three Dodge chargers with the purchase of three new Dodge Chargers.

5. The vehicles will be purchased fully equipped and with extended warranties

6. This will be done under a lease purchase program over a three year term 5/20/2022

Page 205 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Project Items
Design/Eng. -
Acquisitions -
Permits -
Administration -
Construction -
Inspection -
Contingency -
Equip / Vehicle 60,900.00 60,900.00 60,900.00 182,700.00 Other (specify) -
Total - 60,900.00 60,900.00 60,900.00 - 182,700.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Funding Sources
DIF -

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility -
Water Utility -
General Fund 60,900.00 60,900.00 60,900.00 182,700.00
Other (specify) -
Total Funding Sources - 60,900.00 60,900.00 60,900.00 - 182,700.00 Total Funding Sources - 60,900.00 60,900.00 60,900.00 - 182,700.00 Total Project Cost - 60,900.00 60,900.00 60,900.00 - 182,700.00 Total Unfunded - - - - - -
Vehicle Replacement Program for 2023/2024 Fiscal Yer
Fiscal Year
Fiscal Year
POL2020-06 Capital Improvement Plan
Police Project Request
8 Fiscal Year 2020 CIP

REVISED

1. The Police Department Vehicle Replacement Program was adopted by council a number of years ago

2. It calls for the replacement of three (3) Police Patrol vehicles every other year

3. The 2023/2024 Fiscal Year is a vehicle purchase year for the program

4. For the purchase year the department intends to replace three Dodge chargers with the purchase of three new Dodge Chargers.

5. The vehicles will be purchased fully equipped and with extended warranties

6. This will be done under a lease purchase program over a three year term 5/20/2022

Page 206 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Project Items
Design/Eng. -
Acquisitions -
Permits -
Administration -
Construction 75,000.00 75,000.00
Inspection -
Contingency -
Equip / Vehicle -
Other (specify) -
Total 75,000.00 - - - - 75,000.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Funding Sources
DIF -

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility -
Water Utility -
General Fund 75,000.00 75,000.00
Other (specify) -
Total Funding Sources 75,000.00 - - - - 75,000.00
Total Funding Sources 75,000.00 - - - - 75,000.00
Total Project Cost 75,000.00 - - - - 75,000.00
Total Unfunded - - - - - -
PD Office Remodel (Phase 3)
Fiscal Year
Fiscal Year
POL2022-02 Capital Improvement Plan
Police Project Request
5 Fiscal Year 2022 CIP

REVISED

1. Phase III of the Police Department remodel project. Estimated purchase price is $50,000.

2. The Phase III police Department Remodel can be funded out of Cannabis Specific Revenue which fits within the intent of the language in the tax measure indicating that public safety be one of the primary expenditures for that revenue source.

3. The Phase III Police Department remodel project encompasses the front reception area, records room, Chief’s office, Commander’s office and the restroom and shower room which is utilized by both the police and fire staff. The project adds a level of security as well as dramatically increasing functionality of the spaces.

4. The total cost includes construction, fixtures, flooring, and furniture from the public works department and various venders.
5/20/2022

Page 207 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Project Items
Design/Eng. -
Acquisitions -
Permits -
Administration -
Construction -
Inspection -
Contingency -
Equip / Vehicle 64,600.00 64,600.00 129,200.00
Other (specify) -
Total - - - 64,600.00 64,600.00 129,200.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Funding Sources
DIF -

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility -
Water Utility -
General Fund 64,600.00 64,600.00 129,200.00
Other (specify) -
Total Funding Sources - - - 64,600.00 64,600.00 129,200.00 Total Funding Sources - - - 64,600.00 64,600.00 129,200.00 Total Project Cost - - - 64,600.00 64,600.00 129,200.00 Total Unfunded - - - - - -
Vehicle Replacement Program for 2026 Fiscal Year
Fiscal Year
Fiscal Year
POL2022-03 Capital Improvement Plan
Police Project Request
8 Fiscal Year 2022 CIP

1. The Police Department Vehicle Replacement Program was adopted by council a number of years ago

2. It calls for the replacement of three (3) Police Patrol vehicles every other year

3. The 2024/2026 Fiscal Year is a vehicle purchase year for the program

4. For the purchase year the department intends to replace three Dodge chargers with the purchase of three new Dodge Chargers.

5. The vehicles will be purchased fully equipped and with extended warranties

6. This will be done under a lease purchase program over a three year term 5/20/2022

Page 208 of 522 ends

CITY OF FARMERSVILLE
PROPOSED FIVE YEAR CAPITAL BUDGET AND PROGRAM:

FISCAL YEAR 2022-2023
______________________________________________________

PUBLIC WORKS DEPARTMENT

PUBLIC WORKS DEPARTMENT CAPITAL PROJECTS
YEAR 1
2022-23
YEAR 2
2023-24
YEAR 3
2024-25
YEAR 4
2025-26
YEAR 5
2026-27 TOTAL
Skate Park 7,500 7,500
CDBG 2018 Jennings Park 333,000 333,000 334,000 1,000,000 Sports Park Phase III - CNRA Prop 68 1,600,000 1,600,000 New Corporation Yard 1,001,000 1,001,000
Sports Park Rehabilitation Project 17,000 8,000 14,000 39,000 Roy's Park Improvement 196,500 196,500
Skid Steer Loader (Bobcat) 115,000 115,000
Digital Sign 45,000 45,000
Downtown Streetlight Upgrade 40,188 40,188
Freedom Field 2,839,034 2,839,034
TriMax 493 Field Mower 43,943 43,943
Booster Pump & Electrical Panel for Sports Park 200,000 200,000 Liberty Park Trail Improvements 141,000 141,000
Pocket Park Improvements 150,000 150,000
Liberty Park - Phase II 545,000 545,000
Roy's Park - Phase II 775,000 775,000
Roy's Park - Phase III 500,000 500,000
Veteran's Park Improvements 500,000 500,000
Soccer Field Improvements 8,500 8,500
Vacuum Truck 384,500 384,500
Bleachers for Sports Park 59,215 59,215
TOTAL 6,070,380 884,500 1,348,000 879,000 1,008,500 10,190,380

Page 209 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Project Items
Design/Eng. -
Acquisitions -
Permits -
Administration -
Construction -
Inspection -
Contingency -
Equip / Vehicle -
Other (specify) 333,000.00 333,000.00 334,000.00 1,000,000.00 Total - 333,000.00 333,000.00 334,000.00 - 1,000,000.00 Operations & Maint
FTE Costs -
Operations -
Maintenance - -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Funding Sources
DIF -

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility -
Water Utility -
General Fund -
Other (specify) 333,000.00 333,000.00 334,000.00 1,000,000.00 Total Funding Sources - 333,000.00 333,000.00 334,000.00 - 1,000,000.00 Total Funding Sources - 333,000.00 333,000.00 334,000.00 - 1,000,000.00 Total Project Cost - 333,000.00 333,000.00 334,000.00 - 1,000,000.00 Total Unfunded - - - - - -
JENNINGS PARK REMODEL - CDBG 2018 PROGRAM INCOME
Fiscal Year
Fiscal Year
PBW2020-04 Capital Improvement Plan
PUBLIC WORKS Project Request
6 Fiscal Year 2020 CIP

REVISED

1. Convert Jennings Park from a ballfield to a family park. Park would include a playground, playground seating, circular sidewalk, picnic tables, restroom, bar-b-que grills and trees. Staff is looking at spending up to $1,000,000 depending on funding.

2. Park conversion is not eligible for DIF or any other restricted funds. Therefore staff is applying to use Program Income from CDBG if awarded as a supplemental activity through CDBG 2018 grant.

3. Jennings park essentially is not used. Conversion of this park from a ball field to a family park will provide residents with more family oriented leisure.

4. Currently the park receives little usage. Park maintenance is anticipated to remain the same. 5/20/2022

Page 210 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Project Items
Design/Eng. -
Acquisitions -
Permits -
Administration 321,667.00 321,667.00
Construction 1,278,333.00 1,278,333.00
Inspection -
Contingency -
Equip / Vehicle -
Other (specify) -
Total 1,600,000.00 - - - - 1,600,000.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Funding Sources
DIF -

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility -
Water Utility -
General Fund 10,000.00 10,000.00
Other (specify) 1,590,000.00 1,590,000.00
Total Funding Sources 1,600,000.00 - - - - 1,600,000.00 Total Funding Sources 1,600,000.00 - - - - 1,600,000.00 Total Project Cost 1,600,000.00 - - - - 1,600,000.00
Total Unfunded - - - - - -

SPORTS PARK PHASE III
Fiscal Year
Fiscal Year
PBW2020-13 Capital Improvement Plan
PUBLIC WORKS Project Request
4 Fiscal Year 2020 CIP

REVISED

1. The proposed Farmersville Community Park, Phase III – The Sequoia Gateway Area will consist of an amphitheater/outdoor classroom and a playground. The amphitheater will have a concrete stage, a natural sloped seating area, and basic amenities to facilitate public events and small concerts. This space will double as an outdoor classroom with a weather station and include a schoolhouse pavilion. The nature-themed playground will incorporate elements reflected in nature such as rockshaped boulders. There will be outdoor exercise equipment, a walking path, bench seating, and age-appropriate information panels. This project will serve a community classified as a ‘severely disadvantaged community’.

2. State of California Natural Resources Agency (CNRA), Cultural, Community and Natural Resources Grant Program (CCNR)

3. 1,908,206 grant funds, 10,000 city funds, and 10,640 in-kind staff hours

4. Expanded park will likely require an entire FTE to maintain on top of other costs related to parts and materials. 5/20/2022

Page 211 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Project Items
Design/Eng. -
Acquisitions 150,000.00 150,000.00
Permits -
Administration -
Construction 851,000.00 851,000.00
Inspection -
Contingency -
Equip / Vehicle -
Other (specify) -
Total - - 1,001,000.00 - - 1,001,000.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Funding Sources
DIF -

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility -
Water Utility -
General Fund -
Other (specify) -
Total Funding Sources - - - - - -
Total Funding Sources - - - - - -
Total Project Cost - - 1,001,000.00 - - 1,001,000.00
Total Unfunded - - 1,001,000.00 - - 1,001,000.00
New Corporation Yard
Fiscal Year
Fiscal Year
PBW2020-21 Capital Improvement Plan
PUBLIC WORKS Project Request
4 Fiscal Year 2020 CIP

REVISED
Replacement or expansion of existing public works yard that is too small and using antiquated technology facilities.

Planning is still under way but it is anticipated that the cost would be over $1,000,000 with the purchase of land and other upgrades to equipment, infrastructure and facilities.

Partial payment from DIF funds is appropriate and will eliminate some of the General Fund exposure to cost. 5/20/2022

Page 212 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Project Items
Design/Eng. -
Acquisitions -
Permits -
Administration -
Construction -
Inspection -
Contingency -
Equip / Vehicle -
Other (specify) 17,000.00 8,000.00 14,000.00 39,000.00
Total 17,000.00 8,000.00 14,000.00 - - 39,000.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Funding Sources
DIF -

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility -
Water Utility -
General Fund 17,000.00 8,000.00 14,000.00 39,000.00
Other (specify) -
Total Funding Sources 17,000.00 8,000.00 14,000.00 - - 39,000.00 Total Funding Sources 17,000.00 8,000.00 14,000.00 - - 39,000.00 Total Project Cost 17,000.00 8,000.00 14,000.00 - - 39,000.00 Total Unfunded - - - - - -

FARMERSVILLE SPORTS REHAB PROJECT
Fiscal Year
Fiscal Year
PBW2020-23 Capital Improvement Plan
PUBLIC WORKS Project Request
4 Fiscal Year 2020 CIP

REVISED

1. The existing Farmersville Sports Park Trail is in need of significant landscape refurbishment. The initial funding agency denied the installation of hard plumb irrigation as requested by this office, and mandated the installation of a drip irrigation system. As a result, pest rodents have decimated the drip system chewing holes in the tubing which ultimately has caused flood irrigation of the surrounding landscape, allowing weeds to overtake all areas of the walking trail.

The subsequent time public works personnel must dedicate to maintain the walking trail is impractical, unproductive and not cost effective over the long-term.

2. This project would commence with the refurbishment of single zones along the trail over the course of several years.

Refurbishment includes installation of hard plumb irrigation, landscape fabric (AKA… weed barrier) and rubber mulch. This combination will significantly reduce operation and maintenance costs over the long term.

3. Refurbishment is estimated between $8,000.00 – 17,000.00 per zone and will be paid solely from the General Fund unless other funding sources become available.
5/20/2022

Page 213 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Project Items
Design/Eng. -
Acquisitions -
Permits -
Administration -
Construction -
Inspection -
Contingency -
Equip / Vehicle -
Other (specify) 196,500.00 196,500.00
Total 196,500.00 - - - - 196,500.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Funding Sources
DIF -

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility -
Water Utility -
General Fund 8,500.00 8,500.00
Other 188,000.00 188,000.00
Total Funding Sources 196,500.00 - - - - 196,500.00
Total Funding Sources 196,500.00 - - - - 196,500.00
Total Project Cost 196,500.00 - - - - 196,500.00
Total Unfunded - - - - - -
Roys Park Improvements - Phase I
Fiscal Year
Fiscal Year
PBW2021-02 Capital Improvement Plan
Public Works Project Request
8 Fiscal Year 2021 CIP

REVISED

1. Upgrade amenities at Roys Park. Estimated cost is $196,500. The details of the costs have not been identified yet.

2. The City will be receiving $178,000 from the Per Capita Program funded by Prop 68. Farmersville Kiwanis Club has also expressed interest in donating up to $10,000 for ADA accessible equipment. Irrigation upgrades have been budgeted for $8,500 and will be funded by Fund 31.

3. Improvements will include ADA accessible sidewalks, new playground equipment, shade structures, additional picnic tables, improve/replace current arbors, improve restroom, and irrigation upgrades.

4. Roys Park is currently maintained by Public Works and these improvements will not have a significant impact on ongoing operations and maintenance.
5/20/2022

Page 214 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Project Items
Design/Eng. -
Acquisitions -
Permits -
Administration -
Construction -
Inspection -
Contingency -
Equip / Vehicle 115,000.00 115,000.00
Other (specify) -
Total 115,000.00 - - - - 115,000.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Funding Sources
DIF -

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility 38,333.00 38,333.00
Water Utility 38,333.00 38,333.00
General Fund 38,334.00 38,334.00
Other (specify) -
Total Funding Sources 115,000.00 - - - - 115,000.00
Total Funding Sources 115,000.00 - - - - 115,000.00
Total Project Cost 115,000.00 - - - - 115,000.00
Total Unfunded - - - - - -
Skid Steer Loader (Bobcat)
Fiscal Year
Fiscal Year
PBW2021-03 Capital Improvement Plan
PUBLIC WORKS Project Request
4 Fiscal Year 2021 CIP

REVISED

1. Purchase of Super Widget 3000. Estimated purchase price is $50,000 plus annual subscription and shipping.

2. Super Widget 3000 is for general City staff use and not eligible DIF or any other restricted funds. Therefore it will need to be paid for from the General Fund. There is also a grant through the California Department of Stuff that is a 50% match up to $25,000. However, this application is still pending so funding is not guaranteed.

3. Super Widget 3000 makes residents nicer by 3% each year. The City Manager has determined that a Super Widget is in line with the vision of the Council for the next 5 years.

4. The Super Widget 3000 must be thoroughly maintained every other year. Estimated cost is $1,000 per tune up. There is also an annual software subscription of $100 per month for a 5 year period. There is an estimated useful life of about 10 years.

1. Estimated purchase one Bobcat Skid-steer loader – S595 T4 $115,000.

2. The Bobcat is eligible to be paid for with multiple funds. Therefore, it will not be paid solely from the General Fund.

3. Trailer to haul the equipment will need to be purchased separately.

4. Ongoing operations and maintenance expense will be minimal. 5/20/2022

Page 215 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Project Items
Design/Eng. -
Acquisitions -
Permits -
Administration -
Construction -
Inspection -
Contingency -
Equip / Vehicle 40,000.00 40,000.00
Material 5,000.00 5,000.00
Total - - 45,000.00 - 45,000.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Funding Sources
DIF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility 15,000.00 15,000.00
Water Utility 15,000.00 15,000.00
General Fund 15,000.00 15,000.00
Other -
Total Funding Sources - - - 45,000.00 - 45,000.00
Total Funding Sources - - - 45,000.00 - 45,000.00
Total Project Cost - - 45,000.00 - 45,000.00
Total Unfunded - - - - - -
Digital Message Sign
Fiscal Year
Fiscal Year
PBW2021-07 Capital Improvement Plan
Public Works Project Request
6 Fiscal Year 2021 CIP

1. A digital message sign along Farmersville Blvd at Veterans Park to announce upcoming meetings and community events.

2. This purchase will use General Fund and Enterprise Funds. The cost can vary from $10,000 to $100,000 depending on the size and style. Staff has received a quote of $30,000 to $40,000 based on general discussions. This amount could vary once a specific sign is designed.

3. The sign would need to be purchased as well as the material for the base, which could be a metal stand, brick, or stone and the total cost will be impacted by this too.
5/20/2022

Page 216 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Project Items
Design/Eng. -
Acquisitions -
Permits -
Administration -
Construction -
Inspection -
Contingency -
Equip / Vehicle -
Other (specify) 40,188.00 40,188.00
Total 40,188.00 - - - - 40,188.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Funding Sources
DIF -

SLESF -
Measure R -
LTF/ TDA 40,188.00 40,188.00
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility -
Water Utility -
General Fund -
Other (specify) -
Total Funding Sources 40,188.00 - - - - 40,188.00
Total Funding Sources 40,188.00 - - - - 40,188.00
Total Project Cost 40,188.00 - - - - 40,188.00
Total Unfunded - - - - - -

DOWNTOWN STREETLIGHT UPGRADE
Fiscal Year
Fiscal Year
PBW2022-02 Capital Improvement Plan
PUBLIC WORKS Project Request
5 Fiscal Year 2022 CIP

1. Downtown lighting has been deficient due to lack of adequate streetlighting. This project will mitigate those issues.

2. City Council has requested streetlight improvements for the downtown area. The costs to convert the existing High Pressure Sodium Mission Bell fixtures to an LED is:
a. $25,000 for fourteen (14) LED Mission Bell Light Fixtures (not including SCE labor). b. $2,688 for fourteen (14) TAP devices for streetlight mounted decorations. c. $196 for ongoing monthly fee for the TAP devices. A total of $2,352 per year fee. d. Estimate for SCE labor is an additional $12,500.

3. More accurate quote information is only available from SCE with an actual work order.

4. No information on going operations and maintenance costs outside of TAP device fees. 5/20/2022

Page 217 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Project Items
Design/Eng. 13,000.00 13,000.00
Acquisitions -
Permits 5,000.00 5,000.00
Administration 97,000.00 97,000.00
Construction 2,537,759.00 2,537,759.00
Inspection -
Contingency 181,275.00 181,275.00
Equip / Vehicle -
Other (Grand Open 5,000.00 5,000.00
Total 2,839,034.00 - - - - 2,839,034.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Funding Sources
DIF -

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility -
Water Utility -
General Fund 1,025,000.00 1,025,000.00
Other (specify) 1,814,034.00 1,814,034.00
Total Funding Sources 2,839,034.00 - - - - 2,839,034.00 Total Funding Sources 2,839,034.00 - - - - 2,839,034.00 Total Project Cost 2,839,034.00 - - - - 2,839,034.00
Total Unfunded - - - - - -
Freedom Field
Fiscal Year
Fiscal Year
PBW2022-04 Capital Improvement Plan
Public Works Project Request
5 Fiscal Year 2022 CIP

REVISED

1. Design and construction of Freedom Field, Phase 4 of the sports park. Estimated cost is $2,249,034 plus annual maintenance.

2. Urban Greening Grant will fund $1,994,034. The City’s match of $255,000 will be funded by the Cannabis Business Tax ($250,000 for parking lot and $5,000 for grand opening). The City will also need to provide an additional $370,000 in Cannabis Business Tax funds to additional upgrades and cost increases related to the high inflationary trends in the economy currently. Additional costs due to supply chain issues and changes to the scope will also require an additional $400,000 in funds from the Park Improvement Fund.

3. This is in line with the master plan for the sports park and will add approximately 2.33 acres. Features will include a 1.5 acre turf area, picnic shelters, a tot lot, walking trails, shrubs, trees, a plaza for community events, and an ADA accessible parking lot with drop off zones.

4. Maintenance and operations will be managed by the Public Works Department. Projected costs have not been calculated. 5/20/2022

Page 218 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27
Project Items
Design/Eng. -
Acquisitions -
Permits -
Administration -
Construction -
Inspection -
Contingency -
Equip / Vehicle 43,943.00 43,943.00
Other (specify) -
Total 43,943.00 - - - - 43,943.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27
Funding Sources
DIF -

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility -
Water Utility -
Measure Q
General Fund 43,943.00 43,943.00
Other (specify) -
Total Funding Sources 43,943.00 - - - - 43,943.00
Total Funding Sources 43,943.00 - - - - 43,943.00
Total Project Cost 43,943.00 - - - - 43,943.00
Total Unfunded - - - - - -
3 Fiscal Year 2023 CIP Request
PBW2023-01 Capital Improvement Plan
Public Works Project Request
TRIMAX 493 FIELD MOWER
Fiscal Year Total
Fiscal Year Total

1. Purchase a Trimax 493 field mower to replace our existing field mower. Quoted purchase price is $43,942.87.

2. Our Landpride AFM4016 field mower was purchased in June 2006. In 2020, we opted to extend the life of the mower and replaced the major components at a cost of $4,500.00 to allow us to perform research for a replacement. Since that time, we have had other components fail and I have decided this mower needs to be retired.

3. The Trimax 493 is a superior mower compared to the landpride. It was designed with less moving parts, which will result in less maintenance and repair costs. The mower will strictly be utilized for park maintenance and therefore it will solely be funded by the General Fund. It has an estimated useful lifespan of about 20-25 years. 5/20/2022

Page 219 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27
Project Items
Design/Eng. -
Acquisitions -
Permits -
Administration -
Construction -
Inspection -
Contingency -
Equip / Vehicle 200,000.00 200,000.00
Other (specify) -
Total - 200,000.00 - - - 200,000.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27
Funding Sources
DIF -

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility -
Water Utility -
Measure Q 200,000.00 200,000.00
General Fund -
Other (specify) -
Total Funding Sources - 200,000.00 - - - 200,000.00
Total Funding Sources - 200,000.00 - - - 200,000.00
Total Project Cost - 200,000.00 - - - 200,000.00
Total Unfunded - - - - - -
4 Fiscal Year 2023 CIP Request
PBW2023-02 Capital Improvement Plan
Public Works Project Request
Booster Pump & Electrical Panel
Fiscal Year Total
Fiscal Year Total

1. Purchase and installation of booster pump and electrical panel for Sports Park. Current estimates are $75,000 for the booster pump and $125,000 for the electrical panel. This equipment will be installed at the north end of the park near Walnut. This does not include the cost to install and run the power to various locations in the park. Estimates will be provided along with lighting costs as installation is needed.

