Public Works Divisions
Water
Operates and maintains the City’s 7 municipal
water wells
Maintains over 98 miles of water distribution
pipeline
Maintains over 6,000 water meters, three water
treatment facilities, and three water storage towers
Parks/LLMD Maintenance
Provides landscape, irrigation, playground and
general maintenance to the City’s 11 public parks
and 23 LLMD zones, plus the majority of the
3.25 mile Rail to Trail parkway
Maintains government building landscape
Performs Graffiti abatement on public properties
Streets Maintenance
Maintains over 89 miles of streets and alleyways
City public parking lots
Over 34 miles of storm drain pipeline
All of the City’s sidewalks, curbs, gutters, signage, trees, street striping and ponding basins
Public Works Divisions
Solid Waste
Administrative oversight of the Solid Waste
franchise agreement with Mid Valley Disposal
Regulatory reporting and compliance
Fleet Maintenance
Manages, maintains, and repairs approximately 242
city vehicles and various pieces of equipment
Public Works Divisions
Electrical
Maintains over 1,300 city owned streetlights, traffic signals, and security cameras
Electrical needs of government buildings, generators, lift stations and booster pumps
Waste water treatment plant and municipal water well
electrical components
Waste Water
Maintains over 75 miles of sewer main pipeline
Five sewer lift stations
State Certified Laboratory
A 5mgd waste water treatment plant
36 acres of percolation ponds
42 Full time employees
11 part time employees
Oversee 31 contracts and agreements
Provides staff oversight for
the Downtown Streetscape
Committee
FY 2023-2024
Revenues- $18,997,203
Expenditures- $16,533,246
Department Info
Accomplishments
Over 125 Public Works Department Accomplishments
listed in the draft budget document (Pages 156-159)
Completed exterior restoration
of Downtown Water Towers.
Rehabilitated the Historic Gazebo
at Pioneer Park.
Completed exterior painting of
Downtown Museum
Installed new LED lights at
Pioneer Park
Completed construction of a one
megawatt solar project
Planted more than 60 trees on the
Rail-to-Trail.
Rehabilitated downtown City
parking lots.
Resurfaced asphalt on Rail to Trail
from Manning Ave. to Dinuba Ave.
Cleaned and flushed 91 miles of
sewer distribution pipeline.
Completed over 500 street repair
work orders.
Completed over 400 sidewalk
repairs.
Accomplishments Continued…
Goals
Highlights
Asphalt resurfacing on the Rail to Trail
from Dinuba Ave. to the Sports Park
Replace turf areas at Dinuba and Buttonwillow
roundabout.
Install low maintenance Landscape in LLMD zones, add
decorative concrete where applicable.
Continue with expansion of the residential Slurry seal program per the City’s Pavement Management Plan
New block wall fencing and security improvements
to sewer lift stations
Plant 50 new trees on the Rail to Trail Parkway
Public Works Department goals are consistent with our Capital Outlay appropriations and our five-year Capital Improvement Plan as outlined in Section 15 of the draft budget document.
Public Works Department Goals are referenced in the
draft budget document (pages 161 and 162)
Performance Measures
Performance
Measure
Performance
Target
Performance
Data
Target Met
Average amount of
water used per
resident
Decrease per
capita water use
by 3% annually
2021-2022:
73.61 gallons/day
Target: 71.4 gallons
Diversion of
pharmaceuticals
from waste stream
Divert at least 500
pounds annually
2021-2022:
919 pounds
Crack Seal City
streets to extend
life of pavement
Crack Seal at least
50,000 linear ft. of
roadway per year
2021-2022:
56,000 Linear feet
Performance
Measure
Performance
Target
Performance
Data
Target Met
Climb to top of
Sports Park
Water Tower
3 Individuals
(covered by insurance)
2 Gym Members
1 Old Man
Revenue Projections
Gas Tax:
Gas Tax revenues are
beginning to level out and
recover from the height of
the COVID-19 pandemic but
continue to be somewhat
unpredictable.
Streetscape:
The committee has recommended an
increase to monthly fees to cover
the increased cost of maintenance.
Capital Outlay Highlights
Parks Maintenance:
Polaris Ranger EV $20,000
Seal coat Rail-to-Trail
Phase 2 $15,000
• Replace worn signage at
Mueller Park $5,000
Capital Outlay Highlights Cont…
Street Maintenance - Article 8:
Traffic Signal Universal Power
Supply Replacement $20,000
(Manning and Columbia)
Water:
Mini Excavator and Trailer $130,000
Capital Outlay Highlights Cont…
Sewer:
• New Automatic Samplers in
WWTP Lab (replacing two 2009
units)$20,000
• Replace generator at Reed Ave.
