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Complete fy2007 2008adoptedkra_strategicplan

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  • 1. ADOPTED BUDGET KEY RESULT AREA STRATEGIC PLAN F I S C A L Y E A R 2 0 0 7 - 2 0 0 8 A culture of excellence where people get the best every day.
  • 2. Strategic Plan Table of Contents K R A Mayor’s Letter Key Result Area Strategic Plan (Introduction) .....................................................................................3 KRA Funding Summaries KRA Total Resources.......................................................................................................................9 KRA Capital Resources ....................................................................................................................10 KRA Operating Resources................................................................................................................11 KRA Capital Projects .......................................................................................................................12 Key Result Areas One Fresno ....................................................................................................................................39 Public Safety ..................................................................................................................................47 Education.......................................................................................................................................53 Customer Service............................................................................................................................57 Economic Development...................................................................................................................67 Resource Management....................................................................................................................69
  • 3. MAYOR ALAN AUTRY CITY OF FRESNO CITY HALL 2600 FRESNO STREET FRESNO, CALIFORNIA 93721-3600 (559) 621-8000 FAX (559) 621-7990 September 30, 2007 To the Citizens of Fresno and Members of the City Council: As a public servant, there are few things more important than being entrusted with the people’s money. The thought of not stretching every dollar to its maximum should send shivers up the spine of every municipal employee and if it doesn’t, then a trust has been betrayed and the job we have sworn to do is incomplete. That is why my administration has implemented an operations system that is designed to capitalize on intra and inter-departmental efficiencies. We call our system “The New Normal” and it has revolutionized our business strategy. We are now an Outcome Focused Government rather than an organization that is driven and defined by its processes. We believe that we will provide better service to the people of Fresno (and more of it) through a system that is based on the fundamental belief that team effort is more productive than a singular approach. The value of our system is in its simplicity. First, we identified three basic Key Objectives by which all decisions are evaluated: CUSTOMER SATISFACTION EMPLOYEE SATISFACTION PRUDENT FINANCIAL MANAGEMENT Our challenge is to maintain our key objectives in constant balance so that one does not overwhelm another. For example, we would not sacrifice customer satisfaction simply to make our balance sheet look better. Second, we decided on six categories in which we would concentrate effort. We call them KEY RESULTS AREAS (KRA): One Fresno Customer Service Public Safety Economic Development Education Resource Management
  • 4. September 30, 2007 Page 2 Each KRA is administered by a group of inter-departmental leaders called a KRA Cabinet. Their job is to set goals, agree on strategies and take action. This team approach to problem solving and service delivery takes advantage of the strengths, knowledge and resources of a Combination of departments rather than the “old normal” of departments being separate and distinct entities with little if any interaction with one another. Third, we have invested in a variety of implementation tools that are designed to specifically attain our goals. For example, we now have the ability, through an investment in two new software programs, to track, analyze and manage the time and activity of our staff. This allows us to be proactive rather than reactive to fluctuations in service needs. We have invested in an ongoing customer and employee satisfaction survey program that helps us focus on issues that are most important to our customers and employees. We have implemented a Pay for Performance program that rewards accomplishments that are above and beyond basic expectations. Furthermore, we will continue to look for methods, procedures and innovations that will support our commitment to be … “A Culture of excellence Where People Get the Best Every Day.” Our FY 2008 Budget is a calculated reflection of the New Normal and is designed to make the most of every one of our precious resources. Please take a moment and review our KRA book and see for yourself how we are using your hard earned dollars. Sincerely, ALAN AUTRY Mayor
  • 5. KEY RESULT AREA STRATEGIC PLAN The Key Result Area (KRA) Strategic Plan is the foundation upon which the FY 2008 Adopted Budget is built. The Plan clearly illustrates the vision and goals of the City as outlined in the six KRAs: • One Fresno • Public Safety • Education • Customer Service • Economic Development • Resource Management Taken in total, the goals, strategies and tactics within each KRA, form the roadmap or game plan, for the organization. The KRA Strategic Plan highlights the major initiatives and policies being undertaken throughout our organization. It is not or- ganized along departmental lines. Rather, it is reflective of the contributions made by each department toward the accomplish- ment of our three Key Objectives: • Customer Satisfaction • Employee Satisfaction • Financial Management The Adopted Budget compliments the KRA Strategic Plan in that it provides the detail that links the documents together. It is presented in a traditional format by department, based on the City’s accounting structure. Taken together, the Adopted Budget and the KRA Strategic Plan provide a comprehensive process that achieves specific outcomes, while also maintaining the im- perative balance of our Key Objectives. The driving force behind the KRAs are the KRA Cabinets which are comprised primarily of the Assistant City Managers, Depart- ment Directors, the Budget Manager and Assistant Department Directors. A KRA Cabinet has been formed for each of the six KRAs and the members are responsible for creating, evaluating modifying and monitoring the goals, strategies and tactics for the KRA Cabinet to which they are assigned. Each department is represented in multiple KRAs, which creates an environment that blurs departmental lines and promotes teamwork. This Cabinet approach fosters innovation and provides a mechanism for analysis and improvement. The KRA Cabinet teams are the guiding force behind our vision, and are the dream makers for new goals so that we remain focused on constant improvement, success and a culture of excellence. During this past year, the KRA Cabinets have been meeting regularly on important cross-departmental issues, and there has been much progress on important goals and strategies. The KRA Cabinets began the year by analyzing the goals and strategies developed during the intensive, two-day session facili- tated by partner consultants from The Pacific Institute. The Cabinets made amendments to the KRAs, evaluated deadline dates, and, most importantly, drafted tactics for “who would do what by when” to achieve the goals. After the KRAs were thoroughly analyzed, the KRA Cabinets began to delve into the substantial issues of what inter-agency, cross-departmental cooperation would be necessary to achieve the goals. They discussed major issues and opportunities re- lated to each goal and several Cabinets created “mini-groups” to solve certain specific problems. C I T Y O F F R E S N O Introduction 3
  • 6. For example, the Resource Management Cabinet created a team to create a Citywide contract template to expedite standard agreements and reduce legal time and expenses. The One Fresno Cabinet developed a team to concentrate on transportation issues such as Measure C. Most departments contribute, in one way or another, to almost every KRA. In keeping with the KRA Strategic Plan, no one de- partment is an island – each one has goals that require inter- and intra-agency cooperation. This year we saw a quantum leap in teamwork and cross-departmental coordination. In the third quarter of FY 2006 we performed two very vital surveys. One provided the outcome for Customer Satisfaction im- provement and the second provided the follow-up for Employee Satisfaction improvement. Analysis of the survey data will de- termine in large part how the KRA Cabinets focus their attention in the upcoming fiscal year. Annual follow-up surveys will be conducted to measure improvement. This Key Result Area Strategic Plan (KRA) and FY 2007 Adopted Budget are a result of our NEW NORMAL at work, as discussed below. A NEW NORMAL When Alan Autry was elected Mayor of the City of Fresno in 2001, he brought with him a perspective that would change the lives of its people. He predicted that Fresno would be renowned throughout the country for its rebirth. He envisioned an or- ganization that truly cared for its community, as he proclaimed a mission that would become the basis by which we would cre- ate our innovation. The Mission: “A united City working together to ensure equal access to opportunity, education and quality of life for every man, woman and child regardless of their race, religion, age or socio-economic status”. Like other municipal organizations, we were steeped in conventional methods and procedures. In fact, it could be said that our processes had become our products. Without meaning to, we had sequestered ourselves from the very people we were bound to serve. Instead of focusing on outcomes that were in sync with organizational and community objectives, we maintained a harmonious relationship with the status quo. But municipal government was in the throes of transformation, and it was clear that we were in danger of being left in the wake of other faster moving, highly competitive organizations if we didn’t act quickly to change our current reality. What had been accepted as “normal” was now outdated, and if we were to compete, significant cultural, organizational and strategic change was inescapable. In short, we had to create a “NEW NORMAL” for how we conducted the business of the people. While “normal” for most governments is to be bound in process, Fresno’s NEW NORMAL envisions the ends and invents the means. When faced with challenges, we no longer look at the incremental steps on the way up the mountain but rather, focus on and clarify the “ideal” at the end of the trek and find solutions for getting there along the way. The move to a NEW NORMAL was planned and carefully constructed in a series of sequential elements. No attempt was made to implement any element out of sequence or on its own. To do so would have corrupted the system and meant a return to the old normal. Each element is specifically designed to motivate specific behaviors, and therefore, all elements are necessary for the NEW NORMAL to take hold. We began a defined and sequenced process to put into place a system that would help facilitate changes to our culture. The foundation for our NEW NORMAL started with a partnership with The Pacific Institute, an organization with over thirty-years of successful experience in organizational improvement and performance optimization. The Institute’s Imagine 21 curriculum is a fusion of high-performance, self-efficacy training and vision setting with direct correlation to tangible goals and outcomes. The education focuses on giving people the tools to think innovatively and to quickly change habits, attitudes and routines. Change does not need to be a frightening experience, but rather, can be fulfilling and exciting. The Institute’s curriculum helps people get comfortable with change so that they do not slide back to “status quo” thinking, as is so easy to do when experiencing the dissonance that comes with change. C I T Y O F F R E S N O 4 Introduction
  • 7. DEFINING THE “IDEAL”: AGREED UPON ORGANIZATIONAL VISION, VALUES AND OBJECTIVES A big step in the process of expecting people to think differently about their behavior is to help create vivid mental pictures. The Mayor articulated a community Mission: “Fresno - a united city working together to ensure equal access to opportunity, education and quality of life for every man, woman and child regardless of their race, religion, age or socio- economic status.” The City of Fresno along with others like: Education, Business, Non-Profit, Faith-Based, etc. are spokes in what makes up our “Community Wheel”. The question had to be asked “how does our organization fit into the Mayor’s Mission, and what guiding principles will we embrace in order to be successful?” Using the Mayor’s Mission as the foundation, over sixty key members of our team worked through a two-day facilitated process that created a Vision, expressed the Values that will guide us, defined the Key Objectives of the organization and determined the areas in which the organization needed to focus resources (Key Results Areas, as discussed above). The following diagram represents the outcome of that rigorous process: GUIDING PRINCIPLES C I T Y O F F R E S N O Introduction 5