2. This project will need to be paid for from Measure Q and is scheduled for FY 2023-24.

3. This equipment will provide better water pressure and more efficient watering at the Sports Park which is becoming a higher need as additional phases have been added. Electricity is needed for future lights in the ball fields, so this will provide the source for that power. This request is in line with the vision of the Council for the next 5 years.

4. Standard maintenance will be performed by the Public Works Department and incorporated into the annual operations budget.
5/20/2022

Page 220 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27
Project Items
Design/Eng. -
Acquisitions -
Permits -
Administration -
Construction 141,000.00 141,000.00
Inspection -
Contingency -
Equip / Vehicle -
Other (specify) -
Total - 141,000.00 - - - 141,000.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27
Funding Sources
DIF -

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility -
Water Utility -
Measure Q 141,000.00 141,000.00
General Fund -
Other (specify) -
Total Funding Sources - 141,000.00 - - - 141,000.00
Total Funding Sources - 141,000.00 - - - 141,000.00
Total Project Cost - 141,000.00 - - - 141,000.00
Total Unfunded - - - - - -
5 Fiscal Year 2023 CIP Request
PBW2023-03 Capital Improvement Plan
Public Works Project Request
Liberty Park Trail Improvements
Fiscal Year Total
Fiscal Year Total

1. Replace and install new trail at Liberty Park. Estimated cost is $141,000 for a concrete walkway.

2. City staff is looking into funding opportunities through TCAG. Otherwise, this project will need to be paid from the General Fund or more specifically Measure Q.

3. Improvements to the Liberty Park trail came at the request of City Council. 5/20/2022

Page 221 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27
Project Items
Design/Eng. -
Acquisitions -
Permits -
Administration -
Construction 150,000.00 150,000.00
Inspection -
Contingency -
Equip / Vehicle -
Other (specify) -
Total - 150,000.00 - - - 150,000.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27
Funding Sources
DIF -

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility -
Water Utility -
Measure Q 150,000.00 150,000.00
General Fund -
Other (specify) -
Total Funding Sources - 150,000.00 - - - 150,000.00
Total Funding Sources - 150,000.00 - - - 150,000.00
Total Project Cost - 150,000.00 - - - 150,000.00
Total Unfunded - - - - - -
5 Fiscal Year 2023 CIP Request
PBW2023-04 Capital Improvement Plan
Public Works Project Request
Pocket Park Improvements
Fiscal Year Total
Fiscal Year Total

1. Improvements to Pocket Park on North Steven Ave. Estimated cost is $150,000.

2. This project will need to be paid for from Measure Q.

3. Improvements to Pocket Park are at the direction of Council with the intent to include irrigation, turf, a drinking fountain, playground and shade structure, and general landscaping. This project is scheduled for FY 2024 and will be contracted out.

4. Ongoing maintenance will also be contracted out in order to keep public works staff focused on other city services. 5/20/2022

Page 222 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27
Project Items
Design/Eng. -
Acquisitions -
Permits -
Administration -
Construction 545,000.00 545,000.00
Inspection -
Contingency -
Equip / Vehicle -
Other (specify) -
Total - - - - 545,000.00 545,000.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27
Funding Sources
DIF -

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility -
Water Utility -
Measure Q 545,000.00 545,000.00
General Fund -
Other (specify) -
Total Funding Sources - 545,000.00
Total Funding Sources - - - - - -
Total Project Cost - - - - 545,000.00 545,000.00
Total Unfunded - - - - 545,000.00 545,000.00
8 Fiscal Year 2023 CIP Request
PBW2023-05 Capital Improvement Plan
Public Works Project Request
Liberty Park Improvements - Phase 2
Fiscal Year Total
Fiscal Year Total

1. Additional improvements to Liberty Park. Estimated cost is $500,000 for the restroom. $10,000 for trees and sign. $35,000 for fabric shade structure.

2. Project will need to be paid for from Measure Q.

3. The Parks Strategic Plan identifies the replacement of the existing restroom, adding a shade structure over the playground, plant trees along the north fence, and replace the sign for the park.

4. The life expectancy of the fabric shade structure is 10 years. Also, if a shade structure is installed then the trees surrounding the playground will need to be removed in order to accommodate the support poles. A decision on installing a shade structure or utilizing the existing trees for shade can be confirmed by Council closer to the timing of the project.
5/20/2022

Page 223 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27
Project Items
Design/Eng. -
Acquisitions -
Permits -
Administration -
Construction 775,000.00 775,000.00
Inspection -
Contingency -
Equip / Vehicle -
Other (specify) -
Total 775,000.00 - - - - 775,000.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27
Funding Sources
DIF -

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility -
Water Utility -
Measure Q -
General Fund -
Other (specify) 775,000.00 775,000.00
Total Funding Sources 775,000.00 - - - - 775,000.00
Total Funding Sources 775,000.00 - - - - 775,000.00
Total Project Cost 775,000.00 - - - - 775,000.00
Total Unfunded - - - - - -
8 Fiscal Year 2023 CIP Request
PBW2023-06 Capital Improvement Plan
Public Works Project Request
Roy Park Improvements - Phase 2
Fiscal Year Total
Fiscal Year Total

1. Additional improvements to Roy Park. This phase is to complete amenities and features that were not completed with the Per Capita grant. Estimated cost is $775,000.

2. This project will need to be paid using ARPA funds.

3. A Master Plan for the park identifies multiple amenities and features to be added. 5/20/2022

Page 224 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27
Project Items
Design/Eng. -
Acquisitions -
Permits -
Administration -
Construction 500,000.00 500,000.00
Inspection -
Contingency -
Equip / Vehicle -
Other (specify) -
Total - - - - 500,000.00 500,000.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27
Funding Sources
DIF -

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility -
Water Utility -
Measure Q 500,000.00 500,000.00
General Fund -
Other (specify) -
Total Funding Sources - - - - 500,000.00 500,000.00
Total Funding Sources - - - - 500,000.00 500,000.00
Total Project Cost - - - - 500,000.00 500,000.00
Total Unfunded - - - - - -
8 Fiscal Year 2023 CIP Request
PBW2023-07 Capital Improvement Plan
Public Works Project Request
Roy Park Improvements - Phase 3
Fiscal Year Total
Fiscal Year Total

1. Additional improvements to Roy Park. Estimated cost is $500,000 for a restroom. Estimates for a stage and additional sidewalks have not been obtained.

2. This project will need to be paid for from Measure Q. An updated budget will be prepared once a scope is finalized leading up to FY 2026-27.

3. The Parks Strategic Plan identifies the replacement of the existing restroom and adding an outdoor stage. 5/20/2022

Page 225 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27
Project Items
Design/Eng. -
Acquisitions -
Permits -
Administration -
Construction 500,000.00 500,000.00
Inspection -
Contingency -
Equip / Vehicle -
Other (specify) -
Total - - - - 500,000.00 500,000.00
Operations & Maint
FTE Costs -
Operations -
Maintenance -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27
Funding Sources
DIF -

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility -
Water Utility -
Measure Q 500,000.00 500,000.00
General Fund -
Other (specify) -
Total Funding Sources - - - - 500,000.00 500,000.00
Total Funding Sources - - - - 500,000.00 500,000.00
Total Project Cost - - - - 500,000.00 500,000.00
Total Unfunded - - - - - -
8 Fiscal Year 2023 CIP Request
PBW2023-08 Capital Improvement Plan
Public Works Project Request
Veterans Park Improvements
Fiscal Year Total
Fiscal Year Total

1. Improvements to Veterans Memorial Park. Estimated cost is $500,000 to replace existing restroom. Modifying the irrigation system will need to be done once the ball fields are no longer use and relocated to the sports park. Other amenities may be added to transform the park into a more family-oriented area instead of active recreation. The scope of this project and a budget will need to be developed once the construction of the sports park nears completion.

2. This project will need to be paid for from Measure Q unless a grant is available.

3. The Parks Strategic Plan identifies the replacement of the existing restroom, repainting the splash pad, and modifying the irrigation. While this is scheduled for FY 2027, the timing for some improvements will depend on the completion of the sports park. This CIP will be revised as developing the scope becomes more practical. 5/20/2022

Page 226 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Project Items
Design/Eng. -
Acquisitions -
Permits -
Administration -
Construction 8,500.00 8,500.00
Inspection -
Contingency -
Equip / Vehicle -
Other (specify) -
Total - 8,500.00 - - - 8,500.00
Operations & Maint
FTE Costs -
Operations -
Maintenance - -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Funding Sources
DIF -

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility -
Water Utility -
General Fund 8,500.00 8,500.00
Other (specify) -
Total Funding Sources - 8,500.00 - - - 8,500.00
Total Funding Sources - 8,500.00 - - - 8,500.00
Total Project Cost - 8,500.00 - - - 8,500.00
Total Unfunded - - - - - -
Sports Park Soccer Field Irrigation Upgrades
Fiscal Year
Fiscal Year
PBW2023-09 Capital Improvement Plan
PUBLIC WORKS Project Request
5 Fiscal Year 2023 CIP

1. Expand irrigation for the children’s sports field. Estimated cost for this addition is $8,500.00.

2. Park conversion is not eligible for DIF or any other restricted funds. Therefore it will need to be paid for from the General Fund.

3. The addition of irrigation in the southwest side of the sports field will enable smaller children to engage in outdoor sports along with the older children. Currently irrigation valves for the area were installed in the initial construction. This will require the installation of irrigation laterals, sprinklers and valve decoders.

Page 227 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Project Items
Design/Eng. -
Acquisitions -
Permits -
Administration -
Construction -
Inspection -
Contingency -
Equip / Vehicle 384,500.00 384,500.00
Other (specify) -
Total 384,500.00 - - - - 384,500.00
Operations & Maint
FTE Costs -
Operations -
Maintenance - -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Funding Sources
DIF -

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility 384,500.00 384,500.00
Water Utility -
General Fund -
Other (specify) -
Total Funding Sources 384,500.00 - - - - 384,500.00
Total Funding Sources 384,500.00 - - - - 384,500.00
Total Project Cost 384,500.00 - - - - 384,500.00
Total Unfunded - - - - - -

VACUUM TRUCK
Fiscal Year
Fiscal Year
PBW2023-10 Capital Improvement Plan
PUBLIC WORKS Project Request
2 Fiscal Year 2023 CIP

1. Replace our existing 2006 Vactor vacuum truck due to the State of California Air Resources Board is phasing out diesel powered vehicles older than 2010. To accomplish phasing out older vehicles, California DMV will not issue a vehicle registration for our Vactor in 2023. Estimated cost for this vehicle is $384,500.00.

2. This vehicle will be funded by the Sewer Fund.

Page 228 of 522 ends

Project No.

Department:

Criteria:

Title:

Project Description

1. Describe Project / Equipment. 2. List potential Funding Sources. 3. Describe Project Items 4. Detail Operations and Maintenance costs:
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Project Items
Design/Eng. -
Acquisitions -
Permits -
Administration -
Construction -
Inspection -
Contingency -
Equip / Vehicle 59,215.00 59,215.00
Other (specify) -
Total 59,215.00 - - - - 59,215.00
Operations & Maint
FTE Costs -
Operations -
Maintenance - -
Total - - - - - -
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Funding Sources
DIF -

SLESF -
Measure R -

LTF/ TDA -
RMRA (SB1) -
Gas Tax -
Maint Districts -
Sewer Utility -
Water Utility -
General Fund -
Other (specify) 59,215.00 59,215.00
Total Funding Sources 59,215.00 - - - - 59,215.00
Total Funding Sources 59,215.00 - - - - 59,215.00
Total Project Cost 59,215.00 - - - - 59,215.00
Total Unfunded - - - - - -

VETERANS PARK BLEACHERS
Fiscal Year
Fiscal Year
PBW2023-11 Capital Improvement Plan
PUBLIC WORKS Project Request
5 Fiscal Year 2023 CIP

1. Replace our existing nine (9) volunteer fabricated bleachers at Veterans Park. Estimated cost for the bleachers are as follows:

A. Preferred - $5,237.95 each + $12,072.75 tax & shipping for a total of $59,214.30

2. Bleachers will be funded by the General fund or Grant funding.

Website link - 5 Row, 15' PREFERRED Aluminum Bleacher w/ Chain Link - A07-556 | Anthem Sports (anthem-sports.com)

Page 229 of 522 ends

THIS PAGE INTENTIONALLY LEFT BLANK

Page 230 of 522 ends

City of Farmersville
City Departments Overview
City of Farmersville

Page 231 of 522 ends

City Departments Overview
This section of the budget report is a more in depth look at the budget by each department.

Although there are areas in this document where you can look up the figures and sum up all that will be spent and received monetarily, it is also very important to examine what services are required and provided by way of the budgeted spending plan. Immediately below is a summary of service areas affiliated with each department. The following reports will breakdown these services further and tie into performance and the Proposed Budget.

Administration & Finance
• City Council
• City Manager
• City Attorney
• City Clerk
• Administration & Finance
o Internal Controls
o Budgeting
o Accounting, Auditing & Reporting
o Risk Management & Insurance
o Banking & Investment Management
o Contracting & Purchasing
o Grant Management & Reporting
o Financial Services
o Utility Billing & Collections
o Payroll & Benefit Management
o Human Resources & Training
o Information Technology Services
o Debt Management
Community Development
• City Planning
• Building Permitting & Inspections
• Economic Development
• Grant Development & Management
• Community Services

Page 232 of 522 ends

Fire & Code Enforcement
• Emergency Response & Operations
• Training
• Emergency Preparedness & Disaster Management
• Fire Prevention
• Code Enforcement
Police
• Administration
o Rules and Regulations
o Policy and Procedures
o Personnel
o Recruiting and Hiring
o Internal Affairs
o Records
o Dispatch
o Training
o Supplies and Services
• Operations
o Patrol
o Traffic Enforcement
o Parking Enforcement
o Field Training Officer Program
o School Resource Officers
• Investigations
o Criminal Investigations
o Vice
o Narcotics
Public Works & Engineering
• Water Department
• Wastewater
• Street Maintenance
• Fleet Maintenance
• Parks Maintenance
• Landscape & Lighting Maintenance Districts
• Buildings Maintenance
• Engineering

Page 233 of 522 ends

Jurisdiction Wide Organizational Chart
Farmersville
Residents
Mayor and
City Council
City
Attorney
City
Manager
Finance Administration
Community
Development
(Contracted
Services)
Fire
Department
Code
Enforcement
Police
Department Public Works
Engineering
(Contracted
Services)
City Clerk Planning
Commission
Human
Resources

Page 234 of 522 ends

City of Farmersville
Administration & Finance Departments
City of Farmersville

Page 235 of 522 ends

Administration & Finance Departments
The Administration and Finance Departments are two different departments that are bound together by the services they must provide, their location and proximity together, and the small size of the agency. Therefore, both departments are managed by one Department Head (Director of Finance and Administration) at City Hall.

This department manages the financial integrity of the City’s critical programs, activities, and resources through a number of policies and systems covering the areas of:
• Internal Controls
• Budgeting
• Accounting, Auditing & Reporting
• Risk Management & Insurance
• Banking & Treasury Management
• Contracting & Purchasing
• Grant Management & Reporting
• Financial Services
• Permitting & Licensing
• Utility Billing & Collections
• Payroll & Benefit Management
• Human Resources & Training
• Information Technology Services
In addition to the wide variety of tasks and areas of responsibility, general customer service at City Hall, administrative support to the City Manager, as well as the role of City Clerk, are all functionally reporting in this department as well. This department is staffed by seven full-time positions currently.

Department Accomplishments
Finance Department:
• Successfully received an unqualified audit opinion (best available) for the City and for the Fiscal year ended June 30, 2021. The Single Audit (report on federal funds awarded was also completed without findings).
• Completed all quarterly reporting to various agencies for more than a dozen different grant projects throughout the year.

Page 236 of 522 ends

• Staff is near completion on implementing a utility billing upgrade which will allow residents further freedom and conveniences to pay their utility bills online and automatically, free of charge.
• Staff continues to improve and add to the
permitting portion of the MyGov software that was
implemented by the City in FY 2020-21.
• Completed work to implement new Development
Impact Fee and Comprehensive Fee Schedules.

New Services fees were effective 1/1/2022 and new
Development Impact fees are effective 7/1/2022
and will accurately recover cost of providing elective services to employees. • Successfully administered the completion of the CARES act funding and navigated related regulation changes regarding employment law relative to the COVID-19 pandemic.
• Received, managed, and reported on the ARPA allocation funding for the City. • Managed multiple COVID assistance programs from the State to assist residents in defraying the cost of outstanding utility debt. The City issued over $120,000 in assistance to residents.
• Continued work with providers and grant administrators for HOME 2018, CDBG 2018 (both Senior & Youth services), CDBG 2020, and CDBG CV1 (covid response), and CalHOME program income.
• Began working on new grant awards through the California Natural Resources Agency and Urban Greening as well as the Statewide Parks and Community Revitalization. • Work continues on managing and reporting for the Downtown Specific Plan and Zoning Update projects through the SB2 grant funding award.
• Assisted with the application and management of the CDBG Technical Assistance grant (alleyway improvement design) and the CalOES Community Power Resiliency grant (backup generator for water wells).
• Completed reimbursement work for grants related to North Farmersville Blvd improvements, East Walnut improvements, West Walnut Improvements, Deep Creek Restoration work, Local Roadway Safety Program, and the Wastewater Treatment Plant. • Staff attended the California Society of Municipal Finance Officers Annual Conference, a statewide gathering of public finance leaders, for dozens of training sessions on current and upcoming issues relevant to California cities, so that department staff stay current on emerging financial issues, including a focus this year on the status of the California

Page 237 of 522 ends

Public Employees Retirement System (CalPERS), internal controls, and GASB updates for financial statement compliance.

Administration Department:
• Hired a new Human Resources Manager! The new position consolidates, improves, and fills the gaps on numerous compliance and process requirements of the City in addition to managing daily tasks related to recruitment, retention, training, and benefits. • Continued work on further documenting all Policies and Procedures for the department in one consolidated location. This is an ongoing effort but, according to City records has never been accomplished before. The final product is expected to be available in Fiscal Year 2022-23.
• Further expanded staff training opportunities to making education and job enrichment a priority through
membership with CSJVRMA, LCW consortium, ERMA, and
CPS HR.
• Implemented new procedures related to records management and contract compliance with the City Clerk. This work includes digitizing past years records and contracts for a total of over 14,000 pages this year.
• Issued RFP and assisted in strategic planning for the future of the Fire Department. • Held the first joint management – labor meeting for the new Alternative Dispute Resolution program to expedite the Workers Compensation Program claims. • Staff attended the California Association of Joint Powers Authorities Annual Conference (virtually), a statewide gathering of public finance and risk leaders, for dozens of training sessions on current and upcoming issues relevant to California cities, so that department staff stay current on emerging financial issues, including a focus this year on the hardening insurance market, evolving risk trends, and best practices in managing JPAs dealing with Workers Compensation and Liability claims. • Completed work to assist the City Manager in restructuring options for Public Works and Fire Department for future growth.
• Conducted analysis to ensure that benefits offered to City staff are efficient and competitive for the market.
• Successfully managed COVID response and Emergency Temporary Standards changes to comply with State and Federal Agencies.
• Improved our management of protected leaves and other medical or workers compensation related processes to reduce lost time.

Page 238 of 522 ends

• Updated and improved recruitment process and hired two new staff. • Changed pre-employment and workers compensation medical provider. • New improvements to the website for increased accessibility (ADA) and website changes to focus on the economic development of the community.
• Management of grant funds to local businesses from COVID assistance funds.

Department Goals
Specific Goals for the Departments in the coming year are:

Finance Department:
• Staff will continue to expand the budget process and further professionalize the presentation and comprehensiveness of the report including the routine update of the CIP and Capital Budget.
• Continue work to implement a new Utility Billing system in order to better manage and improve payment options and account details for increased levels of customer service.
• Continue work to implement a multi-modal payment System for utility billing to bring more payment options, in more locations, for extended hours to all City residents.
• Upgrading the City ERP software to more user-friendly and up-to-date technology. • Improve the timesheet process for all employees.
• Improve the business licensing process and compliance of the City.

Administration Department:
• Further expand staff training opportunities and hosting of trainings on-site to making education and job enrichment a priority. Specifically targeting technical training for system users, customer service training for public interaction, and City Clerk, risk, and human resources training for other staff as appropriate.

Page 239 of 522 ends

• Create improved cyber security and related training opportunities for City staff. • Continue building a new HR department from the ground up to assist all areas of the City with the latest compliance and resources.
• Complete the overhaul of the Employee Handbook and
Personnel Policies.
• Increased presence on website and social media for community interaction and economic development of the community.

Fiscal Year 2022-23 Budget Specifics
Finance Department:
• Most of the department cost is salaries and benefits
but no new staff are added this year. The
department has a current complement of 5 full time
staff: Finance Manager, Development Coordinator /
AR Clerk, Utility Billing Clerk, and AP Clerk, and the
Director of Finance & Administration that oversees
the entire department and Administration too. All
position costs are allocated across the General Fund
and Enterprise Funds.
• Cost of salary and benefit changes and decreased from $1,256,523 to $1,143,399 in FY 2022-23 (9% decrease). This decrease is due the reduction of funds set aside for CalPERS UAL additional discretionary payment in Fiscal Year 2021-22. The large payment in prior year was one time spending from carryforward amounts. The payment this year will be less.
• Anticipating moderate growth in most main revenue sources for the year at about 3% increases.
• No Capital items currently planned for the department this year. • Other incremental changes due to ongoing costs for operations and supplies are minimal and allocated through the overhead process to be shared among the General Fund and Enterprise Funds.
• Insurance costs are located in this department and are planned to be another large increase this year of around 24%.

Page 240 of 522 ends

Administration Department:
• No significant changes to the salary and benefit costs outside of minor changes to the allocation of salary expense for the HR Manager position to match the reality of time spent by department/fund. Department primarily made up of City Manager, City Clerk, and HR Manager and outside consultants.
• Significant increases in Capital Outlay section due to Clean California grant with planned expenditures of about $1,732,837. These are one-time expenses related to beautification near the Highway 198 onramp area.
• Other grant activity is continuing keep expenditures inflated due to work done on the SB2 grant for Zone Updates and Downtown Plan.
• All transfers from the Measure Q Fund are recorded here with a record transfer amount this next year of $1,725,737 to fund both operations and capital costs. • Responding to increase public and departmental demands and required will have unknown budget impacts.

