Community Services Department
Proposed 2022-23 Budget
Department Divisions
Community
Services
Airport Building
Maintenance
Facilities
Administration Recreation
Airport
Commission
Park Planning
Special Events
Facility and
Park Rentals
Adult Sports
Expanded
Learning
Programs
Aquatics
Enrichments
Preschool
Seniors
Youth Sports
Community
Services
Commission
Accomplishments
Created water safety literature to promote water safety tips and offered free swim lessons to children.
Implementation of the iWorq software is underway to track work orders and inventory City assets. Submitted grant applications for Regional Park Grant, Clean CA Grant, and Recreational Trail Grant.
Created an implementation strategy in response to the results and comments received from the Recreation Program Assessment conducted by Fresno State University.
Completed two of the three Per Capita funding projects: Trimble Park NetPlex Climber and Citizens Park shade canopies replaced.
Department Performance Measures
Performance
Measures
Actual
2020
Actual
2021
Target
2022
Increase the number of Social
Media Followers by 5%
3,975 5,244 5,505
Increase the number of
Recreation Program
Participation by 5%
11,277 6,004 9,015
Increase the Park and Facility
Rentals by 5%
253 243 181
Recreation Programs
Provided City activities for
May Mental Health Awareness Month
Holiday Movie in Pioneer Park
Offered Princess Tea at Opera House
Clinics for Youth Sports
Free Swim Lessons
Senior Programs
Resume of Tai Chi Classes
Senior Night at the Opera House Event
Local Trips using FCRTA
Sweetheart Breakfast
Bunco
Magic and Milkshakes
*Return of the Congregate Meal
Program (July/August)
Expanded Learning Programs
(Previously known as After School Programs)
Additional funding available for Expanded
Learning Opportunities Program (ELOP)
Service contracts over $1million for FY 2022-23
Program support provided during the regular
day, after school hours, and summer break.
City hires 40+ employees to oversee the different
programs.
Airport
Transition of Reedley College to Airport property
Replaced Automated Weather Observing System
Completed the Pavement Maintenance and
Management Plan
Reconstruction of the north apron pavement
Well project underway
Fiscal Year 20-21 21-22 22-23
Fund Balance
$84,619 $34,657 $174,738
State Aid $10,000
Land & Building Leases $26,550
Misc. $6,850
Rentals $88,676
Fuel Sales $85,000
Revenue
Building Maintenance and
Projects
Upgrade of A/V system in the California Room
Replace five HVAC units that are still older than 2000 Upgrade lighting within City Hall to LED
Remodel Police Department front lobby
Replace truck within Maintenance Division
Repairs within Opera House
Expenditures VS Revenues
0 500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
$1,216,616
$2,578,949
General Fund
General Fund Expenditures
CSD Administration $280,955
Seasonal Parks $17,959
Adult Sports $25,924
Enrichments $125,557
Aquatics $122,405
Opera House $33,651
After School Programs
$1,022,713
Preschool $39,754
Maintenance $658,341
Senior Citizens $122,677
Youth Sports $102,793
General Fund Revenues
Rentals $29,000
Program Fees $196,832
After School Contracts
$1,022,713
Focus on training for seasonal staff and creating
training resources.
Full implementation of iWorq software
Continued focus on new program
implementation and increased participation for
existing programs.