  • 8. After much discussion, the Vision for our organization became clear: “A Culture of Excellence of Where People Get the Best Every Day”. Traditionally, our organization would tell customers what they needed and what level of service would be provided. Presumptively, we would dictate what customers got. Our NEW NORMAL prompts us to ask questions about what our customers want. As such, our Vision is to ensure people receive the kinds of services they want at a level they desire. With the picture painted, the next important step was to determine what measures would tell us that we are succeeding. Subsequent discussion heralded the idea that every decision made by any individual within our organization is based upon a universal system that has at its core three key objectives: Customer Satisfaction, Employee Satisfaction, and prudent Financial Management. Furthermore, though we agree that each of the objectives must be considered within its own con- text, one cannot outweigh another – BALANCE is the key. Because all of our decisions are reflective of the three objectives being in perfect balance, we are free to consider solutions that would have been considered unconventional in the old normal. More likely, they would not have been thought of at all. From this point of knowing our Mission, seeing our Vision and establishing the lenses through which all decisions will be viewed and balanced, came the next step of determining the Values and behaviors which are expected of every person within the or- ganization. Team Fresno can now clearly articulate the core Values that guide the daily work of the organization: • Accountability • Compassion • Trust • Innovation • Teamwork It is no coincidence that the acronym for the core values proudly proclaims that every member of the organization will ACT IT every day, for every customer. Key to this entire process was a refocusing on the key organizational outcomes that lead the City to contribute most to the com- munity Mission. This refocusing took the shape of six Key Results Areas (KRA): ONE Fresno, Public Safety, Education, Customer Service, Economic Development and Resource Management. Specific goals and strategies are defined within each KRA. The goals noticeably blur the traditional departmental lines and span the breadth of the organization. The development of our Vision, Values and Key Objectives, coupled with the subsequent mantra of these cornerstones through- out the organization, created a new picture for the organization. This new picture was painted on the canvas that we call our NEW NORMAL. Implementation of the Imagine-21 curriculum provided the method by which individuals, teams, and depart- ments would collectively move towards the new picture. Then came the exciting, yet challenging task of putting the rubber to the road and changing the internal operating organization to match our IDEAL. TRANSFORMATION TO AN OUTCOME FOCUSED ORGANIZATION; MATCHING THE WORK PLAN TO THE VISION With the foundation for change in place, the work began to transform the operations organization. Transparency, accountabil- ity, innovation, balance and efficiency are the hallmarks of the NEW NORMAL in Fresno. To truly make the change meaningful and lasting, the following internal operating systems were implemented: “Managing Excellence” “Managing Excellence” is a coaching tool that provides training for greater understanding and a link to the key role that per- formance plays in a Culture of Excellence. It provides us a system for preparing for and improving upon our performance- C I T Y O F F R E S N O 6 Introduction
  • 9. driven system. Key elements of this coaching tool train us to develop and communicate expectations which lead to perform- ance that meets or exceeds expectations. This also ensures that our organizational values are translated throughout the organi- zation. The “Managing Excellence” manual provides a performance analysis component, which teaches us how to quantify and analyze performance for objective coaching. Another critical component is Developing People Through Work, which teaches us about tools that exceptional managers use to develop their people including: preparing to coach, coaching, dealing with defi- cient performance, positive reinforcement, and negative reinforcement in those rare instances when it is appropriate. Finally, the manual explains mechanisms for maintaining and improving performance, while promoting and examining strategies for maintaining the City’s NEW NORMAL and its new level of performance. Supervisory Training Academy The Supervisory Training Academy objective is to help first-line and mid-level supervisors develop the skills they need to suc- ceed at their jobs. The course covers all aspects of supervision including: 1) planning and organizing; 2) evaluating perform- ance; 3) building a work team; 4) addressing disciplinary actions, workplace diversity, new trends in local government and changes in technology, legislation and values. Surveys The three most important measures the City of Fresno uses to evaluate the success of our NEW NORMAL are the key objectives of Customer Satisfaction, Employee Satisfaction, and prudent Financial Management. While these objectives now serve as the three pillars for every decision made by our organization, they also serve as the basis for evaluating overall suc- cess. To determine qualitative and quantitative measures for the outcomes desired for Customer Satisfaction, we contracted with a private firm to conduct a Citywide customer satisfaction survey. The survey was intentionally designed to move beyond simply asking how we are doing in the provision of services, to asking our customers what services they believe we should be provid- ing. A fundamental principle of our NEW NORMAL is contained in the vision that Fresno is a culture of excellence where people get the best every day. For our customers to get the best every day, we must provide the services they desire. For the first time, our customers have a specific say in what they will be getting from our organization every day. The successful outcome of our Customer Satisfaction objective is when our customers are satisfied with the services they are receiving, as well as the quality of the services being provided. To determine the quantitative and qualitative measures for the outcomes desired for Employee Satisfaction, we contracted with a private firm to survey our employees to determine their feelings and perceptions related to working for the City. As with the Customer survey, we are moving beyond simply asking if our employees are satisfied with their employment. The survey will be used to identify ways that we can ensure our employees have the coaching, opportunity, and tools needed to be successful. We will continue to conduct annual customer and employee surveys to monitor our outcomes to respond and adjust our busi- ness plans, to ensure that we are producing the best results. A variety of measures are being utilized to ensure that we are succeeding in the area of Financial Management. In addition to looking at traditional spending measures such as actual vs. budgeted dollars, each department now utilizes a “revenue-to- expense” ratio which identifies how much of the department’s operations are funded by the City’s General Fund. This “private sector” model assists departments in identifying opportunities for entrepreneurialism by placing emphasis on raising revenues, as well as discovering efficiencies that will reduce costs. Key Result Area Cabinets The driving force behind the KRAs are the KRA Cabinets which are comprised primarily of the Assistant City Managers, Depart- ment Directors, the Budget Manager and Assistant Department Directors. A KRA Cabinet has been formed for each of the six KRAs and the members are responsible for creating, evaluating modifying and monitoring the goals, strategies and tactics for the KRA Cabinet to which they are assigned. Each department is represented in multiple KRAs, which creates an environment that blurs departmental lines and promotes teamwork. This Cabinet approach fosters innovation and provides a mechanism for analysis and improvement. Time and Activity The time and activity tool will provide real-time data for objective management decisions. The system provides a measuring device, which validates great performance, provides competitive comparisons and provides a mechanism for measuring progress C I T Y O F F R E S N O Introduction 7
  • 10. and maintaining balance. The system is critical in resource allocation decisions, since the driving force behind the decision proc- ess is tangible, verifiable data. The system provides a tool to analyze how we can best allocate resources for optimum effi- ciency. Dashboard The Dashboard System is the monitoring device which ties Time and Activity Tracking, Key Result Areas and Performance Indi- cators into an integrated viewable format. It also links the City’s many disparate data systems. Much like an automobile “Dashboard”, warning lights will indicate how well we are operating as an organization. The system provides us a constant re- minder of where we are, by analyzing data and weighing it against our already established Key Objectives and KRA Goals. The system provides a business analytic tool that allows for quick and accurate decisions. The NEW NORMAL is our way of increasing capacity and improving efficiency in order to compete in the increasingly complex and interconnected neighborhood, community, regional, state and federal arenas. C I T Y O F F R E S N O 8 Introduction
  • 11. C I T Y O F F R E S N O Total Resources 9 One Public Customer Economic Resource Total by Department Fresno Safety Education Service Development Managment Department Mayor Department 0 0 0 610,600 0 0 610,600 City Council 0 0 0 3,168,800 0 0 3,168,800 Airports Department 56,190,900 0 0 144,100 0 3,141,100 59,476,100 City Attorney's Office 0 0 0 4,757,500 0 116,700 4,874,200 City Clerk's Office 0 0 0 807,500 0 0 807,500 City Manager's Office 50,000 0 72,200 7,073,900 0 16,000 7,212,100 Convention Center 0 0 0 9,556,900 0 8,933,600 18,490,500 Economic Development 0 0 0 29,700 2,760,800 10,100 2,800,600 Finance Department 0 0 0 15,336,700 0 100,304,500 115,641,200 Fire Department 0 63,477,300 0 4,266,800 0 2,384,200 70,128,300 General City Purpose 0 0 0 2,889,800 0 28,500 2,918,300 General Service Dept 1,408,300 0 0 52,677,900 0 4,109,100 58,195,300 Information Services Dept 0 0 0 17,001,100 0 133,300 17,134,400 Parks, Rec., & Comm Svcs 30,182,600 0 2,246,100 21,343,400 0 561,100 54,333,200 Personnel Services Dept 0 0 0 26,231,300 0 940,100 27,171,400 Planning & Dev. Dept 49,163,300 2,263,600 0 3,988,500 0 540,700 55,956,100 Police Department 0 138,830,300 0 3,440,600 0 3,572,800 145,843,700 Public Utilities Department 129,275,400 46,003,300 0 69,188,800 0 36,844,500 281,312,000 Public Works Department 98,514,200 0 0 18,327,900 0 2,389,800 119,231,900 Transportation/FAX Dept 21,636,800 164,600 0 40,173,100 0 2,484,700 64,459,200 Total by KRA 386,421,500 250,739,100 2,318,300 301,014,900 2,760,800 166,510,800 1,109,765,400
  • 12. C I T Y O F F R E S N O 10 Capital Resources One Public Education Customer Economic Resource Total by Department Fresno Safety Education Service Development Management Department Mayor Department 0 0 0 0 0 0 0 City Council 0 0 0 0 0 0 0 Airports Department 42,929,100 0 0 0 0 0 42,929,100 City Attorney's Office 0 0 0 0 0 0 0 City Clerk's Office 0 0 0 0 0 0 0 City Manager's Office 50,000 0 0 5,311,100 0 0 5,361,100 Convention Center 0 0 0 2,655,000 0 0 2,655,000 Economic Development 0 0 0 0 0 0 0 Finance Department 0 0 0 0 0 0 0 Fire Department 0 17,879,600 0 0 0 0 17,879,600 General City Purpose 0 0 0 0 0 0 0 General Service Department 0 0 0 0 0 0 0 Information Services Dept 0 0 0 0 0 0 0 Parks, Rec., & Comm Svcs 29,486,300 0 0 0 0 0 29,486,300 Personnel Services Department 0 0 0 0 0 0 0 Planning & Development Dept 11,772,600 0 0 0 0 0 11,772,600 Police Department 0 0 0 0 0 0 0 Public Utilities Department 119,340,400 0 0 911,300 0 160,000 120,411,700 Public Works Department 63,437,900 0 0 8,799,800 0 0 72,237,700 Transportation/FAX Dept 11,911,600 0 0 7,732,900 0 0 19,644,500 Total by KRA 278,927,900 17,879,600 0 25,410,100 0 160,000 322,377,600
  • 13. C I T Y O F F R E S N O Operating Resources 11 One Public Customer Economic Resource Total by Department Fresno Safety Eduaction Service Development Managment Department Mayor Department 0 0 0 610,600 0 0 610,600 City Council 0 0 0 3,168,800 0 0 3,168,800 Airports Department 13,261,800 0 0 144,100 0 3,141,100 16,547,000 City Attorney's Office 0 0 0 4,757,500 0 116,700 4,874,200 City Clerk's Office 0 0 0 807,500 0 0 807,500 City Manager's Office 0 0 72,200 1,762,800 0 16,000 1,851,000 Convention Center 0 0 0 6,901,900 0 8,933,600 15,835,500 Economic Development 0 0 0 29,700 2,760,800 10,100 2,800,600 Finance Department 0 0 0 15,336,700 0 100,304,500 115,641,200 Fire Department 0 45,597,700 0 4,266,800 0 2,384,200 52,248,700 General City Purpose 0 0 0 2,889,800 0 28,500 2,918,300 General Service Dept 1,408,300 0 0 52,677,900 0 4,109,100 58,195,300 Information Services Dept 0 0 0 17,001,100 0 133,300 17,134,400 Parks, Rec., & Comm Svcs 696,300 0 2,246,100 21,343,400 0 561,100 24,846,900 Personnel Services Dept 0 0 0 26,231,300 0 940,100 27,171,400 Planning & Dev. Dept 37,390,700 2,263,600 0 3,988,500 0 540,700 44,183,500 Police Department 0 138,830,300 0 3,440,600 0 3,572,800 145,843,700 Public Utilities Department 9,935,000 46,003,300 0 68,277,500 0 36,684,500 160,900,300 Public Works Department 35,076,300 0 0 9,528,100 0 2,389,800 46,994,200 Transportation/FAX Dept 9,725,200 164,600 0 32,440,200 0 2,484,700 44,814,700 Total by KRA 107,493,600 232,859,500 2,318,300 275,604,800 2,760,800 166,350,800 787,387,800