Department Unmet Needs / Future Goals
Finance Department:

Although staff is more effective than ever with newer technologies supporting streamlined systems and processes as well as increasingly out-sourcing tasks to more effective consultants, City Hall staff workload is still at (or beyond) capacity and will likely need more support and/or more outsourcing to be able to handle the workload going forward.

No new staff positions are planned right now, but the department is evaluating potential outsourcing of billing and licensing to see if those options could be effective. However, the addition of a new HR Manager in Administration has freed up other staff from some HR and training tasks and given them more capacity.

Each member of the City Hall staff is responsible for different tasks (some which cannot be combined because of internal control standards) and therefore have no back-up or effectively cross-trained staff member in case of leave, attrition, or vacations. Although the system manages to work currently, and is lean and efficient, there is no leeway. If additional demands and requirements are made, then existing staff will have to add to their existing duties.

Page 241 of 522 ends

Administration Department:

Staff is still working on improving existing processes and systems languishing after years of neglect because of staffing shortages. These shortcomings need to be shored up immediately, but the shortage of staff time and other resources hinder immediate upgrades. Some progress toward filling this gap will be accomplished through the hiring of an HR Manager. While there will be years of work to get caught up on potentially, staff anticipates that there could be immediate impacts to workloads not only within the department but in other operational units as the tasks become consolidated.

Managing the increasing workload and compliance requirements with the ongoing changes to laws, increased maintenance and reporting from grant project assets, bog down staff efforts to meet essential basic services.

Staff is keenly aware that any increases at the administration level increase the cost of all services provided by the City. Therefore, lean is the goal but it is a fine line to walk for any department to be understaffed and therefore taking on undue risk.

Page 242 of 522 ends

Fund
Fiscal Year 2020
Actual
Fiscal Year 2021
Actual
Fiscal Year 2022
Budget
Fiscal Year 2023
Proposed
Administration & Finance
Revenues by Fund
01 GENERAL FUND (3,768,243) (5,205,459) (5,801,193) (4,819,190) 102 GENERAL FUND RESERVE (20,595) - - -
103 GENERAL FUND CAPITAL (319,436) (422,422) (1,525,323) (1,098,737) 104 CANNABIS CAPITAL FUND (693,746) (1,702,169) (1,453,518) (1,209,666) 08 SELF INSURED RESERVE - (150,000) - -
12 FEDERAL AND STATE GRANTS (468,273) (717,515) (1,586,703) (2,372,837) 40 CDBG PROGRAM INCOME (17,525) (59,222) (334,055) (335,041) 41 HOME PROGRAM INCOME (40,361) (31,225) (223) (319)
42 CAL HOME PROGRAM INCOME (101,839) (136,261) (1,000) (1,152) 60 AMERICAN RESCUE PLAN - - (1,280,193) (1,286,976)
61 CIRCULATION SYSTEM DEVELOPMENT - - - (2,280)
62 GOVERNMENT FACILITIES
DEVELOPMENT - - - (3,366)
63 LIBRARY DEVELOPMENT - - - (132)
Grand Total (5,430,017) (8,424,272) (11,982,208) (11,129,696) Expenditures by Fund
01 GENERAL FUND 243,507 475,346 2,250,770 764,468
102 GENERAL FUND RESERVE 251,436 - - -
103 GENERAL FUND CAPITAL 111,702 252,424 4,380 -
104 CANNABIS CAPITAL FUND - 960,423 1,312,323 1,725,737 02 WATER UTILITY 267,072 267,360 307,822 311,448
04 SEWER UTILITY 244,254 267,019 285,474 292,815
06 REFUSE 73,414 62,351 68,537 60,778
12 FEDERAL AND STATE GRANTS 535,813 787,228 1,439,703 2,372,837 21 GAS TAX 8,871 18,621 20,421 20,390
40 CDBG PROGRAM INCOME 43,770 6,142 - -
41 HOME PROGRAM INCOME 13,884 850 - -
42 CAL HOME PROGRAM INCOME 46,316 350 - -
60 AMERICAN RESCUE PLAN - - 333,250 946,000
Grand Total 1,840,039 3,098,113 6,022,679 6,494,473
Departmental Budget Summary - Administration & Finance

Page 243 of 522 ends

Fund
Fiscal Year 2020
Actual
Fiscal Year 2021
Actual
Fiscal Year 2022
Budget
Fiscal Year 2023
Proposed
Departmental Budget Summary - Administration & Finance
Expenditures by Category
CAPITAL OUTLAY 363,138 13,298 714,380 2,682,837
OPERATING SERVICES & SUPPLIES 22,772 10,108 22,500 22,500 OTHER - 1,354,826 2,845,573 1,725,737
PROFESSIONAL & CONTRACTUAL SRV 693,652 922,959 1,183,703 920,000 SALARIES & BENEFITS 760,477 796,921 1,256,523 1,143,399 Grand Total 1,840,039 3,098,113 6,022,679 6,494,473
Full Time Personnel Count
City Manager 1 1
Administrative Analyst/City Clerk 1 1
Director of Finance & Administration 1 1
HR Manager - 1
Finance Manager 1 1
Account Clerk I 1 1
Account Clerk II 1 1
Grand Total 6 7

Page 244 of 522 ends

City of Farmersville
Community Development Department
City of Farmersville

Page 245 of 522 ends

Community Development Department
The Community Development Department is primarily outsourced by way of multiple contracted positions or consultants that assist the City in the functional areas within this department. It is lead directly by the City Manager with support staff provided by the Finance and Administration departments. The role of Development Coordinator is relatively new to the City which acts as the permitting technician and liaison between the following contracted consultants:
• City Planner: This position is contracted with Collins & Schoettler Planning Consultants, and specifically, as Karl Schoettler serving as the City Planner. • Building Permitting and Inspections: These services are outsourced primarily to the County of Tulare Resource
Management Agency.
• Economic Development: HDL Companies is a primary consultant that assists the City with Economic Development efforts.

However, Townsend & Associates have also assisted the City with lobbying and resources research.
• Grant Development and Management: Blais & Associates assist the City extensively with grant research, development, and management.
• Community Services: This is a broad category, but related to the expansive affordable housing efforts underway, it is Self Help Enterprises that primarily assists the City with these type of services.

Department Accomplishments
• Continuing with development of permits and licenses through City-wide MyGov software that manages planning, permitting, citizen requests, business licensing, and resident requests in a comprehensive way through a web-based solution. • Started the process to create a new Downtown Specific Plan, and a new update to the Zoning Ordinance provided by SB2 Planning Grant.
• Awarded two new grants totaling $ 4,511,858, successfully completed and closed out 7 rants, managing 6 active grants.

Page 246 of 522 ends

• Scheduled new initiative for Hotel Tax (transient occupancy tax) to be prepared for future commercial development.
• Continued the Economic Development Incentive Program and other economic outreach activities by the City Manager and Administrative staff. • Two (2) Housing Rehabilitation loans totaling $153,012 in financing and activity delivery under the 2018 HOME (these were billed in January 2022) • One (1) Homebuyer Assistance loan totaling $144,471 in financing and activity delivery with the CalHome Program Income
• One (1) Housing Rehabilitation loan totaling $105,882 in financing and activity delivery with CalHome Program Income
• The City has also been providing financial support to CSET for Senior Services of $17,544 and the Boys and Girls Club for youth activities, of $94,677 utilizing 2018 CDBG funding
New Grant Application Awarded (B&A involvement):
1) Caltrans: Clean California:

Planning, design, and construction funds for transformative gateway and downtown improvements. The project includes landscaping of 2.6 acres of barren land at the City’s gateway on both the north and south sides of State Route 198 (Caltrans Right of Way). New retaining walls will enhance an existing slope with monument sign lettering and LED lighting to showcase the City name and motto. The surrounding spaces will feature climate-appropriate, drought-tolerant plantings in alternative rows of rock to mimic the region’s bountiful crops. The second improvement area is the heart of downtown where new benches, plantings, signage, and banners will make the central commercial district more inviting and distinctive. A litter abatement campaign is included in the project.

Award: $ 4,333,906
2) California State Parks Prop. 68 Per Capita:

Revitalization of Roy’s Park with upgrades of a new playground structure, sidewalks, shaded picnic pavilions, tables, benches, BBQ grills, and signage.

Award: $177,952
Recent Project Completion and Grant Closeout (B&A Involvement):
1) Clean Water SRF Loan and Grant: WWTF Expansion and Upgrade Finance amount: $23,614,591
Principal Forgiveness: $2,220,000
Grant: $3,760,000

Page 247 of 522 ends

2) USDA Rural Development: WWTF Expansion and Upgrade
Loan: $5,000,000
3) Department of Water Resources Urban Streams Restoration: Deep Creek Restoration Plan and Phase 1 implementation.

Grant: $748,465
4) Caltrans Active Transportation Program Cycle 2: West Walnut Improvements Grant: $417,149
5) Caltrans Active Transportation Cycle 3: East Walnut Safe Routes to Schools Improvements
Caltrans Grant: $519,769 TCAG/Measure R Grant: $306,929 6) Caltrans Local Roadway Safety Plan
Caltrans Grant: $72,000 / City Match $8,000
7) CDBG-COVID: Utility Subsistence Payments
Grant: $82,268
Active Grant-Funded Projects Underway (B&A Involvement):
1) SB2 Planning Grant: Zoning Update and Downtown Specific Plan.

Grant: $160,000
2) California Natural Resources Urban Greening Grant: Freedom Field Phase of Community Sports Park Development
Grant: $1,994,034 / City Match $255,000 / Additional Funding $770,000 3) CDBG Program Income: Jennings Park Improvements
Program Funds: $1,015,983
4) CDBG Planning and Technical Assistance: Design/Environmental Alley Paving Grant: $250,000
5) CA Office of Emergency Services: Community Power Resiliency: Drinking Water Wells Generators
Grant: $256,000
6) California Natural Resources Cultural and Community Natural Resources:

Farmersville Community Park Sequoia Gateway Phase (amphitheater, outdoor classroom, and a playground)
Grant: $1,908,206 / City Match $20,640

Page 248 of 522 ends

Department Goals
Specific Goals for the Departments in the coming year are:
• City Planning:
o Preparing updates to general plans, the zoning
code, developing a downtown specific plan, and
others
o Implementing new Service Fees and Development
Impact Fees
• Building Permitting and Inspections:
o Improve the flow of the approval process through the City o Increase the amount of building permits approved as staff anticipates economic development to continue and increase o Increased intradepartmental coordination
• Economic Development:
o Enhance Marketing efforts to meet potential developers and retailers
o Establish Transient Occupancy Tax (TOT)
• Grant Development and Management:
o Successfully manage the 8 open grants and additional
locally funded projects
o Close out up to seven of the existing grants in Fiscal Year 2021-22. • Community Services:
o Ongoing management of $10,000,000+ loan portfolio
o Administration of the 2018 Community Development Block Grant Award of $390,000 for Senior and Youth Services through multi-year grant term. o Administration of the 2018 Home Investment Partnerships Program Award of $500,000 for first-time homebuyer and owner-occupied rehabilitation programs through multi-year grant term.
o Expand use of parks for public purposes and aligned with City goals.

Fiscal Year 2022-23 Budget Specifics
The highlights of the Fiscal Year 2022-23 budget for Community Development are:
• Increased investment by $15,000 appropriation to ongoing Economic Development Initiatives. The new total of $30,000 will help to support the City Manager and administrative staff to seek new investment in the City by developers and other sources.

Page 249 of 522 ends

• Working with Self Help Enterprises to maximize program income for future uses aligned with City strategic goals. • The City will continue to invest in blight removal when and where appropriate throughout the year. Annual budget of $25,000 encumbrance to roll up to a maximum of $50,000 encumbered.
• Grant management will continue for several park, infrastructure, and housing projects in Fiscal Year 2022-23. The improvements create a more sustainable and enjoyable quality of life in the City.
• Anticipating completion and closeout of several existing grants in Fiscal Year 2022-23 related to park development, street improvements, and potential residential and commercial developments.
• Updated fees for services effective as of January 1, 2022 will help to accurate offset the true cost of City doing business related to the outward voluntary services provided by the City. This will be an important step forward for the fiscal health of the City. • Extended program funding to CSET of $60,000 and to Boys & Girls Club of $100,000 to continue senior and youth services as directed by City Council. These general fund expenses will be partially offset with Measure Q funds and will allow services to continue after the CDBG grant ends.

Department Unmet Needs / Future Goals
The City is dependent upon the contracted employees and consultants hired to assist the City in providing these ongoing services. The challenge is to ensure that resources are available in the future so that there is no lapse in service or service levels.

The high number of active grants to manage in this department is a stretch given the small number of staff currently employed.

This also creates further dependence upon outside help to provide these ongoing services too.

The City needs a strong tax base to keep providing the services in this department but in order to get the strong tax base, investing tax dollars on economic development is required. This natural conflict will not be resolved but needs to be effectively managed for optimum results.

Page 250 of 522 ends

Fund
Fiscal Year 2020
Actual
Fiscal Year 2021
Actual
Fiscal Year 2022
Budget
Fiscal Year 2023
Proposed
Community Development
Revenues by Fund
01 GENERAL FUND (63,265) (29,740) (22,050) (44,330)
Grand Total (63,265) (29,740) (22,050) (44,330)
Expenditures by Fund
01 GENERAL FUND 225,006 450,296 474,364 483,830
103 GENERAL FUND CAPITAL - - 8,000 36,000
Grand Total 225,006 450,296 482,364 519,830
Expenditures by Category

CAPITAL OUTLAY - - - -
OPERATING SERVICES & SUPPLIES 615 - - 600
PROFESSIONAL & CONTRACTUAL SRV 209,030 404,277 433,000 476,000 SALARIES & BENEFITS 15,361 46,019 49,364 43,230
Grand Total 225,006 450,296 482,364 519,830
Full Time Personnel Count
Development Coordinator 1 1
Grand Total 1 1
Departmental Budget Summary - Community Development

Page 251 of 522 ends

THIS PAGE INTENTIONALLY LEFT BLANK

Page 252 of 522 ends

City of Farmersville
Fire Department and Code Enforcement
City of Farmersville

Page 253 of 522 ends

Fire Department and Code Enforcement
The Fire Department is one of the oldest institutions in the community and in 2018 reached a milestone of 70 years of dedicated service to the residents and visitors of Farmersville.

The Farmersville Fire Department is a “Combination Fire Department” serving the community with both career and volunteer members. In FY 2018-19, personnel included the Fire Chief and 3 Fire Officers who are fulltime employees, along with a part-time Code Enforcement Officer, with 26 personnel serving as volunteers who contribute their time and effort to protect their neighbors from the ravages of fire and other perils. In FY 2019-20 the Department went through a dramatic restructuring and now consists of three fulltime fire officers, one fulltime Code Enforcement officer, and a volunteer Fire Chief and volunteer Battalion Chief.

“The Mission of the Farmersville Fire Department is the Protection of Life, Property, and the Environment from the effects of Fires, Medical and Rescue Emergencies, and Other Hazards. This is accomplished through Comprehensive Emergency Response, Code Enforcement, and Public Education Efforts in a cost-effective manner by utilizing career and volunteer personnel”.

Fire Department Functions

EMERGENCY RESPONSE & OPERATIONS
The Fire Department continues to function as an “All Hazards” agency responding to requests for service that include structural, vehicle, grass, and other exterior miscellaneous fires. The department is a First Responder to medical emergencies and traffic accidents, as well as other hazardous conditions such as downed power lines, chemical spills, and flooding.

In 2020, the Fire Department responded to over 1,900 calls for service. In addition to protecting the over 11,000 people within the 2.3 square mile incorporated city limits, the department has a reciprocal automatic aid agreement with the Tulare County Fire Department expanding the response area to the 56 square miles surrounding the city. The "Closest Resource Concept" serves the public well and it is not unusual to see firefighters and apparatus from Farmersville, Exeter, Visalia, Tulare County & Cal Fire working closely together.

The Fire Department also participates in mutual aid strike team response regionally and throughout California when requested by the State Office of Emergency Services.

Page 254 of 522 ends

TRAINING
Response readiness is a top priority in the fire service. Routine apparatus & equipment checks regularly occur to meet the challenge of emergency response. In addition, maintenance and testing of equipment takes up a considerable amount of time between answering alarms and training. All fire pumps are tested annually as is each piece of fire hose in the departments 10,000 ft. inventory.

Firefighters must attend training on a wide variety of subjects to meet the requirements of Cal OSHA, and the National Fire Protection Association (NFPA). Many of the department personnel hold various certifications from the State Fire Marshal’s Office. Training topics include Structural & Wildland Firefighting, Vehicle & Other Rescue Situations, Hazardous Materials Response, and Emergency Medical Care. Half of the department members are also certified as Emergency Medical Technicians (EMTs). In addition, personnel conduct Pre-Fire Planning surveys of Target Hazards and commercial occupancies for safe & effective operations.

EMERGENCY PREPAREDNESS & DISASTER MANAGEMENT
The Fire Department is responsible for Disaster Planning for all hazards faced by the community which include fires, floods, earthquakes, hazardous materials, and severe weather-related incidents. All city departments work under the Standardized Emergency Management System (SEMS) to minimize the effects of disasters through mitigation, response, and recovery activities with the goal of returning to normalcy as soon as possible.

The City participates in the Emergency Council along with various planning and preparedness committees. Police, Fire & Public Works resources participate in the Mutual Aid System and work in conjunction with the Tulare County Operational Area and State Office of Emergency Services when incidents exceed local capabilities.

FIRE PREVENTION
The Farmersville Fire Department is committed to a Community Risk Reduction Strategy. The goal is to prevent incidents from occurring in the first place which provides a greater cost/benefit ratio.

The Fire Department enforces the California Fire Code in conjunction with Title 19 (Public Safety) and Title 24 (Building Standards) as well as the Farmersville Municipal Code. Fire Inspections are conducted for new construction as well as periodic inspections of existing buildings such as schools, apartments, places of assembly and commercial occupancies.

Inspections are also completed on properties to reduce fire hazards and public nuisances from weeds, and rubbish accumulation and other property maintenance issues.

Public education activities include age-appropriate school programs, fire station tours, career days, and senior citizen or workplace programs as requested. In addition, the department participates in various parades, festivals, and community events.

Page 255 of 522 ends

CODE ENFORCEMENT
Inspections are completed on properties to reduce fire hazards and public nuisances from weeds, rubbish accumulation, and other property maintenance issues, such as substandard housing and vehicle abatement. Business licensing is enforced to prevent illegal businesses, vending, or rental operations. Code enforcement also enforces the permitting of yard sales and temporary event permits.

The purpose of the program is to enforce City codes that will contribute to improving the overall health, safety, and quality of life in the community. An educational approach before citation is utilized to gain compliance initially. Citations, abatement, and liens against the property can ultimately be used.

APPARATUS & EQUIPMENT
The Department maintains a fleet of specialized fire apparatus including a 4-wheel drive Brush Fire Patrol Unit, a Quick Attack Squad Unit (250 GPM Pumper), an Engine (1500 GPM Pumper), the new Engine (1500 GPM Pumper), and 2 Command/Utility Vehicles. This new engine is a step towards modernizing the Fire Department as well as allowing the ability to remove obsolete equipment from service.

Equipment includes the “Jaws of Life” Hydraulic Rescue tool used to free accident victims that will be ordered and placed on the engine in the coming fiscal year, Ropes and Rescue Equipment, Thermal Imaging Cameras (TICs) which allows firefighters to “see through smoke”, Self-Contained Breathing Apparatus, air monitors, an assortment of fire hose, nozzles, ladders, smoke removal fans, generators, lights, power saws, and hand tools. Each vehicle also carries lifesaving oxygen, medical gear, and Automatic External Defibrillators (AED’s) for victims of cardiac arrest.

FIRE EXPLORER POST
Fire Explorer Post 83 provides opportunities for youth ages 14-18 to explore Fire & Emergency Services as a potential career choice. Through exposure during training and ride along activities, local youth learn valuable skills, improve self-esteem, and develop through group leadership and participation. Adult advisors administer the program in conjunction with the Boy Scouts of America and Learning for Life. The post serves as a recruitment tool for future volunteer firefighters as several members have come up through the ranks upon reaching 18 years of age.

Page 256 of 522 ends

Department Accomplishments
• Replacement of aging handheld radios. New handheld radios will help the department communicate during multi-agency responses and incidents. • Received and put into service the new Fire Engine that has allowed the Department to surplus the aerial ladder truck and move the older engine into reserve status. • Received and put into service the new command vehicle with enhanced communications capabilities.
• Participated in Regional Hazardous Materials Response Team planning process. • Provided over 400 hours of personnel training sessions with a focus on volunteer development and increasing the number of engine operators. • Enhanced volunteer program personnel effectiveness
• Responded to over 1900 emergency calls in 2020.
• Continued the process to become accredited to deliver emergency medical care at the EMT level.

Fiscal Year 2022-23 Budget Specifics
Fire Service
The Fire Department budget for Fiscal Year 2022-23 is increasing from Fiscal Year 2021-22 by about $161,691 (over 30%) due to increases in cost in a couple of categories (total cost of $696,759). Salaries and Benefits are increasing $114,691 (about 37%) due to incremental adjustments and to salaries, increases in benefit costs related to converting the department leadership to a full-time Battalion Chief rather than a combination of two volunteers paid on a stipend. However, the new full-time Battalion Chief will be offset by a transfer of revenue from Measure Q Cannabis Business Tax.

Other increases are related to adding specific funding for new equipment for officers in the way of 30 wildland tops, seven (7) sets of turnouts, four (4) SCBA purchases, and other equipment and training resources. Overall, this is only a $7,000 operation change from the prior year.

However, continuing with significant updates to the strategy of the department, all revenue and expenses related to Office of Emergency Services (OES) out-of-county deployments will now be housed in a new fund, “Fire Cost Recovery Fund (72)” and will be set aside specifically for asset replacement in future years. This has an impact on the total expenditure and revenue trend of the department since it is splitting it up in a new way.

Separately, in the Capital Budget, the Fire Department has no budgeted items that impact the General Fund or Measure Q because the new additions will be paid through the allocation to the City through the American Rescue Plan Act (ARPA) funds. An estimated $81,000 in ARPA funds

Page 257 of 522 ends

are appropriated to pay for costs relative to Rescue Equipment, AEDs for each fire apparatus, and modem and tablet updates for each apparatus because of the Tulare County dispatch updates.

Any revenues received are primarily related to fees for service or mutual aid reimbursement for participation in strike teams State-wide but are now directed primarily to the Cost Recovery fund.

Code Enforcement
Although the code enforcement department changed significantly in the prior years by converting the one officer position to a full-time status, and then becoming vacant in the same year, the position is now filled and operating effectively.

