Master Budget Document - Reedley Adopted... · Fiscal Year 2010 / 2011 Budget INTRODUCTION...

CITY OF REEDLEY

BUDGET

FISCAL YEAR 2010-11

Mary Fast Mayor

Pete Chavez Anita Betancourt Mayor Pro Tempore Council Member Steve Rapada Ray Soleno Council Member Council Member

Rocky Rogers City Manager

Table of Contents - Page 1

TABLE OF CONTENTS

City Managers Narrative ...................................................................................... 1 Fund Information (Narrative Description) .............................................................. 5 Departmental Accomplishments and Goals ........................................................ 12 Building Department ...................................................................................... 12 Community Services Department .................................................................. 13 Engineering Department ................................................................................ 18 Finance Department ...................................................................................... 22 Fire Department ............................................................................................. 24 Planning Department ..................................................................................... 25 Police Department ......................................................................................... 27 Public Works Department .............................................................................. 30 Reedley Redevelopment Agency ................................................................... 37 2010-11 General Fund Revenue Sources Chart ................................................. 40 Property Tax Informational Chart ........................................................................ 41 Sales Tax Informational Chart ............................................................................. 42 2010-11 Personnel Costs By Fund Chart ........................................................... 43 2010-11 General Fund Personnel Costs By Department Chart .......................... 44 2010-11 General Fund Expenditures By Department Chart ............................... 45 General Fund Historical Fund Reserves Chart ................................................... 46 General Fund Historical Sales Tax Revenue Chart............................................. 47 General Fund Historical Secured Property Tax Revenue Chart .......................... 48 Assessed Valuation Prop 8 Property Tax Information ...................................... 49 Capital Improvements Projects Summary ........................................................... 50 Fund Balance Estimates For June 30, 2010 and June 30, 2011 ........................ 53 2010-11 Budget Summary of Appropriations All Funds....................................... 54 2009-10 Budget Summary Estimated Expenditures All Funds ........................... 55 2010-11 Payroll Cost Summary All Funds .......................................................... 56 General Fund Budget Summary By Department 2010-11 and 2009-10 ............. 57 Redevelopment Agency Summary By Department 2010-11 and 2009-10 .......... 58 Debt Service Summary ....................................................................................... 59 Revenue Detail By Fund Order ........................................................................... 60 Expenditure Detail By Fund Order ...................................................................... 70 Expenditure Detail By Object Order ................................................................... 113 Full Time Personnel By Department ................................................................. 152 Full Time Personnel By Position ....................................................................... 155 Full Time Personnel By Account Number ......................................................... 161 Master Salary Table Adopted By Resolution 2008-083 currently in effect ......... 168 Summary of Employee Benefits & Premium Information .................................. 175 Historical Information of Employee COLA ........................................................ 179

Fiscal Year 2010 / 2011

Budget

INTRODUCTION Honorable Mayor and Council, this budget is being presented at your direction. Staff recognizes that it is Councils duty to set policy with regards to budgets as well as adopt a fiscally sound budget. Staff also realizes that it is our duty to implement and manage within those policies and the budget document itself. The Budget document this year has some new formatting changes as well as some additions. The additions are a Debt Service Table so that council and citizens can see all our debt service on a single page, copies of the most current adopted Master Salary Table and the Benefits Survey so that transparency and accountability are apparent to the public. Budgets are dynamic in that they change throughout the year. They are used as a best accounting guide to control expenditures, report revenues as well as grant allocations from both State and Federal sources for the year in which they are developed. Budgets should guide the Citys fiscal course and adjustments made throughout the year on some regular basis as council and staff deem necessary. The 2009/10 budget year ended with the $1,000,000 general fund reserve intact. The 09/10 budget year required some fiscal adjustments in the form of layoffs of both fulltime and part-time, pays and benefits reductions, suspending the filling of position vacancies, maintenance and operational reductions and lastly, fund allocation re-analysis in order to meet stated budget goals for 2009/10 fiscal year. The 2010/11 budget year began with the need for further and more pronounced adjustments because of a projected $1,499,965 deficit by June 30, 2011. The City, faced with the devaluing of property which results in less property tax of approximately $420,000 between both 09/10 and 10/11 fiscal years, a continued over all yearly slump in sales tax of 10.3%, a proposed take by the State of the HUTA, elimination of the redevelopment fund supplementing general fund dollars in the amount of $250,000 and LTF reduction of $227,000. These reductions and the devalued property tax totaled $897,000. The projection of sales tax at $337,000 less along with increased PERS payments and lower revenue projections for other general fund revenues gave us the general fund deficit of $1,499, 965 for the 10/11 budget. With that being said, it is projected that we will end the 10/11 fiscal year with a positive balance of $33,000. Staff, with council approval will set and work to accomplish the following goals:

1. Establish and maintain a minimum $1,000,000 general fund reserve with a goal of $2,000,000 by FY 13/14

2. Establish and maintain a minimum ending year balance of $75,000 3. Establish and maintain reserves for the Water (050) fund of $1,000,000 by FY

13/14 4. Establish and maintain reserves for the Wastewater (052) fund of $1,500,000 by

FY 13/14

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5. Establish and maintain reserves for the Disposal (053) fund of $350,000 by FY 12/13

6. Establish and maintain reserves for the Airport (041) fund of $150,000 by FY 14/15

7. Develop and fund a vehicle replacement accounts within the Equipment shop account for all general fund and enterprise funded accounts.

8. Establish a funded capital replacement program 9. Reduce use of the redevelopment fund for personnel, Admin, EDD, M&O cost

by $250,000 for FY11/12 10. Provide for economic development and sustainability through installation of

targeted public works improvements along with targeted investments, assistance and partnerships throughout the year

11. Complete the General Plan Update 12. Complete the three utility master plans 13. Complete the Zoning and Housing element updates

Summary of Budget Adjustments: General Fund: This year the City faced the first ever layoff of employees, both full and part-time. These layoffs were initiated in the Building department, Public Works and Community Services. Police saw 5 frozen positions, three being sworn and two non-sworn. The general fund deficit of $1,499, 965 was approached by staff in a collaborative effort to reduce and or eliminate through a multitude of operational and supply cuts, fee increases, operational changes and delayed hirings, layoffs, CFD reallocations, salary and benefit reductions in targeted management staff and hiring freezes. Maintenance and operations of the Parks and Facilities budgets were reduced to minimum levels. The pool hours were maintained at councils request. Overtime elimination in all departments other than Health and Safety areas was enacted. Significant reductions in the Special Supplies accounts, training, meetings and conferences, professional services and office supplies were made also. Enterprise Funds: Water

The Water Enterprise fund with the recent rate increase is able to remain solvent without deficit spending. Future increases in water will be required at least by the CPI rate set back in March 2007. Cautious spending is being advised in this fund over the next year. Capital projects such as the new elevated water tower and others are continuing to be funded through the water bond and development impact fees. The new water meters are being read and consumption totals are being placed on billing to help residents and customers adjust their water usage prior to the new billing going into affect. The City as you know, changed to a full metered rate in May 2010.

Wastewater

The Wastewater Enterprise fund is in fair shape but will need adjustments this year. The new Wastewater Plant upgrade has been completed. Staff is currently overseeing a study to apply the metered rate to all accounts. Again, cautious spending is encouraged for the next year. Future CPI rate increases plus a 10% increase this year will be required or depending on the rate study for metered structured rates, the new rates would factor in the increase needed. The 10% loan reserve fund required for the SRF (state revolving fund) loan has been met, the City will be required to maintain the reserve until this loan is paid off in 2029. The SRF loan payments began this year.

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Disposal The Disposal Fund remains in fair shape this year. Staff is keeping a close eye on spending in this account and absent unexpected major expenditures will continue to see a positive balance June 2011.

LTF/Gas Tax

These funds remain solvent however, reductions from the State continues to provide staff with challenges to fund the needed expenditures. Staff will be closely monitoring these funds over the next year and will make adjustments as needed to meet the budgeted amounts.

Airport

The Airport fund continues operating with a deficit. However, the fund is slowing pulling out should provide a positive balance within the next two or three years. Expenditures are being watched carefully as well as capital projects in order to reverse the negative spending.

Public Safety Sales Tax:

PSST came in better than projected for this coming budget. Staff continues to maintain caution toward overspending. The commission for auditing the account approved a modified five (5) year plan. Police and Fire are utilizing the funds to the fullest while maintaining a buffer of roughly 10% to anticipate possible reduced sales tax revenues.