  • 14. Key Result Area: OF: One Fresno Project ID Funding SourceCD*Project Title/Description Status FY 2008 ADOPTED BUDGET City Manager Department MC00011 Community Dev Block Grant MAffirmative Housing On-Going 50,000 Total Projects for City Manager Department 50,000 Dept of Parks, Rec & Comm Svcs PC00003 Roeding Park Capital3Roeding Park Improvements On-Going 225,000 PC00006 UGM Parkland (Quimby) Ded Fee MParks Facilities Roof Replace On-Going 250,000 PC00007 UGM Parkland (Quimby) Ded Fee MParks Facilities Rehab On-Going 350,000 PC00008 General FundMParks Facilities ADA CIPs On-Going 70,000 PC00010 General Trailway Improvements 2Riverside Trail - Eaton Section On-Going 24,100 PC00016 General FundMCamp Fresno CIP On-Going 100,000 PC00016 Camp Fresno Capital ImprMCamp Fresno CIP On-Going 36,000 PC00023 Parks Impact Fee Bond Fund 6UGM Park Maple/Plymouth On-Going 1,250,000 PC00023 UGM Neigh Park Service Area 1 6UGM Park Maple/Plymouth On-Going 153,000 PC00023 UGM Neigh Park Service Area 7 6UGM Park Maple/Plymouth On-Going 1,412,800 PC00025 Highway City Neighborhood Imp 2Highway City Neigh. Park On-Going 6,500 PC00027 Woodward Legacy Trust6Woodward Park CIPs On-Going 70,000 PC00027 Woodward Park Capital Improvement 6Woodward Park CIPs On-Going 335,000 PC00028 Japanese Garden Capital Imprvm 6Japanese Garden On-Going 40,000 PC00030 Art, Park, Entertainment & Sports 6Golf Course Improvements On-Going 45,500 PC00030 Riverside Golf Crse Cap Improv 6Golf Course Improvements On-Going 50,500 PC00041 Misc Local Grants - Parks3Dickey Youth Development Center On-Going 50,000 PC00041 Parks Impact Fee Bond Fund 3Dickey Youth Development Center On-Going 500,000 PC00043 Prop 40 - Parks and Recreation Fund MPark Concrete/Asphalt Repair On-Going 70,500 PC00043 UGM Parkland (Quimby) Ded Fee MPark Concrete/Asphalt Repair On-Going 150,000 9/11/07 8:35 *M: Multiple Council Districts C I T Y O F F R E S N O 12 Capital Projects
  • 15. Key Result Area: OF: One Fresno Project ID Funding SourceCD*Project Title/Description Status FY 2008 ADOPTED BUDGET Dept of Parks, Rec & Comm Svcs PC00046 Parks Impact Fee Bond Fund MPark Land Acquisition On-Going 3,500,000 PC00056 Misc State Grants - Parks6Woodward Eaton Trail Improvements On-Going 20,200 PC00058 Parks Impact Fee Bond Fund 3Eaton Plaza Park Improvements On-Going 1,085,000 PC00064 Prop 40 - Parks and Recreation Fund 5BMX Parks On-Going 670,000 PC00064 Parks Impact Fee Bond Fund 5BMX Parks On-Going 500,000 PC00065 Misc Federal Grants - Parks 5Al Radka Park On-Going 70,000 PC00065 UGM Neigh Park Service Area 2 5Al Radka Park On-Going 100,000 PC00066 Parks Impact Fee Bond Fund 1UGM Park Polk & Gettysburg On-Going 1,000,000 PC00066 UGM Neigh Park Service Area 3 1UGM Park Polk & Gettysburg On-Going 128,400 PC00066 UGM Neigh Park Service Area 4 1UGM Park Polk & Gettysburg On-Going 882,700 PC00069 Parks Impact Fee Bond Fund 2UGM Park Bullard Loop On-Going 3,500,000 PC00069 UGM Neigh Park Service Area 5 2UGM Park Bullard Loop On-Going 57,700 PC00069 UGM Neigh Park Service Area 6 2UGM Park Bullard Loop On-Going 401,400 PC00078 Regional Sports Complex Imprvm 3Regional Sports Complex CIPs On-Going 150,000 PC00084 Parks Impact Fee Bond Fund 5Peach/Butler Community Park On-Going 1,100,000 PC00089 Parks Impact Fee Bond Fund 3Downtown Riverwalk On-Going 1,085,000 PC00090 Parks Impact Fee Bond Fund 5Willow/Jensen Neigh Ctr On-Going 606,000 PC00094 Misc Federal Grants - Parks 3Chaffee Zoo Lighting On-Going 99,000 PC00094 Chaffee Zoo Improvement Fund 3Chaffee Zoo Lighting On-Going 112,000 PC00095 Parks Impact Fee Bond Fund MMatching Funds for Grants New 990,000 PC00096 Parks Impact Fee Bond Fund 3Prk Impact Fees-EOC Neigh Y.C. On-Going 3,300,000 9/11/07 8:35 *M: Multiple Council Districts C I T Y O F F R E S N O Capital Projects 13
  • 16. Key Result Area: OF: One Fresno Project ID Funding SourceCD*Project Title/Description Status FY 2008 ADOPTED BUDGET Dept of Parks, Rec & Comm Svcs PC00096 UGM parks Citywide Facil Fees 3Prk Impact Fees-EOC Neigh Y.C. On-Going 600,000 PC00097 Parks Impact Fee Bond Fund MPark Impact Fees - Admin New 10,000 PC00097 UGM Parkland (Quimby) Ded Fee MPark Impact Fees - Admin New 100,000 PC00101 Parks Impact Fee Bond Fund MSkate Park Development On-Going 1,400,000 PC00102 Parks Impact Fee Bond Fund 3Regional Sports Expansion On-Going 760,000 PC00103 Parks Impact Fee Bond Fund 2Fig Garden School Field Upgrades On-Going 50,000 PC00108 Parks Impact Fee Bond Fund 6Woodward Amphitheater On-Going 1,490,000 PC00110 Parks Impact Fee Bond Fund MParks Maint Yard Move & Const On-Going 230,000 PC08001 UGM Parkland (Quimby) Ded Fee 2Pinedale Community Center Rehab New 200,000 PC08002 UGM Parkland (Quimby) Ded Fee 5Tot Lot Construction at Grove/Lind New 100,000 Total Projects for Dept of Parks, Rec & Comm Svcs 29,486,300 Public Works Department PW00003 Federal Grants Public Works MClovis Ave Mckinley To Kc On-Going 2,876,300 PW00003 Prop 42 TCRP Annual Allocation MClovis Ave Mckinley To Kc On-Going 790,400 PW00003 UGM Traffic SignalMClovis Ave Mckinley To Kc On-Going 611,000 PW00020 Prop. 111 - Special Gas Tax 7Blackstone And Shaw Ave On-Going 2,100 PW00021 Prop. 111 - Special Gas Tax 4Fresno St And Shaw Ave On-Going 2,100 PW00022 UGM Traffic Signal4First St And Shaw Ave On-Going 15,000 PW00026 Prop. 111 - Special Gas Tax 1Herndon Canl Hughs@Ashln On-Going 168,400 PW00026 Federal Grants Public Works 1Herndon Canl Hughs@Ashln On-Going 673,600 PW00034 Prop 42 TCRP Annual Allocation MRailroad Crossing Improve On-Going 130,000 PW00036 Prop 42 TCRP Annual Allocation MNeigh St Paving - Var Locs On-Going 575,000 9/11/07 8:35 *M: Multiple Council Districts C I T Y O F F R E S N O 14 Capital Projects
  • 17. Key Result Area: OF: One Fresno Project ID Funding SourceCD*Project Title/Description Status FY 2008 ADOPTED BUDGET Public Works Department PW00038 Measure C - PW Annual Allocations MUndergrnd Utility Dist On-Going 50,000 PW00044 Measure C - PW Annual Allocations MMinor Public Improvements On-Going 151,700 PW00044 Miscellaneous PavingMMinor Public Improvements On-Going 100,000 PW00067 Measure C - PW Annual Allocations MMajor Street Planlines On-Going 50,000 PW00073 Prop 42 TCRP Annual Allocation MMinor Bridge Repair/Gas Tax On-Going 50,000 PW00080 Measure C - PW Annual Allocations 1Miscellaneous Bike Routes On-Going 310,000 PW00086 UGM General Administration MUGM General Administration On-Going 446,800 PW00094 AD 133-Const-Shaw/Marty MAssessment Dist 133 On-Going 43,300 PW00095 AD 131-Const-Herndon/Milburn 2Assessment Dist 131 On-Going 1,400 PW00096 AD154-CALCOT Construction 2Assessment Dist 154 Calcot On-Going 181,500 PW00146 Measure C - PW Annual Allocations MTraffic Impact Study On-Going 20,000 PW00150 Federal Grants Public Works 2Brawley - Palo Alto& Herndon On-Going 389,500 PW00150 Measure C Capital2Brawley - Palo Alto& Herndon On-Going 50,200 PW00154 General Fund4NB & SB LT Lanes Shaw/Cedar On-Going 69,400 PW00154 Prop. 111 - Special Gas Tax 4NB & SB LT Lanes Shaw/Cedar On-Going 699,000 PW00154 Federal Grants Public Works 4NB & SB LT Lanes Shaw/Cedar On-Going 455,400 PW00154 UGM Traffic Signal4NB & SB LT Lanes Shaw/Cedar On-Going 91,800 PW00156 Prop. 111 - Special Gas Tax 6LT Phasing Fresno/Sierra On-Going 25,300 PW00156 Federal Grants Public Works 6LT Phasing Fresno/Sierra On-Going 556,800 PW00156 UGM Traffic Signal6LT Phasing Fresno/Sierra On-Going 27,600 PW00158 General Fund1TS Marks/Weber On-Going 100,000 PW00158 Federal Grants Public Works 1TS Marks/Weber On-Going 560,000 9/11/07 8:35 *M: Multiple Council Districts C I T Y O F F R E S N O Capital Projects 15
  • 18. Key Result Area: OF: One Fresno Project ID Funding SourceCD*Project Title/Description Status FY 2008 ADOPTED BUDGET Public Works Department PW00159 General FundMLT lanes 4x Blackstone/Bullard On-Going 101,400 PW00159 Federal Grants Public Works MLT lanes 4x Blackstone/Bullard On-Going 998,600 PW00159 Prop 42 TCRP Annual Allocation MLT lanes 4x Blackstone/Bullard On-Going 100,000 PW00159 UGM Traffic SignalMLT lanes 4x Blackstone/Bullard On-Going 176,000 PW00160 General FundMTraffic Synchronization PH III On-Going 269,000 PW00160 Prop. 111 - Special Gas Tax MTraffic Synchronization PH III On-Going 128,800 PW00161 General Fund1LT Phasing Clinton/West On-Going 41,000 PW00161 Federal Grants Public Works 1LT Phasing Clinton/West On-Going 245,500 PW00161 UGM Traffic Signal1LT Phasing Clinton/West On-Going 520,000 PW00185 Roeding Business Park3Roeding Business Park On-Going 600,000 PW00188 Measure C Capital2Hrndn-W to Marks widen to 6L On-Going 15,000 PW00189 Prop. 111 - Special Gas Tax MHrndn-Cedar to Wllw widn to 6L On-Going 75,000 PW00191 Prop. 111 - Special Gas Tax 2Hrndn-Polk to GS widen to 4L On-Going 50,000 PW00204 UGM Traffic Signal5TS: First & Tulare On-Going 15,000 PW00205 General Fund2TS: Shaw & West On-Going 1,000 PW00206 General Fund5TS: Kings Canyon & Chestnut On-Going 112,700 PW00206 Federal Grants Public Works 5TS: Kings Canyon & Chestnut On-Going 594,000 PW00206 UGM Traffic Signal5TS: Kings Canyon & Chestnut On-Going 242,800 PW00212 Prop. 42 TCRP Comptetive Grant 5Peach- Belmont to Butler On-Going 2,230,000 PW00238 Calcot2Calcot Improvements On-Going 800,000 PW00254 Community Facilities Dist No 7 6CFD #7 On-Going 205,700 PW00258 Measure C - PW Annual Allocations 3Monterey St Bridge Repair On-Going 75,000 PW00260 Community Facilities District No 8 4CFD#8 - The Zone On-Going 64,200 PW00261 Regional Street Impact Fee MUGM Biannual Reimbursement On-Going 1,000,000 9/11/07 8:35 *M: Multiple Council Districts C I T Y O F F R E S N O 16 Capital Projects
  • 19. Key Result Area: OF: One Fresno Project ID Funding SourceCD*Project Title/Description Status FY 2008 ADOPTED BUDGET Public Works Department PW00261 Special Interior Collector Str Impact Fee MUGM Biannual Reimbursement On-Going 200,000 PW00274 GAP Ponding Basin "T" Loan 4Basin Relocate and Expand On-Going 50,000 PW00276 Prop. 111 - Special Gas Tax 5Butler & Orange Left Turn Phasing On-Going 6,700 PW00278 Prop. 111 - Special Gas Tax 3Houghton Canal Brdge at Hughes On-Going 179,000 PW00278 Federal Grants Public Works 3Houghton Canal Brdge at Hughes On-Going 715,900 PW00280 Prop. 111 - Special Gas Tax 3O Street Imprv_Hwy 41-Ventura On-Going 116,800 PW00290 No Neighborhood Left Behind Plan MNo Neighborhood Left Behind On-Going 21,787,000 PW00296 UGM Traffic Signal4TS Ashlan & Milbrook LT On-Going 19,600 PW00297 UGM Traffic Signal4TS Maple & Shields LT On-Going 19,600 PW00298 UGM Traffic Signal3TS Belmont & Fresno LT On-Going 19,600 PW00299 UGM Traffic Signal7TS Dakota & Fresno LT On-Going 19,600 PW00300 UGM Traffic Signal4TS Barstow & Milbrook On-Going 19,600 PW00301 UGM Traffic Signal5TS Lane & Winery On-Going 20,000 PW00304 UGM Traffic Signal1TS Palm & Weldon On-Going 20,700 PW00305 UGM Traffic Signal6TS Behymer & Maple On-Going 19,600 PW00306 Federal Grants Public Works 2Hrndn Widen Btwn Hwy 99-Weber On-Going 484,800 PW00307 Prop. 111 - Special Gas Tax 2Hrndn Widen Valentine to Marks On-Going 209,800 PW00307 Federal Grants Public Works 2Hrndn Widen Valentine to Marks On-Going 1,618,700 PW00311 Federal Grants Public Works 6TS: Willow & Shepheerd On-Going 1,700,100 PW00311 UGM Traffic Signal6TS: Willow & Shepheerd On-Going 237,600 PW00312 Pedestrian & Bicycle Facility 6Sugar Pine Trail-Fresno Street On-Going 102,700 PW00312 Federal Grants Public Works 6Sugar Pine Trail-Fresno Street On-Going 601,000 PW00312 Measure C - PW Annual Allocations 6Sugar Pine Trail-Fresno Street On-Going 477,900 9/11/07 8:35 *M: Multiple Council Districts C I T Y O F F R E S N O Capital Projects 17
  • 20. Key Result Area: OF: One Fresno Project ID Funding SourceCD*Project Title/Description Status FY 2008 ADOPTED BUDGET Public Works Department PW00313 Pedestrian & Bicycle Facility 2Hrndn: Bankside Trail On-Going 58,700 PW00313 Federal Grants Public Works 2Hrndn: Bankside Trail On-Going 465,800 PW00313 Measure C - PW Annual Allocations 2Hrndn: Bankside Trail On-Going 500,000 PW00314 Prop. 111 - Special Gas Tax 1TS McKinley & Echo On-Going 8,800 PW00314 UGM Traffic Signal1TS McKinley & Echo On-Going 1,200 PW00316 Prop. 111 - Special Gas Tax 3Bike Lane: H St Palm to Merced On-Going 8,500 PW00316 Pedestrian & Bicycle Facility 3Bike Lane: H St Palm to Merced On-Going 1,200 PW00317 Federal Grants Public Works 3TS: Downtown Actuated Signals On-Going 336,400 PW00317 UGM Traffic Signal3TS: Downtown Actuated Signals On-Going 43,900 PW00318 Federal Grants Public Works 3TS: North & Cedar On-Going 65,100 PW00319 Prop. 111 - Special Gas Tax MCitywide Street Sign Upgrade On-Going 63,300 PW00319 Federal Grants Public Works MCitywide Street Sign Upgrade On-Going 488,700 PW00320 Prop. 111 - Special Gas Tax MTS: Cord & Sync Cedar Ave On-Going 30,000 PW00325 Prop. 111 - Special Gas Tax 3Santa Fe Depot Phase 2 TE Grnt On-Going 79,800 PW00325 Federal Grants Public Works 3Santa Fe Depot Phase 2 TE Grnt On-Going 615,700 PW00326 Pedestrian & Bicycle Facility 5McKenzie Trail Improvements On-Going 28,300 PW00326 Federal Grants Public Works 5McKenzie Trail Improvements On-Going 197,600 PW00328 Pedestrian & Bicycle Facility 7Bike Ln: First Dakota to Ashlan On-Going 52,600 PW00328 Federal Grants Public Works 7Bike Ln: First Dakota to Ashlan On-Going 141,700 PW00330 UGM Traffic Signal6TS: Maple & Teague On-Going 10,000 PW00332 UGM Traffic Signal1TS: Shields & Harrison On-Going 30,000 PW00334 UGM Traffic SignalMTS: Dakota & First LT Phase On-Going 10,000 9/11/07 8:35 *M: Multiple Council Districts C I T Y O F F R E S N O 18 Capital Projects