Operations and budget-wise the department is very similar to the prior year. The estimated cost of the department is $119,616 for all categories. Any revenues received through citation payments are minimal and will not offset a significant portion of this cost currently. As new efforts and initiatives get underway through coordination with the County and other City departments, there may be needs for new training, equipment, and expanded working space.

There are currently no capital items budgeted for the Code Enforcement department at this time.

Department Goals
The following work plan reflects the various goals and objectives that the Department is striving to achieve each year based upon the following workload analysis:

1. Emergency Response: Fire Suppression (Structural, Vehicle, Grass & Other Exterior types), Emergency Medical Services (Medical Aids & Traffic Accidents), Special Operations (Hazardous Materials, Technical Rescues and Other Disasters), Public Service and Hazardous Condition calls. FFD provides mutual aid to neighboring agencies on a regular basis and participates in statewide mutual aid response.

2. Maintenance & Operations: Routine checks and servicing of apparatus and equipment, fire station building and grounds to provide an environment of safety and readiness.

Includes Maintenance and Inspection of and/or Testing of 7 vehicles and specialized equipment including: 8 Ladders, 10,000 feet of Fire Hose, 7 apparatus mounted and portable pumps, 4 chain saws, 3 rotary saws, 5 generators, 16 fire extinguishers, 5 Thermal Imaging Cameras, 4 atmospheric monitors, 2 hydraulic rescue tool sets, 263 + hydrants, 18 breathing apparatus, 9 AED’s, 50 air cylinders and periodic facility safety inspections.

Page 258 of 522 ends

3. Training & Safety: Company Drills, Tailboard Safety Topics, Special Drills, In Service Training and Professional Development efforts to maintain certification and/or competency in required fire, hazardous materials, emergency medical services and rescue disciplines to perform in an OSHA compliant, safe, and effective manner.

4. Community Risk Reduction: Periodic Fire & Life Safety Inspections of approximately 156 Commercial & Residential Occupancies which includes 30 Apt. Bldgs.12 Licensed Care Facilities. 25 Assembly & Educational Occupancies including 14 Churches & 7 Schools, Conduct Code Enforcement, Nuisance, Hazard & Vehicle Abatement, Public Education, and Target Hazard Pre-Fire Planning programs.

5. Records & Reports: Complete and/or maintain documentation as it relates to each of the programs and activities listed above (NFIRS incident reports, payroll, shift change, training, safety, fire prevention, operations, etc.) as required by OSHA, NFPA, statutes or regulations.

Department Unmet Needs / Future Goals
The challenges facing any organization are many. The Fire Department is charged with protecting over $548,672,872 in assessed property valuation. This translates into maintaining appropriate staffing levels and providing adequate equipment and facilities.

Recruitment and retention of volunteer firefighters is a constant challenge in a climate of decreased civic participation and busy working families. The nature of the volunteer has changed including having only a few living in town. It is also imperative that firefighters have the best equipment to complete their mission in a safe and effective manner. An apparatus and equipment replacement programs are in the process of being implemented which may include lease purchase plans while continuing to apply for available grants although limited and highly competitive.

Efforts need to continue to revert to a central fire station response in the core of the city to meet response time goals and ISO requirements, especially considering continued growth to the northern end of the city and the Hwy 198 commercial area.

In addition, the City continues to grow and with the pending addition of a 108-unit affordable housing apartment complex will likely increase the City’s population by an estimated 500 residents and add a number of large two-story structures placing additional response burdens and challenges on the fire department. The City is also poised for a potential growth of up to 800 additional single family and multifamily units with a potential population growth of between 3000 and 4000 residents. The City needs to establish a structured strategy for growth and compliance with a current assessment of service levels as a baseline to ensure that the service is effective and efficient for the City and its residents.

Page 259 of 522 ends

Fund
Fiscal Year 2020
Actual
Fiscal Year 2021
Actual
Fiscal Year 2022
Budget
Fiscal Year 2023
Proposed
Fire & Code Enforcement
Revenues by Fund
01 GENERAL FUND (19,915) (184,463) (45,100) (5,100)
103 GENERAL FUND CAPITAL - - -
71 FIRE DEVELOPER FEES (6,924) (3,101) (12,629) (5,217) 72 FIRE COST RECOVERY - - - (150,000)
Grand Total (26,839) (187,564) (57,729) (160,317)
Expenditures by Fund
01 GENERAL FUND 452,191 575,547 690,588 821,474
103 GENERAL FUND CAPITAL 39,591 7,286 900,000 -
71 FIRE DEVELOPER FEES 8,370 18,350 40,000
72 FIRE DEVELOPER FEES - - - 80,000
Grand Total 491,782 591,202 1,608,938 941,474
Expenditures by Category
CAPITAL OUTLAY 47,528 46,504 989,350 141,000
OPERATING SERVICES & SUPPLIES 43,955 34,274 62,750 89,000

OTHER - - - -
PROFESSIONAL & CONTRACTUAL SRV 82,694 121,259 140,000 135,000 SALARIES & BENEFITS 299,674 368,141 393,538 555,674
UTILITIES 17,931 21,025 23,300 20,800
Grand Total 491,782 591,203 1,608,938 941,474
Full Time Personnel Count
Battalion Chief - 1
Fire Captain - 1
Fire Lieutenant 3 2
Code Enforcement 1 1
Grand Total 4 5
Departmental Budget Summary - Fire & Code Enforcement

Page 260 of 522 ends

City of Farmersville
Police Department
City of Farmersville

Page 261 of 522 ends

Police Department
The Farmersville Police Department is responsible for the safety and welfare of the approximately 11,000 residents of the City of Farmersville and its visitors. The Department provides general law enforcement services for the community. These services include, but are not limited to, patrol, traffic enforcement, criminal investigations, civil standby, and law enforcement services during special community events. In addition, the Department maintains all records generated within the department, management of property and evidence storage, dispatching services, the cadet program; and functions as a vital part of the entire City team assisting with Public Works, Animal Control, Code Enforcement, and the Fire Department as needed.

This annual budget report includes a brief overview describing the divisions of the Department, their duties, and some of their accomplishments for the past year. The intent is to relay a sense of the department activities however it is not intended to be a detailed accounting of department operations.

Mission Statement:

The Mission of the Farmersville Police Department is to work in partnership with our community to enhance the quality of life in our city, preserving peace, reducing fear, and providing a safe environment through the equitable and professional enforcement of law.

Department Structure
The Police Department has a current allocation of (16) sixteen funded sworn fulltime positions and (2) two non-sworn Technical Services Clerk (TSC). Due to budget restraints in the past, the number of positions had been reduced, but the department is slowly rebuilding to meet the needs of the community.

The department was able to add two sworn positions in the FY 2020-21 fiscal year through the use of Cannabis Business Tax and through the Supplemental Law Enforcement Fund (SLESF) allocation which has increased over time based on the City’s population growth.

Page 262 of 522 ends

Department Structure
The Police Department is structured as illustrated in the organizational chart below:

The police department is divided into three categories. These are Administration, Operations, and Investigations. Each of these divisions is administered under the same budget via the Office of The Chief of Police.

The Administration Division is responsible for development of rules and regulations, policy and procedures, personnel matters, all phases of recruitment and hiring, internal affairs, records, dispatch, training, supplies and services.

The Operations Division is responsible for the delivery of all essential services provided by the police department including patrol, traffic enforcement, parking enforcement, and Field Training Officer program, and School Resource Officers.

The Investigations Division is responsible for all criminal investigations as well as any selfinitiated investigations, such as vice and narcotics.

Chief of
Police
Sergeant
Patrol
Officer
Patrol
Officer
Patrol
Officer
Sergeant
Patrol
Officer
Sergeant
Patrol
Officer
School
Resource
Officer
School
resource
Officer
Sergeant
Patrol
Officer
Commander
Detective Detective
Technical
Services
Clerk

Page 263 of 522 ends

Department Accomplishments
• The Department continues its relationship with the School District and its Pathways program at the High School. This program focusses classes for students interested in careers in public safety. Officers have appeared as guest lecturers and assisted with preparation for competitions with the students in the program. The Department completed a two-year partnership with FUSD and TCOE in a grant program to reduce and prevent students use of vaping devices and tobacco products. Officers have participated in classroom education as well as shoulder tap details and business education throughout the community. • The department continues its training in defensive tactics and continues to look for innovative ways to provide our officers skills and tools to allow them to better serve the community. The department initiated a new contract cycle with Axon for updated body cameras and the new Taser-7 to keep our officers toolboxes stocked with a number of choices and options. As COVID restrictions ease officer training will ramp back up and we will get into a regular cycle of training that was previously disrupted due to the pandemic. • The department has recruited, hired, and trained new officers over the past year but has also endured a number of extended absences related to COVID-19 and other protected leaves. Managing leaves amid all the other extended absences and situations related to the pandemic while still maintaining minimum staffing levels has, and continues to be, extremely challenging. This results in a greatly reduced ability to conduct any significant details or community outreach while struggling to simply cover shifts.

• Several special details were conducted including compliance checks for subjects on probation and parole, sweeps of the community for gang activity, and extra patrols during the holidays specifically looking for subjects engaged in package theft and thefts from vehicles.

Department Goals
Specific goals for the department in the coming year are:
• Work towards implementation of the Councils Vision and Goals as outlined in their Strategic Plan.
• Continue to work cooperatively with the Farmersville Unified School District through the School Resource Officers, Cadet Program, and their Pathways Program. • Continue the “Coffee with a Cop” public outreach once per quarter post pandemic.

Page 264 of 522 ends

• Continue to work through the challenges of the growing cannabis industry guiding it through the ever-changing rules and regulations coming down from the State level as well as the newly allowed delivery permits, addition of a third retail outlet, and relocation of an existing outlet with the addition of an on-site venue.
• Continue implementation of the Transit Camera program establishing the infrastructure for monitoring of the street cameras as well as live feed from cannabis retailers.

• Continue to work on the station remodel as it progresses into its final phase covering the front office and lobby area.
• Successfully implement all CIP projects as budgeted and on time. • Continue to work with the community to maintain the lowest crime rate in Tulare County and work towards further reducing crime numbers.
• Continue to develop staff through training and getting caught up on training mandates post pandemic. Continue mentoring staff and engaging in succession planning department-wide. • Continue to explore new tools, techniques, and technology to maximize the limited staff time and staffing levels.
• Work toward increasing staffing to appropriate levels as revenues increase.

Fiscal Year 2022-23 Budget Specifics
The FY 2022-23 Police Department Budget strives to provide the City of Farmersville the best service possible with the lean staffing and limited resources by leveraging new technology and quality training.

Over the past several years, and particularly the past few fiscal years, the Department has experienced significant challenges in retention of existing, experienced staff and recruitment of new officers. This has stabilized over the past year even in the face of the significant challenges that the pandemic created however other unanticipated absences have created staffing challenges. The Department has had a significant number of extended leaves due to Covid and other protected leaves which would have caused severe impacts to staffing levels and ultimately the overtime budget had it not been for the addition of two positions in FY 2020-21. The additional staffing allowed the maintaining of minimum staffing levels while controlling the use of overtime.

Page 265 of 522 ends

Through these challenges the department has been able to preserve one of the lowest crime rates of any city in Tulare County. This has been the case for the past four fiscal years and the department, and its staff continue to work hard to maintain and improve that status.

FY 2022-23 Budget Summary
The Budget for FY 2022-23 reflects a spending decrease of about 10% for a total of $2,342,704 in the General Fund, $209,588 in the SLESF Fund, $7,500 from forfeiture funds, and $170,245 in capital expenditures through Measure Q. While there are some incremental changes budgeted relative to minor increased operation costs like fuel and utilities, additions including security camera software-as-a-service subscription, new hardware to become compatible with dispatch updates, and other costs related to new app-based technology for officers, account for nearly $40,000 in additional cost. These cost increases related to one-time projects are off-set by reduced capital costs and reduced salary and benefit costs. Fees for services for the year are not expected to change significantly.

Separately, in the Capital Fund, the department will continue implementation of the Capital Improvement Plan at a cost of $170,245. 100% of these capital costs are paid for with Measure Q revenues. This will include completing the remodel of the existing police facility. The police department facilities had not changed since the opening of the Civic Center over twenty years ago. The plan includes the last phase of the reconfiguration of office space offering a fresh new look and feel for staff and increased functionality to accommodate the additional staff positions.

The CIP includes continuing the vehicle replacement program which will begin payment on three (3) patrol vehicles purchased in FY 2021-22 which is also funded with Measure Q funds.

Most revenue types collected by the police department have minimal impact on the General Fund budget and are typically designed for cost recovery for services rendered. The adoption of the new Master Fee Schedule proposed by the recent fee study would assist in that cost recovery since the last fee adjustments were done ten (10) years ago. There are few grants currently available for law enforcement and those that are available require substantial matching funds and are typically designed for larger jurisdictions or multi-agency task forces.

The significant revenues brought in by the department consist of reimbursement by contract with the Farmersville Unified School District for two (2) School Resource Officers assigned to the schools for the regular school year (partial funding for two positions).

The department also receives an allocation of AB 3229, Citizens Option for Public Safety (COPS) funds at a minimum of $100,000 annually. The department is currently funding two (2) fulltime police officers with these revenues. The City has typically received about $150,000 annually in this allocation and combined with cash on hand in this separate fund, anticipates that it will be able to support the second additional position to FY 2025-26. At that point, additional funding will likely be needed to continue to support the second position.

Page 266 of 522 ends

One (1) additional police officer position is currently supported by Measure Q Cannabis Business Tax revenues and the City has budgeted for this position to continue in FY 2021-22. In the future, when additional Measure Q funds can be spared for ongoing operational costs such as salary and benefits, the number of sworn officers should be increased to 17.

It is important to note that these five (5) positions are almost fully funded through means other than General Fund tax revenue. The FY 2022-23 General Fund budget supports the remaining eleven (11) sworn officers and two (2) civilian positions.

The department continues to watch for grant opportunities and does take advantage of Homeland Security funding when appropriate as well as making use of DMV Auto Theft Funds when appropriate projects are developed.

The dedicated men and women of the Farmersville Police Department will continue to work diligently to maintain and improve the reputation they have built in the community providing full-service law enforcement to all its members.

Page 267 of 522 ends

Fund
Fiscal Year 2020
Actual
Fiscal Year 2021
Actual
Fiscal Year 2022
Budget
Fiscal Year 2023
Proposed
Police
Revenues by Fund
01 GENERAL FUND (379,459) (235,006) (244,364) (236,847) 103 GENERAL FUND CAPITAL (20,000) (40,000)
11 DRUG ENFORCEMENT (3,209) - (93) (93)
14 POLICE DEPT SLESF (159,630) (158,935) (151,272) (161,078) 15 POLICE DEPT AB109 - - - -
80 EVIDENCE HOLDING (163) - - -
81 POLICE DEVELOPER FEES (5,653) (3,554) (21,248) (5,185) 82 ASSET FORFEITURE (40) (22) (13) (13)
83 LIVE SCAN (1,085) (251) - -
Grand Total (569,238) (437,768) (416,990) (403,215)
Expenditures by Fund
01 GENERAL FUND 2,205,271 2,375,854 2,584,678 2,579,551 103 GENERAL FUND CAPITAL 72,857 204,376 243,026 170,245 11 DRUG ENFORCEMENT 19,879 - - 15,000
14 POLICE DEPT SLESF 164,943 170,749 196,337 209,588
15 POLICE DEPT AB109 - - - -
81 POLICE DEVELOPER FEES 64,857 141,480 - 5,200
82 ASSET FORFEITURE - 492 - 2,300
83 LIVE SCAN 1,474 886 - -
Grand Total 2,529,281 2,893,838 3,024,041 2,981,884
Expenditures by Category
CAPITAL OUTLAY 373,769 405,542 285,133 242,295
OPERATING SERVICES & SUPPLIES 114,937 102,719 135,400 163,400

OTHER - - - -
PROFESSIONAL & CONTRACTUAL SRV 168,202 187,501 206,400 211,700 SALARIES & BENEFITS 1,848,976 2,171,388 2,368,108 2,337,489 UTILITIES 23,397 26,687 29,000 27,000
Grand Total 2,529,281 2,893,838 3,024,041 2,981,884
Departmental Budget Summary - Police

Page 268 of 522 ends

Fund
Fiscal Year 2020
Actual
Fiscal Year 2021
Actual
Fiscal Year 2022
Budget
Fiscal Year 2023
Proposed
Departmental Budget Summary - Police
Full Time Personnel Count
Police Chief 1 1
Police Commander 1 1
Police Sergeant 4 3
Police Officer 10 12
Technical Service Clerk 1 2
Grand Total 17 19

Page 269 of 522 ends

THIS PAGE INTENTIONALLY LEFT BLANK

Page 270 of 522 ends

City of Farmersville
Public Works Department & Engineering
City of Farmersville

Page 271 of 522 ends

Public Works Department & Engineering
Mission:

The mission of the Public Works Department of the City of Farmersville is to continually provide cost effective and efficient essential services to the public. This includes safe drinking water; environmentally sound wastewater collection and treatment, storm water management, solid waste collection, and safe well-managed streets, parks, and public facilities.

Vision:

The City of Farmersville Public Works Department strives to build community confidence by providing quality services to its citizens in a safe, responsive, and cost-effective manner. The Department is dedicated to the pursuit of new technologies and innovations that result in service improvements that enhance the quality of life for the residents. The Department continues to expand upon the commitment to meet the challenges of the future.

Department Structure
The Public Works Department is comprised of 7 Full-Time employees who attend to the following divisions:

Water Department: The Water Division operates and maintains six (6) City water wells, over 26 miles of water main pipeline, 576 water valves, 263 fire hydrants, 2,614 City water metered services, 95 Cameron Creek water metered services, submits reports to the State of California and performs monthly water meter usage readings.

Wastewater: The Waste Water Division manages, operates and maintains over 29 miles of sewer main pipeline, four (4) sewer lift stations, 389 Sanitary Sewer Manholes, the

1.25 million gallon per day Waste Water Treatment Plant.

Street Maintenance: The Street Maintenance Division maintains over 65 miles of streets and alleys, City parking lots, 161 Storm water manholes, 5 miles of storm drain pipeline, all City sidewalks, curbs, gutters, ponding basins, City owned trees, signage, median islands, graffiti removal from public properties and bi-monthly street sweeping.

Street striping services are contracted.

Fleet Maintenance: The Fleet Maintenance Division manages, maintains vehicles (Diesel & Gas) and various pieces of equipment. The division is responsible for On & Off Road Vehicle Registry (DOORS), SMOG & Opacity Testing & Reporting and the Hazardous Materials Handling Programs.

Page 272 of 522 ends

Parks Maintenance: Parks Maintenance Division provides maintenance for the City’s eight (8) parks totaling thirty-two (32) acres (including, trails, turf, trees, ballfields, playgrounds, and the water park).

Landscape & Lighting Maintenance Districts: The Public Works Department is responsible for the operations and maintenance of the City’s seven (7) Landscape Zones.

Building Maintenance: The Government Building Maintenance Division is responsible for the maintenance and repair of the Police, Fire, City Hall, and other City owned facilities.

Department Accomplishments
Water Division
Water Division produced the following required reports to remain in compliance:
• Monthly summary of distribution system coliform monitoring. Twelve (12) weekly water samples taken throughout the City
• Monthly summary of coliform monitoring for source(s) (Wells) taken from each active well source
• Monthly Chlorine & Production Report
• Stage 2 Disinfection Byproduct Report and Sampling Report • Annual distribution system Lead & Copper sampling
• Annual report to the Drinking Water Program
• Complete and distribute the annual Consumer Confidence Report (CCR) • Participate in EPA Un-Regulated Contaminant Monitoring (UCMR) • Complete State Water Boards water system inspection
• Responded to over 150 Under Ground Service Alerts (USA) marking City water, sewer and storm drain utilities.

The Water Division completed the following water system projects:
• Completed upgrade to Well 5 which included a VFD, water lube conversion, Pump Extension, motor, and flowmeter.

Page 273 of 522 ends

Recycling Division
• Provide free Metal, Green Waste, E-waste and Mattress/Box spring collection at City Yard
• Continued to implement Mandatory Commercial Recycling Plan (AB 341), Mandatory Organics Recycling Plan (AB 1826), and California's Short-Lived Climate Pollutant Reduction law (SB1383) to residential and commercial customers
• Met and complied with State and County quarterly and yearly reports, such as:

CalRecycle Electronic Annual Report, Recycling Incentive Payment Program Report, CalRecycle Mattress Recovery and Recycling Program Report, among others
• Assisted Code Enforcement with special clean-ups
Wastewater Division
• Weekly WWTP sampling in compliance with state regulations. • Monthly WWTP Report.
• Performed water jet cleaning in portions of the sanitary sewer collection system. • Quarterly maintenance of four (4) sanitary sewer lift stations. • Monthly maintenance & cleaning of the Wastewater Treatment Plant. • Laboratory analyzed wastewater samples.
• Replace existing Vacuum Truck with new compliant unit.

Street Maintenance Division
• Performed water jet cleaning in portions of the storm sewer collection system. • Completed monthly pothole repairs, clear storm drains, trim/remove/replace street trees, replace signage, weed abatement and more.
• Continued recycling program for damaged/non-compliant street signs. • Continued replacing street signage to meet new retro-reflectivity requirements. • Continued on-going storm drain inlet cleaning throughout the city. • Perform bi-monthly street sweeping.
• Trim city trees throughout the City.
• Completed the Roundabout irrigation and landscaping upgrades. • Commenced the Visalia Road median irrigation and landscaping upgrades. • Removed graffiti from all City controlled or maintained property. • Complete North Farmersville Blvd Widening and Improvements.

Fleet Maintenance
• Monitored and complied with State and Federal vehicular maintenance requirements. • Complete Smog Check & Smoke Test requirements.
• Continued to oversee the preventive maintenance program to safeguard the drivability and prolong the life of City vehicles.

Page 274 of 522 ends

• Updated the DOORS On & Off Road Registry Program.

Parks Maintenance
• Repaired irrigation, mark lines for sports programs, field repair, playground repair, and general park maintenance.
• Repaired Veterans Park electrical outlets.
• Completed the Armstrong Park renovation project.

Buildings & Grounds
• Completed work orders for maintenance or repairs at City Facilities. • Commenced irrigation upgrade at Sports Park.
• Partial completion of Police Department remodel.

Department Goals
The primary goal of the Public Works Department is to improve the quality of life for all Farmersville Residents and customers. Specific goals for the future include:
• Improve landscaping and amenities at all City Parks.
• Develop and improve the City website to better inform the public of the services available.
• Install trail lighting at Liberty Park walking trail. • Install trail lighting at Farmersville Sports Park.
• Install sidewalk at Farmersville Sports Park walking trail if supported by public. • Expand/improve Public Works Corporation Yard.
• Water main upgrade on E. Birch from Costner to Magnolia. • Complete multiple park improvement projects (grants).

