Agenda packet — Visalia City Council, June 3, 2024 (part 1 of 8)

Visalia City Council
303 E. Acequia
Visalia, CA 93291
Visalia City Council
Visalia City Council
Meeting Agenda - Final - Amended
Brian Poochigian, Mayor
Brett Taylor, Vice Mayor
Steve Nelsen, Council Member
Emmanuel Hernandez Soto, Council Member
Liz Wynn, Council Member
Monday, June 3, 2024 7:00 PM Visalia Convention Center
Visalia Convention Center - 303 E. Acequia

ROLL CALL
CALL TO ORDER WORK SESSION - 4:00 PM (Unless otherwise noted)

PUBLIC COMMENTS
Citizens are now invited to comment on issues within the jurisdiction of the Visalia City Council and items listed on the Closed Session. The Council asks that you keep your comments concise and positive. Creative criticism, presented with appropriate courtesy, is welcome.

Each speaker will be allowed three minutes, and a timer will notify you when your time is expired. Please begin your comments by stating and spelling your name and providing your city of residence.

WORK SESSION AND ACTION ITEMS (as described)

1. Fiscal Year 2024/25 and 2025/26 Proposed Budget - Receive and discuss the proposed 2024/25 and 2025/26 budget.
24-0209

2. Fiscal Year 2024-25 Rates and Fees - Receive, review, and discuss proposed new fees, increases, and adjustments to the City’s Rates and Fees Schedule for Fiscal Year 2024-25. 24-0020

3. Downtown Visalia Property and Business improvement
District (DTVPBID) Annual Report - Receive the 2024 Annual Operations Report for the DTVPBID and Approve DTVPBID 2% assessment increase for the 2024/25 tax roll.
24-0115

4. Town-Center Business Improvement Area (TCBIA) Annual Report - Accept and approve the Annual TCBIA Report, and renew the TCBIA Management Agreement with Downtown Visalians, Inc. 24-0116
ADJOURN TO CLOSED SESSION - 6:00 PM (Or, immediately following Work Session)

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1 Visalia City Council Meeting Agenda - Final -
Amended
June 3, 2024
CALL TO ORDER REGULAR SESSION - 7:00 PM

PLEDGE OF ALLEGIANCE

INVOCATION

ITEMS OF INTEREST

SPECIAL PRESENTATION / RECOGNITION

PUBLIC COMMENTS
This is the time for people to comment on matters within the jurisdiction of the Visalia City Council. The Council asks that you keep your comments brief and positive. Creative criticism, presented with appropriate courtesy, is welcome.

This is the opportunity to address the Council on any matter of interest, whether on the agenda or not, other than the Consent Calendar.

People may comment one time during the evening for up to three minutes unless additional time is authorized by the Council. Each speaker will be allowed three minutes, and a timer will notify you when your time is expired. Please begin your comments by stating and spelling your name and providing your city of residence.

PUBLIC HEARING - Landscape and Lighting District - Results will be announced during the regular portion of the meeting.

1. PUBLIC HEARING - To receive ballots and public testimony on proposed funding changes/assessment increases for 2024/25 of the Marseille Landscape and Lighting Maintenance Assessment District (LLMAD) in the City of Visalia.
24-0211

CONSENT CALENDAR
Consent Calendar items are considered routine and will be enacted in one motion. There will be no separate discussion of these matters unless a request is made by a City Council Member and then the item will be removed from the Consent Calendar to be discussed and voted upon by a separate motion.

1. Authorization to read ordinances by title only. 24-0214

2. Authorization to Enter into a Sole Source for Sexual Assault Forensic Exams - Authorize the City Manager to enter into a sole source Professional Services Agreement with Central Valley Forensic Nursing Specialist under the ownership and direction of Heather McCoy, Registered Nurse, for sexual assault forensic (SART) exams effective July 1, 2024. Contract to renew annually for up to five years and is not to exceed $55,000 a year. 24-0188

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2 Visalia City Council Meeting Agenda - Final -
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June 3, 2024

3. Award & Appropriation of Funds for Fiber Optic Interconnect Improvements: Authorize the City Manager to award the
construction contract with MP Next Level for RFB 23-24-15, Fiber Optic Interconnect Improvements: Ben Maddox Way, Demaree Street, and Houston Avenue in the amount of $1,110,181.30; authorize additional appropriations of funds; and authorize amendment of the Measure R Supplemental Agreement.
24-0183

4. Renewal authorization for the ECO Transitional Jobs Program - Authorization for the City Manager to approve an agreement with the Workforce Investment Board of Tulare County to continue the Environmental Clean-Up Opportunities (ECO) Transitional Jobs Program through FY 2024/2025 in the amount of $245,000 from the Solid Waste Enterprise Fund.
24-0190

5. Authorize Shade Structure Contract for Recreation Park - Authorize the City Manager to award playground shade structure design & installation services at Recreation Park to Zoom Recreation, Inc. of Irvine, CA, for an amount not to exceed of $241,783.00. 24-0192

6. Selection of Nominee for Transit Representative to TCAG - It is recommended that the Visalia City Council vote for Liz Wynn to serve as the Transit Representative to the Tulare County Association of Governments from July 1, 2024 through June 30, 2027.
24-0223

7. Service Agreement - Authorization to execute annual service agreement with Visalia Economic Development Corporation for $60,000 for FY 2024/25 with the option of four annual extensions. 24-0163

8. Authorize shade structure contract for Provident Skate Park - Authorize the City Manager to award playground shade structure design & installation services at Provident Skate Park to Zoom Recreation of Irvine for an amount not to exceed of $327,353.00.
24-0193

9. Approve shade structure contract for Village Park - Authorize the City Manager to award playground shade structure design & installation services at Village Park to Bakersfield Paving of Bakersfield for an amount not to exceed of $98,703.00.
24-0194

10. Authorize shade structure contract for Houk Park - Authorize the City Manager to award playground shade structure design & installation services at Houk Park to Zoom Recreation of Irvine for an amount not to exceed of $156,921.00.
24-0195

11. Authorize shade structure contract for Whitendale Park - Authorize the City Manager to award playground shade structure design & installation services at Whitendale Park to Bakersfield Paving of Bakersfield for an amount not to exceed of $119,705.00. 24-0196

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June 3, 2024

12. Authorize shade structure contract for Stonebrook Park - Authorize the City Manager to award playground shade structure design & installation services at Stonebrook Park to Bakersfield Paving of Bakersfield for an amount not to exceed of $139,573.00. 24-0197

13. Authorize shade structure contract for Sunset Park - Authorize the City Manager to award playground shade structure design & installation services at Sunset Park to Bakersfield Paving of Bakersfield for an amount not to exceed of $151,040.00.
24-0198

14. Cooperative Agreement for Reimbursement with the County of Tulare - Authorize the City Manager to execute a Cooperative Agreement for Reimbursement with the County of Tulare for the installation of a sewer main in Avenue 280 (Caldwell Avenue) from Lovers Lane (Rd. 140) to Rd. 144 and the appropriation of $535,000 from the Wastewater Trunkline Fund (231).
24-0218

REGULAR ITEMS AND PUBLIC HEARINGS
Comments related to regular Items and Public Hearing Items are limited to three minutes per speaker, for a maximum of 30 minutes per item. The Mayor may reasonably limit or extend the public comment period to preserve the Council's interest in conducting efficient, orderly meetings.

1. PUBLIC HEARING and Adoption of Resolution 2024-12 which allows the City of Visalia to place Miscellaneous Special Assessments on the Tulare County secured property tax roll for Curb and Gutter, Sewer Connection, Deferred Impact Fees, Property and Business Improvement District, Northeast
Improvement District, Landscape and Lighting Maintenance District, Landscape and Lighting Parks Construction, Open Space Assessment District, Orchard Walk East/West Utility Assessment District, Laura and Atwood Water Main Assessment District, Delinquent Utilities, Code Enforcement, and Weed & Lot
Abatement.
24-0159

2. Ordinance Adoption - Public Hearing and first reading of Ordinance No. 2024-06, adding Chapter 3.14 (Cannabis Business Tax) to Title 3 of the Visalia Municipal Code to establish a tax on cannabis business activities within the city, and adopt Resolution 2024-24 to place a cannabis tax measure on the November 2024 general election ballot.
24-0199

3. Measure N Public Hearing: Conduct the second of two public hearings on the proposed Fiscal Years 2024/25 and 2025/26 Measure N budget.
24-0208

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June 3, 2024

4. Urgency Ordinance Extension - Public Hearing and
Consideration of the extension of Ordinance No. 2024-05, adopted as emergency measures to regulate the location and operational requirements for massage establishments pursuant to Government Code section 65858(b). This statute permits the adoption of an urgency interim zoning ordinance for up to 22 months and fifteen days after notice, public hearing, and adoption by four-fifths vote of the City Council, Citywide.
24-0207

5. Logo Discussion and potential direction regarding the new City of Visalia logo.
24-0222

CLOSED SESSION REPORT

ADJOURNMENT

UPCOMING CITY COUNCIL MEETINGS
Monday, June 17, 2024 at 707 W. Acequia @ 7:00 p.m.

Monday, July 1, 2024 at 707 W. Acequia @ 7:00 p.m.

If you have a disability and require a reasonable accommodation to fully participate in the meeting, please contact Michelle Nicholson, to discuss your accessibility needs:
559-713-4512 or email at [email protected] <mailto:[email protected]>

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5 Visalia City Council
Staff Report
Visalia City Council
303 E. Acequia
Visalia, CA 93291
File #: 24-0209 Agenda Date: 6/3/2024 Agenda #: 1.

Agenda Item Wording:

Fiscal Year 2024/25 and 2025/26 Proposed Budget - Receive and discuss the proposed 2024/25 and 2025/26 budget.

Deadline for Action: 6/30/2024
Submitting Department: Finance and Technology Services
Contact Name and Phone Number: Renee Nagel - Finance & Technology Director (559) 713-4375, Amee Swearingen - Budget Analyst (559) 713-4170
Department Recommendation:

No action is required tonight. This report will present an overview of the proposed fiscal year 2024/25 and 2025/26 budget. Staff will return to Council on June 17th with proposed changes, conduct a public hearing, and potentially adopt the budget.

Background Discussion:

Every two years the City of Visalia adopts a biannual budget. The Budget lays out a strategic resource allocation plan that aligns with community goals, preferences, and needs. The Budget is a policy document, financial plan, operations guide, and communication device all in one.

The Budget also:
· Determines the quality and quantity of City programs and services. · States expenditure planned and the resources needed.
· Sets targets and provides a means of measuring accomplishments against goals and actual versus planned outcomes.
· Serves as a communication device-for elected officials, the public, and the City organizationthat promotes the City’s vision and direction, fiscal health and vitality, and how the public will benefit from the expenditure of tax dollars.

The budget is a dynamic document that demonstrates to the public the City’s commitment to service, accountability to the residents, and the focus on meaningful work and significant projects. The budget document is comprised of a 2-year operating plan (annual budget), a 6-year capital improvement program (capital budget), and appropriations for debt service and other uses. The development of the operating and capital budgets, however, takes place on two separate timelines (see Table 1 - Budget Process Calendar).

The Capital Improvement Program (CIP) is a multi-year planning instrument that drives the identification, evaluation, and financing of capital infrastructure projects in need of renovation, repair and/or construction. Capital projects consist of all projects that cost more than $10,000 and are typically infrastructure, equipment, and vehicles. Capital projects range from street maintenance or Visalia City Council Page 1 of 6 Printed on 5/31/2024
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typically infrastructure, equipment, and vehicles. Capital projects range from street maintenance or construction to the renovation of municipal buildings, recreation centers and ball fields, to sewerage system replacement, and the purchase of vehicles and equipment. The CIP relates these capital project needs to the financial resources that will support their realization and the timeframe in which both the financing and work will take place. Capital projects typically carry considerable future impact, meaning, they have a life span of at least five years or more.

Over the next 2 years, staff is proposing to fund $92.4 million in capital projects. These projects were presented to Council in February, March, and April. Tonight, will be the beginning of the budget workshop meetings that will discuss the operating budget. The Operating Budget is used to finance all day-to-day operations and obligations of the City. This budget includes all departmental operations, debt service, small capital expenditures (less than $10,000), and fund transfer payments (advances and subsidies) for the next two fiscal year’s. The funding for the budget is derived from taxes, fees, licenses, fines, and inter-governmental revenues (state and federal).

The operating budget starts by creating a baseline budget and building upon that to plan out the next two years. The City uses actual numbers from the prior two years and current year projections as the baseline. Finance creates a set of strategic guidelines to help departments prepare their proposed budgets. The strategic guidelines for this two-year budget are to:
· Budget revenues conservatively
· Seek cost saving measures that produce the same service delivery at a lower cost · Find ways to address deferred maintenance
· Produce a balanced budget
Due to the complexity of creating the budget, a timeline is created to ensure the budget can be adopted by June 30th as shown in Table 1 - Budget Process Calendar.

Table 1
Budget Process Calendar
Budget Activity Month Due
Citizen Input - survey/forum October
Council Strategic Goals Work Session October
Budget Kick Off/Baseline Budgets created OctoberNovember Departments submit capital December
Departments submit budget requests & Mid Year Projections January Finance review departments submittals February
Capital Work Sessions with Council February -
May
Mid Year Presentation April
Budget Document Adoption June
Staff recommends that the Council adopt a budget by June 30th to comply with City Charter provisions requiring a budget appropriation for all expenditures. However, if Council is concerned or desires further discussion of the budget, additional hearings could be scheduled. Extending adoption of the budget past June 30th would result in the City having expenditures with no appropriation, in violation of the City Charter. This would be an undesirable outcome and is not recommended by staff.

Budget Overview
The 2024-2026 Biennial Budget is comprised of all City funds, including the General Fund, Special Revenue Funds, Capital Funds, Debt Service Funds, Enterprise Funds, and Internal Service Funds.

The proposed budget appropriation for FY 2024/25 is $295.4 million and $329.9 million for FY 2025/26 as shown in Table 2 - Proposed Appropriation.

Table 2
Proposed Appropriations
2024/25 2025/26
Fund Type Appropriations Appropriations
General Fund (ex: Police, Fire, Parks,General Government) $ 95,063,500 $ 98,790,300 Capital Projects Funds (ex: Gas Tax , Impact Fees) 9,142,500 26,328,400 Special Revenue Funds (ex: Streets, MS T & MS R Sales Tax) 47,897,400 50,345,800 Debt Service Funds (ex: 2015 COP) 1,533,000 1,527,700
Business-Type Funds (ex: Wastewater, Solid Waste, Airport) 116,892,100 125,776,800 Visalia City Council Page 3 of 6 Printed on 5/31/2024
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2024/25 2025/26
Fund Type Appropriations Appropriations
General Fund (ex: Police, Fire, Parks,General Government) $ 95,063,500 $ 98,790,300 Capital Projects Funds (ex: Gas Tax , Impact Fees) 9,142,500 26,328,400 Special Revenue Funds (ex: Streets, MS T & MS R Sales Tax) 47,897,400 50,345,800 Debt Service Funds (ex: 2015 COP) 1,533,000 1,527,700
Business-Type Funds (ex: Wastewater, Solid Waste, Airport) 116,892,100 125,776,800 Internal Service Funds (ex: MIS, Fleet, Risk) 24,828,600 27,158,000 Total $ 295,357,100 $ 329,927,000
The guiding principles that inspired the recommendations contained in this budget were established by City Council on October 16, 2023. At this meeting Council set five budget goals and priorities which were used as a framework for budgeting operations and capital projects. Below are the budget’s strategic goals:

Economic Vitality
· Promote a vibrant economy that provides an equitable opportunity for all; · Facilitate programs to develop, attract, and retain businesses; · Foster economic development in both commercial and industrial.

Fiscal Strength
· Continue to maintain the City’s good fiscal health and sustainability; · Adopt a balanced budget;
· Continue to maintain the General Fund Emergency Reserve at 30% of operating expenditures.

Invest in Infrastructure & Growth
· Plan for the development of future infrastructure;
· Maintain, improve, and replace assets and infrastructure within the City; · Ensure safe, reliable infrastructure that benefits the community; · Seek grant funding to maintain and expand City infrastructure to meet the community's needs; · Manage, maintain, and enhance the City’s roadways to provide a safe and effective transportation system.

Organizational Excellence
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· Provide excellent public service that is efficient, accessible, and responsive to all; · Provide high-quality essential City services;
· Attract and retain a talented, diverse, and engaged workforce across the entire City organization;
· Utilize and add technology to increase efficiencies for City services; · Continue to make improvements that equip the City to deliver excellent services to the community.

Quality of Life
· Maintain quality of life for the citizens of Visalia; · Continue City efforts to reduce homelessness while collaborating and advocating regionally as appropriate;
· Provide diverse housing through a variety of programs and policies for all income levels; · Provide diverse community experiences and personal enrichment for all ages; · Continue to improve parks, recreational amenities, open space, and trailways for a connected community.

This budget is also responsive to community priorities, including addressing the continued service requirements indicated as essential by our public. In addition, it also aligns with the Budget Survey conducted in October 2023 to receive public input.

The budget projection includes continued revenue growth in majority of the funds as economic activity in the City continues to increase and new businesses open. While revenues continue to have small growth, we must recognize that other foreign and domestic factors (i.e. inflation, housing prices, supply chain disruptions, etc.) could negatively impact the growth and expansion of our local economy. Any of these factors could also cause another economic downturn. Staff is optimistic, but we must also be fiscally responsible by having sufficient reserves, balanced budgets, and prudent spending policies.

To view the proposed budget for FY 2024/25 & 2025/26 please visit:
<https://www.visalia.city/depts/finance/proposed_budget/default.asp> Fiscal Impact:

None
Prior Council Action: Council conducted work sessions on Feb 20th, and March 4th, 18th, and April 1 st , 15th and May 6th to review Capital Project’s.

Other: N/A
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Alternatives: N/A
Recommended Motion (and Alternative Motions if expected):

None
Environmental Assessment Status: N/A
CEQA Review: N/A
Attachments: Copy of proposed budgets for 24-25 and 25-26; PowerPoint presentation Visalia City Council Page 6 of 6 Printed on 5/31/2024
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12 City of Visalia
State of California
Two-Year Budget and Objectives
2024/25 & 2025/26
Visalia: A Better Way of Living
Mission Statement: Our mission is to enhance the lives of Visalians by providing services and solutions that create a vibrant and connected community.

Vision Statement: To create a vibrant, inclusive, and connected community where people thrive and enjoy a strong sense of place and opportunity.

Brian Poochigian, Mayor – District 3
Brett Taylor, Vice Mayor – District 2
Steve Nelsen, Council Member – District 5
Liz Wynn, Council Member – District 1
Emmanuel Hernandez Soto, Council Member – District 4
Leslie Caviglia, City Manager
Renee Nagel, Finance & Technology Services Director
13 The Government Finance Officers Association of the United States and Canada (GFOA) awarded a Distinguished Budget Presentation Award to the City of Visalia for its biennial budget for the biennium beginning July 1, 2022. In order to receive this prestigious national award a government must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device.

The Distinguished Budget Presentation Award is valid for two years. We believe that our current budget document continues to conform with the program requirements, and will submit it to GFOA to determine its eligibility for another award.

July 1, 2022
14 City Council
Fiscal Year 2023-24
Visalia: A Better Way of Living
We are committed to:
• Valuing honesty, integrity, and truthfulness by Dealing with tough decisions regardless of political consequences; following the spirit, intent, and letter of the law; and promoting public trust;
• Setting the example by avoiding entering into situations that may create undue conflict, identify any conflicts of interest which could result in personal or professional gain, and refrain from participation in actions that affect those areas;
• Working for the good of the entire community by being sensitive to the values of the public we serve, respecting the person and property of others, realizing there will be times when the public good will override individual interests, considering the values of the entire community in each decision, and ensuring community values are respected by making decisions that are equitable, just and compassionate, and;
• Being open, accessible, responsive, and efficient in working and communicating with the public, ensuring good public policy exists by making decision through participation, compromise, and consensus, and providing community members with the opportunity to freely participate in the local government process.
15 Table of Contents
Page #
City Manager’s Budget Message 1-1
Community Profile 1A-1
City Organization Chart 1A-4
General Contacts 1A-5
Committees & Commissions 1A-6
Budgetary Goals 1A-7
Budget Process 1A-8
Guide to the Budget 1A-12
Financial Summaries
Budget Summary 2-1
Basis of Accounting 2-3
Fund Summary - Sources and Uses 2-5
Fund Descriptions 2-10
Fund Summaries 2-20
General Fund Summary 2-21
General Fund – Revenue Detail 2-23
Measure T Fund Summary 2-30
Measure N Fund Summary 2-32
Business Type Funds Summary 2-35
Interfund Transfers 2-45
Administration
Department Mission 3-1
Organization Chart 3-2
Operating Expenditures 3-3
Division Description – Performance Measurements – Accomplishments & Objectives 3-6 Administrative Services
Department Mission 4-1
Organization Chart 4-2
Operating Expenditures 4-3
Division Description – Performance Measurements – Accomplishments & Objectives 4-5 Engineering and Building
Department Mission 5-1
Organization Chart 5-2
Operating Expenditures 5-3
Division Description – Performance Measurements – Accomplishments & Objectives 5-5 Finance and Technology Services
Department Mission 6-1
Organization Chart 6-2
Operating Expenditures 6-3
Division Description – Performance Measurements – Accomplishments & Objectives 6-6 Fire
Department Mission 7-1
Organization Chart 7-2
Operating Expenditures 7-3
Division Description – Performance Measurements – Accomplishments & Objectives 7-5 16 Parks and Recreation
Department Mission 8-1
Organization Chart 8-2
Operating Expenditures 8-3
Division Description – Performance Measurements – Accomplishments & Objectives 8-5 Planning and Community Preservation
Department Mission 9-1
Organization Chart 9-2
Operating Expenditures 9-3
Division Description – Performance Measurements – Accomplishments & Objectives 9-5 Police
Department Mission 10-1
Organization Chart 10-2
Operating Expenditures 10-3
Division Description – Performance Measurements – Accomplishments & Objectives 10-5 Public Works
Department Mission 11-1
Organization Chart 11-2
Operating Expenditures 11-3
Division Description – Performance Measurements – Accomplishments & Objectives 11-6 Capital Improvement Program
Capital Improvement Program Description 12-1
Summary of Capital Projects 12-3
Capital Projects 12-5
Appendix A
Personnel Summary 13-2
Salary Schedule 13-14
Community Profile 13-20
Debt Summary 13-30
Budget and Fiscal Policies 13-44
Investment Policy 13-48
Glossary of Document Terms 13-67
Reserves 13-74
Measure N Public Safety Plan Certification
Measure T Public Safety Plan Certification
Legal Documents Supporting Budget
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City of Visalia City Manager’s Office
220 North Santa Fe, Visalia, CA 93291 Phone (559) 713-4200 – Fax (559) 713-4800

May 23, 2024
Honorable Mayor and Members of the Visalia City Council, It is a pleasure to present the City of Visalia 2024-2026 Biennial Budget for Council consideration. This document is comprised of a 2-year operating plan, a 6-year capital improvement program, and appropriations for debt service and other uses. Most importantly, it reflects the direction you provided to establish the service priorities and goals of the Visalia community while maintaining fiscal prudence and oversight. This budget demonstrates to the public your commitment to services and investment in our City’s infrastructure.

The 2024-26 Budget was developed using a conservative and responsible approach for both revenues and expenditures while meeting the community’s needs and addressing the goals established by the City Council for the next two years.

CITY COUNCILS BUDGET GOALS AND PRIORITIES
The guiding principles that inspired the recommendations contained in this budget were established by City Council on October 16, 2023. At this meeting Council set five budget goals and priorities which were used as a framework for budgeting operations and capital projects.

Economic Vitality
• Promote a vibrant economy that provides an equitable opportunity for all; • Facilitate programs to develop, attract, and retain businesses; • Foster economic development in both commercial and industrial.

Fiscal Strength
• Continue to maintain the City’s good fiscal health and sustainability; • Adopt a balanced budget;
• Continue to maintain the General Fund Emergency Reserve at 30% of operating expenditures.

Invest in Infrastructure & Growth
• Plan for the development of future infrastructure;
• Maintain, improve, and replace assets and infrastructure within the City; • Ensure safe, reliable infrastructure that benefits the community; • Seek grant funding to maintain and expand City infrastructure to meet the community's needs;
• Manage, maintain, and enhance the City’s roadways to provide a safe and effective transportation system.
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Organizational Excellence
• Provide excellent public service that is efficient, accessible, and responsive to all; • Provide high-quality essential City services;
• Attract and retain a talented, diverse, and engaged workforce across the entire City organization;
• Utilize and add technology to increase efficiencies for City services; • Continue to make improvements that equip the City to deliver excellent services to the community.

Quality of Life
• Maintain quality of life for the citizens of Visalia; • Continue City efforts to reduce homelessness while collaborating and advocating regionally as appropriate;
• Provide diverse housing through a variety of programs and policies for all income levels;
• Provide diverse community experiences and personal enrichment for all ages; • Continue to improve parks, recreational amenities, open space, and trailways for a connected community.

BUDGET HIGHLIGHTS
City of Visalia continues to be in a good financial condition for this upcoming two-year budget. The 2024-2026 Biennial Budget is comprised of all City funds, including the General Fund, Special Revenue Funds, Capital Funds, Enterprise Funds, and Internal Service Funds. The proposed budget appropriation for FY 2024/25 is $295 million and $330 million in FY 2025/26 as shown in Table 1- Proposed Appropriation. 2024/25 2025/26
Fund Type Appropriations Appropriations
General Fund (ex: Police, Fire, Parks,General Government) $ 95,063,500 $ 98,790,300 Capital Projects Funds (ex: Gas Tax , Impact Fees) 9,142,500 26,328,400 Special Revenue Funds (ex: Streets, MS T & MS R Sales Tax) 47,897,400 50,345,800 Debt Service Funds (ex: 2015 COP) 1,533,000 1,527,700
Business-Type Funds (ex: Wastewater, Solid Waste, Airport) 116,892,100 125,776,800 Internal Service Funds (ex: MIS, Fleet, Risk) 24,828,600 27,158,000 Total $ 295,357,100 $ 329,927,000
Table 1
Proposed Appropriations
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The City’s primary and largest fund is the General Fund which supports general municipal services such as police, fire, parks, recreation services, and general government. The General Fund is not restricted and resources can be used to provide a broad array of public services. This fund is comprised of multiple revenue sources including, but not limited to, taxes (such as property, sales, and lodging taxes, etc.), user fees, fines, and development related fees.

The General Fund proposed budget has an increase in FY 2024/25 of $8.7 million (7.8%) and an increase of $3.8 million (3.3%) for FY 2025/26. The General Fund proposed budget is balanced and is projected to have a surplus of $6.0 million in FY 2024/25 and $3.6 million in FY 2025/26. This budget also includes a wage increase of 6% in FY 2024/25 and 4% in FY 2025/26. The surplus, if realized, will be deposited first into the General Fund Emergency Reserve fund to continue Council's goal of maintaining the Emergency Reserve balance at 30% of operating expenditures and any remainder will be deposited into the Civic Center Reserve Fund.

The City’s budget includes all allocated positions and assumes no vacancies, as is the usual practice. In the past, vacancy savings have been used to fund emergency, unplanned, or projects that are scheduled in the future years.

The City also remains cautiously optimistic that growth will continue in all General Fund revenues as economic activity in the City continues to increase and new businesses open. Sales Tax is the largest revenue source in the general Fund which represents 45% of the total revenues. Even though total revenues are increasing, sales tax is projected to decrease -1% in 2024/25 ($46.2 million) and have a 1% growth in FY 2025/26 ($46.6 million) as shown in Chart 1 - Sales Tax History. This reduced growth is a realignment from the impacts of the one-time stimulus money that was issued by the Federal government for COVID. From FY 2019/20 to FY 2022/23, sales tax grew by 28% ($13.2m) which is partially due to stimulus money being spent in the community and economic growth.

Chart 1 - Sales Tax History
The City’s Property Tax revenue is projected to increase by 3% in FY 2024/25 and 2% in FY 2025/26 due to growth, annual assessed property value increases, and property sales. This projection is conservative and does not include a recession. Property values will not be affected in either year should a recession occur since increases or decreases in property values typically lag a year or two behind changes in the economy. Sales Tax and Property Tax are the City’s two main General Fund revenue sources. The annual total Sales Tax and Property Tax generated is projected to reach $81 million in FY 2025/26, or 80% of the General Fund revenues as shown in Chart 2 – General Fund Major Revenues.
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Chart 2 – General Fund Major Revenues

CHALLENGES
While Visalia’s economy continues to be strong, the City cannot afford to let down its guard and dismiss its adherence to the fiscally sound policies and decisions that have brought us to this point. The majority of the City’s funds are doing well. Revenues are up in all categories, except sales tax, and departments are controlling their expenditures to the best of their abilities, however costs for goods and services have risen significantly over the last three years due to inflation and supply shortages. Overall, the City is in good financial shape. However, like all Government Agencies throughout California, the City is faced with increases in pension costs, health care, minimum wage, annual operating costs, aging infrastructure, and a potential economic downturn.

Visalia, like many businesses across the nation, is struggling to retain current employees and fill vacant positions. Employees are the City’s most important resource as they serve Visalia residents by providing high quality programs and services. In order to retain employees, the City must compensate them appropriately and competitively for the work they perform, attempting to keep pace with the labor market. The City is in a three-year agreement with all seven bargaining groups that is ending June 30, 2024. The budget for both years includes a wage adjustment of 6% in FY 2024/25 and 4% in FY 2025/26. Many corporations are now allowing employees to work a modified schedule or providing options to work from home. The battle to fill positions and retain employees has employers looking at hiring bonuses, referral bonuses, wage increases, longevity pay, and other workplace flexibility. Implementing any of these options would result in additional cost to the City.

Like everyone else, Visalia is dealing with inflation and continued supply shortages which is increasing costs significantly. In addition to inflation, operating costs are increasing as more technology is implemented throughout the departments. Technology is used for communication, operations, data collection, and administration of processes. Technology allows departments to become more efficient and responsive in many ways but comes with an annual on-going cost.

While revenues continue to have small growth, we must recognize that other foreign and domestic factors (i.e. inflation, housing prices, supply chain disruptions, etc.) could negatively impact the growth and expansion of 21 1-5
our local economy. Any of these factors could also cause another economic downturn. We are optimistic, but we must also be fiscally responsible by having sufficient reserves, balanced budgets, and prudent spending policies.

CONCLUSION/ACKNOWLEDGEMENTS
This budget message will provide an overview of the City’s financial program for the next two years and the major priorities and issues that helped shape the budget. Please note that the City’s budget document is an essential expression of our municipality’s core mission, City Council policy priorities, and ultimately, the community’s vision.

We would like to thank both the City Council and City staff for the strong partnership that has brought us to this point and will carry us into the future. This budget document is the result of continuous review and dialogue with Department Directors and their staff over the past six months. This budget could not have been produced without their creative ideas, open discourse, professional discipline, and desire to serve the community.

We would also like to specifically thank the City staff that prepared this document. The preparation of this budget document could not have been possible without the intense efforts and long hours dedicated by the Finance Department. The Finance Director would particularly like to acknowledge Financial Analyst Amee Swearingen and Assistant Finance Director Melody Murch.

Finally, we want to thank the City Council for their support of the City departments. We look forward to working with you over the next two fiscal years, as we make this proposed budget a reality.

Sincerely,

Leslie Caviglia Renee Nagel
City Manager Finance & Techology Director
22 1-6

BUDGET ANALYSIS
The proposed budget for FY 2024/25 and 2025/26 is comprised of all City funds, including the General Fund, Special Revenue Funds, Capital Funds, Enterprise Funds, and Internal Service Funds. The proposed budget appropriation for FY 2024/25 is $295.3 million and $329.9 million in FY 2025/26.

The proposed budget includes a total of 708 full-time employees and 225 part-time employees. This count includes the addition of 16 new full-time positions across the organization. The proposed positions are critical for the implementation of the City Council’s priorities and goals to enhance services and maintain the quality of life for our citizens. In total, 7.5 full-time positions are proposed within the General Fund, and 8.5 full-time positions in the Internal Service, Special Revenue, and Enterprise funds. The recommended new positions will increase operating costs by a total $1.4 million annually, and also will add an estimated one-time cost of $0.5 million to equip the new employees. The proposed positions are listed in Table 1 FY 2024/25 & 2025/26 Recommended Positions.

Table 1 FY 2024/25 & 2025/26 Recommended Positions

GENERAL FUND
The General Fund is the largest individual fund in the City and is comprised of 9 operating departments. The proposed budget for the General Fund is $95.0 million in FY 2024/25 and $98.8 in FY 2025/26. The General Fund is expected to have a surplus in both budget years which is projected to be $5.9 million in FY 2024/25 and $3.6 million in FY 2025/26, as shown in Table 2, General Fund Budget Summary.

Department Division Qty Position
Fiscal
Year
Funded
General Fund
Finance & Technology 1532 1 Accounting Assistant 24/25
Parks & Recreation 1621 1 Park Maintenance Worker 24/25 Parks & Recreation 1622 2 Lead Park Maintenance Worker 24/25 Parks & Recreation 1623 1 Building Maintenance Service Worker 24/25 Police 2101 1 Investigation Technician (background) 24/25 Public Works
4334/
3126 0.5
Underground Service Alert (USA) Technician
(split with WRF)
24/25
Parks & Recreation 1623 1 Building Maintenance Service Worker 25/26 Total 7.5
Measure N
Police 1411 1 Digital Evidence Tech 24/25
Police 1411 1 Community Service Officer 25/26
Police 1411 1 Police Officer 24/25
Police 1411 1 Police Officer 25/26
Fire 1413 1 Deputy Chief (Change from Admin BC)
24/25
Total 5
Internal Service Fund & Enterprise Funds
Engineering & Building 4014 1 Res/Com Building Inspection Supervisor 24/25 Public Works 4334 1 WRF Custodian 24/25
Public Works
4334/
3126 0.5
Underground Service Alert (USA) Technician
(split with GF)
24/25
Public Works 5012 1 Equipment Mechanic 24/25
Total 3.5
23 1-7
Table 2 - General Fund Budget Summary
General Fund Revenues
The General Fund’s primary resources are general tax revenues such as sales tax, property taxes, transient occupancy tax, and business tax. These taxes represent $92.6 million (FY 2024/25), or 92%, of the General Fund total revenues and are the most likely to fluctuate based upon economic changes. These tax revenues pay for services that have a general benefit to the community, such as public safety, recreation services, parks, and development services. The largest tax revenue for the City is Sales Tax, as shown in Chart 1 – General Fund Revenues.

Chart 1 –General Fund Revenues
2023-24 2024/25 2025/26

PROJECTED PROPOSED PROPOSED
Operating Revenues 100,746,200 101,019,700 102,412,400
Operating Expenditures 76,432,900 85,875,400 89,147,900 Less: Allocations Net Reimbursements 34,100 (103,900) (91,200) Total Operating Expenditures 76,467,000 85,771,500 89,056,700 Capital Expenditures 3,102,600 2,929,400 3,582,400
Funds Transfers/Debt 6,357,600 6,347,500 6,151,100
Total Expenditures 85,927,200 95,048,400 98,790,200
Surplus/(Deficit) 14,819,000 5,971,300 3,622,200
24 1-8
Sales Tax is a consumption tax imposed by the State on the sale of goods. Sales tax is levied at the point of sale, based upon the sale price of a taxable item, collected by the retailer, and passed on to the State. It is not a tax imposed on a resident’s home or property, nor is it applied to purchases such as groceries or prescription medication. Visitors purchasing taxable goods in our City also pay this tax. The California Department of Tax and Fee Administration then allocates 1%* of taxable sales occurring in Visalia to the City. Sales tax is the City’s largest General Fund revenue source, generating 45% of total revenues. *(.05% of Sales Tax received from the State within Tulare County is retained as revenue by Tulare County, leaving .95% of local sales tax to be received by cities located within Tulare County.)
The largest revenue source in the General Fund is sales tax which represents 45% of the total revenues. Sales tax has seen a 28% growth since 2020 which increased from $33.4 million to $46.6 million. The large growth is mainly due to the multi-year COVID stimulus money that the Federal Government issued. This one-time money has ended and as a result sales tax is being realigned as shown in Chart 2 – Sales Tax Growth. This realignment is projected to go through fiscal year 2025/26. Staff is projecting sales tax to have 0% growth in this fiscal year and grow at a rate of -1% for FY 2024/25 and 1% for FY 2025/26. This realignment is optimistic and does not include a recession. Sales Tax revenue is very volatile because it is based on consumer spending. The one-time COVID money was good for the economy and as a result most cities saw a large increase in sales tax. However, this extra spending has slowed down as the cost of living continues to rise and disposable income becomes less.

Chart 2 – Sales Tax Growth
Property Tax is the General Fund’s second largest revenue source. This tax is imposed on real property (land and permanently attached improvements, such as buildings) and tangible personal property (such as airplanes) located within the City. A total tax of 1% is levied on the assessed value of the property as determined by the Tulare County Assessor. The City of Visalia receives 11.57% of the 1% levy on the assessed 25 1-9
value of this property. Pursuant to Proposition 13, increases to assessed values are based on the Consumer Price Index (CPI), up to a maximum increase of 2%.

The City’s property tax revenues have also increased due to growth in assessed valuation from new construction, resale of existing properties, and property improvement projects. Because of the way taxable property is assessed, there is a natural delay in the response of property tax revenues to changes in economic conditions. The City’s property taxes have increased annually since FY 2010/11 with an average growth of 5%, as shown in Chart 3, Property Tax History. To be conservative, staff is projecting a 3% increase in FY 24/25 and 2% increase in FY 25/26.

Chart 3 – Property Tax History (in millions)
Together Sales Tax and Property Tax represent 80% of General Fund revenues. The remaining General Fund revenues are the following:

Franchise Fees are imposed on various companies using “public rights-of-way” to conduct their revenue generating business operations. These fees are charged on utility payments for electricity, gas, cable, and water. In the past, these fees have had little growth due to advances in technology. For example, AT&T has customers moving from land lines to cell phones. In addition, AT&T took over Direct TV which has customers bundling their cell phones with Direct TV, instead of AT&T U-Verse which utilized landlines. This reduces the franchise fees generated from their business. However, over the last 3 years, this revenue has increased by 21% due to growth and higher electrical, gas, and water utility rates. This fee is projected to collect $4.0 million this year and grow 2% in FY 2024/25 and 2025/26.

Business Taxes is to be paid by all entities engaging in business within the City. Business Tax is one of the top revenue generators for the City which is projected to be $3.6 million this fiscal year. This revenue is expected to increase 1% each year over the next two years. Like all other economically sensitive revenues, these will be heavily monitored to keep a close watch on our local economy.

Transient Occupancy Tax (TOT) also known as a “Bed Tax” is a 10% tax applied to short term lodging rentals such as hotel, inn, motel, short-term rentals (Airbnb, VRBO, etc) or other lodging facilities within the City’s jurisdiction. This revenue is expected to increase 1% each year over the next two years.

All Other Revenues are fees charged to users of City provided services, fines, and grant reimbursements.

Fees charged for City services are designed to at least partially cover costs incurred for providing those services. The majority of these fees are for services rendered by Planning, Engineering Development, Recreation, and Fire. This revenue is expected to increase 1% each year over the next two years. 26 1-10
General Fund Expenditures
This fiscal year (2023/24) is expected to end with a surplus of $14.8 million due to greater than anticipated growth in revenues and vacancy savings. The General Fund currently has 50 vacancies with 56% of them in the Police Department. The General Fund Expenditures consist of six categories as shown in Table 3– FY 2024/25 & 2025/26 General Fund Appropriation.

Table 3 – FY 2024/25 & 2025/26 General Fund Appropriation Salary & Benefits – The largest expense in the General Fund is salary and benefits which accounts for 74% of the General Funds total expenses. The total budget for salary and benefits for FY 2024/25 is $70.4 million and $73.3 million in FY 2025/26. The 12% increase over the current year is mainly due to vacancies. The City’s budget includes all allocated positions and assumes no vacancies, as is the usual practice. In the past, vacancy savings have been used to fund emergency, unplanned, or advance projects that are scheduled in the capital future years. Other increases in this category are due to rising health care costs, PERS, and wage adjustments as additional positions are added or reclassified. The budget for both years also includes a wage adjustment of 6% in FY 2024/25 and 4% in FY 2025/26. This budget does not include other wage adjustments that have currently been agreed upon such as longevity pay of $3.0 plus million. The current MOU ends for all seven bargaining groups on June 30, 2024. As this document is being prepared, not all bargaining groups have entered into a new agreement.

Operating Expenses – Operating Expenses for the General Fund are projected to increase by 6% ($1.0 million) in FY 2024/25 and 2% ($0.3 million) in FY 2025/26. Over the last three years, inflation has averaged 5.6% and fuel prices have risen throughout the State by $1-2 dollars a gallon. In addition to the cost increases, supply shortages continue which results in higher cost for supplies, equipment, and vehicles. These increases are being projected into the next fiscal year and could increase operating costs more than staff anticipated.

In addition to inflation, operating costs are increasing as more technology is implemented throughout all City departments. Technology is used for communication, operations, data collection, and the administration of processes. Technology allows departments to become more efficient and responsive in many ways but comes with an on-going cost. Annual maintenance costs for technology is $0.9 million in FY 2024/25. These costs are projected to increase $0.2 million in FY 2025/26.

Services Provided/Allocations – These expenses are for services performed by other departments. These include Human Resources, Payroll, Finance, Fleet, and Information Technology. Their sole purpose is to service all City departments. Their cost is charged through a Service Provided or Allocation to the department receiving service. The Service Provided category is projected to increase 1% annually due to the continued 2023-24 2024/25 24/25 2025/26 25/26
PROJECTED PROPOSED Growth PROPOSED Growth
Salary & Benefits 61,915,900 70,376,700 12% 73,332,100 4% Operating Expenses 14,517,000 15,498,700 6% 15,815,800 2% Services Provided/Allocations 16,639,400 16,681,300 0% 16,730,500 0% Minus Reimbursements (16,605,300) (16,785,200) 1% (16,821,700) 0% Total Operating Expenditures 76,467,000 85,771,500 11% 89,056,700 4% Capital Expenditures 3,102,600 2,929,400 -6% 3,582,400 18% Funds Transfers/Debt 6,357,600 6,347,500 0% 6,151,100 -3% Total Appropriation 85,927,200 95,048,400 98,790,200
27 1-11
increase from the Internal Service Fleet Fund for the cost of fuel and parts. Allocations for FY 2024/25 and 2025/26 are equal to FY 2023/24. Allocations are calculated using prior year actuals and are currently being calculated to submit for Department of Housing and Urban Development (HUD) and Caltrans approval.

Reimbursements – This is money received from various departments and funds for services performed (the revenue side of charges to departments through services provided or allocations).

Capital – The General Fund is proposing an appropriation of $2.9 million in FY2024/25 and $3.6 million in FY 2025/26 for a total of 52 capital projects. Capital projects that arise during the two-year budget may be funded from the budget surplus and vacancy savings.

Fund Transfers/Debt – The General Fund transfers money to other Funds to contribute towards approved programs or services outside the General Fund, and to pay debt service. The proposed total of inter-fund transfers and debt payments is $6.3 million in FY 2024/25 and $6.2 million in FY 2025/26. The majority of these transfers are to cover shortfalls in the operations and debt for the Convention Center and Animal Control Services. These total $5.7 million in FY 24/25 and $5.5 million in FY 25/26.

The total annual debt for the General Fund totals $2.4 million as shown in Table 4 – General Fund Debt.

Table 4 – General Fund Debt
General Fund Emergency Reserve
To fund operations during a natural disaster, economic recession, or an unexpected event, the City Council established a financial policy of maintaining an emergency reserve of 25% of the General Fund’s annual operating expenditures.

The committed balance was appropriately used to provide relief to offset the downturn in revenue during the Great Recession. During the tough years, the General Fund used $12.3 million over five years to avoid excessive layoffs. Council rebuilt the reserves by adding $13.1 million in 4 years, reaching the policy’s 25% funding level in FY 2016/17 as shown in Chart 4 – Emergency Reserves. To be ready for the next downturn, City Council increased the level to 30% on April 15, 2024. The 30% level will be achieved this fiscal year and is expected to be maintained at that level over the next two years by transferring General Fund surplus funds of $2.8 million in FY 2024/25 and $1 million in FY 2025/26.

Chart 4 – Emergency Reserve (in millions)
Projected
2023/24
Projected
2024/25
Projected
2025/26
General Fund Debt
Animal Control Facility 567,300 567,300 567,300
VECC Facility 589,700 590,900 590,400
Convention Center Refurbish (2015) 421,000 422,100 421,700 Convention Center/City Hall East 792,980 792,100 794,400 Total General Fund Debt $ 2,370,980 $ 2,372,400 $ 2,373,800 *Note: The VECC bond is paid for from Measure T (9.6%), Police Impact Fees (26.3%), Convention Center (26.7%), and General Fund (37.4%). The payment is approx. $1.6m a year for 15 years. 28 1-12
History has shown that public agencies with sufficient reserves, balanced budgets, and prudent spending policies, recover faster than other communities during a recession. Thankfully, Visalia has been part of this group and this proposed budget will continue this trend.

Future Financial Outlook
The General Fund forecast is shown in Table 5: Preliminary Forecast for FY 2022/23 – 2027/28.

Table 5 - Preliminary Forecast for FY 2022/23 – 2027/28 (in millions) Actuals
Revenues 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 (All Amounts in Millions)
Sales Tax 46.6 46.6 46.2 46.6 47.5 48.5
Property Tax 31.8 33.2 34.1 34.8 35.8 36.9
Franchise Tax 3.7 4.0 4.1 4.2 4.3 4.4
Transient Occupancy Tax 4.5 4.6 4.6 4.7 4.8 4.9
Business Tax 3.6 3.6 3.6 3.7 3.7 3.8
Capital Grant Reimbursement - 1.1 - - - -
All Other Revenues 8.9 8.8 8.4 8.4 8.6 8.8
Total 100.2 100.8 101.0 102.4 104.8 107.3
Expenditures
Salaries and Benefits 60.5 61.9 70.4 73.3 76.2 79.3
Operating Expenditures 14.9 14.5 15.5 15.8 16.4 17.1
Services Provided 4.4 4.6 4.7 4.7 4.8 5.0
Allocations 10.9 12.1 12.0 12.0 12.2 12.5
Total 90.7 93.1 102.6 105.8 109.7 113.8
Less:Reimbursments (16.3) (16.6) (16.8) (16.8) (17.1) (17.5) Total Operating 74.4 76.5 85.8 89.0 92.6 96.4
Transfer Out/Debt 10.4 6.4 6.3 6.2 6.4 6.6
Capital Program 3.7 3.1 2.9 3.6 3.0 3.0
Projected Surplus/(Deficit) 11.7 14.8 6.0 3.6 2.8 1.4
Note: FY 22/23 Transfer Out included $4.5 million to Vehicle replcement Fund Projected
Green = 25% Operating Expenditures
Blue = less than 25% Operating Expenditures
29 1-13
The forecast shows the City having larger than normal surpluses in this fiscal year and last due to higher than normal vacancies and continued revenue growth. For FY 2024/25 and 2025/26, the City’s revenue forecast is conservative and includes growth but at a much smaller percentage due to revenues showing little growth in this fiscal year. Total revenue increase for FY 2024/25 is $0.2 million (1%), 2025/26 is $1.4 million (2%), and increasing 2% annually in the remaining two years.

Total operating expenditures are forecasted to increase 11% in FY 2024/25 and 4% each year thereafter. The large increase in FY 24/25 assumes all positions are filled going forward. The 4% in the out years is based on continuing cost increases in fuel, supplies, and employee benefits such as health care and PERS. As expenditures outpace revenues, the surplus slowly diminishes.

While the assumptions of this forecast are conservative; they do not include the effects of a recession, which some economic forecasters are saying is beginning in the State of California.

Special Revenue Funds
Special Revenue Funds account for revenues restricted by ordinance, contract, or State statute. The Special Revenue Funds consist of ten funds with a total proposed budget for FY 2024/25 of $47.9 million and for FY 2025/26 of $50.3 million. The increase in FY 2025/26 is due to more capital projects being budgeted in that year.

The major funds in this category are Measure T, Measure N, Measure R, SB1-RMRA (Road Maintenance and Rehabilitation Act), and Gas Tax. These revenues are shown in Chart 5, Major Special Revenues. The district taxes (Measure T, N, and R) are projected to end this fiscal year with a decline. Measure T and N ended FY 22/23 with a negative growth of -1.2% and this fiscal year is projected to be -6.5%. This decrease is a realignment of the sales tax as mentioned with the General Fund Local Sales Tax. The budget assumes a 0% growth in FY 2024/25 and 1% in FY 2025/26.

Chart 5 – Major Special Revenues (in millions)
30 1-14
Measure N is a ½ cent sales tax override that is collected only within the City of Visalia to be used for essential services. The measure uses a detailed 10-year plan which includes the hiring of personnel, construction of capital projects, and equipment purchases. This Measure was passed by the voters in November 2016 to assist the General Fund with funding additional positions in Police, Fire, Recreation, and Parks. It also funds capital projects such as street maintenance and recreational facility maintenance. This two year budget represents years 8 and 9 of the plan.

Measure R is a County-wide, ½ cent sales tax for roads. It is allocated to localities in three different pieces:
35% in local monies to be used as determined by each city; 50% for regional projects as determined by the local ballot measure; and 15% for trails and bikeways according to the ballot measure.

The local money is allocated annually in a fairly constant manner, but the regional monies are made available when projects are slated to occur for the City. This revenue is estimated based upon the ballot measure’s schedule and is on a reimbursement basis. Below are a couple of the projects Measure R will be funding during this budget:
• Lovers Lane Center Median from Caldwell to Walnut ($0.8 million): Construction of landscape median surrounding the existing median trees along Lovers Lane between Caldwell Avenue and Walnut Avenue. This project has been identified to protect the landscaping in the center median and to protect the motoring public from entering the landscape inadvertently. • Mill Creek Parkway - Lovers Lane to McAuliff ($2.0 million): Collection of data for preparation of traffic study for the intersection of Mill Creek Parkway and McAuliff Street to design (2024/25) and construct (2025/26) intersection control treatment which may include traffic signal; Cape seal along Mill Creek Parkway; Striping Mill Creek Parkway to convert from 2 lanes to 4-lanes and planned replacement of existing wooden median lights. Data collection to include intersections at Lovers Lane/Mill Creek Parkway; McAuliff/E. Mineral King Ave; McAuliff/Murray; McAuliff/Douglas; and McAuliff/Houston.

Multi funded project total of $2.25m from $1.98m Measure R Local (131), and $275k LTF Funds (281- LTF).
• Cameron Avenue Median Extension ($0.9 million): Extend the existing median within Cameron Avenue from Stonebrook Street for approximately 1,100 feet west connecting to the existing median within Cameron Avenue. Project will also include installation of a traffic signal at the main drive into the Costco shopping center to align with the development located at the northwest corner of Cameron Avenue and Stonebrook Street. Cameron Avenue will also be restriped to accomodate the constructed median and traffic signal.

Measure T is a ¼ cent sales tax override that is collected only within the City of Visalia for public safety. The measure started in 2004 and uses a detailed 20-year plan which includes the hiring of personnel, construction of capital projects, and equipment purchases. The plan was reauthorized in January of 2021 and the last year of the planned expenditures is 2024. Measure T is currently operating on an amended plan to ensure the funds stay balanced. The plan funds 23 police officers and 13 fire positions. Majority of the plan elements have been implemented with the only item remaining being contributing to the Public Safety Building that is currently under design. Measure T is crucial to the City and has a significant importance for the Police and Fire department.

Gas Tax has become a major revenue source as the State has converted Prop 42 sales tax revenues into gas tax revenue. This fund is estimated to receive $3.9 million in revenue annually and is to be used for street improvements and maintenance. The budget for FY 2024/25 includes 20 capital projects that total $2.8 million, and the FY 2025/26 has 22 capital projects that total $3.0 million. 31 1-15
SB1 Road Maintenance and Rehabilitation Act (RMRA) is an additional gas tax charged at the pump to address street maintenance in California. The additional tax was approved in 2017 and adds approximately $3.5 million annually to the City’s street maintenance program. Both Gas Tax and SB1 funds are projected to increase by 2% in each budget year. This revenue could increase more than projected due to the change in population, electric vehicles, and gas prices.

Capital Project Funds
Capital Project Funds consist of Impact Fee Funds and Transportation Grant Funds. The Impact Fee funds receive fees paid by developers for new parks, streets, storm, and sewer infrastructure needed to accommodate future growth.

These funds have seen strong growth as development has increased over the last seven years. The funds are projected to have a 2% revenue increase over both years. The recommended budget for all impact fee projects is $9.1 million in FY 2024/25 and $26.3 million in FY 2025/26. The following list highlights some capital projects recommended in this budget for these funds:
• 4-Acre Neighborhood Park ($2.7 million): Per the general plan the City will acquire land, design, and build a 4-acre neighborhood park in the area of Tulare and Roeben. Neighborhood Parks are intended to provide basic recreation activities for one or more neighborhoods with a service area of one half to one mile radius. Neighborhood parks usually include playgrounds, picnic tables, benches, and walkways. This location will also include innovative features. Annual maintenance costs for this park are estimated to be $96k per year.
• Shirk Regional Basin ($1.7 million): Design, ROW, and construction of new regional basin on West side of Shirk Road between Paradise Ave and Tulare Ave. Basin will serve the future widening of Shirk and tier 2 and 3 development between SR198 and Walnut Ave. Acquire approximately 17 acres for ultimate basin configuration, design, and construction. Development has already started expressing interest in the area. Starting design and acquisition early will allow for excavation to be done by development as it occurs. Construction by the City is therefore put in the planning years. • Visalia Parkway Improvements-North Half ($1.9 million): Extend this arterial transportation corridor between Stonebrook Street and Court Street. Construct the northerly half to provide one lane of travel in each direction within current right of way. Improves mobility and connectivity of the southern shopping district and neighborhoods in the south east community of the City. Future CIP, Visalia Parkway & Santa Fe Intersection, will connect Visalia Parkway from Court to Santa Fe, and establish future alignment east towards Ben Maddox. Multi funded project total of $4.1m from $2.6m Transportation Impact (241) including prior year funding of $631k and $1.459m State Transportation (281-LTF).

Enterprise Funds
Enterprise Funds, on a combined basis make up approximately 39% of the City total budget. The Enterprise Funds consist of 8 distinct operations funded from user fees and charges. Enterprise operations function like private sector businesses. They generally require a significant investment in equipment and infrastructure to deliver services for a fee. The Enterprise Funds proposed budget in FY 2024/25 is $116.9 million and in FY 2025/26 is $125.8 million. The three largest Enterprise Funds are Solid Waste, Wastewater, and Transit making up 87% of the total Enterprise Revenues collected as shown in the Chart 6 FY 2024/25 Enterprise Revenue and Chart 7 FY 2024/25 Enterprise Expenditures.
32 1-16
Chart 6 – FY 2024/25 Enterprise Revenues
Chart 7 – FY 2024/25 Enterprise Expenditures
33 1-17
Airport receives majority of its revenues from Airport user fees, such as hangar rentals and fuel sales.

Compared to last fiscal year, fuels sales are projected to slightly increase this fiscal year and continue to increase over the next two years. These revenues will be used to fund the Airport’s operating expenses of $2.5 million annually in both FY 2024/25 and 2025/26.

The primary source of funding for Airport capital projects is Federal Aviation Administration Airport Improvement Program (FAA-AIP) grants. Based upon the Airport master plan, the City submits projects to the FAA for funding. The recommended capital projects for FY 2024/25 total $0.7 million and $4.2 million in FY 2025/26. Airport will be reconstructing taxi lanes A & B along with constructing hanger H3 row 10 for a total of $4.6 million.

Animal Control Services is a full-service City-run Animal Care Facility. The City of Visalia Animal Care Facility is a relatively new facility constructed by the City and opened in May 2015. The $6.6 million facility was financed with a 15-year loan which has an annual debt payment of $0.57 million. The balance of this loan will be $2.1 million in July of 2024, and the full amount will be repaid by the General Fund in FY 2027/28.

Animal Control Services charges fees for dog licensing, a spay and neuter program, kennel fees, and many other services. Visalia’s Animal Care Facility has a very successful animal rescue and adoption which has capacity to offer sheltering services to neighboring cities such as City of Dinuba, Farmersville, and Exeter to increase revenues. Due to revenues not covering expenditures, Animal Control receives a contribution from the General Fund. The total General Fund transfer for operations, capital set-aside, and debt payments is $2.1 million for FY 2024/25 and $1.9 million for FY 2025/26.

Building Safety revenues are projected to increase in FY 2024/25 by 2% ($66,500) to $3.6 million and increase by another 2% in FY 2025/26 to $3.7 million. Building permits issued over the last seven years have increased a total of 28%. However, in the current fiscal year, building permits are seeing a decrease, therefore decreasing the base revenue for the two years going forward. The decrease is a result of timing from when a subdivision gets approved to when the permits get pulled.

For several years, Building Safety has managed to add staff and make improvements to increase efficiency and enhance customer service. The recommended capital projects for FY 2024/25 includes a project to upgrade the permit software system to the Cloud. This new platform will allow for better tracking and enhanced services such as paying permits on-line and providing e-plan submittal and review for any permit. In addition, two new positions will be added in this budget to reduce permit review turn-around times, reduce rollover inspections, and increase customer satisfaction.

Overall, construction activity drives revenue collection in several categories, and is also an indicator of future activity for several other categories, such as property taxes, impact fees, and storm and sanitary sewer system fees.

Convention Centerrevenues come from rental fees and annual General Fund contributions. The Convention Center completed a renovation in 2017 to enhance and modernize the facility. The Convention Center was forced to close its doors on March 19, 2020, when the COVID 19 Stay-At-Home order became effective. Events that were booked during that period were either cancelled or postponed indefinitely and staff laid off. COVID 19 restrictions kept the Convention Center closed until June 15, 2021. Facilities of this type have been slow to recover which has caused the revenues to continue to be less than the pre-pandemic revenues. Events have been increasing over the last couple of years. The current budget has revenues increasing 2% each year.

Staff is projecting a General Fund transfer of $3.1 million in FY 2024/25 and $3.2 million in FY 2025/26 for operations, capital set-aside, and debt payments.
34 1-18
The Convention Center has two debt issuances that total $7 million. The total annual payment on this combined debt is $1.1 million. The older debt remaining from the 1985 expansion of the facility will be fully repaid in 2025, and the 2017 renovation debt will be paid off in 2029. The Convention Center will continue to require refurbishing to remain competitive in the marketplace.

Transit remains financially sound as the result of the significant federal and state funding it receives. Without these funds, Transit would be unable to operate or replace its capital assets. The need to keep fares affordable requires operating grants to pay approximately 74% of Transit’s operational costs. Like the Convention Center, the pandemic has affected ridership and remains below the pre-pandemic ridership numbers. Transit is currently looking at ways to improve ridership by changing routes and adding a micro transit pilot program.

Visalia Transit not only provides service within the Visalia community and around Tulare County, but also offers service to Sequoia National Park (SNP) and Fresno. The City operates the Sequoia Shuttle inside the park under a cooperative agreement with the National Park Service. In 2023, the City transported over 290,070 passengers within the park. The City also operates the Sequoia Gateway shuttle, providing transportation from Visalia to the Sequoia Park to over 11,055 passengers annually.

The Transit V-LINE service transports passengers from Visalia to Fresno with stops at the Transit Center, Visalia Airport, Fresno Airport, Fresno State, and the Fresno Courthouse Park. In 2023, the V-LINE transported 23,512 passengers. Staff expects the V-Line ridership to increase over the next two years.

The City is required under the Transportation Development Act to generate local fare box revenue sufficient to pay 20% of Transit’s operating expenses. This is referred to as the 20% fare box ratio, and Visalia Transit was meeting this requirement prior to the pandemic. Due to ridership being down, the suspension of the farebox ratio requirement continues. This ridership challenge is being experienced industry-wide, and Visalia Transit will continue to adapt and adjust along with other transit agencies to seek solutions while continuing to provide this vital service to our citizens.

Solid Waste revenues are derived from refuse collection fees from residential and commercial customers.

The Solid Waste revenues collected are to pay for operating expenses and capital projects. Solid Waste is having to implement new regulations that require more composting and recycling. In addition, Solid Waste will have to continue to meet air quality regulations when replacing vehicles in the future. The recommended operating and capital budget for Solid Waste is $27.9 million in FY 2024/25 and $25.5 million in FY 2025/26. The majority of the $2.4 million dollar decrease in the second year is from capital projects which include the replacement of seven refuse trucks in FY 2024/25. The revenue budget assumes a 2% growth each year.

Storm Maintenance receives monies generated from storm sewer user fees. The fees for this fund are collected with the monthly utility bill and it receives a portion of the monthly flat storm sewer rate.

The current storm fees being collected are not sufficient to meet storm sewer maintenance needs. To supplement the revenues of this fund, Visalians authorized a portion of the Kaweah Lake Enlargement fee to be transferred annually to the Storm Sewer Maintenance fund beginning in April of 2013 (Resolution 2013-25).

This has allowed approximately $300k per year to be shifted from the Kaweah Lake Fund to the Storm Sewer Maintenance Fund which has helped but is not enough to provide for the entire funding shortfall. Storm Maintenance fees will be reviewed and updated to the necessary level once the current Storm Sewer Master Plan update is completed. This master plan is anticipated to be completed within this two-year budget.

The recommended operating and capital budget for Storm Maintenance is $3.1 million in FY 2024/25 and $2.8 million in FY 2025/26.
35 1-19
Wastewater is the City’s largest Enterprise Fund. Wastewater’s revenues are derived from Sanitary Sewer user fees and rates. Funds are to be used only for operations, maintenance, and improvements, including vehicle and equipment acquisitions related to collection and disposal of wastewater. Revenues are projected to increase by 2% for community growth and business changes.

In response to the City’s need to comply with the National Pollution Discharge Elimination System (NPDES) permit, the Wastewater Plant completed a project in 2018 that brought the facility’s wastewater discharge to tertiary standards, which is clean enough for all uses except drinking water.

Visalia’s wastewater system is one of the most successful in the industry. In a unique and successful arrangement, our high-quality treated water is exchanged with the Tulare Irrigation District for fresh water coming into the area upstream from Visalia. The exchange water is routed into ponding basins east of Visalia, recharging the City’s aquifer, working to reverse the long-term ground water overdraft trend. Some water from the plant is recycled back to Plaza Park and Valley Oaks Golf to irrigate landscaped and turf areas. The project received a Clean Water State Revolving Fund (CWSRF) loan of $96 million that will be paid back over 30 years at 2.1% interest. The loan repayment started in FY 2018/19. In addition, this project received $18 million in grants.

The recommended operating and capital budget for Wastewater is $31 million over the two years. Wastewater rates were last increased in 2012 and will be evaluated during this budget.

Internal Service Funds
Internal Service Funds provide services exclusively to other City operations on a cost reimbursement basis.

These services are building maintenance, information services, vehicle maintenance and replacement, and insurance (health, property, workers comp.). All funding for the Internal Service Funds is derived from charges to City departments. The Internal Service Funds proposed budget in FY 2024/25 is $24.8 million and in FY 2025/26 is $27.2 million. The increase in FY 2025/26 is due to capital projects for the replacement of vehicles and technology in several Internal Service Funds.

CONCLUSION
This budget is a product of the City Council’s sound leadership, prudent fiscal stewardship, and consistent policy direction. While Council has made fiscally prudent decisions to guard the City’s revenues, budget challenges remain, as noted in this report. The City will continue to seek ways to improve efficiencies, enhance services, and acquire additional funding for operations, capital, and maintenance. Moreover, this budget represents the City’s continued commitment to provide a high level of municipal services to its constituents and fair compensation with reasonable benefits for employees without compromising financial policies, or the responsibility to conserve the resources of the City and the community. 36 1A-1
Community Profile

THE EARLY YEARS OF VISALIA
When California achieved statehood in 1850, Tulare County did not exist. The land that is now our County was part of the huge county of Mariposa. In 1852 some adventuresome pioneers settled in this area, then called “Four Creeks”. It was a swampy area within a massive oak forest, with waterways flowing from the Sierra Nevada. Desirous of local autonomy, the group petitioned the state legislature for county status, and on July 10, 1852, Tulare County officially became its own county.

In the heart of “Four Creeks Country” the site
of John Wood’s cabin became the first county
seat, known as Woodsville. In the same year,
just west of Woodsville, another settlement
was beginning on the banks of a little creek.

The early pioneers, fearful of attacks by Native
Americans, built a log fort for protection but
soon discovered that it was not necessary.

One of the first inhabitants of the fort was
Nathaniel Vise, who was responsible for
surveying the new settlement in November
1852. In a letter that year he wrote, “The town
contains from 60-80 inhabitants, 30 of whom
are children who already attend school. The
town is located upon one of the subdivisions of the Kaweah and is destined to be the county seat of Tulare”. In 1853, Visalia wrested the county seat designation from Woodsville, and that designation has remained with Visalia.

Named for Nathaniel Vise’s ancestral home - Visalia,
Kentucky - Visalia began to add residents at a rapid rate. In the mid 1850’s the “Kern River Excitement”, to the south, brought many transient miners through the town on their way to the promised gold fields. However, the gold failed to materialize, and many returned to Visalia to live their lives. In 1858 the town received another boost. John
Butterfield’s Overland Stage chose Visalia as a timetable stop on the St. Louis to San Francisco route. Waterman
Ormsby, a newspaper correspondent for the New York
Herald, was a passenger on the inaugural trip. The
reception given to him by Visalians so impressed him that he wrote, “The rousing cheers they gave us as we drove off...ought to be remembered in the history of the town, so I here immortalize them”. 37 1A-2
In 1860 the telegraph arrived in Visalia, indicating the serious unrest in the East, unrest that would ultimately develop into the Civil War. The nation was divided on state’s rights issues, as was Visalia.

The federal government, concerned about
sedition, banned Visalia’s pro-south Equal
Rights Expositor newspaper and established a
military garrison. Visalia’s Camp Babbitt was
established in 1862 to stop overt Southern
support as well as maintain law and order in the
community. During the Civil War years, Visalia
became incorporated, giving the town new
rights. A Board of
Trustees was elected with Nathan Baker appointed as President.

The town’s second incorporation occurred in 1874, moving the 1,000 citizens into city status. A Common Council was formed with Summerfield Sheppard being appointed President and ex-officio Mayor. The mid-1870’s brought a building boom to Visalia and the future of Visalia appeared bright. The end of the 19th century saw the railroad bypass Visalia slightly to the west and headlines of the day featured the adventures of local train robbers Chris Evans and John Sontag.

As Visalia entered the 1900’s the City had grown to slightly more than 3,000 people. Automobiles began to arrive and soon outnumbered horses and wagons. The population of Visalia grew slowly but steadily throughout the early half of the 20th Century. It wasn’t until the 1960’s that Visalia, the Valley’s best kept secret, was really discovered. By 1970 Visalia’s population had grown to 27,268 according to the U. S. Census, nearly doubling from 15,791 in 1960.

VISALIA TODAY
The City of Visalia is located in Tulare County, which is located in the San Joaquin Valley, approximately 185 miles north of Los Angeles and 220 miles south of San
Francisco. The City operates under the Council-Manager
form of government and provides a wide range of
municipal services, including police and fire protection as well as public works, community development, and other
community services. The City currently has a land area of 38 square miles and a population of 141,384 as of April 2020.
38 1A-3
The City Council is composed of five members who are elected to represent the City and their respective Districts alternating four-year terms staggered every two years. The City Council selects one of its members to serve as Mayor for a two-year
term. A City Manager is appointed by the City
Council to direct all City functions.

Historically, Visalia’s economy has been based
on agriculture and related industries. In recent
years, however, the City has broadened its
economic base to include many diversified
industrial enterprises including shipping point
hubs, business forms, metal products,
electronic components, food and fiber processing plants, distribution centers, and call centers for claims processing. It is the County seat and principal trading center for the County, which consistently ranks as one of the two most productive counties in the United States in terms of agricultural output.

This economic growth has been accompanied by a significant increase in population and has established Visalia as a regional trading center serving not only Tulare County, but also southern Fresno County, Kings County, and northern Kern County. The
City receives approximately 45% of the retail sales in
Tulare County while having about 29% of the
population.

The climate of the area is warm and dry in the summer,
and mild in the winter with low humidity. January
average high and low temperatures range from 55
degrees to 39 degrees. July average high and low
temperatures range from 94 degrees to 67 degrees. The
average yearly rainfall is 10.93 inches.