  • 21. Key Result Area: OF: One Fresno Project ID Funding SourceCD*Project Title/Description Status FY 2008 ADOPTED BUDGET Public Works Department PW00335 UGM Traffic SignalMTS: Mckinley & west LT Phase On-Going 283,000 PW00336 UGM Traffic Signal7TS: Clinton & First LT Phase On-Going 283,000 PW00338 Measure C - PW Annual Allocations 2Vetrns Blvd/Hwy 99 & UPRR Pass On-Going 50,000 PW00340 Prop. 111 - Special Gas Tax 3Santa Fe Depot Entry Plaza On-Going 181,200 PW00343 Prop. 111 - Special Gas Tax 3Hope VI Housing Project On-Going 250,000 PW00345 Special Gas Tax3Jensen Ave Overlay On-Going 109,000 PW00346 Prop. 111 - Special Gas Tax MFYW 180 West Utilities On-Going 25,000 PW00347 Prop. 111 - Special Gas Tax 3Whitesbridge Strt Rpr Phase 1 On-Going 1,157,500 PW00360 Pedestrian & Bicycle Facility MBikelane Fruit Clint to Dakota On-Going 46,400 PW00360 Federal Grants Public Works MBikelane Fruit Clint to Dakota On-Going 334,300 PW00360 Prop 42 TCRP Annual Allocation MBikelane Fruit Clint to Dakota On-Going 289,600 PW00361 Prop. 111 - Special Gas Tax MMajor Street ADA Curb Cuts On-Going 2,300 PW00361 Federal Grants Public Works MMajor Street ADA Curb Cuts On-Going 17,700 PW00364 Pedestrian & Bicycle Facility MBicycle Public Service Announce On-Going 20,000 PW00376 UGM Traffic Signal3SR99 Ventura St Inchg On-Going 12,500 PW00412 Prop. 111 - Special Gas Tax 2Shaw median 99 to Gld Ste On-Going 10,100 PW00413 Prop. 111 - Special Gas Tax 7Blackstone/Dayton HES Grant On-Going 46,900 PW00414 Prop. 111 - Special Gas Tax 3Santa Fe Depot Parking Lot On-Going 50,300 PW00415 Prop. 111 - Special Gas Tax MCold Recycle-South Industrial On-Going 135,000 PW00415 Federal Grants Public Works MCold Recycle-South Industrial On-Going 1,041,400 PW00416 Prop. 111 - Special Gas Tax 4Cold Recycle-FYI Bus Prk On-Going 66,500 PW00416 Federal Grants Public Works 4Cold Recycle-FYI Bus Prk On-Going 512,500 9/11/07 8:35 *M: Multiple Council Districts C I T Y O F F R E S N O Capital Projects 19
  • 22. Key Result Area: OF: One Fresno Project ID Funding SourceCD*Project Title/Description Status FY 2008 ADOPTED BUDGET Public Works Department PW00418 UGM Traffic SignalMTraffic Signal Plan Check On-Going 75,000 PW00419 UGM Traffic SignalMTraff Synch-Blkstn, Sprce/Nees On-Going 20,000 PW00420 Prop. 111 - Special Gas Tax MSection 130 Railroad Crossing Improvements On-Going 125,000 PW00421 Measure C CapitalMHamltn/East Intersection Improvements On-Going 75,000 PW00424 Prop. 111 - Special Gas Tax MTulare Overpass Repair On-Going 102,000 PW00424 Federal Grants Public Works MTulare Overpass Repair On-Going 408,000 PW00426 Prop. 111 - Special Gas Tax 3Florence jackson to Cedar On-Going 250,000 PW00427 Prop. 111 - Special Gas Tax 5Jensen Overpass Rehab On-Going 249,900 PW00427 Federal Grants Public Works 5Jensen Overpass Rehab On-Going 999,600 PW00430 Prop. 111 - Special Gas Tax MWillow Avenue Widening On-Going 75,500 PW00430 Federal Grants Public Works MWillow Avenue Widening On-Going 580,800 PW00431 Prop. 111 - Special Gas Tax MSugar Pine Trail On-Going 2,900 PW00431 Federal Grants Public Works MSugar Pine Trail On-Going 22,100 PW00432 UGM Traffic Signal4TS: Sierra Vista & Clinton On-Going 15,000 PW00439 Federal Grants Public Works MTraff Synchronization - Shaw Avneue On-Going 155,000 PW00439 UGM Traffic SignalMTraff Synchronization - Shaw Avneue On-Going 20,100 PW00440 Pedestrian & Bicycle Facility MHerndon Multi Purpose Trail On-Going 1,600 PW00440 Federal Grants Public Works MHerndon Multi Purpose Trail On-Going 11,100 PW00442 Prop. 111 - Special Gas Tax 3Monterey St. Bridge Renovation On-Going 120,000 PW00444 Federal Grants Public Works 2Teague Elementary School SRS Grant On-Going 324,600 PW00444 Measure C Capital2Teague Elementary School SRS Grant On-Going 64,600 PW00445 Federal Grants Public Works 7Hidalgo Elementary SRS Grant On-Going 108,900 9/11/07 8:35 *M: Multiple Council Districts C I T Y O F F R E S N O 20 Capital Projects
  • 23. Key Result Area: OF: One Fresno Project ID Funding SourceCD*Project Title/Description Status FY 2008 ADOPTED BUDGET Public Works Department PW00445 Measure C Capital7Hidalgo Elementary SRS Grant On-Going 13,000 PW00446 Prop. 111 - Special Gas Tax 3O Street/41 Ramp Widening On-Going 15,000 PW00446 Federal Grants Public Works 3O Street/41 Ramp Widening On-Going 1,449,300 PW08009 Measure C - PW Annual Allocations MAshlan Avenue Widening New 450,000 PW08010 UGM Traffic SignalMCity/County Joint Signals: Bullard/Fruit New 255,800 PW08011 UGM Traffic Signal5Clovis/Kings Canyon WB Right Turn Pocket New 76,000 PW08012 Measure C - PW Annual Allocations MMedian Island Planting New 100,000 PW08013 Measure C - PW Annual Allocations MWillow Median Island Landscaping New 150,000 PW08015 Miscellaneous Paving6Herndon/Fresno RT Overlap & Striping New 20,000 PW08016 UGM Traffic Signal1TS Dakota & Marks New 12,500 PW08017 UGM Traffic Signal6TS Maple & Perrin New 12,500 PW08018 Measure C - PW Annual Allocations MContract Overlay/Resurfacing New 1,335,000 Total Projects for Public Works Department 63,437,900 Planning and Development Dept HC00002 Community Dev Block Grant MResidential Demolition Capital On-Going 150,000 HC00003 Hous./Neighborhd Revit Op Fund MHousing Development Project On-Going 522,600 HC00003 Housing Trust EarmarkMHousing Development Project On-Going 500,000 HC00006 Section 108 - Sports Town3Sportstown On-Going 3,500,000 HC00009 Section 108 - Dwntown Econ Devlpmnt Land Acq 3Downtown Econ. Dvlpmnt - Land Acquisition On-Going 7,100,000 Total Projects for Planning and Development Dept 11,772,600 Department of Public Utilities GC00010 Solid Waste EnterpriseMAcquisition On-Going 328,600 RC00004 Wastewater EnterpriseMSanitary Sewer Monitoring Stat On-Going 105,000 RC00005 Wastewater EnterpriseMEmergency Repairs:Short Extens On-Going 210,100 RC00007 Wastewater EnterpriseMCitywide Sewer Access (Manhole) On-Going 157,500 RC00010 Wastewater EnterpriseMLift Station Rehab On-Going 52,600 9/11/07 8:35 *M: Multiple Council Districts C I T Y O F F R E S N O Capital Projects 21
  • 24. Key Result Area: OF: One Fresno Project ID Funding SourceCD*Project Title/Description Status FY 2008 ADOPTED BUDGET Department of Public Utilities RC00042 WW/SEW 2008 Bond Capital Project 3Central-American Ave Sewer 18-42" New On-Going 10,920,000 RC00071 WW/SEW 2008 Bond Capital Project MMarks Ave Trunk Rehabilitation On-Going 3,517,500 RC00072 Wastewater EnterpriseMChestnut Ave Trunk Rehab On-Going 73,500 RC00073 WW/SEW 2008 Bond Capital Project MOrange Ave Trunk Relief On-Going 7,344,800 RC00079 WW/SEW 2008 Bond Capital Project MSP#1 Units: A-G Sewer Rehab On-Going 458,800 RC00080 Wastewater EnterpriseMSewer Manhole Rehabilitation On-Going 52,600 RC03034 WW/SEW 2008 Bond Capital Project 5Maple (Vine-Drummond) Rehab New 136,600 RC03039 WW/SEW 2008 Bond Capital Project 5McKinley (Clovis-Winery) Rehab New 63,000 RC03041 WW/SEW 2008 Bond Capital Project MLeonard Trunk Rehab New 1,575,000 RC03043 WW/SEW 2008 Bond Capital Project MSP#2 Units: A-G Rehab New 2,170,400 RC08001 WW/SEW 2008 Bond Capital Project MSP#3 Unit: A Rehab New 2,237,100 RC08002 Wastewater Enterprise7Blackstone Ave, Shaw-Gettysburg Repair New 450,000 TC00004 Wastewater EnterpriseMLaboratory Equipment On-Going 168,000 TC00006 Wastewater EnterpriseMProcess Control Automation On-Going 225,000 TC00012 Wastewater EnterpriseMGroundwater Sludge Effluent Disposal On-Going 210,100 TC00014 Wastewater EnterpriseMRWRF Emergency Large Scale On-Going 262,500 TC00021 WW/SEW 2008 Bond Capital Project MWWTP Reclamation Rehab Repair On-Going 1,500,000 TC00022 Wastewater EnterpriseMRWRF Energy Efficient Improvements On-Going 210,100 TC00028 Wastewater EnterpriseMRepair Replace Paint Paving On-Going 210,000 TC00029 Wastewater EnterpriseMPurchase New Raw Sewage Pump On-Going 10,000 TC00033 Wastewater EnterpriseMWDR Required Engineering Studies On-Going 157,500 TC00038 Wastewater Enterprise3Headworks Duct Replacement On-Going 210,100 TC00039 Wastewater Enterprise3Composting Facility On-Going 525,100 TC00040 Wastewater EnterpriseMRWRF Organic Upgrade On-Going 2,730,000 TC00041 WW/SEW 2008 Bond Capital Project MDewatering Facl Convey & Stack On-Going 840,000 9/11/07 8:35 *M: Multiple Council Districts C I T Y O F F R E S N O 22 Capital Projects
  • 25. Key Result Area: OF: One Fresno Project ID Funding SourceCD*Project Title/Description Status FY 2008 ADOPTED BUDGET Department of Public Utilities TC00043 Wastewater EnterpriseMDigester Cleaning On-Going 252,000 TC00048 Wastewater EnterpriseMGas Conditioning Equipment On-Going 787,500 TC00051 WW/SEW 2008 Bond Capital Project MEffluent Distrib Pipelines On-Going 892,600 TC07001 WW/SEW 2008 Bond Capital Project MMaster Plan Medium Term Improvements New 8,400,000 TC07006 WW/SEW 2008 Bond Capital Project MPlant 2 12KV Switchgear New 582,800 TC07007 Wastewater EnterpriseMSite Improvements New 210,100 TC07008 Wastewater EnterpriseMSecurity Upgrades New 420,100 TC08001 WW/SEW 2008 Bond Capital Project MNew Laboratory New 6,824,700 TC08003 Wastewater EnterpriseMAir Handling System Repairs - Headworks Bldg New 140,000 TC08004 Wastewater EnterpriseMA-side A Basin Air Line Repair/Replacement New 270,000 TC08005 Wastewater EnterpriseMPlant Fire Alarm System Upgrades New 50,000 TC08006 Wastewater EnterpriseMMainroad electrical vault increases New 30,000 TC08008 Wastewater EnterpriseMWelding Shop Conversion New 60,000 TC08009 Wastewater EnterpriseMGolden St Vintners irrigation pipe repair/replcm New 300,000 TC08010 Wastewater EnterpriseMNorth & Chateau Fresno Effluent Lift Pump New 54,000 TC08011 Wastewater EnterpriseMSludge Heat Exchanger for Digesters New 100,000 TC08012 Wastewater EnterpriseMPlant Wiring Replacement New 200,000 WC00001 Water Enterprise FundMFire Hydrant Installations On-Going 20,000 WC00002 Water Connection Charge Fund MServ/Meter Installations 2"or Less On-Going 1,894,100 WC00004 Water Enterprise FundMWater Main Extensions On-Going 1,591,000 WC00005 Water Enterprise FundMWater Main Renewal On-Going 2,191,300 WC00006 Water Connection Charge Fund MServ/Meter Install Above 2" On-Going 505,300 WC00014 Water Connection Charge Fund MCombined/Multiple Installation On-Going 773,300 WC00015 Water Enterprise FundMWater Well Evaluation and Deve On-Going 140,000 WC00016 Water Enterprise FundMWater Well Construction On-Going 1,523,900 WC00016 UGM Wtr Area 301S-Sgle Well MWater Well Construction On-Going 305,600 9/11/07 8:35 *M: Multiple Council Districts C I T Y O F F R E S N O Capital Projects 23
  • 26. Key Result Area: OF: One Fresno Project ID Funding SourceCD*Project Title/Description Status FY 2008 ADOPTED BUDGET Department of Public Utilities WC00016 UGM Wtr Area 101S-Sgle Well MWater Well Construction On-Going 24,500 WC00016 UGM Wtr Supp Area 401-S Multi MWater Well Construction On-Going 110,500 WC00016 UGM Wtr Supp Area 501 S Sgle MWater Well Construction On-Going 1,010,500 WC00017 Water Enterprise FundMWell Rehabilitation On-Going 300,000 WC00018 Water Enterprise FundMPump Rehabilitation On-Going 300,000 WC00020 DBCP Recovery FundMGranular Activated Carbon On-Going 1,853,100 WC00021 DBCP Recovery Fund6Surface Water Treatment Plant On-Going 2,574,800 WC00022 Water Enterprise Fund4Leaky Acres On-Going 64,900 WC00023 Water Enterprise FundMWater Telemetry System On-Going 620,000 WC00024 Water Enterprise Fund7Water Yard-Expansion/Improvement On-Going 175,000 WC00025 Water Enterprise FundMWater Well Abandonment/Destruction On-Going 185,200 WC00027 Water Enterprise FundMInventory - Materials On-Going 250,000 WC00029 Water Enterprise FundMWater Supply Disinfection On-Going 1,601,200 WC00030 Water Enterprise FundMTransmission Pipelines On-Going 500,000 WC00033 Water Enterprise FundMRecharge Facilities - Basins On-Going 80,000 WC00038 2008 Water Bond Fund6SWTP/Friant Kern Canal Pipeline On-Going 521,000 WC00039 Water Enterprise Fund6Source Water Protection On-Going 312,300 WC00047 Water Enterprise FundMMeter Retrofit Update Study On-Going 45,500 WC00050 Water Enterprise FundMCity Recharge Basins On-Going 500,100 WC00051 Water Enterprise FundMMetro Resources Plan Update On-Going 125,000 WC00053 Water Enterprise FundMEmergency Generator Sets On-Going 264,500 WC00054 SE Fresno Project Bond Fund 5T-3 (2MG Tank in SE Fresno) On-Going 691,500 WC00056 SE Fresno Project Bond Fund 5SE Fresno Transmission Pipeline On-Going 1,877,500 WC00057 2008 Water Bond Fund5SE Fresno Surface Water Treat Plant On-Going 13,516,000 WC00059 2008 Water Bond Fund5T-2--2 MG SE Fresno Tank On-Going 3,972,500 WC00060 Water Enterprise Fund7MedianIsland Xeriscpe Lscaping On-Going 80,000 WC00061 2008 Water Bond Fund3T-4 Downtown Tank and Well On-Going 8,300,000 9/11/07 8:35 *M: Multiple Council Districts C I T Y O F F R E S N O 24 Capital Projects