Redevelopment Funds: The redevelopment fund is utilized to remove both economic and physical blight. It is also used to assist with faade improvements and some home improvements through loans and grants. Staff eliminated the use of $250,000 of the funds toward supplementing the General Fund giving the redevelopment agency added monies to use toward economic development and blight removal. It is imperative that the redevelopment funds be made available and that greater efforts are made to focus these funds on housing needs, business upgrades, economic development, infrastructure needs and home loan programs. Staff will endeavor to make these objectives our goals for the next fiscal year by working toward a final $250,000 elimination of cost supplements for personnel and M&O. The board, this past year, adopted the 5 year plan for economic development and blight removal within the redevelopment zone. Many economic infrastructure assistance projects and a low to mod home project are in the works, the Reedley Family Housing project will also break ground in the spring 2011. Capital Improvement Plan: 2009/10 Accomplishments:

Completed the WWTP construction; Begin design of the Sports Park Water Tower; Completed the 8.8 acres of phase one of the Sports Park; Completed Construction of the CDBG streets projects. 2010/11 Goals: Complete the General Plan, Zoning and Housing Element updates, Complete the utility master plans; Finalize design, right of way, and environmental for Reed Avenue widening, Manning Avenue Bridge and Frankwood Avenue improvements; Complete construction of the Dinuba Buttonwillow round-a-bout and begin second year of CDBG projects. A special goal this year will be the completion of a joint Korean / American Unity/Independence gate memorial project, to be dedicated in March 2011. This again is a joint effort with the City contributing funding both in kind and cash toward its completion along with cash from the South Korean Government via the South Korean Consul Generals office and the Korean Historical Society.

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Future Budget Projections/ Council directions:

The 20011/12 budget will be examined over the next year to project any potential budget shortfalls in revenues and overages in expenditures. In looking forward assuming all expenditures remain constant and revenues forecasted the same, not relying on grants, the City could face a deficit for the 11/12 budget year of approximately $600,000. Midyear budget update will provide us with a much clearer picture of which we hope for a turn-around. Staff continues to work with Council decisions to implement and provide the framework for which the City will operate financially sound for future budget years. It is noted that Council agreed with Staffs decision to use a formula approach for providing Council with advice on the state of the budget. In order to adequately fund personnel, O&M, provide for our reserve goals and project capital cost the following criteria for guiding decisions in funding are as follows: (RP) shall mean primary revenue consisting of:

1. Property Tax (secured) 2. Sales Tax (excludes PSST) 3. Vehicle License Fees

(EP) shall mean full time salaries and benefit cost less overtime and part-time A ratio of RP / EP = 1.00 represents a zero base budget or parity A ratio of below a 1.00 represents a deficit budget A ration of above 1.00 represents a surplus budget Adequate funding to allow for raises/capital/reserve increases should be established by a ratio of 1.03 or 3% above parity. This ratio shall allow for an increase of 1% for raises, 1% for reserves and 1% for capital and added O&M. For every 3% (.03) increment, increases to each of the funding needs should be accommodated. As an example, a ratio of 1.15 would represent a 5% increase for salaries and benefits, a 5% for reserves and a 5% for ongoing O&M plus capital. Closing Statements:

In closing, it is staffs commitment that the budget as presented will be dutifully carried out and watched as the State takes steps toward balancing their budget. Monthly budget meetings by staff will be conducted as well as quarterly meetings with council to keep a close eye on the dynamics of this year. Adjustments will need to be made and staff stands ready to propose those adjustments to council for their consideration throughout the year. Thank you for the opportunity to serve this city.

Rocky Rogers City Manager August 9, 2010

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DESCRIPTION OF FUNDS The Citys financial system utilizes fund accounting. There are over 50 active funds and each fund should be considered to be a separate and unique business. Each fund has a separate accounting structure for its revenues and expenditures, cash, assets and liabilities. And with only one exception, that being the General Fund, the revenues and expenditures of these funds are restricted for the unique purpose of the specific fund. The General Fund is the only discretionary fund that the City maintains. It supports a wide variety of expenses ranging from public safety to recreational activities. Because of the vast array of uses, expenditures within the General Fund are broken down into departmental categories. This allows individual functions, such as Police Administration or Aquatics to maintain expenditure control and track program costs. The General Fund currently has over 30 different departmental uses. Some departments, such as the Building department, have the ability to generate revenue (building permit fees, plan check fees, etc.). Other departments, while still vital to the Citys operation, do not generate any revenue source, but rather share the General funds total revenue. The three largest and most vital revenue sources for the General Fund are Motor Vehicle License Fees, Property Taxes and Sales Tax. As part of the 2004 State budget package, the Legislature adopted a swap of the old Motor Vehicle License Fees (VLF) backfill revenues to cities and counties for a new allocation of ad valorem property tax revenue. The legislation included:

A permanent reduction of the VLF rate from 2% to 0.65% The elimination of the $4.4 billion VLF backfill from the state general fund The replacement for each city and county in 2004-005 of the lost VLF with a like

amount of property tax Subsequent to the fiscal year 2004-05 base year, each city and countys property

tax in lieu of VLF, or VLF Adjustment Amount is increased or decreased annually in proportion to the growth in gross assessed valuation in that jurisdiction.

The City of Reedley receives 12 small payments for LF from the State of California during the fiscal year, and two large VLF In Lieu payments from Fresno County. This payment is commonly referred to as the Triple Flip payment. Property Taxes are the 1% annual tax paid by property owners within our city limits. This total 1% tax is split up and shared among many taxing jurisdictions, including the City of Reedley, Fresno County, Fresno County Library, Fresno County Fire Protection District, Consolidated Mosquito Abatement District, State Center Community College District, Kings Canyon Unified School District and Fresno County Schools. Prior to the inception of the Redevelopment Agency (when all assessed valuations were frozen), the City received approximately 16% of the total property tax revenue collected within Reedleys city limits. Because of the dynamics of the Redevelopment Agency, the majority of the property tax revenue remains fairly static with only a 2% annual growth allowed for the areas within the Redevelopment Agency boundary. For areas within city limits, but outside of the Redevelopment Agency, property tax revenue allotments are based upon the Master Tax Sharing agreement between the City and County. The last notable revenue source for the General Fund is Sales Tax. When a purchase is

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DESCRIPTION OF FUNDS made in Reedley, an additional 9.475% of the original purchase price is added to the original cost of an item and represents the sales tax amount. Like property taxes, this total sales tax amount collected from Reedley purchases is shared among the State of California, the County of Fresno and the City of Reedley. The Citys General Fund retains a realistic sales tax rate of only .950% (less than 1%) of the original purchase price due to the March 1991 Memorandum of Understanding between the City, Redevelopment Agency, and Fresno County. Sales Tax is the only large General Fund revenue source that has the potential for growth, but it takes large changes in the Citys taxable sales base to realize significant adjustments. For the City to receive $20,000 additional dollars in sales tax revenue, there must be new taxable purchases of over $2,000,000 (two million dollars) that takes place within City limits. As part of the 2004 State Budget package, the Legislature adopted a mechanism to fund the States economic recovery bond program with a cent of sales tax. Under this mechanism commonly known as the Triple Flip and outlined in Revenue and Taxation Code Section 97.68, the local Bradley Burns Sales and Use Tax is reduced by cent. This cent is used to repay the States economic recovery bonds. Cities and Counties are then provided with ad valorem property tax revenues in lieu of these revenues. The state Director of Finance notifies each county auditor of the amount of sales and use tax revenue loss to each city and county as a result of the Triple Flip. Each County Auditor is then required to allocate compensating revenues to cities and counties. Reedley receives 12 small tax payments during the fiscal year from the State Board of Equalization and 2 large triple flip sales tax revenue checks from Fresno County usually in January and June. In 2006-07 Council authorized the creation of a General Fund Reserve Fund (002) that maintains $1,000,000 of general fund monies. This amount is a savings account of the general fund reserves and can only be spent with Council authority. Per Council direction, the fund retains 50% of its interest earnings and the remainder is transferred into the General Fund (001). The adoption of the 2010-11 authorizes all accumulated interest earnings to be transferred to the General Fund 001. In February 2008 the voters approved an additional .5% sales tax to be dedicated to public safety, specifically 70% for Police and 30% for Fire uses. This Public Safety Sales Tax is accounted for in Fund 003. The PSST Fund does not have a sunset clause and the expenditure plan is annually reviewed and adopted by an Oversight Committee appointed by the City Council. The Gas Tax fund (005) is used primarily to pay for only salaries and benefits of City employees that work within the Road Division. Because this fund relies solely upon taxes imposed upon state-wide gasoline sales as its only revenue source, the funds are restricted for street purposes only. Street Projects Federal / State / Local Funding fund (007) is used for all road projects that receive Federal, State or Local assistance. Projects are typically split among other street funds to share various funding opportunities. Funds are reimbursed and must be spent on specific qualifying projects.