Our Promise
In all we do, we do it with heart. The City of Visalia and our employees are dedicated to providing quality services and creative solutions to make the community a place we are proud to call home. We strive to deliver services in an approachable and friendly way – the Visalia way.
39 1A-4
City Council
Mayor - Brian Poochigian
Vice Mayor - Brett Taylor
Council Member - Steve Nelsen
Council Member - Liz Wynn
Council Member - Emmanuel
Hernandez Soto
Jason Salazar
Chief of Police
Dan Griswold
Fire Chief
Vacant
Parks & Recreation
Director
Paul Bernal
Planning & Community
Preservation Director
Renee Nagel
Finance & Technology
Services Director
Nick Bartsch
Public Works Director
Michelle Speer
Admin Services Director
Jason Huckelberry
Engineering & Building
Director
Ken Richardson
City Attorney
Leslie Caviglia
City Manager
John Lollis
Assistant City Manager
City of Visalia
Organizational Chart
40 1A-5
Elected and Appointed Officials
City Council 559-713-4512
Administrative Offices
General Information 559-713-4300
City Manager’s Office 559-713-4314
City Clerk’s Office 559-713-4512
Administrative Services Department 559-713-4300
Engineering & Builiding Department 559-713-4444
Finance & Technology Services Department 559-713-4378
Fire Department 559-713-4266
Parks & Recreation Department 559-713-4365
Planning & Community Preservation Department 559-713-4444 Police Department (Non-Emergency) 559-713-8116
Public Works Department 559-713-4428
City of Visalia Website www.visalia.city
City of Visalia
General Contacts
41 1A-6
Budget Process
ding Advisory Committee
City of Visalia
Committees & Commissions
Historic Preservation Advisory Committee
Staff Representative
Cristobal Carrillo – 713-4443
Meeting – 2nd & 4th Wednesday of each Month
5:30 pm – Administration Board Room,
220 N. Santa Fe St., Visalia, CA 93291
Measure N Oversight Committee
Staff Representative
Renee Nagel – 713-4375
Meeting – As Called
5:30 pm – Administration Board Room,
220 N. Santa Fe St., Visalia, CA 93291
Parks & Recreation Committee
Staff Representative
Laurissa Roggenkamp – 713-4336
Meeting – 2nd Tuesday of each Month
5:30 pm – City Council Chambers,
707 W. Acequia St., Visalia, CA 93291
Planning Commission
Staff Representative
Paul Bernal – 713-4359
Meeting – 2nd & 4th Monday of each Month
7:00 pm – City Council Chambers,
707 W. Acequia St., Visalia, CA 93291
Citizen’s Advisory Committee
Staff Representative
Jason Serpa - 713-4312
Luma Fahoum - 713-4103
Meeting – First Wednesday of each Month
5:30 pm – 7:00 pm – Administration Board Room,
220 N. Santa Fe St., Visalia, CA 93291
Building Advisory Committee
Staff Representative
Jason Huckleberry – 713-4495
Cristobal Carrillo – 713-4443
Meeting – Last Monday of each Quarter
3:00 pm - Conference Room #1,
315 E Acequia St., Visalia, CA 93291
42 1A-7
The City of Visalia is dedicated to continually improving the quality of life for all citizens while maintaining a strong financial position. The following icons will represent the City Council’s goals throughout this document.

Quality of Life
• Maintain quality of life for the citizens of Visalia
• Continue City efforts to reduce homelessness while collaborating and advocating regionally as appropriate.
• Provide diverse housing through a variety of programs and policies for all income levels
• Provide diverse community experiences and personal enrichment for all ages • Continue to improve parks, recreational amenities, open space, and trailways for a connected community
Fiscal Strength
• Continue to maintain the City’s good fiscal health and sustainability • Adopt a balanced budget
• Continue to maintain the General Fund Emergency Reserve at 25% of operating expenditures.

Invest in Infrastructure & Growth
• Plan for the development of future infrastructure
• Maintain, improve, and replace assets and infrastructure within the City • Ensure safe, reliable infrastructure that benefits the community • Seek grant funding to maintain and expand City infrastructure to meet the community's needs
• Manage, maintain, and enhance the City’s roadways to provide a safe and effective transportation system
Organizational Excellence
• Provide excellent public service that is efficient, accessible, and responsive to all • Provide high-quality essential City services
• Attract and retain a talented, diverse, and engaged workforce across the entire City organization
• Utilize and add technology to increase efficiencies for City services • Continue to make improvements that equip the City to deliver excellent services to the community
Economic Vitality
• Promote a vibrant economy that provides an equitable opportunity for all • Facilitate programs to develop, attract, and retain businesses • Foster economic development in both commercial and industrial Budgetary Goals
43 1A-8

BUDGET PREPARATION
The City of Visalia has three major areas that are included in the budget process:

1. Operating Budget

2. Capital Improvement Budget (CIP)

3. Narratives (Accomplishments, Goals, and Performance Measurements) The official budget process began in September of 2023 with our Citizens Input survey and later into October with a memorandum from the Finance Director outlining the strategy for completing the three major budget areas and adopting the budget by June 30, 2024.

Budget Process Responsibilities – Table 1, Budget Process Calendar, identifies the specific responsibilities of Finance and all other departments.

Budget Activity Month Due
Citizen Input - survey/forum October
Council Strategic Goals Work Session October
Budget Kick Off/Baseline Budgets created OctoberNovember Departments submit capital December
Departments submit budget requests & Mid Year Projections January Finance review departments submittals February
Budget and Capital Work Sessions with Council February - May
Mid Year Presentation May
Budget Document Adoption June
Table 1
Budget Process Calendar
Budget Process
44 1A-9
Budget Kick-off – Finance held a Budget Kick-off Meeting on October 18, 2023, for all City departments. This meeting provides further guidance and offers an opportunity to have any questions answered.

The agenda for the meeting was:

1. Operating Budget
a) Overview of the process
b) Overview of the instructions
c) Support available

2. Narratives

3. Capital Improvement Program (CIP) Budget
a) Overview of the process

OPERATING BUDGET INSTRUCTIONS
The largest sections of the budget document are the departmental operating budget pages. The following is a description of the Operating Budget process:

Budget Calendar
Oct 16 Council Work session – Strategic Goals
Oct 18 Budget Kick-off Meeting with Departments
Nov 17 Departmental Budget items are due:
• Department Descriptions
• Mission Statement
• Narratives
• Performance Measurements
Dec 8 Departmental Budget items are due:
• Capital project requests
Dec 22 Finance e-mails budget numbers
Jan 22 Departmental Budget items are due:
• New employee requests (FTE & Hourly)
• Department revenues
• Salaries & benefits for existing hourly employees
• Over-time costs
• Operations and maintenance costs
• Minor capital outlay requests
• Capital project requests
Jan 22 Departmental review with Finance
Feb 19-Apr 1 Capital presented to Council
Apr 19 Departmental review with City Manager
May 6 & 20 Budget Workshops – Department presentations
Jun 3 Public Hearing and adoption
Jun 17 Second Public Hearing and adoption (if needed)
45 1A-10

CAPITAL IMPROVEMENT PROGRAM (CIP) BUDGET INSTRUCTIONS
All General Fund CIP projects were ranked using the following criteria:

1. Implementation of a Council priority

2. Support of the City of Visalia General Plan

3. Resolution of a health and safety concern

4. Results in a savings of money or avoids additional costs

5. Promotion of efficient operations
The scale to be applied to ranking General Fund CIP projects is:

Level 1 Ranking Definition
1 Items of the highest importance
2 Useful, but lower priority
3 Would provide improvements, but can wait
The following sub-rankings can be applied to Level 1 rankings:

Sub-ranking Definition
A Health and safety or urgent need
B Highly desirable and useful
Level 2 Ranking Definition
+/- Moves higher level rankings higher or lower
Upon completion of the initial rankings by Finance, the CIP Review Committee members meet to discuss and agree on any proposed changes to the assigned rankings. Projects beyond fiscal years 24/25 & 25/26 are typically not ranked as the Council will only be approving appropriations for these years.

NARRATIVE INSTRUCTIONS
Accomplishments and Objectives
When presenting information about accomplishments and objectives, it is particularly important to highlight information that supports the City Council's goals. Further, the objectives, to be meaningful, need to be something that can follow the SMART rubric for evaluation: Specific, Measurable, Appropriate, Reasonable, and Time-bound. Consider dividing objectives into service-level objectives and annual, finite project goals. Please limit your accomplishments and objectives to the top five.

Performance Measures
Performance measures should be indicators that reveal the effectiveness, efficiency, or workload. For consistency in measurement from year to year, the same measures should be used and updated for the most recent periods. For example, the upcoming two-year budget performance measures should cover a 5-year period; actuals for fiscal years 2021/22 and 2022/23, projections for 2023/24, and estimates for both 2024/25 and 2025/26.

BUDGET REVIEW
The Finance department compiled all the budget information and assisted each department in completing the goals, objectives, and performance measurements. The Finance Director met with each Department Head to 46 1A-11
review budget requests. Revisions were made as necessary and a meeting was held with the City Manager to review final details of the budget.

BUDGET ADOPTION
Two public hearings are required prior to the adoption of the budget. The first public hearing was held on June 3rd and the second on June 17th. The City Council approved a resolution to adopt the 2024/25 & 2025/26 budget on June 17th. Once approved, the budget becomes the basis for operations and capital expenditures throughout each fiscal year.

BUDGET AMENDMENTS
In accordance with Charter requirements, after adoption, the City Council may amend or supplement the budget by motion. Amendments to appropriations can occur throughout the year or during Mid-Year or Mid-Cycle Budget Reviews.
47 1A-12
The operating budget and the capital budget are organized by funds. A fund is a fiscal entity that accounts for all assets, liabilities, and the resulting equity to carry on specific activities as required by regulations. To determine the total budget for a fund, both the operational and capital budgets for that fund must be combined. The Budget Summary and Fund Summary-Sources provide an overview of the City’s funds.

Following the Budget Summary section are the City’s departments with financial summaries of the budget requests for divisions of the General Fund and all other funds. Following the operating budget for the City’s departments is the capital budget, (Capital Improvement Program) which details planned capital expenditures for the next 6 years.

Annual budgets are adopted by the City Council for all City operations by June 30th each year. This budget is legally required for the General Fund, Special Revenue Funds, and Debt Service Funds. Business Type funds are not legally required to have a budget, but the City adopts a budget as a matter of fiscal management.

FINANCIAL SUMMARIES
The Budget Summary provides a schedule of the City’s entire budget request by fund category.

The Fund Summary - Sources and Uses schedule combines the budgeted transactions (operating and capital) for the year with the beginning resources available (cash) to derive the ending resources available for each of the City’s funds. The budget includes increases or decreases to each fund’s available resources for revenues, operating expenditures (net of reimbursements from other funds), debt service (external and internal), and capital projects. Operating transfers and loan payments between funds will correspondingly either increase or decrease resources to the funds.

The Fund Summaries for Revenues and Operating and Debt Service Expenditures provide a listing of the revenues and expenditures for all funds. The General Fund Summaries are detailed schedules of revenue and operating expenditures.

CAPITAL IMPROVEMENT PROGRAM SECTION
The Capital Improvement Program section details all planned capital projects including planned expenditures for vehicles and equipment. Operating capital equipment and items that cost less than $10,000 are located in the various Operating Budgets and not in the Capital Improvement Program.

Guide to the Budget
48 2-1

FINANCIAL SUMMARIES
BUDGET SUMMARY COMPARISON – 2024/25 – 2025/26

CAPITAL SPECIAL DEBT BUSINESS INTERNAL

GENERAL PROJECT REVENUE SERVICE TYPE SERVICE TOTAL

FUND FUNDS FUNDS FUNDS FUNDS FUNDS BUDGET
2024-25
SOURCES:

Revenues $ 101,041,700 $ 12,685,800 $ 54,139,200 $ - $ 100,928,300 $ 22,146,000 $ 290,941,000 Avalable Resources -
Transfers In - - 467,000 1,533,000 5,463,400 - 7,463,400 Planned Use/(Return) (5,978,200) (3,543,300) (6,708,800) - 10,500,400 2,682,600 (3,047,300) 2024-25 SOURCES 95,063,500 9,142,500 47,897,400 1,533,000 116,892,100 24,828,600 295,357,100 USES:

Operations 102,571,800 123,900 28,954,400 246,700 87,899,500 36,247,600 256,043,900 Reimbursements (16,785,200) - (246,700) - (4,228,200) (12,405,400) (33,665,500) Net Operations 85,786,600 123,900 28,707,700 246,700 83,671,300 23,842,200 222,378,400 Debt Service - - 150,700 1,286,300 4,113,600 - 5,550,600 Capital Projects 2,929,400 8,603,400 18,587,500 - 29,107,200 986,400 60,213,900 Transfers Out 6,347,500 415,200 451,500 - - - 7,214,200 Add Back Depreciation - - - - - - -
2024-25 USES 95,063,500 9,142,500 47,897,400 1,533,000 116,892,100 24,828,600 295,357,100

NET SOURCES AND USES - - - - - - -
2025-26
SOURCES:

Revenues 102,434,400 16,419,100 54,371,100 - 106,615,000 22,520,400 302,360,000 Avalable Resources -
Transfers In - - 375,400 1,527,700 5,358,700 - 7,261,800 Planned Use/(Return) (3,644,100) 9,909,300 (4,400,700) - 13,803,100 4,637,600 20,305,200 2025-26 SOURCES 98,790,300 26,328,400 50,345,800 1,527,700 125,776,800 27,158,000 329,927,000 USES:

Operations 105,878,500 124,100 30,160,700 182,300 90,424,900 37,187,900 263,958,400 Reimbursements (16,821,700) - (255,500) - (4,286,300) (12,505,400) (33,868,900) Net Operations 89,056,800 124,100 29,905,200 182,300 86,138,600 24,682,500 230,089,500 Debt Service - - 157,500 1,345,400 4,237,500 - 5,740,400 Capital Projects 3,582,400 25,789,500 19,831,700 - 35,400,700 2,475,500 87,079,800 Transfers Out 6,151,100 414,800 451,400 - - - 7,017,300 Add Back Depreciation - - - - - - -
2025-26 USES 98,790,300 26,328,400 50,345,800 1,527,700 125,776,800 27,158,000 329,927,000

NET SOURCES AND USES - - - - - - -
49 2-2
PAST BUDGET SUMMARY COMPARISON – 2022/23-2023/24

CAPITAL SPECIAL DEBT BUSINESS INTERNAL

GENERAL PROJECT REVENUE SERVICE TYPE SERVICE TOTAL

FUND FUNDS FUNDS FUNDS FUNDS FUNDS BUDGET
2022-23
SOURCES:

Revenues $ 91,708,800 $ 12,072,000 $ 58,806,650 $ - $ 82,490,120 $ 20,529,700 $ 265,607,270 Transfers In - - 627,800 1,282,800 4,710,000 - 6,620,600 Available Resources -
Planned Use/(Return) (6,840,200) 1,749,400 (12,076,850) - 4,075,170 2,118,000 (10,974,480) 2022-23 SOURCES 84,868,600 13,821,400 47,357,600 1,282,800 91,275,290 22,647,700 261,253,390 USES:

Operations 93,287,800 118,400 24,953,700 - 63,710,290 30,439,400 212,509,590 Reimbursements (15,669,900) - (264,000) - (3,097,600) (12,912,900) (31,944,400) Net Operations 77,617,900 118,400 24,689,700 - 60,612,690 17,526,500 180,565,190 Debt Service - - 138,300 1,282,800 6,023,000 - 7,444,100 Capital Projects 1,495,900 13,288,500 21,988,800 - 13,413,700 2,941,700 53,128,600 Transfers Out 5,754,800 414,500 451,300 - - - 6,620,600 Add Back Depreciation - - 89,500 - 11,225,900 2,179,500 13,494,900 2022-23 USES 84,868,600 13,821,400 47,357,600 1,282,800 91,275,290 22,647,700 261,253,390

NET SOURCES AND USES - - - - - - -
2023-24
SOURCES:

Revenues 93,345,000 13,856,200 57,826,700 - 85,654,700 20,960,700 271,643,300 Transfers In - - 434,000 1,282,700 4,737,700 - 6,454,400 Available Resources -
Planned Use/(Return) (6,209,800) (2,744,500) (13,184,500) - 11,500,400 3,436,000 (7,202,400) 2023-24 SOURCES 87,135,200 11,111,700 45,076,200 1,282,700 101,892,800 24,396,700 270,895,300 USES:

Operations 95,981,400 118,400 26,635,100 - 65,359,000 31,247,000 219,340,900 Reimbursements (15,726,700) - (264,000) - (3,184,900) (13,107,300) (32,282,900) Net Operations 80,254,700 118,400 26,371,100 - 62,174,100 18,139,700 187,058,000 Debt Service - - 144,400 1,282,700 6,019,600 - 7,446,700 Capital Projects 1,292,200 10,578,600 18,019,800 - 22,449,000 4,077,500 56,417,100 Transfers Out 5,588,300 414,700 451,400 - - - 6,454,400 Add Back Depreciation - - 89,500 - 11,250,100 2,179,500 13,519,100 2023-24 USES 87,135,200 11,111,700 45,076,200 1,282,700 101,892,800 24,396,700 270,895,300

NET SOURCES AND USES - - - - - - -
50 2-3

BASIS OF ACCOUNTING
Governmental funds are used to account for the government’s general government activities.

Governmental funds are the General Fund, Special Revenue funds, and Debt Service funds. These funds use the flow of current financial resources measurement focus and the modified accrual basis of accounting. Under the modified accrual basis of accounting revenues are recognized, or accrued, when they become both measurable and available. “Measurable” means the amount of the transaction can be determined and “available” means collectible within the current period or soon enough thereafter to be used to pay liabilities of the current period. The government considers all revenues available if they are collected within 90 days after year-end. Those General Fund revenues which are typically accrued are property taxes, franchise taxes, sales taxes, and interest revenue.

Revenues such as licenses, permits, fines, forfeitures, and penalties are not accrued. Expenditures are recorded when the related fund liability is incurred, except for unmatured interest on general longterm debt which is recognized when due.

In contrast, proprietary fund types, such as Business Type funds and Internal Service funds, are accounted for on a full accrual basis. Under this method, revenues are recorded when earned and expenses are recorded at the time the liabilities are incurred. The government applies all applicable Financial Accounting Statements Board (FASB) pronouncements in accounting and reporting for its proprietary operations.

The Fund Summary – Sources and Uses, includes a column that reflects a “Fund/Cash Balance”. The basis of these numbers is fund or cash balance less any outstanding encumbrances or designated projects.

Comparison with the Annual Comprehensive Financial Report The structure of the budget is very similar to that of the City’s Annual Comprehensive Financial Report (ACFR). The basis of accounting is the same for the Budget and the ACFR. The Budget is prepared biennially, with budget adjustments done during the mid-cycle between the two budget years.

One difference in the two documents is the classification of funds. In the ACFR, the Los Rios Assessment District, Village West Improvement District, Orchard Walk Underground Utilities District, and the Property and Business Improvement District (PBID) are classified as Agency funds. In the Budget, Los Rios, Village West, and Orchard Walk Underground are categorized as Debt Service funds and the PBID is categorized as a Special Revenue fund.

Another difference is in the ACFR, funds are grouped together for presentation purposes, whereas in the Budget they are presented individually. A listing of funds that are grouped together for presentation purposes in the ACFR follows for informational purposes. Funds not listed below are presented individually in the ACFR document.
51 2-4
Fund Groupings for Presentation Purposes in the City of Visalia ACFR Fund Description Fund Description
General Fund (Group 110) Waterways (Group 610)
001 General Fund 251 Waterways Maintenance
014 Emergency Fund 261 Waterways Capital
998 Investment Earnings Special Service Districts (Group 640) 999 Treasury Trust 271 Special Service District North East Housing & Community Grants (Group 120) 272 Special Service District Open Space 258 PLHA 273 Special Service District Landscape & Lighting 311 CDBG Grant & Loan Funds (Group 660)
318 Cal Home Grant 394 CHFA Help Loan
321 HOME 631 Commercial Criminal Apprehension
324 Housing Revolving Fund 633 Law Enforcement Tulare County 331 Neighborhood Stabilization 634 Federal COPS grant
332 ERF Encampment Resolution Narcotics and Asset Forfeiture (Group 670) 333 HomeKey 621 Narcotics Forefieture
338 Vehicle Abatement 622 Asset Forfieture
Successor Agency (Group 141) 623 State Target Asset Forfieture 361 RDA - Succesor Agency 624 Federal Target Asset Forfieture 397 SA East Visalia RDA TARB Measure N (Group 675)
Agency Funds (Group 210) 141 Measure N
375 PBID 5 142 Measure N-Maintenance & Emergency
377 VTMD Visalia Tourism & Marketing 143 Measure N-2% Youth 382 Village West Assessment District 144 Measure N - Economic Uncertainty 383 Orchard Walk Underground Utility Measure T Police (Group 680) 384 Atwood Assessment District 121 Police Measure T
385 Laura Assessment District 123 Police Measure T Economic Uncertainty Water Reclamation Facility (Group 440) Measure T Fire (Group 690) 222 Storm Sewer Deficiency 122 Fire Measure T
231 Wastewater Trunkline 124 Fire Measure T Economic Uncertainty 232 Sewer Connection Measure R Regional (Group 710)
431 WWTP 132 Measure R Trailways
433 Expansion Bonding 133 Measure R Regional
439 Utility Service Center Highway Users (Group 760)
Transit (Group 460) 111 Gas Tax
451 Transit 113 SB1 RMRA
452 Transit-Capital Grants Public Safety Impact Fee (Group 790) Vehicle Replacement (Group 520) 105 Police Impact Fee
502 Vehicle Replacement 106 Fire Impact Fee
503 Police Measure T Government Facilities Imp Fee (Group 800) 504 Fire Measure T 102 Civic Center Imp Fee
505 Measure N-Vehicle Replacement 103 Corp Yard Impact Fee Risk Management (Group 540) 104 Library Impact Fee
551 Risk Prop Insurance
553 Risk Work Compensation
554 Risk Other Post Employment Benefits
52 2-5

FUND SUMMARY

SOURCE AND USES
53 2-6
Fund Summary - Fiscal Year 2024-25
Beg. Avail. Ending Avail.

Revenues Fund/Cash Fund/Cash
Over/ (Under) Balance Balance
Funds Revenues Transfers In Operations Reimbursements Debt Service Capital Transfers Out Depreciation Total Uses Expenditures 07/01/24 06/30/25 General FundGeneral Fund 001 101,019,700 - 102,556,700 (16,785,200) - 2,929,400 6,347,500 - 95,048,400 5,971,300 - 5,971,300 Police Unclaimed Funds 012 22,000 - 15,100 - - - - - 15,100 6,900 204,300 211,200 Total General Fund 101,041,700 - 102,571,800 (16,785,200) - 2,929,400 6,347,500 - 95,063,500 5,978,200 204,300 6,182,500 Special RevenueGas Tax 111 3,918,200 - 1,493,300 - - 2,809,600 - - 4,302,900 (384,700) 930,300 545,600 SB1 RMRA 113 3,588,200 - 2,600 - - 3,600,000 - - 3,602,600 (14,400) 809,600 795,200 PD PS ST (Meas T) 121 5,552,200 - 4,967,200 - - - 151,500 - 5,118,700 433,500 7,716,000 8,149,500 Fire PS ST (Meas T) 122 3,780,200 - 3,407,900 (4,000) - - - - 3,403,900 376,300 6,123,900 6,500,200 Measure R Local 131 4,087,500 - 37,200 - - 3,976,700 - - 4,013,900 73,600 1,531,700 1,605,300 Measure R Trailways 132 428,000 - - - - 428,000 - - 428,000 - 136,300 136,300 Measure R Regional 133 866,600 - - - - 866,600 - - 866,600 - 492,400 492,400 CASp Certif & Trng Fund 138 95,100 - 22,000 - - - - - 22,000 73,100 593,200 666,300 Measure N-Police,Rds,Fire,Rec 141 16,631,300 - 10,238,000 - - 4,088,000 - - 14,326,000 2,305,300 11,906,200 14,211,500 Measure N-Maint & Emergency 142 1,500,000 - 10,800 - - 1,184,900 - - 1,195,700 304,300 6,455,900 6,760,200 Measure N-2% Youth 143 372,800 - 283,800 - - - - - 283,800 89,000 1,419,400 1,508,400 Golf Course 151 279,700 - 64,300 - - - - - 64,300 215,400 676,900 892,300 Baseball 157 90,000 467,000 308,700 - - 48,300 - - 357,000 200,000 29,500 229,500 Kaweah Lake 223 388,100 - 21,200 - - - 300,000 - 321,200 66,900 689,200 756,100 Ground Water Recharge 224 1,267,700 - 296,300 - - 213,900 - - 510,200 757,500 1,553,000 2,310,500 Waterways Maint 251 322,000 - 322,800 - - - - - 322,800 (800) 3,000 2,200 Perm Local Housing (PLHA) Fun 258 540,800 - 586,800 - - - - - 586,800 (46,000) 521,800 475,800 Spec Serv Dist NE 271 156,400 - 208,400 - - - - - 208,400 (52,000) - (52,000) Spec Serv Dist Open Sp 272 13,400 - 36,100 - - - - - 36,100 (22,700) (450,200) (472,900) Spec Serv Dist L&L 273 5,793,400 - 3,771,300 - - 216,000 - - 3,987,300 1,806,100 14,009,500 15,815,600 CDBG 311 1,300,000 - 800,000 - - 500,000 - - 1,300,000 - - - Cal Home Grant 318 1,400 - 1,600 - - - - - 1,600 (200) 8,100 7,900 HOME 321 640,000 - 65,000 - - 576,000 - - 641,000 (1,000) 1,000 - RDA/HED Revolving 324 - - 242,700 (242,700) - - - - - - - - Vehicle Abatement 338 43,600 - 87,200 - - - - - 87,200 (43,600) 248,800 205,200 RDA - Succesor Agency 361 1,172,800 - 349,300 - 150,700 - - - 500,000 672,800 - 672,800 RDA - Successor Agency Housing 362 7,000 - 354,600 - - - - - 354,600 (347,600) 605,700 258,100 PBID 5 375 694,500 - 609,600 - - - - - 609,600 84,900 424,500 509,400 DT Parking Trust 611 95,400 - 6,100 - - - - - 6,100 89,300 4,044,900 4,134,200 Narcotics Forfeiture 621 89,600 - 10,000 - - 79,500 - - 89,500 100 287,800 287,900 Asset Forfeiture 622 10,000 - 10,000 - - - - - 10,000 - 157,400 157,400 ST Target Asset Forfeiture 623 8,300 - 8,300 - - - - - 8,300 - 9,200 9,200 Fed Target Asset Forfeiture 624 5,000 - 5,000 - - - - - 5,000 - 11,700 11,700 Comcl Criminal Appreh 631 400,000 - 326,300 - - - - - 326,300 73,700 48,000 121,700 Total Special Revenue 54,139,200 467,000 28,954,400 (246,700) 150,700 18,587,500 451,500 - 47,897,400 6,708,800 60,994,700 67,703,500 Uses Sources
54 2-7
Fund Summary - Fiscal Year 2024-25
Beg. Avail. Ending Avail.

Revenues Fund/Cash Fund/Cash
Over/ (Under) Balance Balance
Funds Revenues Transfers In Operations Reimbursements Debt Service Capital Transfers Out Depreciation Total Uses Expenditures 07/01/24 06/30/25 Capital ProjectSoftball Development 101 1,200 - 100 - - - - - 100 1,100 6,100 7,200 Civic Center Imp Fee 102 760,100 - 9,500 - - - - - 9,500 750,600 8,694,900 9,445,500 Corp Yard Impact Fee 103 147,300 - 2,100 - - - - - 2,100 145,200 1,198,000 1,343,200 Library Impact Fee 104 40,800 - 1,600 - - - - - 1,600 39,200 36,500 75,700 Police Impact Fee 105 587,400 - 900 - - - 415,200 - 416,100 171,300 247,200 418,500Fire Impact Fee 106 329,900 - 3,600 - - - - - 3,600 326,300 1,400,700 1,727,000 Recr Facilities 211 2,498,600 - 16,500 - - 1,220,400 - - 1,236,900 1,261,700 5,301,900 6,563,600 Storm Sewer Constr 221 1,310,800 - 32,300 - - 1,216,100 - - 1,248,400 62,400 3,722,400 3,784,800 Transportation Impact 241 5,647,600 - 46,800 - - 4,726,100 - - 4,772,900 874,700 6,770,700 7,645,400 Waterways Capital 261 525,500 - 8,200 - - 505,800 - - 514,000 11,500 3,327,200 3,338,700 Transportation 281 835,000 - 1,200 - - 935,000 - - 936,200 (101,200) 1,574,400 1,473,200 N/E Capital Improv 291 1,600 - 1,100 - - - - - 1,100 500 14,000 14,500 Total Capital Project 12,685,800 - 123,900 - - 8,603,400 415,200 - 9,142,500 3,543,300 32,294,000 35,837,300 Debt ServiceSA 2005 Refunding COP 397 - 249,800 29,800 - 220,000 - - - 249,800 - 469,900 469,900 2014 COP 398 - 126,700 9,100 - 117,600 - - - 126,700 - - - 2015 COP 399 - 1,156,500 207,800 - 948,700 - - - 1,156,500 - - - Total Debt Service - 1,533,000 246,700 - 1,286,300 - - - 1,533,000 - 469,900 469,900 ProprietaryStorm Sewer Deficiency 222 426,600 - 36,500 - - 487,500 - - 524,000 (97,400) 137,100 39,700 Wastewater Trunkline 231 1,572,900 - 39,000 - - 291,600 - - 330,600 1,242,300 3,432,400 4,674,700 Sewer Connection 232 1,000,400 - 3,000 - - - - - 3,000 997,400 3,386,800 4,384,200 Building Safety* 401 3,629,700 - 4,123,400 (19,400) - 760,600 - 53,600 4,918,200 (1,288,500) 15,516,200 14,227,700 Animal Control** 406 829,400 2,057,500 2,166,800 - 499,000 221,100 - 172,000 3,058,900 (172,000) - (172,000) Airport* 411 3,103,900 - 2,121,900 - - 723,200 - 417,000 3,262,100 (158,200) 1,236,300 1,078,100 Conv Center** 413 1,759,600 3,105,900 3,490,300 (28,600) 963,700 314,500 - 738,500 5,478,400 (612,900) 315,100 (297,800) WWTP* 431 26,657,800 - 17,901,100 (79,700) 2,650,900 4,530,200 - 5,586,600 30,589,100 (3,931,300) 20,940,100 17,008,800 Utility Service Center 439 214,800 - 2,805,600 (2,569,400) - - - - 236,200 (21,400) - (21,400) Solid Waste* 441 23,360,100 - 20,124,800 (82,300) - 6,246,100 - 1,589,200 27,877,800 (4,517,700) 27,785,000 23,267,300 Transit* 451 22,474,500 - 21,307,800 (1,444,000) - - - 2,061,700 21,925,500 549,000 32,197,300 32,746,300 Transit-Capital Grant zero div* 452 14,467,000 - 1,100 - - 14,974,100 - 583,700 15,558,900 (1,091,900) 776,700 (315,200) Storm Sew Maint* 481 1,431,600 300,000 1,745,300 (4,800) - 558,300 - 830,600 3,129,400 (1,397,800) 692,100 (705,700) Total Proprietary 100,928,300 5,463,400 75,866,600 (4,228,200) 4,113,600 29,107,200 - 12,032,900 116,892,100 (10,500,400) 106,415,100 95,914,700 Internal ServiceFleet Maintenance 501 1,500 - 7,117,700 (7,282,900) - 17,900 - 15,200 (132,100) 133,600 - 133,600 Vehicle Replace 502 - - 26,600 (943,900) - 706,500 - 934,200 723,400 (723,400) 5,256,100 4,532,700 PD Meas T 503 - - 3,000 (117,400) - - - 117,500 3,100 (3,100) 577,700 574,600 Fire Meas T 504 - - 900 (32,500) - - - 32,500 900 (900) 1,400,600 1,399,700 Measure N-Vehicle Replacement 505 - - 900 (267,700) - - - 267,700 900 (900) 1,320,800 1,319,900 Information Services 511 47,400 - 3,826,900 (2,921,800) - 262,000 - 671,300 1,838,400 (1,791,000) 4,018,400 2,227,400 Risk Prop Ins 551 4,292,500 - 5,298,700 (838,500) - - - - 4,460,200 (167,700) 3,078,900 2,911,200 Risk Personnel Ins 552 15,494,600 - 15,049,800 - - - - - 15,049,800 444,800 3,972,800 4,417,600 Risk Work Comp 553 2,310,000 - 2,884,700 (700) - - - - 2,884,000 (574,000) 3,229,300 2,655,300 Total Internal Service 22,146,000 - 34,209,200 (12,405,400) - 986,400 - 2,038,400 24,828,600 (2,682,600) 22,854,600 20,172,000 Grand Total - 2024-25 290,941,000 7,463,400 241,972,600 (33,665,500) 5,550,600 60,213,900 7,214,200 14,071,300 295,357,100 3,047,300 223,232,600 226,279,900 * Note: Enterprise Funds ending cash includes depreciation as an expense, which is a non cash transaction as shown in the ACFR.** Note: These funds receive a General Fund transfer which does not include depreciation. Depreciation is a non cash transaction.

Uses
Note: Several funds have large cash balances set aside for specific expenses. For example: Risk Worker's Comp fund (553) has cash set aside for current claims and is required to hold a minimum amount for catastrophic events.

Sources
55 2-8
Fund Summary - Fiscal Year 2025-26
Beg. Avail. Ending Avail.

Revenues Fund/Cash Fund/Cash
Over/ (Under) Balance Balance
Funds Revenues Transfers In Operations Reimbursements Debt Service Capital Transfers Out Depreciation Total Uses Expenditures 07/01/25 06/30/26 General FundGeneral Fund 001 102,412,400 - 105,878,400 (16,821,700) - 3,582,400 6,151,100 - 98,790,200 3,622,200 5,971,300 9,593,500 Police Unclaimed Funds 012 22,000 - 100 - - - - - 100 21,900 211,200 233,100 Total General Fund 102,434,400 - 105,878,500 (16,821,700) - 3,582,400 6,151,100 - 98,790,300 3,644,100 6,182,500 9,826,600 Special RevenueGas Tax 111 3,990,500 - 1,493,300 - - 3,039,100 - - 4,532,400 (541,900) 545,600 3,700 SB1 RMRA 113 3,566,200 - 2,600 - - 3,600,000 - - 3,602,600 (36,400) 795,200 758,800 PD PS ST (Meas T) 121 5,606,700 - 5,149,400 - - - 151,400 - 5,300,800 305,900 8,149,500 8,455,400 Fire PS ST (Meas T) 122 3,816,500 - 3,530,800 (4,000) - - - - 3,526,800 289,700 6,500,200 6,789,900 Measure R Local 131 4,129,100 - 37,200 - - 5,047,700 - - 5,084,900 (955,800) 1,605,300 649,500 Measure R Trailways 132 100,000 - - - - 100,000 - - 100,000 - 136,300 136,300 Measure R Regional 133 670,000 - - - - 670,000 - - 670,000 - 492,400 492,400 CASp Certif & Trng Fund 138 95,100 - 22,300 - - - - - 22,300 72,800 666,300 739,100 Measure N-Police,Rds,Fire,Rec 141 16,794,400 - 10,865,500 - - 4,092,400 - - 14,957,900 1,836,500 14,211,500 16,048,000 Measure N-Maint & Emergency 142 1,514,500 - 11,000 - - 1,243,000 - - 1,254,000 260,500 6,760,200 7,020,700 Measure N-2% Youth 143 376,400 - 288,600 - - - - - 288,600 87,800 1,508,400 1,596,200 Golf Course 151 279,700 - 64,300 - - - - - 64,300 215,400 892,300 1,107,700 Baseball 157 90,000 375,400 265,400 - - - - - 265,400 200,000 229,500 429,500Kaweah Lake 223 395,400 - 21,200 - - - 300,000 - 321,200 74,200 756,100 830,300 Ground Water Recharge 224 1,296,600 - 303,400 - - 442,000 - - 745,400 551,200 2,310,500 2,861,700 Waterways Maint 251 331,300 - 329,800 - - - - - 329,800 1,500 2,200 3,700 Perm Local Housing (PLHA) Fun 258 540,800 - 540,800 - - - - - 540,800 - 475,800 475,800 Spec Serv Dist NE 271 156,400 - 211,900 - - - - - 211,900 (55,500) (52,000) (107,500) Spec Serv Dist Open Sp 272 13,400 - 33,900 - - - - - 33,900 (20,500) (472,900) (493,400) Spec Serv Dist L&L 273 5,962,000 - 3,898,100 - - 607,000 - - 4,505,100 1,456,900 15,815,600 17,272,500 CDBG 311 1,401,200 - 668,100 - - 671,000 - - 1,339,100 62,100 - 62,100 Cal Home Grant 318 1,400 - 1,600 - - - - - 1,600 (200) 7,900 7,700 HOME 321 732,300 - 363,000 - - 289,000 - - 652,000 80,300 - 80,300 RDA/HED Revolving 324 - - 251,500 (251,500) - - - - - - - - Vehicle Abatement 338 43,600 - 90,700 - - - - - 90,700 (47,100) 205,200 158,100 RDA - Succesor Agency 361 1,174,900 - 342,600 - 157,500 - - - 500,100 674,800 672,800 1,347,600 RDA - Successor Agency Housing 362 7,000 - 354,700 - - - - - 354,700 (347,700) 258,100 (89,600) PBID 5 375 729,200 - 640,100 - - - - - 640,100 89,100 509,400 598,500 DT Parking Trust 611 92,300 - 6,000 - - - - - 6,000 86,300 4,134,200 4,220,500 Narcotics Forfeiture 621 40,600 - 10,000 - - 30,500 - - 40,500 100 287,900 288,000 Asset Forfeiture 622 10,000 - 10,000 - - - - - 10,000 - 157,400 157,400 ST Target Asset Forfeiture 623 8,600 - 8,600 - - - - - 8,600 - 9,200 9,200 Fed Target Asset Forfeiture 624 5,000 - 5,000 - - - - - 5,000 - 11,700 11,700 Comcl Criminal Appreh 631 400,000 - 339,300 - - - - - 339,300 60,700 121,700 182,400 Total Special Revenue 54,371,100 375,400 30,160,700 (255,500) 157,500 19,831,700 451,400 - 50,345,800 4,400,700 67,703,500 72,104,200 Uses Sources
56 2-9
Fund Summary - Fiscal Year 2025-26
Beg. Avail. Ending Avail.

Revenues Fund/Cash Fund/Cash
Over/ (Under) Balance Balance
Funds Revenues Transfers In Operations Reimbursements Debt Service Capital Transfers Out Depreciation Total Uses Expenditures 07/01/25 06/30/26 Capital ProjectSoftball Development 101 1,200 - 100 - - - - - 100 1,100 7,200 8,300 Civic Center Imp Fee 102 645,300 - 9,500 - - - - - 9,500 635,800 9,445,500 10,081,300 Corp Yard Impact Fee 103 149,600 - 2,100 - - - - - 2,100 147,500 1,343,200 1,490,700 Library Impact Fee 104 41,600 - 1,600 - - - - - 1,600 40,000 75,700 115,700 Police Impact Fee 105 599,200 - 900 - - - 414,800 - 415,700 183,500 418,500 602,000Fire Impact Fee 106 331,000 - 3,600 - - 75,000 - - 78,600 252,400 1,727,000 1,979,400 Recr Facilities 211 2,526,600 - 16,500 - - 8,439,800 - - 8,456,300 (5,929,700) 6,563,600 633,900 Storm Sewer Constr 221 1,339,200 - 32,500 - - 2,976,600 - - 3,009,100 (1,669,900) 3,784,800 2,114,900 Transportation Impact 241 5,679,000 - 46,800 - - 7,766,600 - - 7,813,400 (2,134,400) 7,645,400 5,511,000 Waterways Capital 261 532,300 - 8,200 - - 500,000 - - 508,200 24,100 3,338,700 3,362,800 Transportation 281 4,572,500 - 1,200 - - 6,031,500 - - 6,032,700 (1,460,200) 1,473,200 13,000 N/E Capital Improv 291 1,600 - 1,100 - - - - - 1,100 500 14,500 15,000 Total Capital Project 16,419,100 - 124,100 - - 25,789,500 414,800 - 26,328,400 (9,909,300) 35,837,300 25,928,000 Debt ServiceSA 2005 Refunding COP 397 - 245,100 20,100 - 225,000 - - - 245,100 - 469,900 469,900 2014 COP 398 - 127,100 3,100 - 124,000 - - - 127,100 - - - 2015 COP 399 - 1,155,500 159,100 - 996,400 - - - 1,155,500 - - - Total Debt Service - 1,527,700 182,300 - 1,345,400 - - - 1,527,700 - 469,900 469,900 ProprietaryStorm Sewer Deficiency 222 432,800 - 36,700 - - 340,000 - - 376,700 56,100 39,700 95,800 Wastewater Trunkline 231 1,604,300 - 39,000 - - 3,685,400 - - 3,724,400 (2,120,100) 4,674,700 2,554,600 Sewer Connection 232 1,019,000 - 3,000 - - - - - 3,000 1,016,000 4,384,200 5,400,200 Building Safety* 401 3,698,000 - 4,244,500 (19,400) - 3,400 - 53,600 4,282,100 (584,100) 14,227,700 13,643,600 Animal Control** 406 849,200 1,902,800 2,210,600 - 516,400 25,000 - 172,000 2,924,000 (172,000) (172,000) (344,000) Airport* 411 6,606,800 - 2,178,300 - - 4,196,400 - 417,000 6,791,700 (184,900) 1,078,100 893,200 Conv Center** 413 1,786,900 3,155,900 3,528,900 (28,600) 1,014,600 3,238,700 - 753,400 8,507,000 (3,564,200) (297,800) (3,862,000) WWTP* 431 27,149,900 - 18,244,900 (79,700) 2,706,500 4,605,100 - 5,587,700 31,064,500 (3,914,600) 17,008,800 13,094,200 Utility Service Center 439 221,300 - 2,874,400 (2,627,500) - - - - 246,900 (25,600) (21,400) (47,000) Solid Waste* 441 23,660,200 - 20,571,700 (82,300) - 3,367,800 - 1,589,200 25,446,400 (1,786,200) 23,267,300 21,481,100 Transit* 451 22,522,900 - 22,648,100 (1,444,000) - - - 2,061,700 23,265,800 (742,900) 32,746,300 32,003,400 Transit-Capital Grant zero div* 452 15,604,800 - 1,100 - - 15,751,900 - 583,700 16,336,700 (731,900) (315,200) (1,047,100) Storm Sew Maint* 481 1,458,900 300,000 1,794,800 (4,800) - 187,000 - 830,600 2,807,600 (1,048,700) (705,700) (1,754,400) Total Proprietary 106,615,000 5,358,700 78,376,000 (4,286,300) 4,237,500 35,400,700 - 12,048,900 125,776,800 (13,803,100) 95,914,700 82,111,600 Internal ServiceFleet Maintenance 501 1,500 - 7,346,300 (7,382,900) - 13,100 - 15,200 (8,300) 9,800 133,600 143,400 Vehicle Replace 502 - - 26,600 (943,900) - 1,737,600 - 934,200 1,754,500 (1,754,500) 4,532,700 2,778,200 PD Meas T 503 - - 3,000 (117,400) - 184,800 - 117,500 187,900 (187,900) 574,600 386,700 Fire Meas T 504 - - 900 (32,500) - - - 32,500 900 (900) 1,399,700 1,398,800 Measure N-Vehicle Replacement 505 - - 900 (267,700) - - - 267,700 900 (900) 1,319,900 1,319,000 Information Services 511 47,400 - 4,152,500 (2,921,800) - 540,000 - 671,300 2,442,000 (2,394,600) 2,227,400 (167,200) Risk Prop Ins 551 4,392,500 - 5,397,700 (838,500) - - - - 4,559,200 (166,700) 2,911,200 2,744,500 Risk Personnel Ins 552 15,769,000 - 15,336,900 - - - - - 15,336,900 432,100 4,417,600 4,849,700 Risk Work Comp 553 2,310,000 - 2,884,700 (700) - - - - 2,884,000 (574,000) 2,655,300 2,081,300 Total Internal Service 22,520,400 - 35,149,500 (12,505,400) - 2,475,500 - 2,038,400 27,158,000 (4,637,600) 20,172,000 15,534,400 Grand Total - 2025-26 302,360,000 7,261,800 249,871,100 (33,868,900) 5,740,400 87,079,800 7,017,300 14,087,300 329,927,000 (20,305,200) 226,279,900 205,974,700 * Note: Enterprise Funds ending cash includes depreciation as an expense, which is a non cash transaction as shown in the ACFR.** Note: These funds receive a General Fund transfer which does not include depreciation. Depreciation is a non cash transaction.

Sources
57 2-10

FUND DESCRIPTIONS

FUND STRUCTURE
The accounts of the government are organized and operated on the basis of funds. A fund is an independent fiscal and accounting entity with a self-balancing set of accounts. Fund accounting segregates funds according to their intended purpose and is used to aid management in demonstrating compliance with finance-related legal and contractual provisions. The minimum number of funds maintained is consistent with legal and managerial requirements. The City has the following fund types:
 General Fund
 Capital Project Funds
 Special Revenue Funds
 Debt Service Funds
 Business-Type (Proprietary) Funds
 Internal Service Funds

GENERAL FUND
General Fund – Funds numbered 001-014
The General Fund is used for all the general revenues of the City not specifically levied or collected for other City funds and the related expenditures. The general fund accounts for all financial resources of a governmental unit that are not accounted for in another fund. The primary revenue sources are Sales Tax, Property Tax, and Vehicle License Fees. Funds numbered 002-014 are typically used to reserve General Fund resources for a specific purpose.

SPECIAL REVENUE FUNDS
These funds account for the proceeds from specific revenue sources that are legally restricted to expenditures for specific purposes.

Gas Tax – Fund 111
Established to account for the construction and improvement of streets and roads. Financing is provided by grant funds received from state sales taxes on gasoline. This fund includes monies derived from Sections 2103, 2105, 2106, 2107, and 2107.5 of the Streets and Highways Code. These revenues come from special taxes (excise taxes) on the sale of transportation fuels which are levied in addition to the state sales tax. Allocations are generally distributed based on population and registered vehicles. This fund also receives money from the State Highway Fund which is distributed to each region based on population and road miles. Funds are to be used only for construction, improvements, and maintenance of streets and roads.

SB1 – Fund 113
Established to improve local streets and roads, expand the state's growing network of pedestrian and cycle routes, and increase transit service.
58 2-11
Measure T - Police ¼% Sales Tax – Fund 121
In March of 2004, the citizens of Visalia authorized a ¼ sales tax for public safety. The sales tax is shared 60% for police and 40% for fire and is tracked in 2 separate funds. This fund is Police’s portion of the Public Safety Sales Tax revenue and is governed by a plan. Annually, the City Manager certifies the plan to the City Council stating the uses of the monies follow the plan guidelines as presented to the voters. The principal use of these monies is for police operations. An economic uncertainty reserve is funded annually, the balance of which is to be 25% of annual revenues.

Measure T - Fire ¼% Sales Tax – Fund 122
In March of 2004, the citizens of Visalia authorized a ¼ sales tax for public safety. The sales tax is shared 60% for police and 40% for fire and is tracked in 2 separate funds. This fund is Fire’s portion of the Public Safety Sales Tax revenue and is governed by a plan. Annually, the City Manager certifies the plan to the City Council stating the uses of the monies follow the plan guidelines as presented to the voters. The principal use of these monies is for fire operations. An economic uncertainty reserve is funded annually, the balance of which is to be 25% of annual revenues.

Measure R - ½% Sales Tax – Transportation Programs – Local - Fund 131 In November 2006, the voters of Tulare County authorized a ½ cent sales tax for transportation. This sales tax is shared within the County and an Oversight Committee was formed to ensure that the revenues and expenditures are spent as per the Measure. This portion, 35% of the total, is for local transportation projects.

Measure R - ½% Sales Tax – Transportation Programs – Transit / Bike / Pedestrian - Fund 132 In November 2006, the voters of Tulare County authorized a ½ cent sales tax for transportation. This sales tax is shared within the County and an Oversight Committee was formed to ensure that the revenues and expenditures are spent as per the Measure. This portion, approximately 15% of the total, is for transit, bike, and pedestrian transportation projects.

Measure R - ½% Sales Tax – Transportation Programs – Regional - Fund 133 In November 2006, the voters of Tulare County authorized a ½ cent sales tax for transportation. This sales tax is shared within the County and an Oversight Committee was formed to ensure that the revenues and expenditures are spent as per the Measure. This City receives monies for regional projects based on a voter approved project list. This fund has no new appropriations included in this budget.

CASP Program – Fund 138
Established to account for the additional $1 assessed to all business licenses as required by the State of California SB 1186. SB 1186 adds new rules and protections for business owners related to access compliance requirements set forth under the ADA, the California Building Code, and SB 1608.

Measure N – Essential Services Sales Tax – Fund 141, 142, 143, 144 In November of 2016, the citizens of Visalia authorized a ½ sales tax for essential city services such as police and fire, and maintenance of parks and roads. The measure uses a detailed, 10-year plan which includes hiring of personnel, construction of capital projects, and equipment purchases. Fund 144, which functions as the economic uncertainty reserve for Measure N has no new appropriations included in this budget.
59 2-12
Golf Course – Fund 151
Established to account for major repairs to buildings and equipment (i.e. heating/cooling equipment) located at the Golf Course. Revenue is collected through the lease of the Golf Course property to Course Co.

Baseball – Fund 157
Established to account for the operations of a professional baseball team that operates in the City.

Kaweah Lake and Local Storm Water Maintenance – Fund 223 Kaweah Lake Project and Local Storm Water Maintenance revenues are derived from a portion of the monthly storm sewer user fees. This fund receives $.66 of the $2.68 monthly storm sewer fee and funds are to be only used for the enlargement & maintenance of Kaweah Lake and have been expanded to include the maintenance of local stormwater channels by a successful ballot election that concluded on March 18, 2013.

Groundwater Recharge – Fund 224
Established to account for a small monthly operating charge levied against users of the system.

Revenue is derived from a portion of the monthly City utility bill. The fees for this fund are based on the size of the water service line which ranges from $.61 to $70.12 a month. In 2002, the City Council adopted the additional fee as part of an agreement with Tulare Irrigation District and Kaweah Delta Water Conservation District for the acquisition of water and other activities to improve groundwater levels and increase the supply of water to the City.

Waterways Maintenance – Fund 251
Established to account for the maintenance of the setback areas along designated waterways. This fund receives $.51 of the $2.68 monthly fee that is charged through the utility bill.

Permanent Local Housing Allocation (PLHA) – Fund 258
Created by housing legislation passed in 2017 to address the shortage of affordable housing in California. This program receives 70% of the revenue generated by a new $75 recording fee on real estate documents. All PLHA activities are required to be used for housing low-income citizens of Visalia and planned activities must be limited to those eligible under program guidelines.

Special Service District: Northeast – Fund 271
Established to account for the maintenance of landscape in the Northeast portion of the City.

Revenue is collected from fees charged in that district.

Special Service District: Open Space – Fund 272
Established to account for the maintenance of landscape districts throughout the City. Revenue is collected from fees charged throughout the City. The fees are collected and expended by the district. 60 2-13
Special Service District: Lighting & Landscape Maintenance Assessment Districts – Fund 273 Established to account for the maintenance of landscape districts throughout the City. Revenue is collected from fees charged throughout the City. The fees are collected and expended by the district.

Community Development Block Grant (CDBG) – Fund 311
Established to account for the annual grant proceeds from HUD to improve housing and community projects in qualifying areas of the City. Revenues provided are an entitlement through the Department of Housing and Urban Development (HUD). The CDBG program is authorized under Title 1 of the National Affordable Housing Act. The primary objective of the CDBG program is the development of a viable urban community through the provision of decent housing, a suitable living environment, and economic opportunity, principally for low- and moderate-income persons.

Cal Home Program – Fund 318
A grant from the California Department of Housing and Community Development to administer a mortgage assistance program.

HOME Program – Fund 321
Established to account for Housing and Urban Development HOME grants. These funds are used to improve housing in Visalia for those meeting the grant’s requirements.

CDBG/Housing Revolving – Fund 324
This fund accounts for the administrative activities of the CDBG and housing related funds. All costs are allocated to the various project funds.

Neighborhood Stabilization – Fund 331
Established as a separate fund to account for Federal money received to purchase foreclosed properties rehabilitate them and sell them to low to moderate income families.

Vehicle Abatement – Fund 338
Established as a separate fund to account for abandoned vehicle abatement.

Redevelopment Successor Agency – Fund 361
The Successor Agency is responsible for the winding down of the affairs of the dissolved Redevelopment Agency of the City of Visalia (RDA). It is responsible for fulfilling the obligations of the former RDA and is also responsible for revenue collection, maintaining bond reserves, and disposing of excess property. The Successor Agency is overseen by an oversight board which is comprised primarily of representatives of other affected taxing agencies and the City.

Successor Agency Housing – Fund 362
The Successor Agency Housing funds are used to retain the housing assets and functions previously performed by the dissolved Redevelopment Agency (RDA) Low- and Moderate-Income Housing Funds.

The former RDA was required to deposit 20% of any tax increment funds received, into a Low- and Moderate-Income Housing fund.
61 2-14
Property Based Improvement District (PBID) – Fund 375
Established to account for assessments levied on downtown property owners and used to improve the downtown district. The current effective dates for the district are January 1, 2020, through December 31, 2029.

Parking District – Fund 611
Established to account for the acquisition and development of downtown parking facilities.

Revenues are derived from in-lieu fees charged to occupants of new development and expanded uses within the central business district that do not provide the required number of off-street parking spaces. The in-lieu fee is assessed in the amount of $4,787 per required space at the time of building permit issuance. In addition to the in-lieu fees, this fund receives funding from grants, contributions, and Section 108 Loans.

Narcotics Forfeiture – Funds 621, 622, 623 and 624
Established to account for revenues received from narcotics seizures of cash and property as authorized by the Health and Safety Code. Monies deposited in this fund are invested until a court determines whether the money must be returned to the previous owner or the funds are forfeited to the City which may use the seized funds for the recovery of narcotics law enforcement costs associated with the seized funds.

Community Service Grants – Funds 631 and 634
Established to account for federal funds received for the purpose of providing Community Policing, bicycle, and foot patrol in business districts in the City of Visalia. The 634 fund has no new appropriations included in this budget.

CAPITAL PROJECT FUNDS
Capital Project Funds are utilized to account for revenues whose primary purpose is the acquisition or construction of major capital facilities.

Softball Facility Development – Fund 101
Established to account for the financing and improvement and/or development of community softball facilities. Revenues are provided by fees charged to existing softball facility users specifically for future development or improvement.

Public Facility Impact Fee – Funds 102, 103 and 104
Established to defray the cost of public facilities needed (Civic Center, Corporation Yard, and Library) as a result of new development projects. Funding is provided by fees charged to new developments.

Public Safety Impact Fee – Funds 105 (Police) and 106 (Fire) Established to defray the costs of police public safety facilities needed as a result of new development projects. Funding is provided by impact fees charged to new developments. Funds are to only be used for new facilities and equipment, and not for operation and maintenance. 62 2-15
Park & Recreational Facilities – Fund 211
Established to account for the acquisition and development of parks and open space. Developers pay impact fees in lieu of providing parks and open space. Funds are to be used only for open space acquisition and providing parks and other recreational facilities.

Storm Sewer Construction – Fund 221
Established to account for the acquisition and installation of storm drain systems. Financing is provided by a specific storm sewer impact fee charged at the time of new developments. Funds are to be used only for the construction of new storm sewer lines to implement the Storm Sewer Master Plan.

Transportation Impact – Fund 241
Established to account for the expenditures for streets, roads, and bike paths. Revenues are provided by impact fees from new developments. Funds can only be used for new street improvements related to growth.

Waterways – Fund 261
Established to account for the acquisition and landscaping of development buffers along designated waterways Revenues are derived from developer impact fees. Funds are restricted for the acquisition of development setbacks along waterways designated in the Visalia General Plan and the restoration of riparian vegetation.

Transportation – Fund 281
Established to account for the expenditures for streets, roads, transit, and bike facilities. Revenues are derived from a 1/4 cent of statewide sales tax collected and returned to each County in compliance with the Local Transportation Development Act. The first priority of funds is public transit (buses); remaining monies, as well as various discretionary revenues, may be used for road and street purposes, including bike/pedestrian facilities. This fund also receives monies from the Tulare County Association of Government (TCAG), State Transportation Improvement Program (STIP), and Congestion Mitigation and Air Quality (CMAQ) grants. These monies are to be used only for approved transportation projects.

Northeast Area Capital Improvement – Fund 291
Funded by fees collected on Northeast properties at the time of building permit issuance. Monies can only be used for improvements specified in the Northeast Area Master Plan.

DEBT SERVICE FUNDS
The Debt Service funds are used to account for financial resources to be used for the payment of principal and interest on long-term debt.

East Visalia Redevelopment Tax Allocation Bond – Fund 397 Established to account for the payment of the East Visalia Redevelopment Tax Allocation Bonds.

There are no new appropriations for this fund included in the budget.

Visalia Public Financing Authority Bond (VPFA) – Fund 398 Established to account for the payment of the VPFA 2014 Refunding Certificates of Participation. 63 2-16
2015 Certificates of Participation (COP) – Fund 399
Established to account for the payment of the 2015 COP which is split between Convention Center debt (26.7%), General Fund debt (37.4%), Measure T debt (9.6%), and Police Impact Fees debt (26.3%).

DEBT SERVICE FUNDS – WITHOUT CITY COMMITMENT
Although the City assisted in the issuance of the following debts, it is not obligated in any way to repay these debts which are not reflected in the City financial statements. There are no new appropriations included in this budget for the following debt service funds.

Village West – Fund 382
Established to account for property assessments levied to pay for street improvements in a specific subdivision. The City issued a $72,020 bond for the unpaid assessments levied upon the special assessment district. The City then purchased the bonds for the City’s cash portfolio. The bonds yield 6% and mature in 2022 and were for the construction of the improvements.

Orchard Walk Underground – Fund 383
Established to account for property assessments levied to pay for underground utilities in a specific area. The City issued a $675,000 bond for the unpaid assessments levied upon the special assessment district. The City then purchased the bonds for the City’s cash portfolio. The bonds yield 6.75% and mature in 2025 and were for underground improvements.

BUSINESS TYPE (PROPRIETARY) FUNDS
These funds account for City operations financed and operated in a manner similar to a private business enterprise. The intent of the City is that the costs and expenses, including depreciation, of providing goods or services be primarily financed or recovered through user charges. All operational activities, providing goods or services including but not limited to administration, operations, maintenance, financing and related debt services, billing, and collections are accounted for in the respective funds.

Operating and capital expenditures are only to be spent on the specific activities of the individual funds.

Storm Sewer Deficiency – Fund 222
Established to account for operating charges to users to improve the storm sewer system. Revenue is derived from a portion of the monthly storm sewer user’s fees. This fund receives $.67 of the $2.68 monthly storm sewer fee. Funds are to be used for the construction of storm sewer facilities to correct existing deficiencies as identified in the Storm Sewer Master Plan.

Wastewater Trunkline – Fund 231
Established to account for major trunk line extensions, part of the wastewater collection system.

Revenues are derived from Sanitary Sewer and Trunk Line Connection Fees. Funds are to be used only for new sanitary sewer trunk line construction, and not for operation and maintenance.

Sewer Connection – Fund 232
Established to account for residential and commercial development impact fees. Revenues are derived from Treatment Plant connection fees. They are to be used only for Treatment Plant expansions. Funds are not to be used for operation and maintenance. 64 2-17
Building Safety – Fund 401
Established to account for the Building Safety operations of the City. Revenues are provided by fees charged for a Building Permit.

Animal Control – Fund 406
Established to account for the operations of the Animal Control Facility that operates in the City.

Airport – Fund 411
Established to account for the operations of the Visalia Municipal Airport. The Federal Aviation Administration Airport Improvement Program (FAA-AIP) provides 90% grant funding for approved capital projects. This fund also receives revenues from airport user fees, such as aviation fuel sales, hangar rentals, and leases of land and buildings. These revenues are also used for the Airport’s 10% match on FAA grant funded projects.

Convention Center – Fund 413
Established to account for operations of the Convention Center. Revenues are provided by fees charged for the Convention Center services and by operating transfers from the General fund.

Wastewater Operations – Fund 431
Established to account for the treatment and disposal of wastewater. Revenue is provided by user charges, impact fees, and limited grant funding. The Waste Water treatment plant is located west of the Airport and across Highway 99.

Utility Billing – Fund 439
Established to account for the City’s utility billing operations.

Solid Waste – Fund 441
Established to account for the operations of collecting and disposing of solid waste. Revenue is provided by user charges and limited grant funding.

Transit – Fund 451
Established to account for the operations of the City’s transit activities. Revenue is provided by state transportation funds, federal grants, and passenger fares.

Transit Capital – Fund 452
Established to account for the operations of the City’s transit capital activities. Revenue is provided by state transportation funds, federal grants, and passenger fares.

Storm Sewer Maintenance – Fund 481
Established to account for the operations of the City’s storm and sewer drain activity. Revenue is provided by charges to users.

INTERNAL SERVICE FUNDS
Internal Service Funds are used to finance and account for activities and services performed by a designated department within the City to another department in the City on a cost reimbursement basis. 65 2-18
Fleet Services – Fund 501
Established to account for the maintenance and fueling of assigned vehicles and related equipment in use by the various City Departments and for specification writing on vehicle acquisitions or replacements.

Vehicle Replacement – Fund 502
Established to account for the acquisition of City vehicles. Replacement vehicles are purchased through this fund. New vehicles added to this fleet (not replacing an existing one) are considered Contributed Capital to the Vehicle Replacement fund.

Vehicle Replacement – Measure T Police – Fund 503
Established to account for the acquisition of Police Measure T vehicles. Replacement vehicles are purchased through this fund. New vehicles added to this fleet (not replacing an existing one) are considered Contributed Capital to the Vehicle Replacement Measure T Police fund.

Vehicle Replacement – Measure T Fire – Fund 504
Established to account for the acquisition of Fire Measure T vehicles. Replacement vehicles are purchased through this fund. New vehicles added to this fleet (not replacing an existing one) are considered Contributed Capital to the Vehicle Replacement Measure T Fire fund.

Vehicle Replacement – Measure N – Fund 505
Established to account for the acquisition of Measure N vehicles. Replacement vehicles are purchased through this fund. New vehicles added to this fleet (not replacing an existing one) are considered Contributed Capital to the Vehicle Replacement Measure N fund.

Information Services – Fund 511
Established to account for the acquisition, maintenance, and upgrade of the City’s computer operations. Computer users are charged a fee for the systematic replacement of computer and communication equipment and technology, including Geographic Information Systems and Telephone Services.

Risk Management – Fund 551
Established to account for the self insured and purchased insurance for the City’s various types of insurance including liability, unemployment, property, and employee bonds.

Health Benefits – Fund 552
Established to account for the self insured and purchased insurance for the City’s health plan.

Workers Compensation – Fund 553
Established to account for the self insured and purchased insurance for the City’s worker’s compensation plan.