  • 27. Key Result Area: OF: One Fresno Project ID Funding SourceCD*Project Title/Description Status FY 2008 ADOPTED BUDGET Department of Public Utilities WC00062 DBCP Recovery Fund5Nitrate Treatment On-Going 13,000 WC00063 2008 Water Bond FundMResidential Wtr Meter Retrofit On-Going 11,555,000 WC08001 Water Enterprise FundMUGM Water Fee Update Study New 287,000 WC08002 2008 Water Bond Fund5SE/SWTP Transmission Pipelines New 2,000,000 Total Projects for Department of Public Utilities 119,340,400 Transportation Department AC00045 Airways Golf Course Capital 4Airways Golf Course Capital On-Going 290,000 AC00143 Airport Federal Grants4AIP-03 FF03 E Security Value On-Going 23,200 AC00150 Airport Federal Grants4AIP-43 FF03 E Master Drain Pln On-Going 118,700 AC00154 Airport Federal Grants3AIP-08 FCH FF03 D-Sec Improve On-Going 56,700 AC00157 Airport Noise Federal Grants 4FF04 Noise Migitation On-Going 44,000 AC00159 Airport Federal Grants3AIP-09 FCH FF04 Rehab Trm Bldg On-Going 29,700 AC00164 Airport Federal Grants4AIP-46 FF04 Txwy Des/Constr On-Going 282,500 AC00165 Airport Federal Grants4AIP -46 FF04 ARFF Vehicle On-Going 257,900 AC00170 Airport Federal Grants4AIP-46 FF04 Airfld Guide Signs On-Going 15,300 AC00171 Airport Federal Grants4AIP-46 FF04 RSA Study-Rnwy 29R On-Going 1,500 AC00178 Airports Consolidated Rental Car Facility 4Consolidated Rental Car Facility On-Going 22,244,100 AC00179 Airport Federal Grants4AIP FF05 Txwy Constr Schd 1 On-Going 905,300 AC00181 Airport Federal Grants4AIP 48 FF05 ARFF Sta Improv On-Going 100,400 AC00182 Airport Noise Federal Grants 4AIP FF05 Noise-Homes On-Going 79,200 AC00183 Airport Federal Grants3FCH AIP FF05 Txwy Rehab On-Going 186,900 AC00184 Airport Federal Grants3FCH AIP FF05 Term Rehab Ph3 On-Going 85,200 AC00186 Airport Noise Federal Grants 4FF06 Noise-Homes On-Going 1,014,400 AC00190 Airport Federal Grants4FF06 Modify Terminal On-Going 4,389,800 AC00191 Airport Federal Grants4FF06 Rehab Svc Road On-Going 37,600 AC00192 Airport Federal Grants4FF06 Perimeter Gate Acess Ctrl On-Going 167,900 AC00194 Airport Federal Grants3FF06 FCH Conduct EA/EIS On-Going 41,000 9/11/07 8:35 *M: Multiple Council Districts C I T Y O F F R E S N O Capital Projects 25
  • 28. Key Result Area: OF: One Fresno Project ID Funding SourceCD*Project Title/Description Status FY 2008 ADOPTED BUDGET Transportation Department AC00195 Airport Federal Grants3FF06 Install ASOS On-Going 7,700 AC00196 Airport Federal Grants3FF06 FCH Design Txwy H Rehab On-Going 18,000 AC00212 Airport Noise Federal Grants 4FF07 Noise Homes New 2,105,300 AC00213 Airport Federal Grants4FF07 XX Modify Terminal On-Going 4,460,500 AC00214 Airport Federal Grants4FF07 XX Rehab Service Road New 65,000 AC00215 Airport Federal Grants4FF07 XX Perimeter Gate Access New 65,000 AC00216 Airport Federal Grants4FF07 XX Remark 11L/29R New 135,000 AC00217 Airport Federal Grants3FCH FF07 XX Runway Ext EA/EIS New 500,000 AC00218 Airport Federal Grants3FCH FF07 XX Design Twy H Rehab New 330,000 AC00219 Airport Federal Grants3FCH FF07 XX Construct Twy H New 713,000 AC08018 Airport Federal Grants3FCH - Construct Taxiway H New 154,600 AC08019 Airport Noise Federal Grants 4Part 150 Noise Mitigation Program New 210,500 AC08020 Airport Federal Grants4FF08 Rehab Taxiway C (Design) New 156,800 AC08021 Airport Federal Grants4FF08 AIP Rehab Taxiway B6 (Design) New 307,800 AC08022 Airport Federal Grants4FF08 AIP Taxiway B Rehab (Des/Constr) New 142,500 AC08023 Airport Federal Grants4FF08 AIP Taxiway B4-02 Rehab (Constr) New 76,000 AC08024 Airport Federal Grants3FCH FF08 AIP Rnwy Ext EA/EIS New 50,100 AC08025 Airport Capital4Terminal Sense of Place New 300,000 AC08026 Airport Capital4Concourse Roof Replacement New 10,000 AM00101 FATRA Environmental & Dev Fund 4FATRA Environmental Program On-Going 2,100,000 AM00103 Airport Capital4Environmental Site Assessment On-Going 300,000 AM00106 Airport Capital4Facilities Repair/Repl Reserve On-Going 350,000 Total Projects for Transportation Department 42,929,100 FAX Department FC00001 Measure C TransitMNew Grant Non-revenue Vehicles On-Going 160,000 FC00019 Measure C TransitMPassenger Amenities On-Going 150,000 FC00019 FAX CapitalMPassenger Amenities On-Going 150,000 FC00019 FTA 08 Grant - CAMPassenger Amenities On-Going 100,000 9/11/07 8:35 *M: Multiple Council Districts C I T Y O F F R E S N O 26 Capital Projects
  • 29. Key Result Area: OF: One Fresno Project ID Funding SourceCD*Project Title/Description Status FY 2008 ADOPTED BUDGET FAX Department FC00021 FTA 08 5309 Grant - CAMFixed Route Bus Purchase On-Going 6,000,000 FC00022 Measure C TransitMHandy Ride Vehicles On-Going 250,000 FC00022 FTA 08 5309 Grant - CAMHandy Ride Vehicles On-Going 350,000 FC00026 Transportation CMAQ Capital-43532 MPlanning On-Going 1,200,000 FC00026 Measure C TransitMPlanning On-Going 550,000 FC00026 FTA 03 Grant CA-90-Y229 MPlanning On-Going 50,000 FC00026 FTA 04 5307 Grant CAMPlanning On-Going 150,000 FC00026 FAX CapitalMPlanning On-Going 2,100,000 FC00026 FTA 07 5307 CA-90-XXXX MPlanning On-Going 120,000 FC00029 FTA 04 5309 Grant CA3CNG Refueling Station On-Going 245,000 FC00029 FTA 01 Grant CA-90-X3CNG Refueling Station On-Going 80,500 FC00036 FTA 04 5307 Grant CA3Bldg and Facility Maintenance On-Going 150,000 FC00036 FAX Capital3Bldg and Facility Maintenance On-Going 106,100 Total Projects for FAX Department 11,911,600 Total for OF: One Fresno 278,927,900 9/11/07 8:35 *M: Multiple Council Districts C I T Y O F F R E S N O Capital Projects 27
  • 30. Key Result Area: PS: Public Safety Project ID Funding SourceCD*Project Title/Description Status FY 2008 ADOPTED BUDGET Fire Department PW00228 UGM Fire Station #216UGM Fire Station #21 (now #17) On-Going 23,900 XC00027 UGM Fire Station Serv Area 15 5UGM Fire Station #15 On-Going 9,900 XC00029 Safety Facility Capital Fund MFire Station Renovations Phase I On-Going 3,241,600 XC00030 UGM Fire Citywide Facil Fees 3Repair & Maintenance Facility On-Going 255,000 XC00032 UGM Fire Citywide Facil Fees 3Fire Station 16 On-Going 4,075,000 XC00033 UGM Fire Citywide Facil Fees 3Fire Station #19 (Formerly B) On-Going 4,280,000 XC00035 UGM Fire Citywide Facil Fees 3Training Facility On-Going 1,445,000 XC00036 UGM Fire Citywide Facil Fees 2UGM Fire Station 18 On-Going 550,000 XC00044 UGM Fire Citywide Facil Fees 6Fire Station 11 Renovation On-Going 718,700 XC00045 UGM Fire Citywide Facil Fees 6Fire Station 13 Renovation On-Going 618,800 XC07003 UGM Fire Citywide Facil Fees 3Station A (Broadway/Elizabeth) Renovation New 750,000 XC07004 UGM Fire Citywide Facil Fees 6Station G (Friant/Shepard) Land Acquisition On-Going 200,000 XC07005 UGM Fire Citywide Facil Fees 6Station C (Maple/Alluvial) Land Acquisition On-Going 200,000 XC07006 UGM Fire Citywide Facil Fees 2Station F (Blythe/Herndon) Land Acquisition On-Going 200,000 XC07007 UGM Fire Citywide Facil Fees 5Station D (Temperance/Belmont) Land AcquisitionOn-Going 200,000 XC08001 UGM Fire Citywide Facil Fees MStation Renovation Project Phase II New 1,111,700 Total Projects for Fire Department 17,879,600 Total for PS: Public Safety 17,879,600 9/11/07 8:49 *M: Multiple Council Districts C I T Y O F F R E S N O 28 Capital Projects
  • 31. Key Result Area: CS: Customer Serv Project ID Funding SourceCD*Project Title/Description Status FY 2008 ADOPTED BUDGET City Manager Department MC00010 Community Dev Block Grant MSec. 108 Loan Repayment On-Going 314,000 MC08001 Gen Fund Capital Improvement MPublic Safety Capital Reserve New 4,997,100 Total Projects for City Manager Department 5,311,100 Public Works Department PW00041 Measure C - PW Annual Allocations MStreetlight Relamping On-Going 560,000 PW00085 Disposition Of Real Property MSale/Purchse-Real Proprty On-Going 57,500 PW00093 Landscape Maintenance Dist #1 MLandscape Lighting District On-Going 128,000 PW00097 Community Facilities Dist No 2 MCommunity Facilities 2 On-Going 248,600 PW00098 Community Facilities Dist No 4 6Community Facilities 4 On-Going 603,300 PW00098 Community Facilities Dist No 5 6Community Facilities 4 On-Going 1,400 PW00113 Tract 4514 Right of Way Acquisition MUGM TRACT 4514 On-Going 8,200 PW00142 Pedestrian & Bicycle Facility MADA Implementation Planning On-Going 40,000 PW00216 PW Special Project Revolving Fund 3RDA Improvements Projects On-Going 750,000 PW00239 Pedestrian & Bicycle Facility MAudible Traffic Cross Signals On-Going 40,000 PW00239 Measure C - PW Annual Allocations MAudible Traffic Cross Signals On-Going 20,000 PW00261 UGM Neigh Park Service Area 1 MUGM Biannual Reimbursement On-Going 100 PW00261 UGM Neigh Park Service Area 2 MUGM Biannual Reimbursement On-Going 1,500 PW00261 UGM Neigh Park Service Area 3 MUGM Biannual Reimbursement On-Going 100 PW00261 UGM Neigh Park Service Area 4 MUGM Biannual Reimbursement On-Going 800 PW00261 UGM Neigh Park Service Area 5 MUGM Biannual Reimbursement On-Going 100 PW00261 UGM Neigh Park Service Area 6 MUGM Biannual Reimbursement On-Going 100 9/11/07 8:52 *M: Multiple Council Districts C I T Y O F F R E S N O Capital Projects 29
  • 32. Key Result Area: CS: Customer Serv Project ID Funding SourceCD*Project Title/Description Status FY 2008 ADOPTED BUDGET Public Works Department PW00261 UGM Neigh Park Service Area 7 MUGM Biannual Reimbursement On-Going 100 PW00261 UGM parks Citywide Facil Fees MUGM Biannual Reimbursement On-Going 85,000 PW00261 UGM Parkland (Quimby) Ded Fee MUGM Biannual Reimbursement On-Going 2,000 PW00261 UGM Major Street Zona AMUGM Biannual Reimbursement On-Going 6,300 PW00261 UGM Major Street Zone BMUGM Biannual Reimbursement On-Going 6,300 PW00261 UGM Major Street Zone CMUGM Biannual Reimbursement On-Going 6,600 PW00261 UGM Major Street Zone DMUGM Biannual Reimbursement On-Going 156,800 PW00261 UGM Major Street Zone EMUGM Biannual Reimbursement On-Going 10,100 PW00261 UGM Major Street Zone E-3 MUGM Biannual Reimbursement On-Going 116,800 PW00261 UGM Major Street Zone E-4 MUGM Biannual Reimbursement On-Going 6,800 PW00261 UGM Major Street Zone E-5 MUGM Biannual Reimbursement On-Going 5,300 PW00261 UGM Major Street Zone FMUGM Biannual Reimbursement On-Going 506,600 PW00261 UGM Maj Bridge Fee Zone A MUGM Biannual Reimbursement On-Going 5,300 PW00261 UGM Maj Bridge Fee Zone B MUGM Biannual Reimbursement On-Going 5,300 PW00261 UGM Maj Bridge Fee Zone C/D2 MUGM Biannual Reimbursement On-Going 5,300 PW00261 UGM Maj Bridge Fee Zone D-1/E-2 MUGM Biannual Reimbursement On-Going 85,300 PW00261 UGM Maj Bridge Fee Zone E-1 MUGM Biannual Reimbursement On-Going 5,300 PW00261 UGM Maj Bridge Fee Zone E-3 MUGM Biannual Reimbursement On-Going 5,300 PW00261 UGM Maj Bridge Fee Zone E-4 MUGM Biannual Reimbursement On-Going 5,400 PW00261 UGM Maj Bridge Fee Zone F MUGM Biannual Reimbursement On-Going 5,400 PW00261 UGM Fire Station #2MUGM Biannual Reimbursement On-Going 1,000 PW00261 UGM Fire Station #13MUGM Biannual Reimbursement On-Going 1,100 PW00261 UGM Fire Station #16MUGM Biannual Reimbursement On-Going 1,600 9/11/07 8:52 *M: Multiple Council Districts C I T Y O F F R E S N O 30 Capital Projects
  • 33. Key Result Area: CS: Customer Serv Project ID Funding SourceCD*Project Title/Description Status FY 2008 ADOPTED BUDGET Public Works Department PW00261 UGM Fire Station #17MUGM Biannual Reimbursement On-Going 1,100 PW00261 UGM Fire Station #21MUGM Biannual Reimbursement On-Going 200 PW00261 UGM Fire Station Serv Area 14 MUGM Biannual Reimbursement On-Going 1,100 PW00261 UGM Fire Station Serv Area 15 MUGM Biannual Reimbursement On-Going 1,500 PW00261 Fire Station Protection Fee MUGM Biannual Reimbursement On-Going 1,100 PW00261 UGM Fire Citywide Facil Fees MUGM Biannual Reimbursement On-Going 85,000 PW00261 UGM Grade Separation Zone E/4A MUGM Biannual Reimbursement On-Going 50,000 PW00261 UGM Traffic SignalMUGM Biannual Reimbursement On-Going 1,405,000 PW00261 UGM Police Citywide Facility Impact Fee MUGM Biannual Reimbursement On-Going 90,000 PW00261 R/W Reimb Fee FundMUGM Biannual Reimbursement On-Going 17,700 PW00261 Woodward Park Pln Svc Rechg MUGM Biannual Reimbursement On-Going 100 PW00261 UGM Wtr Area 201S-Sgle Well MUGM Biannual Reimbursement On-Going 8,000 PW00261 UGM Wtr Area 301S-Sgle Well MUGM Biannual Reimbursement On-Going 8,000 PW00261 UGM Wtr Area 101S-Sgle Well MUGM Biannual Reimbursement On-Going 7,500 PW00261 Wellhead Treatment Area 101-S MUGM Biannual Reimbursement On-Going 5,100 PW00261 UGM Well Develop Serv Area 86 MUGM Biannual Reimbursement On-Going 100 PW00261 UGM Well Develop Serv Area 90 MUGM Biannual Reimbursement On-Going 200 PW00261 UGM Well Division Serv Area 91 MUGM Biannual Reimbursement On-Going 200 PW00261 UGM Well Develop Serv Area 102 MUGM Biannual Reimbursement On-Going 100 PW00261 UGM Well Develop Serv Area 141 MUGM Biannual Reimbursement On-Going 100 PW00261 UGM Trans Grid Serv Area A MUGM Biannual Reimbursement On-Going 200,600 PW00261 UGM Trans Grid Serv Area B MUGM Biannual Reimbursement On-Going 35,600 9/11/07 8:52 *M: Multiple Council Districts C I T Y O F F R E S N O Capital Projects 31
  • 34. Key Result Area: CS: Customer Serv Project ID Funding SourceCD*Project Title/Description Status FY 2008 ADOPTED BUDGET Public Works Department PW00261 UGM Trans Grid Serv Area C MUGM Biannual Reimbursement On-Going 300 PW00261 UGM Trans Grid Serv Area D MUGM Biannual Reimbursement On-Going 55,600 PW00261 UGM Trans Grid Serv Area E MUGM Biannual Reimbursement On-Going 20,300 PW00261 UGM Bond Debt Serv Area 101 MUGM Biannual Reimbursement On-Going 8,000 PW00261 UGM Bond Serv Area 305S MUGM Biannual Reimbursement On-Going 1,200 PW00261 UGM Bond Debt Serv Area 501s MUGM Biannual Reimbursement On-Going 3,500 PW00261 Recharge Area 501sMUGM Biannual Reimbursement On-Going 500 PW00261 Wellhead Treatment Area 301 S MUGM Biannual Reimbursement On-Going 2,000 PW00261 Wellhead Treatment Area 401-S MUGM Biannual Reimbursement On-Going 200 PW00261 Wellhead Treatment Area 501S MUGM Biannual Reimbursement On-Going 3,900 PW00261 UGM Wtr Supp Area 401-S Multi MUGM Biannual Reimbursement On-Going 5,500 PW00261 UGM Wtr Supp Area 501 S Sgle MUGM Biannual Reimbursement On-Going 7,000 PW00261 UGM Well Develop Serv Area 136 MUGM Biannual Reimbursement On-Going 2,100 PW00261 Cornelia Sewer Trunk FeeMUGM Biannual Reimbursement On-Going 3,700 PW00261 Grantland Sewer Trunk Fee MUGM Biannual Reimbursement On-Going 4,500 PW00261 Herndon Sewer Trunk FeeMUGM Biannual Reimbursement On-Going 3,700 PW00261 Fowler Sewer Trunk FeeMUGM Biannual Reimbursement On-Going 6,500 PW00261 Copper River Trunk Sewer MUGM Biannual Reimbursement On-Going 1,500 PW00261 UGM Sewer Oversize Svc Area 1 MUGM Biannual Reimbursement On-Going 11,100 PW00261 UGM Sewer Oversize Svc Area 2 MUGM Biannual Reimbursement On-Going 1,200 PW00261 UGM Sewer Oversize Svc Area 3 MUGM Biannual Reimbursement On-Going 1,600 PW00261 UGM Sewer Oversize Svc Area 4 MUGM Biannual Reimbursement On-Going 1,200 9/11/07 8:52 *M: Multiple Council Districts C I T Y O F F R E S N O 32 Capital Projects
