Military Equipment: Funding,
acquisition, and use
AB 481 – Military Equipment: Funding,
acquisition, and use
• Signed into law September 30, 2021
• Government Code Section 7070 through 7075 governs this law. • Purpose of the law
• Adopt a “military equipment use policy”
• Initially thought to only cover equipment acquired through the 1033 program. • Includes equipment not acquired through the military. • Pass an ordinance identifying steps necessary to fund, procure, and the use of “military equipment”.
• Allow the governing body to approve the funding, acquisition, or use of “military equipment” within its jurisdiction.
• Annual review of the ordinance
• Annual report prepared by LEA
What Does Reedley Police Department Deploy
Classified as “Military Equipment”
• Govt Code Section 7070
(c)(1) - Unmanned,
remotely piloted, powered
aerial or ground vehicles.
• DJI MAVIC Enterprise
Advanced
• Purchased commercially
What Does Reedley Police Department Deploy
Classified as “Military Equipment”
• Govt Code Section 7070
(c)(1) - Unmanned,
remotely piloted,
powered aerial or ground
vehicles.
• PacBot Model#BB2590
• Acquired through the
1033 program.
What Does Reedley Police Department Deploy
Classified as “Military Equipment”
• Govt. Code Section
7070(c)(12) - “Flashbang”
grenades and explosive
breaching tools, “tear gas,”
and “pepper balls,” excluding
standard, service-issued
handheld pepper spray.
• Def-Tec ”Flashbang”
• Purchased commercially
What Does Reedley Police Department Deploy
Classified as “Military Equipment”
• Govt Code Section 7070 (c)(14) -
The following projectile launch
platforms and their associated
munitions: 40mm projectile
launchers, “bean bag,” rubber
bullet, and specialty impact
munition (SIM) weapons.
• Exact Impact 40mm launcher
• “Sponge rounds”
• Purchased commercially
Annual
Report to
City Council
•Annual Military Equipment Report
• Summary of how Military Equipment was used
• Summary of complaints or concerns received concerning the Military Equipment
• Results of any internal audits, any information about violations of the Military Use Policy, and any actions taken in response.
• The total annual cost for each type of Military Equipment, including acquisition, personnel, training, transportation, maintenance, storage, upgrade and any on-going costs.
• The quantity possessed for each type of Military Equipment • If the LEA intents to acquire additional Military Equipment Transparency with our Community
• Make Annual Military Equipment Report available on police department’s website
• Within 30 days of submitting and publicly releasing report, hold at least one (1) well publicized and conveniently located community engagement meeting.
• Public may discuss and ask questions regarding the annual Military Equipment report
• LEA’s funding, acquisition, or use of Military Equipment
STRATEGIC CAPITAL PLANNING
WORKSHOP
February 28, 2023
MISSION STATEMENT
We, the members of the Reedley City Council and
the employees of the City of Reedley foster a high
quality of life for our entire community by creating
an environment of open communication, progressive
partnerships, economic opportunities, and the
delivery of efficient, responsive, and excellent
community services.
CITY STRATEGIC CORNERSTONES
Enhance Public Safety
Revitalize the Community
Champion Solid Financial Management
Demonstrate City Hall Efficacy
These Cornerstones are the foundation of all that
the City organization works for.
ALIGNING RESOURCES WITH GOALS
Make everything as simple as possible, but not simpler. Any intelligent fool can make things bigger and more complex... It takes a touch of genius - and a lot of courage - to move in the opposite direction.
- Albert Einstein
Resources are time, money, and people.
Goals are aspirations, priorities, and the tactics needed to get there.