Post-Employment Benefits – Fund 554
Established to account for health care benefits for retirees and future retirees. Revenues come from charges to retirees and City contributions. This fund has no new appropriations included in this budget. 66 2-19
Compensated Absences – Fund 571
Established to account for the long-term portion of the compensated absences liability in the governmental fund. This fund has no new appropriations included in this budget. 67 2-20

FUND SUMMARIES
68 2-21

GENERAL FUND SUMMARY
2021-22 2022-23 2023-24 2023-24 2024-25 2025-26

GENERAL FUND SUMMARY ACTUALS ACTUALS BUDGET PROJECTED PROPOSED PROPOSED

RESOURCES

REVENUES
NON DEPARTMENTAL 85,753,236 88,900,739 82,766,700 89,618,900 90,268,100 91,543,300 ADMINISTRATION 650 597 400 600 600 600
ADMINISTRATIVE SERVICES 1,720 88,666 2,900 1,900 1,900 1,900 FINANCE & TECHNOLOGY 2,298,327 3,834,869 3,505,200 3,813,800 3,846,900 3,880,300 PLANNING/COMMUNITY PRESERVATION 592,751 550,384 442,200 431,200 464,200 464,200 ENGINEERING & BUILDING DEPARTMENT 1,927,996 1,021,963 1,109,900 1,045,400 1,025,900 1,025,900 PUBLIC WORKS 236,489 167,118 191,900 181,300 182,100 182,900 FIRE 1,744,321 1,603,692 947,300 1,576,600 1,328,100 1,328,100 POLICE 2,878,311 4,492,680 2,552,300 3,034,400 2,746,900 2,812,000 PARKS & RECREATION 1,969,140 1,016,878 1,816,200 1,042,100 1,155,000 1,173,200 TOTAL REVENUES 97,402,941 101,677,586 93,335,000 100,746,200 101,019,700 102,412,400

REIMBURSEMENTS
NON DEPARTMENTAL 572,296 565,191 566,400 565,200 565,200 565,200 ADMINISTRATION 2,083,679 2,138,809 2,423,100 2,342,800 2,360,600 2,378,300 ADMINISTRATIVE SERVICES 1,125,896 1,350,423 1,170,200 1,184,600 1,190,300 1,190,400 FINANCE & TECHNOLOGY 3,030,640 2,739,890 2,999,200 2,740,000 2,745,500 2,745,500 PLANNING/COMMUNITY PRESERVATION 491,705 557,325 477,700 613,100 613,100 613,100 ENGINEERING & BUILDING DEPARTMENT 2,563,131 2,625,059 2,436,000 2,622,900 2,723,400 2,728,400 PUBLIC WORKS 2,661,679 3,054,146 3,013,100 2,858,200 2,902,200 2,912,900 FIRE 602 2,027 2,500 2,100 2,100 2,100
POLICE 3,515 564 - 1,100 - -
PARKS & RECREATION 3,131,945 3,218,690 2,638,500 3,675,300 3,682,800 3,685,800 TOTAL REIMBURSEMENTS 15,665,088 16,252,124 15,726,700 16,605,300 16,785,200 16,821,700 TOTAL RESOURCES 113,068,029 117,929,710 109,061,700 117,351,500 117,804,900 119,234,100

EXPENDITURES

SALARIES AND BENEFITS
ADMINISTRATION 1,121,272 1,111,303 1,156,400 1,162,000 1,244,800 1,304,500 ADMINISTRATIVE SERVICES 986,577 1,076,821 1,410,700 1,218,800 1,492,500 1,553,100 FINANCE & TECHNOLOGY 2,347,389 2,569,542 2,656,100 2,594,100 3,026,600 3,127,700 PLANNING/COMMUNITY PRESERVATION 1,958,622 1,925,134 2,090,200 2,015,000 2,337,700 2,473,900 ENGINEERING & BUILDING DEPARTMENT 3,921,658 4,233,759 4,810,400 4,153,200 5,231,400 5,467,700 PUBLIC WORKS 1,885,194 2,075,732 2,529,900 2,287,700 2,570,400 2,686,400 FIRE 13,223,096 14,144,789 13,591,800 14,084,200 14,908,700 15,375,900 POLICE 27,251,026 28,680,252 30,952,300 29,193,000 32,893,700 34,287,500 PARKS & RECREATION 4,306,201 4,728,562 5,852,500 5,207,900 6,670,900 7,055,400 TOTAL SALARIES AND BENEFITS 57,001,035 60,545,894 65,050,300 61,915,900 70,376,700 73,332,100 69 2-22
2021-22 2022-23 2023-24 2023-24 2024-25 2025-26

GENERAL FUND SUMMARY ACTUALS ACTUALS BUDGET PROJECTED PROPOSED PROPOSED

OPERATING EXPENDITURES
NON DEPARTMENTAL 799,347 1,218,154 800,000 949,900 897,400 910,400 ADMINISTRATION 2,050,647 2,231,949 2,499,400 2,219,100 2,351,500 2,312,600 ADMINISTRATIVE SERVICES 172,800 249,618 320,800 291,800 312,700 305,400 FINANCE & TECHNOLOGY 636,792 695,978 870,000 709,100 787,900 790,800 PLANNING/COMMUNITY PRESERVATION 366,369 463,613 381,500 555,400 526,700 534,700 ENGINEERING & BUILDING DEPARTMENT 135,701 230,054 74,992 172,300 81,700 92,400 PUBLIC WORKS 1,701,544 2,059,819 1,915,762 2,085,500 2,264,600 2,316,000 FIRE 1,033,743 1,158,056 1,045,904 1,062,400 1,115,100 1,115,700 POLICE 2,320,367 4,298,590 2,484,229 2,637,100 2,909,800 3,020,000 PARKS & RECREATION 4,152,560 3,801,682 4,604,723 3,834,400 4,251,300 4,417,800 TOTAL OPERATING EXPENDITURES 13,369,870 16,407,513 14,997,310 14,517,000 15,498,700 15,815,800

SERVICES PROVIDED
ADMINISTRATION 86,841 101,999 61,600 96,600 98,200 98,200 ADMINISTRATIVE SERVICES 57,007 83,069 72,000 88,900 89,000 89,100 FINANCE & TECHNOLOGY 19,272 63,170 21,100 63,500 63,900 64,200 PLANNING/COMMUNITY PRESERVATION 160,708 139,290 124,500 147,500 148,800 149,000 ENGINEERING & BUILDING DEPARTMENT 92,621 163,759 95,200 173,400 179,600 185,000 PUBLIC WORKS 441,865 503,471 454,100 512,400 519,500 526,600 FIRE 818,341 684,350 536,900 715,400 731,600 741,600
POLICE 1,662,759 1,962,015 2,213,000 1,985,700 2,000,300 2,015,400 PARKS & RECREATION 818,329 738,702 664,600 794,900 811,000 822,000 TOTAL SERVICES PROVIDED 4,157,743 4,439,825 4,243,000 4,578,300 4,641,900 4,691,100

ALLOCATIONS
NON DEPARTMENTAL 102,836 - 102,900 - - -
ADMINISTRATION 264,942 295,706 266,700 294,300 294,300 294,300 ADMINISTRATIVE SERVICES 143,750 228,973 147,600 192,200 192,200 192,200 FINANCE & TECHNOLOGY 601,745 551,515 609,200 583,100 583,100 583,100 PLANNING/COMMUNITY PRESERVATION 603,682 637,389 613,400 748,400 748,400 748,400 ENGINEERING & BUILDING DEPARTMENT 1,027,956 919,144 1,036,300 1,054,400 1,054,400 1,054,400 PUBLIC WORKS 800,591 841,469 784,300 824,500 824,500 824,500 FIRE 1,292,827 1,560,531 1,316,500 1,606,200 1,606,200 1,606,200 POLICE 4,405,887 4,351,778 4,715,600 4,433,200 4,433,200 4,433,200 PARKS & RECREATION 2,273,780 1,738,010 2,254,300 2,324,800 2,303,100 2,303,100 TOTAL ALLOCATIONS 11,517,996 11,124,515 11,846,800 12,061,100 12,039,400 12,039,400 TOTAL EXPENDITURES 86,046,644 92,517,747 96,137,410 93,072,300 102,556,700 105,878,400 CAPITAL IMPROVEMENTS 1,609,104 3,698,862 1,422,600 3,102,600 2,929,400 3,582,400 INTERFUND TRANSFERS 25,412,281 21,443,083 5,588,300 6,357,600 6,347,500 6,151,100 SURPLUS(SHORTFALL) 0 270,018 5,913,390 14,819,000 5,971,300 3,622,200 70 2-23

GENERAL FUND REVENUES
2021-22 2022-23 2023-24 2023-24 2024-25 2025-26

GENERAL FUND REVENUES ACTUALS ACTUALS BUDGET PROJECTED PROPOSED PROPOSED

NON DEPARTMENTAL
SALES & USE TAXES 45,752,711 46,625,526 44,435,100 46,625,500 46,159,200 46,620,800 TOTAL SALES TAXES 45,752,711 46,625,526 44,435,100 46,625,500 46,159,200 46,620,800 PROP-CURRENT SECURED 13,011,475 14,023,414 13,204,500 14,444,100 14,877,400 15,174,900 PROP-CURRENT UNSECURED 882,004 991,200 804,300 1,020,900 1,051,500 1,072,500 PROP-PRIOR SEC & UNSEC 307,948 295,339 334,200 304,200 313,300 319,600 PYMT IN LIEU OF TAXES 24,153 - 25,600 - - -
PROP-CURR SEC-SUPPLEMTL 219,227 276,952 255,900 285,300 293,900 299,800 REAL PROP TRANSFER TAX 957,264 616,332 705,700 500,000 510,000 520,200 PROP-AIRCRAFT 111,135 186,069 122,500 191,700 197,500 201,500 PROPERTY TAX TRUST FUND 503,129 545,066 546,200 546,200 551,700 563,300 PROP TAX "VLF SWAP" 13,617,850 14,744,536 14,045,400 15,776,700 16,250,000 16,575,000 HOMEOWNERS PROP TAX REL 91,689 89,650 99,800 91,300 92,200 93,100 TOTAL PROPERTY TAXES 29,725,874 31,768,558 30,144,100 33,160,400 34,137,500 34,819,900 FRANCHISE TAX 3,155,645 3,706,843 2,937,400 4,007,800 4,088,000 4,169,800 TRANSIENT LODGING 4,589,179 4,533,774 3,976,500 4,601,800 4,647,800 4,694,300 TOTAL OTHER TAXES 7,744,824 8,240,617 6,913,900 8,609,600 8,735,800 8,864,100 MOTOR VEH LIC IN LIEU T 160,874 145,646 107,900 145,700 147,200 150,100 FEDERAL GRANTS - 59,345 - - - -
STATE GRANTS 966,406 903,226 - 21,000 21,200 21,200
OTHER GRANTS - 94,734 - - - -
REIMB-FEDERAL MISC - 1 - - - -
TOTAL SUBVENTIONS AND GRANTS 1,127,280 1,202,952 107,900 166,700 168,400 171,300 ADMINISTRATIVE FINES 900 1,400 - - - -
PENALTY/OCCUPANCY 6,297 9,202 - 1,900 1,900 1,900
TOTAL FEES AND FINES 7,197 10,602 - 1,900 1,900 1,900
INTEREST EARNINGS 280,394 259,155 380,000 260,000 262,600 262,600 INTERFUND LOAN INTEREST 43,520 93,413 113,400 95,000 96,000 96,000 INTEREST EARNINGS - 209 - - - -
TOTAL USES OF MONEY AND PROPERTY 323,914 352,777 493,400 355,000 358,600 358,600 ST MAINT FEE IN LIEU SU 653,200 653,200 653,200 653,200 659,700 659,700 REBATE REVENUE 525 1,172 1,000 800 800 800
MISC REVENUE 366,552 23,184 15,000 42,500 42,900 42,900 CASH (OVER)/SHORT - 2 - - - -
HANDLNG FEE-PYRL GARNSH 718 885 800 1,000 1,000 1,000
PYRL VOLUNTARY DED FEES 2,202 2,290 2,300 2,300 2,300 2,300 REIMBURSEMENT-OFFICE SUB 1,465 - - - - -
DONATIONS/CONTRIBUTIONS - 18,000 - - - -
TOTAL MISCELLANEOUS 1,024,662 698,733 672,300 699,800 706,700 706,700 SERVICES PROVIDED REIMBURSE 253,400 246,294 247,500 246,300 246,300 246,300 CHARGES-BUILDINGS OCCUP 318,896 318,897 318,900 318,900 318,900 318,900 TOTAL ALLOC/SERV PROV 572,296 565,191 566,400 565,200 565,200 565,200 TOTAL NON DEPARTMENTAL 86,278,758 89,464,956 83,333,100 90,184,100 90,833,300 92,108,500 71 2-24
2021-22 2022-23 2023-24 2023-24 2024-25 2025-26

GENERAL FUND REVENUES ACTUALS ACTUALS BUDGET PROJECTED PROPOSED PROPOSED

ADMINISTRATION
REBATE REVENUE 649 596 400 600 600 600
TOTAL MISCELLANEOUS 649 596 400 600 600 600
SERVICES PROVIDED REIMBURSE 401,200 368,111 625,000 378,000 381,800 385,600 CHARGES-OPERATING ACCOUNT 129,866 206,811 140,000 275,000 285,000 295,000 CHARGES-CAPTL PROJECTS 56,531 6,523 150,000 25,000 25,000 25,000 CHARGES-OTHER-VARIABLE 1,496,082 1,557,364 1,508,100 1,664,800 1,668,800 1,672,700 TOTAL ALLOC/SERV PROV 2,083,679 2,138,809 2,423,100 2,342,800 2,360,600 2,378,300 TOTAL ADMINISTRATION 2,084,328 2,139,405 2,423,500 2,343,400 2,361,200 2,378,900

ADMINISTRATIVE SERVICES
REBATE REVENUE 266 421 300 400 400 400
MISC REVENUE 15 - - - - -
PYRL VOLUNTARY DED FEES 1,439 1,640 2,600 1,500 1,500 1,500 SBITA FINANCING - 86,604 - - - -
TOTAL MISCELLANEOUS 1,720 88,665 2,900 1,900 1,900 1,900 CHARGES-OPERATING ACCOUNT 102,153 47,863 130,000 78,300 83,800 83,900 CHARGES-CAPTL PROJECTS 1,157 945 - 1,200 - -
CHARGES-OTHER-VARIABLE 1,022,585 1,301,614 1,040,200 1,105,100 1,106,500 1,106,500 TOTAL ALLOC/SERV PROV 1,125,895 1,350,422 1,170,200 1,184,600 1,190,300 1,190,400 TOTAL ADMINISTRATIVE SERVICES 1,127,615 1,439,087 1,173,100 1,186,500 1,192,200 1,192,300

FINANCE & TECHNOLOGY
BUS LIC TAX-GENERAL 2,934,437 3,310,174 3,053,400 3,310,200 3,343,300 3,376,700 ADMIN FEES-BUS TAX 72,847 92,403 92,800 90,000 90,000 90,000 BL-APPLICATION FEE 38,424 37,498 33,400 40,000 40,000 40,000 TOTAL OTHER TAXES 3,045,708 3,440,075 3,179,600 3,440,200 3,473,300 3,506,700 A/R-B/L PENALTY 84,355 145,078 75,000 145,100 145,100 145,100 ADMINISTRATIVE FINES (400) (50) - 300 300 300
TOTAL FEES AND FINES 83,955 145,028 75,000 145,400 145,400 145,400 INVESTMENT EARNINGS 188,583 251,363 100,000 125,000 125,000 125,000 RENTS & CONCESSIONS 24,714 26,431 2,300 27,000 27,000 27,000 INTEREST EARNINGS 43,491 40,165 20,000 37,000 37,000 37,000 INVESTMENT GAIN/LOSS (51,129) 30,218 - - - -
FAIR MARKET VALUE GAIN/LOSS (1,080,273) (139,182) - - - - EARNINGS CREDIT - CBB 16,281 16,213 18,500 16,300 16,300 16,300 FACILITIES RENTAL 3,225 2,700 3,600 2,700 2,700 2,700
RENTS & CONCESSIONS (182) - - - - -
RENTS & CONCESSIONS - (765) - - - -
INTEREST EARNINGS - 1,175 - - - -
TOTAL USES OF MONEY AND PROPERTY (855,290) 228,318 144,400 208,000 208,000 208,000 SPEC ASSESS SERVICE FEE 994 441 500 300 300 300
TOTAL CHARGES FOR CURRENT SERVICES 994 441 500 300 300 300 72 2-25
2021-22 2022-23 2023-24 2023-24 2024-25 2025-26

GENERAL FUND REVENUES ACTUALS ACTUALS BUDGET PROJECTED PROPOSED PROPOSED

FINANCE & TECHNOLOGY
VTMD SERVICE FEE 8,349 8,005 6,200 8,100 8,100 8,100
PASSPORT SERVICE FEES - - 75,000 - - -
PASSPORT PHOTO FEE - - 15,000 - - -
REBATE REVENUE 4,826 4,839 5,500 4,800 4,800 4,800
MISC REVENUE 5,350 4,927 1,500 4,300 4,300 4,300
BAD CHECK FEE 870 575 1,000 1,400 1,400 1,400
CASH (OVER)/SHORT (2) (93) - - - -
PYRL VOLUNTARY DED FEES 1,337 1,252 1,500 1,300 1,300 1,300 REIMB CITY EXPENSES 2,231 - - - - -
MISC REVENUE - 1,500 - - - -
TOTAL MISCELLANEOUS 22,961 21,005 105,700 19,900 19,900 19,900 SERVICES PROVIDED REIMBURSE 90,395 186,321 88,000 186,300 186,300 186,300 CHARGES-CAPTL PROJECTS - - - 400 - -
CHARGES-OTHER-VARIABLE 2,939,826 2,552,392 2,909,700 2,552,100 2,558,000 2,558,000 CHARGES-INVEST SERV FEE 419 1,177 1,500 1,200 1,200 1,200 TOTAL ALLOC/SERV PROV 3,030,640 2,739,890 2,999,200 2,740,000 2,745,500 2,745,500 TOTAL FINANCE & TECHNOLOGY 5,328,968 6,574,757 6,504,400 6,553,800 6,592,400 6,625,800

PLANNING/COMMUNITY PRESERVATIO
APPEAL FEE - CODE ENFOR (128) 100 100 300 300 300
ADMINISTRATIVE FINES 46,081 53,817 22,600 48,000 48,000 48,000 PENALTY/LATE CHARGE 27 (59) - - - -
ADMIN FEE-CODE ENFORCEM 16,206 5,873 27,000 14,000 14,000 14,000 COMPLIANCE INSPECTION F 19,247 27,820 22,800 25,100 25,100 25,100 DEMOLITION & ABATEMENT 55,212 44,445 35,000 40,000 40,000 40,000 TOTAL FEES AND FINES 136,645 131,996 107,500 127,400 127,400 127,400 INTEREST EARNINGS 16,807 (56,804) - 10,000 10,000 10,000 TOTAL USES OF MONEY AND PROPERTY 16,807 (56,804) - 10,000 10,000 10,000 POST-OCCUP DEFD ADM FEE 1,104 - 1,100 - - -
MINOR CONDITIONAL USE P 24,616 36,010 25,000 25,000 25,000 25,000 TEMP USE PERMIT 7,847 6,658 9,000 6,700 6,700 6,700
VAR APPLICATION FEE 11,680 7,584 12,000 9,100 9,100 9,100 CHANGE OF ZONE 14,593 4,346 14,500 5,000 5,000 5,000
COND USE PERMIT APP 40,428 51,251 40,000 44,000 44,000 44,000 HOME OC 19,284 17,568 20,000 21,000 21,000 21,000
ENV ASSESSMENT EVAL FEE 37,335 96,939 40,000 14,000 14,000 14,000 ANNEXATIONS 98,211 18,138 - - - -
LOT LINE ADJUSTMENT FEE 11,876 6,753 18,500 15,000 15,000 15,000 GEN PLAN AMEND 12,835 2,675 5,000 3,000 3,000 3,000
ADMINISTRATIVE ADJUST F 3,622 2,290 5,300 (22,000) 3,000 3,000 CUP AMENDMENT 4,903 10,563 2,900 8,000 8,000 8,000
TIME EXTENSIONS 3 1,494 500 500 500 500
SPECIFIC PLAN 26,960 - - - - -
TENATIVE SUBDV FILG FEE 105,193 24,990 72,700 24,000 30,000 30,000 GENERAL PLAN MAINTENANCE FEE 15,931 22,294 12,800 12,500 12,500 12,500 TENATIVE PARCEL MAP FLG 26,320 42,595 30,000 18,000 20,000 20,000 AGRICULTURAL PRESERVE - - - 2,300 2,300 2,300
SPECIAL EVENTS 1,508 3,420 2,000 3,300 3,300 3,300
PLANNING PLAN CK FEE 17,231 11,375 15,000 10,400 10,400 10,400 TOTAL CHARGES FOR CURRENT SERVICES 481,480 366,943 326,300 199,800 232,800 232,800 73 2-26
2021-22 2022-23 2023-24 2023-24 2024-25 2025-26

GENERAL FUND REVENUES ACTUALS ACTUALS BUDGET PROJECTED PROPOSED PROPOSED

PLANNING/COMMUNITY PRESERVATIO
APPEAL 1,928 1,850 1,600 1,700 1,700 1,700
REBATE REVENUE 1,015 1,330 800 1,000 1,000 1,000
MISC REVENUE (45,124) 104,957 6,000 91,300 91,300 91,300 SUBROGATION RECOVERY - 110 - - - -
TOTAL MISCELLANEOUS (42,181) 108,247 8,400 94,000 94,000 94,000 SERVICES PROVIDED REIMBURSE 50,392 60,828 30,000 60,800 60,800 60,800 CHARGES-CAPTL PROJECTS 1,420 310 7,800 300 300 300
CHARGES-OTHER-VARIABLE 439,893 496,187 439,900 552,000 552,000 552,000 TOTAL ALLOC/SERV PROV 491,705 557,325 477,700 613,100 613,100 613,100 TOTAL PLANNING/COMMUNITY PRESE 1,084,456 1,107,707 919,900 1,044,300 1,077,300 1,077,300

ENGINEERING & BUILDING DEPART
COS PARKING PERMIT #1 50 175 - 200 200 200
GRADING PERMITS 620 7,214 - 600 100 100
TOTAL LICENSE AND PERMITS 670 7,389 - 800 300 300
VEHICLE CODE FINES 91,560 88,549 85,000 89,000 89,000 89,000 TOTAL FEES AND FINES 91,560 88,549 85,000 89,000 89,000 89,000 ENCROACHMENT PERMITS 36,372 40,195 27,500 38,000 40,000 40,000 LOT LINE ADJUSTMENT FEE 13,737 6,777 12,000 12,500 13,000 13,000 SUBDIV CHKING & INSPCT 547,835 291,651 430,000 288,000 288,000 288,000 PAR MAP CHKG&INSPC FEE 9,929 - 15,000 20,000 20,000 20,000 SIDWLK/APPRCH INSPC FEE 243,523 270,985 155,000 175,000 175,000 175,000 PARKING LOT INSPEC FEE 783,128 148,879 265,000 300,000 300,000 300,000 FINAL SUBDVSN FILG FEES 13,800 20,344 20,000 20,000 20,000 20,000 FINAL PARCELMAP FLG FEE 21,013 12,065 15,000 14,900 14,900 14,900 RIGHT OF WAY ABANDONMEN 10,893 1,421 3,000 1,500 1,500 1,500 SPEC SERV DISTRICT FEES 5,598 648 2,500 2,500 2,500 2,500 REIMB ENG PLAN CHECK 102,182 73,767 79,000 61,100 61,100 61,100 PL CK REVIEW BY CONSULTANT 30,845 - - 1,100 - -
INSPECTOR OVERTIME FEE 10,635 57,919 - 20,000 - -
TOTAL CHARGES FOR CURRENT SERVICES 1,829,490 924,651 1,024,000 954,600 936,000 936,000 REBATE REVENUE 242 368 400 600 600 600
MISC REVENUE 3,324 1,008 500 400 - -
REIMB CITY EXPENSES 2,711 - - - - -
TOTAL MISCELLANEOUS 6,277 1,376 900 1,000 600 600
SERVICES PROVIDED REIMBURSE 56,480 114,390 33,100 114,400 114,400 114,400 CHARGES-CAPTL PROJECTS 2,029,679 2,057,784 1,925,900 2,057,800 2,058,300 2,063,300 CHARGES-OTHER-VARIABLE 476,972 452,885 477,000 450,700 550,700 550,700 TOTAL ALLOC/SERV PROV 2,563,131 2,625,059 2,436,000 2,622,900 2,723,400 2,728,400 TOTAL ENGINEERING & BUILDING DEPA 4,491,128 3,647,024 3,545,900 3,668,300 3,749,300 3,754,300

PUBLIC WORKS
OTHER FINES 2,475 1,622 - - - -
ADMINISTRATIVE FINES 70,875 51,025 30,000 55,000 55,000 55,000 TOTAL FEES AND FINES 73,350 52,647 30,000 55,000 55,000 55,000 ENCROACH PRMT-MAINT FEE 52,600 16,765 12,000 15,000 15,000 15,000 TOTAL CHARGES FOR CURRENT SERVICES 52,600 16,765 12,000 15,000 15,000 15,000 74 2-27
2021-22 2022-23 2023-24 2023-24 2024-25 2025-26

GENERAL FUND REVENUES ACTUALS ACTUALS BUDGET PROJECTED PROPOSED PROPOSED

PUBLIC WORKS
HIGHWAY MAINT CHARGES 3,000 3,000 3,000 3,000 3,000 3,000 REBATE REVENUE 1,505 1,403 900 800 800 800
MISC REVENUE - 8,147 - 500 500 500
SIDEWALK REPAIRS REV 10,939 2,303 20,000 10,000 10,000 10,000 REIMB CITY EXPENSES 450 - - - - -
SUBROGATION RECOVERY 52,221 43,762 86,000 56,000 56,000 56,000 MISC REVENUE 42,423 39,091 40,000 41,000 41,800 42,600
TOTAL MISCELLANEOUS 110,538 97,706 149,900 111,300 112,100 112,900 SERVICES PROVIDED REIMBURSE 1,022,884 1,160,236 1,055,400 1,169,000 1,214,500 1,225,100 CHARGES-CAPTL PROJECTS 910,532 1,088,948 1,229,400 1,063,900 1,062,400 1,062,500 CHARGES-OTHER-VARIABLE 728,262 804,962 728,300 625,300 625,300 625,300 TOTAL ALLOC/SERV PROV 2,661,678 3,054,146 3,013,100 2,858,200 2,902,200 2,912,900 TOTAL PUBLIC WORKS 2,898,166 3,221,264 3,205,000 3,039,500 3,084,300 3,095,800 FIRE
PROP 172 PS-SALES TAX 519,979 496,221 379,700 486,300 476,600 476,600 TOTAL SALES TAXES 519,979 496,221 379,700 486,300 476,600 476,600 STATE GRANTS 37,188 - - - - -
OTHER GRANTS - 14,648 - - - -

REIMB-FEDERAL MISC - - - - - -
TOTAL SUBVENTIONS AND GRANTS 37,188 14,648 - - - -
BICYCLE LICENSES 38 - - - - -
ALARM PERMITS 8,835 11,724 10,000 10,000 10,000 10,000
TOTAL LICENSE AND PERMITS 8,873 11,724 10,000 10,000 10,000 10,000 OTHER FINES 6,095 14,767 - - - -
APPEAL FEE - CODE ENFOR 500 500 500 500 500 500
ADMINISTRATIVE FINES 290,255 214,460 100,000 218,000 218,000 218,000 UNIFORM FIRE CODE FEE 52,335 102,523 110,000 80,000 80,000 80,000 TOTAL FEES AND FINES 349,185 332,250 210,500 298,500 298,500 298,500 INTEREST EARNINGS 3,275 15,869 - - - -
TOTAL USES OF MONEY AND PROPERTY 3,275 15,869 - - - -
FIRE SFTY INSPECTION 574 2,012 500 500 500 500
FIRE STRIKE TEAM FEES 440,042 254,741 60,000 322,800 100,000 100,000 FALSE ALARM FEES 28,410 23,825 1,000 25,000 25,000 25,000 HAZ MAT RESPONSE (13,878) 20,194 30,000 10,000 10,000 10,000 WEED AND LOT CLEARING 82,500 135,053 140,000 150,000 135,000 135,000 ADMIN FEE - WEED & LOT 48,801 65,414 42,000 65,400 65,400 65,400 FIRE REPORTS 164 113 100 200 200 200
FIRE TRAINING FACILITIE - - 2,000 - - -
TOTAL CHARGES FOR CURRENT SERVICES 586,613 501,352 275,600 573,900 336,100 336,100 REBATE REVENUE 2,483 2,882 2,500 2,700 2,700 2,700
MISC REVENUE 52,770 53,315 49,000 55,200 54,200 54,200
CASH (OVER)/SHORT (60) - - - - -
DONATIONS/CONTRIBUTIONS - 2,500 - - - -
TEMP DISABILITY 84,021 172,933 20,000 150,000 150,000 150,000 LEASE FINANCING 99,993 - - - - -
TOTAL MISCELLANEOUS 239,207 231,630 71,500 207,900 206,900 206,900 SERVICES PROVIDED REIMBURSE 602 2,027 2,500 2,100 2,100 2,100 TOTAL ALLOC/SERV PROV 602 2,027 2,500 2,100 2,100 2,100 TOTAL FIRE 1,744,922 1,605,721 949,800 1,578,700 1,330,200 1,330,200 75 2-28
2021-22 2022-23 2023-24 2023-24 2024-25 2025-26

GENERAL FUND REVENUES ACTUALS ACTUALS BUDGET PROJECTED PROPOSED PROPOSED POLICE
PROP 172 PS-SALES TAX 779,968 744,331 548,400 729,400 714,800 714,800 TOTAL SALES TAXES 779,968 744,331 548,400 729,400 714,800 714,800 ABANDONED VEHICLE TRUST 71,672 102,176 53,000 70,000 71,400 72,800 FEDERAL GRANTS 14,463 37,397 - 67,500 - -
STATE GRANTS 152,232 147,785 190,000 198,000 150,000 150,000 COUNTY GRANTS 16,978 100,338 50,000 50,000 - -
SPEC POL SERV-268 POST 116,078 99,781 75,000 75,000 76,500 78,000 RESTRAINING ORDER ADMIN 1,669 - - 1,800 - -
REIMB-MANDATED COSTS SU 60,293 62,349 50,000 121,000 60,000 61,200 TOTAL SUBVENTIONS AND GRANTS 433,385 549,826 418,000 583,300 357,900 362,000 ALARM PERMITS 37,046 70,291 50,000 45,000 45,900 46,800 TOTAL LICENSE AND PERMITS 37,046 70,291 50,000 45,000 45,900 46,800 VEHICLE CODE FINES 91,560 88,549 138,000 100,000 110,000 110,000 PARKING FINES 92,624 185,492 85,000 165,000 165,000 165,000 OTHER FINES 1,160 676 1,000 1,000 1,000 1,000
TRAFFIC SCHOOL 96 92 100 200 200 200
RED LIGHT VIOLATIONS 8,627 13,110 10,000 10,500 10,500 11,000 LITTER FINES 11 81 200 200 200 200
PROOF OF CORRECTION 37,509 35,296 27,000 30,000 31,000 31,000 DUI TESTING FEES-TUL CO 10,081 9,980 11,700 9,500 9,700 9,900 ADMINISTRATIVE FINES 500 8,410 10,000 5,000 5,000 5,000 COST RECOVERY-DUI 19,414 19,992 25,000 20,000 20,400 20,800 VEHICLE RELEASE FEE 66,666 73,777 75,000 81,000 82,500 82,500 TOTAL FEES AND FINES 328,248 435,455 383,000 422,400 435,500 436,600 SCHOOL REIMB-YOUTH PROG 823,276 879,736 927,000 927,000 953,900 1,011,500 CRIME PREVENTION 936 983 1,200 1,200 1,200 1,200
SPEC POLICE SERV-OTHER 23,672 28,289 22,000 27,000 27,500 28,100 PD-FINGERPRINTS TAXABLE 574 686 500 600 600 600
ROTATIONAL TOW FEES 103,000 99,014 108,500 108,500 108,500 108,500 TOTAL CHARGES FOR CURRENT SERVICES 951,458 1,008,708 1,059,200 1,064,300 1,091,700 1,149,900 REBATE REVENUE 9,247 9,992 5,200 10,200 10,400 10,600
MISC REVENUE 11,157 10,479 25,000 10,500 10,700 10,900
CASH (OVER)/SHORT 50 (29) - - - -
REIMBURSEMENT-OFFICE SUB 1,145 5,650 - 1,700 - -
REIMB CITY EXPENSES 21,584 128,024 - - - -
TEMP DISABILITY 213,682 189,584 63,500 167,600 80,000 80,400

SUBROGATION RECOVERY - - - - - -
LEASE FINANCING 91,344 - - - - -
LEASE FINANCING - 51,968 - - - -
SBITA FINANCING - 1,288,403 - - - -
TOTAL MISCELLANEOUS 348,209 1,684,071 93,700 190,000 101,100 101,900 SERVICES PROVIDED REIMBURSE 3,322 - - - - -
CHARGES-CAPTL PROJECTS 192 564 - 1,100 - -
TOTAL ALLOC/SERV PROV 3,514 564 - 1,100 - -
TOTAL POLICE 2,881,828 4,493,246 2,552,300 3,035,500 2,746,900 2,812,000 76 2-29
2021-22 2022-23 2023-24 2023-24 2024-25 2025-26

GENERAL FUND REVENUES ACTUALS ACTUALS BUDGET PROJECTED PROPOSED PROPOSED

PARKS & RECREATION
REIMB-FEDERAL MISC - 1 - - - -
TOTAL SUBVENTIONS AND GRANTS - 1 - - - -
RENTS & CONCESSIONS 150 - 800 - - -
INTEREST EARNINGS 5,791 - - - - -
SPONSORSHIP (10,220) - 8,600 - 37,000 37,000
ATHLETIC FIELD RENTALS 155,420 127,315 130,000 150,000 155,000 155,000 PARK RENTALS 79,160 76,913 95,000 82,000 83,000 83,000
FACILITIES RENTAL 91,070 110,003 100,000 109,900 109,900 109,900 PLAZA CONCESSIONS - - 2,000 - - -
INTEREST EARNINGS - 5,321 - - - -
FACILITIES RENTAL - (1,735) - - - -
TOTAL USES OF MONEY AND PROPERTY 321,371 317,817 336,400 341,900 384,900 384,900 ADULT SPORTS 102,301 142,170 175,000 147,000 150,000 155,000 YOUTH SPORTS 59,555 139,998 165,000 145,700 150,000 150,000 TEEN PROGRAMS - 132 - 200 200 200
SPECIAL EVENTS 2,645 31,620 84,500 43,500 50,000 52,200 AQUATICS 112,170 98,182 152,000 115,000 125,000 128,000 COMMUNITY PROGRAMS 629,644 154,751 823,000 136,000 172,000 177,000 SENIOR MEALS 71,975 71,626 75,000 73,000 73,000 73,000
TOTAL CHARGES FOR CURRENT SERVICES 978,290 638,479 1,474,500 660,400 720,200 735,400 REBATE REVENUE 4,537 5,716 5,100 4,500 4,500 4,500
MISC REVENUE 3,685 7,432 200 5,300 5,400 5,400
CASH (OVER)/SHORT 1 (29) - - - -
SALES FOR ADS/BROCHURES (1,200) 16,528 - 30,000 40,000 43,000 DONATIONS/CONTRIBUTIONS - 6,960 - - - -
SUBROGATION RECOVERY 16,398 2,448 - - - -
LEASE FINANCING 646,060 - - - - -
LEASE FINANCING - 21,529 - - - -
TOTAL MISCELLANEOUS 669,481 60,584 5,300 39,800 49,900 52,900 SERVICES PROVIDED REIMBURSE 1,613,843 1,417,891 1,118,900 1,432,600 1,440,600 1,443,600 CHARGES-CAPTL PROJECTS 7,532 9,299 8,500 334,200 333,700 333,700 CHARGES-OTHER-VARIABLE 278,407 453,854 278,400 418,500 418,500 418,500 CHARGES-PARKS OCCUP 172,524 158,023 172,500 191,100 191,100 191,100 CHARGES-BUILDINGS OCCUP 1,059,639 1,179,624 1,060,200 1,298,900 1,298,900 1,298,900 TOTAL ALLOC/SERV PROV 3,131,945 3,218,691 2,638,500 3,675,300 3,682,800 3,685,800 TOTAL PARKS & RECREATION 5,101,087 4,235,572 4,454,700 4,717,400 4,837,800 4,859,000 TOTAL REVENUES $ 113,021,256 $ 117,928,739 $ 109,061,700 $ 117,351,500 $ 117,804,900 $ 119,234,100 77 2-30

MEASURE T FUNDS SUMMARY
2021-22 2022-23 2023-24 2023-24 2024-25 2025-26
PD MEAS T - 121 ACTUALS ACTUALS BUDGET PROJECTED PROPOSED PROPOSED POLICE

RESOURCES

REVENUES
SALES & USE TAXES 5,930,439 5,861,495 5,927,800 5,451,200 5,451,200 5,505,700 STATE GRANTS 4,933 13,240 6,000 6,000 6,000 6,000
INVESTMENT EARNINGS 52,161 111,322 20,000 65,000 65,000 65,000 INVESTMENT GAIN/LOSS (7,779) 13,383 - - - -
FAIR MARKET VALUE GAIN/LOSS (161,952) (61,640) - - - -
REBATE REVENUE - - 100 - - -
REIMB CITY EXPENSES - 7,641 - - - -
TEMP DISABILITY 112,425 44,627 33,600 74,400 30,000 30,000 TOTAL REVENUES 5,930,227 5,990,068 5,987,500 5,596,600 5,552,200 5,606,700 TOTAL RESOURCES 5,930,227 5,990,068 5,987,500 5,596,600 5,552,200 5,606,700

EXPENDITURES
SALARIES AND BENEFITS 3,273,962 3,327,126 3,893,000 3,413,900 4,074,300 4,239,500 OPERATING EXPENDITURES 110,292 122,721 94,000 126,500 145,000 147,100 SERVICES PROVIDED 352,822 395,013 256,800 431,400 439,900 448,700 ALLOCATIONS 268,989 304,190 264,900 302,000 308,000 314,100 TOTAL EXPENDITURES 4,006,065 4,149,050 4,508,700 4,273,800 4,967,200 5,149,400 SURPLUS(SHORTFALL) 1,924,162 1,841,018 1,478,800 1,322,800 585,000 457,300 78 2-31
2021-22 2022-23 2023-24 2023-24 2024-25 2025-26
FIRE MEAS T - 122 ACTUALS ACTUALS BUDGET PROJECTED PROPOSED PROPOSED FIRE

RESOURCES

REVENUES
SALES & USE TAXES 3,953,626 3,907,664 3,951,900 3,634,100 3,634,100 3,670,400 STATE GRANTS 3,421 - - - - -
INVESTMENT EARNINGS 66,304 116,887 65,000 66,000 66,000 66,000 INVESTMENT GAIN/LOSS (9,888) 14,052 - - - -
FAIR MARKET VALUE GAIN/LOSS (205,865) (64,721) - - - -
FIRE STRIKE TEAM FEES 100,390 46,760 25,000 55,000 50,000 50,000 HAZ MAT RESPONSE 295 2,295 - - - -
REBATE REVENUE 61 91 200 100 100 100
TEMP DISABILITY 46,094 76,389 5,000 76,200 30,000 30,000 TOTAL REVENUES 3,954,438 4,099,417 4,047,100 3,831,400 3,780,200 3,816,500

REIMBURSEMENTS
SERVICES PROVIDED REIMBURSE 3,162 3,967 4,000 4,000 4,000 4,000 TOTAL REIMBURSEMENTS 3,162 3,967 4,000 4,000 4,000 4,000 TOTAL RESOURCES 3,957,600 4,103,384 4,051,100 3,835,400 3,784,200 3,820,500

EXPENDITURES
SALARIES AND BENEFITS 2,460,087 2,604,955 2,646,500 2,632,000 2,887,000 3,001,000 OPERATING EXPENDITURES 201,983 250,074 215,300 246,100 260,300 263,900 SERVICES PROVIDED 129,549 145,718 94,000 145,800 148,700 151,700 ALLOCATIONS 140,294 107,818 140,800 109,600 111,900 114,200 TOTAL EXPENDITURES 2,931,913 3,108,565 3,096,600 3,133,500 3,407,900 3,530,800 SURPLUS(SHORTFALL) 1,025,687 994,819 954,500 701,900 376,300 289,700 79 2-32

MEASURE N FUNDS SUMMARY
2021-22 2022-23 2023-24 2023-24 2024-25 2025-26
MEASURE N - 141 ACTUALS ACTUALS BUDGET PROJECTED PROPOSED PROPOSED

RESOURCES

REVENUES
SALES & USE TAXES 19,717,002 19,487,895 19,669,500 18,123,700 18,123,700 18,304,900 INVESTMENT EARNINGS 372,013 560,543 200,000 320,000 320,000 320,000 INVESTMENT GAIN/LOSS (55,477) 67,387 9,000 - - -
FAIR MARKET VALUE GAIN/LOSS (1,155,055) (310,377) - - - - REBATE REVENUE 30 58 - - - -
FIRE STRIKE TEAM FEES 77,308 8,857 - 14,500 - -
REBATE REVENUE 144 167 - 200 - -
STATE GRANTS 8,231 16,092 - - - -
REBATE REVENUE 111 - - - - -
REIMB CITY EXPENSES - 34,950 - - - -
TEMP DISABILITY 40,165 15,556 - 14,300 - -
REBATE REVENUE 54 55 - 400 - -
CHARGES-CAPTL PROJECTS 304 - - - - -
TOTAL REVENUES 19,004,830 19,881,183 19,878,500 18,473,100 18,443,700 18,624,900 TOTAL RESOURCES 19,004,830 19,881,183 19,878,500 18,473,100 18,443,700 18,624,900

EXPENDITURES

SALARIES AND BENEFITS
Measure N-Fire 968,656 1,264,547 1,454,700 1,408,800 1,436,700 1,498,800 Measure N-Police 2,961,065 3,562,585 3,696,500 3,743,400 4,825,000 5,167,000 Measure N-Parks/Buildings 259,712 247,846 289,700 217,000 303,600 315,100 Measure N-Recreation 97,701 114,129 107,900 115,500 124,300 131,500 TOTAL SALARIES AND BENEFITS 4,287,134 5,189,107 5,548,800 5,484,700 6,689,600 7,112,400

OPERATING EXPENDITURES
Measure N-Zero 179,838 196,940 253,700 187,900 188,400 193,600 Measure N-Fire 29,276 65,157 44,000 47,700 55,700 55,700 Measure N-Police 230,879 227,509 267,100 246,300 313,800 250,300 Measure N-Parks/Buildings 195,132 219,949 228,200 228,100 232,600 240,600 Measure N-Recreation 647 690 2,800 3,000 3,000 3,000
TOTAL OPERATING EXPENDITURES 635,772 710,245 795,800 713,000 793,500 743,200

SERVICES PROVIDED
Measure N-Zero 6,292 8,408 4,500 - - -
Measure N-Fire 143,846 86,346 56,000 87,000 88,800 90,600 Measure N-Police 114,031 211,328 87,000 149,000 150,000 151,000 Measure N-Parks/Buildings 23,556 66,781 19,300 66,900 68,300 69,700 Measure N-Recreation - 2,407 - 2,400 2,400 2,400
TOTAL SERVICES PROVIDED 287,725 375,270 166,800 305,300 309,500 313,700

ALLOCATIONS
Measure N-Zero 62,150 50,767 62,100 58,600 59,800 61,000 Measure N-Fire 145,680 147,935 146,300 163,200 166,400 169,700 Measure N-Police 222,573 276,764 297,900 299,400 299,400 299,400 Measure N-Parks/Buildings 42,354 39,481 42,300 52,900 53,900 54,900 Measure N-Recreation 9,060 9,554 9,200 8,300 8,400 8,500 TOTAL ALLOCATIONS 481,817 524,501 557,800 582,400 587,900 593,500 TOTAL EXPENDITURES 5,692,448 6,799,123 7,069,200 7,085,400 8,380,500 8,762,800 CAPITAL IMPROVEMENTS 4,218,734 11,599,320 21,357,525 21,353,000 4,088,000 4,092,400 SURPLUS(SHORTFALL) 9,093,648 1,482,740 (8,548,225) (9,965,300) 5,975,200 5,769,700 80 2-33
2021-22 2022-23 2023-24 2023-24 2024-25 2025-26
MEASURE N-MAINT & EMERGENCY - 142 ACTUALS ACTUALS BUDGET PROJECTED PROPOSED PROPOSED

RESOURCES

REVENUES
INVESTMENT EARNINGS 39,506 95,929 15,000 50,000 50,000 50,000 INVESTMENT GAIN/LOSS (5,891) 11,532 - - - -
FAIR MARKET VALUE GAIN/LOSS (122,662) (53,117) - - - -
REBATE REVENUE - 81 - 100 100 100
TOTAL REVENUES (89,047) 54,425 15,000 50,100 50,100 50,100 TOTAL RESOURCES (89,047) 54,425 15,000 50,100 50,100 50,100

EXPENDITURES
OPERATING EXPENDITURES - - 1,521,700 - - -
SERVICES PROVIDED 593 1,439 800 1,400 1,400 1,400
ALLOCATIONS 21,323 12,903 20,200 9,200 9,400 9,600
TOTAL EXPENDITURES 21,916 14,342 1,542,700 10,600 10,800 11,000 CAPITAL IMPROVEMENTS 64,513 447,038 1,559,327 1,559,900 1,186,300 1,244,400 SURPLUS(SHORTFALL) (175,476) (406,955) (3,087,027) (1,520,400) (1,147,000) (1,205,300) 81 2-34
2021-22 2022-23 2023-24 2023-24 2024-25 2025-26
MEASURE N-2% YOUTH - 143 ACTUALS ACTUALS BUDGET PROJECTED PROPOSED PROPOSED

RESOURCES

REVENUES
INVESTMENT EARNINGS 7,719 18,960 4,000 10,000 10,000 10,000 INVESTMENT GAIN/LOSS (1,151) 2,279 - - - -
FAIR MARKET VALUE GAIN/LOSS (23,966) (10,498) - - - -
REBATE REVENUE 17 379 - 300 300 300
TOTAL REVENUES (17,381) 11,120 4,000 10,300 10,300 10,300 TOTAL RESOURCES $ (17,381) $ 11,120 $ 4,000 $ 10,300 $ 10,300 $ 10,300

EXPENDITURES
SALARIES AND BENEFITS 23,078 89,835 88,700 64,800 104,300 109,100 OPERATING EXPENDITURES 82,554 62,299 298,665 125,000 173,100 173,100 SERVICES PROVIDED 351 284 100 300 300 300
ALLOCATIONS 5,510 2,019 8,800 6,100 6,100 6,100
TOTAL EXPENDITURES 111,493 154,437 396,265 196,200 283,800 288,600 TOTAL EXPENDITURES 111,493 154,437 396,265 196,200 283,800 288,600 SURPLUS(SHORTFALL) (128,874) (143,317) (392,265) (185,900) (273,500) (278,300) 82 2-35

BUSINESS TYPE FUNDS SUMMARY
2021-22 2022-23 2023-24 2023-24 2024-25 2025-26
BUILDING SAFETY - 401 ACTUALS ACTUALS BUDGET PROJECTED PROPOSED PROPOSED

RESOURCES

REVENUES
CONSTRUCTION PERMITS 5,667,803 5,061,683 4,865,300 3,300,000 3,366,000 3,433,300 STRONG MOTION FEE (5%) 6,355 2,442 3,400 3,400 3,400 3,400 CBSC FEE-CALIFORNIA BUI 2,899 1,242 1,500 1,200 1,200 1,200 INVESTMENT EARNINGS 160,150 270,863 165,300 200,000 200,000 200,000 INVESTMENT GAIN/LOSS (23,883) 32,562 - - - -
FAIR MARKET VALUE GAIN/LOSS (497,247) (149,979) - - - - BLDG SFTY-SERV FEE-SCHL 65,904 40,180 59,200 50,000 51,000 52,000 TEMP CERT OF OCCUP 5,336 7,848 3,500 7,000 7,000 7,000
SALES OF MAPS & PUBLICA 135 - - - - -
REBATE REVENUE 487 681 200 100 100 100
MISC REVENUE 818 19,248 400 1,000 1,000 1,000
TOTAL REVENUES 5,388,757 5,286,770 5,098,800 3,562,700 3,629,700 3,698,000

REIMBURSEMENTS
SERVICES PROVIDED REIMBURSE 22,480 19,350 28,000 19,400 19,400 19,400 CHARGES-CAPTL PROJECTS 310 - 1,800 - - -
TOTAL REIMBURSEMENTS 22,790 19,350 29,800 19,400 19,400 19,400 TOTAL RESOURCES 5,411,547 5,306,120 5,128,600 3,582,100 3,649,100 3,717,400

EXPENDITURES
SALARIES AND BENEFITS 1,709,817 2,430,998 2,423,000 2,263,000 2,850,900 2,986,000 OPERATING EXPENDITURES 572,878 413,750 602,347 294,700 383,000 366,900 SERVICES PROVIDED 168,121 270,437 126,300 270,800 273,100 275,200 ALLOCATIONS 576,614 630,805 581,200 670,000 670,000 670,000 TOTAL EXPENDITURES 3,027,430 3,745,990 3,732,847 3,498,500 4,177,000 4,298,100 CAPITAL IMPROVEMENTS 168,121 270,437 294,432 438,900 1,033,700 278,600 SURPLUS(SHORTFALL) 2,215,996 1,289,693 1,101,321 (355,300) (1,561,600) (859,300) 83 2-36
2021-22 2022-23 2023-24 2023-24 2024-25 2025-26
ANIMAL CONTROL - 406 ACTUALS ACTUALS BUDGET PROJECTED PROPOSED PROPOSED

RESOURCES

REVENUES
VISALIA LICENSE FEES 137,015 137,367 163,000 118,000 121,500 125,100 OTHER FINES 16,162 9,996 16,100 10,000 10,000 10,000
ADMINISTRATIVE FINES 118,375 46,600 90,000 - 30,000 30,900 PENALTY/LATE CHARGE 13,502 13,425 9,800 10,000 12,000 12,000 PERMIT FEES-ANIMAL CONT 1,153 804 2,500 1,000 1,000 1,000 KENNEL FEES-ANIMAL CONT 24,271 22,433 49,000 15,000 20,000 20,000 FACILITY FEE-SHELTER 57,495 71,818 55,000 67,000 67,000 67,000 VICIOUS HEARING FEE 2,100 - 500 - - -
IMPOUND FEES 11,425 11,235 14,500 8,500 10,000 10,000
OWNER SURRENDER FEES 1,204 3,995 6,600 3,500 3,500 3,500 CIVIL PENALTY FEES-RESTRICTED 7,920 8,185 10,600 6,500 7,500 7,500 TRAP/NEUTER/RELEASE PROGRAM 3,370 3,520 - 3,700 3,700 3,700 DINUBA ANIMAL SERVIES 63,727 65,302 69,300 142,200 205,100 211,300 EXETER ANIMAL SERVICES 79,285 77,458 81,200 154,900 159,500 164,300 FARMERSVILLE ANIMAL SERVICES 82,138 76,380 81,700 152,800 157,400 162,100 TULARE ANIMAL SERVICES 4,095 1,864 29,000 - - -
INVESTMENT EARNINGS 6,242 8,893 7,700 5,000 5,000 5,000 INVESTMENT GAIN/LOSS (931) 1,069 - - - -
FAIR MARKET VALUE GAIN/LOSS (19,379) (4,924) - - - -
SERVICES PROVIDED 12,675 13,726 14,700 9,600 10,500 9,600 REBATE REVENUE 169 204 200 200 200 200
MISC REVENUE 465 972 500 500 500 500
DONATIONS/CONTRIBUTIONS 7,604 4,750 1,800 6,200 5,000 5,500 TOTAL REVENUES 630,082 575,072 703,700 714,600 829,400 849,200 TOTAL RESOURCES 630,082 575,072 703,700 714,600 829,400 849,200

EXPENDITURES
SALARIES AND BENEFITS 985,046 805,338 1,146,200 1,109,000 1,258,600 1,313,100 OPERATING EXPENDITURES 368,205 490,430 424,305 449,000 965,100 968,300 SERVICES PROVIDED 150,256 169,524 131,200 170,400 174,300 177,800 ALLOCATIONS 352,287 449,513 353,900 439,800 439,800 439,800 TOTAL EXPENDITURES 1,855,794 1,914,805 2,055,605 2,168,200 2,837,800 2,899,000 CAPITAL IMPROVEMENTS 174,289 215,937 217,100 256,300 395,400 202,800 SURPLUS(SHORTFALL) (1,400,001) (1,555,670) (1,569,005) (1,709,900) (2,403,800) (2,252,600) 84 2-37
2021-22 2022-23 2023-24 2023-24 2024-25 2025-26
AIRPORT - 411 ACTUALS ACTUALS BUDGET PROJECTED PROPOSED PROPOSED

RESOURCES

REVENUES
FEDERAL GRANTS 1,899,246 174,470 652,500 774,500 409,500 3,706,200 STATE GRANTS - - 32,600 38,500 20,400 185,300
T HANGAR RENTALS 431,823 522,084 475,600 517,900 525,000 535,500 AIRCRAFT TIE DOWNS 19,024 14,083 14,100 13,000 15,000 15,300 HERTZ/CONCESSIONS 25,205 28,397 25,500 26,300 26,700 27,200 LANDING FEES 11,873 10,994 12,300 11,000 12,000 12,200
TERMINAL RENTAL 2,488 2,506 6,500 3,000 9,600 9,600
F B O REVENES 253,329 282,634 276,200 286,000 290,000 295,800 CARGO 159,347 188,642 147,300 182,900 185,000 188,700
FUEL FLOWAGE 26,207 15,282 43,700 13,000 17,000 17,300
AUTO GAS SALES 7,225 - 5,200 - - -
AVIATION FUEL SALES 1,248,706 1,131,781 790,700 1,165,100 1,188,400 1,200,300 AVIATION INTO PLANE SAL 58,204 62,895 83,200 64,000 65,400 66,700 OIL SALES 907 1,708 900 1,500 1,700 1,700
PRIST SALES 1,620 6,986 1,500 7,000 7,000 7,100
INTEREST EARNINGS 73,360 - - - - -
INVESTMENT GAIN/LOSS (684) - - - - -
FAIR MARKET VALUE GAIN/LOSS (14,245) - - - - -
INVESTMENT EARNINGS (IN 4,588 20,115 - - - -
INVESTMENT GAIN/LOSS - 2,418 - - - -
FAIR MARKET VALUE GAINS/LOSS - (11,138) - - - -
RENTS & CONCESSIONS 102,270 112,183 92,400 112,000 114,200 116,500 LEASE LAND-CITY INTERNL 145,117 149,496 139,300 149,500 149,500 152,500 HERTZ/CONCESSIONS - (371) - - - -
F B O REVENES - (27,590) - - - -
CARGO - (27,007) - - - -
RENTS & CONCESSIONS - (9,110) - - - -
LEASE LAND-CITY INTERNL - (5,341) - - - -
INTEREST EARNINGS - 86,418 - - - -
CHARTS AND MAPS - - 100 100 100 100
SOUVINERS 268 878 1,200 500 500 500
MISC SALES - AVIATION 3,341 1,269 4,600 3,000 3,100 3,200 MISC SALES-NON AVIATION 11,079 12,854 10,700 13,400 13,400 13,700 REBATE REVENUE 347 625 600 500 400 400
MISC REVENUE 55 44 - - - -
UTILITY (ELECTRIC) FEE 52,062 53,630 39,200 50,000 50,000 51,000 SUBROGATION RECOVERY 3,398 2,895 - 72,300 - -
TOTAL REVENUES 4,526,160 2,804,730 2,855,900 3,505,000 3,103,900 6,606,800 TOTAL RESOURCES 4,526,160 2,804,730 2,855,900 3,505,000 3,103,900 6,606,800

EXPENDITURES
SALARIES AND BENEFITS 516,951 651,264 631,100 575,245 645,500 670,000 OPERATING EXPENDITURES 1,214,194 1,134,028 762,500 1,079,900 1,144,500 1,175,300 SERVICES PROVIDED 88,441 104,274 84,100 113,600 116,000 117,100 ALLOCATIONS 516,635 626,790 503,300 632,900 632,900 632,900 TOTAL EXPENDITURES 2,336,221 2,516,356 1,981,000 2,401,645 2,538,900 2,595,300 CAPITAL IMPROVEMENTS 361,316 338,422 1,080,284 1,109,800 839,200 4,313,500 SURPLUS(SHORTFALL) 1,828,623 (50,048) (205,384) (6,445) (274,200) (302,000) 85 2-38
2021-22 2022-23 2023-24 2023-24 2024-25 2025-26
CONV CENTER - 413 ACTUALS ACTUALS BUDGET PROJECTED PROPOSED PROPOSED

RESOURCES

REVENUES
CATERING PERMITS 300 - 600 - - -
SERVICE FEES-TICKETS 8,922 10,970 20,000 6,000 7,000 7,500 RENTS & CONCESSIONS 54,163 (7,375) 56,200 - - -
CONFERENCE ROOM RENT 894,095 950,928 965,000 1,000,000 1,020,000 1,040,400 % FOOD SALES 137,545 189,520 161,300 205,000 209,100 213,300 % BAR SALES 103,254 178,378 114,400 114,400 116,700 119,000 % CONCESSIONS 21,988 28,644 9,400 25,000 25,500 26,000
FOOD AND BEVERAGE SERVI 1,578 1,797 1,200 2,000 2,000 2,000 EVENT- IN HOUSE - - 7,900 - - -
FACILITIES-REFRESHMENTS 7,621 8,169 20,800 10,000 10,200 10,400 FACILITIES-TECH TIME 30,388 32,492 31,200 24,000 24,500 25,000 EQUIPMENT RENTAL 334,613 386,603 433,500 395,000 402,900 411,000 SECURITY GUARD 59,522 82,743 67,600 75,000 78,000 79,600 SOFT DRINK SALES 1,794 1,186 1,000 1,500 1,500 1,500
INVESTMENT EARNINGS (IN 3,324 9,499 - - - -
INTEREST EARNINGS 1 1 - - - -
INVESTMENT GAIN/LOSS (496) 1,142 - - - -
FAIR MARKET VALUE GAINS/LOSS (10,322) (5,260) - - - -
SERVICES PROVIDED-SHOWS 16,187 16,852 13,100 11,500 11,700 11,900 TICKETS PRINTING FEE 15,203 23,376 5,000 22,000 25,000 25,500 REBATE REVENUE 580 1,296 1,600 1,300 1,300 1,300
MISC REVENUE 1,858 1,617 - 1,500 1,500 1,500
CASH (OVER)/SHORT (28) (200) - - - -
EVENT CANCELATION FEE 10,528 26,223 - 25,500 25,500 26,000 DISCOUNTED SERVICES (172,314) (197,716) (204,000) (210,000) (215,000) (215,000) MISC REVENUE 45,368 34,814 23,800 23,800 12,200 -
TOTAL REVENUES 1,565,672 1,775,699 1,729,600 1,733,500 1,759,600 1,786,900

REIMBURSEMENTS
SERVICES PROVIDED REIMBURSE 75,201 28,339 50,000 28,300 28,300 28,300 CHARGES-CAPTL PROJECTS - 712 - - - -
TOTAL REIMBURSEMENTS 75,201 29,051 50,000 28,300 28,300 28,300 TOTAL RESOURCES 1,640,873 1,804,750 1,779,600 1,761,800 1,787,900 1,815,200

EXPENDITURES
SALARIES AND BENEFITS (759,607) 2,445,090 1,773,300 1,885,500 2,070,600 2,149,000 OPERATING EXPENDITURES 842,851 1,089,762 937,604 1,049,300 2,042,400 2,047,200 SERVICES PROVIDED 8,972 66,429 9,500 66,500 67,600 68,900 ALLOCATIONS 1,017,268 1,046,000 1,008,100 992,500 1,011,900 1,031,800 TOTAL EXPENDITURES 1,109,484 4,647,281 3,728,504 3,993,800 5,192,500 5,296,900 CAPITAL IMPROVEMENTS 99,231 76,507 61,787 821,400 372,800 3,298,100 SURPLUS(SHORTFALL) 432,158 (2,919,038) (2,010,691) (3,053,400) (3,777,400) (6,779,800) 86 2-39
2021-22 2022-23 2023-24 2023-24 2024-25 2025-26
WWTP - 431 ACTUALS ACTUALS BUDGET PROJECTED PROPOSED PROPOSED

RESOURCES

REVENUES
SEPTAGE RECVG PERMIT 3,459 8,614 4,200 7,100 7,200 7,300 ADMINISTRATIVE FINES - 100 - - - -
SEWER LATERAL INSTALLAT 46,577 23,904 39,900 53,000 50,000 51,000 SEPTAGE RECEIVING FEES 575,648 552,412 609,700 504,600 514,700 525,000 IND WSTE DISCHG PERMITS 3,012 2,788 2,400 2,900 3,000 3,000 UTILITY-PENALTY EARNING 517,220 478,657 495,200 555,600 566,700 578,000 USER CHGS-RESIDENTIAL S 11,517,503 10,933,461 11,154,000 11,213,800 11,438,100 11,666,900 USER CHGS-COMMERCIAL SE 1,980,635 1,747,465 2,103,600 1,727,000 1,761,500 1,796,700 USER CHGS-INDUSTRIAL 5,441,411 5,620,231 3,687,100 5,438,400 5,547,200 5,658,100 USER CHGS-SCHOOLS 370,559 374,140 402,600 388,300 396,100 404,000 USER CHGS-RESTAURANTS 600,890 623,283 692,300 710,000 724,200 738,700 USER CHGS-HOTEL/MOTEL 138,273 138,273 146,200 138,300 141,100 143,900 USER CHGS-LAUNDRY 141,156 144,426 144,800 144,200 147,100 150,000 USER CHGS-CAR WASH 65,017 64,258 64,400 65,900 67,200 68,500 USER CHGS-REST HOMES 147,341 145,562 143,600 141,500 144,300 147,200 USER CHGS-GROCRY W/GRND 205,759 191,816 211,900 193,500 197,400 201,300 USER CHGS-RESD VARIABLE 2,723,405 2,720,287 2,871,600 2,727,600 2,782,200 2,837,800 USER CHGS-MOBL HOME PK 322,626 319,298 336,600 315,400 321,700 328,100 INVESTMENT EARNINGS (IN 957,295 1,465,283 1,155,000 900,000 900,000 900,000 INTEREST EARNINGS 13,589 41,888 20,800 45,000 37,300 33,600 INVESTMENT GAIN/LOSS (142,758) 176,152 (142,700) - - -
FAIR MARKET VALUE GAINS/LOSS (2,978,147) (811,339) - - - - RENTS & CONCESSIONS 17,250 5,000 41,600 20,400 20,400 20,400 REBATE REVENUE 4,537 4,078 253,100 4,100 4,100 4,100
MISC REVENUE 426 149 100 300 300 300
REIMB CITY EXPENSES 18,611 - - - - -
CONTRIBUTION REVENUE 377,273 609,997 - - - -
MISC REVENUE 930,303 883,998 364,100 886,000 886,000 886,000 SCRAP METAL RECYCLING - 351 - 100 - -
TOTAL REVENUES 23,998,870 26,464,532 24,802,100 26,183,000 26,657,800 27,149,900

REIMBURSEMENTS
SERVICES PROVIDED REIMBURSE 69,120 78,007 74,000 78,000 78,000 78,000 CHARGES-CAPTL PROJECTS 2,469 1,710 8,900 1,700 1,700 1,700 TOTAL REIMBURSEMENTS 71,589 79,717 82,900 79,700 79,700 79,700 TOTAL RESOURCES 24,070,459 26,544,249 24,885,000 26,262,700 26,737,500 27,229,600

EXPENDITURES
SALARIES AND BENEFITS 2,394,787 3,001,444 3,728,900 3,391,600 4,134,200 4,317,100 OPERATING EXPENDITURES 9,761,658 10,725,126 9,172,198 11,366,600 14,210,700 14,416,500 SERVICES PROVIDED 1,503,840 1,601,506 1,510,000 1,606,200 1,612,800 1,619,200 ALLOCATIONS 6,299,151 6,219,974 6,282,100 6,175,500 6,180,900 6,186,300 TOTAL EXPENDITURES 19,959,436 21,548,050 20,693,198 22,539,900 26,138,600 26,539,100 CAPITAL IMPROVEMENTS 3,304,912 1,794,243 11,473,948 12,405,300 4,559,700 4,634,600 SURPLUS(SHORTFALL) 806,111 3,201,956 (7,282,146) (8,682,500) (3,960,800) (3,944,100) 87 2-40
2021-22 2022-23 2023-24 2023-24 2024-25 2025-26
UTILITY SERVICE CENTER - 439 ACTUALS ACTUALS BUDGET PROJECTED PROPOSED PROPOSED

RESOURCES

REVENUES
CREDIT CARD CONVENIENCE 169,208 178,461 167,600 183,000 188,500 194,200 INVESTMENT EARNINGS (IN 65 - - - - -
INVESTMENT GAIN/LOSS (10) - - - - -
FAIR MARKET VALUE GAINS/LOSS (202) - - - - -
REBATE REVENUE 70 97 200 200 200 200
BAD CHECK FEE 12,648 18,817 10,300 25,300 26,100 26,900 CASH (OVER)/SHORT (14) (88) - - - -
TOTAL REVENUES 181,765 197,287 178,100 208,500 214,800 221,300

REIMBURSEMENTS
SERVICES PROVIDED REIMBURSE 2,002,205 2,170,194 2,308,000 2,444,000 2,569,400 2,627,500 TOTAL REIMBURSEMENTS 2,002,205 2,170,194 2,308,000 2,444,000 2,569,400 2,627,500 TOTAL RESOURCES 2,183,970 2,367,481 2,486,100 2,652,500 2,784,200 2,848,800

EXPENDITURES
SALARIES AND BENEFITS 1,055,322 1,141,840 1,262,000 1,268,600 1,406,400 1,472,100 OPERATING EXPENDITURES 646,682 736,332 714,600 781,300 783,600 786,700 SERVICES PROVIDED 121,109 148,308 117,700 148,300 148,300 148,300 ALLOCATIONS 374,250 430,923 391,800 467,300 467,300 467,300 TOTAL EXPENDITURES 2,197,363 2,457,403 2,486,100 2,665,500 2,805,600 2,874,400 SURPLUS(SHORTFALL) (13,393) (89,922) - (13,000) (21,400) (25,600) 88 2-41
2021-22 2022-23 2023-24 2023-24 2024-25 2025-26
SOLID WASTE - 441 ACTUALS ACTUALS BUDGET PROJECTED PROPOSED PROPOSED

RESOURCES

REVENUES
FRANCHISE TAX 76,196 69,850 55,000 210,000 100,000 103,000 FEDERAL GRANTS 115,563 250,228 - - - -
STATE GRANTS 55,857 190,914 241,290 483,600 37,000 37,000 C&D PERMIT FEES 172,674 124,851 133,100 148,800 153,300 157,900 UTILITY-PENALTY EARNING 453,886 420,046 384,500 411,900 421,400 431,200 CNG SALES 144,897 159,441 - 152,100 156,600 161,300
USER CHGS-COMMERCIAL SE 129,008 152,210 234,100 152,500 152,600 152,800 INTEREST EARNINGS 85 - - - - -
INVESTMENT EARNINGS (IN 420,236 670,182 523,500 465,000 385,800 346,400 INTEREST EARNINGS 4,695 36,903 1,100 1,100 1,100 1,100
INVESTMENT GAIN/LOSS (62,668) 80,567 - - - -
FAIR MARKET VALUE GAINS/LOSS (1,304,780) (371,085) - - - - S/W SINGLE FAMILY IN 12,099,556 11,845,685 12,776,200 12,210,000 12,332,100 12,455,400 S/W MULTI FAMILY IN 822,409 870,966 806,300 918,300 936,700 955,400 S/W COMMERCIAL IN 6,693,673 6,758,647 6,334,100 6,900,000 7,038,000 7,178,800 S/W COMM REC IN 1,270,506 1,385,949 1,186,900 1,463,000 1,492,300 1,522,100 S/W SPEC HAUL 2/3 YRD 126,033 111,889 151,700 119,000 122,600 126,300 HIGHWAY MAINT CHARGES 15,799 15,799 16,100 16,100 16,600 17,100 SERVICES PROVIDED 43 323 - - - -
REBATE REVENUE 2,346 715 500 600 500 500
MISC REVENUE - - 100 100 100 100
SW RECYCLING FEE 20,455 8,430 - 6,000 6,200 6,400
REIMB CITY EXPENSES 80,612 - 211,300 - - -
SCRAP METAL RECYCLING 14,327 6,226 1,500 7,000 7,200 7,400 TOTAL REVENUES 21,351,408 22,788,736 23,057,290 23,665,100 23,360,100 23,660,200

REIMBURSEMENTS
CHARGES-CAPTL PROJECTS 89,737 82,254 75,200 82,300 82,300 82,300 TOTAL REIMBURSEMENTS 89,737 82,254 75,200 82,300 82,300 82,300 TOTAL RESOURCES 21,441,145 22,870,990 23,132,490 23,747,400 23,442,400 23,742,500

EXPENDITURES
SALARIES AND BENEFITS 6,754,998 6,580,431 7,022,200 6,422,800 7,555,500 7,879,400 OPERATING EXPENDITURES 5,116,421 5,217,423 5,506,865 5,813,800 6,031,400 6,132,000 SERVICES PROVIDED 4,859,545 5,605,448 4,877,400 5,628,200 5,653,400 5,675,800 ALLOCATIONS 2,427,400 2,514,980 1,910,600 2,473,700 2,473,700 2,473,700 TOTAL EXPENDITURES 19,158,364 19,918,282 19,317,065 20,338,500 21,714,000 22,160,900 CAPITAL IMPROVEMENTS 3,383,917 3,500,376 12,489,939 12,709,300 7,260,600 4,388,300 SURPLUS(SHORTFALL) (1,101,136) (547,668) (8,674,514) (9,300,400) (5,532,200) (2,806,700) 89 2-42
2021-22 2022-23 2023-24 2023-24 2024-25 2025-26
TRANSIT - 451 ACTUALS ACTUALS BUDGET PROJECTED PROPOSED PROPOSED

RESOURCES

REVENUES
SALES & USE TAXES 783,200 783,200 783,200 783,200 783,200 798,900 STATE GRANTS 665,832 47,413 847,600 847,600 520,000 520,000 FED TRANSIT ASST-CAP 1,948,208 907,212 - - - -
LOCAL TRANS FD SB325-OP 7,109,800 8,596,363 4,673,300 7,876,700 8,138,200 8,138,200 ST TRANS ASST SB620-OPE 880,357 1,624,497 1,175,000 1,175,000 1,895,000 1,895,000 FED TRANSIT ASST-OPERAT 4,336,581 5,548,994 4,245,700 4,664,600 6,203,000 6,203,000 LOCAL TRANS FD SB325-PL - 1,800 114,400 114,400 - -
FAREBOX SALES 421,008 439,431 481,800 385,000 396,600 404,500 TICKET SALES 556,875 684,300 744,800 699,100 712,100 726,300 SEKI-SHUTTLE SEQ/KINGS 720,772 1,608,032 1,508,600 1,000,000 1,508,600 1,510,000 SEKI 5311 REVENUE - - 67,600 - - -
CNG SALES 804,811 823,136 950,000 850,000 867,000 884,300 CARBON CREDITS 700,291 416,997 572,200 430,000 600,000 618,000 INTEREST EARNINGS 521 - - - - -
SALE OF ADVERTZG SPACE 278,507 183,845 123,400 240,000 244,800 249,700 FACILITIES RENTAL 251,593 235,080 255,600 238,700 243,500 248,400 TROLLEY LEASE FEES 163 2,656 3,200 1,500 1,500 1,500
INVESTMENT EARNINGS (IN 469,290 699,170 439,800 425,000 353,000 317,000 INVESTMENT GAIN/LOSS (69,984) 84,052 - - - -
FAIR MARKET VALUE GAINS/LOSS (1,457,088) (387,136) - - - - INTEREST EARNINGS - 351 - - - -
FACILITIES RENTAL - 821 - - - -
REBATE REVENUE 1,224 1,121 1,000 900 900 900
MISC REVENUE 468 50 - - - -
CASH (OVER)/SHORT (238) (2) - - - -
REIMB CITY EXPENSES 8,251 9,161 3,100 7,000 7,100 7,200 TOTAL REVENUES 18,410,442 22,310,544 16,990,300 19,738,700 22,474,500 22,522,900

REIMBURSEMENTS
SERVICES PROVIDED REIMBURSE 1,102,574 1,442,269 624,200 1,442,300 1,442,300 1,442,300 CHARGES-CAPTL PROJECTS 19,965 1,730 10,400 1,700 1,700 1,700 TOTAL REIMBURSEMENTS 1,122,539 1,443,999 634,600 1,444,000 1,444,000 1,444,000 TOTAL RESOURCES 19,532,981 23,754,543 17,624,900 21,182,700 23,918,500 23,966,900

EXPENDITURES
SALARIES AND BENEFITS 787,843 1,115,165 1,178,500 1,074,700 1,277,400 1,337,100 OPERATING EXPENDITURES 14,646,790 16,414,396 15,326,687 15,986,300 18,714,700 19,988,800 SERVICES PROVIDED 563,146 772,915 391,500 783,300 789,300 795,800 ALLOCATIONS 2,924,332 2,557,192 3,162,500 2,588,100 2,588,100 2,588,100 TOTAL EXPENDITURES 18,922,111 20,859,668 20,059,187 20,432,400 23,369,500 24,709,800 SURPLUS(SHORTFALL) 610,870 2,894,875 (2,434,287) 750,300 549,000 (742,900) 90 2-43
2021-22 2022-23 2023-24 2023-24 2024-25 2025-26
TRANSIT-CAPITAL - 452 ACTUALS ACTUALS BUDGET PROJECTED PROPOSED PROPOSED

RESOURCES

REVENUES
LOCAL TRANS FD SB325-CA 150,498 (419,208) 1,800,000 - - - FED TRANSIT ASST-CAP 1,921,451 - - 6,809,500 - -
CIP FUNDING OTHER GRANTS - - 3,958,000 4,968,000 11,033,000 15,575,000 SEKI-SHUTTLE SEQ/KINGS 322,963 - 339,200 925,300 3,400,800 - INVESTMENT EARNINGS (IN 32,045 73,635 - 40,000 33,200 29,800 INVESTMENT GAIN/LOSS (4,779) 8,852 - - - -
FAIR MARKET VALUE GAINS/LOSS (99,495) (40,772) - - - -
REBATE REVENUE 56 48 - - - -
CONTRIBUTION REVENUE 39,383 3,778 - - - -
TOTAL REVENUES 2,362,122 (373,667) 6,097,200 12,742,800 14,467,000 15,604,800 TOTAL RESOURCES 2,362,122 (373,667) 6,097,200 12,742,800 14,467,000 15,604,800

EXPENDITURES
SERVICES PROVIDED 481 1,105 1,100 1,100 1,100 1,100
ALLOCATIONS 539,148 583,700 152,900 583,700 583,700 583,700 TOTAL EXPENDITURES 539,629 584,805 154,000 584,800 584,800 584,800 CAPITAL IMPROVEMENTS 3,930,064 42,667 19,500,936 16,240,700 14,975,200 15,753,000 SURPLUS(SHORTFALL) (2,107,571) (1,001,139) (13,557,736) (4,082,700) (1,093,000) (733,000) 91 2-44
2021-22 2022-23 2023-24 2023-24 2024-25 2025-26
STORM SEW MAINT- 481 ACTUALS ACTUALS BUDGET PROJECTED PROPOSED PROPOSED

RESOURCES

REVENUES
REIMB-FEDERAL MISC - 1 - - - -
STORM SYSTEM OPERATIONS 1,323,057 1,298,304 1,408,700 1,336,500 1,363,200 1,390,500 INVESTMENT EARNINGS (IN 10,476 15,091 12,400 10,000 8,000 7,200 INVESTMENT GAIN/LOSS (1,562) 1,814 - - - -
FAIR MARKET VALUE GAINS/LOSS (32,525) (8,356) - - - -
REBATE REVENUE 321 551 500 400 400 -
REIMB CITY EXPENSES 3,180 - - - - -
SUBROGATION RECOVERY 1,190 1,995 - - - -
CONTRIBUTION REVENUE 1,567,411 1,818,012 - - - -
MISC REVENUE 59,092 64,115 67,600 60,000 60,000 61,200
TOTAL REVENUES 2,930,640 3,191,527 1,489,200 1,406,900 1,431,600 1,458,900

REIMBURSEMENTS
SERVICES PROVIDED REIMBURSE 173 2,207 - 2,200 2,200 2,200 CHARGES-CAPTL PROJECTS 2,248 2,632 4,400 2,600 2,600 2,600 TOTAL REIMBURSEMENTS 2,421 4,839 4,400 4,800 4,800 4,800 TOTAL RESOURCES 2,933,061 3,196,366 1,493,600 1,411,700 1,436,400 1,463,700

EXPENDITURES
SALARIES AND BENEFITS 684,527 632,716 665,100 662,500 703,900 731,600 OPERATING EXPENDITURES 542,246 494,871 597,800 599,000 623,400 641,800 SERVICES PROVIDED 257,997 282,815 221,200 292,700 300,400 303,800 ALLOCATIONS 998,659 1,003,447 988,400 948,200 948,200 948,200 TOTAL EXPENDITURES 2,483,429 2,413,849 2,472,500 2,502,400 2,575,900 2,625,400 CAPITAL IMPROVEMENTS 435,979 385,359 727,859 440,500 858,700 490,800 SURPLUS(SHORTFALL) 13,654 397,158 (1,706,759) (1,531,200) (1,998,200) (1,652,500) 92 2-45

INTERFUND TRANSFERS
Projected Projected
Transferring Fund Receiving Fund 2024-25 2025-26
General Fund - Interfund Transfers:

Debt Service Fund
VPFA 2014 Certificates of Participation 126,700 127,100 1 VPFA 2015 Certificates of Participation 590,400 589,900 2 Business Type Funds
Animal Control
Operations 1,269,100 1,310,500 3
Capital Projects 221,100 25,000 3
Debt Service 567,300 567,300 3
Visalia Baseball
Operations 218,700 175,400 4
Capital Projects 48,300 4
Capital Projects -Set Aside 200,000 200,000 4
Convention Center
Operations 1,619,000 1,667,500 5
Capital Projects -Set Aside 400,000 400,000 5
Debt Service (2014 & 2015 COP) 1,086,900 1,088,400 5
General Fund Inter-Fund Transfer 6,347,500 6,151,100
emergency reserve transfer
VECC
Special Revenue Fund:

Measure T - Police VPFA 2015 Certificates of Participation 151,500 151,400 6 Police Impact Fee VPFA 2015 Certificates of Participation 415,200 414,800 7 Capital Project Fund:

Kaweah Lake Storm Sewer Maintenance 300,000 300,000 8
Total $ 7,214,200 $ 7,017,300
1 To fund General Fund portion of 2014 Certificate of Participation (CHE) 2 To fund General Fund portion of 2015 Certificate of Participation (VECC) 3 To fund operating and debt service for Animal Control. 4 To fund operating for Visalia Baseball.
5 To fund operating and capital expenses and debt service payments for Convention Center. 6 To fund Measure T portion of 2015 Certificate of Participation. 7 To fund Police Impact Fee portion of 2015 Certificate of Participation. 8 Transfer of fees to fund Storm Maintenance operations per voter approval in March 2013. 93 3-1

ADMINISTRATION

DEPARTMENT
MISSION: To protect, maintain, and
improve the quality of life for Visalia
residents and visitors by providing quality
services, fiscal responsibility, adopting
legislation and providing policy direction for
the City organization, facilitating economic
development, and promoting the best
interests of the community locally and with
other governmental agencies. The
department provides leadership, support,
and coordination with the various City
departments, provides policy
recommendations to the City Council,
represents City interests in local and
regional issues, and assures the
governmental processes are readily visible
and accessible to the citizens of Visalia. The
Administration Department also ensures
that the resources of the City and
community are effectively used for the
betterment of all of Visalia residents.
94 3-2
Leslie Caviglia
City Manager/City Clerk
John Lollis
Assistant City Manager
Jody Miller
Airport Manager
Adrian Reynosa
Convention Center Manager
Angelina DeRossett
Transit Manager
Michelle Nicholson
Chief Deputy City Clerk
Allocated FTE’s = 30
95 3-3
2024-25
2025-26
2,070,600 2,149,000
2,042,400 2,047,200
CONVENTION CENTER -413

SALARIES AND BENEFITS OPERATING EXPENDITURES
96 3
-4
97 3-5

ADMINISTRATION

ALL FUNDS
2021-22 2022-23 2023-24 2023-24 2024-25 2025-26

OPERATING EXPENDITURES ACTUALS ACTUALS BUDGET PROJECTED PROPOSED PROPOSED

GENERAL FUND
CITY COUNCIL - 001 - 1011 479,127 549,799 493,300 488,500 531,500 540,000 ASSIST. CITY MANAGER - 001 - 1015 264,588 341,398 343,800 381,900 384,400 399,200 CITY MANAGER - 001 - 1021 920,467 1,285,224 1,259,300 1,244,300 1,330,000 1,363,500 CITY CLERK - 001 - 1022 249,490 349,685 267,200 280,000 352,000 302,300 LEGAL - 001 - 1025 1,225,960 1,214,808 1,620,500 1,377,300 1,390,900 1,404,600 CONV CTR - VISITOR'S BUREAU - 001 - 1051 342,359 43 - - - - COMMUNITY ARTS - 001 - 1061 41,711 - - - - -
Total Operating Expenditures 3,523,702 3,740,957 3,984,100 3,772,000 3,988,800 4,009,600 Reimbursements (2,083,679) (2,138,809) (2,423,100) (2,342,800) (2,360,600) (2,378,300) Net General Fund 1,440,023 1,602,148 1,561,000 1,429,200 1,628,200 1,631,300

SPECIAL REVENUE
GOLF COURSE - ZERO DIVISION - 151 - 1510 - 29,875 - - - - GOLF COURSE - 151 - 1511 59,481 64,694 60,400 59,300 64,300 64,300 Total Operating Expenditures 59,481 94,569 60,400 59,300 64,300 64,300 Reimbursements - - - - - -
Net Special Revenue 59,481 94,569 60,400 59,300 64,300 64,300

PROPRIETARY
AIRPORT ZERO DIV - 411 - 4040 175,430 286,201 998,184 997,600 724,600 4,197,800 AIRPORT OPERATIONS - 411 - 4041 2,339,630 2,464,304 1,979,000 2,400,245 2,537,500 2,593,900 CONV CENTER ZERO DIV - 413 - 4130 (1,668,591) 822,623 225,987 925,700 1,405,200 4,331,100 CONV CNTR ADMINISTRATION - 413 - 4131 288,792 382,270 503,700 440,700 464,800 483,200 CONV CNTR SALES & MARKET - 413 - 4132 220,705 294,706 269,000 247,800 296,300 307,800 CONV CNTR OPERATIONS - 413 - 4135 2,293,009 3,167,019 2,782,404 3,143,800 3,340,700 3,413,500 TRANSIT ZERO DIV - 451 - 4510 (228,517) 52,406 17,800 14,600 14,600 14,600 TRANSIT-CAPITAL GRANT ZERO DIV - 452 - 4520 801,333 625,619 19,653,836 16,824,400 15,558,900 16,336,700 TRANSIT OPERATIONS - 451 - 4551 16,577,905 17,878,416 16,862,687 17,456,400 19,797,200 20,956,900 TR SEQUOIA INTERNAL SHUTTLE - 451 - 4553 1,555,826 1,282,412 1,460,400 1,220,800 1,597,800 1,698,500 TRANSIT CALL CENTER - 451 - 4554 280,740 308,968 265,700 313,200 314,300 315,500 TRANSIT -V LINE - 451 - 4555 736,157 934,320 952,800 960,100 1,146,900 1,197,000 TR SEQUOIA GATEWAY SHUTTLE - 451 - 4556 - 403,143 499,800 467,300 498,700 527,300 Total Operating Expenditures 23,372,419 28,902,407 46,471,298 45,412,645 47,697,500 56,373,800 Reimbursements (1,197,740) (1,472,640) (684,600) (1,472,600) (1,472,600) (1,472,600) Net Proprietary 22,174,679 27,429,767 45,786,698 43,940,045 46,224,900 54,901,200 TOTAL ADMINISTRATION 23,674,183 29,126,484 47,408,098 45,428,545 47,917,400 56,596,800 98 3-6
CITY COUNCIL – 1011
Division Description: The City of Visalia is comprised of five City Council Districts. Visalia voters elect a five-member City Council to serve as the City's legisla�ve and governing body. As the elected legisla�ve body of the City of Visalia, the City Council has overall responsibility for the scope, direc�on, and financing of City services. The City Council, as the legisla�ve body, establishes policy that is administered and implemented through full �me staff under the CouncilManager form of government. The Council is also responsible for establishing land use policies through the General Plan and zoning regula�ons.