  • 35. Key Result Area: CS: Customer Serv Project ID Funding SourceCD*Project Title/Description Status FY 2008 ADOPTED BUDGET Public Works Department PW00261 UGM Sewer Oversize Svc Area 6 MUGM Biannual Reimbursement On-Going 1,100 PW00261 UGM Sewer Oversize Svc Area 7 MUGM Biannual Reimbursement On-Going 1,200 PW00261 UGM Sewer Oversize Svc Area 8 MUGM Biannual Reimbursement On-Going 1,100 PW00261 UGM Sewer Oversize Svc Area 9 MUGM Biannual Reimbursement On-Going 1,100 PW00261 UGM Sewer Oversize Svc Area 10 MUGM Biannual Reimbursement On-Going 1,100 PW00261 UGM Sewer Oversize Svcs Area 11 MUGM Biannual Reimbursement On-Going 1,100 PW00261 UGM Sewer Oversize Svc Area 12 MUGM Biannual Reimbursement On-Going 1,100 PW00261 UGM Sewer Oversize Svc Area 14 MUGM Biannual Reimbursement On-Going 1,100 PW00261 UGM Sewer Oversize Svc Area 15 MUGM Biannual Reimbursement On-Going 1,200 PW00261 UGM Sewer Oversize Svc Area 16 MUGM Biannual Reimbursement On-Going 5,100 PW00261 UGM Sewer Oversize Svc Area 17 MUGM Biannual Reimbursement On-Going 1,100 PW00261 UGM Sewer Oversize Svc Area 189 MUGM Biannual Reimbursement On-Going 1,200 PW00261 UGM Sewer Oversize Svc Area 19 MUGM Biannual Reimbursement On-Going 1,200 PW00261 UGM Sewer Oversize Svc Area 20 MUGM Biannual Reimbursement On-Going 1,100 PW00261 UGM Sewer Oversize Svc Area 21 MUGM Biannual Reimbursement On-Going 1,200 PW00261 UGM Sewer Oversize Svc Area 22 MUGM Biannual Reimbursement On-Going 1,100 PW00261 UGM Sewer Oversize Svc Area 23 MUGM Biannual Reimbursement On-Going 1,200 PW00261 UGM Sewer Oversize Svc Area 24 MUGM Biannual Reimbursement On-Going 1,200 PW00261 UGM Sewer Oversize Svc Area 25 MUGM Biannual Reimbursement On-Going 1,200 PW00261 UGM Sewer Oversize Svc Area 26 MUGM Biannual Reimbursement On-Going 1,100 9/11/07 8:52 *M: Multiple Council Districts C I T Y O F F R E S N O Capital Projects 33
  • 36. Key Result Area: CS: Customer Serv Project ID Funding SourceCD*Project Title/Description Status FY 2008 ADOPTED BUDGET Public Works Department PW00261 UGM Sewer Oversize Svc Area 28 MUGM Biannual Reimbursement On-Going 1,200 PW00261 UGM Sewer Oversize Svc Area 30 MUGM Biannual Reimbursement On-Going 1,200 PW00261 UGM Sewer Oversize Svc Area 31 MUGM Biannual Reimbursement On-Going 1,300 PW00261 UGM Sewer Oversize Svc Area 32 MUGM Biannual Reimbursement On-Going 1,200 PW00261 UGM Sewer Oversize Svc Area 33 MUGM Biannual Reimbursement On-Going 1,200 PW00261 UGM Sewer Oversize Svc Area 35 MUGM Biannual Reimbursement On-Going 1,800 PW00261 UGM Sewer Oversize Svc Area 36 MUGM Biannual Reimbursement On-Going 1,100 PW00261 UGM Sewer Oversize Svc Area 37 MUGM Biannual Reimbursement On-Going 1,200 PW00261 UGM Sewer Oversize Svc Area 39 MUGM Biannual Reimbursement On-Going 1,100 PW00261 UGM Sewer Oversize Svc Area 40 MUGM Biannual Reimbursement On-Going 1,100 PW00261 UGM Sewer Oversize Svc Area 43 MUGM Biannual Reimbursement On-Going 1,300 PW00261 UGM Millbrook Olay Sewer Fee MUGM Biannual Reimbursement On-Going 100 PW00266 Measure C - PW Annual Allocations MAnnual Signing and Striping On-Going 250,000 PW00266 Miscellaneous PavingMAnnual Signing and Striping On-Going 50,000 PW00268 Pedestrian & Bicycle Facility MADA Infrastructure Compliance On-Going 215,000 PW00268 Measure C - PW Annual Allocations MADA Infrastructure Compliance On-Going 1,173,000 PW00287 R/W Acquisition Tract 5206 MUGM R/W Tract 5206 On-Going 117,300 PW00290 No Neighborhood Left Behind Plan MNo Neighborhood Left Behind On-Going 94,000 PW00322 Community Facilities District No. 2005-01 3CFD 2005-01 TR 5350 Run Horse On-Going 11,200 PW00348 Community Facility Dist No. 14 3CFD #14 Running Horse On-Going 1,900 PW00353 R/W Acquisition-Tract 5237 4R/W Acquisition Tract 5237 On-Going 66,800 9/11/07 8:52 *M: Multiple Council Districts C I T Y O F F R E S N O 34 Capital Projects
  • 37. Key Result Area: CS: Customer Serv Project ID Funding SourceCD*Project Title/Description Status FY 2008 ADOPTED BUDGET Public Works Department PW00355 Community Facility Dist No. 11 MCFD #11 Feature Maintenance On-Going 50,000 PW00356 R/W Acquisition - Tract 5414 3R/W Acquisition - Tract 5414 On-Going 10,000 PW00357 R/W Acquisition - Tract 5343 4R/W Acquisition - Tract 5343 On-Going 303,900 PW00358 Miscellaneous PavingMStreet Trench Cut Study On-Going 8,000 PW08019 Measure C - PW Annual Allocations 2Herndon Town Alley Street Lighting New 200,000 PW08020 Measure C - PW Annual Allocations MADA Infrastructure - Minor Capital New 50,000 PW08021 Community Dev Block Grant 2Pinedale Infrastructure New 350,000 PW08022 Proposition 1B State Bonds MTrain Horn New 250,000 Total Projects for Public Works Department 8,799,800 Department of Public Utilities GC00010 Solid Waste EnterpriseMAcquisition On-Going 911,300 Total Projects for Department of Public Utilities 911,300 Convention Center Department CC00022 Conv Ctr Imprvements Phase II 3Convention Center Improvements On-Going 2,500,000 CC00023 Art, Park, Entertainment & Sports 3Art, Park, Ent. & Sports Proj On-Going 155,000 Total Projects for Convention Center Department 2,655,000 FAX Department FC00001 FTA 04 5307 Grant CAMNew Grant Non-revenue Vehicles On-Going 120,000 FC00019 FTA 02 5309 Grant CA-03-0667 MPassenger Amenities On-Going 598,900 FC00019 Transportation CMAQ Capital-43532 MPassenger Amenities On-Going 2,000,000 FC00019 FTA 07 5307 CA-90-XXXX MPassenger Amenities On-Going 100,000 FC00021 Transportation CMAQ Capital-43532 MFixed Route Bus Purchase On-Going 2,520,000 FC00022 FTA 04 5310 Grant CAMHandy Ride Vehicles On-Going 924,000 FC00026 FTA 05 5307 Grant CAMPlanning On-Going 150,000 9/11/07 8:52 *M: Multiple Council Districts C I T Y O F F R E S N O Capital Projects 35
  • 38. Key Result Area: CS: Customer Serv Project ID Funding SourceCD*Project Title/Description Status FY 2008 ADOPTED BUDGET FAX Department FC00026 FTA 08 5309 Grant - CAMPlanning On-Going 1,200,000 FC00026 FTA 08 Grant - CAMPlanning On-Going 120,000 Total Projects for FAX Department 7,732,900 Total for CS: Customer Serv 25,410,100 9/11/07 8:52 *M: Multiple Council Districts C I T Y O F F R E S N O 36 Capital Projects
  • 39. Key Result Area: RM: Resource Management Project ID Funding SourceCD*Project Title/Description Status FY 2008 ADOPTED BUDGET Department of Public Utilities TC08007 Wastewater EnterpriseMElectrician Safety Platforms New 160,000 Total Projects for Department of Public Utilities 160,000 Total for RM: Resource Management 160,000 9/11/07 8:55 *M: Multiple Council Districts C I T Y O F F R E S N O Capital Projects 37
  • 40. C I T Y O F F R E S N O 38 Capital Projects Notes:
  • 41. FOCUS AREA - ENVIRONMENT Goal: 1) Attain full Federal air quality compliance by 2013 Goal Allocations: Goal 1: Attain full federal air quality compliance by 2013 General Services Department. The Department will be continuing the Exhaust After Treatment Retro-fit Program started in FY 2005. For FY 2008, the Department has identified 40 existing heavy-duty on-road trucks and off-road vehicles to receive retro- fits under this program. These retro-fit devices will reduce ozone-forming emissions by 25 percent and particulate matter emis- sions by 85 percent. In addition, to the Exhaust After-Treatment Program the Department will also be replacing vehicles that have reached the end of their useful life with fuel efficient, low emission vehicles through the Fleet Replacement Program. The lower environmental impact will be from use of state of the art low emission technology to reduce harmful vehicle exhaust emission and contribute to clean valley air. Resources: $ 1,408,300 Parks, Recreation & Community Service Department. In an effort to preserve a city treasure, the Department will dedicate a portion of the entrance fee increase approved in FY 2007 to capital and other much need improvements at Roeding Park. These improvements will enhance park safety and ensure the facility remains an enjoyable destination for many valley families. Resources: $ 225,000 Planning and Development Department. In an effort to enhance the quality of life in the valley, the City will provide rebates to new users of solar energy; the City seeks to encourage further use of solar energy as an alternative source of power, thereby reducing the use of traditional power production methods. This benefits the City of Fresno and the Central Valley region by promoting renewable energy use. Residents who qualify may receive a rebate of up to 10 percent of the total purchase price of the solar system, including installation, after all applicable Federal, State and energy company rebates have been applied to total purchase price. Resources: $ 200,000 Public Utilities Department. The Wastewater Management Division is responsible for the treatment and reclamation of over 71 million gallons of wastewater per day generated by residential, commercial, and industrial sewer customers in the Fresno - Clovis Metropolitan area. This process requires the extensive use of both heat and electrical energy. The Wastewater Manage- ment Division has made a number of equipment and process improvements to increase energy efficiency and reduce energy costs. However, even with the improvement measures, drastic increases in the price of energy have offset any potential sav- ings. Moreover, these significant increases in cost have been accompanied by a reduction in the reliability of the State’s electri- Vision: Fresno is a world class, Multi-cultural community where opportunity and quality of life is available to everyone. C I T Y O F F R E S N O One Fresno 39
  • 42. cal systems. To address both the cost and reliability issues, the Wastewater Management Division has constructed an onsite alternative energy Power Generation Facility (PGF). The PGF uses a combination of natural gas and bio-gas produced as a by- product of the wastewater treatment process. The PGF produces enough electrical and heat energy to meet the energy de- mands of the Regional Wastewater Reclamation Facility. The Solid Waste Division is responsible for the collection of solid waste and recyclable materials from over 8,400 commercial and over 104,000 residences within the City. While the collection of solid waste and recyclables is a core service, the benefit to local air quality is attained through the use of LNG fueled trucks. By exceeding current air quality standards with the conversion of the fleet to LNG fuel, the Division is improving air quality in the community. Resources: $ 7,187,500 Public Works Department. The Department will continue construction of additional traffic signals, street improvements, and implement the City’s Traffic Synchronization Program resulting in a smoother flow of traffic throughout the City. Resources: $ 42,404,700 Transportation/FAX Department. The Department is focused on meeting Federal air quality compliance. Department is continu- ing several initiatives, as well as undertaking new initiatives. These include the purchase of 19 Compressed Natural Gas (CNG) buses, operation of the newly constructed CNG fueling facility, continuation of the City’s commuter vanpool program, construc- tion of a southeast intermodal facility and the additional of one increased frequency routes, bringing the total number of in- creased frequency routes to five. Resources: $ 3,393,000 FOCUS AREA - TRANSPORTATION Goals: 1) Increase airline passenger use of Fresno Yosemite International (FYI) by 50 percent by 2014 2) Starting in FY 2003 we have re-designed/re-engineered the public transit system to increase utilization by 25 percent by February 2008 3) We have a Regional Transportation Authority with expanded powers that includes all modes of transportation by 2009 Goal Allocations: Goal 1: Increase airline passenger use of Fresno Yosemite International (FYI) by 50 percent by 2014 Airports Department. The Department is committed to increasing air transportation utilization by 50 percent by 2014. This goal will be accomplished by attracting new air service, maintaining existing facilities, and supporting an on-going capital program. Substantial progress was made toward achieving this goal in FY 2007 with the introduction of service from ExpressJet Airlines, as well as the seasonal introduction of a larger plane on USAir’s Fresno-to-Las Vegas service and an additional Fresno-to-Salt Lake City flight offered by Delta Airlines. Resources: $ 56,782,900 C I T Y O F F R E S N O 40 One Fresno