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DESCRIPTION OF FUNDS Fund 008 is for Proposition 1B funds, approved by the voters in November 2006. This action allowed the state to sell $20 billion in general obligation bonds to fund transportation projects to relieve congestion, facilitate goods movement, improve air quality, and enhance the safety and security of the states transportation system. Funds are restricted to qualifying street projects. The Dial-A-Ride fund (009) is the Citys transportation program and it is 100% funded by Local Transportation Funds originating from the State and disbursed out by the Fresno County Rural Transportation Authority. All activity and costs charged to this fund must be part of the transit program. Fund 010 is the Local Transportation Article 3 fund which receives its funding from State Local Transportation monies which are administered and disbursed by the Council of Fresno County Governments. It is commonly referred to as LTF Article 3 because of its identifying section in the State Public Utilities Code which restricts the use of these funds to pedestrian, bicycle and sidewalk use. Fund 011 is the LTF Article 8 fund, which also receives its revenue from State Local Transportation funds and is administered by COG. The PUC Article 8 code section restricts the use of these funds for street projects and maintenance. This fund is used to support the Maintenance and Operation costs associated with our Street Division. Currently the City has no single fund with enough resources to support 100% of the Street Division cost, so the personnel costs are assumed by the Gas Tax Fund, Maintenance & Operation by LTF Article 8 and the street capital outlay projects by the Federal & State Street Fund and the various FCTA funds. Fund 012 appropriates funds for projects involving the undergrounding of overhead electric and communication utilities pursuant to the California Public Utilities Commission (CPUC) Decision 73708, Case 8209 more commonly referred to as Rule 20-A. This decision mandates that all electric and telecommunication utility companies subject to regulation by the CPUC budget funds annually for the undergrounding of overhead utilities within public right of ways. These funds are made available to local agencies for the undergrounding of utilities through programs such as PG&Es Rule 20a Program or Verizons Rule 20a-8209 Program, etc. These funds are restricted to right of ways with properly filed Underground Utility Districts where said projects are located. The utility company costs for this type improvement are recovered through tariffs included in their service fees. Fund 013 is the American Recovery Reinvestment Act (ARRA) Federal Stimulus package of 2009 for possible street improvement projects that may be funded through a competitive process. Measure C Funds originated by the voters in Fresno County in 1986 and received its revenue from a % sales tax increase. The tax expired in 2007, but was approved by the voters in November of 2006 to continue for another 20 years. Fund 014 is the FCTA Measure C Extension Funds for Flexible Funding; Fund 015 is the FCTA Measure C Extension Funds for ADA Compliance; Fund 016 is the FCTA Measure C Extension Funds for Street Maintenance; Fund 017 is the FCTA Measure C Extension Funds for Pedestrians

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DESCRIPTION OF FUNDS & Trails; Fund 018 is the FCTA Measure C Funds for Bike Facilities. The Community Development Block Grant fund (024) receives federal funds which are administered and disbursed by Fresno County. Funds may only be used on approved projects within the CDBG area which typically include infrastructure and housing upgrades. In the past, these funds have been utilized primarily for street and park projects. The Senior Nutrition fund (027) receives partial funding from a Federal Grant that is administered by the Fresno Madera Area Agency on Aging. The balance of the revenue is from senior donations for the congregate and home-bound meal programs and from a required grant match in the form of a transfer from the Citys General fund. This fund must be used exclusively on the senior meal program. The Landscape Maintenance District fund (030) was formed to track assessment district fees that are paid by a property owner, through property tax assessments, for the upkeep of common areas located within their housing subdivisions. We have one District, but over 18 distinct zones. All revenue and expenditures spent within a particular zone must be tracked accordingly and can only be used on the maintenance of that specific area. As such, the fund balance has been restricted based upon the amount of monies available to each zone. The City created a Community Facilities District in 2005 which is now accounted for under Fund 032. Newly annexed properties will be required to join the CFD which has the ability to assess fees on a property owners annual tax bill. These fees are restricted for use to maintenance expenses for public safety (police and fire) and for City parks. The amount allocated for fire, police and parks may be set at the discretion of the City Council each year and is shown on the revenue and expenditure detail sheets. The City Council also annually establishes the amount of the CFD tax which can be anywhere from $0 up to the max tax as adopted in the CFD regulations. Fund 036 is the Downtown Parking and Improvement District commonly referred to by Staff as the Streetscape fund. Each business owner in the downtown district area is assessed a monthly fee that is restricted for the maintenance and improvement of the districts street trees, ground cover and benches. The Airport fund (041) is an enterprise fund. The budget document reflects working capital (current assets less current liabilities) as the fund balance. As an enterprise fund, only airport related costs and revenues are allowed. An enterprise fund should be operated as a public sector business. Operational revenues should always be monitored and compared to the operational expenses. The water fund (050) is another enterprise fund. The responsibilities for the water system are shared between two departments billing & collection and maintenance & operation, handled respectively by Finance and Public Works. The budget document reflects working capital for the fund balance. Only activities directly related to the Citys water system may be accounted for here. In May 2007, the City sold $15,250,000 in water bonds to fund the city-wide meter program and water storage towers. Bonds were insured and issued at a AAA rating with an underlying BBB+ rating and are scheduled to be repaid in full on June,

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DESCRIPTION OF FUNDS 2038. Water rates can automatically be raised on an annual basis, April 1st, by a 10-year rolling CPI inflationary factor not to exceed 2.5%. The sewer fund (052) is also operated as an enterprise fund with responsibilities shared between Finance and Public Works. The budget document reflects working capital for the fund balance. In 1995 the City issued a $2.2 million dollar bond for treatment plant expansion purposes. This issue was refinanced in December, 2001 at lower interest rates and it is scheduled to be repaid in full in 2015. In April 2007, the City sold $4,155,000 in additional sewer bonds to fund the wastewater treatment plant expansion / upgrade project. Bonds were insured and issued at a AAA rating with an underlying BBB+ rating and are scheduled to be repaid in full on June, 2037. In October 2007 the City executed a State Revolving Fund loan in the amount of $26,964,921 for the wastewater treatment plant expansion / upgrade project. These funds are being received on a reimbursement bases and are scheduled to be repaid in full August, 2029 at a 2.4% interest rate. Only those items directly related to the Citys sewer system may be charged to this fund. Sewer rates can automatically be raised on an annual basis, July 1st, by a 10-year rolling CPI inflationary factor not to exceed 2.5%. Part of the contract requirement for the State Revolving Fund Loan obligated the City to create a new fund (051) called the Sewer SRF Loan Fund. The City is required to deposit 10% of the sewer revenue as a reserve into this fund for future SRF loan payments. This transfer is now made on a quarterly basis based upon actual revenue. Transfers will continue until a maximum cash amount of 10% of the SRF loan ($2,696,492) has been reached. The final enterprise fund is the disposal fund (053). The budget document reflects working capital for the fund balance. Again, the responsibilities are shared between Finance and Public Works, and only those items directly related to the disposal service can be charged to this fund. Fund 060 is an internal service fund for the Equipment Shop. The budget document reflects working capital for the fund balance. This is an internal service fund, thus its primary source of revenue comes from fees that are paid by all the other City funds that utilize the common expenses charged to the Equipment Shop, like gasoline, vehicular repairs, tires, etc.. As the total expenditures for the equipment shop rise, so do the individual charges to the various departments, like police, fire, streets, etc.. Fund 075 was created by Assembly Bill 3229 and is authorized as part of the annual State budget allocation. Funds are allocated by population and are restricted for front line law enforcement use, which can include personnel services. Funding is subject to the States fiscal condition and passage of their budget. Funds 100 through 111 represent the current Development Impact Fees. These fees are assessed and collected at the building permit level and are restricted for their respective use. Fund 100 is for Street and Thoroughfare Usage; Fund 101 is for Traffic Control Facilities; Fund 102 is for Law Enforcement Facilities; Fund 103 is for Fire Facilities; Fund 104 is Storm Drainage Facilities; Fund 105 is for Wastewater Treatment Plant Facilities;