The members represent the City and their respec�ve Districts and serve four-year terms. A general municipal elec�on is held every two years in November, alterna�ng between two and three posi�ons each elec�on cycle. The City Council members select from among themselves a Mayor and Vice Mayor who generally serve for two years. The Mayor presides at mee�ngs of the City Council, signs documents and executes agreements on behalf of the City Council, and acts as the official representa�ve of the City.

Regular mee�ngs of the City Council are held at 7:00 p.m. on the first and third Monday of each month in the City Council Chambers at City Hall. Work sessions are generally held at 4:00 p.m. on the same days. Work sessions are held to provide informa�on to the City Council on issues more complex or �me-consuming than those typically scheduled for regular Council mee�ngs. All mee�ngs of the City Council, except Closed Sessions, as needed and allowed by State law, are open to the public.

The City Council appoints a City Manager as the chief execu�ve officer of the City government and a City Atorney who serves as legal advisor to the City Council and City officials. The City Council enacts ordinances and resolu�ons and approves the budget and City expenditures. In addi�on to its legisla�ve du�es, the City Council also appoints ci�zens to serve on Commitees and Commissions that operate in an advisory capacity to the City Council.

The Mayor and members of City Council are responsive to ci�zen concerns and enact legisla�on that reflects the needs, wishes, and priori�es of all the residents of Visalia. They strive to promote the economic, cultural, and governmental well-being of the community. They represent the City at community ceremonies, mee�ngs, and other func�ons as well as par�cipa�ng in regional, state, and na�onal organiza�ons.

Performance Measurements - City Council
Strategy Measure
Actual
2021-2022
Actual
2022-2023
Projected
2023-2024
Forecast
2024-2025
Forecast
2025-2026
Council Meetings 25 24 26 26 26
City Council Ordinances Passed 16 15 15 15 15
City Council Resolutions Passed 60 59 60 60 60
2018 completed the final phase of the Visalia City
Council members elected by-District. The Council is
the legislative policy-making branch of City
government and is a five member body. Through its
power to pass ordinances, levy taxes, award
contracts, appoint the City Manager and City
Attorney, committees and commissions, the Council
directs the course of city government.
99 3-7
CITY ADMINISTRATION – 1015, 1021
Division Description: The City Manager, as chief executive officer of the City, is responsible for various functions assigned by the City’s Charter and the City Council. These include overseeing the implementation and administration of policies established by the City Council, supervising the activities of all departments, enforcing City Ordinances, preparing the operating and capital improvement budgets, and other such duties and responsibilities as may be assigned by the City Council.

The Assistant City Manager oversees Airport, Convention Center, and Transit 2022-2024 Accomplishments

1. Presented and adopted a balanced budget for FY 2022-24 that maintained the Council-established Emergency Reserve Fund at a fully funded level.

2. Successfully protected the health, property, and safety of the community during the significant March 2023 regional flooding event.

3. Facilitated the construction of a new 100-bed Navigation Center north of Downtown and operated by Community Services Employment Training (CSET) to address homelessness in the community.

4. Continued planning and development of the East Downtown Civic Center, with approval of a concept plan for the overall site, approval to move ahead with the design of the public safety building, and significantly increased the Civic Center financial fund.

5. Secured $900,000 in federal Community Project Funding for the development of eastside water retention basins.

6. Completed reorganization of City Departments, creating a new Engineering & Building Department, and hiring a new Assistant City Manager in January 2024 and Administrative Services Director in February 2024.
2024-2026 Objectives

1. Submit a balanced two-year budget for 2024-26.

2. Work with the City Council on developing budget strategies as actual revenues and expenditures are realized given uncertain economic conditions.

3. Continue the strategic structuring of the organization to meet the needs of a growing community, acknowledging the need to be sensitive to evolving needs of the community.
100
3-8

4. Develop strategies for enabling continued economic recovery as the community endeavors to recover from the pandemic with a continued strong focus on job creation/economic development activities in all sectors of the local economy (industrial, retail, office, institutional and Downtown).

5. Focus effort and resources on planned migration toward the Civic Center in east Visalia, which will include taking steps to vacate original City Hall property on Acequia Avenue.

6. Increase the maintenance of effort on City-owned facilities and ongoing infrastructure improvements.

7. Continue with the planning and development of eastside water retention basins and regional park facilities.

8. Successfully expand Sphere of Influence to reflect areas of anticipated growth.

9. Refine City role in addressing issues related to homelessness – better coordinate resources and operations with County of Tulare and other partners.

10. Continue to work with Cal Trans on long range improvements that will improve the transportation along the Highway 198 corridor.

11. Enhance the quality of life for local residents through continued improvement of trails and parks system, opportunities for the arts, and refined recreational programs.

12. Maintain and build upon strong partnerships with allied organizations, including, but not limited to College of the Sequoias, Kaweah Delta Medical Center, Visalia Unified School District, and local non-profit organizations.

13. Continued administrative oversight of the Visalia Convention Center as it endeavors to staff events and attract new customers in the continued recovery from the pandemic. Continued administrative oversight of Visalia Transit as it operates daily and move forward with the implementation of on-demand micro-transit, the purchase of property for a new transfer station in the Visalia Industrial Park in conjunction with the development of the Cross Valley Corridor, and the planning for implementation of zero emission hydrogen fuel cell vehicles. Continued administrative oversight of the Visalia Airport as it completes its updated Airport Layout Plan and pursues funding, design and construction of planned improvements to the Airport property, including a modernized terminal. 101
3-9
CITY CLERK – 1022
Division Description: The primary responsibility of the City Clerk is to serve as Clerk to the City Council and to prepare City Council agendas and minutes for all City Council meetings. Additionally, the City Clerk processes Council agreements and maintains the official legislative record of the Council in its resolutions and ordinances and Municipal Code. The Clerk coordinates the flow of business and documents to and from the City Council and senior City management, as well as provides information and researches records for the public and staff.

The Clerk conducts elections, serves as the local filing officer for the Fair Political Practices Commission, processes campaign filings and statements of economic interest forms, coordinates appointments to the City’s Committees and Commissions, and provides support services to the Mayor and City Council. 2022-2024 Accomplishments

1. Administered the 2022 by-District City Council Election for Districts 1 (short term), 3, 4, and 5, including coordination with the Tulare County Elections Division.

2. Continued to administer provisions of the Brown Act, Maddy Act, Public Records Act, and Political Reform Act including the bi-annual review of the City’s Conflict of Interest Code for Council approval in December 2022.

3. Fulfilled duties as local filing officer for FPPC: Includes Election Campaign Statements, Economic of Interests Statements (FPPC Form 700), ethics training, and harassment prevention training.

4. Administered requirements of AB 1234, Ethics Training, and AB 1661, Harassment Prevention Training for Council and Planning Commissioners.

5. Continued implementation of updated agenda management software program and completed data migration from the previous software program. 2024-2026 Objectives

1. Administer the 2024 by-District City Council Election for Districts 1 and 2 including coordination with the Tulare County Elections Division.

2. Administer the 2026 by-District City Council Election for Districts 3, 4, and 5 including coordination with the Tulare County Elections Division.

3. Continue to administer provisions of the Brown Act, Maddy Act, Public Records Act, AB 1234, AB 1661, Political Reform Act, including the biannual review of the City’s Conflict of Interest Code for Council approval in 2024.

4. Revise the City’s Records Management Manual/Policy and implement and train staff.
102
3-10
Performance Measurements - City Clerk
Strategy Measure
Actual
2021-22
Actual
2022-23
Projected
2023-24
Forecast
2024-25
Forecast
2025-26
City Council Agendas 25 24 26 26 26
City Council Audio Recordings 25 24 26 26 26
FPPC Form 700 Filings 121 85 100 100 100
Campaign Filings 100 108 120 120 120
Muncipal Code Supplements 4 4 4 4 4
The City Clerk's Office is a public-service department
that maintains a complete and accurate record of
Council proceedings; preserves official City records;
coordinates campaign filings and conflict of interest
Form 700 statements for designated employees and
certain appointed and elected officials; works with
Tulare County on consolidated elections; provides
administrative support to the City Council; provides
prompt & courteous responses for requests for
assistance to citizens, City Council, and staff; maintains the City's Municipal Code and administers the City's
Committees and Commissions.
103
3-11
AIRPORT – 411
Division Description: The Airport Division is responsible for all aspects of planning, management, and oversight of the day-to-day operation of the Visalia Municipal Airport. The Airport’s function is to provide adequate facilities to accommodate the travel and recreational needs of the citizens of the Central Valley. 2022-2024 Accomplishments

1. Held the inaugural Visalia Airport Wings and Wheels car show, a free event for the community that featured cars and planes on display, food vendors, and live music. We hosted an estimated 4,000 people in attendance.

2. September 2023 Jet-A fuel sales of 23,982 gallons marked the highest single-month jet fuel sales by gallon on record. This signifies a continued trend of increasing private and corporate jet traffic at the Airport.

3. Completed an 18-month updated Airfield Layout Plan project. This plan gives Airport staff a roadmap for future development within the Airport fence line.

4. Completed $85,000 remodel project of the Airport FedEx location well under budget and on time.
2024-2026 Objectives

1. Complete the Pavement Maintenance Management Plan CIP project, an FAA requirement for future Airport movement area rehabilitation and renovation.

2. Execute new ground lease agreements for aviation development on Airport land with a focus on the west side of the Airport along the Highway 99 frontage road area.

3. Complete the Airfield Sweeper acquisition, ensuring safe movement and airfield operations for all.

4. Continue to execute AIP grant-funded projects outlined in the Airport Layout Plan as approved by the Federal Aviation Administration.

5. Continue to work with current Cargo operators to increase the size of their operations and allow them to utilize larger aircraft.

6. Operate a safe and thriving Airport in accordance with all FAA regulations.

Encourage the growth of general aviation and provide all the support possible to the Airport community.
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Performance Measurements - Airport
Strategy Measure
Actual
2021-22
Actual
2022-23
Projected
2023-24
Forecast
2024-25
Forecast
2025-26
Gallons of fuel sold
- Jet Fuel 186,680 143,965 212,896 232,515 245,680
- Aviation Gasoline 88,299 110,407 122,970 128,912 134,719 Number of individuals on paid
hangar waiting list 5 7 21 28 35
Total annual pounds of Cargo
- Inbound 3,744,940 3,564,537 3,651,200 3,737,863 3,911,189 - Outbound 2,130,360 2,067,902 2,131,255 2,194,608 2,321,914 To provide a premium fuel service to aircraft users which merits a premium fee.

To assure that leased facilities are fully utilized (assumes 100% leased hangars).

To encourage growth of cargo facilities at the Visalia
Airport.
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CONVENTION CENTER – 413
Division Description: The Convention Center serves as an economic stimulus and a community gathering place for business, entertainment, and cultural events. The focus of the Center is to attract conventions, conferences, and business meetings that will bring people to Visalia. In addition, the Center provides banquet, meeting, and entertainment options for the entire community. The Center staff strives to provide quality service, in a safe, wellmaintained facility. 2022-2024 Accomplishments

1. Successfully reopened the Convention Center after COVID-19 restrictions were lifted on events.

2. Sales staff attended Destination West and Destination California, an Event Industry tradeshow promoting the Visalia Convention Center as a premier location for conferences and tradeshows.

3. Secured the Miss California and Miss California Teen pageant, a six-day event with participants visiting the downtown area which resulted in a substantial economic impact on the region. Sales staff have secured the 2024 pageant which is their “100th Anniversary” celebration.

4. Secured a Premiere Sponsorship for the California Society of Association Executives further increasing the visibility of the Convention Center as a consideration for industry conferences, conventions, and tradeshows. 2024-2026 Objectives

1. Develop effective marketing strategies to attract a diverse range of events, exhibitors, and attendees, enhancing the Convention Center’s profile.

2. Actively engage with the local community, fostering partnerships, and contributing to the economic and cultural development of the area.

3. Design spaces and services to be adaptable to different event requirements and ensure the Convention Center remains relevant to evolving industry trends.

4. Stay at the forefront of technology to enhance the overall event experience, including advanced audio-visual capabilities, high-speed internet, and innovative event management systems.

5. Achieve financial sustainability through a balanced mix of events, cost management, and revenue generation strategies.
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Performance Measurements - Convention Center
Strategy Measure
Actual
2021-22
Actual
2022-23
Projected
2023-24
Forecast
2024-25
Forecast
2025-26
Occupancy 31% 27% 23% 26% 27%
- Operating Expenses 1,199,954 4,666,622 4,033,700 4,184,800 4,223,200 - Gen. Fund Contribution 575,915 1,339,672 1,556,236 1,772,800 1,815,000 - Percentage 48% 29% 39% 42% 43%
Conventions/Conferences 82 110 128 107 112
Meetings 342 216 141 223 234
Banquets 64 83 69 72 76
Consumer Shows 28 29 40 32 34
Entertainment 34 49 40 41 32
- Total Event Days Per Event 550 487 418 475 488
Bring more visitors to Downtown Visalia and increase
facility revenues by increasing the number of events.

Maximize the usage of the Convention Center to enhance
economic growth and community vitality.

GF contribution as a percentage
of total operating expenses.

Reduce the Convention Center's reliance on the General
Fund.
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TRANSIT – 451
Division Description: The Transit Division provides transportation services in and around the greater Visalia area, including Goshen, Exeter, Farmersville, and Tulare, as well as seasonal shuttle service to and within the Sequoia National Park. The division provides service seven days a week in the form of 13 fixed routes, paratransit service for ADA (Americans with Disabilities Act) certified individuals, a youth “LOOP” shuttle under the direction of the Recreation Department, and the VLINE shuttle with service to various locations between the Visalia Municipal Airport and the City of Fresno. The division operates a multi-modal transportation center that serves as a hub for the City and County transit systems, Greyhound, Amtrak, and taxi service; including the regionwide Greenline Call Center. The Transit Division utilizes many third-party contracts for vehicle & equipment purchases, facility & bus maintenance, and bus operations. 2022-2024 Accomplishments

1. Completed the RFP (Request for Proposal) process to obtain a new station manager for the CNG (Compressed Natural Gas) station that is owned and operated by the Transit division.

2. Ongoing participation in regionwide efforts such as the Cross Valley Corridor, fare collection system, and micro transit pilot projects.

3. Purchased and received two (2) replacement 35ft Battery Electric Buses and chargers from New Flyer of America.

4. Completed a paving project at the Transit Center to repair existing bus lanes and sidewalks.
2024-2026 Objectives

1. Complete bus radio and antenna upgrade including a new repeater in order to convert all buses to digital from analog radio.

2. Implement a regionwide micro transit project in coordination with the Tulare County Regional Transit Agency (TCRTA).

3. Facilitate expansion of the Transit CNG fueling station.

4. Purchase and receive two (2) replacement 35ft Battery Electric Buses and chargers from Gillig, LLC.
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Performance Measurements - Transit
Strategy Measure
Actual
2021-22
Actual
2022-23
Projected
2023-24
Forecast
2024-25
Forecast
2025-26
Miles between preventable
accidents 240,258 99,888 279,616 194,515 194,515
Number of preventable
incidences
9 22 8 13 13
Fixed Route Passengers 528,592 581,405 565,752 703,500 773,850 Fixed Route Rides per hour 4.48 4.90 4.74 5.87 6.42
Dial-A-Ride Passengers 25,918 30,642 31,830 32,785 33,769 Dial-A-Ride Rides per hour 2.6 2.81 2.82 3.00 3.19
V-LINE Passengers 15,412 23,512 31,823 39,571 43,528
V-LINE Rides per hour 2.61 3.17 3.41 3.36 2.94
All Combined Passengers 569,922 635,559 629,405 775,856 851,147 All Combined Rides per hour 10 11 11 12 13
Fixed Route Cost per mile $ 6.50 $ 6.50 $ 6.57 $ 7.22 $ 7.94 Fixed RouteCost per passenger $ 21.60 $ 19.74 $ 19.94 $ 21.93 $ 24.12 Fixed Route Cost per hour $ 87.50 $ 96.69 $ 97.66 $ 107.42 $ 118.16 Dial-A-Ride Cost per mile $ 6.54 $ 6.75 $ 6.82 $ 7.50 $ 8.25 Dial-A-Ride RouteCost per passe $ 36.15 $ 34.21 $ 34.55 $ 38.01 $ 41.81 V-LINE Cost per mile $ 2.44 $ 2.47 $ 2.49 $ 2.74 $ 3.02 V-LINE RouteCost per passenger $ 36.33 $ 30.13 $ 30.43 $ 33.47 $ 36.82 V-LINE Cost per hour $ 87.50 $ 95.42 $ 96.37 $ 106.01 $ 116.61 Provide and raise awareness of a safe transit system.

Safety of Visalia Transit customers and other drivers on the road is of primary concern. Accident statistics are provided to measure VT's safety record.

Increased ridership in all areas of the community.

Ridership Notes: The projected dip in ridership for 2023-24 is due to the drivers going on strike from 7/8/2023 to 8/19/2023. There was no or limited service during the strike period.

Offer reliable and efficient transit services to meet the needs of the community.

Ridership shows the number of boardings within a time period and may reflect multiple boardings by the same passengers on the same day or within the same time period.

Efficiency: The two forecast years show a significant increase when compared to previous years. This is due to inflation. Staff are in the process of going out to bid for a new contract. Staff anticipates at least a 10% increase in costs. 109

ADMINISTRATIVE SERVICES DEPARTMENT
MISSION: To provide exemplary service to all stakeholders by providing clear, cohesive, and transparent messages to the public and the workforce, enhancing recruitment and retention efforts, and minimizing risk to the organization through trainings and evaluations of the workplace. The Department is comprised of Human Resources, Risk Management, and Communication divisions.

The Administrative Services Director is instrumental in working with the City’s executive team to create an “Employee Forward” working environment.
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Michelle Speer
Administrative Services Director
Allison Mackey
Community Relations
Manager
Diane Davis
Human Resources Manager
Andrew Guzman
Insurance and Benefits
Manager
Allocated FTE’s = 14
Communications
Media Relations
Social Media
Payroll
Employee/Employer Relations
Classification & Compensation
Labor Relations
Recruitment
Worker’s Compensation
Health Benefits
Property Insurance
Liability
Safety
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ADMINISTRATIVE SERVICES

ALL FUNDS
2021-22 2022-23 2023-24 2023-24 2024-25 2025-26

OPERATING EXPENDITURES ACTUALS ACTUALS BUDGET PROJECTED PROPOSED PROPOSED

GENERAL FUND
COMMUNITY RELATIONS - 001 - 1023 188,230 319,871 416,000 463,300 494,400 511,700 HUMAN RESOURCES - 001 - 1125 1,007,130 1,227,096 1,097,900 1,051,400 1,220,100 1,260,800 UNEMPLOYMENT INSURANCE - 001 - 1127 80,068 47,785 130,000 78,700 83,800 83,900 LABOR RELATIONS - 001 - 1128 23,039 22,925 59,500 56,800 36,800 21,800 ADMIN SERVICES DIRECTOR - 001 - 1701 61,668 20,804 247,700 141,500 251,300 261,600 Total Operating Expenditures 1,360,135 1,638,481 1,951,100 1,791,700 2,086,400 2,139,800 Reimbursements (1,125,896) (1,350,423) (1,170,200) (1,184,600) (1,190,300) (1,190,400) Net General Fund 234,239 288,058 780,900 607,100 896,100 949,400

INTERNAL SERVICE
RISK PROP INS ZERO DIV - 551 - 5510 954,852 (35,975) 35,000 35,000 - - RISK MANAGEMENT ADMIN - 551 - 5512 501,854 503,583 444,500 491,100 500,300 515,400 SAFETY PROGRAM - 551 - 5513 203,078 208,446 202,100 220,400 233,300 242,200 RISK - LIABILITY PROTECTION - 551 - 5521 2,070,574 2,908,882 3,216,400 3,724,700 3,863,900 3,913,900 RISK - PROPERTY & BONDS - 551 - 5522 458,331 587,695 386,300 658,700 701,200 726,200 RISK PERSONNEL INS ZERO DIV - 552 - 5530 13,368,499 13,560,647 14,804,200 14,765,450 15,049,800 15,336,900 RISK WORK COMP ZERO DIV - 553 - 5540 2,064,705 2,868,197 2,570,700 2,884,700 2,884,700 2,884,700 Total Operating Expenditures 19,621,893 20,601,475 21,659,200 22,780,050 23,233,200 23,619,300 Reimbursements (603,493) (2,060,511) (1,395,700) (839,200) (839,200) (839,200) Net Internal Service 19,018,400 18,540,964 20,263,500 21,940,850 22,394,000 22,780,100 TOTAL ADMINISTRATIVE SERVICES 19,252,639 18,829,022 21,044,400 22,547,950 23,290,100 23,729,500 113
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ADMINISTRATIVE SERVICES DIRECTOR - 1701
Division Description: To enhance employee and public engagement through the use of communication platforms, increase recruitment and retention efforts through the adoption of practices and procedures that promote growth in the organization, and reduce risk to the organization as a whole. 2022-2024 Accomplishments

1. Hired an Administrative Services Director in February of 2024. 2024-2026 Objectives

1. Complete the rebranding process and roll out the City’s new logo to the organization and the public.

2. Conduct a Classification and Total Compensation Study.

3. Increase community involvement with communication tools and platforms.
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COMMUNICATIONS - 1023
Division Description: The Communications Division is focused on continually improving the communication between residents and the City through planning, developing, coordinating, and executing communications strategies for City programs, initiatives, news, and more. To meet these goals, the division utilizes practices including, but not limited to, working relationships with local media, partnering organizations and public entities, the continued improvement and development of the City website, public social media platforms, City publications, print and broadcast advertisements, public presentations, public awareness programs and more, all with the aim to provide residents with timely, accurate information. By working with other City departments, the division supports the messaging and outreach of these departments, while assisting with events, programs, and advertising. This division also provides support services to the City Council and the City’s executive management team.
2022-2024 Accomplishments

1. Introduced new City communication standards and practices, including a redesigned Inside City Hall newsletter, a new streaming platform for Council meetings, adding LinkedIn as a City social channel, and the addition of Reels and Stories on Meta. The introduction of a robust video strategy on Meta alone increased Facebook visits by 781% and Instagram reach by 477% in a six-month time period, respectively.

2. Responsible for all of the outreach, advertising, graphic design, community meeting coordination, and community partner engagement for the Bridging Horizons Play Park grant planning and application. This was a key factor in the City being awarded a $7.8 million grant from the State’s Prop 68 Statewide Park Development and Community Revitalization Program. Visalia was one of only 112 grantees out of 450 applications received from throughout California to receive the award.

3. Directed the 2021-2022 City of Visalia Redistricting process. This included coordination with the redistricting consultant, planning and execution of all community outreach meetings, development and distribution of all redistricting messaging, press, community coordination, advertising, public notices, website development, and outreach to communities of interest.

Ensured the City adhered to all Federal laws, California criteria for cities, and the FAIR MAPS Act.

4. Worked closely to create and maintain relationships with media partners throughout the Central Valley to grow opportunities for earned media. This included coordinating opportunities for engagement (Example: Minute with the Mayor on CBS 47 and community affairs interviews on KJUG 106.7 and MY97.5), ensuring that press releases were print-ready, creating interesting and engaging content capitalizing on trends, and utilizing all City distribution channels.

5. Two team members served in the City’s Emergency Operations Center activation for the 2023 storm event/Declaration of Emergency. Reporting directly to the City Manager, ensured coordination between departments, County, and State partners, served as media liaisons, was responsible for all messaging on City social channels, and instituted an SMS (mass texting platform) to communicate directly with residents.
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2024-2026 Objectives

1. Complete the new City website RFP and identify a vendor for the development of a new City website. Work cohesively with all departments to ensure that the new City website meets the needs of the organization and our citizens.

2. Complete the Rebranding Project and implement the new brand (Visalia: A Better Way of Living) with an organization-wide rollout. Provide departments and community partners with a City Style Guide, ensure all communications and marketing materials meet new standards to ensure the brand is implemented, and open a new chapter for citizen engagement and community outreach.

3. Continue to expand the reach of the City’s social media channels by increasing partnerships with departments and divisions that maintain social accounts and identify opportunities for increased collaboration with community partners.

4. Develop and implement a divisional Strategic Plan and an internal City Social Media Calendar that encompasses all departments and divisions.

5. Identify and implement digital tools that will provide capacity and opportunities for increased citizen engagement. Including an SMS platform with coordination with AlertTC, a photo library service, and other tools that can help City teams deliver on the organization’s mission in a timely and cost-effective way.
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Performance Measurements - Communications
Strategy Measure
Actual
2021-22
Actual
2022-23
Projected
2023-24
Forecast
2024-25
Forecast
2025-26
Press Releases Issued 38 45 48 51 54
352 405 420 435 450
Meta - Facebook Reach 170,673 581,400 593,900 608,748 623,966 Meta - Facebook Profile Visits 13,933 122,243 125,299 128,432 131,642 Meta - Instagram Reach 57,186 107,744 110,438 113,199 116,029 Inside City Hall Newsletter -
Subscribers 2,289 2,400 2,500 2,600 2,700
Inside City Hall Newsletter -
Editions 52 42 52 56 56
Employee Intranet News Posts 15 13 20 25 30
Employee Intranet Calendar
Posts
36 32 34 36 38
LinkedIn - Reach No Account 88,459 90,670 92,937 95,260 LinkedIn - Profile Visits (Page
Views)
No Account 82,498 84,560 86,674 88,840
Stakeholders - Number Worked
With 63 69 65 67 69
Stakeholder Projects
Coordinated On 51 78 55 57 59
City Website - Page Views 1,792,171 1,824,274 1,854,274 1,884,274 1,914,274 City Website - Users 462,467 500,622 525,000 535,000 545,000 City Website - News Posts 257 185 260 265 270
City Website - Calendar Posts 100 142 150 155 160
Build stability against digital algorithms by utilizing key City channels consistently with valuable and informative content.

Develop media plans that integrate traditional and online outlets. Idenfity and pursue opportunities for sustained interaction with media partners to maximize
communication and public engagement. Earned Media Coverage (Print & Digital Articles)
Focus on producing quality digital content (quality over quantity) to build engagement and increase knowledge of City programs, functions and public information.

Grow public engagement process by creating
opportunities for sustaining communications through
City owned channels.

Provide information on City news, programs and
initiatives to current employees, as well as prospective employees and the government professional world at
large.

Create opportunities for ongoing communication and
relationship building with current stakeholders, while
identifying areas of potential growth and partnership.
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HUMAN RESOURCES (including Labor Relations) – 1125/1128 Division Description: The Human Resources Division provides a comprehensive range of centralized human resources services. Key responsibilities include employee/employer relations, classification and compensation, training and development, recruitment and selection, labor relations, and payroll processing.

We strive to recruit, develop, and retain a diverse, well-qualified, and professional workforce that reflects the high standards of the community we serve.
2022-2024 Accomplishments

1. Conducted 94 recruitments; received 6,772 applications; processed 245 background checks, 240 LiveScan prints, 242 pre-employment medical exams, 156 medical exams for current employees, and 1,419 personnel transaction (CV-9) forms. (Includes data From July 1, 2022, through November 8, 2023)

2. Completed the RFP process for HR and Citywide rebranding and began implementation of the project.

3. Implemented the NEOGOV Onboarding program to update and streamline the new hire process; provided training to employees, including a comprehensive employee orientation process to encourage employee interaction and engagement.

4. Implemented the process of updating physical standards for all classifications; coordinated the completion of 22 job analyses.

5. Created an online supervisor resource center for Human Resources processes.

6. Implemented an employee referral program and have had 10 successful outcomes.
2024-2026 Objectives

1. As part of the rebranding project, continue to update and modernize the Human Resources online presence to provide a more comprehensive and enhanced recruitment experience.

2. Complete physical standards update of all classifications and use to update medical exam criteria.

3. Create employee development opportunities to increase knowledge and enhance skills.
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4. Fully implement the NEOGOV eForms module to automate personnel processes and files.

5. Successfully negotiate successor MOUs with Bargaining Groups A, B, E, G, and M, and come to an agreement with unrepresented employees on terms and conditions of employment.

Performance Measurements - Human Resources
Strategy Measure
Actual
2021-22
Actual
2022-23
Projected
2023-24
Forecast
2024-25
Forecast
2025-26
For Full Time Employees (FTE)
- New Hires 69 89 70 74 76
- Separations 71 66 70 72 72
- Average # Employees 608 620 622 626 628
- Annual Turnover % 11.7% 10.6% 11.8% 11.5% 11.4%
To attract and retain qualified employees for the City of Visalia.
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RISK MANAGEMENT –
Administration 5512, Liability 5521, Property 5522, Workers Compensation 5523, & Health Insurance 5524 Division Description: Risk Management is responsible for workers' compensation, health benefits, property insurance, retiree health, and liability programs. The division also handles various employee benefits such as CalPERS pensions, long-term disability, life insurance, and Section 125 benefits. Risk Management also serves as a resource to the Employee Health Benefits Committee. 2022-2024 Accomplishments

1. Managed 159 liability and 155 workers' compensation claims filed against the City of Visalia.

2. Coordinated 180 Family Medical Leave (FMLA) requests for employee/family medical leaves consistent with State and Federal guidelines.

3. Coordinated with the Employee Health Benefits Committee (EHBC) to implement health plan changes and rate allocations.

4. Processed 63 claims for subrogation, recovering $191,598.80 in reimbursements for damage to City property.

5. Reviewed 100 contracts to ensure compliance with City requirements.

6. Continued to administer and promote the Retirement Health Savings Account Plan.
2024-2026 Objectives

1. Manage comprehensive workers' compensation claims and employee leaves.

2. Evaluate Risk Management programs for affordability and appropriate protection.

3. Identify additional insurance opportunities to limit the City’s exposure to loss.

4. Continue to support the Health & Wellness Clinic and related wellness offerings.
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5. Promote options for employees to prepare for retiree health with high deductible health plans, health savings accounts, and employee-funded retirement health savings plans.

Performance Measurements - Risk Management
Strategy Measure
Actual
2021-22
Actual
2022-23
Projected
2023-24
Forecast
2024-25
Forecast
2025-26
Workers Compensation claims 92 78 80 80 80
Program cost (Thousands) $2,065 $2,868 $2,570 $2,699 $2,699 Claims cost (Thousands) $1,632 $2,379 $2,200 $2,310 $2,310 Monthly composite employee
health care cost $1,704 $1,847 $1,917 $2,070 $2,236
Percentage change -7.0% 9.0% 4.9% 8.0% 8.0%
Claims received 76 78 80 80 80
Claims settled 33 30 52 40 40
Program cost (Thousands) $2,071 $2,908 $2,081 $2,175 $2,273 To encourage a safe work place which avoids injuries and costs.

To provide a quality employee health care benefit at a
reasonble cost.

To provide liability support in order to mitigate loss and resolve claims timely.
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SAFETY - 5513
Division Description: The City Safety Officer is responsible for planning, leading, administering, analyzing, developing, and maintaining a full-scope, cost-effective, occupational health and safety program. Program components include state and federal regulatory compliance, consultation services, training programs, accident investigation, root cause analysis, accident and injury prevention programs, and indoor air quality concerns relating to asbestos, mold, and other potential contaminants. The goal of the City’s safety efforts is to provide education and guidance to prevent injuries, illnesses, and exposures while achieving regulatory compliance. This division seeks to prevent losses and ensure the safety and health of the workforce by inspecting City workplaces, analyzing work practices to reduce the frequency and severity of occupational injuries and illnesses, and mitigating potentially hazardous conditions relating to City operations. 2022-2024 Accomplishments

1. Conducted monthly investigations and analyses of occupational illness, injury, vehicle accidents, property damage, and near-miss events.

2. Conducted ongoing analysis of Safety Program status and regulatory requirements.

3. Developed and implemented Cal/OSHA, NFPA, and ANSI required programs and training.

4. Worked with departments to update the Citywide Emergency Action Plan.

5. Developed and implemented the City COVID Prevention Program, evaluated and managed updates to COVID guidelines, safety practices, and employee/employer guidance.
2024-2026 Objectives

1. Complete monthly investigation and analysis of all occupational illnesses, injuries, accidents, property damage, and near-miss events.

2. Analyze and improve compliance in safety program status and implement Cal/OSHA, NFPA, and ANSI required programs.

3. Conduct evacuation planning and facility inspections in/at City facilities.

4. Expand mission-specific employee safety training where needed. 122
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5. Expand employee compliance with infectious disease prevention requirements.
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ENGINEERING & BUILDING DEPARTMENT
MISSION: The Department is committed to providing engineering and building services to the community that are aimed at enhancing the quality of life for its residents. The Department demonstrates this commitment by overseeing and delivering capital infrastructure projects, assisting and regulating new residential, commercial and industrial development within the City, and providing permit review and inspections services throughout the City.
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Jason Huckleberry
Engineering and Building Director
Building Safety
Division
Engineering Development
Division
Engineering Division
Allocated FTE’s = 48
Permit Plan Review
Permit Inspections
Fire Prevention Plan
Review and Inspections
Building Code Compliance
Special District Creation
Permit Plan Review
Final Subdivision & Parcel Maps
Flood Map Assistance
Subdivision Agreements & Reimbursements
Impact Fee Assessments
Capital Improvement Construction Project Management
City Infrastructure Projects
Coordinates Joint Agency Projects
Technical Engineering Support
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ENGINEERING & BUILDING DEPARTMENT

ALL FUNDS
2021-22 2022-23 2023-24 2023-24 2024-25 2025-26

OPERATING EXPENDITURES ACTUALS ACTUALS BUDGET PROJECTED PROPOSED PROPOSED

GENERAL FUND
ENGINEERING DEV SERVICES - 001 - 1865 886,336 1,029,946 917,400 937,500 892,800 923,200 ENG/BLDG DIRECTOR - 001 - 3307 - - - 144,600 274,200 286,400 ENGINEER MANAGEMENT - 001 - 3308 471,113 483,641 509,500 473,000 587,300 610,100 ENGINEERING DESIGN - 001 - 3312 2,683,998 2,786,057 3,348,992 2,817,500 3,324,300 3,457,300 TRAFFIC ENGINEERING - 001 - 3313 478,049 521,058 555,800 549,100 685,400 710,100 ENGINEERING INSPECTORS - 001 - 3317 658,441 726,016 685,200 631,600 783,100 812,400 Total Operating Expenditures 5,177,937 5,546,718 6,016,892 5,553,300 6,547,100 6,799,500 Reimbursements (2,563,131) (2,625,059) (2,436,000) (2,622,900) (2,723,400) (2,728,400) Net General Fund 2,614,806 2,921,659 3,580,892 2,930,400 3,823,700 4,071,100

PROPRIETARY
BUILDING SAFETY ZERO DIV - 401 - 4010 (392,487) 88,544 168,132 168,100 760,600 3,400 BUILDING SAFETY - 401 - 4014 3,419,916 3,633,537 3,732,847 3,498,500 4,177,000 4,298,100 Total Operating Expenditures 3,027,429 3,722,081 3,900,979 3,666,600 4,937,600 4,301,500 Reimbursements (22,790) (19,350) (29,800) (19,400) (19,400) (19,400) Net Proprietary 3,004,639 3,702,731 3,871,179 3,647,200 4,918,200 4,282,100 TOTAL ENGINEERING & BUILDING DEPARTMENT 5,619,445 6,624,390 7,452,071 6,577,600 8,741,900 8,353,200 127
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DIRECTOR – 3307
Division Description: The Department is managed under the direction of the Engineering and Building Director, who is responsible for managing the various divisions of the Department, including Building Safety, Engineering Development Services, Engineering Capital Design and Construction, Engineering Traffic, and Engineering Inspection Services. The Department interacts with many community boards such as the Planning Commission, Tulare County Association of Governments, State Department of Transportation, California Public Utilities Commission, Tulare County, and Visalia Unified School District. 2022-2024 Accomplishments

1. Department established to merge engineering divisions and building services to ensure efficient operations.

2. Successfully recruited to backfill several vacated positions in order to maintain services to the community.

3. Re-established collaborative efforts with various City departments and divisions for increased coordination.

4. Established an enhanced staffing structure within the Engineering Design and Construction divisions to provide better oversight and efficiency as the teams strive to meet objectives for project delivery.
2024-2026 Objectives

1. Continue to review the Department’s organizational employee structure to find efficiencies in each division, backfill all staff vacancies including the City Engineer and surveyor positions.

2. Continue to enhance Accela Citizens Access portal to allow customers to submit applications, pay for permits online and enable customers to obtain self-service permits for minor projects.

3. Expand upon Accela online services to include additional building permit types, planning applications, and engineering development applications.

4. Complete an update to the City’s Transportation Impact Fee program.

5. Perform a comprehensive fee update covering all division of Engineering & Building and Planning and Community Preservation.
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ENGINEERING DEVELOPMENT SERVICES - 1865
Division Description: Engineering Development Services manages new development project review and establishes engineering conditions of approval, including the Site Plan Review Committee; serves as the Engineering liaison for economic development activities; performs improvement plan check review for development including permit review; assesses development impact fees; administers reimbursement agreements; represents the City Engineer and City Surveyor in the area of subdividing land through the parcel and final map process; assists the City Surveyor in legal description review, land dedication, land acquisition and right of way abandonment requests; serves as the engineering advisor to the Planning Commission; forms landscape and lighting districts in conjunction with new development projects. The division also administers the floodplain management program, including the Community Rating System (CRS) in conjunction with the Building Official.
2022-2024 Accomplishments

6. Met engineering plan check targets for building permits, ensuring the department meets and exceeds permit processing timeframes as promised to the community.

7. Prepared a Request for Proposals and contracted with a consultant for the necessary update to the Transportation Impact Fee Nexus Study.

8. Recertified and maintained the class level ‘7’ with the Community Rating System (CRS), which reduced the cost of flood insurance to the citizens of Visalia.

9. Continued to assist residents, insurance agents, and real estate agents with FEMA flood map questions through the flood information phone and email hotlines, keeping up to date with Federal legislation that may impact Visalia property owners.

10. Prepared a Request for Proposals and contracted with consultants to serve as consulting City Surveyors while the internal position remains vacant.

This is an essential service to the department.
2024-2026 Objectives

1. Transition Engineering Development Services submittals and workflows into the Accela permit system exclusively, allowing for a simplified submittal process, fee payments, and tracking for report purposes.

2. Establish new procedures associated with development reimbursement requests to ensure clear expectations and timely processing, as well as improved tracking.

3. Through the Request for Proposal process, contract with a consultant to perform an update of the City’s Transportation Impact Fee program, including public and stakeholder outreach throughout the process leading to Council adoption.
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4. Continue to monitor building permits requiring engineering review to ensure the department continues to meet target timeframes while working toward improving permit review timelines.

5. Maintain a level 7 with the Community Rating System, as well as explore methods for obtaining additional credits to advance to higher levels in the future.

Performance Measurements - Engineering Development
Strategy Measure
Actual
2021-22
Actual
2022-23
Projected
2023-24
Forecast
2024-25
Forecast
2025-26
Applications
- Final Subdivision/Parcel
Map Recordings 20 9 14 14 15
- Lots/Parcels 613 200 330 340 347
Landscape & Lighting Districts
Formations 10 2 4 4 4
Subdivision/Parcel Maps 6 5 7 7 7
Lots/Parcels 490 341 507 522 533
Residential 1,167 1,201 940 970 990
Commercial 353 339 380 387 395
Project Submittals 223 193 277 283 288
Parcel Map, Subdivisions,
Building Permits 4 6 4 4 4
Number of Calls from Public 66 49 50 52 53
Building Permits - Provide plan review for the
Engineering Development portion of Commercial and
Residential building permits .

Reimbursements - Reimburse developers for
improvements completed on behalf of the City based on
Master Planned infrastructure.

Flood Map Assistance - Provide flood map assistance
to property owners, insurance agents, and real estate
agents reagrding the revised FEMA flood maps issued
6/16/2009.

Maps - Process all Parcel and Final Map submittals.

Notice of Completions - Process NOCs and establish
bonding for maintening new improvements.

Site Plan Review - Provide review for Engineering
Development portion of all Site Plan Review applications. 130
5-8
ENGINEERING DESIGN AND CONSTRUCTION – 3312
Division Description: The Engineering Design and Construction Division manages the engineering portion of the City’s Capital Improvement Program (CIP). This includes funding, budgeting, scheduling, planning, design, and construction of City infrastructure projects. Typical projects include street construction and rehabilitation, parking lots, bridges, culverts, traffic signals, interchanges and intersections, trails, stormwater systems, sewer systems, parking structures, and buildings. The division frequently coordinates and manages joint projects with outside agencies such as Cal Trans, Tulare County Association of Governments, Tulare County, and Visalia Unified School District and provides technical engineering support and project management to other City departments.
2022-2024 Accomplishments

1. Completed the construction of the Fire Department’s new Fire Station No. 56, the replacement of the old 4kV Downtown Streetlight System, the widening of Riggin Avenue between Akers and Demaree, and the construction of the East Side Regional Park’s Groundwater Recharge Basin G.

2. Successfully obtained a total of $22.4M of grant funding towards CIP projects (CMAQ, STBG, SB1 -LPP, Economic Development, and Federal Highway).

3. Substantially completed updates to the City’s, Storm Drain and Sanitary Sewer Impact Fees Nexus Studies.

4. Completed the construction of the widening of the intersection at Visalia Parkway and Mooney Boulevard.

5. Constructed approximately $65 million of capital improvement projects consisting of but not limited to a new fire station, recharge basin, trails, traffic signals, flood control, transportation, street widening, street lighting, signal interconnect, and ADA accessibility infrastructure improvements. 2024-2026 Objectives

1. Complete construction of the Lower Kaweah River and Mill Creek Flood Control Improvements.

2. Complete various improvements on Shirk Street; capacity enhancement – Riggin to School Street, sewer trunkline, Mill Creek culvert widening, and operational improvements at S/R 198.

3. Complete the widening of Riggin Avenue: Mooney to Conyer and Kelsey to Akers.
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4. Complete the construction of the Riverway Dog Park and Parking Lot.

5. Complete update to the Storm Drain and Sanitary Sewer Impact Fees and Storm Drain Service Charges.

6. Adopt the City’s Stormwater Management Plan Ordinance.

7. Complete construction of the new City Council Chambers, Public Safety Office Building, and Evidence Building (Civic Center Phase II).

8. Continue to pursue grant funding for future CIP projects.

Performance Measurements - Engineering Design
Strategy
Actual
2021-22
Actual
2022-23
Projected
2023-24
Forecast
2024-25
Forecast
2025-26
Capital Improvement Projects Completed (Closed) 53 39 45 50 50 Capital Improvement Projects Worked On (Rolled) 107 109 75 75 75 Total Capital Improvement Projects 155 158 135 150 150
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ENGINEERING TRAFFIC – 3313
Division Description: The Traffic Safety Engineering Division is responsible for maintaining good circulation on the City streets through installation and coordinating maintenance of traffic plans, signs, pavement markings, intersection traffic control, and signal operation and maintenance. This division compiles traffic count data and speed analysis throughout the City which helps to maintain critical information for improved public safety as well as for the use in transportation funding improvement requests. 2022-2024 Accomplishments

1. Evaluated traffic data collected from over 125 intersections to determine modifications or warrants of traffic control devices each year.

2. Reviewed and commented on an average of 200 site plan applications and 50 special event applications each year.

3. Updated, maintained, and monitored speed limits identified on the City speed zone list.

4. Provided design and construction oversight on the construction of seven new traffic signals, and the modifications of thirteen existing traffic signals.

5. Modified four existing signalized intersections to have emergency vehicle preemption equipment installed and modified twenty-one existing signal intersections to have a battery backup system installed.

6. Continued to implement Vehicle Miles Traveled VMT as the new metric under CEQA for evaluating transportation impacts.
2024-2026 Objectives

1. Provide design oversight for new traffic signal intersections and modifications, as well as update, maintain, and monitor speed limits identified on the City speed zone list.

2. Evaluate traffic data collected from 131 intersections to determine modifications or warrants of traffic control devices.

3. Pursue and secure grant funding from various sources to install traffic signals, traffic signal interconnection, and other ITS devices.

4. Coordinate with development-driven projects and City projects for the installation of intelligent transportation system facilities for the expansion of the system as outlined in the Intelligent Transportation System (ITS) Strategic Plan.
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Performance Measurements - Traffic Safety Engineering
Strategy Measure
Actual
2021-22
Actual
2022-23
Projected
2023-24
Forecast
2024-25
Forecast
2025-26
Total roadway miles restriped 144 67 100 100 100
# of traffic signals 5 2 2 3 2
# of traffic signal modifications
at existing intersections
5 7 6 8 8
Fiber optic Interconnect (Miles) 0.5 0.5 5.9 2.0 3.0
Applications & Reviews Number of Encroachment
Permits 403 531 640 750 750
Number of Special
Event/Assembly Permits 28 59 60 60 60
Number of Site Plan Review
applications 200 192 246 246 246
Number of Transportation
Permits 70 153 170 185 195
Restripe City arterial and collector roadways
Installation of Traffic Signals
Modifications of Traffic Signals
Signal Interconnect
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ENGINEERING INSPECTORS – 3317
Division Description: The Engineering Inspectors Division is responsible for performing permitted inspections within the public right of way. Permitted inspections are derived from Private Development, Encroachment Permits, or city-driven Capital Improvement Projects. Inspectors ensure that any activity within the right of way conforms to the approved plans or City standards.
2022-2024 Accomplishments

1. Completed construction of the Downtown Streetlights Replacement Project, the widening of Riggin Avenue from Akers to Demaree, the construction of the widening of the intersection at Visalia Parkway and Mooney Boulevard, Phase II of the Greenway Trail: Mineral King to Mill Creek, construction of the Packwood Creek Trail Project, the Linwood St Pedestrian Pathway, and the construction of the East Side Regional Park’s Recharge Basin G

2. Completed numerous Pavement Resurfacing and Rehabilitation projects throughout the City (Cape Seals, Reclamite, Grind and Overlay, and Pavement Replacement).

3. Completed the construction of Fire Station 56.

4. Completed the inspection of numerous new public works infrastructure improvements constructed by residential subdivision, commercial, and industrial private development projects.
2024-2026 Objectives

1. Provide necessary oversight to ensure the long-term quality of the City’s infrastructure. Ensure all built infrastructure is in conformance to plans and specifications, applicable codes, and industry practice.

2. Maintain responsiveness to inspection calls for service requested by the private development community, private work performed through the issuance of encroachment permits, and projects constructed through the City’s Capital Improvement Program.
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Performance Measurements - Engineering Inspectors
Strategy Measure
Actual
2022
Actual
2023
Projected
2024
Forecast
2025
Forecast
2026
Public Works Inspections Inspections Hours
- Capital Improvement Projects 1,368 1,386 3,900 4,000 4,000 - Private Development 3,181 2,827 2,500 2,600 2,700
- Encroachment Permits 644 1,418 1,200 1,000 900
Inspections
- Subdivision/Parcel Maps 20 9 14 14 15
- Capital Improvement Projects 14 21 24 28 28
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BUILDING SAFETY - 4014
Division Description: The Building Safety Division provides plan checking, permitting, and inspection services for new construction, additions, and remodels within the City of Visalia, along with fire prevention plan review, and inspection. The division is responsible for compliance with all applicable state and local building codes and regulations to protect life and property. These include building, electrical, mechanical, plumbing, accessibility requirements, and energy efficiency codes and standards. The Building Safety operations are managed by the Building Official.
2022-2024 Accomplishments

1. Processed and reviewed plans that facilitated commercial and industrial developments including the Visalia Navigation Center Transitional Support Housing, Caprock III Industrial building, 4-Story Marriott Hotel, Sequoia Mall Project – Nordstrom Rack, Sprouts, and Barnes & Noble, and Family Healthcare Projects – Administration building, PACE Senior Care Center.

Visalia Logistics Distribution Center, Ace Hardware Distribution Center, Hilton Garden Inn, UPS Regional Hub, Visalia Logistics Center Phase 2, and The Lofts.

2. Performed inspection services that facilitated commercial and industrial developments including Visalia Logistics Distribution Center, Ace Hardware Distribution Center, Hilton Garden Inn, UPS Regional Hub, Visalia Logistics Center Phase 2, and The Lofts.

3. Continued to administer a public awareness campaign related to building safety, permit requirements, and flood hazard safety through the “Good Wall - Bad Wall” public display, including Council member staffing. The display was built and funded with public and private sector donations.

4. Completed and fully integrated the current version of the Accela Permit System, including a transition to Bluebeam to conduct a more efficient plan check review.

5. Met State mandates related to online permitting requirements for solar permit processing, including the requirement to provide real-time, immediate permit submittal, fee payments, and issuance.

6. Consistently met or exceeded department goals for permit processing as promised to the community while reducing 3rd party plan review outsourcing to ensure a more efficient, lower cost, higher quality product.

7. Successfully adopted the 2022 California Building Code updates, including staff training for permit intake, plan review, and inspection. 2024-2026 Objectives

1. Prepare and implement a required transition of the Accela permit system to a cloud-hosted platform to ensure continued support and maintenance. 137
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2. Utilizing the improvements recently implemented with online solar permit processing, expand upon online permit submittals and issuance to include all over-the-counter permits, as well as residential and commercial permits.

3. Through the Request for Proposals process, obtain a consultant to perform a comprehensive department fee study and update.

4. Utilizing State and Federal lobby consultants, seek out and stay ahead of new mandates related to energy efficiency, expedited permit processing, accessibility, and floodplain management.

5. Prepare for the 2025 California Building Code updates to be adopted and implements in January 2026. This will include staff training for permit intake, plan review, and inspection.

6. Seek to backfill the Building Official vacancy to ensure the division is capably managed with all areas of need filled. This should include continued review of areas where supervisory positions may be added to ensure proper staff oversight and assistance.

Performance Measurements - Building Safety
Strategy Measure
Actual
2021-22
Actual
2022-23
Projected
2023-24
Forecast
2024-25
Forecast
2025-26
New Single Family 586 384 350 393 401
Residential Additions & Alteration
Plan Reviews 3,191 3,654 2,340 2,415 2,463
New Multi Family Dwellings 87 63 220 220 200
New Commerical 63 50 60 61 62
Commercial Additions & Alteration
Plan Reviews
290 289 320 326 333
SPR Project Submittals 223 193 277 283 288
All Building Permits 6,053 6,499 5,214 5,320 5,431
Over the Counter Permits 2,208 1,975 2,034 2,076 2,117
Single Family Dwellings 652 340 339 349 355
- Valuation $174,207,122 $99,066,076 $98,176,395 $101,318,043 $103,344,402 - Average SFD Valuation $267,189 $291,371 $289,606 $290,493 $291,312 Multi Family Dwellings (Units) 385 416 220 220 200
- Valuation $43,084,497 $49,287,003 $20,000,000 $20,000,000 $25,090,000 - Average mFD Valuation $111,908 $118,478 $90,909 $90,909 $125,450 Commercial 66 40 75 77 78
- Valuation $193,690,882 $151,242,169 $225,000,000 $229,500,000 $234,090,000 - Average Commercial Valuation $2,934,710 $3,781,054 $3,000,000 $3,000,000 $3,000,000 Total Valuation $410,982,501 $299,595,248 $343,176,395 $350,818,043 $362,524,402 Inspection Requested Stops 16,813 19,016 17,000 17,340 17,687 Inspections Performed 50,902 44,937 40,172 40,975 41,795 Site Plan Review - Provide review for all applications for development within target timeline.

Plan Review - Provide plan review for all completed
plans applications for construction within target timeline.

Inspections Performed - Perform requested building
inspections by the end of the next work day while
maintaining or improving operating efficiency.

Permit Issuance - Provide building permits for
construction of a building project.
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FINANCE & TECHNOLOGY DEPARTMENT
MISSION: To provide a high level of accountability for public funds, meeting or exceeding the customer expectations with timely and accurately delivery of information with a bias towards continuous improvement.
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Renee Nagel
Finance and Technology
Director
John Howison
Information Services
Manager
Jaime Salazar
Information Services
Supervisor
Brian Kootstra
Information Services
Supervisor
Melody Murch
Assistant Finance
Director
Jason Montgomery
Finance Manager
Allocated FTE’s = 55
Infrastructure
Communica�ons/Telephones
Server, Network, & Desktop
Support
Enterprise So�ware
Applica�ons: Financial Systems,
Computer-Aided Dispatch, U�lity
Billing, and Permit System
GIS/Interac�ve & Base Maps
Addressing
Land Management
Business Tax
Non-Profit Grants
Successor Agency
CDBG, HOME, & PLHA Grants
Housing Successor Funds
Affordable Housing
Budget/Analysis
Capital Improvement Projects
Accounts Payable
Financial So�ware
Tax Roll
PBID/DT Visalians Liaison
Monitoring of Housing
Treasury
Investments
Audits/ACFR
Rates & Fees
P-Cards
General Ledger
Accounts Receivable
Cash Receipts
Purchasing/Materials Management
Fixed Assets
Cost Alloca�ons
Property Management/Real Estate
U�lity Billing
Department Financial Analysts:

Police
Public Works
Parks & Recrea�on
Transit
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2024-25
2025-26
2,016,500
2,110,200
1,272,600
1,503,500
INFORMATION SYSTEMS - 511

SALARIES AND BENEFITS OPERATING EXPENDITURES
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FINANCE & TECHNOLOGY

ALL FUNDS
2021-22 2022-23 2023-24 2023-24 2024-25 2025-26

OPERATING EXPENDITURES ACTUALS ACTUALS BUDGET PROJECTED PROPOSED PROPOSED

GENERAL FUND
FINANCE - 001 - 1503 831,189 897,020 867,300 903,700 951,700 986,200 BUDGET & ANALYSIS - 001 - 1531 1,194,865 1,211,182 1,401,300 1,261,800 1,359,800 1,399,600 ACCOUNTING - 001 - 1532 480,644 565,067 519,000 599,100 683,200 705,600 MATERIALS MANAGEMENT - 001 - 1535 437,987 495,901 545,300 496,000 639,100 623,100 PASSPORTS - 001 - 1536 35,783 31,867 130,800 2,900 79,000 82,800 BUSINESS TAX - 001 - 1537 433,264 469,995 454,100 486,900 515,800 534,100 PROPERTY MANAGEMENT - 001 - 1551 90,217 114,439 144,500 104,100 125,500 125,500 NON DEPARTMENTAL - 001 - 1555 35,826 29,336 28,600 30,000 32,100 33,600 NON PROFIT YOUTH PROGRAMS - 001 - 3523 65,424 65,398 65,500 65,300 75,300 75,300 Total Operating Expenditures 3,605,199 3,880,205 4,156,400 3,949,800 4,461,500 4,565,800 Reimbursements (3,030,640) (2,739,890) (2,999,200) (2,740,000) (2,745,500) (2,745,500) Net General Fund 574,559 1,140,315 1,157,200 1,209,800 1,716,000 1,820,300

SPECIAL REVENUE
MEASURE N ZERO DIV - 141 - 1410 4,460,722 11,847,027 21,673,325 21,599,500 4,336,200 4,347,000 MEASURE N-MAINTENANCE & EMERG - 142 - 1420 85,836 459,941 3,101,227 1,569,100 1,195,700 1,254,000 MEASURE N-2% YOUTH - 143 - 1430 824 931 131,000 1,400 1,400 1,400 PLHA ZERO DIVISION - 258 - 2580 5,898 137 1,950,174 1,950,200 - - PLHA ZERO DIVISION - 258 - 2581 92,598 398,040 630,800 247,900 586,800 540,800 CHFA HELP LOAN ZERO DIV - 394 - 3940 8 11 - - - -
DT PARKING TRUST ZERO DIV - 611 - 6010 14,113 6,626 8,000 6,200 6,100 6,000 CDBG ZERO DIV - 311 - 6110 13,735 884,409 2,522,491 2,988,900 500,100 671,100 CDBG CODE ENFORCEMENT - 311 - 6122 179,831 184,806 125,000 159,400 175,000 174,200 CDBG PUBLIC SERVICE - 311 - 6125 137,609 278,956 125,853 229,700 240,000 127,500 CDBG ADMINISTRATION - 311 - 6131 228,399 283,910 270,000 315,400 259,900 241,300 CDBG EMERGENCY REPAIRS - 311 - 6137 29,312 29,925 70,075 13,700 50,000 50,000 CDBG SENIOR & HANDICAP - 311 - 6138 72,805 41,412 108,588 50,000 75,000 75,000 CAL HOME GRANT ZERO DIV - 318 - 6180 2 3 - - - -
CALHOME GRANT - 318 - 6181 1,950 1,443 - 1,600 1,600 1,600 HOME ZERO DIV - 321 - 6310 2,288,069 1,069,293 2,435,555 2,435,400 576,000 289,000 HOME ADMIN - 321 - 6349 79,647 17,549 73,700 81,100 64,500 81,100 HOME HOMEBUYERS ASSIST - 321 - 6352 - 165,000 100,500 74,500 500 500 HOME CHDO - 321 - 6355 - 1,029,102 - - - 281,400
HOME TBRA - 321 - 6359 24,503 5,423 - - - -
HOME - ARP - 321 - 6360 3,888 1,384 - 25,000 - -
AMERICAN RESCUE PLAN - 642 - 6420 879,318 3,572,859 11,587,649 - - - HED REVOLVING - 324 - 6484 207,097 224,860 237,800 232,700 242,700 251,500 NEIGH STABILIZATION ZERO DIV - 331 - 6710 17 32 - - - - NEIGHBORHOOD STABILIZATION - 331 - 6711 14,595 126,915 5,700 29,300 - - CDBG HABITAT - 331 - 6712 2,075 1,875 2,700 2,300 - -
HOMEKEY - 333 - 6730 - - - 8,115,400 - -
RDA - SUCCESOR AGENCY - 361 - 6910 341,702 318,091 635,500 510,300 500,000 500,100 SUCCESOR AGENCY - 361 - 6911 - 51,819 - - - -
RDA - SUCCESSOR AGENCY HOUSING - 362 - 6920 510,098 114,029 1,309,000 1,726,700 354,600 354,700 Total Operating Expenditures 9,674,651 21,115,808 47,104,637 42,365,700 9,166,100 9,248,200 Reimbursements (206,835) (224,870) (260,000) (232,700) (242,700) (251,500) Net Special Revenue 9,467,816 20,890,938 46,844,637 42,133,000 8,923,400 8,996,700 142
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2021-22 2022-23 2023-24 2023-24 2024-25 2025-26

OPERATING EXPENDITURES ACTUALS ACTUALS BUDGET PROJECTED PROPOSED PROPOSED

DEBT SERVICE
SA EAST VISALIA RDA TARB - 397 - 3970 47,188 38,938 - 39,000 249,800 245,100 2014 COP - 398 - 3980 127,152 127,121 - - 126,700 127,100 2015 COP - 399 - 3990 1,153,585 1,153,060 - - 1,156,500 1,155,500 Total Operating Expenditures 1,327,925 1,319,119 - 39,000 1,533,000 1,527,700 Reimbursements - - - - - -
Net Debt Service 1,327,925 1,319,119 - 39,000 1,533,000 1,527,700

PROPRIETARY
UTILITY SERVICE CENTER - 439 - 4391 2,197,364 2,457,403 2,486,100 2,665,500 2,805,600 2,874,400 Reimbursements (2,002,205) (2,170,194) (2,308,000) (2,444,000) (2,569,400) (2,627,500) Net Proprietary 195,159 287,209 178,100 221,500 236,200 246,900

INTERNAL SERVICE
MEASURE N-VEHICLE REPLACEMENT - 505 - 5050 238,039 268,546 234,400 268,600 268,600 268,600 INFORMATION SERVICES ZERO DIV - 511 - 5110 2,494,805 39,828 2,474,972 2,475,500 263,600 541,600 INFORMATION SERVICES - 511 - 5141 2,331,129 2,624,823 3,388,200 2,914,100 4,022,700 4,332,600 GEOGRAPHICAL INFORMATION SERV - 511 - 5142 370,288 284,811 428,900 431,200 473,900 489,600 BUILDINGS MAINTENANCE INT SERV - 531 - 5310 146 208 - - - - COMPENSATED ABSENCE ZERO DIV - 571 - 5710 1,145 1,686 - - - - Total Operating Expenditures 5,435,552 3,219,902 6,526,472 6,089,400 5,028,800 5,632,400 Reimbursements (3,780,111) (3,762,509) (4,016,500) (3,189,500) (3,189,500) (3,189,500) Net Internal Service 1,655,441 (542,607) 2,509,972 2,899,900 1,839,300 2,442,900 AGENCY
VTMD VISALIA TOURISM & MARKETI - 377 - 3650 767,828 877,906 - - - - PBID 5 ZERO DIV - 375 - 3660 490,531 550,599 507,800 580,600 609,600 640,100 ATWOOD ASSESS DIST DIVIS ZERO - 384 - 3840 12,241 12,461 - - - - LAURA ASSESS DIST DIVIS ZERO - 385 - 3850 7,888 7,888 - - - - VILLAGE WEST ASS DIST ZERO DIV - 382 - 3920 5,799 - - - - - ORCHARD WALK UG UTIL ZERO DIV - 383 - 3930 61,595 58,507 - - - - Total Operating Expenditures 1,345,882 1,507,361 507,800 580,600 609,600 640,100 Reimbursements - - - - - -
Net Agency 1,345,882 1,507,361 507,800 580,600 609,600 640,100 TOTAL FINANCE & TECHNOLOGY 14,566,782 24,602,335 51,197,709 47,083,800 14,857,500 15,674,600 143
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FINANCE – Finance Management 1503, Budget & Analysis 1531, Accounting 1532 Division Description: Finance is responsible for the City’s fiscal operations including the planning, directing, monitoring, and improvement of the City’s financial resources. The Finance Director and Finance Management Division are responsible for the planning and directing of the City’s financial resources. The Budget & Analysis Division is responsible for the preparation of the Budget, Capital Improvement Program, and Audit Report along with the treasury functions. The Accounting Division is responsible for various functions including accounts receivable, accounts payable, general ledger, and other general accounting. The Non-Departmental Division accounts for costs not directly associated with any single department such as property tax collection charges, non-profit support, and general revenue and expenditures. 2022-2024 Accomplishments

1. Produces the audit report (ACFR) internally.

2. Received the GFOA award for both the audit (ACFR) and Budget document.

3. Produced 2-year Capital and Operating Budget
2024-2026 Objectives

1. Complete the annual audit and single audit internally by December 31st.

2. Produce Mid-Year and Mid-Cycle financial and operational reports of the City.

3. Produce 2-year Capital and Operating Budget

4. Produce quarterly revenue report.
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Performance Measurements - Finance
Strategy Measure
Actual
2021-22
Actual
2022-23
Projected
2023-24
Forecast
2024-25
Forecast
2025-26
Timely -
- 2 year budget adoption 6/20/22 n/a 6/17/24 n/a 6/15/26 - Mid-year financials 5/2/22 4/17/23 3/18/24 3/17/25 3/16/26 - Audit presentation 1/18/22 2/6/23 2/5/24 1/20/25 1/19/26 Average number of days
between the end of the month
and completion of bank
reconciliation (Goal is 90 days)
90 90 90 90 90
Quality -
- Budget - GFOA award Yes n/a Yes n/a Yes
- ACFR - GFOA award Yes Yes Yes Yes Yes
Accounts Payable Number of Checks 7,283 7,557 7,300 7,400 7,500 Total Payments (Millions) $92 $102 $124 $126 $130
P-Cards Total P-Card Holders 415 419 422 430 430
Total Payments (Thousands) $2,211 $2,271 $2,204 $2,300 $2,300 Transient Occupancy Tax Total Collected (Thousands) $4,589 $4,534 $4,624 $4,671 $4,717 Meet or exceed Local Agency
Investment Fund (LAIF)
- LAIF 0.32% 2.13% 3.80% 3.25% 2.85%
- City Return 0.89% 2.00% 3.41% 3.29% 3.00%
- Difference 0.57% -0.13% -0.39% 0.04% 0.15%
Provide timely, quality financial information to decision makers.