Sewer Lift Station $135,000
• Lift Station Enclosures and
Canopies $60,000
Public Works Personnel
Replace two vacant part-time parks
maintenance positions with one full-time
Parks Maintenance Worker 1 position.
Thank You
City of Reedley
Engineering Department
Proposed
Fiscal Year 2023-24
Budget Presentation
Prepared for the Reedley City Council
May 23, 2023
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
Engineering Department Information
• Currently Five 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, engineers, surveyors and other
departments within the City
Engineering Department Projects FY 22/23
• Reedley Alley Paving –
Nine Various Alleys
(Construction)
Installed valley gutters,
new pavement section
and replaced driveway
approaches as needed
Construction Cost =
Approximately
$1,095,400 – CMAQ &
Measure C
Engineering Department Projects FY 22/23
• East Avenue Heavy Rehab
– 11th to G (Construction)
Grind and overlay pavement
and traffic striping
Construction Cost =
Approximately $509,808 –
Measure B & Groundwater
Treatment
• Active Transportation and Parkway Master Plan
Preparation of a plan that addresses pedestrian and bicyclist needs for residents of all ages and abilities.
Construction Cost = Approximately $300,000 – Caltrans Sustainable Communities Grant
Engineering Department Projects FY 22/23
• North, Hollywood, Acacia, Birch, Myrtle and Linden
(Construction)
Full pavement reconstruction, dig outs, grind and overlay, minor concrete improvements and traffic striping. Water main replacement/upsizing and sewer main replacement.
Construction Cost = Approximately $1,720,000 – Measure B, American Rescue Plan Act 2021, Sewer Capital and Water Capital/Water DIF funds • 11th Street Improvements – Reed to East (Construction) Pavement dig outs, grind and overlay, curb ramp and driveway replacement, traffic loop replacement and traffic striping. Pavement improvements to six additional railroad crossings.
Construction Cost = Approximately $1,459,000 – SB1 and Measure C Engineering Department Projects FY 22/23
• E Street Reconstruction – 10th to 12th (Construction) Full pavement reconstruction, curb ramps, driveway approaches and traffic striping
Construction Cost = Approximately $580,000 – CDBG
• Manning Avenue Ph. 3 Improvements – Columbia to
Buttonwillow (Construction)
Pavement dig outs, grind and overlay, curb ramp replacement, median islands, street lights, traffic loop replacement, traffic striping, and sewer main upsizing.
Construction Cost = Approximately $3,110,000 – STBG, Measure C and Sewer Capital/Sewer DIF
Engineering Department Projects FY 22/23
• Olson Avenue Wastewater Line Upgrade and WWTP Updates – (Design/Construction)
Upsizing and replacement of existing 24-inch trunk main from Olson Avenue across the bridge to the WWTP and additional improvements at the WWTP
Construction Cost = Approximately $3,200,000 – SWRCB and Wastewater Enterprise funds
• Reed Avenue Reedley College Traffic Signal (Design)
Traffic signal installation, curb ramps and traffic striping. Project Cost = Approximately $600,000 – Measure C, KCUSD and SCCCD funds
Engineering Department Projects FY 22/23
• Development Projects
Tract 6178 Ph. 1/2/3 Frankwood Commons – Construction Inspection Tract 6229 Ph. 1/2 Rancho Vista – Construction Inspection Tract 6196 Ph. 2/3 Reed/Aspen – Construction Inspection Tract 6267 Chateau Estates – Plan/Map Review
Circle K on Manning – Construction inspection and coordination Plan reviews for multiple commercial developments
Prepared multiple conditions of approval for future commercial developments
Processed 115 Encroachment Permits in 2022
Engineering Department Projects FY 23/24
• Design, Right of Way and/or Construction
North Soccer Fields – Sports Park (General Fund)
Columbia Ave Sidewalk – Ann Drive to Parlier (CMAQ Grant) Jefferson Elementary Safe Routes to Schools (ATP)
Dinuba Ave – East to Buttonwillow (STBG Grant)
Olson Ave – Kings River Road to the bridge (SB1)
Hope Ave – Curtis to Olson (Measure C)
North Ave – Columbia to Haney (CDBG & Measure C)
Frankwood Ave – Dinuba to southern City Limits (STBG & Measure C) Community Parkway Improvements (Measure C)
Reed Ave Traffic Signal (Measure C, KCUSD & SCCCD)
Utility Master Plan Update (Development Impact Fees)
Engineering Department Projects FY 23/24
• 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
2021
Actual
2022
Target
2023
Arterial Streets Pavement Condition Index 58 57 59
Collector Streets Pavement Condition Index 46 42 44
Residential Streets Pavement Condition Index 53 51 53
Alleys Pavement Condition Index 16 14 16
Installation of City Sidewalks 3,275 LF 4,735 LF 1,180 LF Grant Reimbursement Requests 96% 99% 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 Overview
• City of Reedley
Pavement
Management Plan
Updated in 2019
• StreetSaver
Pavement
Management
Program
• Pavement
Condition Index
(PCI)
Pavement Management Overview
Eng. Dept. Capital Expenditures FY 23/24
Federal/State
Funds $1,003,303
Measure C
$1,084,599
SB1
$600,000
CDBG
$230,000
DIF
$400,000
Engineering Dept. Revenues FY 23/24
Federal/State
Funds
$1,288,055
Measure C
$899,112
CDBG
$230,000
SB1
$619,058
Eng. Dept. Operations Expenditures FY 23/24
Personnel
$569,816
Professional &
Contract Services
$24,681
Operations
Expenses
$116,912
Eng. Dept. Operations Revenues FY 23/24
Inspection Fees
$25,000
Staff Time Reimb.