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DESCRIPTION OF FUNDS Fund 106 is for Wastewater Collection Facilities; Fund 107 is for Water Supply and Holding Facilities; Fund 108 is for Parks and Recreational Facilities; Fund 109 is for Open Space Acquisition and Development; Fund 110 is for General Facilities; and Fund 111 is for Water Distribution Facilities. The Redevelopment Agency and the flow of its cash can be a confusing concept. The Redevelopment Agency receives all of its cash from a revenue source called Tax Increment. At the time of its inception, the assessed valuation of all property within the new Agencys boundaries were calculated and frozen. This frozen base level is the amount at which the General funds property tax revenues are assessed at. The incremental difference between the frozen base level and the current assessed valuation of property within the Agencys boundaries is the portion of property tax that the Redevelopment Agency receives. Therefore, any increase in the value of property since the calculated frozen base, is the tax increment received by the Redevelopment Agency. Assessed valuation increases, above the frozen base, could be attributable to a simple change of ownership with market value increases or due to re-development (and thus reassessment) of existing property. State law requires that all redevelopment agency revenues first be deposited into what is known as the Agencys Debt Service fund (097). This fund serves as the primary clearing house for the cash flow of the Agency. The Agency receives two payments per year from Fresno County for its tax increment revenue, usually in late February and June. The amount paid to the Agency is the gross tax increment. The Agency has tax sharing agreements with other taxing jurisdictions (Fresno County, Fresno County Library, Consolidated Mosquito Abatement District, State Center Community College District, Kings Canyon Unified School District, and Fresno County Schools) and must pass-thru or pay a percentage of the tax increment revenue back to these entities. Additionally, State law regulates that 20% of the gross tax increment must be set aside into a special fund and used only for low and moderate housing programs. The remaining tax increment monies (approximately 36% of the gross) may then be used for debt service payment and/or transferred to the other Redevelopment Agency funds to cover administrative costs and project fees. Fund 096 represents the 20% tax increment set aside fund that is devoted solely to the low and moderate income housing requirements. By law this fund may accumulate up to $1,000,000 in cash reserves without penalty. Fund 095 is the Capital Projects fund wherein any remaining tax increment monies may be transferred to for the completion of appropriate redevelopment projects. Fund 086 is the Administrative fund for the Agencys operations. It reflects the budget for the Agencys Executive Director and is solely funded by a transfer of tax increment revenue from the Debt Service fund. This fund is kept at a zero fund balance amount. Fund 087 provides for the Agencys portion of economic development programs. It too is solely funded by a transfer of tax increment revenue from the Debt Service fund and therefore the fund balance is kept at a zero balance.

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DESCRIPTION OF FUNDS In 1993 the Redevelopment Agency sold short term tax allocation notes, partially to incur debt and also to fund major projects. In 1997 these notes were transferred to long term bonds ($3,860,000) and will be paid in full in 2023. Fund 089 represents the tax exempt portion of those bonds that must be used for qualfying housing projects. Tax exempt projects are basically those wherein repayment of funds is not mandatory or there is at least a mechanism in place to exonerate the loan due back to the Agency. The Reedley Home Improvement Program was written in a way that qualifies all uses to be from the tax exempt bond proceeds. Funds 088 and 090 are the tax exempt and taxable bond proceeds (respectively) that were used for capital projects. Again, tax exempt monies must be given away or used for infrastructure, while taxable bond proceeds may be used as business loans or in conjunction with certain business assistance programs.

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DEPARTMENTALACCOMPLISHMENTS&GOALS

BUILDING DEPARTMENT The Building Division provides Construction Permitting & Development Review services to the general public (home owners), to the building and development community (business owners, contractors, etc.), and to other City Divisions. These services are provided directly over the counter, or through a variety of other methods (on-site, phone, internet, etc.). The services include Code interpretation, Plan Check, Building Permit issuance, and building construction inspection. Standard plans and guidelines for minor structures such as patios, sheds, etc. are also prepared by the Building Division and made available to home owners. The Building Division also provides Building Code Enforcement services and Substandard Housing Abatement services. The Building Divisions assists and supports fire and life safety code enforcement activities. The Building Division works to insure compliance with minimum standards to safeguard life, health, property and public welfare within the City of Reedley. The Building Division is available to the public to provide renter assistance and renter rights information. When necessary, the Building Division facilitates the Building Code Appeal Board.

ACCOMPLISHMENTS 2009-10

Performed 140 plan review projects for the City, including all types of building projects.

Processed and issued 355 building permits for new buildings and additions, alterations and repairs to existing buildings.

Performed approximately 2,500 inspections of all phases of building construction.

Continued upgrading our counter handout material for the public. Attended monthly ICC meetings in order to stay abreast of changes in

the codes, State and Federal laws. This also helps us to meet continuing educational training required by the State for Building Inspectors and Building Officials.

Investigated building and housing complaints and worked with code enforcement officers to abate the problems.

GOALS 2010-11 Improve customer service and the speed for completion of plan

checking projects and permit processing. Continue to pursue educational opportunities which will help us to stay

current on the changes in code regulations and State and Federal laws regulating construction and code enforcement. Provide information to developers, contractors and the public as those changes occur.

Expand on our service to the public by improving our counter handout materials to cover more of the questions which are most commonly asked by the contractor or the homeowner performing his or her own work.

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COMMUNITY SERVICES DEPARTMENT During the fiscal year 2009/2010 our department continued to strive to offer quality programs and address the needs and interest areas of our residents. With the diversity of services provided by our department, each division strives to support each other and work together to improve the quality of life in Reedley. Even through tough economic times our staff problem creates ways to keep moving forward and to sustain the successful programs we offer. Through grants, donations, volunteers and sponsorships we try to fill the void felt through cutbacks. Our volunteer base remains strong and consists of hundreds of volunteers who serve in Senior Services, After School Programs, Youth Sports, Tiny Tot Programs and Special Events. The accomplishments for Community Services over the past year support the statement that new programs were implemented and successful. And through the other methods previously mentioned, little was affected by the cutbacks. Knowing what lies in the future for our department with the reduced staffing levels and cutbacks for the 2010/2011 fiscal year, many more challenges lie ahead. Cutbacks in services are unavoidable. The public will soon begin to feel the hard choices that must be made to stay within the approved budget. We will continue to work at a high level and make every effort to minimize the impact to our residents. Layoffs included the following positions: 1 Full Time Transit Driver 1 Full Time Recreation Coordinator 1 Full Time Maintenance Worker 2 2 Part Time Transit Drivers 2 Part Time Senior Assistants 3 Part Time Maintenance Workers CSD - ADMINISTRATION ACCOMPLISHMENTS 2009-10

Completed first phase (9 acres) of Reedley Sports Park Submitted application for Prop 84 grant funds for future pool complex Worked through budget constraints and provided viable programs for

the community GOALS 2010-11

Continue to provide quality programming with staff reductions. CSD ADULT SPORTS ACCOMPLISHMENTS 2009-10

Increased number of teams in Adult Softball Offered Adult Basketball

GOALS 2010-11

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Continue to grow current adult sports teams CSD AFTER SCHOOL PROGRAMS ACCOMPLISHEMENTS 2009-10

Researched additional resources to support staff Revitalized staff training with guest speakers Provided science training

GOALS 2010-11 Continue to support staff through quality training

CSD - AIRPORT ACCOMPLISHMENTS 2009-10

Changed time of Airport Commission meeting to allow more participation by pilots

Completed park/picnic area AWOS installed and operational

GOALS 2010-11 Fill and retain all hangar tenants Increase tiedown customers Improve communication between City and pilots Complete taxiway widening project Plan and coordinate Barbecue and Fly In after the taxiway project is

complete CSD - AQUATICS ACCOMPLISHMENTS 2009-10

Painted pool building and trim Improved staff trainings by implementing topics of discussion Continuously looked for ways to increase participation Implemented more red flag drills and CPR practices Upgraded pool filtration system to meet new federal requirements Sent all lifeguards to CPRS training

GOALS 2010-11 Upgrade rescue equipment Change Aquatic Manual to match new City Policies and Procedures Replace front door of pool building Install shelves in First Aid Room

CSD COMMUNITY CENTER ACCOMPLISHMENTS 2009-10

Repainted California Room Replaced Acoustic Ceiling Tiles in California Room Installed sound boards in California Room Repainted Restrooms in Foyer area Replaced bathroom stalls in restrooms in Foyer area

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Refurbished Kitchen cabinets Painted kitchen Remodeled office restrooms Continued to provide professional service to the public through the

Community Center GOALS 2010-11

Install automatic doors by Senior Room Install new flooring in California Room Install new sound system in California Room Restructure setup and decorating times for events Rearrange Japanese garden area to create more usable space