To protect the City's cash investments while earning a
competitive investment return.
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PURCHASING – Material Management 1535, Property Management 1551 Division Description: The Materials Management Division handles the City’s centralized procurement functions and is responsible for ensuring that the City’s Purchasing policies are followed. The Purchasing Division manages the public bidding processes for goods and services including construction projects, fleet purchases and Citywide contracts; receives quotes, issues payments and change orders on purchase orders; and responds to public requests for information. The Property Management Division manages leases for City-owned properties and assists with the escrow process and tracking of all property purchases and sales. 2022-2024 Accomplishments

1. Complied with State Department of Industrial Relations (DIR) mandates for all City of Visalia’s Public Works contracts.

2. Complied with Federal Grant mandates for all City of Visalia’s contracts funded by Federal funds.

3. Provided Purchasing Policy Training to employees as needed

4. Responded to requests for public records in accordance with the Public Information Act.

5. Updated vendor insurance certificates.

6. Re-bid expired and/or outdated contracts.
2024-2026 Objectives

1. Provide City employees with training on Purchasing Policies annually or as needed.

2. Ensure vendor insurance certificates are up to date; ensure that contracts with associated performance bonds are renewed and up to date.

3. Update Purchasing Policies and Procedures Manual; update languages in bid document templates as needed. Update City of Visalia Labor Compliance Manual, if needed.

4. Re-bid expiring or out-of-date contracts to avoid lapse in service. 146
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Performance Measurements - Purchasing
Strategy Measure
Actual
2021-22
Actual
2022-23
Projected
2023-24
Forecast
2024-25
Forecast
2025-26
Number of PO's issued 302 417 545 550 550
Total Issued (Millions) $20 $47 $70 $50 $50
Number of RFB/RFP/Quote 55 74 80 85 85
Number of contracts registered
with DIR 25 30 41 45 45
To provide effective, efficient, and fully compliant
purchasing procedures for the City.
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BUSINESS TAX – 1537
Division Description: The Business Tax (Licensing) Division is responsible for certificate issuance, collection, and compliance for all Business Tax revenue as mandated in Chapter 5 of the Visalia Municipal Code. The mission of the division is to serve the citizens and businesses of Visalia through fair, effective, and efficient tax administration.
2022-2024 Accomplishments

1. Provided information assisting the public to open new businesses and obtain new business tax certificates while maintaining the Business Tax database, with approximately 13,400 active accounts, including processing new applications, home occupation permits, change of ownership, change of address, and business closures.

2. Renewed contract with State of California Franchise Tax Board for sharing of data to locate and assess non-compliant businesses and coordinated with the County of Tulare to increase revenue by updating information in the Business Tax database.

3. Conducted fieldwork to seek out newly established businesses and to follow up on prospects and businesses identified as out of compliance with the Business Tax code.

4. Collected fire inspection fees and re-inspection fees, Downtown Visalia surcharge, CASp surcharge, and code enforcement citation fees issued to businesses.

5. Prepared and processed updates to sections 5.04 “Business Licenses Generally”, and 5.20 “Fortunetellers” of the City of Visalia Municipal Code. 2024-2026 Objectives

1. Continue to provide equitable and uniform administration of the program and maintain a high level of technical experience by attending industry training and keeping updated on legislative changes.

2. Complete update or replacement of Business Tax software, including implementation of online payments and increased electronic billing to improve the efficiency of data collection, billing, and certificate issuance.

3. Improve collection efforts and cultivate ways to increase communication with customers to reduce the backlog of delinquencies remaining from the COVID-19 time period.

4. Improve the efficiency of printing and mailing processes to reduce per-bill costs.

5. Continue reviewing Chapter 5 of the Visalia Municipal Code which regulates Business Tax and make recommendations for necessary updates and revisions.
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Performance Measurements - Business Tax
Strategy Measure
Actual
2021-22
Actual
2022-23
Projected
2023-24
Forecast
2024-25
Forecast
2025-26
Total Business Accounts 12,953 13,126 13,400 13,534 13,669 % of increase/decrease 1% 2% 1% 1%
Delinquent Accounts 1,056 1,412 1240 1,143 1,029
% of increase/decrease 34% -12% -8% -10%
New Accounts Created* 1,121 1,242 1357 1,371 1,384
% of increase/decrease 11% 9% 1% 1%
*includes changes of ownership
Total Employees FTE 3 FTE 3 FTE 3 FTE 3 FTE 3
Revenue Collected $3,129,712 $3,585,215 $3,585,600 $3,616,800 $3,652,100 Preparation, monitoring, billing,
payment receipting, issuance of
Business Tax Certificates, and
collection of delinquent
accounts.
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6-12
AFFORDABLE HOUSING – 258, 311, 318, 321, 324, 331, 362
Division Description: The Affordable Housing Division is responsible for administering projects and programs funded through PLHA, CDBG, HOME, Housing Successor Agency (former Redevelopment Low/Mod funds), NSP1, state housing grants, and other funds. Staff prepares policies and procedures, implements programs, oversees contracts and project managers, administers and monitors subrecipients, and monitors loan repayment and rental and single-family unit compliance. The City collaborates with several non-profit agencies throughout the community such as Community Services and Employment Training, Inc. (CSET); Self Help Enterprises (SHE) which is a Certified Community Housing Development Organization (CHDO); Tulare County Housing Authority and its non-profit arm, Kaweah Management Company (KCM); Habitat for Humanity of Tulare County (Habitat); Visalia Senior Housing, and Christian Church Homes. The City serves as the Successor Housing Agency handling the assets of the former Redevelopment Agency in receipt of residual receipt loans and other loans with non-profit agencies such as the Kaweah Property Management, Visalia Senior Housing/Christian Church Homes, and Habitat. The division is also responsible for fair housing service coordination, homeless efforts, and special projects.
2022-2024 Accomplishments

1. First-Time Homebuyer: Land disposition & development of five lots on NW 5th Avenue sold to SHE, and five single-family homes were constructed and sold to low-income first-time homebuyers.

2. Homeless Bridge Housing: Eden House is a transitional bridge housing project that was developed with the use of CDBG and NSP1 funds for the acquisition of the property and operating funds were provided from CDBG and PLHA.

3. Motel Conversion into Permanent Supportive Housing (PSH): Sequoia Village project is a former motel converted into 50-PSH units for people experiencing homelessness.

4. CARES Act (CV) Funds: Expensed $1,507,850 in CDBG CV funds to provide emergency rental, mortgage, utilities, and food assistance to households directly impacted by the COVID-19 pandemic. Over 13,000 food boxes were distributed through the Central California Food Bank. 427 households benefitted from CDBG-CV rental, mortgage, and/or utility assistance.

5. Released an RFP for the development of a Homeless Shelter facility, awarded and negotiated the contract to CSET for a 100-bed low-barrier Navigation Center.
2024-2026 Objectives

1. The Lofts Project: Development of an 80-unit multi-family mixed use affordable housing complex.

2. Navigation Center: Development of a 100-bed low-barrier Navigation Center. 150
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3. Majestic Gardens: Motel conversion of 42-units into permanent supportive housing for people experiencing homelessness.

4. Design and implement ADA Infrastructure Improvements with the use of CDBG funds, including the ADA Transit Pathway and Tree Wells projects.

5. Prepare the next 5-year Consolidated Plans for the use of CDBG, HOME, and PLHA funds
Performance Measurements - Affordable Housing
Strategy Measure
Actual
2021-22
Actual
2022-23
Projected
2023-24
Forecast
2024-25
Forecast
2025-26
Action Plan - May 15 05/15/2022 05/15/2023 05/15/2024 05/15/2025 05/15/2026 CAPER - September 30* 09/30/2022 09/30/2023 09/30/2024 09/30/2025 09/30/2026 Number of Single Family Loans 164 159 167 157 147
Portfolio in Dollars (Millions) $5.2 $5.0 $4.4 $3.9 $3.4 Number of Rental Loans 19 21 23 24 24
Portfolio in Dollars (Millions) $17.4 $20.1 $23.6 $24.9 $24.9 Number of Affordable Units 69** 149** 149** 191** 202** Community Development
Funding %
Public & Park Improvements,
Code Enforcement
65% 73% 45% 48% 48%
Affordable Housing Funding % 35% 28% 55% 52% 52%
Total 100% 100% 100% 100% 100%
*CAPER date relates to prior FY (7/1-6/30) period expenditures ** Includes Rental units
Provide timely reports to US Department of Housing
& Urban Development (HUD).

Continue to service existing loans through
AmeriNational & Habitat so payments received may
be recycled in order to provide additional affordable
housing opportunities.

Continue servicing & monitoring forgivable and
Residual Receipt Affordable Rental Housing
Successor & HOME funded Project loan so payments
received may be recycled toward additional senior
and affordable housing rental projects.

Continue meeting the National Objectives by
providing affordable housing and community
development through HOME, HOME-CHDO, HOME
ARP,CDBG, NSP-CDBG (HfH) as available.

HOME, HOME-CHDO & NSPHFH (*includes rental units)
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UTILITY BILLING OPERATIONS – 4391
Division Description: The Utility Billing Division is responsible for the collection of utility billing revenue for the City.
2022-2024 Accomplishments

1. Continued to provide information to the public regarding their utility account and services offered.

2. Audited accounts to ensure correct billing is going to customers.

3. Continued to improve work order workflow to increase communication between billing staff and operations in the field.

4. Collaborated with operations staff to ensure billing information coincides with operations in the field.
2024-2026 Objectives

1. Continue auditing of accounts to ensure correct billing is going to customers.

2. Collaborate with operations to ensure billing accuracy with the launch of the new solid waste truck software.

3. Create a new billing cycle for new customers to keep number of customers between cycles equal.

4. Continue to improve internal processes to be more efficient and effective.

Performance Measurements - Utility Billing
Strategy Measure
Actual
2021-22
Actual
2022-23
Projected
2023-24
Forecast
2024-25
Forecast
2025-26
Number of Accounts (average) 43,840 46,470 46,935 47,404 47,878 Revenue (Millions) $49.8 $50.9 $51.4 $51.9 $52.4
Number of Delinquent Accounts to Tax Roll 934 937 946 956 965 Revenue (Thousands) $574 $576 $582 $588 $593
Number of Delinquent Accounts to Collections 510 521 516 521 521 Revenue (Thousands) $519 $465 $492 $497 $497
To provide accuracy in billing and excellent
customer service to City residents.
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INFORMATION SERVICES – 5141
Division Description: The Information Services Division ensures the smooth integration and maintenance of technology infrastructure and services. The division is responsible for the support and management of the City’s servers, networks, phone systems, desktops, email, internet access, and various applications citywide. This includes financial systems, permitting systems, utility billing, computer-aided dispatch, police and fire emergency systems, and hundreds of other applications.
2022-2024 Accomplishments

1. Completed upgrades to improve the digital security posture of the City, including upgrades to next-gen antivirus and malware protection systems.

2. Completed implementation of a robust off-site backup for digital data.

3. Completed replacement of the mobile data computers for Police and Fire, in-car video camera project to add cameras to the Police fleet, upgrades to the 911 dispatch and Police records systems, infrastructure upgrades to provide better connectivity to Police facilities, and upgrades and outfitting for the Mobile EOC command center.

4. Completed upgrade and modernization of the City’s voicemail system.

5. Completed roll-out of video conferencing monitors to allow all staff to participate and meet virtually.

6. Completed project to allow Human Resources onboarding and forms to be completed remotely and digitally.
2024-2026 Objectives

1. IT security assessment and implementation of new security controls.

2. Replacement and upgrade of all City computers.

3. Implementation of digital access controls for building access to replace physical keys.
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4. Timekeeping and time clock system replacement.

5. Upgrade communications infrastructure to remote sites, such as the Animal Care Center.

6. Online payment acceptance and processing for systems that do not currently allow online payments.

7. City website refresh and system replacement.

8. Major infrastructure upgrades to the City network, servers, and phone system.

9. Communications infrastructure and technology for new Fire Station 56.

10. Replacement of security cameras and intercoms Citywide.

Performance Measurements - Information Systems
Strategy Measure
Actual
2021-22
Actual
2022-23
Projected
2023-24
Forecast
2024-25
Forecast
2025-26
IS service requests handled 3,274 3,565 3,700 3,800 3,900 IS projects completed 14 17 20 22 24
Wireless phones and data 720 728 740 750 760
Telephones and lines 1,250 1,275 1,330 1,335 1,340
To provide and maintain reliable City computer services.

To maintain and manage City telephone systems.
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GIS – 5142
Division Description: The Geographic Information Services (GIS) Division is responsible for mapping, maintaining addresses, data collection and analysis, providing geographic support to City departments, conducting GIS software training, developing custom interactive mapping applications, and making printed maps specific to a public or department’s needs. GIS also works with Local, State, and Federal agencies by sharing data for projects such as Census and Emergency Operations. 2022-2024 Accomplishments

1. Migrated from a la carte licensing model to a Citywide enterprise agreement with Esri due to increasing needs by City departments to collect data out in the field and integrate department enterprise systems with GIS.

2. Developed a Public Facing Crime Map and internal Police Mapping Portal.

3. Migrated City of Visalia Parcel Fabric to ArcGIS Pro Parcel Fabric.

4. Participated in the Emergency Operations Center (EOC) Activation for the March 2023 Flooding event.

5. Worked with Tulare County GIS to establish City of Visalia Evacuation Zones in Tulare County’s Evacuation Zone Mapping Application, Genasys Protect. 2024-2026 Objectives

1. Develop an internal Mapping Portal for use by the Visalia Fire Department and Emergency Operations Center.

2. Develop a redundant Automatic Vehicle Location (AVL) mapping application for Public Safety.

3. Work with Community Development to develop a Residential Development Mapping Application.

4. Work with Community Development and MIS to provide the GIS data necessary to migrate permitting workflows to Accela Automation’s SAAS product.

5. Complete migration from ArcMap to ArcGIS Pro for all City users and applications.
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6. Continue to investigate new technology and integrations with the goal of increasing efficiency within City departments.

7. Continue to actively keep the GIS data, mapping software and functionality of GIS as current as possible, as well as monitor GIS data maintained outside of but utilized by GIS for quality control of the new Permitting system and Tulare County Assessors’ office APN pages.

Performance Measurements - Geographic Information Services Strategy Measure
Actual
2021-22
Actual
2022-23
Projected
2023-24
Forecast
2024-25
Forecast
2025-26
Number of Employees FTE 2 FTE 2 FTE 2 FTE 2 FTE 2
Addresses 63,805 64,673 65,250 65,850 66,550
Parcels 49,399 49,628 49,843 50,000 50,250
Miles of Street 680 686 695 698 700
Subdivisions & Parcel Maps 2,176 2,171 2,181 2,184 2,189 Addresses 868 577 600 700
Parcels 229 215 157 250
Miles of Street 5 10 3 2
Subdivisions & Parcel Maps -5 10 3 5
* Primary Address maintenance now performed in GIS as of 2015 and added Utility, Retired and other addressing designations. ** Miles are determined by centerlines in city limits and are not identified as Highway or Private segments. *** Negative Subdivisions & Parcel Maps Added in 2022-23 was due to a cleanup project in conjunction with CIP Project Maintained Geographic Databases
Added Geographic Information
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MISSION: The Visalia Fire Department is dedicated to protecting all through excellent service. The men and women of the fire department commit to the citizens of Visalia to provide dependable service in a responsive manner, while showing care and compassion for those in need. We will protect lives, property, and the environment through fire suppression, emergency medical services, hazardous materials mitigation, rescue response, disaster preparedness, code enforcement, and community education.

FIRE DEPARTMENT
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Dan Griswold
Fire Chief
Darrin Hughes
A-Shift Battalion Chief
Derrick Fricke
B-Shift Battalion Chief
Danny Wristen
C-Shift Battalion Chief
Thomas Van Grouw
Support Services
Battalion Chief
Ryan Munger
EMS Coordinator
Karl Krauss
Admin Training Captain Corbin Reed
Fire Marshal
Allocated FTE’s = 89
Infectious Control/DICO
Grant Writing
Training Support
Communications
Dispatch Liaison
EMS
Worker’s Compensation/LTD
Technology
EOC/Emergency Preparedness
Administrative Support

CFF JAC
Training
Recruit Academy
EMS Service Management
Squad Program Management
EMS Training/Certifications
Narcotic Tracking & Purchasing
EMS Quality Assurance & Quality
Improvement
Department EMS Liaison
Fire Investigations/Inspections
Site Plan Review/Plan Checks
Public Education
Special Events
Daily Operations/Staffing
PIO
Incident Report Review
Apparatus/Pump Testing
Station/Office Supplies
Foam F-500
Ladders/Maps
SCBA
Daily Operations/Staffing
PIO
Incident Report Review
All Fire Extinguishers
Equipment & Power Tools SEET
Hazardous Materials/Contract
Honor Guard
Quartermaster
SOG/Lexipol
Technical Rescue
Facilities
Fire RMS/NFIRS
Daily Operations/Staffing
PIO
Incident Report Review
Accountability
Communications Assistant
Hose/Nozzles/Fittings
Preplans
Technology/Computer Programs
Wildland/Strike Team
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2024-25
2025-26
14,908,700 15,375,900
1,115,100 1,115,700
GENERAL FUND - FIRE - 001

SALARIES AND BENEFITS OPERATING EXPENDITURES
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FIRE

ALL FUNDS
2021-22 2022-23 2023-24 2023-24 2024-25 2025-26

OPERATING EXPENDITURES ACTUALS ACTUALS BUDGET PROJECTED PROPOSED PROPOSED

GENERAL FUND
FIRE ADMINISTRATION - 001 - 2221 966,983 1,023,656 1,029,000 989,800 1,117,500 1,146,100 FIRE EMERG SERV/OPERATIONS - 001 - 2222 14,530,893 15,366,515 14,435,004 15,361,100 16,039,100 16,456,100 FIRE PREVENTION - 001 - 2223 783,873 1,001,899 885,200 985,500 1,040,500 1,076,700 FIRE TRAINING - 001 - 2224 65,632 99,217 103,000 90,200 101,400 101,600 FIRE HAZARDOUS MATERIALS - 001 - 2226 20,627 56,440 38,900 41,600 63,100 58,900 Total Operating Expenditures 16,368,008 17,547,727 16,491,104 17,468,200 18,361,600 18,839,400 Reimbursements (602) (2,027) (2,500) (2,100) (2,100) (2,100) Net General Fund 16,367,406 17,545,700 16,488,604 17,466,100 18,359,500 18,837,300

SPECIAL REVENUE
MEASURE N-FIRE - 141 - 1413 1,287,457 1,563,985 1,701,000 1,706,700 1,747,600 1,814,800 FIRE MEASURE T ZERO DIVISION - 122 - 2230 2,730 2,890 - - - - FIRE PUBLIC SAFETY ST (MEAS T) - 122 - 2231 2,929,183 3,105,675 3,096,600 3,133,500 3,407,900 3,530,800 FIRE MEAS T EC UNCRT ZERO DIV - 124 - 2240 137 195 - - - - Total Operating Expenditures 4,219,507 4,672,745 4,797,600 4,840,200 5,155,500 5,345,600 Reimbursements (3,162) (3,967) (4,000) (4,000) (4,000) (4,000) Net Special Revenue 4,216,345 4,668,778 4,793,600 4,836,200 5,151,500 5,341,600

INTERNAL SERVICE
FIRE MEAS T ZERO DIV - 504 - 5040 66,121 33,577 1,051,200 1,018,500 33,400 33,400 Reimbursements (64,608) (32,474) (65,100) (32,500) (32,500) (32,500) Net Internal Service 1,513 1,103 986,100 986,000 900 900 TOTAL FIRE 20,585,264 22,215,581 22,268,304 23,288,300 23,511,900 24,179,800 160
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FIRE ADMINISTRATION - 2221
Division Description: The Administration/Support Services Division is staffed by the Fire Chief, Administrative/Support Services Battalion Chief, EMS Coordinator, and Senior Administrative Analyst. The division is responsible for the administrative functions necessary to support the department’s mission and operation. Administrative activities include financial management and coordination to ensure effective and efficient use of the City’s resources, promotions and recruitments, productivity measurement and analysis, leadership, oversight, and planning/development of the department’s programs and policies. 2022-2024 Accomplishments

1. Managed general fund budget to stay within the allocated amount for FY 2022/23 and thus far for FY 2023/24.

2. Completed recruitment and hiring of Squad Paramedics and effectively integrated the addition of Squad 53 into the department’s operations.

3. Began the construction phase for the new Fire Station 56 with a projected completion date in early 2024 and operations to commence shortly after completion. Weekly meetings with the Construction Manager to ensure the project is in line with the project budget.

4. Researched and identified a site location for the new Fire Station 51.

Selected an architect following and RFB with design to start shortly.

5. Completed the administrative functions required to support department operations and provide service to the citizens. Examples include processing Strike Team reimbursement for approximately $1,175,000, processing 190 public records requests, completing the recruitment and promotional process adding 5 recruits, and promoting 7 personnel.
2024-2026 Objectives

1. Develop and manage the adopted general fund budget, capital improvement plan, and vehicle replacement plan to meet the department’s needs in service to the community while demonstrating responsible stewardship of public funds.

2. Begin operations out of new Fire Station 56.

3. Contribute to and support the completion of the design phase of Fire Station 51 by the established project timeline.
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4. Strategically plan for department operations; analyzing current and future service needs related to a changing City and community.

5. Identify alternative funding sources and grants to support department projects and capital needs.
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EMERGENCY SERVICES/OPERATIONS - 2222
Division Description: The Emergency Services/Operations Division is responsible for protecting life and property in emergency situations by providing effective fire, rescue, and Advanced Life Support (ALS) emergency medical services (EMS). Operations personnel are divided across three shifts, assigned 24 hours a day over six fire stations, and staffing seven emergency response fire apparatus. Daily operations are supplemented with two Squads, each staffed with two Paramedics. All fire apparatus are staffed with a captain, an engineer, and a firefighter/paramedic and each shift is supervised by a shift battalion chief. The Operations Division responds to emergency calls for service including, but not limited to, various types of fires, medical aids, vehicle accidents, and hazardous material incidents. The Operations Division also provides a variety of non-emergency services to the community including response to non-emergent calls for service, fire inspections, and public education events. This division also operates the Tulare/Kings County Regional Hazmat team responding to hazmat incidents for surrounding jurisdictions under an agreement and on a cost-recovery basis. Personnel assigned to the Operations Division are responsible for maintaining the knowledge, skills, and abilities for their various roles and the general inspection and maintenance of tools, equipment, and fire apparatus. Captains and Battalion Chiefs are all assigned work programs that support the operation’s program, equipment, and maintenance needs.
2022-2024 Accomplishments

1. Worked cooperatively with City staff from all departments, the Tulare County Fire Department, and the State of California Region V Operational Area to ensure adequate response to the substantial rain and flood potential experienced in March 2023.

2. Responded to 32,815 calls for service in calendar years 2021 and 2022, of these, 17,141 were for emergency medical service.

3. Assisted State and local cooperators with 35 Strike Team and/or Single Resource Deployments to 23 incidents to combat wildfires throughout California

4. Trained 12 personnel to serve as Peer Support Team members and added seven personnel to the Hazardous Materials team, certifying them to Hazmat Technician and/or Specialist.

5. Started the purchasing process for one (1) new Paramedic Squad Vehicle, two (2) new Fire Engines, and one (1) new Fire Truck.
2024-2026 Objectives

1. Research and implement means to reduce emergency response times. 163
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2. Research and purchase approved capital projects and programs.

3. Continue to research, develop, and implement components of a Health and Wellness Program.

4. Complete annual Emergency Operations Center table-top exercises.

5. Complete assigned engine company fire inspections.

Performance Measurements - Emergency Services/Operations Average Response Time Comparison Report Period: From 2012 to 2022 Year Total Calls Average Response Time
2012 12,140 0:04:59
2013 12,482 0:05:22
2014 12,513 0:05:48
2015 14,065 0:05:52
2016 14,283 0:05:35
2017 15,301 0:05:29
2018 15,228 0:05:41
2019 16,179 0:06:02
2020 15,892 0:06:05
2021 16,293 0:06:22
2022 16,522 0:06:16
New Goal: To respond to all emergent calls (lights & sirens) for service in less than 5 minutes 80% of the time.

Strategy Measure
Actual
2022
Actual
2023
Projected
2024
Forecast
2025
Forecast
2026
33% 34% 35% 35% 35%
Response times to priority emergency calls are a strong indicator of appropriate standards of coverage. Once a fire is developed, it can double in size each minute. Flashover now occurs in 3 to 5 minutes. Brain death will occur in 4 to 6 minutes when a victim is in cardiac arrest. Timely response to both fire and EMS calls have a direct relationship with saving lives and protecting property.

Strategy: Continue to evaluate each segment of the response time from the time fire crews are notified to the time they arrive on scene. Make any changes to current practices that may positively influence response times. Analyze facilities for contributing factors and identify solutions.

Evaluate and adapt measures we can control, continue adding preemption devices to new traffic signals, and explore new technologies and mapping systems. Continue to research City growth and prepare plans to accomodate the changing community.

Percentage of
emergent calls
responded to in less
than 5 minutes
Service level changes: Squad 53 was put into service in November 2022. Squad 53 is the second of two Measure N Squad paramedic units. Squad 51 and Squad 53 are in service in addition to the 24/7 fire personnel and are staffed during the peak periods of the day. Monday through Friday, both Squads are in service from 0730 to 1730. On Saturday and Sunday, one Squad is in service each day from 0730-1730. 164
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FIRE PREVENTION - 2223
Division Description: The Fire Prevention Division includes the Fire Marshal who oversees the day-to-day operations in the Prevention Division. Prevention Division staff includes a Senior Office Assistant and three fulltime Fire Inspectors. This division seeks to ensure life safety and property conservation within the community by inspecting businesses for potentially hazardous conditions, conducting property maintenance inspections, and providing fire and life safety public education. Conducting fire and arson investigations and providing direction for fire code compliance on State-mandated inspections and new developments. 2022-2024 Accomplishments

1. On track to complete all annual State-mandated fire inspections. As of 11/07/2023, 86% had been completed for 2023.

2. Continued education and enforcement efforts to reduce the use of illegal fireworks in the City of Visalia. Reports of illegal fireworks use, and citations declined annually.

3. Two apprentice Investigators completed the required training and began their California State Fire Marshal Task Books. Added four additional Fire Investigator Trainees to the team

4. Planned and coordinated annual Fire Trucks and Food Trucks events each year.

5. Conducted presentations to all public school third-grade classes each October.
2024-2026 Objectives

1. Complete all annual State-mandated fire inspections.

2. Continue education and enforcement efforts to reduce the use of illegal fireworks in the City of Visalia.

3. Continue education and training for all Fire Investigation Team Members.

Research ideas to bolster the Fire Investigator Team.

4. Continue fire prevention and education efforts including annual Fire Trucks and Food Trucks event and coordinating fire and life safety presentations to 3rd grade classes.
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5. Evaluate processes for operational permit issuance and billing. Provide training to Engine Crews to ensure proper operational permit fees are properly accessed during annual business inspections.

Performance Measurements - Prevention
Strategy Measure
Actual
2021-22
Actual
2022-23
Projected
2023-24
Forecast
2024-25
Forecast
2025-26
2,581 3,200 3,000 3,000 3,000
3,644 3,500 3,400 3,400 3,400
105 135 135 135 135
To continue improving policies &
procedures and utilize
technology to the best of our
abilities always working
towards increased efficiency.

Initial Business Inspection
Property Maint Inspection
Public Education events attended
Strategy: The Prevention Division performs inspections mandated by the State of California and property maintenance inspections based on reported violations. Engine Companies perform inspections of businesses throughout their response district to better familiarize themselves with their response districts. Public Education Events are attended by both Engine Companies and Prevention Staff throughout our community. 166
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TRAINING - 2224
Division Description: The Training Division is staffed by one Training Captain and one Support Services Battalion Chief. The Training Division manages the fire service training for all fire suppression personnel with the goal that all personnel are trained to provide the best service possible safely and effectively to the citizens and visitors of Visalia. Fire service training is comprised of five major areas: fire suppression, hazardous materials, technical rescue, emergency medical technician, and paramedicine. The Training Division strives to increase and enhance the response capabilities of the Fire Department, as mandated by local, state, and federal standards. The Support Services Battalion Chief also manages the business and marketing plan for the training facility, grants, firefighter recruit academies, and the communications program. 2022-2024 Accomplishments

1. Ensured that all employees completed local, state, and federally mandated training annually and coordinated one 8-week recruit academy for 5 firefighter paramedic recruits.

2. Developed and delivered a 40-hour acting captain academy and a 40-hour acting engineer academy.

3. Developed the following programs to enhance department needs: (1) a standardized fire command and control training program, titled “Good Faith Command”, (2) a department core skill training program with 39 core skill sheets to be trained on and tested on annually, and (3) a command training program on strategies and tactics of structural firefighting utilizing a new web-based fire simulation software program, SimsUshare.

4. Enhanced training facility with the utilization of CalJAC apprenticeship funds to purchase a state-of-the-art variable-pitch ventilation prop, an E.C.R.S. forcible entry door prop, and three Rogue assault bikes for physical training.

5. Served as Secretary/ Treasurer of the South Valley Training Officers Association. Position and participation enhance department training by coordinating training efforts with other operational area departments and by building professional relationships.
2024-2026 Objectives

1. Complete all local, state, and federally mandated training requirements annually.

2. Progress department core skill training by converting skill sheets to a digital format utilizing Vector Evaluations software and by incorporating videos of each skill for reference and to ensure standardization.

3. Develop a training cadre program management plan to maximize the effectiveness of cadres and to establish and clarify the goals and objectives of the training cadre program.
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4. Continue to enhance training facilities with the addition of a class A burn prop, built with shipping containers, and construct a large commercial flat roof ventilation prop. Projects shall be funded from the CalJAC apprenticeship account.

5. Maintain activity with the South Valley Training Officers Association and foster a symbiotic relationship with the College of Sequoias fire technology program and newly implemented paramedic program.

Performance Measurements - Training
Strategy Measure
Actual
2022
Actual
2023
Projected
2024
Forecast
2025
Forecast
2026

19.25 20.00 20.00 20.00 20.00
Goal: Provide an average of 20 hours of fire service training per month to each fire suppression employee.

Strategy: The Training Division will continually evaluate federal, state and local training requirements for fire suppression employees. The Training Division will develop an annual training plan that will meet or exceed all training requirements. The Training Division will utilize the Target Solutions Program, qualified internal and external instructors, and a monthly training calendar to provide an average of 20 hours of material per month for each fire suppression employee.

Monthly Training - Providing a minimum of 20 hours
of training per member per month as recommended
by ISO. Completing mandated training requirements
to meet OSHA regulation and NFPA guidelines.

Average monthly training
hours for each fire
suppression employee
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HAZARDOUS MATERIALS RESPONSE - 2226
Division Description: The Hazardous Materials Division is currently comprised of 20 personnel trained to the level of Hazardous Materials Technician or Specialist. Visalia Fire Department’s Hazmat team responds to a variety of hazmat-related incidents throughout Tulare and Kings counties. Additionally, Visalia Fire is the host agency for the Tulare-Kings County Regional Hazardous Materials Response Team and has an agreement with 12 other jurisdictions in Tulare and Kings counties to provide hazardous materials response on a cost recovery basis. The Visalia Hazardous Materials Unit is recognized as a Type 1 Hazardous Materials Response Unit with Cal OES.
2022-2024 Accomplishments

1. Successfully recertified with Cal OES as a Type 1 Hazardous Materials Response team.

2. Maintained the Hazmat Team roster to a size that is responsible and meets response needs by hosting a Hazmat tech/specialist class that included seven VFD personnel and training two additional tech personnel to the specialist level through additional training.

3. Created and implemented the hazmat team's monthly/quarterly training plan to ensure that required skills are maintained. We regularly invite and include neighboring agencies in support of the Regional Hazmat Team Concept.

4. Established relationships with the Local Emergency Planning Commission for Region 5 and the Tulare County Certified Unified Program Agency.

These relationships help identify means to maintain current and future equipment/training needs and provide information on hazardous materials facilities in the area respectively.

5. Completed the purchase of a Rigaku RAMAN Spectrometer through American Rescue Plan Act funding.
2024-2026 Objectives

1. Maintain Hazmat Team roster to a size that is responsible and meets response needs.

2. Continue to provide required training to Tulare / Kings Counties Haz Mat Team personnel to maintain skills and working relationships within our response area.

3. Pre-plan the various businesses and processes in Visalia, and specifically the Industrial Park, to identify target hazards. Prioritize training for identified hazards.
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4. Identify alternative funding mechanisms to acquire replacement equipment for outdated FTIR, (Fourier Transform Infrared (FTIR) spectroscopy) and other required chemical identification equipment.

5. Work with our local CUPA to identify and Pre-plan response to high-hazard occupancies within Visalia and our surrounding response area. 170
8-1

PARKS & RECREATION DEPARTMENT
MISSION: The Parks and Recreation Department mission is to enrich the lives of the residents of Visalia by providing safe, welcoming parks and recreation facilities, and affordable, diverse recreation and cultural opportunities for people of all ages to play, learn, and build community. We create community through people, parks, and programs.
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Vacant
Parks & Recreation
Director
Laurissa Roggenkamp
Recreation Manager
Eric Ferreira
Recreation Supervisor
Holly Ellis
Recreation Supervisor
Vacant
Recreation Supervisor Candace Harrington
Animal Services Manager
Alvin Dias
Parks & Facilities Manager
Donny MacLennan
Facilities Maintenance
Superintendent
Daryl Tillman
Parks Supervisor
Zach Huff
Urban Forestry Supervisor
Allocated FTE’s = 54
Division Oversight
Business Office
Marke�ng
Sports Facility Management
Adult Sports
Youth Sports
Aqua�cs
Special Events
Enrichment
Childcare & Camps
Senior Center
Special Events
Facility Management
Building
Maintenance
Janitorial Services
Parks
Maintenance
Ligh�ng & Landscape
District Maintenance
Oak Tree Program
Tree Maintenance
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2024-25
2025-26
427,900 446,600
235,600 243,600
MEASURE N - PARKS & RECREATION- 141

SALARIES AND BENEFITS OPERATING EXPENDITURES
2024-25
2025-26
1,258,600 1,313,100
965,100 968,300
ANIMAL SERVICES - 406

SALARIES AND BENEFITS OPERATING EXPENDITURES
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PARKS & RECREATION

ALL FUNDS
2021-22 2022-23 2023-24 2023-24 2024-25 2025-26

OPERATING EXPENDITURES ACTUALS ACTUALS BUDGET PROJECTED PROPOSED PROPOSED

GENERAL FUND
PARKS & RECREATION DIRECTOR - 001 - 1601 219,699 209,529 281,500 256,700 295,400 309,700 COMMUNITY SERVICES ADMIN - 001 - 1605 312,055 339,043 417,100 289,500 341,500 353,900 PARKS & URBAN FORESTRY - 001 - 1621 486,380 466,409 520,884 529,900 746,200 783,400 PARK MAINTENANCE - 001 - 1622 5,274,625 4,593,059 5,406,440 4,933,700 5,476,500 5,677,800 BUILDING MAINTENANCE - 001 - 1623 1,368,316 1,414,475 1,501,100 1,529,500 1,792,300 1,919,200 BIKE PATH - 001 - 1629 511,913 456,955 507,100 520,000 594,200 610,200 CITY PARKING LOT MAINT - 001 - 3105 508,078 529,897 519,300 723,800 813,800 824,000 PARKS AND DEV ADMIN - 001 - 3131 200,340 165,958 213,500 226,600 237,400 246,900 PARKS AND REC ADMIN - 001 - 3501 12,516 10,028 - - - -
FACILITY MANAGEMENT - 001 - 3502 433,466 499,789 400,000 528,600 561,500 568,900 MHCC PROGRAMS - 001 - 3504 127,881 175,202 184,900 213,000 231,100 235,100 AFTERSCHOOL ENHANCEMENT - 001 - 3505 424,995 3,685 428,300 - - - AQUATICS - 001 - 3506 86,017 185,723 236,600 192,800 214,800 224,200 YOUTH ENRICHMENT - 001 - 3507 48,290 51,017 68,700 66,600 84,100 89,500 YOUTH SPORTS PROGRAM - 001 - 3508 62,885 100,710 174,298 137,500 159,700 165,100 ADULT SPORTS PROGRAM - 001 - 3509 120,305 145,174 188,500 166,300 173,900 184,600 COMM WIDE CULTURAL EV - 001 - 3511 24,845 42,884 100,000 78,800 89,100 101,800 RECREATION MANAGEMENT - 001 - 3514 1,016,418 1,222,240 1,733,300 1,294,600 1,677,300 1,739,900 WHITMAN CTR. - 001 - 3515 21,142 35,363 - 38,200 39,300 40,200 ADULT PROGRAMS - 001 - 3517 8,240 18,237 56,400 29,300 66,400 66,800 SENIOR CENTER - 001 - 3524 214,637 272,228 278,100 306,500 331,000 343,500 DAY CAMPS - 001 - 3525 67,827 69,350 160,100 78,400 110,800 113,600 OAK TREE PRESERVATION ZERO DIV - 010 - 3790 7,305 9,378 - - - - CONSERVATION FUND ZERO DIV - 011 - 3810 49 70 - - - -
Total Operating Expenditures 11,558,224 11,016,403 13,376,122 12,140,300 14,036,300 14,598,300 Reimbursements (3,131,945) (3,218,690) (2,638,500) (3,675,300) (3,682,800) (3,685,800) Net General Fund 8,426,279 7,797,713 10,737,622 8,465,000 10,353,500 10,912,500

SPECIAL REVENUE
MEASURE N-PARKS/BUILDINGS - 141 - 1412 520,754 574,057 579,500 564,900 658,400 680,300 MEASURE N-RECREATION - 141 - 1414 107,408 126,779 119,900 129,200 138,100 145,400 MEASURE N-2% YOUTH REC - 143 - 1432 41,091 129,222 189,865 118,300 205,900 210,700 BASEBALL- ZERO DIVISION - 157 - 1570 21,874 96,047 32,328 52,200 48,300 - BASEBALL - 157 - 1571 174,275 322,093 254,000 332,300 308,700 265,400 WATERWAYS MAINT ZERO DIV - 251 - 2530 381,353 344,807 352,950 430,600 322,800 329,800 SPECIAL SERVICE DIST NE - 271 - 2711 191,665 197,489 184,700 199,300 208,400 211,900 SPEC SERV DIST OPEN SPACE - 272 - 2721 26,683 47,314 36,800 35,000 36,100 33,900 SPEC SERV DIST L&L ZERO DIV - 273 - 2730 99,453 84,967 957,968 958,000 216,000 607,000 SPEC SERVICE DISTRICT L&L - 273 - 2731 2,786,940 3,965,514 3,242,200 3,622,400 3,771,300 3,898,100 Total Operating Expenditures 4,351,496 5,888,289 5,950,211 6,442,200 5,914,000 6,382,500 Reimbursements (304) - - - - -
Net Special Revenue 4,351,192 5,888,289 5,950,211 6,442,200 5,914,000 6,382,500

PROPRIETARY
ANIMAL SERVICES ZERO DIV - 406 - 4060 109,660 (164,448) 171,000 171,000 788,400 592,300 ANIMAL SERVICES - 406 - 4061 1,770,167 2,125,665 1,970,505 2,083,100 2,270,500 2,331,700 Total Operating Expenditures 1,879,827 1,961,217 2,141,505 2,254,100 3,058,900 2,924,000 Reimbursements - - - - - -
Net Proprietary 1,879,827 1,961,217 2,141,505 2,254,100 3,058,900 2,924,000 TOTAL PARKS & RECREATION 14,657,298 15,647,219 18,829,338 17,161,300 19,326,400 20,219,000 174
8-5
PARKS & RECREATION DIRECTOR - 1601
Division Description: To provide meaningful leisure opportunities that sustain lifelong interest, introduce new activities, and increase socialization that enhances quality of life. Continue to meet the needs of the residents of Visalia by maintaining the Parks and Recreation Department’s facility assets. 2022-2024 Accomplishments

1. Effectively managed the maintenance and operation budget of the Parks and Recreation Department to maximize the use of resources and stay within the general funding provided for the two-year fiscal period 2022-2024.

2. Established Parks and Recreation as a City of Visalia Department.

3. Awarded Per Capita and State of California Prop 68 grant for a total of $7.978 million.

4. Enhance the workforce to meet the demands of programs for the community.

5. Building relationships and developing community partners. 2024-2026 Objectives

1. Provide a high quality, diversified parks, recreation, and open space system that provides for all age and interest groups.

Neighborhood and community parks:
a. Provide a system of neighborhood and community parks that are within walking distance of residents.
b. Provide parks with activities for all age groups and abilities, equally distributed throughout the community.
c. Add capacity to existing parks by expanding facilities to accommodate increased population.

2. Complete a Parks and Recreation Master Plan.

3. Increase community awareness of Community Services facilities, programs, and events through various marketing venues.

4. Initiate joint planning and operating programs with other public and private agencies to provide for special events and activities.
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5. Modernization of Recreation Facilities
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PARKS AND FACILITIES MANAGEMENT – 3131
Division Description: Building a productive team vested in the improvement of existing parks, trails, and facilities; while looking for innovative and new ways to bring facilities, parks, and open spaces to the community. 2022-2024 Accomplishments

1. Performed cost analysis on contractual work versus in-house City staff for the Parks Maintenance Division. Established an in-house janitorial crew adding 4 full-time and 4 hourly staff to the Parks division to provide previously contracted services.

2. Completed several planned park irrigation well updates through an established CIP and emergency water well restoration projects.

3. Purchased equipment to make staff and processes more productive and efficient, such as dump trailers, larger volume herbicide sprayer, scissor lift, and updated technology for Urban Forestry inspection staff.

4. Coordinated with Engineering to develop project scopes on several Capital Improvement Projects and awarded grants.

5. Established Landscape and Lighting contracts with different levels of service and added new inspection forms and processes to make inspections more streamlined.
2024-2026 Objectives

1. Strategize to modernize equipment and amenities in facilities, parks, and trails.

2. Monitor and utilize Measure N Funding for parks, trails, trees, and facility maintenance.

3. Update the Landscape Standards and Specifications for the Community Services Department.

4. Continue to coordinate with Engineering on the construction of the Prop 68 Inclusive Playground, the Prop 68 per capita grant-funded Riverway Phase VI Dog Park, East Side Regional Park, and the construction of three future neighborhood parks at various locations in the City.

5. Complete already approved City funded CIP projects in a timely manner, and all ARPA funded park projects by the end of 2024. Create new CIP projects to repair, replace, expand, or enhance areas in Parks, Trails, Urban Forestry, and Facilities.
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PARKS DIVISION - 1622
Division Description: To develop, maintain, and improve the parks and facilities by providing safe, clean, attractive areas that are accessible to the entire community. 2022-2024 Accomplishments

1. Implemented an in-house janitorial crew through contractual services cost savings. Providing the community with 7-day-a-week janitorial services to all park restrooms.

2. Modernized and installed three new arbor structures at Blain Park.

3. Installed new engineered wood fiber fall surfacing to all city-maintained park playgrounds with City staff to ensure compliance with ADA requirements and fall attenuation.

4. Performed various park improvement projects such as wrought iron fencing around the Oval Park building, new windscreens to all eight (8) dugouts at Riverway Sports Park – CR Shannon facility and installing walk-on bark to the planters at Recreation Park’s Anthony Center.

5. Installed new play structures at Village Park and replaced the pour-in-place rubber surfacing at the Perry Family Park playground area. 2024-2026 Objectives

1. Continue to work on improving parks throughout the city to keep them safe, green, and clean for residents.

2. Establish a replacement program for park amenities (benches, tables, trash receptacles, playgrounds), based on current needs and the projected life span of amenities. This would complete areas that did not receive ARPA funds.

3. Work to convert old halogen/metal halide light fixtures to L.E.D. lighting in all parks and add additional interior park lighting for safety and security lighting.

4. Continue to look for ways to make maintenance practices more efficient, with equipment, staffing, and procedures.

5. Develop and implement a herbicide spraying and fertilization program for all turf areas within City parks.
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Performance Measurements - Parks
Strategy Measure
Actual
2021-22
Actual
2022-23
Projected
2023-24
Forecast
2024-25
Forecast
2025-26
Park acres maintained 292.25 292.25 292.25 294.25 306.25 Riparian open space acres
acquired 0 0 0 4 4
Park acres developed 0 0 0.25 2 2
Park acres acquired 0 0 0 2 12
Acres per 1,000 pop. 2.04 2.04 2.04 2.06 2.14
Develop, maintain, and improve the parks and
facilities by providing safe, clean, attractive
areas that are accessible to the entire
community.
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URBAN FORESTRY – 1621
ASSESSMENT DISTRICT MAINTENANCE – 2711, 2721, & 2731, TRAILS – 1629, RIPARIAN SETBACKS – 2530 Division Description: To develop, maintain, and improve the urban forest and greenery in various designated areas within Visalia, including the City's Lighting and Landscape Districts, Northeast District, Roadsides and Medians, Public Buildings, Parking Lots, Ponding Basins, and creek and trail-ways system. Additionally, to safeguard and conserve open spaces across the entire city. 2022-2024 Accomplishments

1. Created a new, full-time Landscape and Lighting Inspector role to enhance our capacity for overseeing the expanding portfolio of landscape and lighting districts within the municipality, with a primary focus on optimizing contract adherence.

2. Successfully addressed the maintenance and safety concerns by effecting repairs to more than 150 sidewalks within Landscape and Lighting districts, proactively mitigating the risk of accidents, and safeguarding the city against potential liabilities.

3. Efficiently organized the pruning of more than 5,500 trees under municipal care, while also overseeing the removal of 549 trees in a state of decay, disease, or decline, as part of our commitment to sustaining a healthy urban tree canopy.

4. Conducted thorough assessments and evaluations of 176 valley oak trees located within the city, in alignment with Visalia's objective to safeguard these historically significant specimens and mitigate unwarranted removals.

5. Granted seven landscape maintenance contracts encompassing a combined area of 118 acres, covering the Landscape and Lighting Quadrants, as well as medians and roadsides, within the City's purview. 2024-2026 Objectives

1. Ensure the vitality of the city-owned landscape and tree canopy by implementing effective oversight and proactive management practices.

2. Develop landscape enhancement strategies for Landscape and Lighting districts, trails, pocket parks, riparian habitats, medians, and roadsides, addressing the areas where vegetation, including plants and trees, has been depleted due to past drought conditions, aging, or other contributing factors.

3. Address inquiries for assessments regarding valley oak trees and street trees, focusing on optimizing the City's management of these trees and related municipal ordinances.

4. Examine opportunities for revising existing contract standards, the bidding process, and enforcement policies to enhance the upkeep of the City’s landscape.
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5. Seek enhancements in municipal irrigation systems to promote water conservation and modernize their management for improved efficiency.

Performance Measurements - Urban Forestry
Strategy Measure
Actual
2021-22
Actual
2022-23
Projected
2023-24
Forecast
2024-25
Forecast
2025-26
Miles of multi- purpose path
constructed
0 0 2 1 2
Valley oaks inspected 167 167 176 180 180
Acres of L&L District landscape
maintained
159 159 165 170 175
Street & park trees trimmed or
removed
7,137 4,360 5,000 5,500 5,500
Street trees added or replaced 587 1,100 1,100 1,200 1,200 Maintained Open Spaces 162 162 164 215 215
To enhance and maintain the City's urban
forest and enhance the landscape in L&L
Districts, roadsides, medians, parking lots,
ponding basins, and the trailway system. To
preserve and protect open space throughout
the City.
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BUILDING MAINTENANCE – 1623
Division Description: Manage and maintain 54 City-owned facilities, including 7 days a week custodial service of over 151,000 square feet of office space, while ensuring clean, safe, and secure City facilities. 2022-2024 Accomplishments

1. Established maintenance contracts to ensure cost-effective and safe operation of several City facilities; TK Elevator Maintenance, RLH Fire Protection, ELESCO Emergency Lighting System, and EvGo vehicle electrical charging station within the 300 E. Parking Structure.

2. Completed several major building improvement projects throughout the City, including the Fire Station 55 urethane/elastomeric roof coating, Rawhide Red Zone deck replacement, the raising of the Fleet Maintenance building and Stairway replacement, and Anthony Community Center lobby doors.

3. Worked diligently to keep the three aging elevators within the parking structures functioning by replacing several obsolete components with refurbished parts and repairing issues caused by water damage.

4. Cleaned the old PAL Building to establish a community warming center for the winter months.

5. Purchased equipment and cross-trained maintenance staff to become more productive and efficient.

6. Made several Building Code updates.
2024-2026 Objectives

1. Complete elevator upgrades to city-owned passenger lifts older than 20 years and update them to current building codes.

2. Replace HVAC units at Police Districts 1 & 2 – units are obsolete, and parts are no longer available.

3. Rawhide – complete the re-roofing of the old ticket booth and coordinate maintenance repairs throughout the facility with Engineering and Assistant City Manager.

4. Corporation Yard – complete renovations to office space within the west end of the Fleet Maintenance shop. Re-roof Fleet Maintenance, Parks Maintenance, and Building Maintenance shops.
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5. Recreational Facilities – replace gym doors and explore new gym flooring options at the Anthony Community Center. Work to modernize and update all recreational facilities throughout the City.

Performance Measurements - Building Maintenance
Strategy Measure
Actual
2021-22
Actual
2022-23
Projected
2023-24
Forecast
2024-25
Forecast
2025-26
Service requests completed 900 900 1,100 1,300 1,400
S.F. of bldgs w/ custodial service 151,000 151,000 151,000 206,669 211,669 S.F. of bldgs per custodian 11,823 11,823 11,823 12,000 12,000 Floor care S.F. 189,835 189,835 198,178 200,000 200,000 Building HVAC & Cooler Units 198 205 211 211 215
Manage and maintian 54 City owned facilities,
including 7 days a week custodial services
ensuring clean, safe, and secure facilities.
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RECREATION - 3502 – 3524
Division Description: The Recreation Division offers high-quality recreation programs to all age groups and interests. Focusing on enrichment programs, sports leagues, health and wellness programming, senior nutrition, and access to programs and activities for all ages. The Recreation Division strives to identify areas of interest in the community to develop programming that appeals to community members. 2022-2024 Accomplishments

1. Developed partnerships with several organizations to provide additional special events to the community.

2. Developed partnership with Visalia Unified School District; provided free swim team registration to students of VUSD with VUSD providing incentive pay for the aquatics staff, and usage of pools for community programs at no cost.

3. Re-introduced two annual special events that hadn’t been held since FY 2019-20.

4. Developed digitally optimized seasonal Live & Play program guide through collaboration with the Communications Division to collect analytical data.

5. Successfully increased participation in enrichment classes from FY 21/22 to FY 22/23 by more than double and increased 61% from FY 21/22 to FY 22/23 in youth sports leagues.
2024-2026 Objectives

1. Increase program registration and participation for existing programs by providing quality programs and events and increasing marketing channels with a combination of digital and accessible options.

2. Maintain steady use of social media marketing to increase awareness of programs, activities, and events.

3. Develop partnerships to provide well-rounded events, programs, and activities for all ages and abilities.

4. Provide opportunities through a combination of fee-based and free programs, events, and partnerships for community members to socialize and increase general well-being including physical and mental health.

5. Develop and sustain programs focusing on nutrition education, wellness, and physical activity for all ages and abilities.
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Performance Measurements - Recreation
Strategy Measure
Actual
2021-22
Actual
2022-23
Projected
2023-24
Forecast
2024-25
Forecast
2025-26
Participants
Enrichment Class
participation 2,460 5,018 5,269 5,419 5,520
Youth Sports Participation 1,180 1,900 1,995 2,052 2,090 Adult Sports Teams 295 371 390 401 408
Swim Lessons 698 1,023 1,074 1,105 1,125
The Manuel Drop In
Participants 207 427 448 461 470
Senior Meals Served 14,879 14,446 15,168 15,602 15,891
Number of Park Rentals 1,309 1,218 1,279 1,315 1,340
Number of Facility Rentals 224 502 527 542 552
Number of Athletic
Field/Court Rentals 6,805 8,517 8,943 9,198 9,369
To offer high quality programs to all age groups and
interests.
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8-16
ANIMAL SERVICES – 406
Division Description: The Animal Services Division encompasses Animal Field Services, Shelter Care & Management, and Animal Licensing. Through compassion we protect, educate, and serve the public; we help reunite lost pets, facilitate adoptions, partner with 501c rescue groups, process licenses, and meet the statemandated services for stray, sick, injured, and vicious animals within the City limits. Animal Services will continue to develop various programs to encourage and educate the public to improve the lives of people and animals.
2022-2024 Accomplishments

1. Operated a Trap Neuter Release Program for feral/community cats and received a grant to increase free surgery opportunities.

2. Maintained live release save rates for dogs of 78% throughout the year.

3. Renewed contracts with the City of Dinuba, the City of Exeter, and the City of Farmersville for animal control, sheltering, and licensing services.

4. Transferred 2,500 dogs and cats to rescue partners, facilitated 300 cats and dogs being adopted, and helped 500 pets reunite with their owners.

5. Upgraded the Shelter Buddy system to include a Lost and Found website to help reunite more pets with owners.
2024-2026 Objectives

1. Create an engaging Volunteer Program.

2. Increase Trap Neuter and Release opportunities to the public by partnering with local vet clinics.

3. Educate the public to increase awareness of city ordinances while also hosting offsite adoption events to further engage the public and promote adoptable animals.

4. Establish foster programs to increase live release save rate for dogs.

5. Update the website with fillable forms for greater accessibility, public reach, and ease.
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Performance Measurements - Animal Services
Strategy Measure
Total Ratio Total Ratio Total Ratio Total Ratio Total Ratio Altered Dog 3,330 2,899 3,189 3,508 3,859
Unaltered Dog 466 416 458 503 554
Altered Cat 798 916 1,008 1,108 1,219
Unaltered Cat 6 9 10 11 12
Incoming
Saved
Euthanized
-Save Rate
Rescue Groups that draw
from the Visalia shelter
To increase the ratio of altered licenses to unaltered
licenses issued while increasing the amount of
licenses sold each year.

Forecast
2025-26
7:1
133:1
7:1
101:1
7:1
100:1
7:1
100:1
Actual
2021-22
Actual
2022-23
Projected
2023-24
Forecast
2024-25
700
7:1
101:1
To increase the total save rate of incoming animals
at the shelter.
2,682 2,718 2,800 2,900 3,000
1,876 1,812 1,900 2,000
To build the network of animal rescue organizations
in order to save more of Visalia's animals. 242 252 260 275 2,100
678 892 800 750
280
70% 67% 68% 69% 70%
187
9-1

PLANNING & COMMUNITY PRESERVATION

DEPARTMENT
MISSION: The Department is committed to working together with our diverse community to enhance the present and future quality of life by: ensuring an attractive, safe and environmentallyconscious community; constructing public infrastructure; promoting citizen participation in community affairs; exercising stewardship through technical excellence, innovation and fiscal responsibility; and creating a positive climate for residents, business and community partners. 188
9-2
Paul Bernal
Community Development Director
Planning
Tracy Robertshaw
Neighborhood Preservation Manager
Devon Jones
Economic Development Manager
Allocated FTE’s = 22
Department HR/Payroll
Records Management
Facility Maintenance
Budget/Financial Oversight
Permit System Administra�on
Long Range Planning
Short Range Planning
Planning Commission
Historic Preserva�on
Environmental Review
Special Projects
Site Plan Review
Code Enforcement
Substandard Housing
Code Viola�ons
Transient Issures
Rehab Housing
SMART Team
SWEEP Program
Economic Development
189
9 -3
190
9-4

PLANNING/COMMUNITY PRESERVATION

ALL FUNDS
2021-22 2022-23 2023-24 2023-24 2024-25 2025-26

OPERATING EXPENDITURES ACTUALS ACTUALS BUDGET PROJECTED PROPOSED PROPOSED

GENERAL FUND
ECONOMIC DEVELOPMENT - 001 - 1018 349,203 382,280 350,900 479,800 461,300 503,900 PLANNING & NEIGH PRES DIRECTOR - 001 - 1805 557,632 543,132 529,800 495,000 556,000 574,000 PLANNING - 001 - 1821 1,130,172 1,114,005 1,090,200 1,167,300 1,192,900 1,226,400 NEIGHBORHOOD PRESERVATION - 001 - 1861 1,008,409 1,030,092 1,149,900 1,224,200 1,407,900 1,458,200 GRAFFITI - 001 - 3128 43,966 95,917 88,800 100,000 143,500 143,500 Total Operating Expenditures 3,089,382 3,165,426 3,209,600 3,466,300 3,761,600 3,906,000 Reimbursements (491,705) (557,325) (477,700) (613,100) (613,100) (613,100) Net General Fund 2,597,677 2,608,101 2,731,900 2,853,200 3,148,500 3,292,900

SPECIAL REVENUE
CASP CERTIF & TRNG FUND - 138 - 2380 1,507 2,414 22,300 11,900 22,000 22,300 VEHICLE ABATEMENT - 338 - 6811 80,615 91,500 85,300 82,700 87,200 90,700 Total Operating Expenditures 82,122 93,914 107,600 94,600 109,200 113,000 Reimbursements - - - - - -
Net Special Revenue 82,122 93,914 107,600 94,600 109,200 113,000 TOTAL PLANNING/COMMUNITY PRESERVATION 2,679,799 2,702,015 2,839,500 2,947,800 3,257,700 3,405,900 191
9-5
MANAGEMENT - 1805
Division Description: The Department is managed under the direction of the Planning & Community Preservation Director, who is responsible for the Economic Development, Planning, and Neighborhood Preservation divisions of the City. The department interacts with many community boards such as the City Council, Planning Commission, Chamber of Commerce, Downtown Visalian’s Association, Downtown Property Owners Association, Visalia Economic Development Corporation, Tulare County Economic Development Corporation, Governmental Affairs Committee, Building Advisory Committee, Historic Preservation Committee, and Local Agency Formation Commission.
2022-2024 Accomplishments

1. Successfully hired a new Director for the Department to manage the Building Safety and Engineering Development Divisions.

2. Continued efforts to preserve the quality of life for those who live and work in the City through code enforcement efforts, homeless task force, SMART team, and affordable housing.

3. Implemented an online Site Plan Review process utilizing the City’s Accela permit system, allowing applicants to submit online in real-time.

4. Extended front counter hours of operation to provide additional services to the community for all department functions.

5. Adopted and successfully implemented an Agricultural Mitigation program allowing for the opening of Tier ll development projects.

6. Completed and fully integrated the current version of the Accela Permit System, including a transition to Bluebeam to conduct a more efficient plan check review.
2024-2026 Objectives

1. Continue to review the department’s organizational employee structure to find efficiencies in each division, backfill all staff vacancies and establish additional supervising positions to strengthen all divisions within the Department.

2. Maintain focus on changes at the State and Federal level to ensure the department is capable of meeting new mandates.

3. Move additional department processes and workflows into the Accela permit system, allowing for simplified submittal process, fee payments, and tracking for reports.
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4. Prepare and implement a required transition of the Accela permit system to a cloud-hosted platform to ensure continued support and maintenance.

5. Prepare a comprehensive work plan on establishing application intake procedures for all divisions to follow when inputting workflows in Accela.

6. Improve timely customer service to the public through City teamwork, cooperation, employee training, and improved work methods and efficiencies.
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ECONOMIC DEVELOPMENT - 1018
Division Description: The Economic Development Division focuses on business attraction, retention, and expansion. Its primary functions include recruitment of industrial and other commercial firms as well as retention and expansion of existing companies and assisting with the development and use of various Cityowned property assets. These efforts are achieved through playing an active role in community and region-wide strategic efforts to develop the economy, proactively marketing the City, partnering with developers and brokers, and working closely with other City departments and private industry through the development review process serving as a business liaison for prospective and expanding businesses. It should be noted that the division’s efforts do not result in immediate benefits since recruitment and expansion efforts often take a year or longer before a specific project may materialize, but the benefits are significant with sales and property tax revenues generated for the City as well as numerous jobs for the local community.

The division has several partners which play key roles in the delivery of business activity in Visalia including the Visalia Economic Development Corporation (VEDC), Tulare County Economic Development Corporation (TCEDC), College of the Sequoias, Tulare County Workforce Investment Board, Downtown Visalians, Visalia Chamber, South Valley Industrial Collaborative, Tulare Kings Hispanic Chamber, Small Business Development Center, and numerous brokerage firms and developers.
2022-2024 Accomplishments

1. New locations include Amazon (approx. 1200 jobs), Ace Hardware DC (400 jobs), Sunrun DC, Redwood Logistics, and Titan Brands.

2. Strategic partner SVIC completed their industrial training center feasibility study and staff continue to work with them and critical workforce development and education partners on advancing the quantity and quality of the available workforce.

3. Renewed service agreement with Valley Community SBDC. They will have a physical office in downtown Visalia. Assisted with the rollout of Tulare County COVID relief funds (administered by WIB) to Visalia small businesses.

4. Working on completing several property transactions.

5. Completion of the Visalia industrial lands inventory analysis study. 2024-2026 Objectives

1. Aid community stakeholders in securing EDA ARPA grant funding to further economic and workforce development in Visalia.
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2. Work with the Airport Division and General Services Department to position airport property for manufacturing and industrial business development and job creation.

3. Enhance local eco-system for entrepreneurship support and development.

4. In partnership with Visalia EDC, meet with several Visalia industrial employers for individual needs assessments and business support opportunities.

Performance Measurements - Economic Development
Strategy Measure
Actual
2021-22
Actual
2022-23
Projected
2023-24
Forecast
2024-25
Forecast
2025-26
Industrial sector* job growth 559 558 400 500 750
# of impressions** made 190,000 275,000 250,000 300,000 300,000 # of meetings attended 77 81 60 60 60
# of businesses/brokers/site
selectors assisted
new
measure 61 50 50 50
*Specifically, business types classified in Manufacturing, Transportation, Warehousing & Logistics NAICS codes, Focus on primary job growth to maximize import of
new wealth into local economy.

Market to prospective employers and real estate
brokers/site selectors.

Maintain ongoing participation with various business
groups (VEDC, TCEDC, WIB, SVIC, Chambers, etc.).

Provide ongoing assistance to local or prospective
employers for a variety of needs.
**Marketing efforts include print, video, social media, news articles, direct contacts (among others) and target site selectors, real estate brokers, industrial employers, retail establishments, and general business contacts, 195
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PLANNING – 1821
Division Description: The Planning Division provides strategic planning and development project review services to the City Council, Planning Commission, citizens of Visalia, and the development community, and chairs the Site Plan Review Committee. The division is responsible for maintaining the City's General Plan, Zoning Ordinance, and Specific Plans. It also provides support staffing for the Planning Commission and Historic Preservation Advisory Committee, as well as environmental and planning support to other departments within the City. The division also prepares studies and reports on topics such as demographics, land absorption trends, and development entitlement activity. Planning operations are managed by the Director/City Planner who is also designated to serve as staff liaison to the Planning Commission. 2022-2024 Accomplishments

1. Completed standardized Accessory Dwelling Unit housing plans that are used by the public free of charge.

2. Adopted and successfully implemented an Agricultural Mitigation program allowing for the opening of Tier ll development projects.

3. Completed several Zone Text Amendments to implement Housing Element updates to bring the City into compliance with housing and zoning laws.

4. Adopted new ordinances establishing requirements for tobacco-related businesses and short-term housing rentals operating in the City of Visalia.

5. Completed a comprehensive update to the City’s Historic Preservation ordinance and updated the City’s Local Register of Historic Structures.

6. Completed the adoption process for the 6th Cycle Housing Element update and submitted to the State for Housing Element certification. 2022-2024 Objectives

1. Initiate the process to identify land use designations within the City’s urban reserve areas.

2. Complete and implement an update to residential design standards by establishing and adopting objective standards consistent with State law.

3. Move Planning submittals and workflow into the Accela permit system, allowing for a simplified submittal process, fee payments, and tracking for reports.
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4. Establish annual review updates with the Planning Commission on all state bills approved that impact planning procedures and processes.

5. Provide a comprehensive review and update of the Zone Use Matrix to identify uses that may no longer require discretionary review.