  • 43. Goal 2: Starting in FY 2003 we have re-designed/re-engineered public transit system to increase utilization by 25 percent by February 2008 Transportation/FAX Department. The Department has made progress in re-designing /re-engineering our public transit system. In FY 2006, two major routes began providing service every 15 minutes. In FY 2007 another two routes began providing in- creased frequency service. This grant funded service has been popular with customers and will provide valuable information that can be utilized during the re-design/re-engineer process. In FY 2008 the Department will implement increased service on weekdays, Saturdays and holidays. The additional holidays service will provide transit service on the Fourth of July, Thanksgiv- ing, Christmas and New Year’s Day (four holidays when transit service is currently not provided). The Department has identified funding and beginning the initial phase of replacing the old farebox system with a new, high tech, interactive farebox and “smart card” system. Planning and community outreach/education will be an integral part of in- forming customers of new services and obtaining their opinion on improvements. Resources: $ 15,914,000 Goal 3: We have a Regional Transportation Authority with expanded powers that includes all modes of transportation by 2009 Public Works Department. The Department will construct new bicycle lanes and pedestrian trails at several locations in the City continuing to provide alternative transportation for its citizens. Resources: $ 310,000 Transportation/FAX Department. The Department participates in cooperative agreements with local agencies and governments, providing transit services to meet regional needs. Included in the agreement are the City of Clovis, Fresno County, Valley Chil- dren’s Hospital, and Fresno Unified’s ROP program. Additionally, the new farebox system, with new interactive farebox and “smart card” technology will be implemented as a regional system. Local transit agencies, including the City of Clovis and Fresno County Regional Transit, are involved in the design of system specifications and the evaluation potential systems. Resources: $ 2,326,900 FOCUS AREA - LIVABILITY Goals: 1) Revitalized downtown in accordance with Vision 2010 plan by December 31, 2010 2) Implement All Elements of the General Plan by 2025 3) Maintain City Infrastructure in a manner consistent with the City’s General Plan, industry standards, and Visions & Values by 2025 Goal Allocations: C I T Y O F F R E S N O One Fresno 41
  • 44. Goal 1: Revitalized downtown in accordance with Vision 2010 plan by December 31, 2010 Parks, Recreation & Community Services Department. Parks Recreation & Community Services (PRCS) intends to continue its contribution to downtown revitalization by giving people a reason to come downtown or stay after work. PRCS now has a full- time Events Coordinator who will enhance current events and festivals and identify new events and festivals for downtown and the entire City. In addition, PRCS will utilize revenues received from Fulton Mall vendors, and grant funds to invest in minor capital improve- ment projects and new equipment to improve the Fulton Mall experience. Resources: $ 42,100 Pubic Utilities Department. Construction of a new well is required in the downtown area to increase water production and to replace well PS 9A, located at Fresno St and Collins Ave, which has reached the end of its useful production life. A water stor- age tank is necessary to increase peak hour water production and provide adequate fire suppression capacity. Numerous down- town redevelopment projects have increased water and fire flow demands, without upgrades to improve water system infra- structure. In FY 2007, funds were appropriated for design and engineering. Site acquisition and construction of the well, water storage tank with a capacity of up to 2.0 million gallons and other site improvements are scheduled for award in FY 2008, and completion will occur in FY 2009. Total cost of the project is estimated at $9.7 million. Resources: $ 8,308,700 Transportation/FAX Department. The Department of Transportation/FAX continues to provide support to the revitalization of downtown through staff support for various studies and activities. The Department has been the lead agency for the Downtown Transportation and Infrastructure Study (DTIS) Resources: $ 2,900 Goal 2: Implement all Elements of the General Plan by 2025 Parks, Recreation & Community Services Department. Much of the PRCS Capital Improvement Program falls within the strate- gies that support this goal. Examples of such projects are the Universally Accessible Regional Park, the Woodward Park expan- sion and construction of the Amphitheater. Also planned is the expansion of the Regional Sports Complex and improvements at Mosqueda Center. Finally, the Department will be a part of the Downtown Riverwalk project, which will add green space and a water amenity in Downtown Fresno in the area bordered by Van Ness, Inyo, "H" and Ventura Streets. PRCS is also working with the public, Mayor’s Office, Council, and the Parks Commission to implement a comprehensive plan for utilizing the re- vamped Park Impact fees to accomplish all PRCS components of the 2025 plan. All of the potential future projects will create facilities that offer first-class venues for recreation that are powerful economic engines for the community. Resources: $ 27,026,300 Planning and Development Department. The Planning and Development Department has significant resources dedicated to the implementation of the 2025 General Plan and the timely processing of development projects, which directly affect the livability of our community. Specifically, the Department has dedicated funds to the zoning ordinance, implementation of the adopted mixed use ordinance, planning efforts for the Southeast Growth Area, and for the Application Assistance Center. In addition, the Department will continue to contract with outside organizations to assist in the development process. The Department, also, proactively enhances the cultural resources of our community by supporting the preservation of historically significant structures within the City of Fresno. Resources: $ 17,657,700 C I T Y O F F R E S N O 42 One Fresno
  • 45. Public Utilities Department. The City of Fresno is the Regional Sewer Agency and the largest supplier of water in the Fresno- Clovis Metropolitan Area (FCMA). Wastewater Management and Sewer Maintenance Divisions are responsible for collection, treatment, reclamation, and disposal of 26 billion gallons of wastewater annually, while the Water Division annually produces, treats, and distributes approximately 51 billion gallons of drinking water to customers in the Fresno service area. The City is anticipating considerable and sustained growth, and in fact, is one of the fastest growing communities in California. The dy- namic population growth experienced in the FCMA necessitates the City to invest in extensive capital improvements. The Wa- ter, Wastewater and Sewer Capital budget contain specific programs that are oriented toward proactive, cost effective, and timely construction of infrastructure to meet the growth demands of the community while complying with Federal and State regulations and permitting requirements. The proposed improvements allow the City to maintain a high level of service for its current and future customers while maintaining competitive utility rates. Resources: $ 65,055,200 Goal 3: Maintain City Infrastructure in a manner consistent with the City’s General Plan, industry standards, Visions & Values by 2025 Parks, Recreation & Community Services Department. PRCS believes in making Fresno as desirable as possible by providing ample and beautifully maintained parks and open spaces. All resources under this goal are dedicated to the ongoing facility repairs, grounds maintenance, and capital improvements to existing parks and downtown areas such as the Fulton Mall. Much of the funding for capital improvements to regional parks is derived from dedicated lease payments or capital funds collected as part of gate and reservation fees. The resources and human capital needed to maintain healthy green space is considerable. Resources: $ 2,755,800 Public Utilities Department. The Department of Public Utilities manages water and wastewater treatment facilities, 1,400 miles of sewer system pipe, and 1,600 miles of water distribution pipe with and estimated value in excess of $1 billion. On-going maintenance of these assets is vital to the health and well being of the community, and vitality of the local economy. Proven maintenance programs are budgeted and employed to increase the useful life of the infrastructure. Because of these programs, water and sewer service problems are minimized, which lessens customers inconvenience leading to customer satisfaction. The Department’s programs utilize the latest technology and innovations to ensure the most efficient use of material, staff and fi- nancial resources. Resources: $ 49,152,900 Public Works Department. The Department will deliver services in all areas which meet the City of Fresno’s vision and values, particularly with regard to the City’s 2025 General Plan requirements. Existing services in the areas of street, traffic signal, streetlight, and landscape maintenance will continue with available funds. Plan checks will be completed timely with feedback provided to the customer. Project management services will be provided to ensure capital projects are on time and within budget. Resources: $ 59,737,500 FOCUS AREA—REGIONAL COOPERATION Goals: 1) Community Outreach/provide information, receive service requests, provide listening sessions, sponsor community events 2) Develop and implement a balanced Affordable Housing Program C I T Y O F F R E S N O One Fresno 43
  • 46. Goal Allocations: Goal 1: Community Outreach/provide information, receive service requests, provide listening sessions, sponsor community events Parks, Recreation & Community Services Department. In order to better communicate with our customers, PRCS has estab- lished a community outreach program. The Department believes that with these dedicated resources, news and information about programs and events will reach those individuals and families that will most benefit. Resources: $ 133,400 Public Works Department. The Department through its ADA Program will conduct Community Outreach, particularly for the City’s disabled population. Through these efforts & others, the City moves towards compliance with federal regulations. Resources: $ 136,400 Goal 2: Develop and implement a balanced Affordable Housing Program City Manager’s Office. The City is required by the Department of Housing and Urban Development (HUD) to conduct a fair housing program. This function is subcontracted to the Fair Housing Council of Central California (FHC). The FHC provides a full array of fair housing services to both City residents/home seekers and members of the housing industry (landlords, property managers, lenders, real estate brokers and agents, and insurance industry representatives). FHC activities fall into two major categories: education and outreach, and intake and enforcement. This activity is a critical element of the goal of implementing a balanced and affordable housing program. Resources: $ 50,000 Planning & Development Department. The Department continues to maximize and leverage millions of dollars in public and private funds to produce much needed affordable housing for Fresno City residents. The Department focuses on three core housing activities: 1) New Construction, 2) First Time Homebuyer Assistance, and 3) Housing Rehabilitation. Funding for these activities are provided by the Home Investment Partnerships (HOME) Program; Community Development Block Grant (CDBG) Program; State funds (Prop. 46); and other smaller Federal, State, and local grants available for affordable housing activities. Housing funds are allocated in a manner that best helps to achieve Housing Element goals of the 2025 General Plan. The City creates hundreds of new, safe, and decent affordable housing units each year through the construction of new single- and multi-family housing, acquisition and rehabilitation. Resources: $ 31,305,600 C I T Y O F F R E S N O 44 One Fresno
  • 47. Secondary Advantages City Clerk’s Office. The services rendered by the City Clerk’s Office are intended to promote high levels of Customer Satisfac- tion. However, as the nature of the Department is to provide service to the public, City Officials, and internal departments, sec- ondary benefits for achieving this goal extend into all of the KRA’s. With satisfaction of service, other departments are equipped to move forward to fulfill their goals spanning One Fresno, Public Safety, Education, Customer Service, Economic Development, and Resource Management. City Attorney’s Office. The City Attorney's Office advises and consults, prepares and reviews documents, and represents the City in a broad range of activities. For example, the office represented the City in its efforts toward implementation of the Gen- eral Plan, full Federal air quality compliance, and an affordable and equal access regional transportation system. Legal services also will be provided in the City’s pursuit of regional joint agreements aimed at reducing redundancies, creating efficiencies, and ensuring sound management of regional resources in the areas of code enforcement, transportation , and use of resources. Economic Development. A focal point for success, the Economic Development Department continually seeks to conduct out- reach to the community in an effort to inform potential clients about the benefits of its programs. The Department enters into agreements with other quasi-government/public agencies. These relationships promote regional cooperation and facilitate achieving the goals of the Department. Finance Department. The Department’s budget outlines many key objectives and projects that share a common theme and plan for the City of Fresno. The centerpiece of the City's Strategic Plan is "One Fresno." Finance is an integral part of this plan as it provides the much needed oversight and guidance for: fiscal responsibility and leadership with respect to seeking and ob- taining funding; leveraging private leadership and investments; optimizing and streamlining organizational processes to ensure quality services and fiscal reliability; and the elimination of redundant services while stretching the value of the taxpayer's dol- lars. Information Services Department. The Department has implemented a number of initiatives which increase the availability of City resources remotely, thus reducing the necessity of vehicle travel for City functions. Citizens can pay utility bills, request licenses, report graffiti or code violations, apply for basic building permits, and apply for jobs online. Employees can check email and in select cases, login to core systems to perform maintenance or correct problems. In addition to providing a more convenient interaction with the City, ISD’s eGovernment Services are helping clean up the air. Personnel Services Department: The Department continues to exemplify the Mayor’s vision of providing equal access to employment with the City of Fresno through outreach efforts. These efforts are supported through an expanding network of collaborative relationships with community organizations such as Fresno City College, Cesar Chavez Adult School, Fresno Pacific University, and Fresno State University. Police Department. The Department primarily focuses on the prevention of crime and traffic collisions, which mainly applies to the Key Result Area (KRA) Public Safety. However, safety services do indirectly complement the KRA One Fresno. The Graffiti program not only reduces property crime, but promotes meeting the beautiful neighborhood standards. In addition, the build- ing of a Joint Administrative Complex will contribute to the revitalization and beautification of Downtown. C I T Y O F F R E S N O One Fresno 45