Federal Grants
$195,000
Staff Time Reimb.
Measure C $55,000
Misc. Revenues
$4,000
Engineering Dept. Budget Specifics FY 23/24
• No significant changes or increases in the
operational funding request
• Inclusion of various software licenses for
improved mapping and dataset analysis
capabilities
• Decrease in consultant inspection services due to
slow down in housing development and the
addition of an Engineering Assistant
Engineering Department Goals FY 23/24
• 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
proposed budget
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
(16 hours/week, Sat-Sun)
• 38 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. 147 Fire Related Calls
848 Medical Calls
46 Hazardous Condition
Calls
327 Other Type Calls
TOTAL INCIDENTS = 1,368
2022
CASES OPENED:
1,253
Property Maintenance
Illegal Dumping
Weed Abatement
Abandoned Vehicles
Substandard Housing
Billing Delinquencies
Unlicensed Vendors
Public Obstructions
Closure rate:
91%
Performance Measures
Performance Measure Actual 2021 Actual 2022 Target Met
Response Time – Meet or Exceed
NFPA Standard
(Under 9 minutes, 90% of the time)
6.4 Minutes 8.0 Minutes
Staff Required to Respond – Meet
or exceed NFPA Standard
(15 minimum staff)
21 Personnel per call 23 Personnel per call
Code Enforcement Case Closure 99% 91%
Recruited and accepted ten (10) 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 Partner with Alert Medical Providers to receive continuing education credits for medical aid instruction and Emergency Medical Responder certification Continue 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 receives compensation for each instructional hour per student.
Participate in local “Read Across America” programs at various schools Participated in local parades and events
Coordinated the adoption of the 2022 California Building Standards Codes and the Fire Code ____________
California Fire Training Symposium
Reedley FD Supports Reedley College WLF Program
• RFD provides equipment and personnel to support training • RFD recently partnered on projects to reduce vegetation along the Kings River
• RFD has several FF who have been in the WLF program
Maintain sufficient
volunteer staffing and
improve response times
Foster and develop
relationships with mutual
partners to provide the best
possible service and
protection to the City of
Reedley
Meet and /or exceed the
needs of a growing
population while
maintaining a volunteer-
based Fire Department
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.
Pursue grant
opportunities to increase
service capabilities and
firefighter safety
Police $9,387,678
Fire $874,469 Engineering
$671,951
Community
Services
$3,499,9495
Community
Development
$1,163,889
Administrative
Services
$2,423,800
Administration
$613,287
Public Works
$3,013,288
11%
6%
6% 16%
6%
4%
43%
14%
3%
Capital Outlay
$388,744
Personnel Costs
$900,719
Operations
$718,634 36%
45%
19%
Total
$2,008,097
Accounts of Interest
• 001-4300-2020 Special Supplies
Hardware, Batteries, Fittings, Adaptors, Fire Hose, Electrical, Water, Fire Extinguishers, Regulatory Books, Tools, etc. Items that don’t fit into other expenditure categories. • 001-4300-2250 Personal Safety Equipment
Structural Firefighting gear such as Jackets, Pants, Boots, Gloves, Helmet, Flashlight, Hood, Goggles, SCBA, Radio
Wildland Firefighting gear
Basic Structural Firefighting
Gear Cost
Protective Clothing = $4960
Tools/Equipment = $9300
TOTAL = $14,260
• Cal OSHA considering adoption of NFPA
1851 on the selection, care and
maintenance of PPE.
• 3
rd party inspection, testing and
certification annually.