Performance Measurements - Planning
Strategy Measure
Actual
2021-22
Actual
2022-23
Projected
2023-24
Forecast
2024-25
Forecast
2025-26
Conditional Use Permit 23 48 35.5 37 37
Subdivisions 5 9 8 8 8
- acres 88.36 293.82 107.09 110 110
- lots 423 1,079 59 60 61
Parcel Maps 7 14 11 12 12
- lots 38 44 41 42 42
Change of Zone 1 2 2 2 2
Variance 5 3 4 4 4
Annexations 1 7 3 8 8
General Plan Amendments: 2 2 2 2 2
Text Amendment 5 1 4 4 4
Historic Preservation
i
Historic Preservation Cases 29 32 29 30 30
Additional Application Processing Home Occupation Permits 537 563 500 515 526 Temporary Use Permits 47 33 40 41 42
Administrative Adjustments 28 14 30 31 32
Site Plan Review Cases 223 193 277 283 288
Environmental Documents 62 74 70 72 74
Lot Line Adjustments 19 15 15 15 16
Residential 1,167 1,201 940 970 990
Commercial 353 339 380 387 395
Building Permits - Provide plan review for the
Planning portion of Commercial and Residential
building permits
Application Processing through Planning
Commission.
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NEIGHBORHOOD PRESERVATION – 1861
Division Description: The Neighborhood Preservation Division oversees the Code Enforcement functions which include substandard housing, general code violations, private property vehicle abatements, and transient issues. The division focuses on notifying property owners of code violations, prescribing and monitoring actions, ensuring that conditions that pose a negative impact on neighborhoods are adequately addressed, and proactively seeking to improve the quality of life for those who live and work in the City. The division serves as the lead for the City's Specific Measurable Achievable Relevant Time-Bound (SMART) Team responsible for coordinated department efforts to revitalize and preserve various neighborhoods. The division works closely with the Police Department on gang/drug and code compliance issues and has proven to be highly successful and financially self-supporting. The division also coordinates with the Police Department to capture officer time on problematic properties that have adversely affected City resources. 2022-2024 Accomplishments

1. Automated notices in Accela, created templates, and streamlined the process of opening and assigning cases.

2. Created a Courtesy Notice/Door Hanger Proactive Enforcement Program.

3. Created a Commercial Enforcement position that will conduct proactive enforcement to ensure conditional use permits (CUP) and Site Plan Review requirements are being followed as required.

4. Established a Narcan Policy and obtained Narcan for all Code Officers to carry as part of their personal safety protection equipment.

5. Recovered $88,341 for the Building Division from property owners who conducted work without permits.
2024-2026 Objectives

1. Update and correct the Administrative Chapter of the Municipal Code.

2. Establish a process/policy to double-fee the cost for work without permits as outlined in the municipal/building code.

3. Launch a community volunteer code enforcement academy where residents play an active role in the preservation of their respective neighborhoods while working closely with City staff.

4. Complete the Standard Operating Procedure to establish written code enforcement processes.
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Performance Measurements - Neighborhood Preservation
Strategy Measure
Actual
2021-22
Actual
2022-23
Projected
2023-24
Forecast
2024-25
Forecast
2025-26
Code Violations
Overall Reported Violations 1,238 1,467 1,511 1,556 1,603 % of increase/decrease 18% 3% 3% 3%
Reported Substandard Houses 187 128 145 138 131
% of increase/decrease -32% 13% -5% -5%
Marijuana Grows 40 15 16 15 15
% of increase/decrease -63% 7% -5% 0%
Reported Abandoned Private Vehicles 87 65 67 69 71
% of increase -25% 3% 3% 3%
Work without Permits Work Without Permit Violations 126 128 132 136 140 % of increase 2% 3% 3% 3%
Total Number of Employees Full-Time 8 8 9 9 9
Hourly 2 2 2 2 2
Cost Recovery
Amount Billed $96,703 $109,257 $106,165 $109,350 $112,630 Proactively increase cases to address
visual and quality of life issues.

Utilize increased fines for illegal marijuana
grows.

Continue proactive enforcement of
abandoned vehicles.

Obtain reimbursement from property
owners for inspection time
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GRAFFITI – 3128
Division Description: The Graffiti Division is tasked with the abatement of graffiti on public property including parks, landscape and lighting districts, and City-owned buildings within 48 hours, 7 days a week. The division collaborates with public and private entities to remove graffiti on private properties, enhance public awareness of graffiti abatement, collaborate with law enforcement to bring more arrests and collaborate with volunteers who assist in covering up minor graffiti within the community. 2022-2024 Accomplishments

1. Experienced a significant reduction in graffiti Citywide compared to previous years.

2. Removed and/or covered over 31,500 square feet of graffiti Citywide each year.

3. Responded to nearly 1,200 removal requests.

4. Responded to all removal requests within 48 hours to remove graffiti. 2024-2026 Objectives

1. Continue the trend of reduced graffiti Citywide.

2. Collaborate with Code Enforcement, local authorities, private homeowners, and other entities to remove graffiti on private property.

3. Increase public awareness of our graffiti abatement and how they can assist in keeping our City beautiful.

Performance Measurements - Graffiti
Strategy Measure
Actual
2021-22
Actual
2022-23
Projected
2023-24
Forecast
2024-25
Forecast
2025-26
Number of graffiti calls 554 598 420 430 430
Graffiti found by maintenance staff 163 419 550 560 560 Email and web reports 78 61 100 110 120
Hours spend removing graffiti 383 578 600 625 650
Sq.ft. removed or covered 23,853 31,655 32,000 33,000 34,000 Average removal response time 1-2 days 1-2 days 1-2 days 1-2 days 1-2 days To remove graffiti on public property
including parks, L&L Districts, and city
owned buildings within 48 hours.
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POLICE DEPARTMENT
MISSION: The City of Visalia Police Department has been established to preserve the public peace, prevent crime, detect, and arrest violators of the law, protect life and property, and to enforce the criminal laws of the State of California and the ordinances of the City of Visalia. 201
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Jason Salazar
Chief of Police
Capt. Luma Fahoum
Operations
Lt. Jared Hughes
District 1
Lt. Celeste Sanchez
District 2
Lisa Davis
Spt.Services Mgr
Lt. Mona Whaley
Night Watch
Lt. Mike Short
Night Watch
Capt. Andrew
Swarthout
Operations Support
Lt. Mike Verissimo
Investigations
Lt. Kevin Kroze
SEB
Capt. Dan Ford
Administration
Lt. Ozzie Dominguez
PSB
Lisa Davis
Spt. Services Mgr
IT Specialist
Abigail Baez
Administrative
Assistant
Liz Jones
PIO/Manager
Allocated FTE’s = 248
Patrol
HOPE Team
Commercial
Policing
Peer Support/
Chaplains
Mobile Field Force
Patrol
Traffic/DUI
Parking Enforcement
FTO
Honor Guard
VIPS
CSO
Explorers
Dispatch
K9
Pursuit Review Board
SWAT
Negotiators
UOF Review
Training
Personnel & Hiring
Duty Officer
Fleet
Range
Records
Court Services
Violent Crimes
Property Crimes

YSO/PAL
Crime Analysis
Crime Lab
Property & Evidence
TRATT
SEU/Gangs
Narcs
TARGET
EOD
UAS
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POLICE

ALL FUNDS
2021-22 2022-23 2023-24 2023-24 2024-25 2025-26

OPERATING EXPENDITURES ACTUALS ACTUALS BUDGET PROJECTED PROPOSED PROPOSED

GENERAL FUND
PD ADMINISTRATIVE SERVICES - 001 - 2101 11,330,634 12,817,079 13,456,748 11,742,100 13,218,500 13,661,100 PD PATROL - 001 - 2102 14,746,885 15,435,082 16,616,800 15,806,100 17,552,300 18,188,800 PD TRAFFIC BUREAU - 001 - 2103 1,812,297 2,044,944 2,184,691 2,144,100 2,335,200 2,417,400 PD INVESTIGATIONS - 001 - 2104 7,750,222 8,995,531 8,106,890 8,556,700 9,131,000 9,488,800 POLICE UNCLAIMED FUNDS - 012 - 3820 3,300 17,165 62,000 62,100 15,100 100 Total Operating Expenditures 35,643,338 39,309,801 40,427,129 38,311,100 42,252,100 43,756,200 Reimbursements (3,515) (564) - (1,100) - -
Net General Fund 35,639,823 39,309,237 40,427,129 38,310,000 42,252,100 43,756,200

SPECIAL REVENUE
MEASURE N-POLICE - 141 - 1411 4,874,786 5,903,406 5,919,132 6,704,500 7,445,700 7,970,400 MEASURE N-2% YOUTH PD - 143 - 1431 69,579 24,284 75,400 76,500 76,500 76,500 PD PUBLIC SAFETY ST (MEAS T) - 121 - 2131 4,006,066 4,149,051 4,508,700 4,273,800 4,967,200 5,149,400 PD MEAS T ECON UNCERT ZERO DIV - 123 - 2140 201 286 - - - - COMCL CRIMINAL APPREH ZERO DIV - 631 - 6030 22,158 95,805 119,453 119,500 - - NARCOTICS FOREFITURE ZERO DIV - 621 - 6210 11,824 44,922 56,630 91,000 89,500 40,500 ASSET FORFITURE ZERO DIV - 622 - 6220 - - 10,000 10,000 10,000 10,000 ST TARGET ASSET FORFIETURE - 623 - 6230 6,596 10,376 8,000 8,000 8,300 8,600 FED TARGET ASSET FORFIETURE - 624 - 6240 - - 5,000 5,000 5,000 5,000 COPS GRANT INVESTIGATIONS - 631 - 6324 277,932 320,852 299,700 310,400 326,300 339,300 Total Operating Expenditures 9,269,142 10,548,982 11,002,015 11,598,700 12,928,500 13,599,700 Reimbursements - - - - - -
Net Special Revenue 9,269,142 10,548,982 11,002,015 11,598,700 12,928,500 13,599,700

INTERNAL SERVICE
PD MEAS T ZERO DIV - 503 - 5030 127,732 119,487 123,400 785,500 120,500 305,300 Reimbursements (123,222) (117,428) (119,000) (117,400) (117,400) (117,400) Net Internal Service 4,510 2,059 4,400 668,100 3,100 187,900 TOTAL POLICE 44,913,475 49,860,278 51,433,544 50,576,800 55,183,700 57,543,800 204
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ADMINISTRATION - 2101
Division Description: The Administration Division includes the Professional Standards and Training Bureau, the Records Unit, and Public Information Bureau and Community Outreach The Professional Standards and Training Bureau oversees hiring and recruitment, internal affairs investigations, coordinates and completes state-mandated reporting, coordinates all internal and external Department training, and maintains all building and fleet operations under the purview of the Department.

The Records Unit oversees all Public Records Act (PRA) requests, coordinates with the District Attorney’s Office for the submission of all criminal reports and distribution of subpoenas and assists citizens in our public lobbies.

The Records Unit also processes all generated police reports, citations, and traffic-related documents generated through the course of Department operations.

The Community Outreach and Public Information Bureau oversees Department efforts related to community outreach and includes social media, event coordination, traditional media requests, and coordination with the City of Visalia communications team.
2022-2024 Accomplishments

1. Transitioned to conducting all Perishable Skills in-house along with significantly increasing the number of trainings hosted by the Department.

This has allowed more staff to attend training without the associated travel cost for attendance at different locations.

2. Department staff successfully integrated two new DOJ reporting requirements including the Racial and Identity Profiling Act (RIPA) and the Peace Officer Standards and Accountability Act. Department staff submitted over 13,500 RIPA entries, all of which have required supervisor approval and auditing, and ensured compliance with all Peace Officer certification requirements.

3. Between fiscal year 2020/21 and fiscal year 2022/23, PSB staff coordinated 570 interviews for external and internal processes and, working with Human Resources, vetted over 1,209 applicants for the various positions available in the Department, and conducted over 170 background investigations. This resulted in the hiring of 33 police officers, 17 police officer recruits, and 31 professional staff members; and the promotion of 32 members of the Department.

4. The Public Safety Communications Manager was hired to serve as the Public Information Officer for both the Fire and Police Departments. The Department has seen steady growth in social media engagements and followers through a continued effort to keep the community informed of the Department’s activities. Additionally, the Department engaged in 141 community outreach events in this two-year cycle.
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5. The Records Unit was able to obtain national certification for the National Incident Based Reporting System (NIBRS) which required an error rate of less than three percent. NIBRS replaced the Unified Crime Report System managed by the FBI. There was a total of 15,284 NIBRS entries that were submitted to the FBI. Additionally, the Records Unit received and processed a total of 3,693 public Records Act requests, a 77% increase from fiscal year 2020/21.
2024-2026 Objectives

1. The Visalia Police Department Training Unit seeks to continue developing, enhancing, and increasing the amount of in-house training conducted for Department personnel. This training will provide professional instruction that falls within the Department’s goals and expectations; and will complement the anticipated increase in training locations included with the future Public Safety Administration Building and Evidence Building.

2. The Department seeks to continue building on its aggressive recruiting and hiring strategies to remain competitive with other public safety organizations. This will require expanding our attendance at recruiting fairs, attending more college events, and making use of a wider range of recruiting tools to include an anticipated update to the City’s website. As the Department continues to grow, staff project the need for an additional parttime background investigator.

3. As the City of Visalia moves closer to the construction and eventual completion of the Civic Center, the Administration Division will be heavily involved in the review and approval process related to the new Public Safety Administration Building as well as the successful transfer of operations upon completion.

4. Because of the role that social media now plays in society, the Department will build upon our existing platforms by proactive real-time sharing of events, increasing our press releases and “Happening Now” posts, responding to questions posed on social media, and providing more feelgood post to encourage a consistent and positive social media engagement.

5. As we see increases related to PRA requests, especially in digital forms, the Records division will seek to find solutions in structure and technology to assist in handling customer expectations. This will require staff to consider new technologies that will provide increased productivity, serving as a force multiplier, so that staff can keep pace with demand.
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Performance Measurement – Police Administration
207
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208
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209
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OPERATIONS – 2102
Division Description: The Operations Division is responsible for the Department’s first response activities and consists of the Patrol Bureau and the Communications Unit. Patrol Operations include all first responding personnel assigned to Patrol Districts 1 and 2 and handle all calls for service requiring a police response. Patrol Operations provide highly visible, 24-hour uniformed patrol focusing on the preservation of peace, crime prevention, protection of life and property, enforcement of criminal laws, and the development of communitybased partnerships.

The Traffic Bureau continues to be a major component of the Operations Division and is comprised of the Motors Unit and Parking Enforcement Unit. The Bureau provides traffic enforcement, collision investigations, and manages safety education programs to promote safe vehicular and pedestrian traffic in Visalia, with the goal of reducing traffic injuries and property damage caused by traffic collisions.

The Homeless Outreach and Proactive Enforcement Team (HOPE) continues to respond to a significant number of calls within the City of Visalia through their collective efforts with community partners to address public safety issues related to homelessness. The HOPE team collaborates with Tulare County Mental Health and many other community partners who can assist in providing services to those experiencing homelessness.

The Communications Unit is also a section of the Operations Division. The Communications Unit is responsible for the receipt, disposition, and documentation of all calls for service from the public. The calls can be routine or emergency matters for the Police, Fire, and Animal Control Departments.

Other important units that fall within the Operations Division include The K9 Team, the Field Training Unit, the Volunteers in Police Services Unit, and the Mobile Field Force. 2022-2024 Accomplishments

1. Assisted in a Citywide emergency response and Emergency Operations Center activation for flood response and mitigation in March & April 2023.

2. The K9 unit acquired a narcotics detection canine and cross-trained patrol/bomb detection canine to assist with searches for dangerous individuals, dangerous drugs, and explosives.

3. HOPE Team proactivity reduced the number of calls for service on issues related to homelessness by 66% in north Visalia and 42% in south Visalia.

4. Expanded the HOPE team by one and assigned a HOPE officer to South Mooney Blvd as well as expanded our partnership with Tulare County Mental Health to provide (2) mental health clinicians working directly with the HOPE Team to enhance services in the field.

5. Implemented a hybrid patrol shift model to increase staffing levels on patrol shifts and to address additional training requirements and staff development through monthly training shifts.
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2024-2026 Objectives

1. Address recruitment and retention of staffing in the Communications Center to be able to better answer all incoming 911 calls following standards set by the State of California, Governor’s Office of Emergency Services.

2. Create a new campaign to assist with the recruitment of Volunteers in Police Service to increase the unit by 25%.

3. Aggressively target injury collisions caused by impaired drivers utilizing checkpoints, saturation details, traffic enforcement, and traffic safety education to reduce injury traffic collisions by 2%.

4. Continue to expand the use of DDACTS (Crime Analysis) data to direct proactive policing efforts to reduce property crimes by 5% and provide higher visibility patrols to areas impacted by crime.

5. Implement new technologies and software that reduce the administrative duties of patrol officers to increase response times and proactive policing efforts to increase public safety.
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Performance Measurements - Police Operations
Measure
Actual
2020
Actual
2021
Actual
2022
Projected
2023
Forecast
2024
Forecast
2025
City of Visalia Population 138,456 139,254 142,066 143,487 144,922 146,371 Number of Calls for Service 158,189 158,836 159,159 160,751 162,358 163,982 % Increase in Calls 0.4% 0.2% 1.0% 1.0% 1.0%
In comparing calls for service in 2022 to 2021 there was a < 1% increase for all calls for service. There was a 1% increase in Fire calls, a 14% increase in Animal Control calls, and a 1% decrease in Police calls. There was a 7% decrease in 911 calls.

Communication Unit Calls for Service
2020-2022
17135
7672
134352
0 20000
40000
60000
80000
100000
120000
140000
160000
Fire Calls Animal Control Calls Police Calls
2020
2021
2022
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Transient Calls for Service
Measure
Actual
2020
Actual
2021
Actual
2022
Projected
2023
Forecast
2024
Forecast
2025
Transient Related Calls 5,430 4,184 3,785 3,217 2,734 2,324 % Decrease in Calls -22.9% -9.5% -15.0% -15.0% -15.0%
Transient Calls for Service
2020-2022
Transient related calls for service forecast of 15% is based on the average percentage decrease between 2019 and 2022. 0 1000
2000
3000
4000
5000
6000
2020 2021 2022
Traffic Fatalities
Measure
Actual
2020
Actual
2021
Actual
2022
Projected
2023
Forecast
2024
Forecast
2025
Number of Calls for Service 12 7 7 8 7 6
% Decrease in Fatal Accidents -41.7% 0.0% 14.3% -12.5% -14.3% Traffic Fatalities
2019-2022
9 12
7 7
0 2
4 6
8 10
12 14
2019 2020 2021 2022
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OPERATIONS SUPPORT – 2104
Division Description: The Operations Support Division consists of the Special Enforcement Bureau and Investigations Bureau. Collateral units assigned to the Operations Support Division include the Special Weapons and Tactics (S.W.A.T.) Team, Central Valley Regional Bomb Squad, Crisis Negotiations Team, and Unmanned Aerial Systems Team.

The Special Enforcement Bureau includes the Narcotics Unit, Special Enforcement Unit, and the Tulare Area Regional Gun Enforcement (T.A.R.G.E.T.) Task Force. The primary function of the Bureau is gang suppression, enforcement of Part-1 crime trends, and narcotic enforcement. The Special Enforcement Unit is tasked to identify gang members who are also involved in illicit drug/firearms activity. The unit also provides support to the Investigations Bureau in the apprehension of wanted subjects and in providing investigative assistance in violent crimes involving gang members. The Narcotics Unit primarily takes a proactive approach in its efforts to reduce illegal drug activity by identifying locations and individuals involved in drug sales activity using informants, probation or parole violations, arrest and search warrants, and collaboration with other agencies.

The Special Enforcement Bureau is tasked with staying abreast of changing legislation and trends impacting narcotics, weapons, and gang-related investigations.

The Investigations Bureau includes the Crime Analysis Unit, Property Crimes Unit, Tulare County Regional Auto Theft Taskforce (T.R.A.T.T.), Violent Crimes Unit, Youth Services Unit, Property & Evidence Unit, and Crime Lab Unit. The Investigations Bureau conducts competent and thorough follow-up investigations of all adult and juvenile crimes committed in the City of Visalia. The Investigations Bureau works closely with the Crime Analysis Unit to interpret data to deter crime and apprehend criminals. 2022-2024 Accomplishments

1. Reduced residential burglaries by 22% in fiscal year 2022/23 and reduced by another 28% in fiscal year 2023/24.

2. Increased the Unmanned Aerial Systems program capabilities through the procurement of two UAS devices which increased deployment capabilities to enhance officer & public safety, support searches, and evidencegathering capabilities.

3. Extended participation in a new multi-agency task force with an emphasis on gang and narcotics-related activity to enhance interagency collaboration, investigations, and maximize resources.

4. Expanded the Violent Crimes Unit by adding one detective position to enhance investigative abilities, address Part-1 crimes, and provide case support for the community.

5. Created and established a new municipal code to address catalytic converter thefts, creating measurable consequences for offenders. 214
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2024-2026 Objectives

1. Use a data-driven approach to increase gang-related gun seizures by 10% using efficient and innovative enforcement, targeting gang members.

Reduce gang-related assaults with a deadly weapon by 5% by identifying and documenting existing and emerging criminal street gangs and their members, suppressing criminal street gang activity, and collaborating with community partners.

2. To reduce the number of catalytic converter and auto thefts within the city limits by 5% through education, targeted enforcement, and innovative technology.

3. Expand technological capabilities to assist investigators with responding to and preventing Part-1 crimes.

4. Leverage crime analysis data to deploy new technological innovations and resources to increase the detection and prevention of auto thefts.

5. Effectively use the Data-Driven Approaches to Crime and Traffic Safety (DDACTS) model to assist the Operations and Operations Support Divisions in identifying crime trends and reducing Part-1 crimes. 215
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Performance Measurements - Police Operations Support
Strategy Measure
Actual
2021
Actual
2022
Actual
2023
Actual
2024
Actual
2025
# of Firearm seizures by SEB 68 39 43 47 47
34 58 55 52 50
To increase gang related gun seizures by 10% using
efficient and innovative enforcement, targeting gang
members. Reduce gang related assaults with a
deadly weapon by 5% by identifying and
documenting existing and emerging criminal street
gangs and their members, suppressing criminal
street gang activity, and collaborating with
community partners.

Gang related assault with a
deadly weapon
Gang Violence Stats
2018-2022
0 10
20 30
40 50
60 70
2018 2019 2020 2021 2022
Number of Crimes
2018 2019 2020 2021 2022
Gang Homicide 1 3 5 4 4
Assault with a Deadly Weapon 41 68 35 34 58
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PUBLIC WORKS DEPARTMENT
MISSION: To provide courteous and quality service to the citizens of Visalia; to operate and maintain the facilities and infrastructure of the City of Visalia at a maximum level of service while keeping the costs of maintenance at a minimum.
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Allocated FTE’s = 132
Nick Bartsch
Public Works Director
Jason Serpa
Public Works
Manager
Edward Zuniga
Solid Waste Supervisor
Vacant
Solid Waste Supervisor
Kevin Wood
Solid Waste Supervisor
Nathan Garza
Conservation
Technician
Ben Litwack
Public Works
Manager
Vacant
WRF Superintendent
Eric Oates
WRF Maintenance
Supervisor
Vacant
WRF Operations
Supervisor
Danny Galindo
Public Works
Manager
Jon Pierce
Street Mtnc & Traffic
Mtnc Supervisor
Rick Paradez
Waste Water Collection
Supervisor
Steve Ellis
Fleet Supervisor
Vacant
Water Resource Analyst
Pavement Management
Street Maintenance
Signal Maintenance
Signing Maintenance
Pavement Striping
Water Collec�ons
Storm Water
Waterways Maintenance
Heavy & Light Fleet Maintenance
Parts, Fuel, & Tires
Vehicle Replacement
Waste Water Processing
NPDES Program
Management
SW Collec�ons &
Diversion
CWMA Program
Recycling Program
Waste Audits
Water Conserva�on
Programs
Groundwater Sustainability
218
11 -3
219
11 -4
220
11-5

PUBLIC WORKS

ALL FUNDS
2021-22 2022-23 2023-24 2023-24 2024-25 2025-26

OPERATING EXPENDITURES ACTUALS ACTUALS BUDGET PROJECTED PROPOSED PROPOSED

GENERAL FUND
NRCD - 001 - 1041 274,097 294,752 277,100 304,100 332,900 337,900 WATER CONSERVATION - 001 - 1045 344,806 312,175 362,200 312,300 369,000 382,900 PW MANAGEMENT - 001 - 3106 277,471 454,915 555,800 559,800 605,600 629,300 PW ADMINISTRATION - 001 - 3108 161,406 166,942 179,900 189,400 160,200 165,400 STREETS & TRAFFIC MANAGEMENT - 001 - 3109 172,670 189,505 168,900 180,900 207,100 216,000 STREET MAINTENANCE - 001 - 3124 1,938,662 2,111,486 2,202,658 2,165,700 2,312,700 2,365,800 TRAFFIC MAINTENANCE - 001 - 3126 1,660,080 1,950,716 1,937,505 1,997,900 2,191,500 2,256,200 Total Operating Expenditures 4,829,192 5,480,491 5,684,063 5,710,100 6,179,000 6,353,500 Reimbursements (2,661,679) (3,054,146) (3,013,100) (2,858,200) (2,902,200) (2,912,900) Net General Fund 2,167,513 2,426,345 2,670,963 2,851,900 3,276,800 3,440,600

PROPRIETARY
WWTP ZERO DIV - 431 - 4330 3,031,336 3,063,541 13,291,948 14,280,300 9,031,100 9,105,900 WWTP MANAGEMENT - 431 - 4331 865,108 691,415 1,079,600 909,000 1,009,300 1,033,300 WWTP OPERATIONS - 431 - 4332 11,686,969 12,654,099 10,913,157 13,031,700 13,370,500 13,549,100 WWTP QUALITY ASSURANCE - 431 - 4333 371,195 552,060 764,300 655,300 810,700 840,700 WWTP MECHANICAL MAINT - 431 - 4334 1,014,204 1,128,201 1,159,541 1,151,400 1,365,500 1,431,800 WWTP SANITARY SEWER - 431 - 4335 2,664,790 2,687,016 2,625,000 2,692,200 2,744,500 2,778,100 WWTP BIO SOLIDS - 431 - 4336 249,703 399,835 214,000 268,400 341,800 351,100 WWTP FARM - 431 - 4344 1,687,644 1,737,640 2,046,500 1,927,400 1,995,400 2,054,200 EXPANSION BONDING ZERO DIV - 433 - 4360 28 42 - - - -
SOLID WASTE ZERO DIV - 441 - 4410 2,707,292 815,230 11,711,939 11,725,700 6,269,500 3,391,200 SW ADMINISTRATION - 441 - 4418 3,611,767 3,833,898 3,917,965 3,983,300 4,113,900 4,171,400 PW CONSTR/DEMO & WASTE RED - 441 - 4421 21,641 20,556 25,700 20,100 20,100 20,100 SOLID WASTE MAINTENANCE - 441 - 4442 548,511 618,666 611,500 626,100 675,800 693,800 SOLID WASTE RESIDENTIAL - 441 - 4443 8,661,115 9,555,430 9,224,400 9,796,200 10,156,100 10,367,400 SOLID WASTE COMM ROLL OFF - 441 - 4444 1,140,904 1,405,184 1,226,900 1,356,500 1,540,900 1,585,400 SOLID WASTE COMM FRONT LOAD - 441 - 4445 4,452,401 4,614,819 4,301,000 4,532,900 5,183,800 5,299,400 STORM SEW MAINT ZERO DIV - 481 - 4880 566,170 384,427 836,559 477,100 887,600 516,300 STORM SEWER MAINTENANCE - 481 - 4881 2,095,241 2,131,965 2,142,600 2,173,100 2,246,600 2,296,100 Total Operating Expenditures 45,376,019 46,294,024 66,092,609 69,606,700 61,763,100 59,485,300 Reimbursements (163,748) (166,810) (162,500) (166,800) (166,800) (166,800) Net Proprietary 45,212,271 46,127,214 65,930,109 69,439,900 61,596,300 59,318,500

INTERNAL SERVICE
FLEET MAINTENANCE ZERO DIV - 501 - 5010 2,073,382 56,251 808,000 146,400 18,300 13,500 FLEET MAINTENANCE - 501 - 5012 3,088,149 2,828,369 3,672,800 3,203,400 3,480,500 3,675,500 FLEET PARTS - 501 - 5013 1,820,336 2,134,553 1,815,700 2,041,900 2,138,900 2,142,000 FLEET FUEL - 501 - 5014 1,266,608 1,419,647 1,071,100 1,484,100 1,513,100 1,543,600 VEHICLE REPLACE ZERO DIV - 502 - 5020 1,014,160 946,177 5,694,235 7,205,100 1,667,300 2,698,400 VEHICLE REPLACE ZERO DIV - 502 - 5021 1,164 - - - - -
Total Operating Expenditures 9,263,799 7,384,997 13,061,835 14,080,900 8,818,100 10,073,000 Reimbursements (7,444,637) (8,356,135) (7,511,000) (7,926,800) (8,226,800) (8,326,800) Net Internal Service 1,819,162 (971,138) 5,550,835 6,154,100 591,300 1,746,200 TOTAL PUBLIC WORKS 49,198,946 47,582,421 74,151,907 78,445,900 65,464,400 64,505,300 221
11-6
PUBLIC WORKS ADMINISTRATION - 3106
Division Description: The Administration Division has two employees and is responsible for the general administrative activities of the Public Works Department and for addressing citizen calls for service. The division tracks labor and material costs, as well as processes payroll and personnel items for Public Works. This division is responsible for the overall management of the entire Public Works Department. 2022-2024 Accomplishments

1. Maintained the personnel records for approximately 130 employees in the Department.

2. Performed numerous preventative maintenance efforts within the public right of way and the Water Reclamation Plant.

3. Supervised and managed over 35 divisions within the Public Works Department.
2024-2026 Objectives

1. Complete a facility master plan for the development of the Corporation Yard.

2. Continue development and improvements of the Corporation Yard.

3. Continue the implementation of greater tracking of work activities, costs and materials use across all divisions.

4. Continue to implement new technologies throughout all divisions to allow for efficient management, greater long-term planning, and cost-effective daily management.

5. Complete all CIP projects on time and under budget.
222
11-7
NATURAL RESOURCE CONSERVATION - 1041
Division Description: The Natural Resource Conservation Division provides guidance and education on sustainable conservation practices and management of the City’s natural resources for the benefit of the City’s citizens. This Division provides conservation within the City and the community through residential and commercial recycling and solid waste diversion education. The Division also operates the Household Hazardous Waste Collection Center and is the lead with Dump on Us events. 2022-2024 Accomplishments

1. Led the roll out of all recycling mandates required by state law by organizing the effort to ensure that all commercial businesses have recycling bins.

2. Started an education-based approach to City awareness about recycling.

3. Obtained Caltrans Clean California funding for Dump On Us Events.

4. Completed the implementation of food waste bins at remaining restaurant and grocery store locations as per State law (AB-1826, SB-1383). 2024-2026 Objectives

1. Continue to monitor and enhance solid waste efficiency. This includes prescribing commercial services that can provide route efficiency.

2. Continue to address and find solutions for solid waste bins/enclosures for multi-family complexes that comply with Cal Recycle regulations.

3. Implement CalRecycle’s Recordkeeping Tool as a basis to record all efforts towards SB-1383 compliance.

4. Develop a routine “lid flip” route review program to reduce contamination in the recycling waste streams.
223
11-8
Performance Measurements - Natural Resource Conservation Strategy Measure
Actual
2021-22
Actual
2022-23
Projected
2023-24
Forecast
2024-25
Forecast
2025-26
Vehicle total 4,542 4,469 5,000 5,000 5,100
Household total 5,109 4,882 5,200 5,200 5,300
HHW safety incidents 0 0 0 0 0
Dump On Us Tonnage 627 476 650 650 660
Vehicles and Trailers 3,837 3,001 4,100 4,100 4,200
Performance Measurements Outcome: The goal of achieving these metrics is to conserve the City's valuable natural resources, provide a healthy community environment, improve the quality of life of the City's citizens, and reduce the City's energy costs. *March 2023 event cancelled due to flooding emergency.

Safely operate Household Hazardous Waste
Collection Center.
224
11-9
WATER CONSERVATION – 1045
Division Description: The Water Conservation Division is focused on conserving the water resources with the City of Visalia. The division employs multiple forms of conservation, including enforcement of the City Water Conservation Ordinance, hosting water conservation education courses, and coordination with California Water Service Company and other City departments to ensure maximum utilization of City water resources. The Water Conservation division is devoted to seeking new opportunities to educate residents and promote water-efficient practices.
2022-2024 Accomplishments

1. Participated in the Mid-Kaweah Groundwater Sustainability Agency including the filing of the first Groundwater Sustainability Plan with the Department of Water Resources

2. Continued to provide community outreach and education regarding water conservation with enforcement action being implemented only when compliance through education was not effective.

3. Began the development of the first permanent basins at the Eastside Regional Park and recharge facility.
2024-2026 Objectives

1. Prevent any further decline of the groundwater table measured on an annual basis beneath the City of Visalia.

2. Reduce overall outdoor watering by 5% compared to FY 20-21.

3. In collaboration with related City departments, select at least 1 City park to convert entirely to subsurface drip irrigation.

Performance Measurements - Water Conservation
Strategy Measure
Actual
2021-22
Actual
2022-23
Projected
2023-24
Forecast
2024-25
Forecast
2025-26
Water resources presentations 6 8 18 18 18
Notices issued 4,174 1,997 2,500 2,700 3,000
Citations issued 574 290 425 450 500
Conserve City's water by conducting community
outreach, education, and ordinance enforcement.
225
11-10
STREET MAINTENANCE – 3124
Division Description: The Street Maintenance Division has eight employees and maintains the City's roadways in a smooth and safe condition to the satisfaction of the traveling public. They also respond to reports of hazardous conditions such as potholes, and obstacles in the roadway, and provide cleanup/assistance for vehicular accidents as called on by VPD. These activities are primarily funded by the Gas Tax Fund and with charges to Special Revenue and Enterprise Funds.
2022-2024 Accomplishments

1. Increased our Thin Skin Patch and Pot Hole Patching activity throughout the City following the Pavement Management Program and in response to citizen requests.

2. Repaired collector and arterial roadways with Dig-Outs and Crack Seal.

3. Responded to all reported traffic hazards in roadways.

4. Assisted engineering and City contractors in the successful completion of citywide reclamite, cape seal, and crack seal projects as prescribed by the Pavement Management Program.

5. Decreased our expenditures by improving in-house processes and modifying our existing contracts.
2024-2026 Objectives

1. Continue to maximize the use of funding sources other than the General Fund.

2. Continue to utilize in-house staff to perform preventative pavement maintenance, and repairs in response to citizen requests, and the work identified by the Pavement Management Program.

3. Utilize and update the Pavement Management Program to designate streets within the City for maintenance, repair, and replacement. 226
11-11
Performance Measurements - Street Maintenance
Strategy Measure
Actual
2021-22
Actual
2022-23
Projected
2023-24
Forecast
2024-25
Forecast
2025-26
Tons of asphalt 75 50 50 50 50
Number of linear feet of
roadway 19,016 15,958 53,271 25,000 25,000
Miles of roadway 43.15 35.92 89.56 50 50
Number of linear feet of
roadway 87,205 86,425 90,000 90,000 90,000
Number of locations 2 2 5 5 5
Tons of asphalt 2,145 2,438 2,500 2,500 2,500
Number of hours 1,604 2,511 2,500 2,500 2,500
Miles of roadway 5 5 5 5 5
Goal: To cost effectively maintain and extend the useful life of the roadways in the City and to provide a smoother and safer traveling surface. In addition the Street Maintenance Division responds to emergencies affecting the City's roadways and assists other City divisions with infrastructure related to the City's roadways.

DIG OUTS - extends the life of roadways by removing
and replacing isolated deteriorated pavement on
various city streets.

SHOULDER REPAIR - provides needed roadway
maintenance for safe travel.

CAPE SEAL - extends the life of roadways by placing
aggregate chips over an asphalt binder as a sealant.

RECLAMITE – extends the life of the roadway
pavement thru rejuvenation; by allowing rejuvenating
oil to soak into the asphalt surface maintaining a
supple sealed surface and keeping water from
penetrating the asphalt.

CRACK SEALING - extends the life of roadways by
placing rubber emulsion in cracked pavement to
reduce water penetration and limit degradation.

CONCRETE REPAIRS - eliminates trip hazards in
sidewalks, remove deficiencies in gutters to remove
standing water.

THIN SKIN PATCH - extends the life of roadways by
recouping the structure of a badly deteriorated
street.

POT HOLE PATCHING - patches pavement with an
asphalt mix to effectively and efficiently provide
preventative maintenance on small deteriorated
isolated areas.
227
11-12
TRAFFIC MAINTENANCE – 3126
Division Description: The Traffic Maintenance Division has three full-time employees, and its responsibilities include the maintenance of traffic signs, pavement markings, overhead street lighting, intersection traffic control and 140 signalized intersections. This division is supported in part by Gas Tax funding and cost recovery efforts. 2022-2024 Accomplishments

1. Maintained and serviced all City-owned signalized intersections to provide efficient movement of traffic throughout the City.

2. Continued installing video detection units on updated and newly installed signalized intersections throughout the City.

3. Continued installing Uninterrupted Power System (UPS) battery backup at all traffic signals.

4. Began installation of 2070 traffic controllers for new and existing signal locations.

5. Provided maintenance and repair of existing traffic signs to provide safe guidance throughout the City. Began a replacement program to replace all regulatory, warning, and guidance signs citywide to meet MUTCD retroreflectivity standards.

6. Maintained the existing striping within the City to guide vehicle, bicycle, and pedestrian travel within the City.

7. Replaced faded, missing, or damaged street name signs to provide effective guidance throughout the City. Continued the program to replace all street name blades Citywide to meet MUTCD standards.

8. Provided maintenance for the City-owned street lighting systems. 2024-2026 Objectives

1. Complete the installation of battery back-up systems to signal controlled intersections to be better prepared for emergency responses and continue to maintain and service all City owned signalized intersections to provide efficient movement of traffic throughout the city

2. Continue to provide maintenance, repair, and replacement of existing traffic signs to provide safe guidance throughout the City.
228
11-13

3. Continue installing the 2070 traffic controllers in existing traffic signal locations.

4. Continue to maintain the existing striping within the City to guide vehicle, bicycle, and pedestrian travel within the City.

5. Continue to replace faded, missing, or damaged street name signs to provide effective guidance throughout the City.

6. Begin a program to repair/replace damaged or faded Type III permanent barricades citywide.

7. Begin program to retrofit HPSV Street Lights to LED. Continue to provide maintenance for the City-owned street lighting systems.

Performance Measurements - Traffic Maintenance
Strategy Measure
Actual
2021-22
Actual
2022-23
Projected
2023-24
Forecast
2024-25
Forecast
2025-26
# of Underground Service
Alerts completed
5,000 6,000 7,000 9,000 9,000
# of Gallons of Paint used 400 500 800 1,000 1,000
# of Street Signs installed 1,000 1,220 1,400 1,400 1,400 # of Work Orders completed 131 157 200 200 200
Work Orders - provide specific task in the
maintenance of traffic flow
Goal: To provide the public with a well maintained traffic control system.

Underground Service Alerts (USA) - provides
contractors with utility information.

Striping & Marking - curb painting, stencil markings,
and line striping are replaced and refreshed.

Street & Regulator Signs - are manufactured and
installed to replace faded, damaged or missing.
229
11-14

WASTEWATER OVERVIEW
The Wastewater Divisions are responsible for the collection, treatment, and disposal of wastewater generated from the more than 37,000 homes and businesses within the City of Visalia. As an enterprise fund, user fees provide 100% of the division’s funding.

The wastewater collection system includes 13 lift stations and over 500 miles of sanitary sewer mains ranging in size from 4 inches to 54 inches in diameter. All lift stations are continuously monitored, via a telemetry system, to reduce the risk of sewer blockages and overflows. The wastewater flows to the Water Reclamation Facility (WRF) for treatment.

The Wastewater Reclamation Facility (WRF) is designed to provide treatment and disinfection for up to 22.0 million gallons of wastewater per day (mgd). The treatment processes remove greater than 99% of total suspended solids (TSS) and biological oxygen demand (BOD); the regulatory requirement is 85%. Current flows average about 12.5 mgd. Although there has been an incremental increase in influent flow in recent years due to an influx of residential, commercial, and industrial development, it has only increased marginally relative to the amount of growth as a result of conservation efforts by Visalia residents. 230
11-15
WASTEWATER ADMINISTRATION – 4331
Division Description: The Administration Division has three employees and is responsible for coordinating all aspects of the Wastewater Division, especially as it deals with regulatory and other outside agencies, consultants, the public, etc.
2022-2024 Accomplishments

1. Complied with all monthly and annual reporting deadlines for permits held by the Wastewater Division, including the facility’s wastewater discharge permit, air district permits, and pretreatment program permits.

2. Completed the 2023 Facility Condition Assessment of the Water Reclamation Facility.
2024-2026 Objectives

1. Comply with all monthly and annual reporting deadlines for permits held by the Wastewater Division.

2. Maintain the facility in a clean and professional manner so it is presented appropriately to regulators and the general public.

3. Move forward with educational and outreach programs and materials.

4. Comply with ongoing mandates such as Central Valley Salinity Alternatives for Long-Term Sustainability, as well as ever-changing Regional Air Board regulations.

5. Complete the Water Reclamation Facility Master Plan update to accommodate long-term growth projections, while also identifying necessary facility maintenance and efficiency projects. 231
11-16
WASTEWATER PLANT OPERATIONS – 4332
Division Description: The Operations Division has ten employees and is responsible for the overall performance of the WRF. These employees make daily process control adjustments to ensure compliance with permit requirements and are chiefly responsible for controlling and adjusting the treatment processes of the facility. 2022-2024 Accomplishments

1. Maintained a high level of operator certification. Allowing greater flexibility in staffing and providing a clear indication of the competency of the operations staff.

Operator Certification Levels
2014 2016 2018 2020 2022 2024
Grade 1 0% 0% 0% 0% 0% 0%
Grade 2 0% 0% 10% 0% 0% 0%
Grade 3 76% 77% 70% 80% 90% 90%
Grade 4 24% 11% 0% 10% 0% 0%
Grade 5 0% 11% 20% 10% 10% 10%

2. Streamlined new treatment processes to maintain compliance with permit limitations.

3. There were no time-loss accidents during the two-year cycle.

4. Upgraded automated control system (SCADA) to improve monitoring and process controls throughout the Plant.
2024-2026 Objectives

1. Continue to maintain the effective operation of the WRF.

2. Maintain compliance with discharge limitations.

3. Continue streamlining the wastewater treatment process and narrow processing parameters to lower energy demands for the plant as well as reduce wear on equipment.
232
11-17
Performance Measurements - Plant Operations
Strategy Measure
Actual
2021-22
Actual
2022-23
Projected
2023-24
Forecast
2024-25
Forecast
2025-26
# of violations received 0 0 0 0 0
# of millions of gallons (Mgd)
treated a day

11.96 12.40 12.70 13.02 13.35
# of Mega Watt (MW) hours
produced
0 0 0 3,500 5,000
# of septic loads processed 4,092 3,771 3,675 3,700 3,700 # of grease loads processed 89 120 141 150 150
# of call backs incurred 149 163 148 142 135
Generator MW-hour production - reduces the energy
consumption costs.

Septic Truck Loads - provides treatment of waste for
septic haulers.

Grease Loads - Reduces the risk of sanitary sewer
overflows.

After Hour Call Backs - reflects the efficiency of the
plants operation during non-business hours.

Goal: To provide the public with a high quality, reliable and cost effective treatment of sewer wastewater that meets the federal, state, regional standards and meets the local publics current and future needs.

Compliance with Governmental Regulations -
ensures compliance with applicable regulations.

Treatment of Wastewater - provides community with
the treatment of sewer waste stream.
233
11-18
WASTEWATER QUALITY ASSURANCE – 4333
Division Description: The Quality Assurance Division has three employees and is responsible for providing oversight to the WRF’s contract laboratory, calculating industrial billings, and monitoring, inspecting, and sampling the 10 large industrial dischargers and over 500 small commercial dischargers throughout the City.

This Federally mandated Pretreatment Program ensures a level of protection for the wastewater collection and treatment system.
2022-2024 Accomplishments

1. Administered the pretreatment program and complied with all regulatory guidelines.

2. Conducted annual facility inspections of all 10 significant industrial users.

3. There were no time-loss accidents during this two-year cycle. 2024-2026 Objectives

1. Continued compliance with State and Federal regulations.

2. Review and update the City’s Sewer Use Ordinance to ensure compliance with State and Federal guidelines.

3. Increase public outreach and enforcement to prevent Fat, Oil, and Grease from entering the City’s sanitary sewer system through the advancement of the City’s F.O.G. program.
234
11-19
Performance Measurements - Quality Assurance
Strategy Measure
Actual
2021-22
Actual
2022-23
Projected
2023-24
Forecast
2024-25
Forecast
2025-26
# of tests performed 13,000 14,200 16,000 16,000 16,000 # of monitoring 1,620 1,650 2,200 2,200 2,200
# of Significant Industrial Users
(SIU) 9 9 9 10 11
# of Non-significant Industrial
Users (NIU)/COMMERCIAL
USERS
399 436 521 600 700
# of Surcharge samples 284 299 500 500 500
# of Compliance Confirmation
samples 1,410 1,114 1,500 1,500 1,500
Laboratory Test - measure of the quality control
effort.

Surveillance Monitoring Reports - measurement
of effort in enforcing pretreatment program.

Inspections - provides protection for the
treatment processes.

Samples - measurement of effort in enforcing
pretreatment program.
235
11-20
WASTEWATER MAINTENANCE – 4334
Division Description: The Maintenance Division has eight employees and is responsible for preventative and corrective maintenance of the equipment and structures at the WRF. 2022-2024 Accomplishments

1. Performed preventative maintenance on all equipment following manufacturer’s specifications.

2. Received training on proper maintenance of new equipment and processes.

3. Created and closed approximately 4,436 individual work orders related to facility equipment.

4. There were no time-loss accidents during this two-year cycle. 2024-2026 Objectives

1. Continue with an effective preventative maintenance program. 236
11-21
WASTEWATER/STORMWATER COLLECTIONS – 4335/4881
Division Description: The Collections Division has twelve employees and is responsible for maintaining the sewer collection system, which includes more than 500 miles of sanitary sewer mains, 13 sanitary lift stations, more than 250 miles of storm mains, and 45 lift stations. Duties include video inspection and cleaning of mains, coordinating new sewer hook-ups, and locating underground facilities. This division is also responsible for maintaining the waterways and ponding basins throughout the City. 2022-2024 Accomplishments

1. Maintained over 500 miles of sanitary sewer mains and over 250 miles of storm sewer mains throughout the City.

2. Maintained over 30 miles of waterways through the City.

3. Responded to routine and emergency calls for service.

4. Significantly reduced storm-related issues within the collection system and waterways.

5. No sanitary sewer overflows (SSO) during this two-year cycle.

6. Modified and rehabilitated various ponding basins to facilitate groundwater recharge efforts.

7. Removed sediment within the channels to maintain channel capacity. 2024-2026 Objectives

1. Identify and correct deficiencies within the sewer system.

2. Modernize the division’s data collection and management system.

3. Continue to rehabilitate ponding basins to minimize flooding issues and maximize recharge potential.
237
11-22

4. Continue to remove silt and debris from the channels to maintain channel capacity throughout the City.

Performance Measurements - Wastewater/Stormwater Collections Strategy Measure
Actual
2021-22
Actual
2022-23
Projected
2023-24
Forecast
2024-25
Forecast
2025-26
# of miles of sewer lines
cleaned
144 107 120 125 130
# of main line plug ups 17 4 15 15 15
# of lateral plug ups 13 7 10 15 15
# of sanitary sewer overflows - - - 1 1
SANITARY - Provides a measure of the level of
effort taken to maintain the sanitary sewer
collection system
238
11-23
WASTEWATER BIO SOLIDS – 4336
Division Description: The Bio-Solids Division has one employee and is responsible for the handling of dewatered biosolids. This division is also responsible for weed control at the WRF. 2022-2024 Accomplishments

1. Removed approximately 6,000 dry tons of biosolids per year for beneficial reuse.

2. Effectively managed drying beds to ensure continuity of operations during wet weather.

3. Maintained an effective weed control program.
2024-2026 Objectives

1. Continue and improve upon effective sludge management program.

2. Continue to aggressively control unwanted vegetation. 239
11-24
WASTEWATER FARMING OPERATIONS – 4344
Division Description: The Farming Division has no employees and was set up to segregate farming revenue and expenses from wastewater user fees and expenses. Land lease income and proceeds from the sale of crops are used by the Wastewater Division to offset monthly wastewater rates charged to City residents and businesses. 2022-2024 Accomplishments

1. Used approximately 6,908 million gallons of recycled water to irrigate agricultural crops.

2. Used 347 million gallons to irrigate the Valley Oaks golf course.

3. Delivered 2,683 million gallons (8,234 acre ft) of recycled water to Tulare Irrigation District (TID).

4. Harvested 467,790 pounds of walnuts from 130 acres.

5. Harvested 536,421 pounds of pecans from 445 acres.
2024-2026 Objectives

1. Continue to utilize recycled water to irrigate landscaped areas while shifting from crops to orchards.

2. Expand recycled water use on agricultural fields.

3. Determine long-term usage for agricultural land near WRF.

Performance Measurements - Farming
Strategy Measure
Actual
2021-22
Actual
2022-23
Projected
2023-24
Forecast
2024-25
Forecast
2025-26
# of millions of gallons per year
applied to the City's farm 175.4 69.1 1.1 1.1 1.1
Water Reuse - provides for the efficient
disposal of treated water.
240
11-25

SOLID WASTE OVERVIEW
Solid Waste Divisions are responsible for the collection and disposal of residential, commercial, and industrial solid waste. The operation services more than 42,800 residential customers and over 3,700 business customers within the City of Visalia. As an enterprise fund, 100% of operational revenues come from user fees.

The Solid Waste operation currently has 65 employees. There are 40 separate residential routes for each waste stream (trash, recycle, green waste) and 18 commercial routes within the City. Residential routes utilize 96- gallon carts that are collected with automated side-load trucks. Each waste stream is collected separately.

Commercial accounts utilize a variety of bins and boxes, ranging from two-yard bins to forty-yard boxes, and are serviced with either a front-load refuse truck or a roll-off truck. By law, residential accounts and most commercial accounts are required to separate trash, recyclables, and green waste.

Beginning with fiscal year 2020-21, all maintenance and delivery work was transferred into a new Maintenance Division. This change has increased staff efficiency and productivity and distributed workloads more evenly.

DIVERSION
The State goal was to have a minimum of 75% overall diversion from landfills by 2020. The most current numbers available from the State currently are for 2021. In 2021, the State's overall diversion rate was 40%, in comparison, the City reached 37.28% in fiscal year 2022-23.

The State has set a goal of 6.5 pounds per person per day of solid waste. For the most recent year, Visalia achieved a PPD rate of 5.31. This is significantly below the maximum PPD target, which is very good. 241
11-26
SOLID WASTE ADMINISTRATION – 4418
Division Description: The Administration Division is staffed by one employee and provides for the overall administration and management of the Solid Waste operation. 2022-2024 Accomplishments

1. Added one commercial operator due to growth to cover an increased number of commercial bins to service. Added one Overfill position to fill vacancies due to injury.

2. Ordered 14 new trucks of various collection configurations.

3. Obtained CalRecycle funding and procured over 1,500 green and food waste bins to phase in all existing commercial businesses to comply with SB1383.

4. Obtained Litter Abatement funding from Caltrans to assist with Dump On Us Events.

5. Completed commercial truck technology upgrade for route optimization and sequencing.
2024-2026 Objectives

1. Continue to aggressively seek grant funding for various capital projects, including equipment purchases.

2. Continual optimization of residential and commercial routes.

3. Continue to develop, implement, and expand a commercial food waste/organics collection program that complies with AB1826 and SB1383.

4. Review and revise the current municipal code to address a standard for commercial development to be able to comply with state recycling requirements.

5. Continue to seek ways to increase diversion through educational materials and public outreach.
242
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SOLID WASTE CONSTRUCTION & DEMOLITION/WASTE REDUCTION (C&D)– 4421 Division Description: The Construction and Demolition Division is responsible for ensuring proper routing of construction waste and recyclables. Per AB1374, all new construction, including remodels over 100 square feet, requires the builder to segregate and recycle construction and demolition debris. The City issues a separate C&D permit for such projects at the time the building permit is issued. Weight tickets are submitted to verify compliance.
2022-2024 Accomplishments

1. The table below indicates the number of C&D permits issued annually.

Year C&D Permits issued
2020 607
2021 939
2022 1085
2023 297
2024-2026 Objectives

1. Develop a more streamlined system to track and determine compliance with C&D requirements.

2. Utilization of Solid Waste staffing to track open and closed C&D permits.

3. Refine reporting for year-to-year comparisons and CalRecycle needs. 243
11-28
SOLID WASTE MAINTENANCE – 4442
Division Description: The Maintenance Division of the Solid Waste Department is staffed with 3 full-time employees and is responsible for all deliveries, removals, and repairs of residential and commercial solid waste containers in the City. The repairs consist of metal welding, adding locking bars, welding locking chains, and repairing missing or broken lids. Deliveries of residential cans are made with a truck and trailer combo, and commercial deliveries are done with a bin delivery truck equipped with forks.

The Maintenance Division is also responsible for keeping track of serial numbers for commercial inventory. This will become important in future years when the currently implemented software will be utilized in tracking the inventory per customer site.
2022-2024 Accomplishments

1. Completed over 46,000 residential and commercial work orders.

2. Completed over 1,500 repair work orders.

3. Trained and supervised 32 Eco-Program participants.
2024-2026 Objectives

1. Train maintenance staff on AMCS software to track commercial inventory.

2. Add all yard commercial inventory to the AMCS database for faster assigning of inventory to accounts.
244
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SOLID WASTE RESIDENTIAL – 4443
Division Description: The Residential Division is staffed with 35 full-time budgeted positions and is responsible for servicing approximately 42,800 residential accounts. Each account has three 96-gallon carts, one each for trash, recyclables, and green waste. Each cart is serviced once per week. Residential operations also participate in six Dump on Us events as well as other events each year. 2022-2024 Accomplishments

1. Continued the residential food waste/organics collection program using the green waste carts. Increased green waste collection accounts per State mandates.

2. Participated in six Dump On Us events.

3. Re-balanced routes to accommodate City growth.

4. Collected the following tonnages annually:

FY 19-20 FY 20-21 FY 21-22 FY 22-23
Trash 40,436 43,175 43,026 40,883
Recyclables 9,969 11,281 11,788 11,245
Green Waste 26,925 25,023 26,967 27,764
2024-2026 Objectives

1. Continue to monitor collection routes for contamination of recyclables and green waste containers and continue enforcement programs to encourage recycling positively in the areas that have high contamination levels.

2. Monitor routes and modify them as needed to achieve the highest collection efficiency possible.

3. Continue efforts to decrease landfill tonnages.
245
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SOLID WASTE ROLL OFF – 4444
Division Description: The Roll-Off Division is staffed by 3 employees and is responsible for servicing all of the large 20, 30, and 40-yard roll-off boxes. This division also participates in the maintenance, delivery, and pickup of both bins and boxes throughout the City.
2022-2024 Accomplishments

1. Re-organized the roll-off division with rotating supervisors to better balance employee supervision levels.

2. Successfully coordinated the six Dump On Us events per year, servicing up to 900 vehicles per event. Roll-off boxes play an important part in the events to be able to haul off all green waste, metal, and large items.

3. Collected the following tonnages annually:

FY 19-20 FY 20-21 FY 21-22 FY 22-23
Trash 13.375 14,337 13,876 14,904
Recyclables 1,832 1,842 1,187 999
Green Waste* 42 816 1,511 1,942
*Construction and Demolition
2024-2026 Objectives

1. Continue efforts to increase recycling within this division.

2. Evaluate box routes for efficiency to increase the number of boxes that can be collected in a workday.

3. Increase roll-off business to keep up with the demand for industrial growth. 246
11-31
SOLID WASTE FRONT LOAD – 4445
Division Description: The Front-Load Division is staffed by 23 full-time positions and is responsible for servicing all of the bins (1-yard to 10-yard) in the City. Bins can be serviced up to five times a week with routes varying daily.
2022-2024 Accomplishments

1. Revised recyclable collection routes and expanded to cover expanding commercial recycling demand.

2. Worked with multi-family units to decrease contamination and increase recycling diversion for those accounts.

3. Completed commercial truck technology upgrade for route optimization and sequencing.

4. Collected the following tonnages annually:

FY 19-20 FY 20-21 FY 21-22 FY 22-23
Trash 29,405 28,558 30,281 31,087
Recyclables 4,275 4,297 6,003 6,328
Green Waste 2,992 2,780 3,224 3,359
2024-2026 Objectives

1. Continue to increase customers in the front load green waste and compost recycle routes.

2. Increase the recycling diversion at the Dump On Us events.

3. Increase overall recycling diversion rates for front load operation. 247
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Performance Measurements - Solid Waste
Strategy Measure
Actual
2021-22
Actual
2022-23
Projected
2023-24
Forecast
2024-25
Forecast
2025-26
Waste collected (tons)
- Trash 87,183 86,871 86,000 86,860 87,729
- Recyclables 18,978 18,572 19,000 19,380 19,768
- Green Waste 31,702 33,065 34,000 34,680 35,374
Landfill Diversion
- (%) Goal 36.76% 37.28% 38.13% 38.36% 38.60%
- PPD (pounds/person/day) 5.28 5.31 5.33 5.40 5.48
Customer Accounts
- Residential 40,356 42,863 43,000 43,292 43,725
- Commercial 3,588 3,740 3,800 3,777 3,815
Number of employees
- Residential 35 36 36 36 37
- Commercial 20 21 21 21 22
Accounts per employee
- Residential 1,153 1,191 1,194 1,203 1,182
- Commercial 179 178 181 180 173
Goal: To provide excellent customer
service, reliability, and cost effective solid
waste services to residences and
businesses that maximizes manpower and
meet the public's needs and the City's
growth. Continue to strive to meet State
goals of 75% total diversion rate. Stay
under CalRecycle Pounds/Person/Day
(PPD) target of 6.5.
248
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FLEET MAINTENANCE – 5012
Division Description: The Fleet Maintenance Division has 12 employees and maintains the City’s entire fleet of vehicles and equipment, performing preventative maintenance on a total of over 600 City vehicles and pieces of equipment. It minimizes mechanical failures and keeps 98% of the fleet in operation each day. This division also assists with the management of the City’s Vehicle Replacement Fund, to ensure cost-effective replacement of vehicles.
2022-2024 Accomplishments

1. Serviced and maintained over 600 City vehicles and equipment costeffectively and minimized vehicle downtime, keeping a minimum of 98% of the fleet mechanically sound and available for service.

2. Continued to maintain parts inventory at the lowest possible cost while providing appropriate parts quality and availability (minimizing downtime).

3. Continued to maintain the fuel dispensing system and vehicle washing facility operational with minimal downtime.

4. Continued to assist in the writing of specifications and acquisition of vehicles and equipment.

5. Continued to assist in the disposition of vehicles and equipment that were replaced.
2024-2026 Objectives

1. Service and maintain all City vehicles and equipment cost-effectively and minimize vehicle downtime, keeping a minimum of 98% of the fleet mechanically sound and available for service.

2. Continue to maintain parts inventory at the lowest possible cost while providing appropriate parts quality and availability (minimizing downtime).

3. Continue to maintain the fuel dispensing system and vehicle washing facility operational with minimal downtime.

4. Continue to assist in the writing of specifications and acquisition of vehicles and equipment.

5. Continue to assist in the disposition of vehicles and equipment that were replaced.
249
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6. Progress in the development of internal City standards for zero-emission vehicle implementation and support infrastructure to comply with new State regulations.

Performance Measurements - Fleet Maintenance
Strategy Measure
Actual
2021-22
Actual
2022-23
Projected
2023-24
Forecast
2024-25
Forecast
2025-26
Percentage of the City's fleet
available for use
98% 98% 98% 98% 98%
Hourly shop labor rates $110 $112 $112 $112 $112
The number of preventative work
orders processed 1,125 1,343 1,343 1,343 1,343
The number of repair work orders
processed 4,071 5,229 5,229 5,229 5,229
Inventory Turnover in Days -
Parts
105 105 105 105 105
Inventory Turnover in Days - Fuel 7 7 7 7 7
Percentage of the City's fleet
using alternative fuels
21% 22% 23% 24% 25% To increase the City's use of alternative fuels.

Goal: To provide quality cost effectively maintenance of the City's fleet including responsive service and keeping the fleet available for use.

To have the City's fleet readily available for
use.

To provide cost effective service.

To prevent breakdowns and extend the
useful life of the fleet.

To maintain the fleet to be mechanically
sound.

To maintain the minimum amount of
inventory, while ensuring an adequate
supply.
250
12-1

CAPITAL IMPROVEMENT PROGRAM (CIP)
The Capital Improvements Program (CIP) budget includes all departmental projects and equipment or vehicle purchases costing over $10,000. These Capital Projects are separated from the Operating Budget with the use of various funds. This provides greater transparency for our Capital Improvement Program and prevents artificially inflated numbers in our Operating Budgets.

Each fund operates independently, and projects are planned based on the intended purpose of the specific fund. These projects include the construction of streets and public facilities, the purchase of major pieces of equipment and vehicles, maintenance of existing facilities, land acquisitions for city use, preparation of planning documents and other construction projects. Fund revenues come from various sources; including, but not limited to, State and Federal grants, Sales Tax, Impact Fees, Enterprise Fees, and General Fund appropriations.

The top 25 Capital Improvement Program projects (by cost, highest to lowest) are presented below.

These 25 projects represent 63% of the total capital improvement program appropriations for the 2024/25 and 2025/26 budget years combined.

Top 25 CIP Submittals 2024/25-2025/26 Budget
# Project Title 2024/25 2025/26 2-Year Total Funding Source 1 Fixed Route Bus Replacement (6) CNG Buses 8,358,100 8,606,600 16,964,700 452 (4520) 2 Street Maintenance-Measure N 4,000,000 4,000,000 8,000,000 141 (1410) 3 Pavement Rehabilitation - SB1 3,600,000 3,600,000 7,200,000 113 (2390) 4 Road 148-Mineral King to St. John's Parkway 2,131,600 2,399,100 4,530,700 301 (3010) 5 Micro Transit Pilot Program SB125 0 4,169,300 4,169,300 452 (4520) 6 Construction Phase Airport Taxiway 0 4,118,000 4,118,000 411 (4040) 7 Visalia Parkway Improvements-North Half 87,200 3,354,800 3,442,000 301 (3010) 8 Dial-A-Ride Bus Replacement 1,595,800 1,674,200 3,270,000 452 (4520) 9 SEKI (Sequoia Internal Shuttle) Bus Replacement 3,106,500 0 3,106,500 452 (4520) 10 Shirk St. Sanitary Sewer Trunkline - Walnut to Noble 0 2,800,000 2,800,000 231(2490) 11 Replace Convention Center Telescopic Seating 0 2,800,000 2,800,000 413 (4130) 12 4-Acre Neighborhood Park area of Tulare and Roeben 0 2,725,000 2,725,000 211 (2440) 13 Residential Side Load Solid Waste Truck Replacement 2,725,000 0 2,725,000 441 (4410) 14 Virmargo Right of Way & Utility Installation 459,000 2,195,400 2,654,400 301 (3010) 15 East Side Regional Park (ESRP) On-Site Streets & Layout 0 2,484,600 2,484,600 301 (3010) 16 Shirk Street Widening Walnut to Noble 2,482,800 0 2,482,800 301 (3010) 17 Replace (5) Commercial Front Load Solid Waste Trucks 950,000 1,460,700 2,410,700 441 (4410) 18 Akers Street Traffic Signal Interconnect 300,000 2,000,000 2,300,000 301 (3010) 19 Mill Creek Parkway - Lovers Lane to McAuliff 422,900 1,830,400 2,253,300 301 (3010) 20 Charging Stations for Fixed Route Electric Buses 1,079,100 1,124,900 2,204,000 452 (4520) 21 Developer Reimbursement Transportation Impact Fee 1,100,000 1,100,000 2,200,000 241 (2520) 22 Cameron Creek Regional Park/Basin 0 2,180,000 2,180,000 301 (3010) 23 Annual Replacement of Sanitary Sewer Mains 1,000,000 1,000,000 2,000,000 431 (4330) 24 Sanitary Lift Station Connectivity & Signal Interconnect 190,000 1,500,000 1,690,000 301 (3010) 25 Design SW Shirk Regional Basin 0 1,650,000 1,650,000 221 (2450) Top 25 Project Total 33,588,000 58,773,000 92,361,000
251
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Chart 1: Top 25 2-Year Capital Improvement Program Projects by Type The full 6-Year Capital Improvement Program Plan includes 374 unique projects. There are 260 projects proposed for appropriation in the 2024/25 and 2025/26 budget years. A summary of the 6- Year Capital Improvements Program follows on Page 11-5.

Chart 2: 6-Year Capital Improvement Program Budget by Fund Type 252
12-3
Fund Name (Number) 2024-25 2025-26
Future Capital
Projects Page
General Fund (001) 2,929,400 3,582,400 22,546,100 12-5
General Fund 2,929,400 3,582,400 22,546,100
Gas Tax (111) 2,809,600 3,039,100 9,462,600 12-21
SB1 - RMRA (113) 3,600,000 3,600,000 14,400,000 12-28
Measure R-Local Fund (131) 3,976,700 5,047,700 15,803,500 12-29 Measure R-Trailways (132) 428,000 100,000 3,884,000 12-36 Measure R-Regional Projects (133) 866,600 670,000 4,573,400 12-39 Measure N (141) 4,088,000 4,092,400 16,794,000 12-41
Measure N Maintenance and Emergency (142) 1,184,900 1,243,000 4,000,000 12-42 Visalia Baseball (157) 48,300 - - 12-43
Ground Water Recharge (224) 213,900 442,000 4,219,400 12-55 Waterways Maintenance (251) - - 871,200 12-66
Landscape and Lighting (273) 216,000 607,000 3,694,500 12-69 Community Development Block Grant (CDBG-311) 500,000 671,000 788,000 12-89 Home Investment Parternships (HOME) Grant (321) 576,000 289,000 - 12-90 Narcotics Forfeiture (621) 79,500 30,500 150,000 12-143 Special Revenue Funds 18,587,500 19,831,700 77,852,600
Corporation Yard Impact Fee (103) - - 1,671,700 12-19
Fire Impact Fee (106) - 75,000 150,000 12-20
Park & Recreational Facilities (211) 1,220,400 8,439,800 50,571,100 12-44 Storm Sewer Construction (221) 1,216,100 2,976,600 21,231,200 12-48 Transportation Impact Fees (241) 4,726,100 7,766,600 56,162,000 12-60 Waterways Fund (261) 505,800 500,000 2,961,800 12-67
State Transportation Fund (281) 935,000 6,031,500 8,736,800 12-71 Capital Projects Funds 8,603,400 25,789,500 141,484,600 Storm Sewer Deficiency (222) 487,500 340,000 2,488,300 12-53 Wastewater Trunk Line Construction (231) 291,600 3,685,400 18,183,600 12-57 Building Safety (401) 760,600 3,400 74,700 12-91
Animal Services (406) 221,100 25,000 - 12-93
Airport (411) 723,200 4,196,400 1,496,000 12-95
Convention Center (413) 314,500 3,238,700 3,017,600 12-98 Wastewater (431) 4,530,200 4,605,100 27,429,000 12-101
Solid Waste (441) 6,246,100 3,367,800 11,056,700 12-112 Transit Capital (452) 14,974,100 15,751,900 490,400 12-118 Storm Sewer Maintenance & Operations (481) 558,300 187,000 5,012,100 12-122 Enterprise (Business-type) Funds 29,107,200 35,400,700 69,248,400 Fleet Maintenance (501) 17,900 13,100 - 12-129
Vehicle Replacement (502) 706,500 1,737,600 7,683,800 12-130 Police Vehicle Replacement Measure T (503) - 184,800 428,300 12-137 Fire Vehicle Replacement Measure T (504) - - 91,500 12-138 Measure N Vehicle Replacement (505) - - 1,102,600 12-139 Information Services (511) 262,000 540,000 3,426,000 12-140 Internal Service Funds 986,400 2,475,500 12,732,200
Total Capital Appropriation 60,213,900 87,079,800 323,863,900 *Multi-funded projects (Fund 301) -- see page 12-75
2024/25 - 2029/30 Capital Improvements Program

SUMMARY OF CAPITAL PROJECTS
253
12-4
Budget Preparation
Over the course of 6 Council meetings during the months of February through May 2024, the City Council reviewed the various portions of the Capital Improvements Program (CIP) Budget in detail. In preparation for presentation to Council, projects were reviewed by staff to determine the appropriate funding source for each.

Within each separate fund, the projects were prioritized with particular emphasis placed upon projects which fulfill the requirements of General Plan Elements and represent priorities set by the City Council. This process has produced the current 6-year Capital Improvement Plan for 2024/25 - 2029/30.

In the pages that follow, each fund is summarized beginning with a brief description of revenues and any restrictions on their use. A short cash balance summary shows the projected cash flow for each fund over the 6 years of the capital plan. This is followed by a listing of the projects included in each fund. The Capital Improvement Program includes the appropriations for the 2024/25 and 2025/26 fiscal years, along with four additional years presented for planning purposes (2026-2030).