CSD DIAL-A-RIDE ACCOMPLISHMENTS 2009-10

Provided uniforms for both part time and full time transit drivers Provided a variety of training topics Created magnets with FCRTA for advertising purposes Upgrade radio system

GOALS 2010-11 Increase ridership through advertising Implement magnets Continue to offer quarterly training to staff

CSD - Enrichments ACCOMPLISHMENTS 2009-10

Offered specialty camps during Christmas and Easter breaks Successfully organized 300 volunteers for the Give a Day, Get a

Disney Day program Offered specialty dance class for adults Offered CPR and babysitting classes Implemented the Fiesta Walk-Run event Purchased two Wii systems and and two Wii fits Applied for Health Grant

GOALS 2010-11 Offer music education classes for toddlers Implement programs from Wii system into camps Apply for shade structure grant for Sports Park Implement Health Grant into enrichment programs

CSD GOVERNMENT BUILDINGS ACCOMPLISHMENTS 2009-10

Provided maintenance and janitorial service to Fire, Police, and City Hall

GOALS 2010-11

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Continue to provide adequate coverage of janitorial and maintenance to Fire, Police and City Hall without building maintenance staff through the use of Parks and Public Works employees

Contract services that cannot be handled by city staff CSD PRE SCHOOL ACCOMPLISHMENTS 2009-10

Developed appropriate socialization skills, values and manners for students

Enhanced self-esteem for students Kindergarten readiness skills: pre reading, math, etc. Continued to look for funds to upgrade learning materials Provided additional closet storage Provided and ensured a safe environment for children Kept parents informed on their childs development and behavior Remodeled and upgrade the pre-school bathroom Installed additional cabinets for more storage Added cement walkway from the classroom to the playground Collected items for Haiti Relief Implement health grant into preschool

GOALS 2010-11 Incorporate health information into curriculum if awarded grant Set up computer station Continue to research grants designed for preschool age programs

CSD SENIOR NUTRITION ACCOMPLISHMENTS 2009-10

Increased volunteer participation Informative updates: Nutrition, Medi-Care, Safety No issues or non-compliance for congregate or homebound meals Community awareness of senior programs More volunteers to attend FMAAA informative meetings Quarterly volunteer nutritional meetings Distributed over $1,000 in Nutritional certified farmers market coupons Distributed microwaves, fans, pillows to homebound with funds from

Title III GOALS 2010-11

Increase volunteer participation Informative updates: Nutrition, Safety, Medi-Care Community awareness of senior programs No issues or non-compliance for congregate or homebound meals Encourage volunteers to attend FMAAA informative meetings Continue quarterly volunteer nutritional meetings Input positive and negative on congregate menus Lower sodium and meals for diabetics

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Increase participation for seniors at nutritional risk and those low-English speaking

Fire department to install smoke detectors and carbon monoxide detectors for homebound recipients

CSD SENIOR PROGRAMS ACCOMPLISHMENTS 2009-10

Recruited new senior volunteers and those seeking community service Increased congregate lunch participation Successfully partnered with YMCA board for first Senior Prom Variety of outings that appeals to wider age group Senior newsletter posted monthly on City website. Increased senior participation Received one time stimulus money for additional congregate meals Storage and shelving areas better utilized Increased computer class attendance and added additional class Computer students safely learning to use Continuing two yard sales per year to benefit Commission on Aging Increased revenue for Sweetheart Breakfast fundraiser Completed fall trip with 49 participants Danube River Cruise Update bulletin board with photos and senior activities As schedule allows visitation to Convalescent homes to past

participants GOALS 2010-11

Allocate funds for part time assistant Plan a special meal for volunteers and guests only Partner with YMCA board for our second Senior Prom Increase area awareness of senior programs and activities Recruit additional volunteers Continue to visit past participants now in Convalescent homes Increase day use of Senior Patio area Update bulletin board with photos Create a Senior Center directory Plan day and shorter trips for seniors. Fall 2010 Grand Canyon by rail. New phone system Install lighting in hallway to highlight murals and repaint walls Install automatic doors to assist seniors and disabled Install rain gutter at North entrance to Senior Room, repaint handrail

CSD YOUTH CENTER ACCOMPLISHMENTS 2009-10

Attempted to establish a student representative on the Parks and Recreation Commission

Worked with high school leadership class on Red Ribbon activities (i.e. newspaper sales and carnival)

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Teamed up with helping hands at Reedley High School for volunteer opportunities

GOALS 2010-11 Researching current areas of interest for youth today Partnering with local organizations already serving youth to offer new

opportunities Appoint Youth Commissioner on Parks and Recreation Commission

CDS YOUTH SPORTS ACCOMPLISHMENTS 2009-10

Added Tiny Tots Basketball Had Officer Bejar speak to Jr. Giants parents about gang violence at

the parent meeting for Jr. Giants Offered an additional free skills competition Ihoops Skills Challenge Offered volleyball to an additional grade splitting into two leagues:

3rd 5th grades and 6th 8th grades Applied for grant to implement health program Received $2000 from Me N Eds for sponsorship

GOALS 2010-11 Expand additional Tiny Tots sports programs to include golf, soccer,

tennis Continue to increase participation within existing youth sports

programs Implement coaches clinics Implement health program with existing youth sports

ENGINEERING DEPARTMENT The Engineering Department is responsible for the surveying, drafting of all construction plans and development of specifications for public works improvements including streets, water systems, sanitary sewers, storm drainage, curbs, gutters, sidewalks, landscaping, lighting and traffic signals constructed by the City. Other tasks include the processing of permits and inspection of all street right-of-way improvements done by private owners or developers, and for the creation of various property right-of-way/easement maps and other documents needed for official record keeping. Engineering is also responsible for the Citys Capital Improvement Program, which ensures the maintenance and continual improvement of the Citys infrastructure and public facilities, consisting of street, water system, sanitary sewer, storm drain, traffic signal and street lighting facilities. Engineering coordinates various engineering services for the City such as the design and construction of land development and capital improvement infrastructure projects, construction inspections, and long range infrastructure planning to ensures that all applicable local, state, and federal regulatory requirements associated with the delivery of these services are adhered to.

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DESCRIPTION OF FUNCTIONS AND MAJOR ACTIVITIES: The Engineering Department supports the construction activities of residential, commercial, industrial, and other subdivisions in the City by providing for the planning, design and construction of water and sewer infrastructure, roads, parking lots, grading and drainage systems, waterways, walkways, street lighting, traffic control devices, landscaping, and other related activities driven by new development or as part of the Citys Capital Improvement Program. All design and construction plans for regulated engineering projects are

submitted to the Department by developers or builders seeking plan approval and permitting. Once such plans are approved, construction permits are processed.

Inspection, documentation, and approval of all construction activities of all water, sewer, paving, and drainage systems, and landscaping throughout the City to ensure that the work done is executed in compliance with approved plans and code requirements.

The design, bidding process, construction supervision, and payments for all municipal projects funded by the City including water and sewer infrastructure, roads, drainage systems, sidewalks, and landscaping.

Procurement and administration of Federal, State and other local grant funds for the implementation and development of the Citys capital improvement projects.

Procurement and management of professional consulting services for the development of planning and construction documents of new and/or retrofit of City infrastructure.

Development and implementation of all undergrounding utility districts within City rights of way for the relocation of all overhead utilities such as PG&E, Verizon, Comcast, and others.

Investigation and resolution of concerns received from residents related to utilities, drainage problems, sidewalks, roads and traffic engineering, and landscaping, etc.

Perform liaison with other governmental engineering and regulatory agencies. Produce and maintain various mapping and plan systems including, CADD

maps, as-built drawings, utility plat-books and field drawings, and general engineering plans associated with various elements of the City infrastructure.

Provide IT support and act as a liaison between IT consultants for all City Departments.

Provide engineering support services to other divisions and departments within the City.


Construction of the Wastewater Treatment Plant Expansion was completed with successful commissioning and start of operations following shortly thereafter.

Completed three separate projects for the installation and construction of new street overlays and curb ramp retrofits on various downtown streets identified within Citys current 5-yr CDBG Streets Improvement Plan. The projects known as the Reedley City Streets Improvements

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implemented an innovated overlay procedure through the use of a three layer cape seal consisting of a rubberized chip (gravel) seal and conventional slurry seals. The curb ramp retrofits were completed for ADA compliance

Construction of the City of Reedleys Sports Park Phase 1 on-site improvements were completed. Engineering is currently working on the street off-site improvements for the park.