Fiscal Year 2022-23 Budget Specifics
• Continue retrofit of City Wells to include VFD, water lube conversion, Pump Extension • General Fund Cost budgeted at $505,521 up from $408,724 in FY 2021-22 and $323,155 in FY 2020-21.
• Updated salary allocation to more accurately reflect time spent between divisions.

Primary changes impact the Maintenance Districts (now outsourced) and the Trash Utility (absorb the cost of street sweeping salary and benefits and operational costs).

Page 275 of 522 ends

• Purchasing a new mower and new tools to convert from gas to battery as prescribed by State regulatory agencies.
• Biennial street striping & stenciling is budgeted for FY 2022-23. • Continuation of the temporary employee program to help facilitate deferred maintenance needs for landscaping and irrigation in the parks and road medians.

Projecting need at 2 employees for 6 months (or equivalent). Cost is estimated at $50,000 and to be offset by Measure Q Cannabis Business Tax revenue. • The Capital Budget contains 21 different projects and a cost of $10,190,380 in FY 2022-23. These projects consist of roadwork, park improvements, capital and equipment purchases as well as infrastructure upgrades. They will be paid from a variety of funds and revenue sources but mainly the Enterprise Funds (utilities), Cannabis Business Tax, and a variety of grant funds. See the Capital Budget section of this report for more details on project specifics.

Department Unmet Needs / Future Goals
The following list of projects and programs are identified as part of the Department’s strategic planning process, and staff would like to call them out as future activities as funding becomes available:
• Replace all walking trail irrigation at Farmersville Sports Park • Purchase portable, stand-by generators for water wells • Implement Leak Detection Program
• Continue with installation of electronic flow meters at each well location • Electronic static and residual water level reporting units at each well location • Public restroom improvements and remodels
• Integrate Public Works assets into GIS
• Addition of new water well on south side of City

Page 276 of 522 ends

Engineering Department:

The Engineering Department is a fully contracted position out-sourced to QK Inc., professional engineers. While all projects underway are essentially Public Works Department projects, they are split out separately when they require much more in the way of planning, administration, construction management, environmental or biological needs, surveying, or other specialty tasks. For reference, the projects that fall under the engineering category are as follows:

ENGINEERING CAPITAL PROJECTS
YEAR 1
2022-23
YEAR 2
2023-24
YEAR 3
2024-25
YEAR 4
2025-26
YEAR 5
2026-27 TOTAL
Central Farmersville Blvd Repairs 150,000 1,342,500 1,492,500 Birch Water Line Relocation 35,000 326,000 361,000
Master Plans for Sewer, Water, and Storm Drain 150,000 150,000 Water Recharge Basin 14,400 193,700 208,100
Update City Standards (LEAP Grant) 65,000 65,000
Water Storage Tank 18,000 1,240,000 1,258,000
New Water Well (ARP allocation) 90,000 1,410,000 1,500,000 City Hall Parking Lot (Phase 1) 191,000 191,000
City Hall Parking Lot (Phase 2) 17,500 171,100 188,600
Residential Streetlight Study 50,000 50,000
Pavement Management Program: Street Repairs Year 1 1,600,000 400,000 2,000,000 Pavement Management Program: Street Repairs Year 2 75,000 1,925,000 2,000,000 Pavement Management Program: Street Repairs Year 3 75,000 1,925,000 2,000,000 Alley Improvement Construction 875,000 875,000
Solar Plant located at new WWTP 150,000 4,850,000 5,000,000 ADA Sidewalk Improvements 25,000 225,000 250,000
Highway 198 Gateway Improvements (CCLGP) 1,732,837 2,601,069 4,333,906 AHSC Phase I: Pedestrian and Bike Improvements 1,246,175 1,246,175 AHSC Phase II: Multi-Modal Hub 3,528,238 3,528,238
Pavement Management Program: Street Repairs Year 4 9,395 241,136 250,531 Urban Water Management Program 53,000 53,000
TOTAL 3,862,837 10,693,969 7,633,213 4,569,895 241,136 27,001,050

Page 277 of 522 ends

Fund
Fiscal Year 2020
Actual
Fiscal Year 2021
Actual
Fiscal Year 2022
Budget
Fiscal Year 2023
Proposed
Public Works
Revenues by Fund
02 WATER UTILITY (987,471) (1,062,566) (1,125,568) (1,185,834) 03 WATER DEVELOPMENT (13,764) (8,514) (17,871) (8,030)
04 SEWER UTILITY (2,039,115) (2,026,088) (2,005,186) (2,016,831) 05 SEWER DEVELOPMENT (23,827) (20,631) (28,642) (8,026) 06 REFUSE (857,594) (862,662) (890,269) (911,495)
20 STP (15,271) (758,958) (755,585) (4,405)
21 GAS TAX (266,556) (255,684) (299,670) (332,729)
22 TDA (393,611) (649,043) (656,026) (659,635)
23 STORM DRAIN (4,315) (1,712) (3,545) (8,716)
25 STREET MITIGATION FUND (459) - - -
26 MEASURE R FUND (1,077,951) (1,786,078) (10,505,485) (236,344) 27 RMRA (SB1) FUND (199,701) (211,321) (234,610) (258,769) 30 PARK DEVELOPMENT (735) (273) (1,300) (18,907)
31 PARK IMPROVEMENTS (30,540) (241,756) (1,844,734) (4,010,980) 35 MAINTENCE DISTRICT (63,291) (88,349) (61,955) (62,500) 39 MUSEUM FUND (52,701) (83,854) (85,816) (93,459)
Grand Total (6,026,901) (8,057,488) (18,516,262) (9,816,662) Expenditures by Fund
01 GENERAL FUND 239,311 419,377 429,883 505,521
103 GENERAL FUND CAPITAL 71,574 9,417 369,916 892,492
02 WATER UTILITY 693,895 784,360 882,585 944,394
03 WATER DEVELOPMENT 195,836 1,932 - -
04 SEWER UTILITY 968,559 1,073,092 1,497,045 2,237,143
05 SEWER DEVELOPMENT - - 243,000 -
06 REFUSE 797,006 763,995 815,222 776,059
20 STP - 967,514 - -
21 GAS TAX 244,294 280,038 336,797 372,050
22 TDA 49,699 94,929 115,188 1,735,188
23 STORM DRAIN - - 154,000 -
25 STREET MITIGATION FUND - 32,091 - -
26 MEASURE R FUND 862,084 1,622,230 10,330,000 -
Departmental Budget Summary - Public Works

Page 278 of 522 ends

Fund
Fiscal Year 2020
Actual
Fiscal Year 2021
Actual
Fiscal Year 2022
Budget
Fiscal Year 2023
Proposed
Departmental Budget Summary - Public Works
27 SB1 Road Maintenance & Rehab 71,491 458,678 - -
31 PARK IMPROVEMENTS 64,655 239,677 1,377,734 4,018,034 35 MAINTENANCE DISTRICT 125,901 116,899 79,396 62,049
39 CITY PROPERTY FUND 41,659 53,736 42,700 59,500
Grand Total 4,425,963 6,917,964 16,673,465 11,602,431
Expenditures by Category
CAPITAL OUTLAY 71,574 3,583,783 2,334,893 7,475,705
OPERATING SERVICES & SUPPLIES 2,050,322 517,582 802,388 895,059 OTHER 177,081 32,091 397,000 10,000
PROFESSIONAL & CONTRACTUAL SRV 1,019,219 1,610,884 11,881,732 1,859,754 SALARIES & BENEFITS 791,724 779,746 775,988 892,913
UTILITIES 316,044 393,879 481,464 469,000
Grand Total 4,425,963 6,917,964 16,673,465 11,602,431
Full Time Personnel Count
Public Works Director 1 1
Public Works Supervisor 1 1
Public Works Specialist 1 -
Maintenance Worker 5 5
Public Works Crew Leader - 1
Grand Total 8 8

Page 279 of 522 ends

THIS PAGE INTENTIONALLY LEFT BLANK

Page 280 of 522 ends

City of Farmersville
Positions, Salaries & Benefits
City of Farmersville

Page 281 of 522 ends

Positions, Salaries & Benefits
The City of Farmersville has four labor groups: Police Officer’s Association (POA), International Brotherhood of Teamsters (Local 517), Miscellaneous Employee Association, and Mid-Management Employee Association. Salary & Benefits are set by Memorandum of Understanding (MOU). MOUs are generally considered and adopted around the same time as the annual budget unless the MOU is a multi-year agreement.

Memorandums of Understanding – MOUs
Current MOUs agreements cover the period through June 30, 2023. They contain all the negotiated benefits and other important employment related information by bargaining group, including the salary schedule attached in this section.

Organizational Chart by Position
This chart displays all the currently filled positions and their organization within the structure of the City.

Authorized Full-Time Personnel Positions by Department
This schedule details the number of positions, by title, authorized and assigned to each Department.

Time & Cost Allocation for Full-Time Positions
This schedule shows the standard time and cost allocation by City Department for each full-time position.

Page 282 of 522 ends

Historical Payroll & Benefit Cost by Fund
This Schedule shows the time and cost allocation of fulltime staff by fund and accounting department. Funding sources are based upon level of service or involvement
attributed to a program or department. It is important to note that the total number of positions shown here may
not match the number of positions, since not all positions are funded at 100% every year due to vacancies or new positions.

Salary Schedule
The Salary schedule covers all positions available for the City of Farmersville. However, not all are filled or budgeted necessarily. This can be compared to the prior schedule for clearer information regarding budgeted positions. This schedule is what is adopted with the MOUs. All employees hired before January 1, 2018 are considered part of Tier 1 and have a different salary schedule length and a different benefits package. Employees hired on January 1, 2018 or later are considered part of Tier 2.

Page 283 of 522 ends

Farmersville
Residents
Mayor and City
Council
City Manager:

Jennifer Gomez
Public Works:

Jeff Dowlen
Public Works
Supervisor:

Kenneth Guinn
Maintenance
Worker:

Justin Baker
Maintenance
Worker:

Ruben Farias
Maintenance
Worker:

Michael Gordon
Maintenance
Worker:

Paul Gomar
Maintenance
Worker:

Raymond Belloso
Police Chief:

Mario Krstic
Police Lieutenant:

Jay Brock
Technical Service
Clerk: Maria Alvarez
Technical Service
Clerk: Rosa
Marquez
Police Sergeant:

Luis Frausto
Police Officer:

Justin Calvillo
Police Officer:

Eduardo Carrillo
Police Officer:

Rhiannon Opper
Police Sergeant:

Troy Evrett
Police Officer:

Jereme Brogan
Police Officer:

Paulino Manzano
Police Officer:

David Pankey
Police Sergeant:

Rafael Vasquez
Police Officer:

Theresa Moore
Police Officer: Diego
Corona
Police Officer:

Rachel LeBeouf
Police Sergeant:

Open
Police Officer:

Francisco Pacheco
Police Officer:

Jose Palomino
Police Officer:

Jacob Tormohlen
Fire: Doug Stewart
(Volunteer)
Battalion Chief: Jim
Thomas
(Volunteer)
Fire Captain:

Brandon Saefong
Fire Lieutenant:

Brannon Parish
Fire Lieutenant:

Matthew Epstein
Code Enforcement
Officer:

Hector Ramos III
Finance & Admin:

Steve Huntley
Development
Coordinator:

Diocelina Garcia
Administrative
Analyst:

Rochelle Giovani
Human Resource
Manager:

Teqia Williams
Finance Manager:

Betina Ashoori
Account Clerk II:

Manuel Amezcua
Account Clerk I:

Open
City Attorney

Page 284 of 522 ends

Department Position Title FY 2020-2021
Administration City Manager 1
Administration Administrative Analyst 1
Administration Director of Finance & Administration 1
Administration Human Resources Manager 1
Administration Finance Manager 1
Administration Account Clerk I 1
Administration Account Clerk II 1
Departmental Subtotal 7
Public Works Public Works Director 1
Public Works Public Works Supervisor 1
Public Works Maintenance Worker 5
Public Works Public Works Crew Leader 1
Departmental Subtotal 8
Fire Battalion Chief 1
Fire Fire Captain 1
Fire Fire Lieutenant 2
Departmental Subtotal 4
Code Enforcement Code Enforcement Officer 1
Departmental Subtotal 1
Community Development Development Coordinator 1
Departmental Subtotal 1
Police Police Chief 1
Police Police Commander 1
Police Police Sergeant 3
Police Police Officer 12
Police Technical Service Clerk 2
Departmental Subtotal 19
Total Authorized Full-Time Positions 40
Authorized Full Time Personnel Positions by Department

Page 285 of 522 ends

Position Department Fund Department Time & Cost Allocation City Manager Administration 01 404 30%
City Manager Administration 02 404 30%
City Manager Administration 04 404 30%
City Manager Administration 21 404 10%
City Manager Administration 100%
Administrative Analyst Administration 01 404 50%
Administrative Analyst Administration 02 404 25%
Administrative Analyst Administration 04 404 25%
Administrative Analyst Administration 100%
Director of Finance & Administration Administration 01 404 35% Director of Finance & Administration Administration 02 404 30% Director of Finance & Administration Administration 04 404 25% Director of Finance & Administration Administration 06 404 10% Director of Finance & Administration Administration 100% Human Resources Manager Administration 01 404 50%
Human Resources Manager Administration 02 404 25%
Time & Cost Allocation for Full-Time Positions 2022-2023

Page 286 of 522 ends

Position Department Fund Department Time & Cost Allocation Time & Cost Allocation for Full-Time Positions 2022-2023 Human Resources Manager Administration 04 404 25%
Human Resources Manager Administration 100%
Finance Manager Administration 01 404 35%
Finance Manager Administration 02 404 30%
Finance Manager Administration 04 404 25%
Finance Manager Administration 06 404 10%
Finance Manager Administration 100%
Account Clerk I Administration 01 404 5%
Account Clerk I Administration 02 404 40%
Account Clerk I Administration 04 404 40%
Account Clerk I Administration 06 404 15%
Account Clerk I Administration 100%
Account Clerk II Administration 01 404 5%
Account Clerk II Administration 02 404 40%
Account Clerk II Administration 04 404 40%
Account Clerk II Administration 06 404 15%

Page 287 of 522 ends

Position Department Fund Department Time & Cost Allocation Time & Cost Allocation for Full-Time Positions 2022-2023 Account Clerk II Administration 100%
Public Works Director Public Works 01 425 20%
Public Works Director Public Works 02 425 20%
Public Works Director Public Works 04 425 20%
Public Works Director Public Works 06 425 15%
Public Works Director Public Works 21 425 20%
Public Works Director Public Works 35 425 5%
Public Works Director Public Works 100%
Public Works Supervisor Public Works 01 425 20%
Public Works Supervisor Public Works 02 425 30%
Public Works Supervisor Public Works 04 425 30%
Public Works Supervisor Public Works 21 425 15%
Public Works Supervisor Public Works 35 425 5%
Public Works Supervisor Public Works 100%
Public Works Crew Leader Public Works 01 425 20%
Public Works Crew Leader Public Works 02 425 35%

Page 288 of 522 ends

Position Department Fund Department Time & Cost Allocation Time & Cost Allocation for Full-Time Positions 2022-2023 Public Works Crew Leader Public Works 04 425 35%
Public Works Crew Leader Public Works 21 425 10%
Public Works Crew Leader Public Works 100%
Maintenance Worker Public Works 01 425 35%
Maintenance Worker Public Works 02 425 20%
Maintenance Worker Public Works 04 425 20%
Maintenance Worker Public Works 21 425 25%
Maintenance Worker Public Works 100%
Maintenance Worker Public Works 01 425 60%
Maintenance Worker Public Works 02 425 20%
Maintenance Worker Public Works 04 425 10%
Maintenance Worker Public Works 21 425 10%
Maintenance Worker Public Works 100%
Maintenance Worker Public Works 01 425 50%
Maintenance Worker Public Works 02 425 10%
Maintenance Worker Public Works 04 425 10%

Page 289 of 522 ends

Position Department Fund Department Time & Cost Allocation Time & Cost Allocation for Full-Time Positions 2022-2023 Maintenance Worker Public Works 21 425 30%
Maintenance Worker Public Works 100%
Maintenance Worker Public Works 01 425 30%
Maintenance Worker Public Works 02 425 30%
Maintenance Worker Public Works 04 425 30%
Maintenance Worker Public Works 21 425 10%
Maintenance Worker Public Works 100%
Maintenance Worker Public Works 01 425 10%
Maintenance Worker Public Works 02 425 30%
Maintenance Worker Public Works 04 425 30%
Maintenance Worker Public Works 21 425 30%
Maintenance Worker Public Works 100%
Battalion Chief Fire 01 420 100%
Battalion Chief Fire 100%
Fire Captain Fire 01 420 100%

Page 290 of 522 ends

Position Department Fund Department Time & Cost Allocation Time & Cost Allocation for Full-Time Positions 2022-2023 Fire Captain Fire 100%
Fire Lieutenant Fire 01 420 100%
Fire Lieutenant Fire 100%
Fire Lieutenant Fire 01 420 100%
Fire Lieutenant Fire 100%
Code Enforcement Officer Code Enforcement 01 415 100%
Code Enforcement Officer Code Enforcement 100%
Development Coordinator Community Development 01 414 50% Development Coordinator Community Development 02 404 25% Development Coordinator Community Development 04 404 25% Development Coordinator Community Development 100%
Police Chief Police 01 411 100%
Police Chief Police 100%

Page 291 of 522 ends

Position Department Fund Department Time & Cost Allocation Time & Cost Allocation for Full-Time Positions 2022-2023 Police Commander Police 01 411 100%
Police Commander Police 100%
Police Sergeant Police 01 411 100%
Police Sergeant Police 100%
Police Sergeant Police 01 411 100%
Police Sergeant Police 100%
Police Sergeant Police 01 411 100%
Police Sergeant Police 100%
Police Officer Police 01 411 100%
Police Officer Police 100%
Police Officer Police 01 411 100%
Police Officer Police 100%
Police Officer Police 01 411 100%

Page 292 of 522 ends

Position Department Fund Department Time & Cost Allocation Time & Cost Allocation for Full-Time Positions 2022-2023 Police Officer Police 100%
Police Officer Police 01 411 100%
Police Officer Police 100%
Police Officer Police 01 411 100%
Police Officer Police 100%
Police Officer Police 01 411 100%
Police Officer Police 100%
Police Officer Police 01 411 100%
Police Officer Police 100%
Police Officer Police 01 411 100%
Police Officer Police 100%
Police Officer Police 01 411 100%
Police Officer Police 100%

Page 293 of 522 ends

Position Department Fund Department Time & Cost Allocation Time & Cost Allocation for Full-Time Positions 2022-2023 Police Officer Police 01 411 100%
Police Officer Police 100%
Police Officer Police 14 411 100%
Police Officer Police 100%
Police Officer Police 14 411 100%
Police Officer Police 100%
Technical Service Clerk Police 01 411 100%
Technical Service Clerk Police 100%
Technical Service Clerk Police 01 411 100%
Technical Service Clerk Police 100%
Grand 40

Page 294 of 522 ends

Fund Department FY 20 Actuals FY 21 Actuals FY 22 Budget FY 23 Proposed 01-General Fund 404-Administration $166,866 $181,572 $574,270 $457,968 02-Water 404-Administration $267,072 $267,360 $307,822 $311,448 04-Sewer 404-Administration $244,254 $267,019 $285,474 $292,815 06-Refuse 404-Administration $73,414 $62,351 $68,538 $60,778 21-Gas Tax 404-Administration $8,871 $18,621 $20,423 $20,390 01-General Fund 411-Police $1,759,767 $2,000,640 $2,171,772 $2,128,401 01-General Fund 414-Community Development $15,361 $46,019 $49,366 $43,230 01-General Fund 415-Code Enforcement $57,741 $70,598 $85,669 $93,116 01-General Fund 420-Fire $241,933 $297,543 $307,867 $422,559 01-General Fund 425-Public Works $113,888 $117,455 $185,282 $248,021 02-Water 425-Public Works $250,947 $219,680 $174,969 $221,611 04-Sewer 425-Public Works $196,308 $206,260 $174,969 $213,285 06-Refuse 425-Public Works $28,448 $24,870 $95,253 $26,996 14-Police SLESF 411-Police $89,209 $170,749 $196,336 $209,088 21-Gas Tax 425-Public Works $125,805 $134,407 $129,592 $165,950 35-Maintence District 425-Public Works $76,327 $77,074 $15,927 $17,049 Total $3,716,211 $4,162,215 $4,843,529 $4,932,705
Historical Payroll & Benefit Cost by Fund & Department

Page 295 of 522 ends

Position Range A B C D E F
City Manager 21 $145,000
Administrative Analyst 8© $57,782 $60,671 $63,705 $66,890 $70,234 $73,746 Development Coordinator 8© $55,739 $58,526 $61,452 $64,525 $67,751 $71,139 Human Resources Manager 8© $74,272 $77,986 $81,885 $85,979 $90,278 $94,792 Director of Finance & Administration 19 $105,594 $110,874 $116,418 $122,239 $128,351 $134,768 Finance Director 18 $91,199 $95,759 $100,547 $105,574 $110,853 $116,395 Finance Manager 17 $76,129 $79,935 $83,932 $88,129 $92,535 $97,162 Account Clerk I 1(b) $34,223 $35,934 $37,730 $39,617 $41,598 $43,678 Account Clerk II 2(a) $45,861 $48,155 $50,562 $53,090 $55,745 $58,532 Technical Service Clerk 1(a) $39,836 $41,828 $43,919 $46,115 $48,421 $50,842 Police Officer 5(b) $50,671 $53,204 $55,865 $58,658 $61,591 $64,670 Corporal 7 $53,217 $55,877 $58,671 $61,605 $64,685 $67,919 Police Sergeant 8(a) $67,907 $71,303 $74,868 $78,611 $82,542 $86,669 Police Commander 9(b) $91,011 $95,561 $100,339 $105,356 $110,624 $116,155 Police Chief 17 $129,959 $136,457 $143,280 $150,444 $157,966 $165,863 Code Enforcement Officer 5(a) $47,272 $49,635 $52,117 $54,723 $57,459 $60,332 Fire Chief 20 $111,265 $116,828 $122,669 $128,803 $135,243 $142,005 Battalion Chief 17 $83,958 $88,156 $92,564 $97,192 $102,051 $107,154 Fire Captain 8(b) $62,651 $65,783 $69,072 $72,526 $76,152 $79,960 Fire Lieutenant 5(a) $46,751 $49,088 $51,543 $54,120 $56,826 $59,667 Maintenance Worker 2(b) $35,404 $37,174 $39,033 $40,984 $43,034 $45,185 Public Works Crew Leader 3 $47,445 $49,817 $52,308 $54,923 $57,669 $60,553 Public Works Supervisor 9(a) $63,579 $66,758 $70,096 $73,601 $77,281 $81,145 Public Works Director 19 $85,193 $89,453 $93,926 $98,622 $103,553 $108,731 Salary Schedule Fiscal Year 2023
Tier 1