A map reference is provided in the project summaries for those projects that can be mapped. The map reference refers to one of 4 maps of the City of Visalia. The maps (A, B, C and D) divide Visalia into four quadrants along Demaree and Highway 198 as follows:

Map Quadrants
Using Demaree St. and Hwy 198 as Axis Lines
Northwest Map A (page 12-149)
Northeast Map B (page 12-150)
Southwest Map C (page 12-151)
Southeast Map D (page 12-152)
A directory of map points for maps A-D begins on page 12-145. 254
12-5
2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
Beginning Cash Balance 0 0 0 0 0 0General Fund Capital Funding 2,749,400 3,502,700 3,861,600 1,094,200 1,519,100 485,000 Donations and Reimbursements 147,000Grant Revenues 33,000 79,700 6,313,400 5,313,000 3,959,800 Capital Improvements (2,929,400) (3,582,400) (10,175,000) (6,407,200) (1,519,100) (4,444,800)Total Resources Available for Future Projects 0 0 0 0 0 0 # Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact Dept Rank
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
Projects Ranked 1A:
1 Police Cell Phone Replacement: Replace SE iPones for higher capacity phones due to more applications being added onto phones. Replace 185 phones.Phones/ apps collecting photographic evidence, collecting audio evidence and recorded statements, documenting and tagging bodyworn camera and in-car camera video evidence, collecting mandated RIPA data, to communicate with various parties related to official business. New phones have been reviewed by IT and replacement recommended. Police EQ0207 - - Police 1A N/A 150,000 2 General Plan Land Use Update: Designated Reserve Area: Pending completion of the Industrial Land Inventory Analysis, conduct an RFP process to hire a consultant to assist Planning staff with an update to the Visalia General Plan, including establishing land use designations for the Reserve designated area as required per Land Use Policy LU-P-33 in the southwest quadrant of the community. The substantial amount of Reserve acreage was established based upon anticipation that future growth would extend from the immediate Airport zoned land and eventually south and eastward to both sides of Caldwell Avenue. Land uses that could be considered in this area include Industrial, Commercial and Residential. Planning CP0671 - - Planning 1A N/A 130,000 3 Replace Cradlepoint Modems and Antennas: Replace cradlepoint and antennas on 14 large apparatus and 5 light duty vehicles. This equipment is at or nearing end of life for support by vendor. Upgraded devices would utilize priority 5G cellular to move away from poor LTE (Long Term Evolution) coverage in the City. Fire EQ0238 - - Fire 1A N/A 93,800 General Fund - 001 (1010)
2024/25 - 2029/30 Capital Improvement Program
This fund's revenues include sales and property taxes, business licenses, transient occupancy taxes, fees for services and interest earnings. These revenues, for the most part, are discretionary and can be used for anything approved by City Council.

Cash Balance Summary
255
12-6
# Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact Dept Rank
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
Projects Ranked 1A: (Continued)
4 Fire Department Fourier-Transform Infrared Spectroscopy Analyzer (FTIR): Replace current non-functional 15-year old FTIR (Smiths Detection Hazmat ID). This unit is not approved for use in the hot zone of an incident and requires a sample to be obtained, removed, and then analyzed. Modern FTIR analyzers are more portable and can be carried into the hotzone with technicians for analysis. This equipment provides more confident conclusions of unknown liquid and chemicals on hazardous materials incident than other methods in a short timeframe, yielding efficiency and safety. Currently using less reliable field chemistry processes for this determination. Fire EQ0239 - - Fire 1A N/A 57,800 5 Replace Dispatch monitors for each Dispatch workstation: Each workstation requires 8 monitors. There are 10 current workstations and 2 new ones being set up in 23/24. Police EQ0240 - - Police 1A N/A 49,200 6 Replace SCBA 30-Minute Cylinders (30): Self Contained Breathing Apparatus (SCBA) Cylinders have a 15-year service life. Requested budget will replace all 30 SCBA in 2024/25. Fire EQ0241 - - Fire 1A N/A 39,400 7 Replace Batteries in Parking Structure Lighting: Replace batteries in emergency lighting systems which are 7 years old and beginning to degrade due to age. The usefull life span for these batteries are approximately 5 to 6 years. These need to be fully functional in the event of a power outage. Parking Structure located at 222 W Acequia.

Buildings
Maintenance CP0672 - -
Park &
Rec 1A B36 30,000
8 Stop Data Collection System (SDCS)- Replacement: Replace system used for the Racial ID Profiling Act (RIPA). The current software from DOJ is no cost but has limited capabilities and many times the DOJ web portal is not available. In compliance with AB 953, SDCS has the required questions that are to be answered by the officer regarding their stop and their detainee(s). Saves officer time and documents time for SB90 Reimbursement for on going cost. Annual licensing and maintenance cost estimated to be $17k- $22k annually during the 6-year plan years. Police CP0673 $$ Police 1A N/A 17,000 9 Migrate Spillman ArcMAP: Migrate to using ArcGIS Pro which is required as ArcMAP is being phased out. No software licensing necessary to support the migration as it is already available. The cost is for the work Motorola needs to do. (Project Mgmt and Installation) - Greg Mattis requested Police CP0674 - - Police 1A N/A 10,000 10 Ballistic Vest Replacements: Replace approximately 156 vests which have a 5-year life and will be due for required replacement in 2025/26. These vest are provided to police officers to satisfy officer safety equipment requirements. Police EQ0164 - - Police 1A N/A 187,400 General Fund - 001 (1010) - Continued
2024/25 - 2029/30 Capital Improvement Program
256
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# Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact Dept Rank
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
Projects Ranked 1A: (Continued)
11 Public Safety Traffic Signal Pre-emption System: Install three (3) Emergency Vehicle Pre-emption Systems at existing traffic signals at various locations throughout the City every other year. This system allows emergency response vehicles to control traffic signals along their route. Newer traffic signals have EVPs included; however, there are approximately 45 existing traffic signals within the City without an EVP system. Multi-funded: $100k every other year from $75k Fire Impact Fees (106) and $25k General Fund (001). Engineering CP9531
(3010) - -
Eng &
Building 1A N/A 25,000 25,000 25,000
Projects Ranked 1B:
12 Corporation Yard Facility Assessment & Master Plan: Assess needs and conditions of various City Departments whose operations and administrative staff utilize the Corp Yard. Includes review of space needs for offices, operations, vehicle, equipment, and future infrastructure for charging/fueling zero emission vehicles. The City has identified various projects to accomodate growth and improved efficiency. The Master Plan will establish the future configuration for the Corp Yard property and the best path for implementation of interrelated projects. Multi-funded project total of $150k from $65k General Fund (001), $3k WRF (431), $76k Solid Waste (441), $3k Bldg Safety (401) and $3k Storm Sewer (481).

Public Works
CP0667
(3010) - -
Public
Works 1B B2 64,500
13 Cellebrite's UFED Premium Equipment/Software: Cellebrite Used for unlocking Apple iOS and Android devices for forensic examinations. The Police Department currently has two forensic tools for mobile (cellphone/tablet) forensics which are MicroSystemation’s (aka MSAB) XRY and Cellebrite’s UFED4PC. The use of XRY would be discontinued if upgraded to Premium services. Ongoing software licensing and maintenance fees estimated to bt $34,000 annually. Police CP0675 $$$ Police 1B N/A 30,400 14 Breathing Support 51 Fill Station RetroFit: The Breathing Support (BS51) unit was purchased in 2019 with SpaceSaver fill stations that have been found to be unreliable and requiring personnel to travel to Tulare County Station 1 to refill cylinders. Retrofit will replace the 2 faulty fill stations with a more reliable three-station component that matches the current compressor. Fire CP0676 - - Fire 1B N/A 21,800 General Fund - 001 (1010) - Continued
2024/25 - 2029/30 Capital Improvement Program
257
12-8
# Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact Dept Rank
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
Projects Ranked 2A:
15 Fleet Shop Improvements & Expansion: Improvements to Edison building at 432 N Ben Maddox Way for Fleet use to include lighting, electrical and air supply for shop equipment & work bays, and shop building heaters, fire sprinklers and required ADA improvements. Fleet's Light Vehicle Shop and Tire Shop will relocate to Edison building after improvements are complete. This project will coincide with EQ0135 (C-Trains) and CP8377 (Hoists). Multi-Funded total of $630k from $467k General Fund (001), $11k Buildings (401), $11k Airport (411), $42k Wastewater (431), $89k Solid Waste (441), $4k Transit (452) and $6k Storm Sewer Maintenance (481). Fleet CP0048
(3010) $$
Public
Works 2A B2 466,900
16 Replace (3) Underground and (1) Above ground Vehicle Hoists: Current hoists are over 25 years old, obsolete and undersized for newer heavier equipment. Parts are no longer available and must be manufactured. Multi-Funded total of $250k from $185k General Fund (001), $4k Buildings (401), $4k Airport (411), $17k Wastewater (431), $35k Solid Waste (441), $2k Transit (452) and $3k Storm Sewer Maintenance (481). Fleet CP8377
(3010)
Public
Works 2A B2 185,400
17 Upgrade Fuel Management: Upgrade fueling system and equipment, linking three fueling operations to a central location (Corp yard, Police/Fire 51, WWTP) providing complete fuel accounting, instant reconciliation across multiple sites, real-time fuel data access for monitoring and reporting, and upgrade to keyless tracking with vehicle sensors. Current software is outdated and parts are becoming hard to locate. The condition of City fueling infrastructure will be evaluated prior to moving forward with this project. Multi-Funded total of $200k from $148k General Fund (001), $3k Buildings (401), $3k Airport (411), $13k Wastewater (431), $28k Solid Waste (441), $1k Transit (452) and $2k Storm Sewer Maintenance (481). Fleet CP0591
(3010) - -
Public
Works 2A B2 148,300
18 Maintain City owned/City Occupied Property: Maintenance and repair of various City owned and occupied properties to provide for replacement of air conditioners, pressure washing, repair of storm and vandalism damage, etc. As these properties age, needs for various maintenance issues arise. Finance CP9708 - - Fire 2A N/A 70,000 70,000 70,000 70,000 70,000 70,000 19 Maintain City Property Leased to Tenants: Maintenance of City leased property. As these properties age, needs for various maintenance issues arise. Finance CP9491 - - Fire 2A N/A 50,000 50,000 50,000 50,000 50,000 50,000 20 Annual St. Johns River Clean-up: To assure the waterway and adjacent area of the St. Johns River remain clear of debris/camping/overgrown vegetation, multiple inspections are conducted each month by Code Enforcement. When cleanup requiring staff and equipment from multiple City divisions and departments is found to be necessary, this fund will be utilized to cover the costs of staff time, equipment, materials and disposal fees.

Neighborhood
Preservation CP0607 - -
Planning
& Neigh
Pres 2A N/A 50,000 50,000 50,000 50,000 50,000 50,000
General Fund - 001 (1010) - Continued
2024/25 - 2029/30 Capital Improvement Program
258
12-9
# Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact Dept Rank
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
Projects Ranked 2A: (Continued)
21 Establish Objective Multi-family Design Standards: Develop and adopt new multi-family design standards in response to newly enacted State laws meant to increase housing supply and affordability and reduce obstacles to housing production. These new laws made it more difficult for cities and counties to deny or decrease densities of affordable or market-rate multi-family housing projects unless the projects fail to meet clear and objective standards established in the general plan, zoning code, specific plan, or design manual. Project will convert any subjective guidelines in current design standards to objective multifamily residential design and development standards which will expedite the application and design review processes for multi-family residential projects. Planning CP0677 - - Planning
& Neigh
Pres 2A N/A 50,000
22 Purchase of a new turf aerator: Currently the Parks Division contracts the aeration of turf areas, with only sports fields receiving aeration annually. With the purchase of a new aerator that would attach to the division's John Deere tractor, staff can aerate the sports fields more regularly and aerate the City's passive parks annually. This would eliminate the need for the aeration to be contracted.

Parks &
Recreation EQ0243 - -
Park &
Rec 2A N/A 35,000
23 ADA Transition Plan/Self Evaluation - Facilities: Update City's ADA transition plan for City facilities and complete selfevaluation required per Title II, American's w/ Disabilities Act 1990 of facilities including buildings, parks, lots, and other miscellaneous items. The City's transition plan is outdated and must be updated to identify the areas of the City's infrastructure that need to be brought into compliance with the Federal requirements within the City's public facilities. FY24/25 consultant funds will coincide with the City's Rightof-Way ADA Self Evaluation and Transition Plan (CP8350) to assist with writing the scope for the Facility Transition Plan to begin in FY 26/27. Engineering CP0678 - - Eng &
Building 2A N/A 25,600 361,200
24 Purchase replacement tables and chairs: Replacement of worn tables and chairs and Anthony Center and Whitendale Center approximately 300 chairs and 40 tables. Damaged items are beyond repair and in need of replacement to ensure services can continue to be met.

Parks &
Recreation CP0679 - -
Park &
Rec 2A
B33
D14 25,000
25 Replace (11) large desktop monitors: Replace monitors used for plan checking functions. After this purchase, these monitors will be deprectiated and future replacements will come from the computer replacement fund (511). Planning EQ0242 - - PN 2A 11,000 General Fund - 001 (1010) - Continued
2024/25 - 2029/30 Capital Improvement Program
259
12 -10
# Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact Dept Rank
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
Projects Ranked 2A: (Continued)
26 Master Plan Update: The Community Services Department was created in May of 2020. With it being a new department that incompasses Recreation, Parks, Urban Forestry, Buildings, and Trails, a Department Master Plan is needed. Multi funded total of $225k from $175k General Fund (001) and $50k Recreation Facilities (211). Parks & Recreation
CP0669
(3010) - -
Park &
Rec 2A N/A 175,000
27 Replace transcription equipment & services of Fusion: Fusion by Versatile is used for dictation of Officer's reports. We also use Speakwrite for dictation of transcripts, which is a service that is outsourced. Fusion is no longer supported and Speakwrite is at the end of their contract. The Department is looking for a single vendor to provide both services. The Department is looking for a single vendor to provide both services. Ongoing licensing and maintenance cost estimated to be $40,000 annually which is currently budgeted. Police CP0680 - - Police 2A N/A 50,000 Projects Ranked 2B:
28 Purchase new Business Tax Software: Bid, purchase, and implement specialized Business Tax (BT) revenue collection system to improve billing and cash receipting processes, and implement online payments, including configuration and report writing. BT bills and receipts over $3 million in General Fund Revenue annually. The current highly customized configuration of Accela for BT requires Intervention and support from Information Systems (IT) for delinquency and regular billings, email reminders, and gross receipts mailings. New software will allow BT staff to generate billing/mailing files without assistance from IT and save approx. 2-3 weeks of IT staff time annually. Annual licensing and Maintenance cost to be determined. Finance CP0681 $ Fire 2B N/A 150,000 29 Replace Recreation Park Irrigation Well: The current irrigation well was lowered to the bottom of the well pit in the summer of 2022. If the water table continues to drop the park will be without water and a new water source will need to be found. This project will drill a new irrigation well before the current well goes dry.

Parks &
Recreation CP0684 - -
Park &
Rec 2B B34 110,000
30 Records Purge Police Department: Prepare a complete inventory of all records currenlty maintained by the Visalia Police Department (VPD) back to 1955 to identify those no longer legally required. Destruction of records which have passed their retention dates will reduce storage needed and the volume of records to be reviewed for Public Records Act requests. VPD currently maintains approximately 792,112 reports and due to the volume of documents it is necessary to outsource this project. Project total of $265k includes $165k prior year funding. Once the backlog of records has been cleared, this will become an regular annual operating item. Police CP0534 - - Police 2B N/A 100,000 General Fund - 001 (1010) - Continued
2024/25 - 2029/30 Capital Improvement Program
260
12 -11
# Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact Dept Rank
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
Projects Ranked 2B: (Continued)
31 Irrigation Controller Upgrades Parks: The project is for the purchase of irrigation controllers and various miscellaneous parts for Rain Master, Eagle Plus, and Hunter irrigation controllers.

Parks &
Recreation CP0682 $
Park &
Rec 2B N/A 31,300 31,300 31,300 31,300 31,300
32 Irrigation Controller Upgrades Bike Paths/Trails: The project is for the purchase of irrigation controllers and various miscellaneous parts for Baseline, Hunter, and Toro Sentinal irrigation controllers.

Parks &
Recreation CP0683 $
Park &
Rec 2B N/A 20,000 20,000 20,000
33 Packwood Trail East of Mooney Blvd: Installation of new irrigation controller, wiring, and various irrigation parts. The area was a constant hot spot for vandalism by transients, which has created issues with the functiionality of the irrigation system. Staff has struggled with keeping the landscape alive due to the damage irrigation system and additional funds are requested to restore the landscaping after irrigation is repaired.

Parks &
Recreation CP0547 $
Park &
Rec 2B D15 20,000
34 Riverwalk Park Irrigation Repair: Installation of new irrigation controller, wiring, and various irrigation parts. The area was a constant hot spot for vandalism by transients, which has created issues with the functiionality of the irrigation system. Staff has struggled with keeping the landscape alive due to the damage irrigation system and additional funds are requested to restore the landscaping after irrigation is repaired.

Parks &
Recreation CP0548 $
Park &
Rec 2B B27 20,000
35 St. John's Botanical Irrigation Repair Project: Installation of new irrigation controller, wiring, and various irrigation parts. The area was a constant hot spot for vandalism by transients, which has created issues with the functiionality of the irrigation system. Staff has struggled with keeping the landscape alive due to the damage irrigation system and additional funds are requested to restore the landscaping after irrigation is repaired.

Parks &
Recreation CP0546 $
Park &
Rec 2B B26 20,000
36 Annual Public Parking lot maintenance: Annual maintenance program for all city public parking and park parking lots. There are 23 Park and 34 City Public Parking lots in this program that will be crack sealed, overlaid, slurry seal, or reconstructed as needed. The maintenance in several of these parking lots has been deferred and they are in very bad condition. The city has a large investment in these parking lots which must be maintained . This program will complete annual maintenance and repairs as needed, with priority given to the lots in the poorest condition. Engineering CP8214 - - Eng &
Building 2B N/A 300,000 300,000
Projects Ranked 3:
37 Installation of Solar Lighting at various parks: This project would provide interior lighting to various parks throughout the City with solar lighting. Currently there are many parks void of interior lighting making them very dark during the evening hours.

Parks &
Recreation CP0685 $
Park &
Rec 3 N/A 50,000 50,000 50,000 50,000 50,000
2024/25 - 2029/30 Capital Improvement Program
General Fund - 001 (1010) - Continued
261
12 -12
# Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact Dept Rank
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
Projects Ranked 3: (Continued)
38 New Field Prep Toro w/ tools: The softball complex at Riveway Park does not have equipment to maintain the infield. Staff transports equipment back and forth from Plaza ballfields. Transporation of the equipment is inefficent, with staff spending much of their time driving between facilities. Maintenance equipment at each site will reduce unproductive staff time and increase time in performing field maintenance and other tasks. Staff estimates a cost savings of approximately $6,400 to $7,000 annually if the need to transport the equipment between facilities, this includes labor, equipment, and fuel costs Parks &
Recreation VH0294 $
Park &
Rec 3 N/A 40,000
39 Fixed -Mount Automatic License Plate Readers (ALPR) Camera Expansion Program: The Department will be implementing the ALPR program in a joint effort with TCSO funded by JAG 2023. Looking to expand the program from 6 cameras to 16, providing 10 additional cameras. Ongoing software licensing and maintenance fees estimated to be $40,000 annually. Police CP0686 $$$ Police 3 N/A 40,000 40 Round Concrete Seating Various Bike Baths/Trails: Install new circular concrete seating along trails and bike paths where 6-foot steel benches have been removed due to vandalism, wear, and transients using them as living space. The seats are 36-inch round, 18-inch high seats that can be placed on the existing concrete bench pads. There is little to no maintenance with the seating and it cannot be used as a place to sleep.

Parks &
Recreation CP0687 - -
Park &
Rec 3 N/A 35,000 35,000 35,000
41 Manuel Hernandez Community Center Gym Divider and Speakers: Install gym divider. Install intercom and speakers throughout facility (approx. specs 12 channel 6000 wtt mixer, 30 in ceiling 8" speakers w/ conductor speaker wire, wireless and wired mic kits, 1/4" patch cable) Parks &
Recreation CP0688 - -
Park &
Rec 3 B29 30,000
42 Industrial Floor Fans Recreation Facilities: Purchase of large floor cooler fans with near silent airflow and all-terrain mobility package. Quantity dependent on facility square footage, locations include Anthony Community Center - Gym, Manuel F. Hernandez Community Center - Gym, and Wittman Community Center - Gym and Building #2. Approximately two per site.

Parks &
Recreation EQ0244 - -
Park &
Rec 3
B33B29B31 25,000
43 Senior Center Courtyard Remodel (50% Grant Match): Applying for Outdoor Recreation Legacy Partnership (ORLP) grant to update courtyard area at Senior Center facility from leisure space to activity space by installing shade structure for UV protection and design and develop fitness area for seniors to increase health and wellness. Project total of $66k to be funded $33k from General Fund matching funds (001) and $33k from ORLP grant (001). Contingent upon receipt of grant.

Parks &
Recreation CP0689 - -
Park &
Rec 3 B35 20,000 46,000
General Fund - 001 (1010) - Continued
2024/25 - 2029/30 Capital Improvement Program
262
12 -13
# Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact Dept Rank
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
Projects Ranked 3: (Continued)
44 Update Monument Signs: Design and construct new City of Visalia entry signs located along SR 99 north and south of the SR 198 interchange. Administration CP0690 - - Park &
Rec 3 N/A 150,000
45 Security Cameras at Anthony, Manual Hernandez, and Whitendale Community Centers: Increase security measures with the installation of security cameras and monitoring at the Anthony Community Center (ACC) with approximately 12 web-based cameras, install video security system at Manuel Hernandez with approximatley 8 webbased cameras, and installation of a video security system at the Whitendale Community Center (WCC) with approximately 6 web-based cameras. Annual cost of cameras projected to be $6,500 Parks &
Recreation CP0691 $
Park &
Rec 3
B33B29
D14 75,000
46 Split Rail Fencing Various Locations Bike Paths/Trails: This project will replace the existing damaged concrete rail and wire fencing at various location along the trails and install new wooden split rail fencing in areas that are currently void of fencing.

Parks &
Recreation CP0692 $
Park &
Rec 3 N/A 50,000 50,000 50,000
47 Dispatch Automated Call Distribution System (ACD): The ACD will route calls regardless of the type of call to the operator that is available. The system will know which operator is on a call or is available to take a call. Includes large monitor to view routing of all calls. Annual licensing and maintenance cost to be determined. Police CP0693 - - Police 3 N/A 91,000 48 4 Battery/Electric Positive Pressure Ventilation (PPV) Fans: PPV fans are used to assist in smoke removal and horizontal ventilation during fire operations. New units will replace existing fans at the end of their useful lives. Battery/Electric fans are more compact and produce less noise on the fireground. Additionally, battery powered fans require less maintainence than gas-powered fans. Fire EQ0245 - - Fire 3 N/A 25,600 New Vehicles and Equipment for new General Fund Positions:
49 Purchase trucks (2) for new Lead Park Maintenance Worker position.

Parks &
Recreation VH0295 $$
Park &
Rec N/A N/A 120,000
50 Purchase truck for new Park Maintenance Worker position.

Parks &
Recreation VH0296 $$
Park &
Rec N/A N/A 45,000
51 Purchase vehicle for new Investigation Technician (Background) position. Police VH0297 $$ Police N/A N/A 35,000 52 Purchase new vehicle for new Underground Service Alert (USA) Technician. Project total of $40k from $20k General Fund (001) and $20k Wastewater (431). Public Works VH0292
(3010) $$
Public
Works N/A N/A 20,000
53 Purchase truck for new Building Maintenance Service Worker position.

Parks &
Recreation VH0298 $$
Park &
Rec N/A N/A 50,000
Projects Appropriated but On Hold for Funding Availability:
54 4th of July Fireworks: Funding towards a 4th of July Community Fireworks event. Proposed budget will be provided to another local entity to be used towards the cost of a fireworks display.

Parks &
Recreation CP0237 - -
Park &
Rec 1B N/A 40,000 40,000 40,000 40,000 40,000 40,000
General Fund - 001 (1010) - Continued
2024/25 - 2029/30 Capital Improvement Program
263
12 -14
# Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact Dept Rank
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
Projects Appropriated but On Hold for Funding Availability: (Continued) 55 Riverway Soccer Field Fencing: This project will include the installation of approximately 8,396 linear feet of 6 foot black rubber coated chainlink fencing with pedestrian, service gates, and concrete mow strip around soccer fields 1 thru 9.

Parks &
Recreation CP0695 $
Park &
Rec 3 B25 1,200,000
56 Plaza Park Lights/Electrical Upgrades: Remove/replace ex lighting system at Plaza Park softball fields, tennis & pickleball courts w new Musco Light-Structure System; Upgrade park SCE meter to 4 meters. Softball Fields: Four softball fields will recieve 21 Musco lights & poles. Tennis/Pickleball: Six (6) tennis courts & eight (8) pickleball courts will recieve 10 Musco lights & poles. Upgrade ex electrical system for both facilies to current electrical codes. Musco lights & poles to be pre-purchased. Softball Fields Est: $2.04M; Tennis/Pickelball Est: $681K; Meters Est: $333K. CIP to be phased: FYPrior-24/25, Design; FY25/26 CON Field 4+Meters; FY26/27, CON Field 2 & 3; FY27/28, CON Field 1; FY28/29, Tennis&Pickleball. Engineering CP0368 - - Park &
Rec 2A C8 619,200 699,000 512,600 572,800
57 Summers Park Futsal/Soccer Court: This project will install a standard size futsal court at Summers Park with a concrete pad, court sufacing, solar lighting, perimeter fencing, and amenities.

Parks &
Recreation CP0696 $
Park &
Rec 3 B29 190,000
58 ZEV Fleet Assessment & Transition Plan: The California Air Resources Control Board (CARB) requires transition of vehicle fleets state-wide to meet zero-emission vehicle (ZEV) regulations. The City must evaluate its fleet of vehicles and equipment to determine the best method to transition to a zero-emission fleet. The project will identify the best alternative fuel, appropriate vehicle types and applications, necessary infrastructure, and potential funding options to implement changes. Multi-Funded total of $200k from $148k General Fund (001), $3k Buildings (401), $3k Airport (411), $13k Wastewater (431), $28k Solid Waste (441), $1k Transit (452) and $2k Storm Sewer Maintenance (481). Public Works CP0670
(3010) - -
Public
Works 2A N/A 148,300
59 Plaza Park Tennis Court Resurfacing: Repairs to the concrete surfacing and repainting all six tennis courts with the proper playing surface. The current courts have not been resurfaced in over 10 years.

Parks &
Recreation CP0694 - -
Park &
Rec 2B C8 77,500
60 Senior Center Projectors, Screens, and Security: Install updated blinds on windows, install ceiling mounted projector (Full HD, Network Capabilities, wireless, 4600 Lumens, with universal ceiling projector mount) and ceiling mounted screen approximately 125" screen size, 16:9 aspect ratio, motorized with remote control , install storage shelves in sound room, paint kitchen interior, update main entrance with ADA push button for double doors, and increase security measures with security cameras and monitoring, approx 6 cameras webbased, hosted on cloud. Annual cost of cameras projected to be $1,500.

Parks &
Recreation CP0697 $
Park &
Rec 3 B35 63,000
General Fund - 001 (1010) - Continued
2024/25 - 2029/30 Capital Improvement Program
264
12 -15
# Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact Dept Rank
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
Projects Appropriated but On Hold for Funding Availability: (Continued) 61 Provident Skate Park Mural: This project is to fund the painting of a mural within the skating surface of the skate park.

Parks &
Recreation CP0698 - -
Park &
Rec 3 B33 50,000
62 Whitendale Community Center Modernization: Installation of hip roof shade structure in courtyard, replace curtains in vaulted ceiling windows with remote controlled blinds (approx specs: motorized brush DC motor with either AC Adaptor or Li-ion batery pack, and 2.46 RF radio type for remote control), add an ice maker, kitchen remodel, add interior lighting in foyer, add exterior security lighting along permeter of building.

Parks &
Recreation CP0699 - - CS 3 D14 40,000
63 Replace Whitendale Community Center Fencing: Replace courtyard fencing with 6 - 8ft fencing to increase facility security and add fencing and push bar exit bar at main entrance way to provide additional security of facility exterior.

Parks &
Recreation CP0700 - -
Park &
Rec 3 D14 15,000
Projects Funded 100% with Grant and Donation Funding:
64 Plaza Park Improvements Project: Improvements and repairs to Plaza Park restroom, court, ballfield, and park amenities to update and modernize these facilities. Fully funded by a donation received from the Treaster Family for naming rights of the Plaza Park Pond which was restricted to use for improvements to Plaza Park.

Parks &
Recreation CP0701 - -
Park &
Rec N/A C8 82,000
65 Replace City Call Recording System (VERIENT INSIGHT 6000 System): Current equipment, purchased in 2018, has failed and is currently operating on a backup system, with no remaining backup available. System is used to record all incoming and outgoing lines to Dispatch and all radio communications for Police, Fire, and Animal Control. Recordings are used for investigative purposes and as evidence in criminal proceedings. Annual licensing and maintenance cost to be determined. Police CP0702 - - Police N/A N/A 65,000 66 7 Base Station Radios: Routine replacement of the current base station radios which will be reaching the end of thier useful lives. Base station radios are the primary means fire personnel hear radio traffic in the fire stations. Additionally, base station radios can be used as an emergency backup if the station alerting system is offline. This upgrade will allow the department to communicate with all agencies within a 60 minute radius of our city if a large scale disaster should occur. Fire is applying for an Assistance for Firefighters Grant (AFG) to fund this project. Contingent upon receipt of grant funding. There is no General Fund in this project. Fire EQ0246 - - Fire N/A N/A 79,700 General Fund - 001 (1010) - Continued
2024/25 - 2029/30 Capital Improvement Program
265
12 -16
# Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact Dept Rank
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
Projects Funded 100% with Grant and Donation Funding: (Continued) 67 East Side Regional Park (ESRP) Basin F (Construction): Construct a 33 acre groundwater recharge basin at the ESRP including water structures, piping and dry wells. Also includes a pedestrian trail around the top of the new basin, a riparian habitat, two pedestrian bridges, and a small temporary parking lot. Design in separate project. Construction is contingent upon receiving a state/federal grant with 20% local match. Multi funded project total of $9.2m from $83k from Gas Tax (111), $180k Measure R Trails (132), $1.43m Parks and Rec (211), $1.15m Ground Water Recharge (224), $62k Waterways (261), and a $6.3m grant (001). Maintenance cost estimated to be $44k per year. Project Contingent upon grant. Engineering New
(3010) $$$
Eng &
Building N/A B13 6,313,400
68 East Side Regional Park (ESRP) Basin E (Design & Construct): Design a 12-acre groundwater recharge basin at ESRP including storm water infrastructure, structures, and trails in accordance with the park's masterplan in FY25/26 for proposed construction 27/28, contingent upon receiving a state/federal grant with 20% local match. Mill Creek Realignment in seperate CIP. Multi funded project total of $5.3m from $225k Measure R Trails (132), $626K Parks and Rec (211), $1.07m Ground Water Recharge (224), and $3.35m grant (001). Project contingent upon grant. Engineering New
(3010) - -
Eng &
Building N/A B13 3,353,600
69 Greenway Trail - Cameron Creek to Packwood Creek Trail: Construct a 10'-12' wide trail from Cameron Creek to Packwood Creek trail, landscaped with native trees and shrubs following the City of Visalia Urban Forestry standards. Includes solar lighting, benches, trash receptacles, trail signage, and access connections. Project is 4th segment of 5 planned segments of the Greenway Trail, located south of State Route 198. Contingent upon receiving grant funds. Multi funded project total of $2.3m from $376k Measure R Trailways (132) and $1.96m grant (001). Project contingent upon grant. Engineering New
(3010) $$
Eng &
Building N/A D2 1,959,400
70 Greenway Trail - Cameron Creek to Caldwell Ave (Construction): Construct 10'-12' wide trail from Cameron Creek to Caldwell Avenue along the Road 148 alignment landscaped with native trees and shrubs following the City of Visalia Urban Forestry standards, and including solar lighting, benches, trash receptacles, and trail signage. Project is 5th and final segment of the Greenway Trail, located south of State Route 198, connecting the terminus of Phase 4 to Caldwell Avenue per the City's Active Transportation Plan. Multi funded project total of $5.1m from $1.14m Measure R Trailways (132) and $4m grant (001). Contingent upon receiving grant funds. Engineering New
(3010) $$
Eng &
Building N/A D3 3,959,800
General Fund - 001 (1010) - Continued
2024/25 - 2029/30 Capital Improvement Program
266
12 -17
# Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact Dept Rank
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
Project in Planning Years - Not Ranked:
71 Comprehensive General Plan Update: Update the City of Visalia’s General Plan, adopted in 2014. This plan provides the framework for development of the community over a 20-year planning period. Project will conduct RFP process to hire qualified consultant(s) with expertise in drafting General Plans to assist staff in the preparation of a comprehensive update to the 2030 general plan, and prepare environmental analysis. Includes development of a public outreach strategy to engage City residents, businesses, public agencies, and other stakeholders to inform the process about changes in the community and circumstances that will guide the future direction of the City.

Planning New - -
Planning
& Neigh
Pres N/A N/A 1,500,000
72 Playground Shade Covers: This project request is for the installation of playground shade structures at various parks. Many of our playgrounds do not have shade structures to allow use during hot summer days and protect the plastics on the playstructures. The project would establish an installation schedule to prioritize playgrounds that are void of shade and install shade structures until all the playgrounds in our park system are covered.

Parks &
Recreation New - -
Park &
Rec N/A N/A 200,000 200,000
73 Replace Ruiz Park Irrigation Well: The current irrigation well was lowered to the bottom of the well pit in the summer of 2022. If the water table continues to drop the park will be without water and a new water source will need to be found. This project will drill a new irrigation well before the current well goes dry. Park wells are for the purpose of irrigating park turf and landscaping, and benefit only the park portion of the land. This project is 100% General Fund. Parks & Recreation New - -
Park &
Rec N/A B30 100,000
74 Park Amenities Replacement: The park amenity project would create a set replacement schedule for park amenties such picnic tables, benches, and trash receptacles at various parks. This project would allow staff to prioritize and replace ammenities regularly throughout our park system.

Parks &
Recreation New - -
Park &
Rec N/A N/A 75,000 75,000
75 Maintenance Management Software: Purchase and installation of maintenance management software with GIS integration to track service requests, staff costs, asset inventory, and asset maintenance costs. Project total of $85k funded from $47k General Fund and $38k Landscape and Lighting Fund. Annual licensing and maintenance cost to be determined. Parks & Recreation New $
Park &
Rec N/A N/A 47,000
76 Recreation Management Software Replacement: Procurement of new software/contract and start-up costs (i.e. credit card readers and electronic signature pads, staff training). Current software contract will be extended for a final 3-year term. Annual licensing and maintenance cost to be determined.

Parks &
Recreation New - -
Park &
Rec N/A N/A 47,000
General Fund - 001 (1010) - Continued
2024/25 - 2029/30 Capital Improvement Program
267
12 -18
# Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact Dept Rank
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
Project in Planning Years - Not Ranked: (Continued)
77 NeoGov Perform Module Purchase: Purchase and implement NEOGOV Perform Module to provide an automated and efficient system for employee performance evaluationmaking it easier for supervisors/managers to track due dates and document performance throughout the year using the journal entry feature. At the end of the rating period, all of the comments/documentation become part of the overall evaluation which can be electronically routed for review prior to issuance. Annual licensing and maintenance cost to be determined.

Human
Resources New $ Admin N/A N/A 32,000
78 Replace old submersible well pump at Sunset Park: The typical life span for this type of pump is 10 years. Due to the hot dry summers we've experienced over the lifetime of these pumps, they may quit working at any time. A similar pump at Recreation Park has already failed and been replaced. Pre-emptive replacement will prevent possible damage to landscaping. Park wells are for the purpose of irrigating park turf and landscaping, and benefit only the park portion of the land. This project is 100% General Fund. Parks & Recreation New - -
Park &
Rec N/A C9 30,000
79 Lower well pump setting at Fairview Park: Due to the drought condition the water table has dropped. The set point on the Fariview well needs to be lowered or may quit working dorking the summer months. A similar pump at Recreation Park has already failed and needed to be replaced. Pre-emptive lowering will prevent possible damage to landscaping. Park/Pond wells are for the purpose of irrigating park turf and landscaping, and benefit only the park portion of the land. This project is 100% General Fund.

Parks &
Recreation New - -
Park &
Rec N/A B40 7,500
80 Park Playground Replacement: Create a park playground replacement schedule to replace playgrounds that are reaching the end of their life cycle.

Parks &
Recreation New $
Park &
Rec N/A N/A 200,000 200,000
81 10 SCBA Cylinders This project replaces SCBA cylinders schedule to expire during the 2027/28 budget year. Will confirm with inventory tracking as cycle nears. Fire New - - Fire N/A N/A 15,300 82 Replace Floor Scrubber: Replace ride-on floor scrubber used for cleaning/maintenance of floors at Anthony Community Center/Gym.

Parks &
Recreation New - -
Park &
Rec N/A N/A 25,000
General Fund Total 2,929,400 3,582,400 10,175,000 6,407,200 1,519,100 4,444,800 Notes: Multi-funded means this is only this fund's portion of the total amount budgeted. These projects are funded from multiple sources and the full budget is shown in the "Multi-Fund 301".The Budget Impact column shows the estimated annual impact of the project on the operating budget for maintenance once completed or purchased. - - No Annual Maintenance Costs (or no increase over existing cost) $$$ Annual Maintenance costs is over $25,000. These projects will be explained in detail in the project description. $ Annual Maintenance cost is $5,000 or less $$$$ Project will result in savings as described in project description $$ Annual Maintenance costs is $5,000 to $25,000
2024/25 - 2029/30 Capital Improvement Program
General Fund - 001 (1010) - Continued
268
12 -19
2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
Beginning Cash Balance 1,198,000 1,343,200 1,490,700 (30,500) 88,100 209,100Impact Fees and Interest Earnings 147,300 149,600 152,600 120,700 123,100 125,600Allocations (2,100) (2,100) (2,100) (2,100) (2,100) (2,100) Capital Improvements 0 0 (1,671,700) 0 0 0Total Resources Available for Future Projects 1,343,200 1,490,700 (30,500) 88,100 209,100 332,600 # Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
1 Corp Yard New Site Development: Improve property acquired from SCE at NW corner of the Corporation Yard. Includes grading, NPDES permit requirements, paving, striping, utilities and lighting. Requires demolition of existing Streets Building and relocation of utilities, removing the building and foundation, soil import, grading, and compaction. Also includes installation of improvements to existing storm drainage system to provide grease & sediment treatment. Provides compliance with CA's requirement to control site storm drainage and improves mobility of vehicular and pedestrian traffic. Multi-funded total of $4.8m from $1.67M CY Impact Fee (103) and $3.13m Solid Waste (441). Public Works New
(3010) $ B2 1,671,700
0 0 1,671,700 0 0 0
Notes: Multi-funded means this is only this fund's portion of the total amount budgeted. These projects are funded from multiple sources and the full budget is shown in the "Multi-Fund 301".The Budget Impact column shows the estimated annual impact of the project on the operating budget for maintenance once completed or purchased. - - No Annual Maintenance Costs (or no increase over existing cost) $$$ Annual Maintenance costs is over $25,000. These projects will be explained in detail in the project description. $ Annual Maintenance cost is $5,000 or less $$$$ Project will result in savings as described in project description $$ Annual Maintenance costs is $5,000 to $25,000
Corp Yard Impact Fee - 103 (2330)
2024/25 - 2029/30 Capital Improvement Program
Fund Description: This fund is derived from Corporation Yard Impact fees collected at the time of building permit issuance. Funds are to only be used for new facilities, equipment, and not for operation and maintenance.

Cash Balance Summary
269
12 -20
2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
Beginning Cash Balance 1,400,700 1,727,000 1,979,400 2,313,300 2,578,900 2,926,300Impact Fee Revenues 329,900 331,000 337,600 344,400 351,300 358,300 Operating and Allocations (3,600) (3,600) (3,700) (3,800) (3,900) (4,000)Capital Improvements 0 (75,000) 0 (75,000) 0 (75,000)Total Resources Available for Future Projects 1,727,000 1,979,400 2,313,300 2,578,900 2,926,300 3,205,600 # Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
1 Public Safety Traffic Signal Pre-emption System: Install three (3) Emergency Vehicle Pre-emption Systems at existing traffic signals at various locations throughout the City every other year. This system allows emergency response vehicles to control traffic signals along their route. Newer traffic signals have EVPs included; however, there are approximately 45 existing traffic signals within the City without an EVP system. Multi-funded: $100k every other year from $75k Fire Impact Fees (106) and $25k General Fund (001). Engineering CP9531
(3010) - - N/A 75,000 75,000 75,000
0 75,000 0 75,000 0 75,000
Notes: Multi-funded means this is only this fund's portion of the total amount budgeted. These projects are funded from multiple sources and the full budget is shown in the "Multi-Fund 301".The Budget Impact column shows the estimated annual impact of the project on the operating budget for maintenance once completed or purchased. - - No Annual Maintenance Costs (or no increase over existing cost) $$$ Annual Maintenance costs is over $25,000. These projects will be explained in detail in the project description. $ Annual Maintenance cost is $5,000 or less $$$$ Project will result in savings as described in project description $$ Annual Maintenance costs is $5,000 to $25,000
Fire Impact Fee - 106 (2360)
2024/25 - 2029/30 Capital Improvement Program
Fund Description: This fund is derived from Fire Impact fees collected at the time of building permit issuance. Funds are to only be used for new facilities, equipment, and not for operation and maintenance.

Cash Balance Summary
270
12 -21
2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
Beginning Cash Balance 930,300 545,600 3,700 297,100 643,500 1,181,900Gas Tax Apportionment (Sections 2105, 2106, 2107, 2107.5) 2,596,400 2,648,300 2,701,300 2,755,300 2,810,400 2,866,600Gas Tax Apportionment (Section 2103) 1,271,800 1,297,200 1,323,100 1,349,600 1,376,600 1,404,100Interest Earnings 50,000 45,000 45,900 46,800 47,700 48,700Services Provided - Signal Lights (70,000) (70,000) (70,000) (70,000) (70,000) (70,000)Services Provided - Street Lights (500,000) (500,000) (500,000) (500,000) (500,000) (500,000)Services Provided - Traffic Maintenance (204,900) (204,900) (204,900) (204,900) (204,900) (204,900)Services Provided - Street Sweeping (668,900) (668,900) (668,900) (668,900) (668,900) (668,900)Other Services Provided/Allocations (49,500) (49,500) (50,500) (51,500) (52,500) (53,600)Capital Improvements - New Construction, Improvements and Administration (837,800) (1,200,000) (632,600) (550,000) (550,000) (910,000)Capital Improvement - Street Maintenance (1,650,000) (1,760,000) (1,650,000) (1,760,000) (1,650,000) (1,760,000)Capital Improvements - Vehicle and Equipment Replacements or Additions (321,800) (79,100) 0 0 0 0Total Resources Available for Future Projects 545,600 3,700 297,100 643,500 1,181,900 1,333,900 # Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
Projects for New Construction, Improvements and Administration:
1 Calibration of Pavement Management Plan: Consultant to re-survey the City’s street network and update data in the existing Pavement Management Program (PMP). Includes right of way asset data collection, city-wide regulatory sign inventory, deflection testing and database development to further aid in proper maintenance planning. As GIS staff updates GIS maps with new streets added to the network, PW Staff will concurrently update the Lucity PMP map. Engineering CP0703 - - N/A 360,000 360,000 2 Traffic Signal Modification - Giddings & Mineral King: Replacement of the existing traffic signal with a fully actuated traffic signal, incorporated intelligent transportation equipment, and modify the existing pedestrian ramps to meet the current ADA requirements, and construct the associated roadway improvements. The existing traffic signal was originally constructed in the mid 1960's and needs an update to meet the current traffic signal requirements per the California Manual on Uniform Traffic Control Devices. Engineering CP0704 - - B21 200,000 800,000 3 Annual Developer Reimbursement: This project is for reimbursement of public assets constructed by developers in the public right of way. The ongoing maintenance of improvements completed under this CIP is budgeted in a separate City CIP project. Engineering CP9207 - - N/A 70,000 70,000 70,000 70,000 70,000 70,000 Gas Tax - 111 (2370)
2024/25 - 2029/30 Capital Improvement Program
Fund Description: This fund includes monies derived from Sections 2103, 2105, 2106, 2107 and 2107.5 of the Streets and Highways Code. These revenues come from special taxes (excise taxes) on the sale of transportation fuels which are levied in addition to the state sales tax. Allocations are generally distributed on the basis of population and registered vehicles. This fund also receives money from the State Highway Fund that is distributed to each region based on population and road miles. Funds are to be used only for construction, improvements and maintenance of streets and roads.

Cash Balance Summary
271
12 -22
# Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
4 Annual Roadway Preliminary Engineering: This project is for preliminary engineering and design work needed for potential roadway capital projects and ancillary engineering work such as improvement standards and standard specifications, providing an operating budget for preliminary work on future projects involving grants and routine items that may not be captured in a specific capital improvement project. Engineering CP9699 - - N/A 60,000 60,000 60,000 60,000 60,000 60,000 5 Annual Traffic Counts, Survey, and Supplemental Services: Traffic counts, speed survey & supplemental services to assist staff with increasing traffic monitoring, maintaining traffic speed zones, and the analysis of various intersections to help relieve vehicle congestion. As the City grows, an increased number of vehicles, bikes, or pedestrians travel through Visalia intersections. These funds will allow the City to perform yearly traffic counts to ensure appropriate traffic control at those intersections. In addition, these traffic counts help provide information for economic development and traffic signal coordination. Engineering CP8101 - - N/A 60,000 60,000 60,000 60,000 60,000 60,000 6 Annual Overhead Street Light Upgrade: Upgrade approximately 500 Overhead Street Lights from High Pressure Sodium to LED (Light-emitting Diode)over the next 5-7 years. The overhead LED's are more energy efficient and provide a better visual aid to first responders. Also, Edison and Caltrans lights have already been upgraded with LED's. This project will provide consistency throughout the City. In addition, the current High Pressure Sodium lights require frequent replacement of ballasts and ignitors that are becoming difficult to procure.

Streets and
Traffic CP0705 - - N/A 50,000 50,000 50,000 50,000 50,000 50,000 7 Annual Bike Plan Implementation: This annual project will implement the most recent Bike Plan, which includes striping bike lanes and adding signs to improve safety for bicyclists, as well as improvement to traffic flow for vehicles and bikes. These improvements support recommendations from the City's adopted Active Transportation Plan (ATP). Where applicable with other roadway CIP's, these funds will be used to implement bike lanes.

Streets and
Traffic CP9923 - - N/A 30,000 30,000 30,000 30,000 30,000 30,000 8 East Side Regional Park (ESRP) Basin F (Design): Design groundwater recharge Basin F at ESRP using local funds to prepare "shovel ready" Plans, Specifications, and Estimate (PS&E) package. Staff to pursue additional funding for construction of this project. Multi funded project total of $1.3m from $8k current and $9k prior year Gas Tax (111), $17k current and $100k prior year Measure R Trails (132), $135K current and $404k prior year Parks and Rec (211), $108k current and $481k prior year Ground Water Recharge (224), and $6k current and $10k prior year Waterways (261). Engineering CP0371
(3010) - - B13 7,800
Gas Tax - 111 (2370) - Continued
2024/25 - 2029/30 Capital Improvement Program
272
12 -23
# Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
9 Upgrade Traffic Signal Controllers: This project will upgrade obsolete traffic signal controllers with the newer Model 2070 which possesses updated processing and capacity for integration into the traffic management system. Originally, 127 controllers required replacement with 43 controllers remaining to be upgraded. Funding will upgrade the remaining controllers over the course of two years starting FY 24-25. Includes prior year funding of $282k from Gas Tax (111). Engineering CP0285 - - N/A 130,000 10 Pedestrian Ramps & Intersection Improvements: Reconstruct the pedestrian ramps and replace intersection pavement at identified intersections in the downtown area. The pedestrian ramps will be made ADA compliant including additional slope requiring intersection reconstruction. The current pedestrian ramps are non-ADA compliant. This project will also reduce maintenance cost associated with cleaning of the "half-round" pipes at each pedestrian ramp. The ramps on Center Avenue at Turner Street, and Dudley Street will be addressed in the upcoming years. Planned for completion of two intersections a year starting with FY 26/27. Engineering CP0404 - - B20 280,000 280,000 280,000 280,000 11 East Side Regional Park (ESRP) Basin F (Construction): Construct a 33-acre groundwater recharge basin at the ESRP including water structures, piping and dry wells. Also includes a pedestrian trail around the top of the new basin, a riparian habitat, two pedestrian bridges, and a small temporary parking lot. Design in separate project. Construction is contingent upon receiving a state/federal grant with 20% local match. Multi funded project total of $9.2m from $83k from Gas Tax (111), $180k Measure R Trails (132), $1.43m Parks and Rec (211), $1.15m Ground Water Recharge (224), $62k Waterways (261), and a $6.3m grant (001). Maintenance cost estimated to be $44k per year. Project Contingent upon grant. Engineering New
(3010) $$$ B13 82,600
Projects for Street Maintenance throughout the City:
12 Annual Thin Skin Patching: Patch portions of pavement, temporarily, with an asphalt cold mix. Thin skin patching is an effective and fast method of preventative maintenance performed on smaller portions of pavement that have deteriorated due to deferred maintenance. Pavement preservation and rehabilitation is essential in maintaining the largest City asset, public roadways. Without these funds, the roadways will deteriorate causing poor riding conditions.

Streets and
Traffic CP9520 - - N/A 700,000 700,000 700,000 700,000 700,000 700,000 Gas Tax - 111 (2370) - Continued
2024/25 - 2029/30 Capital Improvement Program
273
12 -24
# Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
Projects for Street Maintenance throughout the City: (Continued) 13 Annual Pot Hole Patching: Patch portions of pavement, temporarily, with an asphalt cold mix. Pothole patching is an effective and fast method of preventative maintenance on small portions of pavement that have deteriorated due to water penetration into the base. Pavement preservation and rehabilitation is essential in maintaining the largest City asset, public roadways. Without these funds, the roadways will deteriorate causing poor riding conditions.

Streets and
Traffic CP9515 - - N/A 300,000 300,000 300,000 300,000 300,000 300,000 14 Annual Traffic Striping: The existing pavement markings need to be repainted to be in compliance with the California Manual of Uniform Traffic Control Devices (MUTCD). This repainting of the pavement markings will provide delineation of travel lanes, turn lanes, crosswalks, curb markings and other pavement markings on the roadways throughout the City.

Streets and
Traffic CP9226 - - N/A 180,000 180,000 180,000 180,000 180,000 180,000 15 Annual Replace Traffic Signs: Replace regulatory, warning, and guide traffic signs that do not meet the reflectivity compliance based on the Manual of Uniform Traffic Control Devices (MUTCD). Includes contracting services of signs for blank purchases, fabrications, refurbishments, and recycling of old signs. This funding is only for City owned traffic signs.

Streets and
Traffic CP9555 - - N/A 120,000 120,000 120,000 120,000 120,000 120,000 16 Annual Dig Outs: Remove and replace isolated, deteriorated pavement on various city streets. This will improve the ride quality of city streets, reduce pothole patching, delay the need of costly reconstruction and possibly reduce claims from damage to vehicles. Pavement preservation and rehabilitation is essential in maintaining the largest City asset, public roadways. Without these funds, the roadways will deteriorate causing poor riding conditions.

Streets and
Traffic CP9508 - - N/A 100,000 100,000 100,000 100,000 100,000 100,000 17 Annual Street Name Sign Replacement: Annual replacement of Street Name Signs (SNS) to bring them into compliance with correct design and reflectivity per the Manual on Uniform Traffic Control Devices (MUTCD). SNS's are a means of direction for emergency services. This will allow replacement of SNS's citywide to maintain visibility for first responders to prevent slowing down response times. This will also standardize the SNS's citywide making the manufacturing and replacing process easier for the City and subcontractors. The City has 8,000 SNS's and an average of 1,000 SNS's will be replaced annually.

Streets and
Traffic CP0406 - - N/A 80,000 80,000 80,000 80,000 80,000 80,000 Gas Tax - 111 (2370) - Continued
2024/25 - 2029/30 Capital Improvement Program
274
12 -25
# Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
Projects for Street Maintenance throughout the City: (Continued) 18 Annual Minor Asphalt Overlays: Placement of an asphalt overlay on local streets, citywide. This is a cost-effective way to extend the useful life of a street with asphalt in minor stages of deterioration. Provides additional structure and strength to existing asphalt, as well as a smoother and safer traveling surface. Pavement preservation and rehabilitation is essential in maintaining the largest City asset, public roadways. Without these funds, the roadways will deteriorate causing poor riding conditions.

Streets and
Traffic CP9525 - - N/A 50,000 50,000 50,000 50,000 50,000 50,000 19 Annual Battery Backup Maintenance: Annual replacement of existing and new batteries to ensure traffic signals (TS) remain operational in an emergency due to electricity loss. There are 140 TS in the City, with approximately 70% of them installed with battery backup systems. Backup power service allows each traffic signal to operate during power outages to provide safety to motorists. Each signal controller requires 4 batteries when replaced, with a lifespan of 4-6 years per battery.

Streets and
Traffic CP0407 - - N/A 30,000 30,000 30,000 30,000 30,000 30,000 20 Annual Traffic Signal Optimization Project (TSOP): This project is to optimize the traffic signal operations along various corridors within the City. The optimization of the traffic signals will minimize traffic delays and as a result reduce vehicle emissions. This is part of the traffic management system to aide the flow of traffic along the City corridors. Engineering CP0193 - - N/A 30,000 30,000 30,000 30,000 30,000 30,000 21 Annual Stop Sign Installations: Annual stop sign installation contract for arterial/collector intersections. As traffic volumes increase in the City, various intersections meet the California Manual of Uniform Traffic Control Devices (MUTCD) criteria for stop signs. When criteria is met, stop signs should be installed in a timely manner.

Streets and
Traffic CP0037 $ N/A 25,000 25,000 25,000 25,000 25,000 25,000 22 Annual Pave Outs: Restore pavement that has been cut away during replacement of damaged curb and gutter, and approach ways that are not adjacent property owner's responsibilities. This will improve environmental conditions and maximize use of roadways throughout the City. Pavement preservation and rehabilitation is essential in maintaining the largest City asset, public roadways. Without these funds, the roadways will deteriorate causing poor riding conditions.

Streets and
Traffic CP9094 - - N/A 25,000 25,000 25,000 25,000 25,000 25,000 Gas Tax - 111 (2370) - Continued
2024/25 - 2029/30 Capital Improvement Program
275
12 -26
# Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
Projects for Street Maintenance throughout the City: (Continued) 23 Annual Traffic Signal Maintenance: Replacement of aging traffic signal cabinets, existing in-pavement vehicle detection with video detection and other minor upgrades to existing signalized intersections. As the existing equipment fails or is damaged, replacement of existing traffic signal cabinets allows for use of newer equipment as the City's Intelligent Transportation System expands. Allows for the attachment of a battery backup system during power outages. Replacement of existing in-pavement vehicle detection with video detection allows for greater flexibility for pavement repair and modifications to the lane configurations.

Streets and
Traffic CP0550 - - N/A 10,000 90,000 10,000 90,000 10,000 90,000 24 Neighborhood Traffic Maintenance: To install traffic calming devices when criteria is met and in accordance with the Neighborhood Traffic Management Program (NTMP). This program addresses residents' concerns regarding excessive vehicle speed and traffic volumes on neighborhood streets. The NTMP Policy outlines a process for neighborhood groups (experiencing these concerns) to work with the City to improve their quality of life. Engineering CP8282 - - N/A 30,000 30,000 30,000 Projects for Vehicle and Equipment replacements or additions:
25 Replace Elgin Street Sweeper: Sweeper used to clean streets prior to paving operations, for emergency response to clean spills and debris from accidents, and to maintain the Public Works Corporation Yard. Current 28-year-old sweeper is unreliable and requires repairs in excess of $100k including two new motors and a new broom mechanism. A new reliable sweeper will offset approximately $60k of current annual costs paid to a contractor to perform this work and facilitate efficiencies within the street maintenance operations.Budget Year / Unit / Year / Age / Miles2024-25 / 317654 / 1996 / 28 / 58,374 Streets and
Traffic VH0299 - - N/A 300,000
26 Replace Tilt Trailer: This trailer is 23 years old, has several stress fractures that have been repaired and has reached its useful life. This trailer is used to haul equipment and tools such as the Skip Loader, Backhoe, Rubber Tire Roller, Paver and Steel Plates, etc.Budget Year / Unit / Year / Age2024-25 / 314761/ 2000 / 24 Streets and
Traffic VH0300 - - N/A 21,800
Gas Tax - 111 (2370) - Continued
2024/25 - 2029/30 Capital Improvement Program
276
12 -27
# Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
Projects for Vehicle and Equipment replacements or additions: (Continued) 27 Replace Tilt Trailer: This trailer is 37 years old, has several stress fractures that have been repaired and has reached it's useful life. This trailer is used to haul the steel drum roller.Budget Year / Unit / Year / Age2025-26 / 314729 / 1986 / 39 Streets and
Traffic VH0301 - - N/A 49,100
28 Purchase Thermoplastic Striper: Machine used for creating pavement markings, melts down a plastic type of material that is thicker, more durable, and more reflective than paint and requires refreshing at less frequent intervals, reducing labor, and maintenace costs. To be used in areas where paint fails to provide adequate retroreflectivity after 1 year (5000+ AADT) which includes signalized intersections, roundabouts, & transverse markings. Equipment will use existing stencils and trailer for transport.

Streets and
Traffic EQ0247 - - N/A 30,000
2,809,600 3,039,100 2,282,600 2,310,000 2,200,000 2,670,000 Notes: Multi-funded means this is only this fund's portion of the total amount budgeted. These projects are funded from multiple sources and the full budget is shown in the "Multi-Fund 301".The Budget Impact column shows the estimated annual impact of the project on the operating budget for maintenance once completed or purchased. - - No Annual Maintenance Costs (or no increase over existing cost) $$$ Annual Maintenance costs is over $25,000. These projects will be explained in detail in the project description. $ Annual Maintenance cost is $5,000 or less $$$$ Project will result in savings as described in project description $$ Annual Maintenance costs is $5,000 to $25,000
Gas Tax - 111 (2370) - Continued
2024/25 - 2029/30 Capital Improvement Program
277
12 -28
2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
Beginning Cash Balance 809,600 795,200 758,800 705,800 640,300 565,400SB1 - Road Maintenance and Rehabilitation 3,500,000 3,500,000 3,500,000 3,500,000 3,500,000 3,500,000Interest Earnings 88,200 66,200 49,700 37,300 28,000 21,000 Allocations (2,600) (2,600) (2,700) (2,800) (2,900) (3,000)Capital Improvements (3,600,000) (3,600,000) (3,600,000) (3,600,000) (3,600,000) (3,600,000)Total Resources Available for Future Projects 795,200 758,800 705,800 640,300 565,400 483,400 # Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
1 Annual Pavement Rehabilitation-SB1: Rehabilitation of various streets throughout the City of Visalia based on priority list established by the Pavement Management System (PMS). Street rehabilitation is done to improve the ride quality, add structural strength, and extend the life expectancy of a street. This project is a longer lasting and important maintenance project for City streets that will be coordinated with the Public Works Department through analysis from Pavement Management System. Engineering CP0290 - - N/A 3,600,000 3,600,000 3,600,000 3,600,000 3,600,000 3,600,000 3,600,000 3,600,000 3,600,000 3,600,000 3,600,000 3,600,000 Notes: Multi-funded means this is only this fund's portion of the total amount budgeted. These projects are funded from multiple sources and the full budget is shown in the "Multi-Fund 301".The Budget Impact column shows the estimated annual impact of the project on the operating budget for maintenance once completed or purchased. - - No Annual Maintenance Costs (or no increase over existing cost) $$$ Annual Maintenance costs is over $25,000. These projects will be explained in detail in the project description. $ Annual Maintenance cost is $5,000 or less $$$$ Project will result in savings as described in project description $$ Annual Maintenance costs is $5,000 to $25,000
SB1 Road Maintenance and Rehailitation Act - 113 (2390) 2024/25 - 2029/30 Capital Improvement Program
Fund Description: This fund was established under section 2032(H)(2) of the Streets and Highway Code with the adoption of SB1. The Road Maintenance and Rehabilitation Act (RMRA) addresses maintenance on the local street and road system. Funding may be spent on road maintenance and rehabilitation, safety projects, railroad grade separations, complete street components, and traffic control devices.

Cash Balance Summary
278
12 -29
2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
Beginning Cash Balance 1,531,700 1,605,300 649,500 2,299,200 3,571,300 (1,306,400) Measure R Local Funding 3,929,800 3,969,100 4,048,500 4,129,500 4,212,100 4,296,300Investment Earnings 157,700 160,000 163,200 166,500 169,800 173,200Allocations (37,200) (37,200) (37,900) (38,700) (39,500) (40,300)Capital Improvements (3,976,700) (5,047,700) (2,524,100) (2,985,200) (9,220,100) (1,074,100)Total Resources Available for Future Projects 1,605,300 649,500 2,299,200 3,571,300 (1,306,400) 2,048,700 # Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
1 Traffic Signal Modifications at Lovers Lane and Walnut Ave: Modify to accommodate four lanes of travel east and west along Walnut Ave to mitigate traffic impacts from new subdivision at south east corner and install signal heads and poles for additional lanes and standard video detection. Subdivision completed the full widening of Walnut Ave between Lovers Lane and McAulif St. The City is responsible for traffic signal modifications. Multi-funded project total of $2m from $1.2m Transportation Impact (241) including $605k prior year funding and $779K from Measure R Local (131) including $150k prior year funding. Engineering CP0521
(3010) $ D5 629,200
2 Walnut Ave Communications Connectivity: Installation of conduit and fiber optic cable as an extension of the Intelligent Transportation System (ITS) to provide a City owned fiber optic connection to the Water Reclamation Faciltiy (WRF). Provides connection between existing fiber optic communication infrastructure at the intersection of Akers St and Walnut Ave and the intersection of Walnut Ave and Plaza Dr; and bridges the communication gap in Walnut Avenue from Akers Street to Plaza Drive. Multi-funded project total of $1.4m from $530k WWTP (431) including $180K prior year funding, $350k Info Services (511), and $600k Measure R Local (131). Engineering CP0527
(3010) $ C5 600,000
3 Shirk and Ferguson Traffic Signal: Install traffic signal at Shirk and Ferguson including design and construction. The current all-way stop intersection meets the traffic signalization criteria defined by the California Manual on Uniform Control Devices (MUTCD) as determined through the data collected with the Annual Traffic Data Collection Contract. Based on MUTCD traffic signal warrant analysis and the City of Visalia traffic signalization procedures, the intersection of Shirk and Ferguson meets the criteria for a traffic signal. Multi-funded project total of $865k from $375K LTF (281) and $490K Measure R Local (131) including $100k prior year funding. Engineering CP0529
(3010) $ A9 389,700
Measure R Local - 131 (2410)
2024/25 - 2029/30 Capital Improvement Program
Fund Description: This fund receives monies from the local portion of the Measure R ½ cent Transportation Sales Tax approved by voters of Tulare County in November of 2006. Local agencies collectively receive 1/3 of all Measure R revenues for local projects. These funds are to be expended in accordance with the Measure R expenditure plan as administered by the Tulare County Transportation Authority (TCTA).

Cash Balance Summary
279
12 -30
# Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
4 Mill Creek Parkway - Lovers Lane to McAuliff: Collection of data for preparation of traffic study for the intersection of Mill Creek Parkway and McAuliff Street to design (2024/25) and construct (2025/26) intersection control treatment which may include traffic signal; Cape seal along Mill Creek Parkway; Striping Mill Creek Parkway to convert from 2 lanes to 4-lanes and planned replacement of existing wooden median lights. Data collection to include intersections at Lovers Lane/Mill Creek Parkway; McAuliff/E. Mineral King Ave; McAuliff/Murray; McAuliff/Douglas; and McAuliff/Houston. Multi funded project total of $2.25m from $1.98m Measure R Local (131), and $275k LTF Funds (281-LTF). Engineering CP0658
(3010) $ B24 422,900 1,555,400
5 Mooney & Ferguson Traffic Signal: Install traffic signal at Mooney and Ferguson including design and construction. The current all-way stop intersection meets the traffic signalization criteria defined by the California Manual on Uniform Control Devices (MUTCD) as determined through the data collected with the Annual Traffic Data Collection Contract. Multi-funded project total of $1.1m from $550K LTF prior year funding (281) and $589k Measure R Local (131) which includes $250k prior year funding. Engineering CP0520
(3010) $ B15 339,100
6 Akers St Traffic Signal Interconnect: Installation of conduit and fiber optic cable in Akers St between Walnut Ave and Goshen Ave and in Akers St from Hillsdale to Goshen to create a fiber optic cable back bone structure extending interconnection for the traffic management system and work in conjunction with controlled signalized intersections at Akers St. & Mineral King Avenue and Akers St. & Noble Ave. Potential CMAQ grant to fund construction, local match required. Construction dependent upon grant funding. Multi funded project total of $2.3m from $300k Measure R Local (131), $400K Measure R Regional (133), $1.6m State Transportation (281-CMAQ). Engineering CP0659
(3010) $ A12 300,000
7 Plaza Drive Signal Interconnect: Install conduit and fiber optic cable in Plaza Drive from Crowley Avenue to Riggin Avenue to interconnect the five traffic signals. Includes installation of traffic monitoring cameras. Project will connect to the communication conduit and cable installed by the proposed project to provide communciations to the sanitary sewer lift station within the golf course and the associated signal interconnect project. Potential CMAQ grant for construction, local match required. Construction dependent upon grant funding. Multi funded project total of $1.8m from $300k Measure R Local (131), $300K Measure R Regional (133), $1.2m State Transportation (281-CMAQ).

Engineering
CP0660
(3010) $ A7 300,000
Measure R Local - 131 (2410) - Continued
2024/25 - 2029/30 Capital Improvement Program
280
12 -31
# Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
8 Riggin Avenue Signal Interconnect - Akers to Giddings: To expand the City's Intelligent Transportation System (ITS) network in Riggin Avenue between Akers Street and Giddings Avenue. Install conduit in Riggin Avenue between Demaree and Mooney connecting to existing conduit installed by previous City CIP projects. Fiber optic cable and supporting communicaton equipment will be installed along this segment of Riggin Avenue to expand the ITS network. Potential CMAQ grant for construction, local match required. Construction dependent upon grant funding. Multi funded project total of $1.3m from $550k Measure R Local (131), $150K Measure R Regional (133), $600K State Transportation (281-CMAQ). Engineering CP0663
(3010) $ B14 200,000 350,000
9 Demaree Fiber Optic Install -MillCreek to Riggin: Expands the City's Intelligent Transportation System (ITS) network in Demaree Street between Millcreek Drive and Riggin Avenue. Install conduit in Demaree Street between Ferguson Avenue and Riggin Avenue connecting to existing ITS conduit in Demaree Street south of Ferguson Avenue. Fiber optic cable and supporting communication equipment will be installed in Demaree Street between Millcreek Drive and Riggin Avenue and connect to the ITS network installed by previous City ITS projects. Potential CMAQ grant for construction, local match required. Construction dependent upon grant funding. Multi funded project total of $980k from $380k Measure R Local (131), $120K Measure R Regional (133), $480K State Transportation (281-CMAQ).

Engineering
CP0665
(3010) $ A11 180,000 200,000
10 Cameron Avenue Median Extension: Project will extend the existing median within Cameron Avenue from Stonebrook Street for approximately 1,100 feet west connecting to the existing median within Cameron Avenue. Project will also include installation of a traffic signal at the main drive into the Costco shopping center to align with the development located at the northwest corner of Cameron Avenue and Stonebrook Street. Cameron Avenue will also be restriped to accomodate the constructed median and traffic signal.