Construction of the Sports Park Phase 1 off-site water and sewer improvements were completed.

Completed the formation of the undergrounding utility district for the Reed Avenue Widening and Reconstruction project.

Completed the Sanitary Sewer Management Plan as required per new and recent State regulations.

Completed the following layers with the Citys geographic information system (GIS):

o Parcels o City limits o Aerial 100 scale

Created a GIS geo-database for use with newly created layers. Building plans (50%) have been converted to digital format ready to be

placed in the Citys document management system. Expanded CRW TRAKit application for use at the Fire Dept for Code

Enforcement. Installed and configured a new file server to be used for TRAKit

application. Replaced outdated large format plotter with a more efficient plotter

from HP. Completed Lot Line Adjustments between 6 parcels along Duff Avenue

(started 1970's). Kubota-Shono (Salas Bartsh Elem. School) City Utility easement was

completed. Completed the annual assessment for fiscal year 2010-11 of the Citys

Landscape and Lighting Maintenance District No. 1 to insure that all zones within the District are being assessed the cost of maintaining the landscape and street lighting.

Completed the web page on the Citys web site describing the Landscape & Lighting Maintenance District (L&LMD) and the Community Facilities District (CFD) to educate the public on the use of funds in both of these districts.

GOALS 2010-11 Begin and complete the construction improvements for the Dinuba-

Buttonwillow Roundabout and utility undergrounding improvements. Begin construction of the Sports Park Water Tower.

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Begin and complete the construction for the Dinuba Avenue street improvements which would complete the necessary off-site improvements for proper access to the Citys Sports Park.

Begin and complete the construction of one more Reedley City Streets Improvements project for curb ramp retrofits on various downtown streets identified within Citys current 5-yr CDBG Streets Improvement Plan. The curb ramp retrofits are needed for ADA compliance Other miscellaneous improvements will include sidewalks and curb and gutter reconstruction at the intersection of North Avenue and 9th/D Street.

Finalize design, right of way acquisition and permitting for the Manning Avenue Bridge Replacement and begin planning for construction.

Finalize design, right of way acquisition, and utility undergrounding process for the Frankwood Avenue Reconstruction and begin planning for construction.

Begin and complete construction for the Parkway Trail Crossing at Manning Avenue improvements.

Begin and complete construction for the Buttonwillow Avenue Ditch Undergrounding and Class 1 Bike Trail improvements. Complete temporary relocation of overhead utilities and poles for future undergrounding.

Proceed with final design and completion of the environmental evaluation of the selected alternative for the Reed Avenue improvements.

Finalize design and environmental evaluation for the Parlier/Buttonwillow Avenue Water Tower and begin the procurement of funding for construction.

Begin and complete the construction of the Grant School Pedestrian Walkway improvements.

Begin and complete the Trimble Pool Alley Reconstruction improvements. Work to be completed by City forces from the Public Works Department.

Begin and complete the construction of the Citys Airport Taxiway Widening and Reconstruction Improvements.

Finalize design and right of way acquisition for the Manning Avenue Sidewalks improvements and begin planning for construction.

Assist the Planning Department with the planning, design and construction of any RDA-funded infrastructure improvements necessary for the Citys economic development efforts.

Assist the Public Works Department with successful ongoing operations and post construction activities of the newly constructed WWTP expansion.

Eliminate the Federal and State Streets Project Fund Account deficit by securing additional grant funds and/or reallocation of available street funds within the Citys budget accounts.

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Redesign and implementation of the Citys website to use 3D navigation, flash departmental banners, City calendar, fill-able forms, and FTP access.

Complete the following layers in the Citys geographic information system (GIS):

o Street right-of-way & centerline o Water/Sewer/Storm drain o Land use o Zoning

Update the City of Reedleys Standard Specifications and Standard Plans including the landscape & landscape irrigation standard plans and submit to the City Council for adoption.

Install and configure a new application server for TRAKit Enterprise migration.

Configure and train staff to use Land Use / Project Trak portion of TRAKit.

Complete the Water, Sewer and Storm Drain Master Plans. Complete the Circulation Element in the City's General Plan. Update the City's 2005 Bicycle Transportation Plan. Work with the development community to encourage the development

and completion of Presidential Estates, Monte Vista Estates, and Escobar Estates.

Facilitate the completion of the new St. Anthony's Catholic Church project.

Hire an Engineering Administrative Assistant. Reorganize the Engineering Division filing system. Secure funding for sewer pipeline in Reed Avenue between Carpenter

Avenue and Eleventh Street replacement project. Review the Citys Landscape and Lighting Maintenance District No. 1

and work on insuring all zones within the District are being assessed the cost of maintaining the landscape and street lighting.

Connect all known parcels on private water wells within the City Limits to the Citys water system and abandon the private wells.

Prepare ADA self evaluation and transition plan for adopting policies and procedures by City.

FINANCE DEPARTMENT The Finance Department efficiently administers the financial affairs of the City using fiscally sound and prudent practices. The Finance Department is committed to providing quality customer service and financial services directed toward the control and judicious use of the City's fiscal resources. The Department is staffed by the Finance

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Director, three Accounting Technician IIs, one Account Technician I and a part-time Accounting Technician I. The Department is responsible for the following: Accounts Payable Accounts Receivable

o Monthly Airport Tiedown and Hangar Billings o Monthly Streetscape Billings

Budget General Ledger Purchase Orders Payroll Business Licensing Utilities Metered Water, Sewer & Disposal Cash Management

o Receipting, Daily Cash Deposits, Banking, Online Payment, Credit Card Transactions


Received an unqualified audit report for the City and Redevelopment Agency for 2008-09 (most recent year).

Actively pursued collection of delinquent accounts receivable resulting in less than 1% uncollectible bad debt.

Processed approximately 7,000 vendor payments for purchases or products and services

Generated and collected approximately 500 airport billings and 1,200 streetscape billings

Processed approximately 5,800 payroll checks for employees. Payroll processing includes electronic direct deposit for most employees, electronic tax payments, quarterly tax returns and calendar year end W-2s.

Processed approximately 170 new business license applications, and over 1,200 renewals.

Converted utility billing system to a metered water rate, billing over 6,500 customers each month based upon actual usage.

Processed over 1,500 utility applications to open and close water, sewer and / or disposal service.

Converted approximately 150 customers from Reedley Estates / Hawthorne Heights to City disposal services per the annexation agreement.

Issued receipts for approximately $31 million dollars in revenue. Processed daily bank deposits for same.

Received an unqualified gas tax audit covering the last ten year period performed by the State of California.

Processed over $365,000 in-office credit card transactions for utility payments.

Processed over $725,000 from website online transactions for utility payments.

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Provided reliable, timely and accurate financial information to the public and staff.

GOALS 2010-11 Implement online electronic payment for business licenses. Convert Cottage Commons and Orchard Estates Phase II to City

disposal service per annexation agreement. Develop educational and informational handouts for water

conservation and consumer awareness of metered water usage. Continued operation of finance functions resulting in reliable, timely

and accurate financial information to the public and staff. Continued quality customer service.

FIRE DEPARTMENT Fiscal year 2009/2010 was a challenging yet exciting year for the Fire Department. Membership remains strong and stable with a force of forty one (41) firefighters. Participation among members and interest from the community remains high due to having the best equipment, innovative programs and quality training. When the economy rebounds the fire department must be able to assure potential new businesses and residents that we are prepared to protect life and property. Efforts are ongoing to maintain an efficient yet responsive all-risk public safety service to our community. These efforts consist of providing state mandated and specialized training for our paid-call firefighters, pursuing and implementing latest technologies, municipal code enforcement, fire prevention/education activities and strategic planning to maintain standards of coverage throughout the community.

ACCOMPLISHMENTS 2009-10 Maintained strong membership with high response levels. Sustained pool of quality candidates. Created a Non-Suppression support division Specialized Trench Rescue, Low Angle Rescue and Swiftwater

Rescue Training. State Homeland Security Grant awarded for mobile radio/ personnel

pager upgrades. New medical response vehicle received Sept. 2009. (Measure G

funded) Automatic Electronic Defibrillators put into service. (Measure G) Estimated 3000 people attended the Fire Department Open House. Attained high compliance rates for code enforcement activities. Vehicle abatement returned approx. $30,000.00 to the General Fund. Instructional contracts returned approx. $2,500.00 to the General

Fund.

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Fire Prevention education reached more than 3,000 children which included school visits, public events and fire department tours.