Page 296 of 522 ends

Position Range A B C D E F G H I
City Manager 21 145,000
Administrative Analyst 8© 57,782 59,588 61,450 63,370 65,350 67,393 69,499 71,670 73,910 Development Coordinator 8© 55,739 57,481 59,277 61,129 63,040 65,010 67,041 69,136 71,297 Human Resources Manager 8© 74,272 76,593 78,987 81,455 84,001 86,626 89,333 92,124 95,003 Director of Finance & Administration 19 105,594 108,894 112,297 115,806 119,425 123,157 127,006 130,975 135,068 Finance Director 18 91,199 94,049 96,988 100,019 103,144 106,368 109,692 113,119 116,654 Finance Manager 17 76,129 78,508 80,961 83,491 86,101 88,791 91,566 94,427 97,378 Account Clerk I 1(b) 34,223 35,292 36,395 37,532 38,705 39,915 41,162 42,448 43,775 Account Clerk II 2(a) 45,963 47,400 48,881 50,409 51,984 53,608 55,284 57,011 58,793 Technical Service Clerk 1(a) 39,836 41,081 42,365 43,688 45,054 46,462 47,914 49,411 50,955 Police Officer 5(b) 50,671 52,254 53,887 55,571 57,308 59,099 60,946 62,850 64,814 Corporal 7 53,217 54,880 56,595 58,363 60,187 62,068 64,007 66,008 68,070 Police Sergeant 8(a) 67,907 70,030 72,218 74,475 76,802 79,202 81,677 84,230 86,862 Police Commander 9(b) 91,011 93,855 96,788 99,812 102,931 106,148 109,465 112,886 116,414 Police Chief 17 129,959 134,020 138,209 142,528 146,982 151,575 156,312 161,196 166,234 Code Enforcement Officer 5(a) 47,272 48,749 50,272 51,843 53,464 55,134 56,857 58,634 60,466 Fire Chief 20 111,265 114,742 118,328 122,025 125,839 129,771 133,826 138,008 142,321 Battalion Chief 17 84,332 86,967 89,685 92,488 95,378 98,358 101,432 104,602 107,871 Fire Captain 8(b) 62,790 64,752 66,776 68,863 71,014 73,234 75,522 77,882 80,316 Fire Lieutenant 5(a) 46,751 48,212 49,718 51,272 52,874 54,527 56,231 57,988 59,800 Maintenance Worker 2(b) 35,404 36,510 37,651 38,828 40,041 41,293 42,583 43,914 45,286 Public Works Crew Leader 3 47,550 49,036 50,569 52,149 53,778 55,459 57,192 58,979 60,822 Public Works Supervisor 9(a) 63,579 65,566 67,615 69,728 71,907 74,154 76,471 78,861 81,325 Public Works Director 19 85,193 87,856 90,601 93,432 96,352 99,363 102,468 105,670 108,973 Salary Schedule Fiscal Year 2023
Tier 2

Page 297 of 522 ends

THIS PAGE INTENTIONALLY LEFT BLANK

Page 298 of 522 ends

City of Farmersville
Resolutions
City of Farmersville

Page 299 of 522 ends

Page 1 of 1 ends

RESOLUTION 2022-010

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF FARMERVILLE ESTABLISHING FISCAL YEAR 2022-23 APPROPRIATIONS LIMIT PURSUANT TO ARTICLE XIIIB

OF THE CALIFORNIA CONSTITUTION
WHEREAS, Article XIIIB of the Constitution of the State of California places a limit on the annual appropriations of “proceeds of taxes” of state and local government; and WHEREAS, SB1352, Chapter 1205, 1980 Statutes, provides for implementation of Article XIIIB by defining various terms used in said article and prescribing procedures to be used in implementing specific provisions of the article, one such provision is that each year the governing body of each local jurisdiction shall, by resolution, establish its Appropriations Limit for the fiscal year; and
WHEREAS, pursuant to Article XIIIB of the Constitution of the State of California and SB1352, the City of Farmersville is required to establish its Appropriations Limit for fiscal year 2022-23; and WHEREAS, the Appropriations Limit computation for Fiscal Year 2022-23 is based on the change in California per capita personal income multiplied by the change in population for the City of Farmersville as provided by the State of California Department of Finance.

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

1. The Appropriations Limit for the City of Farmersville for the fiscal year 2022-23 is the sum of $5,642,102.71 as detailed in Schedule “A” attached hereto and by this reference incorporated herein.

PASSED, ADOPTED AND APPROVED this 13th day of June, 2022 by the following vote:

Motion to Approve ________________; Second ____________________ AYES:

NOES:

ABSTAIN:

ABSENT:

PAUL BOYER
MAYOR of the City of Farmersville
Attest:

ROCHELLE GIOVANI

CITY CLERK

Page 300 of 522 ends

Page 1 of 1 ends

RESOLUTION 2022-014

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF FARMERVILLE

ESTABLISHING A REVISED SALARY SCHEDULE FOR ALL PERSONNEL FOR FISCAL YEAR 2022-23
WHEREAS, Section 36506 of the Government Code of the State of California provides that the City Council shall, by Resolution or Ordinance, fix the compensation for all appointive officers and employees; and
WHEREAS, the City Council has heretofore by Resolution established salary schedules for all personnel groups of the City;
NOW, THEREFORE BE IT RESOLVED, by the City Council of the City of Farmersville as follows:

1. The Salary Schedule for all positions for the City of Farmersville for the Fiscal Year 2022- 23 as detailed in Schedule “A” attached hereto and by this reference incorporated herein.

PASSED, ADOPTED AND APPROVED this 13th day of June, 2022 by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

PAUL BOYER
MAYOR of the City of Farmersville
Attest:

ROCHELLE GIOVANI

CITY CLERK

Page 301 of 522 ends

Page 1 of 1 ends

RESOLUTION 2022-009

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF FARMERVILLE ADOPTING A BUDGET FOR THE CITY OF FARMERSVILLE FOR THE FISCAL YEAR 2022-23 WHEREAS, the City Council of the City of Farmersville is desirous of establishing an annual Budget and Spending Plan for the Fiscal Year 2022-23, and WHEREAS, the Farmersville City Council has reviewed and considered the draft budget documents and has received input from the public on May 23, 2022, and WHEREAS, the Budget Book for the twelve months ending June 30, 2022 document attached hereto and made a part of this Resolution, reflects the Fiscal Year 2022-23 Operating and Capital Budget for the City of Farmerville.

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

1. The Farmersville City Council does hereby adopt the Fiscal Year 2022-23 Budget for the City of Farmersville, as outlined in the attached Budget Book for the twelve months ending June 30, 2023.

2. The City Manager is hereby authorized to make expenditures and appropriations in accordance with the Budget as adopted, with the exception of those expenditures which require prior Council approval, in accordance with the adopted City ordinances, rules, and regulations.

PASSED, ADOPTED AND APPROVED this 13th day of June, 2022 by the following vote:

Motion to Approve ________________; Second ____________________ AYES:

NOES:

ABSTAIN:

ABSENT:

PAUL BOYER
MAYOR of the City of Farmersville
Attest:

ROCHELLE GIOVANI

CITY CLERK

Page 302 of 522 ends

Page 1 of 1 ends

RESOLUTION 2022-011

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF FARMERVILLE

ADOPTING A CAPITAL IMPROVEMENT PLAN AND CAPITAL BUDGET FOR THE CITY OF FARMERSVILLE FOR THE FISCAL YEAR 2022-23 AND FIVE-YEAR PROJECTION THROUGH FISCAL YEAR 2023-2027
WHEREAS, the City Council of the City of Farmersville is desirous of establishing an annual Capital Budget and Five-Year Capital Improvement Plan per State law, and WHEREAS, the Farmersville City Council has reviewed and considered the draft Capital Budget and Capital Improvement Plan documents on both March 28, 2022 and April 25, 2022, and WHEREAS, the Proposed Budget for the twelve months ending June 30, 2023 document has assimilated the revised Capital Budget and Five-Year Capital Improvement Plan and was reviewed on May 23, 2022;
WHEREAS, attached hereto the Proposed Budget for Fiscal Year 2022-23 and made a part of this Resolution, reflects both the Fiscal Year 2022-23 Operating and Capital Budget for the City of Farmerville.

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

1. The Farmersville City Council does hereby adopt the Fiscal Year 2022-23 Capital Budget and Five-Year Capital Improvement Plan projection for the City of Farmersville, as outlined in the attached Budget for the twelve months ending June 30, 2023.

PASSED, ADOPTED AND APPROVED this 13th day of June, 2022 by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

PAUL BOYER
MAYOR of the City of Farmersville
Attest:

ROCHELLE GIOVANI

CITY CLERK

Page 303 of 522 ends

THIS PAGE INTENTIONALLY LEFT BLANK

Page 304 of 522 ends

City of Farmersville
Appendixes
City of Farmersville

Page 305 of 522 ends

THIS PAGE INTENTIONALLY LEFT BLANK

Page 306 of 522 ends

City of Farmersville
Debt Management Policy
City of Farmersville

Page 307 of 522 ends

Approved by City Council 02/26/2018

Page 1 of 15 ends

EXHIBIT A

CITY OF FARMERSVILLE

DEBT MANAGEMENT POLICY
Scope and Application
This Debt Management Policy sets forth certain debt management objectives and establishes overall parameters for issuing and administering debt for which the City or other Covered Entities (as defined hereafter) is financially obligated or is responsible for managing (“Debt Program”). Recognizing that cost-effective access to the capital markets depends on prudent management of the Debt Program, this Debt Management Policy has been adopted by resolution.

Debt Management Policy Review and Approval
This Policy, adopted by City Council/Board of Directors resolution, will be reviewed biennially by the Finance Director to ensure the Policy remains current.

It is the intention of the governing body that any modifications to this Policy will be reviewed by the City Council, unless otherwise directed by the City Council.

Any and all modifications to this Policy are subject to City Council approval by resolution.

Debt Management Objectives and Goals
This Policy is intended to comply with section 8855 of the California Government Code and to assist the Covered Entities in accomplishing each of the following objectives:
 Maintain a prudent balance of debt and equity in meeting long-term capital needs in the form of pay-as-you-go financing. Debt and equity balance will be considered when planning the use of debt financing to address facility needs and other public infrastructure, and will ensure against incurring a level of fixed debt obligation which denies an appropriate level of future operating flexibility.
 Maintain financial discipline, prudence and long term stability.  Ensure the Covered Entities’’ long-term ability to maintain an acceptable level of service to residents of the City of Farmersville.  Lower the cost of borrowing by maintaining high ratings and easy access to capital markets.

Page 308 of 522 ends

Approved by City Council 02/26/2018

Page 2 of 15 ends

 Establish and periodically review policies, goals, objectives and standards which will enable the Covered Entities to maintain or improve their credit ratings.
 Keep policy makers informed of the Covered Entities’ policies, goals and standards with regard to the issuance of debt.
 Facilitate approval of debt issuance using predetermined, certain policies.  Incorporate debt management practices into the City’s planning and project management activities.
 Support decisions based upon sound financial and management practices; reduce political influence in the debt issuance process.  Ensure financial controls are in place with respect to proceeds of debt issuances.
 Ensure compliance with applicable state and federal laws.  Full and timely repayment of debt.

Entities Covered
These policies establish the parameters within which debt may be issued by the City of Farmersville, Farmersville Housing Authority, and Farmersville Public Finance Authority and the Successor Agency to the Redevelopment Agency of the City of Farmersville (collectively, the “Covered Entities”). Additionally, these policies apply to debt issued by the Covered Entities on behalf of assessment, community facilities or other special districts, conduit-type financing by the City for multifamily housing or industrial development projects.

Supplemental policies, tailored to the specifics of certain types of financings, may be adopted by the City Council in the future. These supplemental policies may address, but are not limited to, the Covered Entities’ general obligation, lease revenue, enterprise, multifamily housing and land-secured financings.

Professional Assistance
The Covered Entities will use the services of independent financial/municipal advisors and bond counsel on all debt financings. The Finance Director shall have the authority to periodically select service providers as necessary to meet legal requirements and minimize the Covered Entities’ debt costs. Such services, depending upon the type of financing, which may include financial advisory, underwriting, trustee, verification agent, escrow agent, arbitrage consulting and special tax consulting.

The City Attorney’s Office shall be responsible for selection of bond counsel and, for publicly-issued debt, selection of disclosure counsel. Additionally, the City

Page 309 of 522 ends

Approved by City Council 02/26/2018

Page 3 of 15 ends

Attorney’s Office will be responsible for the selection of disclosure counsel in those circumstances where the City Attorney’s Office determines it to be necessary or desirable to retain disclosure counsel to generally advise the Covered Entities with respect to its obligations under state and federal securities-laws. The goal in selecting service providers, whether through a competitive process or otherwise, is to achieve an appropriate balance between service and cost.

Types and Purposes of Debt
The Covered Entities may use several types of municipal debt obligations to finance long-term capital projects and associated real property acquisitions, to the extent permitted by applicable law. Long-term debt is only issued to finance the acquisition and/or construction of capital improvements unless otherwise decreed by court order or adjudicated settlement. Long-term debt financing shall never be used to fund operating or maintenance costs. Prior to the issuance of debt, a reliable revenue source shall be identified to secure repayment of the debt. The following types and purposes of debt of the Covered Entities.

A. Long-term Borrowing: Long-term borrowing may be used to finance the acquisition or improvement of land, facilities or equipment for which it is appropriate to spread these costs over more than one budget year and, with respect to the Covered Entities, will be reflected in the Adopted Annual Capital Budget and Adopted Five-Year Capital Improvement Plan. Longterm borrowing may also be used to fund capitalized interest, costs of issuance, required reserves, and any other financing-related costs which may be legally capitalized. Long-term borrowing shall not be used to fund normal and re-occurring operating costs.

B. Short-term Borrowing: In general, short-term borrowing through financing vehicles, such as commercial paper and lines of credit, will be considered as an interim source of funding for a capital improvement in anticipation of long-term borrowing or for the acquisition of equipment, or any other purpose permitted under the California Government Code, including but not limited to Articles 7 and 7.6 of Chapter 4, of Part 1, of Division 2 of Title 5 thereof. Short-term debt may be issued for any purpose for which long-term debt may be issued, including capitalized interest and other financing-related costs. The final maturity of the debt issued to finance the project shall be consistent with the economic or useful life of the project and, unless the Covered Entity determine that extraordinary circumstances exist, must not exceed seven (7) years. The Covered Entity may also authorize the use of a short-term financing vehicle with a maturity longer than seven (7) years consistent with the useful life of

Page 310 of 522 ends

Approved by City Council 02/26/2018

Page 4 of 15 ends

the financed project if use of a short-term financing vehicle would be a beneficial component to the applicable debt portfolio. Additionally, shortterm borrowing may be considered if available cash is insufficient to meet short-term operating needs.

C. Assessment Bonds: Proceeds from Assessment Bonds may be used to finance local public improvements, provided that said improvements benefit the parcels of land to be assessed. Local streets, street lights, landscaping, sidewalks and sanitary sewers are some examples of local improvements commonly financed by assessment bonds.

D. General Obligation Bonds: General Obligation Bonds may only be issued with two-thirds approval of a popular vote. The California State Constitution (Article 16, Section 18) limits the use of the proceeds from General Obligation Bonds to “the acquisition or improvement of real property.” Libraries, parks and public safety facilities are all types of facilities which could be financed with General Obligation Bonds.

E. Enterprise Revenue Bonds: Enterprise Revenue Bonds finance facilities for a revenue producing enterprise, and are payable from revenue sources within that enterprise.

F. Lease Financing:
i) As used in this section, the term “lease financing” means any lease or sublease made between the Covered Entities and another party for the purpose of financing the acquisition, construction or improvement by the Covered Entities of real property or equipment.

By way of example and not limitation, the term “lease financing” includes certificates of participation, lease revenue bonds or lease revenue notes.
ii) Prior to bringing a lease financing to the City Council for approval, the Finance Director will perform initial due diligence on the project to be financed. The Finance Director’s due diligence review will include the following elements:
a. Any lease financing must have an identified revenue source for repayment, which may include the general fund, eligible special funds or project revenues.

Page 311 of 522 ends

Approved by City Council 02/26/2018

Page 5 of 15 ends

b. Prior to embarking on a lease financing in which project revenues are identified as the repayment source, a feasibility study will be performed to determine the volatility of the revenue and provide a sensitivity analysis on project revenue projections including worst/best case scenarios, including without limitation, the impact on any repayment source identified as the backstop to the project revenues as the repayment source.
c. The Finance Director will present the results of the due diligence review including any feasibility study to the City Council for review and consideration, in order to proceed with the preparation of the documents necessary for the lease financing, at least two-thirds majority approval by the City Council of the proposed plan of finance is required.
d. At the time the Finance Director brings forward the lease financing for City Council approval, the Finance Director will also provide the City Council with an update to the due diligence report and any feasibility study. Approval of the lease financing will require at least two-thirds majority approval by the City Council. iii) The provisions of this section will not apply to a refunding of a lease financing transaction.

G. Refunding Obligations: Periodic reviews of outstanding debt will be undertaken to identify refunding opportunities. Refunding will be considered (within federal tax law constraints) if and when there is a net economic benefit of the refunding. Refundings which are non-economic may be undertaken to achieve City objectives relating to changes in covenants, call provisions, operational flexibility, tax status, issuer, or the debt service profile. In general, refundings which produce a net present value savings of at least three percent (3%) of the refunded debt will be considered economically viable. Refundings which produce a net present value savings of less than three percent (3%) will be considered on a caseby-case basis. Refundings with negative savings will not be considered unless there is a compelling public policy objective which is accomplished by retiring the debt.

H. Tax and Revenue Anticipation Bonds or Notes.

I. Land-secured financings, such as special tax revenue bonds and limited obligation assessment bonds.

Page 312 of 522 ends

Approved by City Council 02/26/2018

Page 6 of 15 ends

J. Tax increment financings to the extent permitted under State law.

K. Debt may be publicly issued or privately placed and may be issued on either a long term basis or short-term basis consistent with the provisions of this Policy.

L. Other Obligations: There may be special circumstances when other forms of debt are appropriate and may be evaluated on a case-by-case basis. Such other forms include, but are not limited to non-enterprise revenue bonds, bond anticipation notes, grant anticipation notes and judgment or settlement obligation bonds.

Responsibility for Debt Management Activities
The City’s Finance Director will be responsible for managing and coordinating all activities related to the issuance and administration of debt under this policy, including the implementation of internal control procedures to ensure that the proceeds of debt will be directed to the intended use. The Finance Director shall be subject to City Manager’s direction and supervision. The Finance Director is charged with responsibility for the conduct of all City finance functions.

Additionally, the Finance Director serves as the chief financial officer of the Covered Entities is responsible for the oversight of the their ’financial affairs, including use of the proceeds of debt issued by the Covered Entities.

Covered Entities implementing debt-financed capital programs will work in partnership with the Finance Director to provide information and otherwise facilitate the issuance and administration of debt.

All long-term financing proposed transactions for capital improvements must be approved by the governing body of the Covered Entities. “Long-term financing” means financing which constitutes an obligation beyond one fiscal year. The Covered Entities must comply with all public hearing requirements applicable to the specific type of bond being approved.

A. Annual Debt Report and Other Reports
The Finance Director will prepare an annual debt report for review by the governing body of the Covered Entities for consideration. The content of the annual debt report will include a summary of the Covered Entities’’ credit ratings, outstanding and newly-issued debt, a discussion of anticipated debt issues,

Page 313 of 522 ends

Approved by City Council 02/26/2018

Page 7 of 15 ends

refunding opportunities, a review of legislative, regulatory and market issues, and an outline of any new or proposed changes to this Debt Management Policy. The Finance Director shall also be responsible for timely preparation of all reports mandated by law in connection with issuance of debt, including but not limited to under Government Code § 8855(i), (j) and (k) (i), including timely submittal to the governing bodies of the Covered Entities prior to submittal to the California Debt and Investment Advisory Commission.

B. Debt Administration Activities
The Finance Director is responsible for the Covered Entities’ debt administration activities, particularly investment of bond proceeds, monitoring compliance with bond covenants, implementing internal control procedures to ensure the use of proceeds of bonds and other debt will be directed to their intended use, monitoring use of facilities financed and tax-exempt debt, continuing disclosure, monitoring arbitrage compliance for tax-exempt debt, and ongoing interactions with credit rating agencies, all of which shall be centralized with the Office of the Finance Director.

C. Internal Control Procedures
Whenever reasonably possible, proceeds of debt used to finance capital improvements will be held by a third-party trustee and the Covered Entities will submit written requisitions for such proceeds. The Finance Director will execute each such requisition. The Finance Director will be responsible for selecting trustees and other fiscal agents associated with bond and certificate of participation issues. To the extent permitted by bond counsel, the rating agencies or any bond insurer, the Finance Director will serve as the Covered Entities’ fiscal agent on its debt transactions.

D. Method of Sale
Except to the extent a competitive process is required by law, the Finance Director under supervision of the City Manager shall be responsible for determining the appropriate manner in which to offer any securities to investors. The preferred method of sale is competitive bid. However, other methods such as negotiated sale and private placement may be considered on a case-by-case basis.

Debt Issuance
A. Debt Capacity

Page 314 of 522 ends

Approved by City Council 02/26/2018

Page 8 of 15 ends

The Covered Entities must keep outstanding debt within the limits of applicable law and all levels consistent with its credit worthiness objectives. Without limiting the foregoing, the Covered Entities must keep outstanding debt within the limits of the City’s requirementsand the Successor Agency will issue debt to refund its outstanding debt consistent with applicable law. In particular, the Covered Entities must assess the impact of new debt issuance on the long-term affordability of all outstanding and planned debt issuance. Such analysis recognizes that Covered Entities have limited capacity for debt service in their budget, and that each newly issued financing will obligate the Covered Entities to a series of payments until the bonds are repaid.