FISCAL SUCCESS AND SUSTAINABILITY
Fiscal health should be guarded relentlessly
Good times come and go
Roots of fiscal adversity take hold in the good times by making commitments that are not sustainable
Reedley’s financial policies follow Industry Best Practices Honed over the years & supported by the City Council
FINANCIAL POLICIES
Balanced Budget
Capital Financing & Debt
General Fund & Enterprise Fund Reserves
Pension & Other Post Employment Benefits
Investments
Utility Billing & Collections
Uniform Public Construction Cost Accounting Act
Retiree Medical Benefits
STRATEGIC AREA PLANNING
General Plan
Reedley Municipal Code
Utility Master Plans
Pavement Condition Study
Development Impact Fee Study
Annual Budget
Capital Improvement Plan
Funded Projects & Unfunded Needs
STRATEGIC PLANNING FOCUS
Many City facilities were designed and built decades ago and are reaching capacity limits
By 2035, the population of Reedley is projected to be 32,900, a growth of 6,813 residents over the 2021 level of 26,087 Consider capital and facility needs for the City to continue providing service levels out to the year 2035
MAJOR THEMES
Maintain/Replace 50-100 year old infrastructure
Plan for future needs
Focus on community partnerships
Pursue grants that align with strategic goals
Communicate with the public on needs
Keep thinking strategically
Above all demonstrate passion for good public policy and excellent public services
REEDLEY CAPITAL IMPROVEMENT PLAN
PLANNING HORIZON
Tactics
1-2 Years
Steps to take now and incorporate into annual budget
Strategy
2-4 Years
Direction & Priorities to work towards
Vision
4-10 Years
Aspirational, where we want to go to serve community by 2035 TACTICS: 1-2 YEARS
Build reserves for General Fund & Enterprise Funds
Continue to set aside funding for land acquisition and future facilities
Improve discussion of CIP project impact on operating budget Develop plan for improved parkway maintenance
Stormwater Basins required for all new developments
Pilot Solar Streetlight project
TACTICS: 1-2 YEARS
Review design for CVTC corporation yard for revisions Community center improvements, including backup generator Incorporate EV charging facilities into CIP
Sports Complex Future Phases
Lighted soccer field
Pickleball court development
Master Plan
Ongoing maintenance costs
TACTICS: 1-2 YEARS
Explore role of Parks & Rec Foundation in project fundraising Opera House immediate repairs
Expand Community Parkway lighting
Continue Measure B funding of streets projects as a force multiplier
Future City Hall Planning
STRATEGY: DIRECTION & PRIORITIES
2-4 YEARS
Acquire 10-15 acres for future park and fire station
Continue to monitor solar lighting technology for possible use in older areas of the city and parkway
Decommissioning of water towers before any further heavy maintenance is required
Add a second Electrician to support the increasing demand Evaluate future direction of Fire Department
FT staff for each shift to bolster/fortify volunteer force VISION: ASPIRATIONAL 4-10 YEARS
Develop a second community center with gym space
Second Fire station
EV charging capability for 100% of City vehicles
Move some/all Public Works operations to new CVTC
Corporation Yard
Existing facility will be at capacity in 5 years
Expanded Police Headquarters Facility
New City Hall
PUBLIC ENGAGEMENT & TRUST
“With trust, anything is possible. Without it, nothing is.” - Ken Hampian, Retired City Manager
Public Workshops
Budget Workshops
Social Media
Quarterly Newsletters
Community Annual Report
Up to date website
[email protected]
Credit Ratings
Clean audits
Best practices
Greater Reedley Chamber of Commerce
PERFORMANCE MEASUREMENT
Department Performance Measures were implemented in 2021 Demonstrate achievement of departmental specific and citywide goals
Continual improvement in support of Strategic Cornerstones:
Enhance Public Safety
Revitalize the Community
Champion Solid Financial Management
Demonstrate City Hall Efficacy
NEXT STEPS
Staff are currently developing the 2023-2024 budget to align limited resources [time, money & people] with
organizational goals
Feedback or additional discussion on development of
short & long term organizational goals
Proposed Budget will communicate available resources to maintain service levels and address community facility
needs
ANNUAL BUDGET PROCESS