Partnered with BSA to install residential smoke alarms. Acquired software to track and begin business inspections. Acquired software and training to track code enforcement activities. Hosted a regional multi-agency Firefighter Safety and Survival

seminar. Performed a local agency mass casualty drill in partnership with

KCUSD and Clovis CERT. Assisted with coordination and participated in the Every 15 Minute

program. Obtained a video access system to assist in code enforcement. Implemented CRW Trackit software for code enforcement case

generation and tracking. GOALS 2010-11

Maintain / Increase membership as necessary to meet demands for service.

Maintain a pool of qualified candidates. Provide necessary training to meet required standards. Bolster mutual aid agreements with surrounding agencies. Begin an SCBA (self contained breathing apparatus) replacement

program. (Measure G) Continue to seek out grant funding for new equipment/programs to

reduce general fund liabilities. Continue to seek out new technology and pursue alternate ways to

improve fire services and safety within the City. Continue to evaluate, amend and introduce municipal code ordinances

and develop programs as necessary to protect life, health and property in the City.

Continue to market and expand Fire Prevention programs and education in the community.

Pursue funding avenues and options for capital projects to repair, renovate and expand existing facilities and acquire additional operating locations.

PLANNING DEPARTMENT The Planning Department provides land use planning and land development services. These services are available to the development community, the general public, and public agencies such as all City of Reedley Departments, Kings Canyon Unified School District, Reedley College, and Sierra Kings District Hospital. These services include processing of land use entitlement applications, long range community planning, General Plan implementation and maintenance, and preparation of urban development studies and mapping. The Planning Department also provides zoning and land

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development information to decision makers, development professionals, and the general public. The Planning Department coordinates and facilitates the Planning Commission agenda and public hearing schedule. On land use entitlement applications where the Planning Commissions role is advisory, the Planning Department advances the Planning Commissions recommendation to the City Council. The Planning Department coordinates and facilitates the Streetscape Committee agenda and conducts monthly Streetscape Committee meetings. The Planning Department oversees the Streetscape budget and activities. The Planning Department provides staff for Economic Development and Low & Moderate Housing programs provided by the Reedley Redevelopment Agency.

ACCOMPLISHMENTS 2009-10 Projects Completed or Under Construction:

Construction and opening of Fresh & Easy Market. Construction of 6,000 square feet commercial project at 1500 I Street

and opening of Radio Shack and Subway. Construction of Orchard Apartments (32 units). Numerous small projects.

Projects Processed: Reedley Family Apartments 80 Units including preparation of EIR. Blossom Trail Subdivision and Annexation 40 acres 125 Units. St. Anthonys Church. Conditional Use Permit and Mitigated Negative Declaration for Sports

Park Phase I. Conditional Use Permit and Mitigated Negative Declaration for Sports

Park Water Tower. Faade Improvement Grant for Reedley Shopping Center. Faade Improvement Grant for West Coast MCC.

Other Activities: Completed Second Unit Zoning Ordinance Amendment. Completed CUP/Alcohol License Zoning Ordinance Amendment. Coordinated sale and DDA for RDA owned Columbia Avenue property. Development of Streetscape 5-Year Improvement Plan. Coordination of Streetscape improvement activities (replacement of

trees, painting of signal light poles, installation of new bike racks, refurbish downtown sound system, etc.)

Commencement of EIR preparation for 2030 General Plan Update. Commencement of Utility Master Plan preparation for 2030 General

Plan Update. Provided support to Engineering Division for Environmental Review for:

Frankwood Avenue project, Reed Avenue project, Sports Park Water

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Tower, Parlier Avenue Water Tower, Dinuba Avenue Roundabout, and minor CDBG projects.

Provide support for Police Department, Fire Department, and Community

Provided Redevelopment Agency support. Initiated GIS mapping and transfer of Community Development

mapping activity from Engineering Division to Planning Division. Coordinate requests for time extension for Tentative Subdivision Tract

Maps and Tentative Annexations for several entitled projects. GOALS 2010-11

Complete EIR for the 2030 General Plan Update Complete Utility Master Plans for 2030 General Plan Update. Complete 2030 General Plan Update. Initiate update of Zoning Ordinance to reflect General Plan Update. Complete Housing Element Update. Complete GIS mapping and transfer of Community Development

mapping activity from Engineering Division to Planning Division. Complete Tentative Parcel Map for Grainger Building (8th Street to 10th

Street west of Rail Trail). Complete Tentative Parcel Map for Bretts Ford Building (Dinuba

Avenue and I Street). Develop and implement policy regarding approved subdivision maps

and their addition to the Community Facility District. Review City practices regarding environmental review. Review and

revise CEQA Guidelines adopted October 8, 1991. Review City process and practices regarding Site Plan Review and

Development Review. Develop and implement streamlining practices for Site Plan Review and Development Review.

POLICE DEPARTMENT The Police Department is comprised of three divisions, each managed by a Lieutenant or the Chief of Police. The divisions are, Administration managed by the Chief of Police, Support Services and Operations, both managed by Lieutenants or Division Commanders. Each of the two divisions managed by Lieutenants include sections or sub-units that are generally supervised by a Sergeant or a civilian Lead Person. It is the responsibility of each Lieutenant to develop goals and objective for their respective divisions, ensuring they are consistent with the goals of the department as a whole, and to have individual measuring devices in place to ensure they are meeting their goals and objectives.

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The Administration Division consists of the Chief of Police, (1) Administrative Sergeant, (1) Administrative Secretary and (2) Chaplains. The functions of Administration are Personnel, Internal Affairs, POST Training, Fleet Maintenance, Public Information Office, Agency Correspondence and maintaining the Chaplain Program. A primary objective of the Chief of police during difficult fiscal times is to maintain morale and stability, attempt to reduce turnover through the development of innovative ideas and strategies that will encourage all to look forward with a positive attitude. The Operations Division consists of one (1) Lieutenant, five (4) Sergeants, seventeen (17) uniformed police officers, which includes (2) motorcycle officers and two (2) School Resource Officers and (1) Animal Control Officer. One (1) Community Service Officer compliments the Operations Division of the police department. The function of the Operations Division consists of Uniformed Patrol, Traffic, Special Events, OES, Field Training Program, Range Training, Weaponless and Impact Weapons Training and Grant Management. A field supervisor manages each of these functions, with the exception of Grant Management, as part of their collateral duties. The Division Commander manages all grants that have been awarded. The Support Services Division consists of one (1) Lieutenant, two (2) Sergeants, one (1) Lead Dispatcher, two (2) Detectives, two (2) Special Investigations Detectives, five (5) Dispatchers, three (3) Records Clerks, one (1) Community Service Officer, one (1) Community Programs Coordinator and (1) Victim Services Coordinator. The functions of Support Services are, General Investigations, Special Investigations, which entail (gangs and narcotics), Dispatch (including dispatching full time for the Orange Cove Police Department) Records, Property and Evidence, which includes Court Liaison duties, Community Programs and Victim Services. Currently for the 2010-2011 fiscal budget year, the Police Department is operating with three (3) Police Officer positions and (1) Community Service Officer position that have been frozen due to budget constraints.

ACCOMPLISHMENTS 2009-10 Increased efforts toward succession planning Continued Implementation of Measure G PSST Programs Continue to meet with Citizens advisory committee Reduced turnover Reviewed potential lease option for police cars Review alternative scheduling plans for patrol Continue to enhance partnerships with Community and Faith Based

Organizations for crime, Gang and Drug intervention and prevention efforts

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Increase efforts of Special Investigations Unit to include a sergeant Implement Victim / Offender Reconciliation Program as part of our

Restorative Justice efforts. Develop Youth Court in conjunction with Reedley Superior Court and

Reedley High School as Intervention and Prevention Filled open Lieutenants position by September 1, 2009 Completed residence check on all local sex offenders to ensure

compliance Upgraded surveillance system to include City Hall Installation of 4 mobile surveillance cameras throughout the city to

monitor high crime and high traffic areas. Implementation of new Fresno County CAD system and training for all

department users Completed Citizens Academy, recruiting new volunteers Began Primary Dispatch functions for the Orange Cove Police

Department, as well as training all dispatch employees for Orange Cove

Asset forfeiture of 2007 Chevrolet Tahoe to be used in the Police fleet Successful completion of Reedley Norteno Gang Injunction. Service

completed on all primary gang members as well. Developed and implemented Victim Services Unit, focusing on crime

victims and witness assistance, U Visa services and partnership with MCC

Implemented Victim Offender Reconciliation Program (VORP) which allows mediation between offenders and victims to come to an agreeable resolution outside of the court process

Successful filing of homicide case involving 1 year old female victim. Suspect arrested in the case and being held on 2 million dollars bail.