B. Credit Quality
The Covered Entities seek to obtain and maintain from rating agencies the highest possible credit ratings for all categories of short-term and long-term debt. The Covered Entities will not issue bonds directly or on behalf of others which do not carry investment grade ratings. However, the Covered Entities will consider the issuance of non-rated special assessment, community facilities, multifamily housing and special facility bonds.1
C. Structural Features
i) Debt Repayment
Debt will be structured for a period consistent with a fair allocation of costs to current and future beneficiaries of the financed capital project and, consideration will be given, The Covered Entities must structure their debt issues so that the maturity of the debt issued is consistent with the economic or useful life of the capital project to be financed.
ii) Variable-Rate Debt
The Covered Entities may choose to issue securities which pay a rate of interest which varies according to a pre-determined formula or results from a periodic remarketing of the securities. Such issuance must be consistent with applicable law and covenants of pre-existing bonds, and in an aggregate amount consistent with the Covered Entity’s’ creditworthiness objectives. When making the determination to issue bonds in a variable rate mode, consideration will be given in regards to the useful life of the project or facility being financed or refinanced

1 In most cases, a bond which cannot achieve an investment-grade rating will not be rated at all, because there is little value from a bond-marketing perspective in a below investment-grade rating.

Page 315 of 522 ends

Approved by City Council 02/26/2018

Page 9 of 15 ends

or the term of the project requiring the funding, market conditions and the overall debt portfolio structure when issuing variable rate debt for any purpose. iii) Derivatives
Derivative products2 may have application to certain Covered Entities borrowing programs. In certain circumstances these products can reduce borrowing cost and assist in managing interest rate risk. However, these products carry with them certain risks not faced in standard debt instruments. The Finance Director must evaluate the use of derivative products on a case-by-case basis to determine whether the potential benefits are sufficient to offset any potential costs.

Relationship to Capital Improvements Program or Budget Planning Goals and Objectives
The Covered Entities are committed to long term financial planning, maintaining appropriate reserve levels and employing prudent practices in governance, management and budget administration. The Covered Entities intend to issue debt for the purposes stated in this Debt Management Policy and to implement policy decisions incorporated in the Covered Entities’ annual operations and capital budgets-and the City’s five-year capital improvement plan. This Debt Management Policy is intended to ensure that debt levels and their related annual costs will advance the Covered Entities’ planning goals and objectives.

Debt Affordability Target Limitations
“Debt affordability” is considered in the policies established by the Covered Entities and financial and economic ratios recognized by rating agencies. Target ratios identified in this Debt Management Policy are guidelines and should be revisited as the Covered Entities’ capital program and financial resources change.

The principal affordability measures will be the follows:
 As a percent of budget: Consistent with market practices this ratio will be calculated as a percent of General Fund revenue, as a percent of General Fund revenue less General Fund intergovernmental revenue, and as a percent of operating expenditures. The Covered Entities will keep ratios at or below the median for California cities.

2 A derivative product is a financial instrument which “derives” its own value from the value of another instrument, usually an underlying asset such as a stock, bond or an underlying reference such as an interest rate index.

Page 316 of 522 ends

Approved by City Council 02/26/2018

Page 10 of 15 ends

 Tax rate threshold: The Covered Entities recognize taxpayer sensitivity to tax rates. The City may set a target limit for approving any such special obligations, for example where the aggregate tax would exceed 2% of assessed value of real property. However, bond issues which achieve a level of community support sufficient to satisfy the two-thirds (2/3) majority vote threshold will be deemed to be an exception to the guidelines for financial and economic measures insofar as an inconsistency may otherwise appear to exist.
 Rating agency ratios: The rating agencies, bond insurance companies and institutional investor analysts commonly rely on certain ratios to measure a jurisdiction’s debt load. In addition to the ratios of debt as a percent of revenues and expenditures, the rating agencies employ debt as a percent of assessed valuation; debt as a percent of personal income; and debt per capita.

These three ratios are not direct measures of issuer debt affordability, however they provide useful benchmarks by which the Covered Entities can compare to its peers and affect the way bond market participants view the Covered Entities. The Covered Entities’ goal is to maintain such measures at levels which are at or below the average of comparable counties. Moody’s Investors Services publishes debt measures for certain California public entities, which will be utilized as a source for comparison purposes.

The Covered Entities may determine that a particular improvement is of such high necessity to ensure the safety and welfare of their residents that it must incur obligations in excess of these thresholds. To the extent such thresholds are ever exceeded for such purposes, it is the intention of the Covered Entities to avoid future occurrences of debt or other fixed obligations until such thresholds are restored.

Disclosure Practices and Procedures
A. Statement of Policy
The Covered Entities are committed to full and complete primary (prior to issuance) and secondary (post issuance) market disclosure in accordance with disclosure requirements established by the Securities and Exchange Commission and Municipal Securities Rulemaking Board and other applicable legal authorities, as may be amended from time to time. The City is also committed to cooperating fully with rating agencies, institutional and individual investors, other levels of government, and the general public to share clear, timely and accurate financial information.

Page 317 of 522 ends

Approved by City Council 02/26/2018

Page 11 of 15 ends

B. Implementation of Policy Objectives
i) For purposes of this section, the following definitions apply “Continuing Disclosure Agreement” means the certificate or agreement entered into by the City in connection with the sale of bonds in order to satisfy the requirements of Securities and Exchange Rule 15c2-12 which requires the Covered Entities, as applicable, to provide specified information and annual reports while the bonds remain outstanding.
“Offering Document” means the document prepared by the City in connection with the sale of bonds to the public.
ii) Written Policies and Procedures
In order to carry out these policies objectives, the City Manager, in consultation with the City Attorney, will implement written disclosure policies and procedures related to the provision of financial and other relevant information to investors including preparation and review of Offering Documents before submission to the governing bodies of the Covered Entities for approval and compliance with Continuing Disclosure Agreements, and if required, the development and maintenance of an investor webpage on the City’s website as well as and other related topics.
iii) City Council Review and Approval of Offering Documents The City’s consideration of the approval of bonds and the Offering Documents related to the bonds is to be placed on the applicable City Council agenda as a new business matter and not on the Consent Calendar. Any Offering Document to be issued in connection with the sale of the bonds is to be transmitted to City Council in substantially final form for the City Council’s consideration and approval to release to investors, subject to any updating required to make the Offering Document accurate and complete. The City Council’s review will consider whether the Offering Document includes all material information to an investor in the bonds - meaning information where there is a substantial likelihood that the information would have actual significance in the deliberations of the reasonable investor. At the City Council meeting at which the proposed sale of bonds is considered, the City Council will have the opportunity to address questions to City staff and the professional advisors regarding the information presented in the Offering Document.

Page 318 of 522 ends

Approved by City Council 02/26/2018

Page 12 of 15 ends

iv) Responsibility for Disclosure
The City Manager and the Finance Director are the Covered Entities’ designated officials for communicating information concerning the Covered Entities’’ finances and other information about the Covered Entities which a reasonable investor would consider to be material in making a decision to purchase or sell debt issued by the Covered Entities.

Communications from other Covered Entities officials or employees regarding the City’s financial condition must not be considered to be official communications by the City to the investor marketplace unless otherwise approved by the City.

The reports re
Debt Administration – Investments, Use of Proceeds and Tax Compliance

A. Investment and use of Proceeds
Investments of proceeds of bonds or other forms of debt shall be consistent with federal tax requirements and any applicable State law requirements, and the City’s Investment Policy as modified from time to time, and with requirements contained in the governing documents. The Finance Director will be responsible for the implementation of internal control procedures to ensure that the proceeds of debt, regardless of tax status, will be directed to the intended use. This responsibility is in addition to the specific requirements related to the monitoring use of tax-exempt proceeds specified below.

B. Federal Tax Compliance
i) Responsible Department
The Finance Director will have primary responsibility for all ongoing tax compliance matters relating to tax-exempt debt issued by the Covered Entities.

The Finance Director, who may in turn consult with bond counsel, will be responsible for monitoring ongoing tax compliance matters relating to tax-exempt debt, including compliance with the arbitrage rebate requirements of section 148 of the Internal Revenue Code, as set forth below. It is contemplated that additional policies and procedures will be implemented by either or both the City Manager and the Finance Director to supplement the policies and procedures set forth in this Debt Management Policy.
ii) Arbitrage Compliance

Page 319 of 522 ends

Approved by City Council 02/26/2018

Page 13 of 15 ends

The Finance Director will maintain a system of record keeping and reporting to meet the arbitrage compliance requirements of federal tax law for tax-exempt debt.

In connection with this responsibility, the Finance Director must:
a) Program payment of required rebate amounts, if any, no later than 60 days after each 5-year anniversary of the issue date of bonds or notes, and no later than 60 days after the last bond or notes of each issue is redeemed; b) During the construction period of each capital project financed in whole or in part by bonds or notes, monitor the investment and expenditure of proceeds and consult with rebate experts as necessary, to determine compliance with any applicable exceptions from the arbitrage rebate requirements during each 6-month spending period up to 6 months, 18 months or 24 months, as applicable, following the issue date of the bonds or notes; and
c) Retain copies of all arbitrage reports and account statements as described below in “Record Keeping Requirements.”
C. Use of Tax-Exempt Debt and Facilities
The Finance Director, together with the applicable City department heads, will be responsible for:
 Monitoring the use of tax-exempt proceeds and the use of taxexempt financed or refinanced assets (e.g., facilities, furnishings or equipment) throughout the term of the debt to ensure compliance with covenants and restrictions set forth in the governing documents relating to the debt;
 Maintaining records identifying the assets or portion of assets which are financed or refinanced with proceeds of each issue of tax-exempt debt, including a final allocation of tax-exempt proceeds as described below under “Record Keeping Requirements”;
 Consulting with the City Attorney’s Office and bond counsel in the review of any contracts or arrangements involving use of tax-exempt financed or refinanced assets to ensure compliance with all covenants and restrictions set forth in the governing documents relating to the tax-exempt debt;

Page 320 of 522 ends

Approved by City Council 02/26/2018

Page 14 of 15 ends

 Maintaining records for any contracts or arrangements involving the use of tax-exempt financed or refinanced assets as described below under “Record Keeping Requirements”;
 Conferring at least annually with personnel responsible for taxexempt financed or refinanced assets to identify and discussing any existing or planned use of tax-exempt financed or refinanced assets, to ensure that those uses are consistent with all covenants and restrictions set forth in the governing documents relating to the tax-exempt debt; and  To the extent that the City discovers that any applicable tax restrictions regarding use of tax-exempt proceeds and tax-exempt-financed or refinanced assets will or may be violated, consulting promptly with the City Attorney’s Office and bond counsel to develop a course of action to remediate any identified violation.

D. Record Keeping Requirements
The Finance Director and other applicable City departments, as may be necessary, will be responsible for maintaining the following documents for the term of each issue of tax-exempt debt (including debt issued to refinance existing debt, if any) plus at least three (3) years:
 A copy of the closing transcript(s) and other relevant documentation delivered to the City at or in connection with closing of the issue of taxexempt, including any elections made by the City in connection therewith;  A copy of all material documents relating to capital expenditures financed or refinanced by tax-exempt debt proceeds, including (without limitation) construction contracts, purchase orders, invoices, trustee requisitions and payment records, draw requests for tax-exempt debt proceeds and evidence as to the amount and date for each draw down of tax-exempt debt proceeds, as well as documents relating to costs paid or reimbursed with tax-exempt debt proceeds and records identifying the assets or portion of assets which are financed or refinanced with tax-exempt debt proceeds, including a final allocation of tax-exempt debt proceeds;  A copy of all contracts and arrangements involving the use of taxexempt debt-financed or refinanced assets; and  A copy of all records of investments, investment agreements, arbitrage reports and underlying documents, including trustee statements, in

Page 321 of 522 ends

Approved by City Council 02/26/2018

Page 15 of 15 ends

connection with any investment agreements, and copies of all bidding documents, if any.

Page 322 of 522 ends

Page 323 of 522 ends

THIS PAGE INTENTIONALLY LEFT BLANK

Page 318 of 516 ends

City of Farmersville
Investment Policy
City of Farmersville

Page 325 of 522 ends

1 City of Farmersville Investment Policy
I. Governing Authority
Legality
The investment program shall be operated in conformance with governing legislation and other legal requirements laid out in section 2.04 of the Farmersville Municipal Code regarding the position of Treasurer / Chief Financial Officer and California Government Code Section 53601.

II. Scope
This policy applies to the investment of all funds, excluding the investment of employees' retirement funds.

1. Pooling of Funds
Except for cash in certain restricted and special funds, the City of Farmersville will consolidate cash and reserve balances from all funds to maximize investment earnings and to increase efficiencies with regard to investment pricing, safekeeping, and administration. Also, per SEC Rule 15B (Municipal Advisor Rule), the policy must clearly state whether or not the cash being pooled/invested includes municipal bond proceeds or not.

Investment income will be allocated to the various funds based on their respective participation and in accordance with generally accepted accounting principles.

III. General Objectives
The primary objectives of investment activities shall be safety, liquidity, and return:

1. Safety
Investments shall be undertaken in a manner that seeks to ensure the preservation of capital in the overall portfolio. The objective will be to mitigate credit risk and interest rate risk. a. Credit Risk
The City of Farmersville will minimize credit risk, which is the risk of loss of all or part of the investment due to the failure of the security issuer or backer, by:
• Limiting investments to the types of securities listed in Section VII of this Investment Policy • Pre-qualifying and conducting ongoing due diligence of the financial institutions, broker/dealers, intermediaries, and advisers with which the City will do business in accordance with Section V • Diversifying the investment portfolio so that the impact of potential losses from any one type of security or from any one individual issuer will be minimized. b. Interest Rate Risk
The City of Farmersville will minimize interest rate risk, which is the risk that the market value of securities in the portfolio will fall due to changes in market interest rates, by:
• Structuring the investment portfolio so that security maturities match cash requirements for ongoing operations, thereby avoiding the need to sell securities on the open market prior to maturity.
• Investing operating funds primarily in shorter-term securities, money market mutual funds, or similar investment pools and limiting individual security maturity as well as the average maturity

Page 326 of 522 ends

2 of the portfolio in accordance with this policy (see section VIII).

2. Liquidity
The investment portfolio shall remain sufficiently liquid to meet all operating requirements that may be reasonably anticipated. This is accomplished by structuring the portfolio so that securities mature concurrent with cash needs to meet anticipated demands (static liquidity).

Furthermore, since all possible cash demands cannot be anticipated, the portfolio should consist largely of securities with active secondary or resale markets (dynamic liquidity).

Alternatively, a portion of the portfolio may be placed in money market mutual funds or local government investment pools which offer same-day liquidity for short-term funds.

3. Return
The investment portfolio shall be designed with the objective of attaining a market rate of return throughout budgetary and economic cycles, taking into account the investment risk constraints and liquidity needs. Return on investment is of secondary importance compared to the safety and liquidity objectives described above. The core investments are limited to relatively low risk securities in anticipation of earning a fair return relative to the risk being assumed. Securities shall generally be held until maturity with the following exceptions:
• A security with declining credit may be sold early to minimize loss of principal; • Selling a security and reinvesting the proceeds that would improve the quality, yield, or target duration in the portfolio may be undertaken;
• Unanticipated liquidity needs of the portfolio require that the security be sold.

IV. Standards of Care

1. Prudence
The standard of prudence to be used by investment officials shall be the "uniform prudent investor act" standard and shall be applied in the context of managing an overall portfolio. The Investment Officer acting in accordance with written procedures and this investment policy and exercising due diligence shall be relieved of personal responsibility for an individual security's credit risk or market price changes, provided deviations from expectations are reported in a timely fashion and the liquidity and the sale of securities are carried out in accordance with the terms of this policy.

2. Ethics and Conflicts of Interest
Officers and employees involved in the investment process shall refrain from personal business activity that could conflict with the proper execution and management of the investment program, or that could impair their ability to make impartial decisions. Employees and investment officials shall disclose any material interests in financial institutions with which they conduct business, in accordance with applicable laws (City’s Conflict of Interest Policies, California Government Code section 1090, and the California Political Reform Act). They shall further disclose any personal financial/investment positions that could be related to the performance of the investment portfolio.

Employees and officers shall refrain from undertaking personal investment transactions with the same individual with whom business is conducted on behalf of the City of Farmersville.

3. Delegation of Authority
Authority to manage the investment program is granted to the Chief Financial Officer / Treasurer and

Page 327 of 522 ends

3 derived from City of Farmersville Municipal Code section 2.04 and California Government Code 53601. Responsibility for the operation of the investment program is hereby delegated to the Chief Financial Officer, who shall act in accordance with established written procedures and internal controls for the operation of the investment program consistent with this investment policy. At a minimum, procedures should include references to the following: safekeeping, delivery vs. payment, investment accounting, repurchase agreements, wire transfer agreements, and collateral/depository agreements.

No person may engage in an investment transaction except as provided under the terms of this policy and the procedures established by the Chief Financial Officer. The Chief Financial Officer shall be responsible for all transactions undertaken and shall establish a system of controls to regulate the activities of subordinate officials.

V. Authorized Financial Institutions, Depositories, and Broker/Dealers

1. Authorized Financial Institutions, Depositories, and Broker/Dealers A list will be maintained of financial institutions and depositories authorized to provide investment services. In addition, a list will be maintained of approved security broker/dealers selected by creditworthiness and/or other factors, such as FINRA broker check.

All financial institutions and broker/dealers who desire to become qualified for investment transactions must supply the following as appropriate:
• Audited financial statements demonstrating compliance with state and federal capital adequacy guidelines
• Proof of Financial Industry Regulatory Authority (FINRA)certification (not applicable to Certificate of Deposit counterparties)
• Proof of state registration
• Completed broker/dealer questionnaire (not applicable to Certificate of Deposit counterparties) • Certification of having read and understood and agreeing to comply with the [entity's] investment policy.
• Evidence of adequate insurance coverage.

An annual review of the financial condition and registration of all qualified financial institutions and broker/dealers will be conducted by the Chief Financial Officer.

2. If a third party investment advisor is authorized to conduct investment transactions on the City’s behalf, the investment advisor may use its own list of approved broker/dealers and financial institutions for investment purposes. The investment advisor’s approved list must be made available to City upon request. In selecting financial institutions for the deposit or investment of City funds, the credit rating of these institutions will be considered. These financial institutions shall be authorized to provide investment services in California.

VI. Safekeeping and Custody

1. Delivery vs. Payment
All trades of marketable securities will be executed by delivery vs. payment (DVP) to ensure that securities are deposited in an eligible custody account prior to the release of funds.

2. Safekeeping
Securities will be held by an independent third-party custodian selected by the city as with all securities held in the City’s name (centralized, if possible). The safekeeping institution shall annually provide a copy of their most recent report on internal controls (Statement of Auditing Standards No.

Page 328 of 522 ends

4 70, or SAS 70).

3. Internal Controls
The Chief Financial Officer shall establish a system of internal controls, which shall be documented in writing. The internal controls shall be reviewed annually by the investment committee, where present, and with the independent auditor. The controls shall be designed to prevent the loss of public funds arising from fraud, employee error, mis-representation by third parties, unanticipated changes in financial markets, or imprudent actions by employees and officers of the City.

VII. Suitable and Authorized Investments

1. Investment Types
Consistent with the GFOA Policy Statement on State and Local Laws Concerning Investment Practices, California State Law, and other binding documents, the following investments will be permitted by this policy and in the following proportions:

Investment Type Maximum % or $ Maximum
Maturity
Minimum Required
Rating
Bank / Time Deposits None 5 years N/A
U.S. Treasuries None 5 years N/A
U.S. Agencies None 5 years N/A
Money Market Funds 20% (10% with one mutual fund) N/A N/A Bankers Acceptances 30% (5% with one bank) 180 days A1/P1 Commercial Paper 25% (5% with one firm) 270 days A1/P1
Negotiable CDs 30% (5% with one bank) 5 years A < 1 year AA < for 1-5 years
CDs non-negotiable
CDARS
30% (5% with one bank) 3 years N/A
Municipal Obligations 5% with on Agency 5 years A (except City’s own bonds)
Medium Term Notes 30% 5 years A
Supranationals 2% 5 years AAA
LAIF (State Pool) Per State Statute N/A N/A
CSJVRMA Pool None N/A N/A
Investment in derivatives of the above instruments shall require authorization by the appropriate governing authority.

It is the intent that investments shall be managed in such a way that any market price losses resulting from interest-rate volatility would be offset by coupon income and current income received from the overall portfolio over market cycles. To the extent possible, the City will attempt to match its investments with anticipated cash flow requirements.

Pursuant to Government Code Section 53601 et seq. the City may only invest in the following security types (See the Glossary section for a detailed description of each of these investment types):

A. U.S. Government Treasury Bills and Notes
B. U.S. Government Sponsored Enterprise Debt (GSE’s) (known as Agencies)

Page 329 of 522 ends

5 C. Certificates of Deposit (non-negotiable) (CDs) – The City is authorized to use of private CD placement services by local agencies. This investment policy allows for the use of a placement service called the Certificate of Deposit Account Registry Service (CDARS), which acts as the master custodian for the placement of CDs. Through the use of this placement service, local banks that work with CDARS place one investment by the City and divide the deposit into individual CDs not to exceed $250,000, so that each individual CD is fully insured by the FDIC.

D. Bankers Acceptances (BA) – with an A1/P1 rating as provided for by a nationally recognized statistical-rating organization (NRSRO).

E. Commercial Paper - Prime commercial paper with an A1/P1 rating as provided for by a NRSRO.

Purchases must be limited to corporations organized and operating within the United States, and as a practical matter generally only those corporations operating within the State of California, having total assets in excess of $500 million, and having an "A" or higher rating for the issuer's debentures, other than commercial paper (as-provided by Moody's or Standard and Poor's rating services). In addition, purchases may not represent more than ten percent (10%) of the outstanding paper of an issuing corporation.

F. State of California Local Agency Investment Fund (LAIF) G. Central San Joaquin Valley Risk Management Authority Pooled Investment Account (CSJVRMA)
H. Domestic money market mutual funds – These must be registered with the Federal Securities and Exchange Commission (SEC), have over $500 million in total assets, be rated in the highest rating category by two nationally recognized rating services and only invest in:
a. U.S. Government or federal agency securities and repurchase agreements, b. Tax exempt obligations or other investment instruments specifically included in the local investment policy
I. Negotiable Certificates of Deposit - Must be issued by a nationally or state chartered bank or savings and loan association, or by a state licensed branch of a foreign bank.

J. Medium Term Corporate Notes - Notes issued by corporations organized and operating within the U.S. or by depository institutions licensed by the United States or any state and operating within the U.S. Must be rated “A” or better by a NRSRO. a. If a corporate note owned by the City is downgraded by either Moody’s or S&P to a level below the quality required by this Investment Policy, it shall be the City’s policy to review the credit situation and make a determination as to whether to sell or retain such a corporate note in the portfolio.
b. If a security is downgraded two grades below the level required by the City, the security shall be sold immediately.
c. If a security is downgraded one grade below the level required by this policy and matures within 6 months, the security will be held to maturity. The Chief Financial Officer may determine to sell the security if it is determined that there is a probability of default prior to maturity. If a decision is made to retain the security in the portfolio, its presence in the portfolio will be monitored and reported quarterly to the City Council.