CSD Goals
Prepared for the Reedley City Council
May 17, 2022
City of Reedley
Engineering Department
Proposed
Fiscal Year 2022-23
Budget Presentation
Engineering Department Responsibilities
• City’s Capital Roadway Projects
• Encroachment Permits / Inspections
• Review Development Projects / Plan Checks
• City Standards and Plans
• Topographic Mapping
• Zoning Maps, Street Maps and Utility Plats
• Landscape, Lighting and Maintenance District
• Traffic Safety Commission
• Currently Four Full Time Employees
• Oversee all federally funded street
projects
• Inspect all projects within the City’s
Right of Way
• Design Capital Improvement Projects
• Work closely with various agencies,
contractors/developers and other
departments within the City
Engineering Department Information
Engineering Department Major Projects FY 21/22
• “J” and “K” Rehabilitation – 8th to 12th and Reed to Dinuba (Construction)
• Construction Cost = $318,000 –
Vehicle Impact Fee and Measure
C Street Maintenance
• Pavement rehabilitation
including slurry sealing, grind
and overlay and full
reconstruction. Also included
traffic striping
Engineering Department Major Projects FY 21/22
• Reed Ave. Sidewalk – Les Schwab to 8th on
West Side of Roadway (Construction)
• Installed sidewalks, curb ramps, driveway
approaches, and replaced minor curb and gutter
• Construction Cost = $128,400 – CMAQ & Measure C
• Manning Ave. Sidewalk – Reed to
Frankwood (Design & Construction)
• Installed sidewalks, curb ramp, driveway approach,
and replaced minor curb and gutter
• Construction Cost = $255,000 – CMAQ & Measure C
Engineering Department Major Projects FY 21/22
• Washington Ave. Reconstruction –
Columbia to Hemlock (Construction)
• Full reconstruction of roadway, curb ramps and
traffic striping
• Construction Cost = $228,400 – Vehicle Impact
Fee
• East Ave. Heavy Rehabilitation – 11th to G
(Design & Construction)
• Dig outs, slurry seal, grind & overlay and striping
• Construction Cost = $550,000 – Measure B &
Groundwater Treatment Funds
Engineering Department Major Projects FY 21/22
• Development Projects
• Tract 6178 Ph.1/2 Frankwood Commons – Construction inspection • Tract 6178 Ph.3 Frankwood Commons – Plan/map review
• Tract 6196 Ph. 2/3 Reed/Aspen – Construction inspection • Tract 6229 Ph. 1 Rancho Vista – Construction inspection • Tract 6229 Ph. 2 Rancho Vista – Plan/map review
• Tract 6267 Chateau Estates – Plan/map review
• Master Storage – Construction inspection and coordination • Taqueria on Columbia – Construction inspection and coordination Engineering Department Major Projects FY 21/22
• Development Projects Cont.
• Multiple Housing ADUs – Construction inspection
• Plan reviews for multiple commercial developments with construction anticipated in Summer and Fall of 2022.
• Prepared multiple conditions of approval for future commercial developments
• Processed 121 Encroachment Permits to date for FY 21/22 • Approximately 13,060 linear feet of new roadway paved by developments in FY 21/22; most included curb, gutter, and sidewalk on one or both sides of the new roadways and underground utilities Engineering Department Major Projects FY 21/22
Engineering Department Projects FY 22/23
• Design and/or Construction
• Manning Ave. Ph. 3 – Columbia to Buttonwillow (STBG Grant) • Nine Various Alleys (CMAQ Grant)
• 11th Street Improvements – Reed to East (SB1 and Measure C) • E Street – 10th to 12th (CDBG)
• Hollywood, Acacia, Birch and Myrtle – Bounded North,
Frankwood, Manning and High School (Measure B)
• Olson Ave Wastewater Main Upgrade (SWRCB and Wastewater Enterprise)
Engineering Department Projects FY 22/23
• Design and/or Construction Cont.