Reorganization to place a Sergeant in charge specifically of gang and narcotics investigations.

Participation in the MAGEC rural tactical team Certification of Narcotics K9 to be used in multiple areas to detect

narcotics and also assist other agency requests GOALS 2010-11

Continued Implementation of Measure G PSST Programs Bring all Department computers up to date regarding hardware and

software. Continue to meet with Citizens advisory committee. Reduce turnover. Continue to enhance partnerships with Community and Faith Based

Organizations. Create Police Activities League for Youth related activities. Review and monitor results of the Victim / Offender Reconciliation

Program as part of our Restorative Justice efforts.

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Review and monitor results of Youth Court in conjunction with Reedley Superior Court and Reedley High School as Intervention and Prevention

Begin planning on future upgrades to police department infrastructure and staffing needs.

Secure grant funding on the COPS Rehiring grant. Continue working with MAGEC Investigations to solve 3 open homicide

investigations. Continue targeting high profile gang members Improve efforts towards real time statistics Continue participation in CalGang system to ensure proper

identification of Gang members, provide better intelligence for all officers

Focus on gang members who distribute narcotics within the community Upgrade Department computer system to a single server type setup

with individual work stations, greatly reducing maintenance costs. Continue working on plans for expansion and reorganization of the

Police Department to include new locker rooms and offices. Implementation of the new Fresno County RMS system Increase number of cases referred to VORP to provide better services

to victims of crime. Utilize Volunteer Staff for more functions within the Police Department

to remain up to date in all critical areas. Develop County-wide critical incident response team to assist all

agencies in dealing with traumatic events Reduce number of Department issued cell phones to reduce overall

costs.

PUBLIC WORKS DEPARTMENT The City of Reedley Public Works Department is comprised of 8 departments and 43 employees. The departments include Street Maintenance, Fleet Maintenance, Parks Maintenance, LLMD Maintenance, Disposal, Electrical, Water, and Sewer. The Public Works Department is responsible for maintenance of all of the Landscape and Lighting Maintenance Districts as well as all of the city parks including the Rails to Trails parkway, Sports Park, River Parks, and sports fields for community sports. The department maintains over 89 miles of streets and alleys, 34 miles of storm drain pipeline, all of the city sidewalks, curbs, and gutters, along with maintaining all of the city owned trees, street lights, signal lights, signage, and street striping. The Disposal Department provides solid waste and green waste disposal services for the City as well as hosting spring and fall city wide clean up events. The Water Department operates and maintains all of the Citys water wells, over 83 miles of water main pipeline, 780 fire

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hydrants, 5,600 water meters, and 2 water towers. The Waste Water Department maintains over 72 miles of sewer main pipeline, 4 sewer lift stations, a certified laboratory, monitoring of the industrial pre-treatment program and the Waste Water Treatment Plant facility. The Fleet Maintenance Department maintains approximately 120 city vehicles, garbage trucks and equipment. PUBLIC WORKS ADMINISTRATION

ACCOMPLISHMENTS 2009-10 Completed Water rate study and provided City Council with various

water rate options Applied for and received grant funding from the Department of Fish

and Wildlife for the Kingswood Parkway project Worked with the San Joaquin Valley Energy Partnership to receive the

City of Reedleys allocation from the Energy Efficiency and Conservation Block Grant for the installation of energy saving LED streetlights.

Applied for and received funding from a CMAC grant for additional construction of the Rail to Trail project extending the trail from Buttonwillow Ave. to the City Sports Park.

Worked with KCUSD personnel in an effort to secure funding for the Central Valley Transportation Center. To date we have been awarded over 2 million dollars for various aspects of the project.

Implemented the Water Conservation Landscape Ordinance as mandated by the State of California.

Implemented the Backflow Prevention and Cross Connection Control Ordinance as mandated by the State of California.

Organized the restoration of the downtown clock. Removed home and cleared city property at the corner of Parlier Ave.

and Buttonwillow. Removed trees and cleared remainder of the Sports Park property. Re-negotiated our uniform contract with Aramark that resulted in cost

savings for the Public Works departments. Purchased and initiated new vehicle maintenance software for vehicle

maintenance tracking. Renewed Disposal contract with Waste Management.

GOALS 2010-11 Improve graffiti abatement equipment and services. Apply for a second grant from the Department of Fish and Wildlife for

the Kingswood Parkway project.

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Continue to apply for grants for a clean air leaf collection vehicle as well as additional clean air garbage trucks.

Complete the Urban Water Management Plan. Clean up the river parks and improve signage and parking areas. Adopt and implement a new sidewalk repair ordinance. Maintain current service levels on a reduced budget. Solar power installation at the Waste Water Treatment Plant. Work with Reedley High School to establish a Youth in Government

day. Complete the comprehensive sewer rate study. Utilize funds from the EEC block grant allocation to install LED street

lights Update public works portion of City website and include complaint

forms for broken sidewalk, pot holes, etc.

PW - WASTE WATER SYSTEMS ACCOMPLISHMENTS 2009-10

Completed the Wastewater treatment Plant Expansion. Completed the Sanitary Sewer Master Plan as required by State

mandate and implemented the program. Continued to monitor, inspect and service the Citys Collection System. Unplugged the Reed Ave. line in front of the Reedley Cemetery before

Officer Bejars Funeral with the conjoined efforts of various agencies such as the Reedley Fire Dept., City of Fresno, City of Dinuba and Rain-For-Rent.

Located buried manhole covers and raised as needed. Critical manhole located, uncovered and raised was on Reed Ave. between Olson & Carpenter Ave. This allows the collection team to maintain the Reed Ave. line, which was inaccessible before.

Completed the River Ridge Lift Station collection system project to minimize the occurrence of a sanitary sewer spill.

Hired a full time Environmental Compliance Officer to oversee the lab and Industrial Pretreatment Program.

GOALS 2010-11 Dial-in the operation of the Wastewater Treatment Plant to meet the

State Regional Board requirements and optimize the plant performance to minimize the operational and maintenance costs.

Purchase a CCTV unit to better inspect and service the sewer collection system. This unit will allow in-house monitoring of trouble spots and save the City money in that it will no longer have to be contracted out. This will, also, meet the State mandated requirement to monitor the entire collection system within a period of time and provide a continual monitoring and videoing program throughout the existence of the collection system.

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Continue locating buried manholes and trouble access spots throughout the collection system.

Install an access gate to the Reed Ave.Lift Station to improve emergency response plan.

Upgrade Motel Lift Station Transfer Switch. Replace flow meters at #1 RAS Station. Replace #1 flow meter at Centrifuge building. Install access hatch to maintenance building. Remove and dispose grit from sludge storage area. Seek Solar Energy for wastewater treatment plant facility. Hire a part time Wastewater Treatment Plant Operator-In-Training. Correct the Stanley & Olsen Ave collection system line. Rehabilitate the Reed Ave. collection system line. Engineer a lift station for the Cricket Hollow Park restroom area. Engineer a booster pump on the City Water line as a back-up for water

supply. Resurface the WWTP pond roadways with additional base rock. Complete landscaping project at WWTP.

PW - WATER DEPARTMENT

ACCOMPLISHMENTS 2009-10 Maintained good response time for customer services and complaints. Completed repairs and upgrades to wells #10 and #6a. Completed and submitted the 2009 Water Quality report to the citizens

of Reedley. Repaired and improved water main issues throughout the City. Completed all State mandated sampling and reporting requirements. Provided non-stop safe drinking water to the citizens of Reedley. Completed water meter installation project. Installed a fire hydrant and irrigation pipeline for the Kingswood

Parkway project (funded by grant monies) GOALS 2010-11

Implement a water valve exercising program Move forward with the water tower project Continue quality service and low response time to customer concerns

or needs. Repair city water boxes that have sunk below grade. Initiate flushing program for all dead end lines. Work with businesses to bring them into compliance with the state

mandated backflow prevention ordinance. Provide water conservation education to the citizens of Reedley.

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PW - DISPOSAL DEPARTMENT ACCOMPLISHMENTS 2009-10

Upgraded disposal trucks with Diesel Particulate Filters as required by the California Air Resources Board.

Adjusted routes to provide a smooth transition for the annexation of disposal services for the Hawthorn Heights subdivis

Master Budget Document - Reedley Adopted... · Fiscal Year 2010 / 2011 Budget INTRODUCTION...

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