Page 330 of 522 ends

6 K. Municipal Obligations – Must be rated “A” or better by a nationally recognized rating agency except for the City’s own bonds and bonds issued by the City’s former Redevelopment Agency and its Financing Authority, which may have any rating. Municipal Obligations include the following:
i. Registered state warrants or treasury notes or bonds of the State of California and bonds, notes, warrants, or other evidences of indebtedness of any local agency within California, including bonds payable solely out of the revenues from a revenue producing property owned, controlled, or operated by the state or local agency or by a department or agency of the state or local agency.
ii. Registered treasury notes or bonds of any of the 49 U.S. States in addition to the State of California, including bonds payable solely out of the revenues from a revenue producing property owned, controlled, or operated by a state or by a department, board, agency, or authority of any of the other 49 U.S. States, in addition to California.

L. Supranationals - Must be rated “AAA” or better by a nationally recognized rating a. agency and is U.S. dollar denominated senior unsecured unsubordinated obligations issued by the International Bank for Reconstruction and Development, International Finance Corporation, or the Inter-American Development Bank.

2. Collateralization
Where allowed by governing legislation and in accordance with the GFOA Recommended Practices on the Collateralization of Public Deposits, full collateralization will be required on all demand deposit accounts, including checking accounts and non-negotiable certificates of deposit (at least 102% per California Government Code).

3. Repurchase Agreements
Repurchase agreements shall be consistent with GFOA Recommended Practices on Repurchase Agreements and California Government Code.

VIII. Investment Diversification & Constraints

1. Diversification
It is the policy of the City of Farmersville to diversify its investment portfolios. To eliminate risk of loss resulting from the overconcentration of assets in a specific maturity, issuer, or class of securities, all cash and cash equivalent assets in all City of Farmersville funds shall be diversified by maturity, issuer, and security type. Diversification strategies shall be determined and revised periodically by the investment committee/investment officer for all funds except for the employee retirement fund.

In establishing specific diversification strategies, the following general policies and constraints shall apply: Portfolio maturities shall be staggered to avoid undue concentration of assets in a specific maturity sector. Maturities selected shall provide for stability of income and reasonable liquidity.

• Liquidity shall be assured through practices ensuring that the next disbursement date and payroll date are covered through maturing investments or marketable U.S. Treasury bills.
• Positions in securities having potential default risk (e.g., commercial paper) shall be limited in size so that in case of default, the portfolio’s annual investment income will

Page 331 of 522 ends

7 exceed a loss on a single issuer’s securities.
• Risks of market price volatility shall be controlled through maturity diversification and duration management.
• The Chief Financial Officer shall establish strategies and guidelines for the percentage of the total portfolio that may be invested in securities other than repurchase agreements, Treasury bills, or collateralized certificates of deposit. The Chief Financial Officer shall conduct a quarterly review of these guidelines and evaluate the probability of market and default risk in various investment sectors as part of its considerations.

The following diversification limitations shall be imposed on the portfolio:

Any security type or structure not specifically approved by this policy and investment instructions is specifically prohibited. Security types, which are thereby prohibited to be purchased as defined by Government Code Section 53601.6 include, but are not limited to:
a) Complex derivative structures such as range notes, inverse floaters, or any other complex variable rate or structure note.
b) Interest-only strips that are derived from a pool of mortgages (i.e. Collateralized Mortgage Obligations), or any security that could result in zero interest accrual if held to maturity.
c) Mortgage and asset backed securities, and trade in options or future contracts.

2. Maximum Maturities
To the extent possible, the City of Farmersville shall attempt to match its investments with anticipated cash flow requirements. Unless matched to a specific cash flow, the City will not directly invest in securities maturing more than five (5) years from the date of purchase or in accordance with governing legislation. The City shall adopt weighted average maturity limitations consistent with the investment objectives.

Reserve funds and other funds with longer-term investment horizons may be segregated into a long-term “core” investment portfolio and invested in securities exceeding five (5) years if the maturities of such investments are made to coincide as nearly as practicable with the expected use of funds as allowed by State law. The intent to invest in securities with longer maturities shall be disclosed in writing to the legislative body.

3. Competitive Bids
The Chief Financial Officer shall obtain competitive bids from at least three brokers or financial institutions on all purchases and sales of investment instruments transacted on the secondary market when practicable.

IX. Reporting

1. Methods
The Chief Financial Officer shall prepare an investment report monthly, according to California government code section 53607 and 53646(b) relative to the investment holdings and investment activity of the City.

The report shall include a management summary that provides an analysis of the status of the current investment portfolio and the individual transactions executed over the last quarter. This management summary will be prepared in a manner which will allow the City to ascertain whether investment activities during the reporting period have conformed to the investment policy.

Page 332 of 522 ends

8 The report will be provided to the City Manager, City Clerk, and the City Council. The report will include the following:
• Listing of individual securities held at the end of the reporting period including type, acquisition cost, book cost, and market value.
• Realized and unrealized gains or losses resulting from appreciation or depreciation by listing the cost and market value of securities over one-year duration that are not intended to be held until maturity (in accordance with Governmental Accounting Standards Board (GASB) requirements). • Average weighted return on investments as compared to applicable benchmarks. • Percentage of the total portfolio which each type of investment represents. • A statement that the investment portfolio is in compliance with the investment policy and is meeting the investment policy objectives

2. Performance Standards
The investment portfolio will be managed in accordance with the parameters specified within this policy. The portfolio should obtain a market average rate of return during a market/economic environment of stable interest rates. An appropriate benchmark(s) shall be established against which portfolio performance shall be compared on a regular basis. The benchmarks shall be reflective of the actual securities being purchased and risks undertaken, and the benchmarks shall have a similar weighted average maturity as the portfolio.

3. Marking to Market
The market value of the portfolio shall be calculated monthly and a statement of the market value of the portfolio shall be issued monthly. This will ensure that review of the investment portfolio, in terms of value and price volatility, has been performed consistent with the GFOA Recommended Practice on "Mark-to-Market Practices for State and Local Government Investment Portfolios and Investment Pools."
In accordance with Governmental Accounting Standards Board (GASB) Statement No. 31, “Accounting and Financial Reporting for Certain Investments”, as of June 30th of each Fiscal Year the City will report all investments in excess of one year at market value. Any change in the value of the investments will be recognized annually, as a part of interest income.

X. Policy Considerations

1. Amendments
This policy shall be reviewed on an annual basis. Any changes must be submitted by the investment officer and approved by the investment oversight committee or authoritative body acting in such capacity.

XI. Approval of Investment Policy
The investment policy shall be formally approved and adopted by the City Council and reviewed annually.

XII. Glossary
A
Accrued Interest: Coupon interest accumulated on a bond or note since the last interest payment or, for a new issue, from the dated date to the date of delivery.

Page 333 of 522 ends

9 Agencies: Federal agency securities and/or Government-sponsored enterprises. These include securities of government agencies such as, but not limited to: Federal National Mortgage Association (FNMA); Federal Home Loan Bank (FHLB); Government National Mortgage Association (GNMA); Community Development Corporation (CDC), Small Business Association (SBA), Federal Farm Credit Bank (FFCB) and Federal Home Loan Mortgage Corporation (FHLMC).

Arbitrage: Transactions by which securities are bought and sold in different markets at the same time for the sake of the profit arising from a yield difference in the two markets. The 1986 Tax Reform Act made this practice by municipalities illegal solely as a borrowing tactic, except under certain safe- harbor conditions.

Asked: The price at which securities are offered.

Asset Backed Securities: Securities that are supported by pools of assets, such as installment loans or leases, or by pools of revolving lines of credits. Asset-backed securities are structured as trusts in order to perfect a security interest in the underlying assets.

B
Bank Deposits: To deposit collateral in the form of currency that may be in the form of demand accounts (checking) or investments in accounts that have a fixed term and negotiated rate of interest.

Bank Notes: A senior, unsecured, direct obligation of a bank or U.S. branch of a foreign bank.

Bankers’ Acceptance (BA): These are bills of exchange or time drafts drawn on, and accepted by, commercial banks in the top 100 of the world, which are eligible for purchase by the Federal Reserve System. Acceptance of the draft obligates the bank to pay the bearer the face amount of the draft at maturity. In addition to the guarantee by the accepting bank, the transaction is secured with a specific commodity. The sale of the underlying goods will generate the funds necessary to liquidate the indebtedness. BAs are usually created to finance the import and export of goods, the shipment of goods within the United States and the storage of readily marketable staple commodities. BAs are sold at a discount from par and the amount and maturity date are fixed.

Basis Point: Refers to the yield on bonds. Each percentage point of yield in bonds equals 100 basis points (1/100% or 0.01%). If a bond yield changes from 7.25% to 7.39% that is an increase of 14 basis points.

Benchmark: A comparative base for measuring the performance or risk tolerance of the investment portfolio. A benchmark should represent a close correlation to the level of risk and the average duration of the portfolio’s investments.

Bid: The price offered by a buyer of securities. When you are selling securities, you ask for a bid. See Offer.

Bond Proceeds: The money paid to the issuer by the purchaser or underwriter of a new issue of municipal securities. These moneys are used to finance the project or purpose for which the securities were issued and to pay certain costs of issuance as may be provided in the bond contract.

Bonds: A debt obligation of a firm or public entity. A bond represents the agreement to repay the debt in principal and, typically, in interest on the principal.

Book Entry: The system maintained by the Federal Reserve, by which most money market securities are delivered to an investor’s custodial bank. The Federal Reserve maintains a computerized record of the

Page 334 of 522 ends

10 ownership of these securities and records any changes in ownership corresponding to payments made over the Federal Reserve wire (delivery versus payment).

Book Value: The value at which a debt security is shown on the holder’s balance sheet. Book value is acquisition cost less amortization of any premium or discount.

Broker: A broker assists in the buying and selling of investments together for a commission.

C
Call Price: The price at which an issuer may redeem a bond before maturity Callable Bond: A bond issue in which all or a part of its outstanding principal amount may be redeemed before maturity by the issuer under specified conditions CALTRUST: a Joint Powers Authority created by public agencies to provide a convenient method for public agencies to pool their assets for investment purposes. CalTRUST is governed by a Board of Trustees made up of experienced local agency treasurers and investment officers. The Board sets overall policies for the program and oversees the activities of the investment manager and other agents.

CD Placement Service: A private cd placement service that allows local agencies to purchase more than $250,000 in cds from a single financial institution (must be a participating institution of CDARS) while still maintaining FDIC insurance coverage. CDARS (Certificate of Deposit Account Registry System) is currently the only entity providing this service. CDARS facilitates the trading of deposits between the California institution and other participating institutions in amounts that are less than $250,000 each, so that FDIC coverage is maintained.

Central San Joaquin Valley Risk Management Authority Pooled Investment Account (CSJVRMA):

CSJVRMA is a money market portfolio created for the 54 member Public Agencies of the CSJVRMA.

Similar to LAIF, this pool provides daily liquidity, money market returns and unlimited number of deposits and withdrawals. CSJVRMA pool may hold a broader range of securities that would not be eligible under the City investment criteria. Since CSJVRMA pool is subject to different statutory investment provisions, any such variances in their holdings are acceptable under this policy Certificate Of Deposit (CD): A time deposit with a maturity evidenced by a certificate See “NonNegotiable” and “Negotiable” Certificate of Deposit. Large-denomination CDs are typically negotiable.

Collateral: Securities, evidence of deposit or other property, which a borrower pledges to secure repayment of a loan. Also refers to securities pledged by a bank to secure deposits of public monies.

Commercial Paper: Unsecured promissory notes issued to finance short term credit needs, with maturities ranging from 2 to 270 days. Unsecured promissory notes are issued to finance short term credit needs. The paper must be of "prime" quality of the highest ranking, or of the highest letter and numerical rating as provided by Moody's or Standard & Poor's. Eligible paper is further limited to issuing corporations that are organized and operate within the United States, have total assets in excess of $500 million, and have an 'A1-P1' rating for its debt from Moody's or Standard & Poor's.

Comprehensive Annual Financial Report (CAFR): The official annual report for the City. It also includes supporting schedules necessary to demonstrate compliance with finance-related legal and contractual provisions, extensive introductory material, and a detailed Statistical Section.

Corporate Notes And Bonds: Debt instruments, typically unsecured, issued by corporations, with

Page 335 of 522 ends

11 original maturities in most cases greater than one year and less than ten years. Medium term notes (MTN) are unsecured, corporate and depository institution debt obligations. Allowable medium term notes must be issued by corporations organized and operating within the United States (U.S.) or by depository institutions licensed by the U.S. or any state and operating within the U.S. MTNs must be rated “A” or better by Moody’s or Standard and Poor’s.

Coupon: (a) The annual rate of interest that a bond’s issuer promises to pay the bondholder on the bond’s face value and (b) a certificate attached to a bond evidencing interest due on a payment date.

Credit Rating: Various alphabetical and numerical designations used by institutional investors, Wall Street underwriters, and commercial rating companies to give relative indications of bond and note creditworthiness. Standard & Poor’s and Fitch Ratings use the same system, starting with their highest rating, of AAA, AA, A, BBB, BB, B, CCC, CC, C, and D for default. Moody’s Investors Service uses Aaa, Aa, A, Baa, Ba, B, Caa, Ca, C, and D. Each of the services use pluses (+), minuses (-), or numerical modifiers to indicate steps within each category. The top four letter categories are considered investment grade ratings.

Credit Risk: The chance that an issuer will be unable to make scheduled payments of interest and principal on an outstanding obligation. Another concern for investors is that the market’s perception of a corporation’s credit will cause the market value of a security to fall, even if default is not expected.

CUSIP Number: The Committee on Uniform Security Information Procedures (CUSIP) Number refers to a security’s identification number assigned to each publicly traded security by the CUSIP Service Bureau operated by Standard & Poor’s for the American Bankers Association. The CUSIP Number is a ninecharacter identifier unique to the issuer, the specific issue and the maturity, if applicable (the first six characters identifying the issuer, the next two identifying the security and the last digit provides a check digit to validate the accuracy of the preceding CUSIP number).

Custodian: A bank or other financial institution that keeps custody of stock certificates and other assets.

D
Dealer: A dealer, as opposed to a broker, acts as a principal in all transactions; buying and selling for his/her own account.

Debenture: A bond secured only by the general credit of the issuer.

Defeased Bond Issues: Issues that have sufficient money to retire outstanding debt when due so that the agency is released from the contracts and covenants in the bond document.

Delivery Versus Payment: There are two methods of delivery of securities: delivery versus payment and delivery versus receipt. Delivery versus payment is delivery of securities with an exchange of money for the securities. Delivery versus receipt is delivery of securities with an exchange of a signed receipt for the securities.

Derivatives: Financial instruments whose return profile is linked to, or derived from, the movement of one or more underlying index or security, and may include a leveraging factor, or financial contracts based upon amounts whose value is derived from an underlying index or security (interest rates, foreign exchange rates, equities or commodities).

Discount: The difference between the cost price of a security and its maturity when quoted at lower than

Page 336 of 522 ends

12 face value. A security selling below original offering price after sale is considered sold at a discount.

Discount Securities: Non-interest bearing money market instruments that are issued a discount and redeemed at maturity for full face value, e.g., U.S. Treasury Bills.

Diversification: Dividing investment funds among a variety of securities offering independent returns Duration: A measure of the sensitivity of the price (the value of principal) of a fixed-income investment to a change in interest rates. Duration is expressed as a number of years. Rising interest rates mean falling bond prices, while declining interest rates mean rising bond prices.

E
Effective Duration: A measure of the price sensitivity of fixed-income investments, especially for those with embedded option features such as call options. As yields rise, the effective duration of a callable investment rises to reflect the fact that it has become less likely to be called. The more rates rise, the longer the effective duration will become, approaching the duration to maturity. The converse is true in a declining interest rate environment (that is, the more rates fall, the shorter the effective duration will become, approaching the duration to call). For securities without an embedded option, the duration to call, maturity, and effective duration are all the same.

Extendable Notes: Securities with maturity dates that can be extended by mutual agreement between the issuer and investor. When investing in these types of securities, the maturity date plus the stated extendable option must not exceed the time frames that are allowed in California Government Code or the investment policy for the investment type.

F
Federal Credit Agencies: Agencies of the Federal government set up to supply credit to various classes of institutions and individuals, e.g., banks, small business firms, students, farmers, farm cooperatives, and exporters.

Federal Deposit Insurance Corporation (FDIC): A federal agency that insures bank deposits, up to $250,000 per deposit.

Federal Funds Rate: The rate of interest at which Fed funds are traded. This rate is currently pegged by the Federal Reserve through open-market operations.

Federal Home Loan Banks (FHLB): Government sponsored wholesale banks which lend funds and provide correspondent banking services to member commercial banks, thrift institutions, credit unions and insurance companies. The mission of the FHLBs is to liquefy the housing related assets of its members who must purchase stock in their district Bank.

Federal Home Loan Mortgage Corporation (FHLMC or Freddie Mac): A United States government sponsored corporation.

Federal National Mortgage Association (FNMA or Fannie Mae): FNMA, like GNMA, was chartered under the Federal National Mortgage Association Act in 1938. FNMA is a federal corporation working under the auspices of the Department of Housing and Urban Development (HUD). It is the largest single provider of residential mortgage funds in the United States. Fannie Mae, is a private stockholder- owned corporation and its purchases include a variety mortgages and second loans, in addition to fixed rate mortgages. FNMA’s securities are also highly liquid and are widely accepted. FNMA assumes and

Page 337 of 522 ends

13 guarantees that all security holders will receive timely payment of principal and interest.

Federal Open Market Committee (FOMC): Consists of seven members of the Federal Reserve Board and five of the twelve Federal Reserve Bank Presidents. The President of the New York Federal Reserve Bank is a permanent member, while the other Presidents serve on a rotating basis. The Committee periodically meets to set Federal Reserve guidelines regarding purchases and sales of Government Securities in the open market as a means of influencing the volume of bank credit and money.

Federal Reserve System: The central bank of the United States created by Congress and consisting of a seven member Board of Governors in Washington, D.C., 12 regional banks and about 5,700 commercial banks that are members of the system.

Fiduciary: A person who holds something in trust for another and bears liability for its safekeeping.

First Tier Securities: Securities that have received short-term debt ratings in the highest category from the requisite nationally recognized statistical-rating organizations (NSROS), or are comparable unrated securities, or are issued by money market funds, or government securities. [See sec Rules: Paragraph (a)(12) of rule 2a-7]
G
Government Accounting Standards Board (GASB): A standard-setting body, which prescribes standard accounting practices for governmental units.

Government National Mortgage Association (GNMA or Ginnie Mae): Securities influencing the volume of bank credit guaranteed by GNMA and issued by mortgage bankers, commercial banks, savings and loan associations, and other institutions. Security holder is protected by full faith and credit of the U.S. Government. Ginnie Mae securities are backed by the FHA, VA or FMHA mortgages. The term “passthroughs” is often used to describe Ginnie Maes.

Guaranteed Investment Contracts (GICS): An agreement acknowledging receipt of funds for deposit, specifying terms for withdrawal, and guaranteeing a rate of interest.

H-K
Interest: The amount a borrower pays to a lender for the use of his or her money.

Interest Rate Risk: The potential for a decline in bond prices and the market value of bonds in the portfolio, due to rising market interest rates. In general, bond prices vary inversely with interest rates. The change in a bond’s price depends on several factors, including its maturity date. In general, bonds with longer maturities are more sensitive to changes in interest rates than bonds with shorter maturities. Similarly, bond funds with longer average portfolio maturities, such as the CalTRUST Medium-Term and Long-Term Accounts, will be more sensitive to interest rate changes than those with shorter average portfolio maturities, such as the CalTRUST Short-Term account.

Investment Agreements: Investment agreements are contracts with respect to funds deposited by an investor. Investment agreements are often separated into those offered by banks and those offered by insurance companies. In the former case, they are sometimes referred to as “bank investment contracts.” L
Liquidity: A liquid asset is one that can be converted easily and rapidly into cash without a substantial loss

Page 338 of 522 ends

14 of value. In the money market, a security is said to be liquid if the spread between bid and asked prices is narrow and reasonable size can be done at those quotes.

Liquidity Risk: The chance that a security, sold prior to maturity, will be sold at a loss of value. For a local agency, the liquidity risk of an individual investment may not be as critical as how the overall liquidity of the portfolio allows the agency to meet its cash needs.

Local Agency Investment Fund (LAIF): The aggregate of all funds from political subdivisions that are placed in the custody of the State Treasurer for investment and reinvestment. LAIF was created in the California State Treasury by Section 17429 GC. LAIF holds local government funds in trust in a state investment pool in order to provide safety, liquidity and the benefits of the investment pool yield for local government entities invested in LAIF.

M
Market Risk: The price at which a security is trading and could be presumably be purchased or sold.. In general, as interest rates fall, prices of fixed income securities rise. Similarly, as interest rates rise, prices fall. Market risk also is referred to as systematic risk that affects all securities within an asset class similarly.

Market Value: The price at which a security is trading and could presumably be purchased or sold on a specific date.

Master Repurchase Agreement: A written contract covering all future transactions between the parties to repurchase and reverse repurchase agreements that establish each party’s rights in the transactions. A master agreement will often specify, among other things, the right of the buyer-lender to liquidate the underlying securities in the event of default by the seller borrower.

Maturity: The date upon which the principal or stated value of an investment becomes due and payable.

Money Market: The market in which short-term debt instruments (bills, commercial paper, bankers’ acceptances, etc.) are issued and traded. Rule 2a-7 of the Investment Company Act applies to Money Market Funds, which mandates these funds to maintain certain standards, including a 13 month maturity limit and a 90 day average maturity on investments, to maintain a constant net asset value of $1.00.

Mortgage Backed Securities (MBS): Mortgage-backed securities (MBS) are created when a mortgagee or a purchaser of residential real estate mortgages creates a pool of mortgages and markets undivided interests or participations in the pool. MBS owners receive a prorata share of the interest and principal cash flows (net of fees) that are “passed through” from the pool of mortgages. MBS are complex securities whose cash flows are determined by the characteristics of the mortgages that are pooled together. Investors in MBS face prepayment risk associated with the option of the underlying mortgagors to pre-pay or payoff their mortgage. Most MBS are issued and/or guaranteed by federal agencies and instrumentalities (e.g., Government National Mortgage Association (GNMA), Federal National Mortgage Association (FNMA), and Federal Home Loan Mortgage Corporation (FHLMC)).

Mortgage Pass-Through Obligations: Securities that are created when residential mortgages (or other mortgages) are pooled together and undivided interests or participations in the stream of revenues associated with the mortgages are sold.

Mutual Funds: An investment company that pools money and can invest in a variety of securities,

Page 339 of 522 ends

Farmersville City CouncilJune 13, 2022

Farmersville City Council
June 13, 2022