• Sports Park Improvement – North Soccer Fields (General Fund) • Active Transportation and Parkway Master Plan (Caltrans Sustainable Communities Grant)
• Columbia Ave. Sidewalk – Ann Drive to Parlier (CMAQ Grant) • Jefferson Elementary Safe Routes to Schools (ATP)
• Dinuba Ave – East to Buttonwillow (STBG Grant)
• Utility Master Plan Update
Engineering Department Projects FY 22/23
• Project Management/Inspections
• Multiple housing developments (subsequent phases)
• Multiple commercial developments
• Residential and commercial projects within the City right of way Performance Measures
Performance Measure Actual
2020
Actual
2021
Target
2022
Arterial Streets Pavement Condition Index 55 58 58
Collector Streets Pavement Condition Index 56 46 48
Residential Streets Pavement Condition Index 57 53 53
Alleys Pavement Condition Index 24 16 17
Installation of City Sidewalks 1,150 LF 3,275 LF 4,410 LF Grant Reimbursement Requests 100% 96% 98%
• Sidewalk installation goal of 1,000 LF per year – development projects the prior calendar year and this calendar year have greatly increased that value • Grant reimbursement request goal is to submit 95% of requests within 90 days of expenditure – Construction delays / agency requirements for reimbursements cause some requests to be delayed
Pavement Management Plan Overview
Engineering Dept. Capital Expenditures FY 22/23
Federal/State Funds
Measure C
SB1
CDBG
General Fund/ARPA
Development Impact Fees
Sewer Capital
Total
$3,401,805
$605,211
$1,208,470
$465,000
$1,148,000
$660,000
$3,203,950
$10,692,436
Engineering Dept. Capital Revenues FY 22/23
Federal/State Funds
Measure C
SB1
CDBG
Total
$3,401,805
$748,600
$594,644
$465,000
$5,210,049
Engineering Dept. Operations Expenditures FY 22/23
Personnel $640,747
Professional/Contract Services $64,910
Operational Expenses $117,768
Total $579,065
Inspection Fees $40,000
Staff Time Reimb. Federal Grants $173,000
Staff Time Reimb. Measure C $25,000
Misc. Revenues $5,250
Total $243,250
Engineering Dept. Operations Revenues FY 22/23
Engineering Dept. Budget Specifics FY 22/23
• The addition of an engineering assistant to assist with awarded federal and state-funded capital improvement
projects
• Slight increase in consultant inspection services for developments due to staff focusing more on design and
construction management of capital improvement projects •Includes various software licenses for improvement mapping and dataset analysis capabilities
Engineering Department Goals FY 22/23
• Deliver all federal and grant aid projects on time and within budget
• Prepare and submit successful grant applications to fund future capital projects
• Train staff through on the job experience and local training seminars when possible
• Work with all City Departments and consultants to develop plans and projects to address the City’s transportation and infrastructure needs
Thank You
Reedley fire
department
proposed budget
2022
“To promptly and professionally serve
the needs of our community and
surrounding area with duty, honor, faith
and tradition, never failing to deliver
quality emergency services”
Divisions of the
Reedley Fire Department
Fire and Life Safety
Municipal Code Enforcement
• 3 Full-time employees
❖ Fire Chief
❖ Battalion Chief (Funded by Measure G)
❖ Life Safety / Code Officer (C.U.R.E. Program)
• 1 Part-time Office Assistant (24 hours/week)
• 1 Part-time Life Safety / Code Officer
(24 hours/week, Fri-Sun)
• 35 Paid-per-Call Volunteer Firefighters
• One of the busiest volunteer fire departments in the State • Only 5% of volunteer fire departments nationwide serve a population greater than 25,000 • ISO/Public Protection Classification Rating = 3. RFD ranks within the top 10% of all fire departments nationwide with a Class 3 rating or better.
➢ 1 4 8 F i r e R e l a t e d C a l l s
➢ 8 1 4 M e d i c a l C a l l s
➢ 3 7 H a z a r d o u s C o n d i t i o n C a l l s
➢ 2 3 3 O t h e r T y p e C a l l s
0 50
100
150
200
250
300
District 1 District 2 District 3 District 4 District 5
Number of Incidents Per District
275
131
96 220
174
CASES OPENED:
2,371
➢ Property Maintenance
➢ Illegal Dumping
➢ Weed Abatement
➢ Abandoned Vehicles
➢ Substandard Housing
➢ Billing Delinquencies
➢ Unlicensed Vendors
➢ Public Obstructions
Closure rate:
99.97%
Performance Measures
Performance Measure Actual 2020 Actual 2021 Target Met
Response Time – Meet or Exceed
NFPA Standard
(Under 9 minutes, 90% of the time)
6.25 Minutes 6.4 Minutes
Staff Required to Respond – Meet
or exceed NFPA Standard
(15 minimum staff)
21 Personnel per call 21 Personnel per call
Code Enforcement Case Closure 99% 99%
Recruited and accepted five (5) new volunteer firefighters Responded to and remained ready to assist Local, State, and Federal government agencies on major California wildfires
Continued successful assignment with California OES Water Tender 52 Partnered with Alert Medical Providers to receive continuing education credits for medical aid instruction and certification
Continued to implement the Instructional Services Agreement with Fresno City College (FCC) to compensate the City of Reedley for instruction of FCC-approved courses targeted to meet the educational needs and requirement of Reedley Fire Department personnel. Reedley firefighters are enrolled as students of FCC and receive credit. The City of Reedley will receive compensation for each instructional hour per student.