Engineering CP0706 $ D11 150,000 700,000
Measure R Local - 131 (2410) - Continued
2024/25 - 2029/30 Capital Improvement Program
281
12 -32
# Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
11 Caldwell Signal Interconnect Fiber Optic (SICFO) Santa Fe to Lovers Lane: Install fiber optic cable connecting existing Intelligent Transportation System's (ITS) fiber optic cable at Caldwell Ave and Santa Fe St to Caldwell Ave and Lovers Lane, includes install of communication and supporting equipment at each signalized intersection. Project will install the fiber optic cable within the conduit, installed as part of the Caldwell Ave Widening from Santa Fe to Lovers Lane Project (CP8268). Construction contingent upon grant funding, local match required. Multi funded project total of $975k from $275k Measure R Local (131) including $125K prior year funding, $140K Measure R Regional (133), $560k State Transportation (281-CMAQ). Engineering CP0560
(3010) $ D10 150,000
12 Shirk Street Widening - Walnut to Noble: Widen Shirk from 2-lanes to 4-lanes including center median from Noble to Walnut Ave., install master storm trunk line, ditch culvert extension, curb & gutter, pavement, bike lanes, street lighting, utility pole relocations, median landscaping, and other necessary infrastructure. Necessary to continue widening Shirk and alleviate traffic congestion for future development. Sanitary and Storm Sewer improvements funded by separate project. Multi funded total of $13.4m from $44K Wastewater Trunkline (231), $2m Storm Sewer Construction (221), $5.18m Transportation Impact (241), $136k Measure R Local (131), $1m Measure R Trails (132), $5m Measure R Regional (133). Engineering CP0656
(3010) $$ C4 135,800
13 ADA Self Evaluation and Transition Plan (City Right-of-Way): Update City's ADA transition plan and complete selfevaluation required per Title II, American's w/ Disabilities Act 1990. Analyze the City's right of way infrastructure. City facilities are not included in this project and will be addressed using other funding. The Citys transition plan is outdated and needs to be updated to identify the areas of the City's infrastructure that need to be brought into compliance with current accessibility requirements. This transition plan will help fulfill the Federal self-evaluation and planning requirements for pedestrian facilities within the City public right of way. Engineering CP8350 - - N/A 116,000 Measure R Local - 131 (2410) - Continued
2024/25 - 2029/30 Capital Improvement Program
282
12 -33
# Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
14 NW Quadrant At-Grade Railroad Crossing: Study to determine location for new at-grade crossing (possibly Linwood St, Chinowth St, or Preston/Roeben St) & abandonment of existing crossing to accomodate development in NW quadrant. Includes installation of new pavement, curb, gutter, sidewalk, traffic signal, railroad warning devices, signage and striping, and upgrade of railroad tracks at recommended location. Also includes public outreach, abandonment of existing RR crossing and moderate updates to two adjacent intersections north & south of new crossing. FY24/25 Preliminary Engineering & Environmental, PS&E, Right of Way and Permitting. FY27/28 Construction. Multi funded project total of $5.2m from $2.5m Measure R Local (131) including $200k prior year funding and $2.7m Transportation Impact Fees (241) including $486k prior year funding. Engineering CP0524
(3010) $ N/A 64,000 73,600 73,300 1,999,600 47,500
15 Lovers Lane Center Median from Caldwell to Walnut: Construction of landscape median surrounding the existing median trees along Lovers Lane between Caldwell Ave and Walnut Avenue. This project has been identified to protect the landscaping in the center median and to protect the motoring public from entering the landscape inadvertently.

Engineering CP0707 $ D8 745,000
16 Road 148 from Walnut Ave to Visalia Parkway (1.6 miles): 4-lane, north-south arterial along Road 148 alignment. Includes rough topo survey, geometric alignments, permitting requirements, right of way needs, estimates, and project phasing. FY 25/26-27/28, includes Walnut to RR at KRoad Alignment (Rector Station) - CEQA, Design, RW, and Permitting. FY 28/29, construction of K Road to Caldwell. FY 29/30 and future fiscal years includes design, RW and construction from Caldwell to Visalia Parkway. K Road to Caldwell & Caldwell to Visalia Parkway are Tier 2 & 3 of the Gen Plan and will be deferred to future years. Multi-funded project total of $10.9m from $5.5m Measure R Local (131) and $.5m Transportation Impact (241). Engineering CP0526
(3010) $$ D3 588,600 261,200 157,900 4,051,100 399,100
17 Design and Construct Tower St (Rd 148) from Cypress Ave to Walnut Ave (4200 feet): Analyze options for a 4-lane, northsouth arterial along Rd 148 alignment, coordinating with future SR 198 interchange, SCE towers, Greenway Trail, Creeks, and other structures. FY25/26 includes rough topo survey, geometric alignments, permitting requirements, Caltrans coordination, right of way needs, estimates. FY 28/29 Construction. Due to continuing development in east Visalia, around State Route 198, another north/south arterial is needed. Multi funded project total of $9.8m from $4.9m Measure R Local (131) and $4.9m Transportation Impact (241). Engineering CP0528
(3010) - - D7 368,800 42,200 152,700 4,356,500
Measure R Local - 131 (2410) - Continued
2024/25 - 2029/30 Capital Improvement Program
283
12 -34
# Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
18 Street Light Replacement - St Johns Parkway: Replacement of the deteriorating overhead street light poles on St. John's Parkway from McAuliff to Burke. Twenty-six (26) wooden decorative street lights on St John's Parkway between Burke and McAuliff are deteriorating and are becoming a safety issue. This project would upgrade the poles to current City standard marbelite poles with dual mastarms including replacement of conduit as needed. Project will include the relocation of five (5) electrical meter boxes for these overhead lights. Engineering CP0708 - - B17 216,300 1,092,400 19 Battery Backup System Traffic Signals: Battery backup system (BBS) installations at existing traffic signals at various locations throughout the City. Intersections are selected from a priority list based on traffic volumes. The BBS will allow each traffic signal to operate during power outages to provide safety to motorists. With a BBS, the traffic signal will be able to detect when there is a disruption to the power supply and immediately switch over to the emergency BBS. For efficiency, this project will be coordinated with the Emergency Vehicle Preemption Project (CP9531).

Engineering CP0226 $ N/A 150,000 150,000 150,000
20 Sanitary Lift Station Connectivity & Signal Interconnect: Install City owned fiber optic connection to existing sanitary lift stations at the airport and golf course along the south side of Hwy 198 and extend the signal interconnect to Crowley Ave at Plaza Dr. using existing communication conduit and installing new conduit from the Airport to two sanitary lift stations allowing remote real time monitoring of sanitary volume flows. Construction contingent upon grant funding from state/federal grant funds. Multi funded project total of $1.6m from $100k Measure R Local (131), $430K WWTP (431), $1.16m State Transportation (281-CMAQ). Engineering CP0664
(3010) $ A1 100,000
21 Traffic Control Signal Installation: Construct one traffic signal per year as identified by the data collected with the Annual Traffic Data Collection contract. The data will be analyzed to determine which intersections meet the traffic signal criteria as defined by the California Manual on Uniform Traffic Control Devices. Future funds will address one intersection per year. Based on MUTCD warrant analysis and City of Visalia ranking systems. Multi-funded annual project from $275k LTF (281) and $525k Measure R Local (131) each year. Engineering New
(3010) $ N/A 525,000 525,000 525,000 525,000
Measure R Local - 131 (2410) - Continued
2024/25 - 2029/30 Capital Improvement Program
284
12 -35
# Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
22 Laura Avenue Widening at Garden Street: Install new sidewalk, curb and gutter, curb ramp, and asphalt along Laura Avenue near the intersection of Laura Avenue and Garden Street. Section of Garden Street is encroaching on the public right of way. Private improvements encroaching on the public right of way will be removed by others. Project will widen Laura Avenue to accomodate two way travel in addition to the new sidewalk, curb and gutter, curb ramp.

Engineering New - - D4 290,000
23 Accessibility Upgrades & Barrier Removal: This project will provide funding to address identified accessibility issues in the public right-of-way to help ensure the City complies with Federal and State requirements. The CIP complies with the City's existing ADA Transition Plan and is a critical component to implement upcoming revisions to the transition plan. Costs shown are sufficient to improve 4 curb ramps at one intersection every other year. However funds from this CIP can be used to address smaller concerns, or can be combined with a larger multi-funded, street improvement project located in identified areas of concern.

Engineering CP0292 - - N/A 240,000 240,000
3,976,700 5,047,700 2,524,100 2,985,200 9,220,100 1,074,100 Notes: Multi-funded means this is only this fund's portion of the total amount budgeted. These projects are funded from multiple sources and the full budget is shown in the "Multi-Fund 301".The Budget Impact column shows the estimated annual impact of the project on the operating budget for maintenance once completed or purchased. - - No Annual Maintenance Costs (or no increase over existing cost) $$$ Annual Maintenance costs is over $25,000. These projects will be explained in detail in the project description. $ Annual Maintenance cost is $5,000 or less $$$$ Project will result in savings as described in project description $$ Annual Maintenance costs is $5,000 to $25,000
2024/25 - 2029/30 Capital Improvement Program
Measure R Local - 131 (2410) - Continued
285
12 -36
2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
Beginning Cash Balance 136,300 136,300 136,300 136,300 136,300 136,300Measure R Bike and Trail Revenue 428,000 100,000 1,688,800 823,400 576,300 795,500 Capital Improvements (428,000) (100,000) (1,688,800) (823,400) (576,300) (795,500)Total Resources Available for Future Projects 136,300 136,300 136,300 136,300 136,300 136,300 # Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
1 Greenway Trail - Mill Creek to St. John's: Construct 10' - 12' wide trail from Mill Creek Bridge to St John's Trail. Includes landscaping with native trees and shrubs following City of Visalia Urban forestry standards, solar lighting, benches, trash receptacles and trail signage. Phase 3 to complete the third (3rd) segment of five (5) segments to construct the Greenway Trail from Walnut Ave. to the St. John's Trail. Contingent upon receiving grant funds. Multi funded project total of $2.59m from $541k Measure R Trailways (132) including $230K prior year funding and $2.05m from State Transportation (281), including $1.6m prior year funding. Engineering CP0523
(3010) $$ B23 311,000
2 Annual Reclamite Various City Trails: Allows rejuvenation of asphalt oils of drying and worn pavement surfaces. Trails will be crack sealed, overlaid, slurry sealed, or reconstructed as needed. Also includes but is not limited to tree trimming, landscaping, trash pick up, and trail lighting. Staff will evaluate the trails on a routine basis for maintenance to be incorporated into the City's Pavement Management Program. Use of Measure R Trails funds for trail maintenance was approved through the Fifth Amendment of Measure R Expenditure Plan. Engineering CP0411 - - N/A 100,000 100,000 100,000 100,000 100,000 100,000 3 East Side Regional Park (ESRP) Basin F (Design): Design groundwater recharge Basin F at ESRP using local funds to prepare "shovel ready" Plans, Specifications, and Estimate (PS&E) package. Staff to pursue additional funding for construction of this project. Multi funded project total of $1.3m from $8k current and $9k prior year Gas Tax (111), $17k current and $100k prior year Measure R Trails (132), $135K current and $404k prior year Parks and Rec (211), $108k current and $481k prior year Ground Water Recharge (224), and $6k current and $10k prior year Waterways (261). Engineering CP0371
(3010) - - B13 17,000
Measure R Trailways - 132 (2420)
2024/25 - 2029/30 Capital Improvement Program
Fund Description: The Measure R Trailway fund shares a 14% portion of the Measure R revenues with Transit. After funding for Transit, environmental projects and projects in unincorporated areas (Santa Fe gap), the remaining funds are to be used for ballot measure authorized Bike and Pedestrian Trails.

Cash Balance Summary
Additional Information: All Measure R Trail projects require review and approval by the Tulare County Association of Governments (TCAG) prior to moving forward. Any new projects approved by Council will be submitted to TCAG to complete the approval process. 286
12 -37
# Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
4 Shirk Street Widening - Walnut to Noble: Widen Shirk from 2-lanes to 4-lanes including center median from Noble to Walnut Ave., install master storm trunk line, ditch culvert extension, curb & gutter, pavement, bike lanes, street lighting, utility pole relocations, median landscaping, and other necessary infrastructure. Necessary to continue widening Shirk and alleviate traffic congestion for future development. Sanitary and Storm Sewer improvements funded by separate project. Multi funded total of $13.4m from $44K Wastewater Trunkline (231), $2m Storm Sewer Construction (221), $5.18m Transportation Impact (241), $136k Measure R Local (131), $1m Measure R Trails (132), $5m Measure R Regional (133). Engineering CP0656
(3010) $$ C4 1,000,000
5 Greenway Trail - Cameron Creek to Packwood Creek Trail: Construct a 10'-12' wide trail from Cameron Creek to Packwood Creek trail, landscaped with native trees and shrubs following the City of Visalia Urban Forestry standards. Includes solar lighting, benches, trash receptacles, trail signage, and access connections. Project is 4th segment of 5 planned segments of the Greenway Trail, located south of State Route 198. Contingent upon receiving grant funds. Multi funded project total of $2.3m from $376k Measure R Trailways (132) and $1.96m grant (001). Project contingent upon grant. Engineering New
(3010) $$ D2 212,300 163,200
6 East Side Regional Park (ESRP) Basin F (Construction): Construct a 33 acre groundwater recharge basin at the ESRP including water structures, piping and dry wells. Also includes a pedestrian trail around the top of the new basin, a riparian habitat, two pedestrian bridges, and a small temporary parking lot. Design in separate project. Construction is contingent upon receiving a state/federal grant with 20% local match. Multi funded project total of $9.2m from $83k from Gas Tax (111), $180k Measure R Trails (132), $1.43m Parks and Rec (211), $1.15m Ground Water Recharge (224), $62k Waterways (261), and a $6.3m grant (001). Maintenance cost estimated to be $44k per year. Project Contingent upon grant. Engineering New
(3010) $$$ B13 180,400
7 Modoc Basin Trail: Construct approximately 3900 ft of 10' - 12' wide trail around Modoc basin landscaped with native trees and shrubs following City of Visalia Urban forestry standards, for use by the surrounding community. Includes solar lighting, benches, trash receptacles, and trail signage. A chain link fence will also be constructed around the modoc basin per City standards D-42. The addition of this trail to the Modoc Basin will serve as a future connection to the larger bicycle infrastructure throughout the City. Project total of $2.8m includes prior year funding of $2.2m. Maintenance cost estimated to be $44k per year. Engineering CP0561 $$$ A6 140,000 400,000 2024/25 - 2029/30 Capital Improvement Program
Measure R Trailways - 132 (2420) - Continued
287
12 -38
# Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
8 East Side Regional Park (ESRP) Basin E (Design & Construct): Design a 12-acre groundwater recharge basin at ESRP including storm water infrastructure, structures, and trails in accordance with the park's masterplan in FY25/26 for proposed construction 27/28, contingent upon receiving a state/federal grant with 20% local match. Mill Creek Realignment in seperate CIP. Multi funded project total of $5.3m from $225k Measure R Trails (132), $626K Parks and Rec (211), $1.07m Ground Water Recharge (224), and $3.35m grant (001). Project contingent upon grant. Engineering New
(3010) - - B13 56,100 160,200 8,500
9 Greenway Trail - Cameron Creek to Caldwell Ave (Construction): Construct 10'-12' wide trail from Cameron Creek to Caldwell Avenue along the Road 148 alignment landscaped with native trees and shrubs following the City of Visalia Urban Forestry standards, and including solar lighting, benches, trash receptacles, and trail signage. Project is 5th and final segment of the Greenway Trail, located south of State Route 198, connecting the terminus of Phase 4 to Caldwell Avenue per the City's Active Transportation Plan. Contingent upon receiving grant funds. Multi funded project total of $5.1m from $1.14m Measure R Trailways (132) and $4m grant (001). Engineering New
(3010) $$ D3 446,600 695,500
10 Cameron Creek Park/Basin: Locate and acquire site for 10-11 acre neighborhood park and storm/recharge basin north of Caldwell Avenue adjacent to Cameron Creek to receive TID exchange water through Cameron Creek, through development of a later project. Geotechnical testing will be required to determine soil infiltration characteristics for ground water recharge purposes and eligibility for ground water recharge funding. Multi-funded project total of $5.1m from $2.3m Recreation (211), $1.4m Storm Sewer (221), $1.4m GW Recharge (224), and $21K Measure R Trailways (132). Maintenance cost estimated to be $86k per year. Engineering New
(3010) $$$ N/A 21,200 0
428,000 100,000 1,688,800 823,400 576,300 795,500
Notes: Multi-funded means this is only this fund's portion of the total amount budgeted. These projects are funded from multiple sources and the full budget is shown in the "Multi-Fund 301".The Budget Impact column shows the estimated annual impact of the project on the operating budget for maintenance once completed or purchased. - - No Annual Maintenance Costs (or no increase over existing cost) $$$ Annual Maintenance costs is over $25,000. These projects will be explained in detail in the project description. $ Annual Maintenance cost is $5,000 or less $$$$ Project will result in savings as described in project description $$ Annual Maintenance costs is $5,000 to $25,000
Measure R Trailways - 132 (2420) - Continued
2024/25 - 2029/30 Capital Improvement Program
288
12 -39
2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
Beginning Cash Balance 492,400 492,400 492,400 492,400 492,400 492,400 Measure R Regional Funding 866,600 670,000 4,573,400 0 0 0Capital Improvements (866,600) (670,000) (4,573,400) 0 0 0Total Resources Available for Future Projects 492,400 492,400 492,400 492,400 492,400 492,400 # Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
1 Shirk Street Widening - Walnut to Noble: Widen Shirk from 2-lanes to 4-lanes including center median from Noble to Walnut Ave., install master storm trunk line, ditch culvert extension, curb & gutter, pavement, bike lanes, street lighting, utility pole relocations, median landscaping, and other necessary infrastructure. Necessary to continue widening Shirk and alleviate traffic congestion for future development. Sanitary and Storm Sewer improvements funded by separate project. Multi funded total of $13.4m from $44K Wastewater Trunkline (231), $2m Storm Sewer Construction (221), $5.18m Transportation Impact (241), $136k Measure R Local (131), $1m Measure R Trails (132), $5m Measure R Regional (133). Engineering CP0656
(3010) $$ C4 726,600 4,273,400
2 Caldwell Signal Interconnect Fiber Optic (SICFO) Santa Fe to Lovers Lane: Install fiber optic cable connecting existing Intelligent Transportation System's (ITS) fiber optic cable at Caldwell Ave and Santa Fe St to Caldwell Ave and Lovers Lane, includes install of communication and supporting equipment at each signalized intersection. Project will install the fiber optic cable within the conduit, installed as part of the Caldwell Ave Widening from Santa Fe to Lovers Lane Project (CP8268). Construction contingent upon grant funding, local match required. Multi funded project total of $975k from $275k Measure R Local (131) including $125K prior year funding, $140K Measure R Regional, $560k State Transportation (281-CMAQ). Engineering CP0560
(3010) $ D10 140,000
3 Akers St Traffic Signal Interconnect: Installation of conduit and fiber optic cable in Akers St between Walnut Ave and Goshen Ave and in Akers St from Hillsdale to Goshen to create a fiber optic cable back bone structure extending interconnection for the traffic management system and work in conjunction with controlled signalized intersections at Akers St. & Mineral King Avenue and Akers St. & Noble Ave. Potential CMAQ grant to fund construction, local match required. Construction dependent upon grant funding. Multi funded project total of $2.3m from $300k Measure R Local (131), $400K Measure R Regional (133), $1.6m State Transportation (281-CMAQ). Engineering CP0659
(3010) $ A12 400,000
Measure R Regional - 133 (2430)
2024/25 - 2029/30 Capital Improvement Program
Fund Description: This fund receives monies from the Regional Portion of the Measure R 1/2 cent Transportation Sales Tax approved by voters of Tulare County in November of 2006. Regional projects in Tulare County collectively receive 1/2 of all Measure R revenues. The Tulare County Transportation Authority (TCTA) administers the Measure R expenditure plan which restricts how this money can be spent.

Cash Balance Summary
289
12 -40
# Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
4 Riggin Avenue Signal Interconnect - Akers to Giddings: To expand the City's Intelligent Transportation System (ITS) network in Riggin Avenue between Akers Street and Giddings Avenue. Install conduit in Riggin Avenue between Demaree and Mooney connecting to existing conduit installed by previous City CIP projects. Fiber optic cable and supporting communicaton equipment will be installed along this segment of Riggin Avenue to expand the ITS network. Potential CMAQ grant for construction, local match required. Construction dependent upon grant funding. Multi funded project total of $1.3m from $550k Measure R Local (131), $150K Measure R Regional (133), $600K State Transportation (281-CMAQ). Engineering CP0663
(3010) $ B14 150,000
5 Demaree Fiber Optic Install -MillCreek to Riggin: Expands the City's Intelligent Transportation System (ITS) network in Demaree Street between Millcreek Drive and Riggin Avenue. Install conduit in Demaree Street between Ferguson Avenue and Riggin Avenue connecting to existing ITS conduit in Demaree Street south of Ferguson Avenue. Fiber optic cable and supporting communication equipment will be installed in Demaree Street between Millcreek Drive and Riggin Avenue and connect to the ITS network installed by previous City ITS projects. Potential CMAQ grant for construction, local match required. Construction dependent upon grant funding. Multi funded project total of $980k from $380k Measure R Local (131), $120K Measure R Regional (133), $480K State Transportation (281-CMAQ).

Engineering
CP0665
(3010) $ A11 120,000
6 Plaza Drive Signal Interconnect: Install conduit and fiber optic cable in Plaza Drive from Crowley Avenue to Riggin Avenue to interconnect the five traffic signals. Includes installation of traffic monitoring cameras. Project will connect to the communication conduit and cable installed by the proposed project to provide communciations to the sanitary sewer lift station within the golf course and the associated signal interconnect project. Potential CMAQ grant for construction, local match required. Construction dependent upon grant funding. Multi funded project total of $1.8m from $300k Measure R Local (131), $300K Measure R Regional (133), $1.2m State Transportation (281-CMAQ).

Engineering
CP0660
(3010) $ A7 300,000
866,600 670,000 4,573,400 0 0 0
Notes: Multi-funded means this is only this fund's portion of the total amount budgeted. These projects are funded from multiple sources and the full budget is shown in the "Multi-Fund 301".The Budget Impact column shows the estimated annual impact of the project on the operating budget for maintenance once completed or purchased. - - No Annual Maintenance Costs (or no increase over existing cost) $$$ Annual Maintenance costs is over $25,000. These projects will be explained in detail in the project description. $ Annual Maintenance cost is $5,000 or less $$$$ Project will result in savings as described in project description $$ Annual Maintenance costs is $5,000 to $25,000
2024/25 - 2029/30 Capital Improvement Program
Measure R Regional - 133 (2430) - Continued
290
12 -41
2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
Beginning Cash Balance 0 36,972,000 36,972,000 36,972,000 36,972,000 36,972,000Measure N Sales Tax Revenues for Capital Improvements 41,060,000 4,092,400 4,294,000 4,100,000 4,200,000 4,200,000Capital Improvements (4,088,000) (4,092,400) (4,294,000) (4,100,000) (4,200,000) (4,200,000) Total Resources Available for Future Projects 36,972,000 36,972,000 36,972,000 36,972,000 36,972,000 36,972,000 # Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
1 Street Maintenance-Measure N: Perform maintenance of various streets throughout the City of Visalia based upon the Measure N plan and a priority list established by the Pavement Management System (PMS). Maintenance is done to improve the ride quality, add structural strength, and extend the life expectancy of a street. This project is coordinated by the Public Works Department. Engineering CP0246 - - N/A 4,000,000 4,000,000 4,100,000 4,100,000 4,200,000 4,200,000 2 Purchase New Police Patrol Vehicles (4): Vehicle purchases to equip new Measure N funded positions. Total of 4 units include 1 in 2024/25, 1 in 2025/26, and 2 in 2026/27. Police VH0334
(2024/25)
VH0335
(2025/26) $$ N/A 88,000 92,400 194,000
4,088,000 4,092,400 4,294,000 4,100,000 4,200,000 4,200,000 Notes: Multi-funded means this is only this fund's portion of the total amount budgeted. These projects are funded from multiple sources and the full budget is shown in the "Multi-Fund 301".The Budget Impact column shows the estimated annual impact of the project on the operating budget for maintenance once completed or purchased. - - No Annual Maintenance Costs (or no increase over existing cost) $$$ Annual Maintenance costs is over $25,000. These projects will be explained in detail in the project description. $ Annual Maintenance cost is $5,000 or less $$$$ Project will result in savings as described in project description $$ Annual Maintenance costs is $5,000 to $25,000
Measure N - 141 (1410)
2024/25 - 2029/30 Capital Improvement Program
Fund Description: Citizen approved 1/2 cent sales tax for essential city services such as police, fire, and maintenance of parks and roads. The measure uses a detailed, 10-year plan which includes hiring of personnel, construction of capital projects and equipment purchases.

Cash Balance Summary
291
12 -42
2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
Beginning Cash Balance Maintenance and Emerging Needs 4,883,800 5,148,800 5,370,200 5,849,200 6,343,000 6,851,700Measure N Funding for Maintenance and Emergency Projects (8% of budgeted revenues) 1,449,900 1,464,400 1,479,000 1,493,800 1,508,700 1,523,800Capital Improvements (1,184,900) (1,243,000) (1,000,000) (1,000,000) (1,000,000) (1,000,000) Total Resources Available for Future Projects 5,148,800 5,370,200 5,849,200 6,343,000 6,851,700 7,375,500 # Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
1 Roof Repairs for various City Buildings: Roof repairs to be prioritized based upon condition per Building Maintenance inspection and recommendation. Finance CP0748 - - N/A 375,000 150,000 500,000 500,000 500,000 500,000 2 A/C Repair and Replacement for various City Buildings: A/C repair and replacement to be prioritized based upon condition per Building Maintenance inspection and recommendation. Finance CP0749 - - N/A 150,000 300,000 100,000 100,000 100,000 100,000 3 Building Maintenance: Provide for maintenace of City owned buildings for required repairs due to long-term deferred maintenance. Finance CP0250 - - N/A 659,900 793,000 400,000 400,000 400,000 400,000 1,184,900 1,243,000 1,000,000 1,000,000 1,000,000 1,000,000 Notes: Multi-funded means this is only this fund's portion of the total amount budgeted. These projects are funded from multiple sources and the full budget is shown in the "Multi-Fund 301".The Budget Impact column shows the estimated annual impact of the project on the operating budget for maintenance once completed or purchased. - - No Annual Maintenance Costs (or no increase over existing cost) $$$ Annual Maintenance costs is over $25,000. These projects will be explained in detail in the project description. $ Annual Maintenance cost is $5,000 or less $$$$ Project will result in savings as described in project description $$ Annual Maintenance costs is $5,000 to $25,000
Measure N Maintenance and Emergency - 142 (1420)
2024/25 - 2029/30 Capital Improvement Program
Fund Description: This fund is supported by Meausre N, a citizen approved 1/2 cent sales tax for essential city services. The measure uses a detailed, 10-year plan which includes the maintenance of City owned buildings and funding for emerging needs.

Cash Balance Summary
292
12 -43
2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
Beginning Cash Balance 0 0 0 0 0 0General Fund Transfer In 48,300Capital Improvements (48,300) 0 0 0 0 0Total Resources Available for Future Projects 0 0 0 0 0 0 # Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
1 Replace Rawhide 2nd Floor Walk-in Refrigerator/freezer: Remove and replace existing walk-in refrigerator/freezer on the second floor of the Valley Strong Stadium (Rawhide). Entire freezer unit is damaged beyond repair due to longterm leakage and can only be patched up for short-term operation pending replacement. The unit will be temporarily repaired for the baseball season but will need to be repaired for future use and is the main unit for the rightfield concession and Hall of Fame Club.

Parks and
Recreation CP0709 - - B32 48,300
48,300 0 0 0 0 0
Notes: Multi-funded means this is only this fund's portion of the total amount budgeted. These projects are funded from multiple sources and the full budget is shown in the "Multi-Fund 301".The Budget Impact column shows the estimated annual impact of the project on the operating budget for maintenance once completed or purchased. - - No Annual Maintenance Costs (or no increase over existing cost) $$$ Annual Maintenance costs is over $25,000. These projects will be explained in detail in the project description. $ Annual Maintenance cost is $5,000 or less $$$$ Project will result in savings as described in project description $$ Annual Maintenance costs is $5,000 to $25,000
Baseball - 157 (1570)
2024/25 - 2029/30 Capital Improvement Program
Fund Description: This fund was established to account for the operations of the local professional beaseball team. Cash for capital projects is provided from the operating budget on a "as needed" basis.

Cash Balance Summary
293
12 -44
2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
Beginning Cash Balance 5,301,900 6,563,600 633,900 (3,463,000) (10,294,300) (40,255,800)Park and Recreational Impact Fees 2,417,000 2,465,400 2,514,700 2,565,000 2,616,300 2,668,600Interest Earnings 81,600 61,200 45,900 34,400 25,800 19,400Operating Expenditures (16,500) (16,500) (16,800) (17,100) (17,400) (17,700)Capital Improvements (1,220,400) (8,439,800) (6,640,700) (9,413,600) (32,586,200) (1,930,600) Total Resources Available for Future Projects 6,563,600 633,900 (3,463,000) (10,294,300) (40,255,800) (39,516,100) # Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
1 Road 148-Mineral King to St. John's Parkway: Design and construct approximately 6,400 ft of Tower Street from Mineral King to St. John's Parkway, excluding the new Interchange to SR 198 for access to park/basins, to be 4-lane, north-south arterial along Rd 148 alignment, in coordination with future interchange at SR 198 and SR216 (Houston Ave); the SCE towers; and the Greenway Trail. Includes culvert crossing of Mill Creek (Army Corp Permit). Development in east Visalia, around SR 198, requires another north/south arterial. Multi funded project total of $22.4m from $10.2mTransportation Impact (241) including $97k prior year funding and $12.3m Parks & Rec (211) including $98k prior year funding. Maintenance cost estimated to be $28k per year. Engineering CP0525
(3010) $$$ B12 1,060,500 2,245,300 160,700 8,690,000
2 East Side Regional Park (ESRP) Basin F (Design): Design groundwater recharge Basin F at ESRP using local funds to prepare "shovel ready" Plans, Specifications, and Estimate (PS&E) package. Staff to pursue additional funding for construction of this project. Multi funded project total of $1.3m from $8k current and $9k prior year Gas Tax (111), $17k current and $100k prior year Measure R Trails (132), $135K current and $404k prior year Parks and Rec (211), $108k current and $481k prior year Ground Water Recharge (224), and $6k current and $10k prior year Waterways (261). Engineering CP0371
(3010) - - B13 134,900
3 Goshen-Virmargo Park/Pond: Design regional park/pond at the northwest corner of Goshen and Virmargo to serve existing and future development between Cain St, Lovers Lane, Houston Ave, and Mill Creek. Goal is to prepare shovel-ready design for either potential grant opportunities or excavation by developers. Basin parcel is already City property but park will require additional land acquisition to the West. Multi-funded project total of $1.53m from $265K Storm Sewer (221) and $1.26m Parks & Rec (211). Engineering CP0661
(3010) $ B11 25,000 1,240,000
Recreation Facilities - 211 (2440)
2024/25 - 2029/30 Capital Improvement Program
Fund Description: This fund is derived from impact fees paid by developers in lieu of providing parks and open space. Funds are to be used to implement the Parks Master Plan for open space acquisition and providing park and other recreational facilities.

Cash Balance Summary
294
12 -45
# Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
4 4-Acre Neighborhood Park: Per the general plan the City will acquire land, design, and build a 4-acre neighborhood park in the area of Tulare and Roeben. Neighborhood Parks are intended to provide basic recreation activities for one or more neighborhoods with a service area of one half to one mile radius. Neighborhood parks usually include playgrounds, picnic tables, benches, and walkways. This location will also include innovative features. Annual maintenance costs for this park are estimated to be $96k per year. Parks and Recreation CP0563 $$$ N/A 2,725,000
5 East Side Regional Park (ESRP) On-Site Streets & Update Site Layout: Design of interior streets & infrastructure at the East Side Regional Park, including McKinley Ave. (4,400 LF) and Villoy Ave. (3,000 LF) to include utilities (water, electric, gas, sanitary sewer), streets, a box culvert, lighting, and parking analysis within the park. Update Site Master Plan Layout to apply preliminary engineering design to locate the facilities for the entire site. Excludes design of play fields, buildings, and other public recreation facilities. FY25/26- 26/27 topo survey, design, estimating, permitting; Approx. $2.4M. FY27/28-28/29 Construction. Multi funded project total of $18m from $13.6m Parks and Rec (211), and $4.5m Transportation Impact (241-TIF). Annual Maintenance costs of these improvements are estimated to be $49k. Engineering CP0668
(3010) $$$ B13 1,863,500 11,694,200 83,500
6 Cameron Creek Regional Park/Basin: Acquire site for a 5.25 acre storm/recharge basin with 4-acre park, to include .5 mile asphalt trail along southerly extension of McAuliff adjacent to Cameron Creek to serve existing and future development within the one-mile development block of Lovers Lane to Road 148 and Caldwell to Walnut. May also receive TID exchange water from Cameron Creek. Geotechnical testing will be required to determine eligibility for ground water recharge funding. Multi-funded: Project total $3.1m from $1.3m current and $537k prior Parks & Rec (211), $432k current and $179k prior Storm Sewer (221), and $442k current and $179k prior GW Recharge (224). Annual maintenance costs for this park are estimated to be $116k per year. Engineering CP0517
(3010) $$$ N/A 1,306,000
7 2-Acre Neighborhood Park: Acquire land, design, and build a neighborhood park of 2 acres in the north side of Ferguson 1/4 mile west of Demaree in accordance with the General Plan's element on Park and Recreation Facilities and development trends Park improvements to include walking paths, playground, picnic area, and open turf. Funding for acquisition to begin in FY-25-26 with construction to follow in FY-26-27. Maintenance costs for this park are estimated to be $48k per year. Parks and Recreation CP0425 $$$ N/A 250,000 2,450,000
Recreation Facilities - 211 (2440) - Continued
2024/25 - 2029/30 Capital Improvement Program
295
12 -46
# Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
8 Master Plan Update: The Community Services Department was created in May of 2020. With it being a new department that incompasses Recreation, Parks, Urban Forestry, Buildings, and Trails, a Department Master Plan is needed. Multi funded total of $225k from $175k General Fund (001) and $50k Recreation Facilities (211).

Parks and
Recreation
CP0669
(3010) - - N/A 50,000
9 East Side Regional Park (ESRP) Basin F (Construction): Construct a 33 acre groundwater recharge basin at the ESRP including water structures, piping and dry wells. Also includes a pedestrian trail around the top of the new basin, a riparian habitat, two pedestrian bridges, and a small temporary parking lot. Design in separate project. Construction is contingent upon receiving a state/federal grant with 20% local match. Multi funded project total of $9.2m from $83k from Gas Tax (111), $180k Measure R Trails (132), $1.43m Parks and Rec (211), $1.15m Ground Water Recharge (224), $62k Waterways (261), and a $6.3m grant (001). Maintenance cost estimated to be $44k per year. Project Contingent upon grant. Engineering New
(3010) $$$ B13 1,433,200
10 Southside Open Space and Basin: Acquire land for development of linear, landscaped basin with functional passive space open on the south side of SR-198, east of Shirk St. to receive City storm water flows from Mill Creek through either Persian-Watson Ditch or through a pipeline north under SR-198. Phase 1 to be implemented with the Sierra Village development expansion requiring relocate of existing basin. Project includes acquisition of the anticipated additional ROW needed for the Shirk 198 Interchange. Construction not included. Multi funded project total of $2.8m from $944k Parks & Rec (211), $1.42m Storm Sewer (221), and $421k Transportation Impact (241). Engineering New
(3010) $ C7 944,600
11 Northside Open Space and Basin - West of Shirk: Northside Highway 198 Open Space Setback Area (west of Shirk) - Acquire approximately 30.1 acres of land from three parcels for the northwest scenic setback area and riparian setback from Mill Creek to develop as passive recreational open space and drainage basin to serve existing and planned development north of Highway 198 between Clancy and Shirk. Acquisition of land for the northwest portion (between Clancy and Shirk) planned in 26/27, starting at Clancy and heading east, acquiring one parcel per year. Multi-funded project total of $3m from $868k Parks & Rec (211), $1.3m Storm Sewer (221), and $900k Waterways (261). Engineering New
(3010) $$ A3 256,000 228,000 384,000
Recreation Facilities - 211 (2440) - Continued
2024/25 - 2029/30 Capital Improvement Program
296
12 -47
# Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
12 East Side Regional Park (ESRP) Basin E (Design & Construct): Design a 12-acre groundwater recharge basin at ESRP including storm water infrastructure, structures, and trails in accordance with the park's masterplan in FY25/26 for proposed construction 27/28, contingent upon receiving a state/federal grant with 20% local match. Mill Creek Realignment in seperate CIP. Multi funded project total of $5.3m from $225k Measure R Trails (132), $626K Parks and Rec (211), $1.07m Ground Water Recharge (224), and $3.35m grant (001). Project contingent upon grant. Engineering New
(3010) - - B13 156,200 445,600 23,700
13 New Recreation Center: This project will include the construction of an approximately 60,000 sq. ft. indoor recreational facility at a site to be later determined. Location and amenities to be determined by proposed Parks and Recreation Master Plan. Maintenance cost estimated to be $450k per year.

Parks and
Recreation New $$$ N/A 50,000 20,000,000
14 Cameron Creek Park/Basin: Locate and acquire site for 10-11 acre neighborhood park and storm/recharge basin north of Caldwell Avenue adjacent to Cameron Creek to receive TID exchange water through Cameron Creek, through development of a later project. Geotechnical testing will be required to determine soil infiltration characteristics for ground water recharge purposes and eligibility for ground water recharge funding. Multi-funded project total of $5.1m from $2.3m Recreation (211), $1.4m Storm Sewer (221), $1.4m GW Recharge (224), and $21K Measure R Trailways (132). Maintenance cost estimated to be $86k per year. Engineering New
(3010) $$$ N/A 484,300 1,847,100
1,220,400 8,439,800 6,640,700 9,413,600 32,586,200 1,930,600 Notes: Multi-funded means this is only this fund's portion of the total amount budgeted. These projects are funded from multiple sources and the full budget is shown in the "Multi-Fund 301".The Budget Impact column shows the estimated annual impact of the project on the operating budget for maintenance once completed or purchased. - - No Annual Maintenance Costs (or no increase over existing cost) $$$ Annual Maintenance costs is over $25,000. These projects will be explained in detail in the project description. $ Annual Maintenance cost is $5,000 or less $$$$ Project will result in savings as described in project description $$ Annual Maintenance costs is $5,000 to $25,000
Recreation Facilities - 211 (2440) - Continued
2024/25 - 2029/30 Capital Improvement Program
297
12 -48
2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
Beginning Cash Balance 3,722,400 3,784,800 2,114,900 450,400 (13,464,300) (13,565,000)Utility User and Developer Impact Fees 1,310,800 1,339,200 1,366,000 1,393,300 1,421,200 1,449,600Operating Expenditures (staff costs, allocations, etc.) (32,300) (32,500) (33,200) (33,900) (34,600) (35,300)Capital Improvements (1,216,100) (2,976,600) (2,997,300) (15,274,100) (1,487,300) (1,472,500)Total Resources Available for Future Projects 3,784,800 2,114,900 450,400 (13,464,300) (13,565,000) (13,623,200) # Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
1 Goshen-Virmargo Park/Pond: Design regional park/pond at the northwest corner of Goshen and Virmargo to serve existing and future development between Cain St, Lovers Lane, Houston Ave, and Mill Creek. Goal is to prepare shovel-ready design for either potential grant opportunities or excavation by developers. Basin parcel is already City property but park will require additional land acquisition to the West. Multi-funded project total of $1.53m from $265K Storm Sewer (221) and $1.26m Parks & Rec (211). Engineering CP0661
(3010) $ B11 265,000
2 Shirk Street Widening - Walnut to Noble: Widen Shirk from 2-lanes to 4-lanes including center median from Noble to Walnut Ave., install master storm trunk line, ditch culvert extension, curb & gutter, pavement, bike lanes, street lighting, utility pole relocations, median landscaping, and other necessary infrastructure. Necessary to continue widening Shirk and alleviate traffic congestion for future development. Sanitary and Storm Sewer improvements funded by separate project. Multi funded total of $13.4m from $44K Wastewater Trunkline (231), $2m Storm Sewer Construction (221), $5.18m Transportation Impact (241), $136k Measure R Local (131), $1m Measure R Trails (132), $5m Measure R Regional (133). Engineering CP0656
(3010) $$ C4 249,000 1,750,700
3 Annual Storm Sewer Oversizing: Construct various storm drain lines. Pays the City's annual cost of reimbursing developers for the design and construction of storm drain lines which implement the Storm Water Master Plan. To implement necessary Storm Sewer Master improvements and reimburse developers for implementation of Master Plan. Engineering CP9229 - - N/A 200,000 200,000 200,000 200,000 200,000 200,000 Storm Sewer Construction - 221 (2450)
2024/25 - 2029/30 Capital Improvement Program
Fund Description: This fund is derived from Storm Sewer impact fees collected at the time of development and a portion of the monthly storm sewer users fees. This fund shares $.84 of the $2.65 monthly storm sewer fee with the Wastewater Trunkline construction fund (1231). Funds are to be used only for construction of new storm sewer infrastructure to implement the Storm Sewer Master Plan.

Cash Balance Summary
298
12 -49
# Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
4 Shirk Street Widening Over Mill Creek: Construct a 330-foot extension of the existing Shirk Street culvert crossing at Mill Creek located between Hillsdale Avenue and School Avenue. This work includes the culvert extension, extension of existing storm drain line, and the street improvements for widening Shirk within the vicinity of the culvert. Multi funded project total of $4.9M from $171K Measure N (141) prior year funding, $4.6M from Transportation Impact (241) prior year funding, and $122K from Storm Sewer (221).

Engineering
CP0305
(3010) $ A4 122,000
5 Sierra Village Basin Study: Study-Feasibility of Sierra Village Basin, Lift Station, and tributary network to evaluate existing system function and capacity and identify means of improvement. Includes feasibility of basin relocation for the Southside Scenic Corridor and development of conceptlevel plans to asses existing deficiency/flooding concerns at the Sierra Village Basin. Multi funded project total of $150k from $113K Storm Sewer (221), and $37K Storm Sewer Deficiency (222). Engineering CP0666
(3010) - - N/A 112,500
6 Virmargo Right of Way & Utility Installation: Acquisition of Virmargo Right of Way between Goshen and Houston, design and construction of sewer lift station at Goshen and Virmargo (to be coordinated with park/pond) and installation of storm and sewer main in Virmargo alignment. Connects to Irma Sewer (CP9457) by designing and constructing sewer lift station and main to serve Irma and undeveloped area between Goshen and Houston allowing future tie-in of development north of Goshen to future park/pond funded by separate CIP request. Multi-funded project total of $2.6m from $791k Storm Sewer Construction (221), $873k Wastewater Trunkline (231), $873 WWTP (431), and $117k Transportation Impact Fee (241).

Engineering
CP0657
(3010) $ B10 106,600 684,600
7 Modoc Basin Improvements: Define the ultimate basin footprint and configuration with preliminary and engineering design for the modoc basin in 24/25, and construction beginning 27/28. Includes a Geotechincal report and study to determine how the conceptual two compartment basin can serve as both recharge and flood control. Grading and Construction of the Modoc Basin ultimate footprint will accommodate flood control purposes for Tier II Urban Development around and north of the Modoc Basin. Multi funded project total of $1.4m from $717k Ground Water Recharge (224) and $717k Storm Sewer Construction (221). Engineering CP0662
(3010) - - A6 105,500 611,800
2024/25 - 2029/30 Capital Improvement Program
Storm Sewer Construction - 221 (2450) - Continued
299
12 -50
# Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
8 Auto Plaza Basin Expansion: Acquire an additional 3.5 acres to the west of the current basin site to allow the basin to be expanded in capacity. Originally designed to be a detention basin with a discharge pump, the design has been changed to be a retention basin with no pump to serve a larger regional area, requiring expansion to provide the needed capacity within the Plaza Business Park and The Square at Plaza Drive master planned projects. Project total of $1.19m, includes prior year funding of $200K.

Engineering CP0302 $ A2 45,500 124,000 825,000
9 Annual Storm Sewer Construction Administration: Staff preliminary design and administration of new storm sewer construction projects as identified in the Storm Sewer Master Plan. To implement necessary Storm Sewer Master improvements for implementation of the Master Plan.

Engineering CP8222 - - N/A 10,000 10,000 10,000 10,000 10,000 10,000 10 SW Shirk Regional Basin: Design, ROW, and construction of new regional basin on West side of S Shirk Rd between Paradise Ave and Tulare Ave. Basin will serve the future widening of Shirk and tier 2 and 3 development between SR198 and Walnut Ave. Acquire approximately 17 acres for ultimate basin configuration, design, and construction. Development has already started expressing interest in the area. Starting design and acquisition early will allow for excavation to be done by development as it occurs. Construction by the City is therefore put in the planning years. Engineering CP0710 $$ C8 1,650,000 11,914,000 11 Cameron Creek Regional Park/Basin: Acquire site for a 5.25 acre storm/recharge basin with 4-acre park, to include .5 mile asphalt trail along southerly extension of McAuliff adjacent to Cameron Creek to serve existing and future development within the one-mile development block of Lovers Lane to Road 148 and Caldwell to Walnut. May also receive TID exchange water from Cameron Creek. Geotechnical testing will be required to determine eligibility for ground water recharge funding. Multi-funded: Project total $3.1m from $1.3m current and $537k prior Parks & Rec (211), $432k current and $179k prior Storm Sewer (221), and $442k current and $179k prior GW Recharge (224). Annual maintenance costs for this park are estimated to be $116k per year. Engineering CP0517
(3010) $$$ N/A 432,000
Storm Sewer Construction - 221 (2450) - Continued
2024/25 - 2029/30 Capital Improvement Program
300
12 -51
# Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
12 Southside Open Space and Basin: Acquire land for development of linear, landscaped basin with functional passive space open on the south side of SR-198, east of Shirk St. to receive City storm water flows from Mill Creek through either Persian-Watson Ditch or through a pipeline north under SR-198. Phase 1 to be implemented with the Sierra Village development expansion requiring relocate of existing basin. Project includes acquisition of the anticipated additional ROW needed for the Shirk 198 Interchange. Construction not included. Multi funded project total of $2.8m from $944k Parks & Rec (211), $1.42m Storm Sewer (221), and $421k Transportation Impact (241). Engineering New
(3010) $ C7 448,500 386,100 448,500 133,800
13 Northside Open Space and Basin - West of Shirk: Northside Highway 198 Open Space Setback Area (west of Shirk) - Acquire approximately 30.1 acres of land from three parcels for the northwest scenic setback area and riparian setback from Mill Creek to develop as passive recreational open space and drainage basin to serve existing and planned development north of Highway 198 between Clancy and Shirk. Acquisition of land for the northwest portion (between Clancy and Shirk) planned in 26/27, starting at Clancy and heading east, acquiring one parcel per year. Multi-funded project total of $3m from $868k Parks & Rec (211), $1.3m Storm Sewer (221), and $900k Waterways (261). Engineering New
(3010) $$ A3 384,000 342,000 576,000
14 Highland St. Storm Drain: Install a storm drain line along Highland St alignment from Ferguson Ave to connect to an existing 48" storm main in front of Highland Gardens development and connect the line into Fairview Park/Basin. In addition, expand the storage capacity of the Park/Basin, and incorporate water quality into the expanded basin design. This project includes design, construction, and additional excavation to provide additional storage capacity. Multi funded project total of $1.25m from $502k Storm Sewer Construction (221), and $753k Storm Sewer Deficiency (222). Engineering CP9796
(3010) $ B8 80,100 421,200
Storm Sewer Construction - 221 (2450) - Continued
2024/25 - 2029/30 Capital Improvement Program
301
12 -52
# Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
15 Storm Drain and Sewer Master Plan Update: Update Storm and Sanitary Sewer Master Plans. Facility Master Plans should be updated every 5 years to incorporate any changes in infrastructure, land use, and environmental conditions. Includes a new nexus study to justify the storm and sanitary sewer impact and utility fees and CEQA review. Current update to the facility master plans was implemented in 22/23, updating the storm and sewer master plans since 1994. Multi funded project total of $940k from $564k Storm Sewer Construction (221), and $376k Wastewater Trunkline (231). Engineering New
(3010) - - N/A 564,000
16 Cameron Creek Park/Basin: Locate and acquire site for 10-11 acre neighborhood park and storm/recharge basin north of Caldwell Avenue adjacent to Cameron Creek to receive TID exchange water through Cameron Creek, through development of a later project. Geotechnical testing will be required to determine soil infiltration characteristics for ground water recharge purposes and eligibility for ground water recharge funding. Multi-funded project total of $5.1m from $2.3m Recreation (211), $1.4m Storm Sewer (221), $1.4m GW Recharge (224), and $21K Measure R Trailways (132). Maintenance cost estimated to be $86k per year. Engineering New
(3010) $$$ N/A 252,800 1,128,700
1,216,100 2,976,600 2,997,300 15,274,100 1,487,300 1,472,500 Notes: Multi-funded means this is only this fund's portion of the total amount budgeted. These projects are funded from multiple sources and the full budget is shown in the "Multi-Fund 301".The Budget Impact column shows the estimated annual impact of the project on the operating budget for maintenance once completed or purchased. - - No Annual Maintenance Costs (or no increase over existing cost) $$$ Annual Maintenance costs is over $25,000. These projects will be explained in detail in the project description. $ Annual Maintenance cost is $5,000 or less $$$$ Project will result in savings as described in project description $$ Annual Maintenance costs is $5,000 to $25,000
2024/25 - 2029/30 Capital Improvement Program
Storm Sewer Construction - 221 (2450) - Continued
302
12 -53
2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
Beginning Cash Balance 137,100 39,700 95,800 (50,800) (696,500) (697,900)Storm Sewer Fees 417,900 426,300 439,100 452,300 465,900 479,900 Interest Earnings (Expense) 8,700 6,500 6,600 6,700 6,800 6,900Operating Expenditures (36,500) (36,700) (37,800) (38,900) (40,100) (41,300)Capital Improvements (487,500) (340,000) (554,500) (1,065,800) (434,000) (434,000)Total Resources Available for Future Projects 39,700 95,800 (50,800) (696,500) (697,900) (686,400) # Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
1 County Center/Evans Storm Drain Lift Station Overhaul: Evaluation, design, and reconstruction/retrofit of the existing storm drain lift station at County Center and Evans Ditch, just north of Walnut Ave. Existing lift station is poorly designed and constructed leading to poor utilization of existing pumps and flooding on County Center, Demaree, Tulare, and local streets in the surrounding neighborhoods. Identified by Water Collections as high priority existing deficiency. Project would keep (remove and return) existing pumps once wet well is redone. Engineering CP0711 - - C10 370,000 2 Storm Sewer Service Charge Update: Following update to the Storm and Sewer Master Plans and Nexus Study, perform Prop 218 service charge adoption process to update the storm sewer service charges. Includes public outreach and balloting process. CP9067 Storm Master Plan Update will be conducting the nexus study and developing the recommended storm impact fee and storm sewer service charge, but the CIP does not include the Prop 218 service charge adoption process. Multi funded project total of $289k from $226k Storm Sewer Deficiency (222) including $166k prior year funding, and $63k Storm Sewer Maintenance (481) including $3k prior year funding. Engineering CP9067
(3010) - - N/A 60,000
3 Sierra Village Basin Study: Study-Feasibility of Sierra Village Basin, Lift Station, and tributary network to evaluate existing system function and capacity and identify means of improvement. Includes feasibility of basin relocation for the Southside Scenic Corridor and development of conceptlevel plans to asses existing deficiency/flooding concerns at the Sierra Village Basin. Multi funded project total of $150k from $113K Storm Sewer (221), and $37K Storm Sewer Deficiency (222). Engineering CP0666
(3010) - - N/A 37,500
4 Annual Developer Reimbursement Storm Sewer Deficiency: Reimburse developers for improvement of existing drainage deficiencies in infill areas with their proposed projects. Does not include new storm drainage that results from new construction. The continued and ongoing maintenance of the improvements completed under this CIP is maintained by a separate City CIP. Engineering CP8143 - - N/A 20,000 20,000 20,000 20,000 20,000 20,000 Storm Sewer Deficiency - 222 (2460)
2024/25 - 2029/30 Capital Improvement Program
Fund Description: This fund is derived from a portion of the monthly storm sewer users fees. This fund receives $.67 of the $2.65 monthly storm sewer fee. Funds are to be used for construction of storm sewer facilities to correct existing deficiencies as identified in the Storm Sewer Master Plan.

Cash Balance Summary
303
12 -54
# Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
5 Flood Layoff Feasibility Study: Identify potential additional locations to layoff flood waters from Mill Creek using hydraulic analysis. Investigate the feasibility of cooperative agreements as well as land acquisition. Develop high-level plans, specs, and estimates for any necessary flow diversion structures. Scope may include designing diversionary structures and researching/pursuing grants for construction/acquisition.

Engineering CP0712 - - N/A 320,000
6 Substandard Residential Drainage Systems: Install new or upsized storm drainge components in older neighborhoods with incomplete or undersized drainage systems not meeting city standards. Storm drainage components include curb and gutter, drain inlets, laterals, manholes, and main lines. Many older neighborhoods were developed in the county and subsequently annexed by the City and do not meet City standards. These neighborhoods may have a mixture of lots with and without curb and gutter. Typically the addition of curb and gutter, drain inlets, laterals, manholes, and main lines is necessary to bring the drainage system up to City Standards.

Engineering New $ N/A 414,000 414,000 414,000 414,000
7 Highland St. Storm Drain: Install a storm drain line along Highland St alignment from Ferguson Ave to connect to an existing 48" storm main in front of Highland Gardens development and connect the line into Fairview Park/Basin. In addition, expand the storage capacity of the Park/Basin, and incorporate water quality into the expanded basin design. This project includes design, construction, and additional excavation to provide additional storage capacity. Multi funded project total of $1.25m from $502k Storm Sewer Construction (221), and $753k Storm Sewer Deficiency (222).

Engineering CP9796 $ B8 120,500 631,800
487,500 340,000 554,500 1,065,800 434,000 434,000
Notes: Multi-funded means this is only this fund's portion of the total amount budgeted. These projects are funded from multiple sources and the full budget is shown in the "Multi-Fund 301".The Budget Impact column shows the estimated annual impact of the project on the operating budget for maintenance once completed or purchased. - - No Annual Maintenance Costs (or no increase over existing cost) $$$ Annual Maintenance costs is over $25,000. These projects will be explained in detail in the project description. $ Annual Maintenance cost is $5,000 or less $$$$ Project will result in savings as described in project description $$ Annual Maintenance costs is $5,000 to $25,000
2024/25 - 2029/30 Capital Improvement Program
Storm Sewer Deficiency - 222 (2460)
304
12 -55
2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
Beginning Cash Balance 1,553,000 2,310,500 2,861,700 2,464,200 2,140,900 2,932,600Ground Water Recharge Fees 405,300 417,500 430,000 442,900 456,200 469,900Ground Water Extraction Fees 528,900 544,800 561,100 577,900 595,200 613,100Ground Water Annexations Fees 290,800 299,500 308,500 317,800 327,300 337,100 Investment Earnings and Penalties 42,700 34,800 35,800 36,900 38,000 39,100Operating Expenditures (296,300) (303,400) (312,500) (321,900) (331,600) (341,500)Capital Improvements (213,900) (442,000) (1,420,400) (1,376,900) (293,400) (1,128,700)Total Resources Available for Future Projects 2,310,500 2,861,700 2,464,200 2,140,900 2,932,600 2,921,600 # Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
1 East Side Regional Park (ESRP) Basin F (Design): Design groundwater recharge Basin F at ESRP using local funds to prepare "shovel ready" Plans, Specifications, and Estimate (PS&E) package. Staff to pursue additional funding for construction of this project. Multi funded project total of $1.3m from $8k current and $9k prior year Gas Tax (111), $17k current and $100k prior year Measure R Trails (132), $135K current and $404k prior year Parks and Rec (211), $108k current and $481k prior year Ground Water Recharge (224), and $6k current and $10k prior year Waterways (261). Engineering CP0371
(3010) - - B13 108,400
2 Modoc Basin Improvements: Define the ultimate basin footprint and configuration with preliminary and engineering design for the modoc basin in 24/25, and construction beginning 27/28. Includes a Geotechincal report and study to determine how the conceptual two compartment basin can serve as both recharge and flood control. Grading and Construction of the Modoc Basin ultimate footprint will accommodate flood control purposes for Tier II Urban Development around and north of the Modoc Basin. Multi funded project total of $1.4m from $717k Ground Water Recharge (224) and $717k Storm Sewer Construction (221).

Engineering
CP0662
(3010) - - A6 105,500 611,700
3 Cameron Creek Regional Park/Basin: Acquire site for a 5.25 acre storm/recharge basin with 4-acre park, to include .5 mile asphalt trail along southerly extension of McAuliff adjacent to Cameron Creek to serve existing and future development within the onemile development block of Lovers Lane to Road 148 and Caldwell to Walnut. May also receive TID exchange water from Cameron Creek. Geotechnical testing will be required to determine eligibility for ground water recharge funding. Multifunded: Project total $3.1m from $1.3m current and $537k prior Parks & Rec (211), $432k current and $179k prior Storm Sewer (221), and $442k current and $179k prior GW Recharge (224). Annual maintenance costs for this park are estimated to be $116k per year. Engineering CP0517
(3010) $$$ N/A 442,000
Ground Water Recharge - 224 (2480)
2024/25 - 2029/30 Capital Improvement Program
Fund Description: This fund is derived from a portion of the monthly City utility bill. The fees for this fund are based on the size of the water service line that range from $.59 to $67.46 a month. In 2002, City Council adopted the additional fee as part of an agreement with Tulare Irrigation District and Kaweah Delta Water Conservation District for the acquisition of water and other activities to improve groundwater levels and increase supply of water to the City.

Cash Balance Summary
305
12 -56
# Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
4 East Side Regional Park (ESRP) Basin F (Construction): Construct a 33 acre groundwater recharge basin at the ESRP including water structures, piping and dry wells. Also includes a pedestrian trail around the top of the new basin, a riparian habitat, two pedestrian bridges, and a small temporary parking lot. Design in separate project. Construction is contingent upon receiving a state/federal grant with 20% local match. Multi funded project total of $9.2m from $83k from Gas Tax (111), $180k Measure R Trails (132), $1.43m Parks and Rec (211), $1.15m Ground Water Recharge (224), $62k Waterways (261), and a $6.3m grant (001). Maintenance cost estimated to be $44k per year. Project Contingent upon grant. Engineering New
(3010) $$$ B13 1,152,200
5 East Side Regional Park (ESRP) Basin E (Design & Construct): Design a 12-acre groundwater recharge basin at ESRP including storm water infrastructure, structures, and trails in accordance with the park's masterplan in FY25/26 for proposed construction 27/28, contingent upon receiving a state/federal grant with 20% local match. Mill Creek Realignment in seperate CIP. Multi funded project total of $5.3m from $225k Measure R Trails (132), $626K Parks and Rec (211), $1.07m Ground Water Recharge (224), and $3.35m grant (001). Project contingent upon grant. Engineering New
(3010) - - B13 268,200 765,200 40,600
6 Cameron Creek Park/Basin: Locate and acquire site for 10-11 acre neighborhood park and storm/recharge basin north of Caldwell Avenue adjacent to Cameron Creek to receive TID exchange water through Cameron Creek, through development of a later project. Geotechnical testing will be required to determine soil infiltration characteristics for ground water recharge purposes and eligibility for ground water recharge funding. Multifunded project total of $5.1m from $2.3m Recreation (211), $1.4m Storm Sewer (221), $1.4m GW Recharge (224), and $21K Measure R Trailways (132). Maintenance cost estimated to be $86k per year. Engineering New
(3010) $$$ N/A 252,800 1,128,700
213,900 442,000 1,420,400 1,376,900 293,400 1,128,700
Notes: Multi-funded means this is only this fund's portion of the total amount budgeted. These projects are funded from multiple sources and the full budget is shown in the "Multi-Fund 301".The Budget Impact column shows the estimated annual impact of the project on the operating budget for maintenance once completed or purchased. - - No Annual Maintenance Costs (or no increase over existing cost) $$$ Annual Maintenance costs is over $25,000. These projects will be explained in detail in the project description. $ Annual Maintenance cost is $5,000 or less $$$$ Project will result in savings as described in project description $$ Annual Maintenance costs is $5,000 to $25,000
2024/25 - 2029/30 Capital Improvement Program
Ground Water Recharge - 224 (2480)
306
12 -57
2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
Beginning Cash Balance 3,432,400 4,674,700 2,554,600 (48,800) (2,996,500) (4,436,800)Operating Revenues 1,572,900 1,604,300 1,636,400 1,669,100 1,702,500 1,736,600Operating Expenditures (39,000) (39,000) (39,800) (40,600) (41,400) (42,200)Capital Improvements (291,600) (3,685,400) (4,200,000) (4,576,200) (3,101,400) (6,306,000)Total Resources Available for Future Projects 4,674,700 2,554,600 (48,800) (2,996,500) (4,436,800) (9,048,400) # Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
1 Virmargo Right of Way & Utility Installation: Acquisition of Virmargo Right of Way between Goshen and Houston, design and construction of sewer lift station at Goshen and Virmargo (to be coordinated with park/pond) and installation of storm and sewer main in Virmargo alignment. Connects to Irma Sewer (CP9457) by designing and constructing sewer lift station and main to serve Irma and undeveloped area between Goshen and Houston allowing future tie-in of development north of Goshen to future park/pond funded by separate CIP request. Multifunded project total of $2.6m from $791k Storm Sewer Construction (221), $873k Wastewater Trunkline (231), $873 WWTP (431), and $117k Transportation Impact Fee (241). Engineering CP0657
(3010) $ B4 117,600 755,400
2 Reimburse Developers for Sanitary Sewer: Reimbursement of additional costs incurred when constructing required sanitary sewer improvements along with development. The additional cost is the difference between the "development requirement" and the requirement to accommodate for future development in the area in compliance with the Sewer Line Master Plan. Engineering CP9318 - - N/A 110,000 110,000 110,000 110,000 110,000 110,000 3 Shirk Street Widening - Walnut to Noble: Widen Shirk from 2-lanes to 4-lanes including center median from Noble to Walnut Ave., install master storm trunk line, ditch culvert extension, curb & gutter, pavement, bike lanes, street lighting, utility pole relocations, median landscaping, and other necessary infrastructure. Necessary to continue widening Shirk and alleviate traffic congestion for future development. Sanitary and Storm Sewer improvements funded by separate project. Multi funded total of $13.4m from $44K Wastewater Trunkline (231), $2m Storm Sewer Construction (221), $5.18m Transportation Impact (241), $136k Measure R Local (131), $1m Measure R Trails (132), $5m Measure R Regional (133). Engineering CP0656
(3010) $$ C4 44,000
Wastewater Trunkline - 231 (2490)
2024/25 - 2029/30 Capital Improvement Program
Fund Description: This fund's revenues are derived from Sanitary Sewer and Trunk Line Connection Fees. Funds are to be used only for new sanitary sewer trunk line construction, and not for operation and maintenance. This fund also receives a portion of the monthly sewer users fees.

Cash Balance Summary
307
12 -58
# Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
4 Sewer Line Preliminary Engineering: Preliminary engineering and design work necessary to provide developers and engineers with adequate information to construct master planned sewer lines with proposed development projects in compliance with the Sanitary Sewer Master Plan. Engineering CP9234 - - N/A 20,000 20,000 20,000 20,000 20,000 20,000 5 Shirk St. Sanitary Sewer Trunkline - Walnut to Noble: Install a 48" sanitary sewer trunk line in Shirk Street between Walnut Avenue and Noble Avenue to connect existing sewer trunkline within Shirk Street south of Hwy-198 to existing sewer trunkline in Walnut Avenue. Includes removal of existing 6" sewer force main and the associated lift station located at Shirk Street and Noble Avenue. Replacement of the line is identified in the City's Sewer Master Plan and provides the necessary wastewater conveyance capacity to accommodate future development growth. Project total of $6.1m from Wastewater Trunkline (231) including $385k prior year funding. Engineering CP0567 - - C4 2,800,000 3,000,000 6 Visalia Parkway Sanitary Sewer Trunkline - Santa Fe to Lovers Lane: Construct new 30" sanitary sewer trunkline along Visalia Parkway (Ave. 276) alignment between Santa Fe Street and Lovers Lane through existing orchards & farmland, primarily shown as future low density residential in the General Plan. Project will include purchase of Right of Way (ROW), new trunkline at a depth of approximately 17-feet, new 60" manholes, clearing & grubbing, demolition, sheet & shoring, and some bores under existing creeks and ditches. FY 26/27-28/29, $2.76M, Design & ROW; FY 29/30, $6.17M Construction. Engineering New - - D1 1,070,000 1,192,000 494,000 6,176,000 7 State Route (SR) 99 Steel Casing: Jack and bore a 72" steel casing underneath SR-99 near avenue 280. This steel casing will be in place for future installation of utility lines. The steel casing will allow for future installation of utility lines such as sanitary sewer and purple pipe (reclaimed water). The future utility lines will assist with maintaining utility capacity and needs as the city approaches full urban growth and planning area build out. Multi-funded project total of $8.9m from $5.4m Wastewater Trunkline (231) and $3.6m Wastewater (431) including $668k prior year funding. Engineering CP0577
(3010) - - C1 2,878,200 2,477,400
Wastewater Trunkline - 231 (2490) -
2024/25 - 2029/30 Capital Improvement Program
Continued
308
12 -59
# Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
8 Storm Drain and Sewer Master Plan Update: Update Storm and Sanitary Sewer Master Plans. Facility Master Plans should be updated every 5 years to incorporate any changes in infrastructure, land use, and environmental conditions. Includes a new nexus study to justify the storm and sanitary sewer impact and utility fees and CEQA review. Current update to the facility master plans will be implemented in 24/25, updating the storm and sewer master plans since 1994. Multi funded project total of $940k from $564k Storm Sewer Construction (221), and $376k Wastewater Trunkline (231). Engineering New
(3010) - - N/A 376,000
291,600 3,685,400 4,200,000 4,576,200 3,101,400 6,306,000 Notes: Multi-funded means this is only this fund's portion of the total amount budgeted. These projects are funded from multiple sources and the full budget is shown in the "Multi-Fund 301".The Budget Impact column shows the estimated annual impact of the project on the operating budget for maintenance once completed or purchased. - - No Annual Maintenance Costs (or no increase over existing cost) $$$ Annual Maintenance costs is over $25,000. These projects will be explained in detail in the project description. $ Annual Maintenance cost is $5,000 or less $$$$ Project will result in savings as described in project description $$ Annual Maintenance costs is $5,000 to $25,000
Wastewater Trunkline - 231 (2490) - Continued
2024/25 - 2029/30 Capital Improvement Program
309
12 -60
2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
Beginning Cash Balance 6,770,700 7,645,400 5,511,000 4,415,800 (9,483,600) (31,426,400) Transportation Impact Fees 5,345,500 5,452,400 5,561,400 5,672,600 5,786,100 5,901,800Interest Earnings (Expense) 302,100 226,600 170,000 127,500 95,600 71,700Operating Expenditures and Allocations (46,800) (46,800) (47,700) (48,700) (49,700) (50,700)Capital Improvements (4,726,100) (7,766,600) (6,778,900) (19,650,800) (27,774,800) (1,957,500)Total Resources Available for Future Projects 7,645,400 5,511,000 4,415,800 (9,483,600) (31,426,400) (27,461,100) # Project Description (100 word limit)
Department or
Division
Project #
(or "new")
Budget
Impact
Map
Ref 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
1 Shirk Street Widening - Walnut to Noble: Widen Shirk from 2-lanes to 4-lanes including center median from Noble to Walnut Ave., install master storm trunk line, ditch culvert extension, curb & gutter, pavement, bike lanes, street lighting, utility pole relocations, median landscaping, and other necessary infrastructure. Necessary to continue widening Shirk and alleviate traffic congestion for future development. Sanitary and Storm Sewer improvements funded by separate project. Multi funded total of $13.4m from $44K Wastewater Trunkline (231), $2m Storm Sewer Construction (221), $5.18m Transportation Impact (241), $136k Measure R Local (131), $1m Measure R Trails (132), $5m Measure R Regional (133). Engineering CP0656
(3010) $$ C4 1,327,400 3,849,600
2 Annual Developer Reimbursement: Reimburse developers for additional costs incurred when constructing required arterial & collector streets with their development. Additional cost is the difference between ""development requirement"" & requirement to accommodate for future development in area. Project cost based upon current agreements, estimates of future projects and estimated completion dates. To implement the Circulation Element. Funded 100% from Transportation Impact Fee. Engineering CP9130 - - N/A 1,100,000 1,100,000 1,100,000 1,100,000 1,100,000 1,100,000 3 Road 148-Mineral King to St. John's Parkway: Design and construct approximately 6,400 ft of Tower Street from Mineral King to St. John's Parkway, excluding the new Interchange to SR 198 for access to park/basins, to be 4-lane, north-south arterial along Rd 148 alignment, in coordination with future interchange at SR 198 and SR216 (Houston Ave); the SCE towers; and the Greenway Trail. Includes culvert crossing of Mill Creek (Army Corp Permit). Development in east Visalia, around SR 198, requires another north/south arterial. Multi funded project total of $22.4m from $10.2mTransportation Impact (241) including $97k prior year funding and $12.3m Parks & Rec (211) including $98k prior year funding. Maintenance cost estimated to be $28k per year. Engineering CP0525
(3010) $$$ B12 1,071,100 153,800 162,300 8,690,000
Transportation Impact Fee - 241 (2520)
2024/25 - 2029/30 Capital Improvement Program
Fund Description: This fund is derived from fees collected at the time of building permit issuance. Funds can be used only for new street improvements and expansion of transportation infrastructure related to growth.

Visalia City CouncilJune 3, 2024

Visalia City Council
June 3, 2024