• Local log requirements
Wildland Firefighting
Gear Cost
Protective Clothing = $1,385
Tools/Equipment = $ 1,645
TOTAL = $3,030
13%
54%
26%
Fines & Forfeitures 7%
$10,000
Services & Fees
$42,278
Intergovernmental
$20,500
Grants
$5,744
Measure G 2023/2024
Estimated Revenue = $1,817,376
Fire Department Allocation @ 30% = $545,213
Historical Review
- Over the last 15 years Measure G has generated over $17 Million Dollars - Reedley Fire Department has received nearly $5.1 Million of those funds
ADD THE FULL TIME POSITION OF FIRE LIEUTENANT
Funded by Measure G (PSST)
1 FT position requested
FIRE LIEUTENANT RESPONSIBILITIES
Daily facilities inspection/maintenance
Daily apparatus inspections/maintenance (12 Units)
Daily equipment and tool inspections/maintenance
Weekly equipment/tool inventory checks
Daily, weekly and annual equipment testing and
calibrating
Coordinate 90-day and annual apparatus
inspections/pump testing
Annual SCBA mask fit testing
Coordinate public outreach and education
Fire/Rescue pre-planning
Fire/Life safety inspections
PPE inventories, inspections/data logging
Medical supply inventories/inspections/data
logging
Provides staff support
Respond to emergencies as needed
Takes command and control of incidents
Measure G Capital Projects PROPOSED 2022/2023
Carried over to 2023/2024
Cricket Hollow Storage Facility @ $350,000
$280,000 Measure G
$70,000 Fire DIF
Fire Department Projected Fund Balance as of 6/30/2024= $505,630
FISCAL YEAR 2023 – 2024
PROPOSED BUDGET
&
Fiscal Year 2022-2023
Budget Review
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 23, 2023
Police Officers
Allocated (FTE) = 32
Current (FTE) = 29
Vacancies (FTE) = 3
Allocated (PTE) = 3
Current (PTE) = 1
Vacancies (PTE) = 2
Professional Staff
Allocated (FTE) = 15
Current (FTE) = 15
Allocated (PTE) = 4
Vacancies (PTE) = 1 (PT Dispatcher)
Current Hiring Status (FTE & PTE)
Police Officers = 7 (1 Lateral)
Dispatchers = 2 (Reserve)
3 44
46 0 5 10 15 20 25 30 35 40 45 50
Vacancies FTE
Current FTE
FTE Allocated
Personnel
Accomplishments for FY 22-23
Administration Operations Support Services
RPBI Recidivism rate of 6% Homeless Outreach Hired 2 Dispatchers Bullet Proof Vest
Replacement Grant
Purchased 6 new police
vehicles
Recruited and filled the
Vacant Crime Analysis
position
Grant from ABC for decoy
operations
Handled over 27,000 calls
for service
Successfully passed state
inspection of Jail
Participation with MMC as a
Board Member
Recruited and filled Vacant
Police Officer positions
Coordinated with Fire and
Administrative Services to
erect a new radio tower
Recruited new Police
Chaplain
Moved former Explorers to
positions of Cadet
Performance Measures
Performance Measure Actual
2021 %
Actual
2022
Target
for 2023
Reduce the number of Violent Crime cases by 10% 151 -.6% 150 136 Reduce the number of traffic collisions by 10% through driver awareness.
192 -7% 177 173
Reduce the number of Property Crime cases by 10% through Proactive Community Outreach 263 36% 358 237
Year Total
Crime Murder Rape Robbery Assault Burglary Larceny Vehicle Theft Arson 2023 122 0 0 0 25 28 56 12 1
2022 508 3 10 12 125 88 199 65 6
2021 421 3 4 13 131 45 175 43 7
2023 – 2024 Budget Specifics - $12,081,211 (23%) $3,835,502 $1,306,716 $4,226,463 $1,543,245 $4,491,763 $3,162,178 $-
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
$5,000,000
Personnel (GF) Equipment (GF)
General Fund
21-22 22-23 23-24
$641,641
$465,466
$884,005
$542,351
$941,411
$449,096
$-
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
$900,000
$1,000,000
Personnel
(PSST)
Equipment
(PSST)
PSST
21-22 22-23 23-24
$160,377
$119,853
$108,592
$118,205
$172,281
$128,263
$231,006
$154,174
$131,123
$-
$50,000
$100,000
$150,000
$200,000
$250,000
COPS AB109 Tobacco
COPS/AB109/Tobacco
21-22 22-23 23-24
Radio Upgrade
1.5 million
Highlight of Specific
Expenditures
Police Vehicles
Animal Control Facility
Drone (AB481 request)
Body Armor and Carrier
ALPR Cameras
Animal Shelter
Public Safety Communication Upgrade
Axon Lease Upgrade
Challenges & Unmet Needs
The year 2022 posed several risks and challenges for the law enforcement profession. These included the persistent struggle with recruitment and retention as well as the sustained scrutiny of police use of force.
Reedley PD is a successful agency that has stayed ahead of the curve by adopting 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.
Hold true to our four (4) Core Values:
• Professionalism
• Integrity
• Commitment
• Service