Participate in local “Read Across America” programs
Participated in local parades and events
Kings River Clean-up
➢ 50 shopping carts
➢ 4 traffic cones
➢ 3 truck tires
➢ 2 bicycles
➢ 2 bollards
➢ 2 road barricades
➢ 1 wheelchair
➢ 1 portable basketball hoop
____________
Provide professional training
to maximize services and
response to the community
Pursue long-term or
alternative funding sources
with City Administration to
realize strategic public safety
obligations.
Police $6,918,851
Fire $841,978
Engineering
$1,111,620
Community
Services
$2,578,949
Community
Development
$1,052,777
Administrative
Services
$2,251,247
Administration
$586,623
Public Works
$3,598,561
19%
3%
12%
6%
14% 6% 4%
36%
Capital Outlay
$356,261
Personnel Costs
$750,104
Operations
$570,833
34%
45%
21%
Total
$1,677,198
17%
50%
26%
7%
Fines & Forfeitures
$15,000
Services & Fees
$43,125
Intergovernmental
$22,000
Grants
$6,261
➢Minor Deviations to M&O
➢Increases to employee benefit costs
➢No Capital projects
➢ Ranks between Fire Engineer and Fire Captain
➢ Stepping stone to the rank of Captain
➢ Performs critical tasks in the absence of a Fire Captain ➢ 5 positions
➢ Pay rate $27.50 -per call
➢ Retain experienced personnel
➢ Create an expanded role
➢ Supervise the Code Enforcement Division
➢ Pay classification change from 45-U to 47-U
➢Apparatus Air Purification Systems
➢Utility Vehicle Replacement
➢Minor Deviations to M&O
➢Increases to employee benefit costs
Cricket Hollow Storage Facility @ $350,000
$280,000 Measure G
$70,000 Fire DIF
Fire Department Projected Fund Balance as of 6/30/2023 = $413,006
Reedley Police
Department
FISCAL YEAR 2022 – 2023 PROPOSED BUDGET
Department Overview
Police
Department
Administration
Division
Grant Management
POST Compliance
Community Liaison
Professional Standards
Chaplains Program
Restorative Justice
News Media Liaison
Operations
Division
Uniformed Patrol
Canine Unit
Field Training
Animal Control
Traffic
Special Response Team
Drone Unit
Support
Services
Division
Investigations
Property & Evidence
Crime Scene Investigations
Crime Intelligence
Communications
Jail Facilities Building
Personnel Allocations as of May 17, 2022
Police Officers
Allocated (FTE) = 31
Current (FTE) = 28
Vacancies (FTE) = 3
Allocated (PTE) = 3
Current (PTE) = 2 (FT Program)
Vacancies (PTE) = 1
Professional Staff
Allocated (FTE) = 15
Current (FTE) = 11
Vacancies (FTE) = 4
Current Hiring Status (FTE & PTE)
Police Officers = 6
Dispatchers = 2
Records Tech = 1
0 5 10 15 20 25 30 35 40 45 50
Vacancies FTE
Current FTE
FTE Allocated
Personnel
Accomplishments for FY 21-22
Administration Operations Support Services
RPBI Recidivism rate of 6% Purchased 6 new police
vehicles
Purchased 1 new Detective
vehicle
Tobacco Enforcement
Officer
Hosted a regional UAS
training program
Replacement of lockers in
men’s locker room
Implemented BWC project Handled over 22,597 CFS
for 2021
Recruited 2 new police
dispatchers
Implemented BWC Audit
Software Purchased FLIR Drone Continuing to leveraging technology Implementation of RIPA Expanded our reach to our
homeless population Crime Analysis
Implemented policy
consistent with AB481
Recruited new Police
Explorers Sales of Tobacco Operations
Continued to keep residents
up to date on crime in their
neighborhoods
Mutual Aid Requests
Performance Measures
Performance Measure Actual
2020 % Actual 2021
Target
for
2022
Reduce the number of Violent Crime cases by 10% 246 +23% 304 140 Reduce the number of traffic collisions resulting in injury by 10% 194 -1% 192 173
Increase Traffic Enforcement through citations by 10% 1,112 +64% 1,832 2,015 Year Total
Crime Murder Rape Robbery Assault Burglary Larceny Vehicle Theft Arson
2022 132 0 6 3 62 12 65 8 1
2021 421 3 4 13 284 45 175 43 7
% change +14% +100% -66% +18% +27% -25% +35% -14% +75
2020 368 0 12 11 223 60 129 50 4
2022 – 2023 Budget Specifics
$-
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
Personnel (GF) Equipment (GF)
General Fund
20-21 21-22 22-23
$-
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
$900,000
Personnel (PSST) Equipment
(PSST)
PSST
20-21 22-22 22-23
$-
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
$160,000
$180,000
$200,000
COPS AB109 Tobacco
COPS/AB109/Tobacco
20-21 21-22 22-23
Vehicle
included • Increase in CALPERS
• Additional Police
Officer
• Increase in CALPERS
• Moving of Personnel
Highlight of Specific
Expenditures
Police Vehicles
New Traffic Officer
FLOCK Safety Cameras
Body Worn Camera’s
Animal Control Facility
Drone
Windows / Security
Front lobby remodel
Police Vehicles
• Dodge Chargers and Ford Explorers continue
to be the vehicle of choice for law
enforcement.
• Demand is increasing, output is decreasing.
• Vehicle replacement plan is working. All
Ford Crown Victoria’s police vehicles should
be replaced this year.
• Cost of vehicles shared between General
Fund and PSST. ($326,000)
New Police Officer
Position - Traffic
No Traffic Officer since 2015
Will be primarily assigned to traffic functions.
Investigations of traffic collisions
Education & Prevention
Increase FT Police Officers to 32 (35 in 2009)
Benefits of a Motor Officer
Highly maneuverable
Increases driver’s safety through enforcement operations Cost of a motorcycle is half the cost of a police vehicle Responsive to community concerns regarding traffic
issues.
FLOCK Safety Cameras – Pilot Program
What they are?
• Force multiplier
• Technology
• Cost effective
• Notification system
• Able to be purchased by
community members
How are they used?
• Locating suspects
• Finding missing persons
• Apprehending people with
warrants
• Recovering stolen vehicles
• Identifying vehicles used in
crimes.
What they are NOT!
• Not actively being monitored
• Do not gather information on people.
• Not a conduit for federal agencies such
as ICE or CPB.
• Not a replacement for people.
Safeguards
• Policy & Procedures
• Limited access to information
• 30-day retention
• Requires reason for search
• Division Commander is assigned as
oversight
• Location of cameras is a joint decision,
but ultimate decision is by the Chief of
Police
Cost: $17,000 for six (6) cameras
Specific Expenditures - continued
$46,000 yearly cost
Body Worn Cameras
Budget: $5,000
AB481 request
UAS - Drones
Increase building security by
replacing exterior windows with
BULLET-RESISTENT GLASS
Budget: $40,000
Remodel of Front
Lobby
Original – 1960
62 years in operation
Max 10 dogs
Budget: $300,000
Animal Shelter
Original – 1978
44 years
Budget: $45,000
Challenges & Unmet Needs
Decisions made at the state and federal level creating challenges for local law enforcement. AB481
Prop 47 & 57
Early release
Zero bail
The law enforcement profession faced many risks and challenges in 2021. From the ongoing recruitment and retention crisis to the spotlight on police use of force, successful agencies, like Reedley PD, remained ahead of the curve by embracing the five pillars of organizational success:
“In order to be successful, you must first get and keep good PEOPLE, derive and maintain good POLICY, make sure there is adequate TRAINING regarding the policies, have appropriate SUPERVISION of workers to make sure policies are being followed and take appropriate DISCIPLINE when there is a deviation from established policy,” Lexipol co-founder Gordon Graham.