  • 48. NOTES: C I T Y O F F R E S N O 46 One Fresno
  • 49. FOCUS AREA—LAW ENFORCEMENT Goals: 1) Reduce injury collisions in calendar year 2007 by five percent from 2006 2) Complete the Public Safety Complex by November 2008 3) Achieve an average response time to life threatening emergency calls under 6.5 minutes in calendar year 2006 4) Reduce Part I crimes in calendar year 2007 by five percent from 2006 Goal Allocations: Goal 1: Reduce injury collisions in calendar year 2007 by five percent from 2006 Police Department. Since unlicensed motorists are four-to-six times more likely to be involved in injury accidents, there has been an increase in the enforcement of unlicensed motorist violations. Traffic personnel use weekly statistics to identify streets and intersections with the highest collision rates and direct resources to proactively enforce traffic laws at these locations. Traf- fic personnel will also conduct four Driving Under the Influence (DUI) “reality checks” at high schools, six bicycle safety rodeos, 36 seatbelt enforcement operations, and four seatbelt safety poster contests. Resources: $ 19,585,300 Goal 2: Complete the Public Safety Complex by November 2008 Police Department. The Department, in cooperation with the Fresno City Fire Department and the Fresno County Sheriff’s De- partment, is moving forward with plans to build a Fire and Law Enforcement Administration Building and Communication Center in Downtown Fresno. This project is being coordinated with the Public Works and General Services Departments to develop design criteria in anticipation of requesting City Council approval to issue a Request For Proposal. Resources: $ 579,100 Goal 3: Achieve an average response time to life threatening emergency calls under 6.5 minutes in calendar year 2006 Police Department. The Department modified the definition of “0" priority calls so that only the highest precedence emergen- cies are so categorized. The Department has made the Automated Vehicle Locator (AVL) program mandatory, allowing the closest units to be dispatched to emergency calls. Officers also use AVL to determine the fastest route to calls. Supervisors are required to monitor “0” priority calls to determine their validity and reclassify events not meeting standards. Additionally, all sworn members logged onto a patrol car and in uniform are required to respond to “0” priority calls. Resources: $ 62,575,300 C I T Y O F F R E S N O Public Safety 47 Vision: Fresno is a peaceful and secure community, providing ample opportunities to achieve a high quality of life for all its residents.
  • 50. Transportation/FAX Department. The Department funds two sworn police officers and anticipates increasing the number of officers to four. These officers respond to transit related calls and utilize the Department’s global positioning system (GPS) and video surveillance equipment to provide a safe environment for customers and employees. Resources: $ 164,600 Goal 4: Reduce Part I crimes in calendar year 2007 by five percent from 2006 Police Department. Ongoing, daily monitoring of crime data will continue, allowing staff to quickly identify crime trends and immediately mobilize proactive personnel to impact them. Monthly auto theft meetings facilitate communication between dis- trict auto theft detectives, Help Eliminate Auto Theft (HEAT) unit personnel, and allied agencies. To diminish the likelihood of retaliatory crimes, there will be an emphasis on the rapid identification and arrest of suspects involved in violent crime. Resources: $ 56,090,600 FOCUS AREA—CODE ENFORCEMENT Goals: 1) Use the Code Enforcement Division to improve the quality of life in our City’s rental units A) Establishing a new goal of ensuring 300 safe housing units annually with the Housing Standards Team. B) Housing inspectors to inspect and resolve 500 substandard housing vases annually 2) Maintain all vacant properties (omitting fire and safety hazards) by: A) Annually maintaining all vacant properties starting April 15 (weather permitting) and concluding September 15; last year’s total of vacant properties maintained was 5,862 B) Have all violations on vacant properties in compliance within 45 days of first inspection C) Maintain the number of properties abated by the city to seven percent of the total cases; last year, 5,482 properties were cleaned by owner or were no longer vacant and 380 or 6.93 percent were abated by a City contractor. 3) Eliminate by the year 2012 the known Illegal/Unsafe hazardous commercial sites throughout the city and actively pursue any new Illegal/unsafe hazardous commercial sites through proactive enforcement of the Conditional Use Permit Team. A) Annually inspect 60 high –risk properties through proactive enforcement B) Annually inspect 90 properties for compliance with the solid waste recycling ordinance Goal Allocations: Goal 1: Use the Code Enforcement Division to improve the quality in our City's rental units Planning & Development Department. The Housing Standards Team (HST) continues to pro-actively address sub-standard housing conditions in rental apartment complexes, multi-residential, and single-family units for health and safety issues. More recently the Mayor, in recognition of the Citywide need to aggressively combat substandard housing with City Council direction, established an 10x10 Blue Ribbon Committee. The Team utilizes existing Codes, which includes the Real Property Ordinance. A provision of the ordinance provides for increased fines (of up to $50,000) if owners do not maintain their properties after being noticed by the Team. The City of Fresno has approximately 53,000 rental housing units, with the majority of the rental units C I T Y O F F R E S N O 48 Public Safety
  • 51. over 50 years old. Older rental housing units have an increased potential for sub-standard housing conditions, which endanger the health and safety of occupants and others. Resources: $ 667,100 Goal 2: Maintain all vacant properties (omitting fire and safety hazards) by: Planning & Development Department. The Code Enforcement Division has the responsibility of ensuring that vacant properties and vacant buildings are free of fire hazards and blight. Due to the hot and dry conditions during the spring/summer/fall months, in the City of Fresno, the division inspects all properties to ensure that all fire hazards have been removed. The pro- gram includes a summer and winter inspection and removal sweep of all vacant properties. • Illegal Dumping: The Fresno Against Illegal Dumping (FAID) focuses on reducing the amount of illegal dumping on public and private property throughout the City. The Unit’s effectiveness is enhanced because the FMC overlaps with the California Penal Code, thus allowing the FAID Unit to issue administrative and criminal citations to violators. Resources: $ 1,056,500 Goal 3: Eliminate by the year 2012 the known Illegal/unsafe hazardous commercial sites throughout the city and actively pursue any new Illegal/unsafe hazardous comercial sites through proactive enforcement of the Conditional Use Permit Team Planning & Development Department. The Code Enforcement Division continues to identify and address violations of the Condi- tional Use Permits and other special permits, relative to properties within the City, which pose a risk to the public’s health and safety. The team utilizes all applicable objectives set forth in the “Report of the Southwest Fire Process Improvement Task Force” in their enforcement efforts. The team also continues to work in conjunction with other City, County, State and Federal agencies and is a member in the United States Department of Justice’s Environmental Crimes Task Force. These agencies meet on a regular basis to discuss multi-agency approaches to prosecute environmental crimes. Resources: $ 475,500 FOCUS AREA—BUILDING SAFETY Goal: 1) Promote and maintain a high level of quality construction by meeting or exceeding building code regulations by: A) Providing 95 percent of all inspections on the day requested B) Providing all building plan checks within established city timelines according to production schedule C) Technology enhancements Goal Allocation: Goal 1: Promote and maintain a high level of quality construction by meeting or exceeding building code regulations by: C I T Y O F F R E S N O Public Safety 49
  • 52. Planning & Development Department. The Department’s Building and Safety Services Division is responsible for permit issu- ance, plan check, UGM fee exaction and final map processes. There are numerous rules and regulations that have a direct im- pact on this Division’s functions. Resources dedicated to this goal help achieve quality construction by training staff on the un- derlying authority related to their job function, increasing public awareness of changing authorities, and implementing technol- ogy to provide staff with state-of-the-art field inspection methods. The Department continues to leverage Federal entitlement funds with other Federal, State, and local funds for housing rehabili- tation activities. The Planning and Development Department continues to implement an in-house owner-occupied and rental rehabilitation loan program that addresses health and safety concerns as well as improve the City’s existing housing stock. Resources: $ 64,500 FOCUS AREA—PUBLIC HEALTH & SAFETY STANDARDS Goal: 1) Protect the public’s health by meeting or exceeding all applicable state and federal public health requirements for Public Utilities Goal Allocation: Goal 1: Protect the public's health by meeting or exceeding all applicable state and federal public health requirements for Public Utilities Public Utilities Department. The Department of Public Utilities protects the public’s health and safety through the Water Division which provides the community with a safe and healthy water supply; the Sewer Maintenance and Wastewater Management Divisions which collect and treat wastewater; and Solid Waste and Community Sanitation which collect, recycle, and divert solid waste for the residents of the City of Fresno. The diversion programs in Solid Waste and Community Sanitation include weekly collection of recyclables, providing education to new and existing residential and commercial customers, and the annual neighborhood pickup for residential customers which support the protection of the public’s health. The Water Division focuses on water quality. The primary mission of the Water Division is to provide an average of 140 million gallons daily of safe and quality water through activities including sampling, monitoring, reporting, cross connection control, treatment of ground water at over 250 well sites, and operation of the Surface Water Treatment Facility. The Wastewater Management and Sewer Mainte- nance Divisions maintain the City’s pretreatment program to prevent damage to the City’s sewer collection system and waste- water treatment facilities as well as provide for the collection, treatment, and reclamation of 71 million gallons of wastewater daily. The Public Utilities Department provides all these services while maintaining strict adherence to local, State, and Federal regulations. The Department is able to meet regulatory requirements efficiently and economically by effectively balancing per- sonnel, science, and technology through effective strategies. Resources: $ 46,003,300 FOCUS AREA—FIRE Goals: 1) Reduce per capita fire loss annually by ten percent toward the goal of $24.70 per capital as reported by the NPA for com- munities of 260,000-488,000 for the Western united States by 2012 by: A) Continuing implementation of the Fresno Fire Department Strategic Plan C I T Y O F F R E S N O 50 Public Safety
  • 53. 2) Meet the stated service level objectives identified in the 4 Minutes to Excellence plan by 2012 3) Maintain 95 percent of key City of Fresno personnel trained in the City’s Emergency Operations Plan 4) Completion of the Fire Department $50 million Capital Project Plan by 2012 Goal Allocation: Goal 1: Reduce per capita fire loss annually by ten percent toward the goal of $24.7 per capita as reported by the NFPA for communities of 260,000-488,000 for the Western United States by 2012 by: Fire Department. The single most effective way of reducing fire loss is through prevention to include enforcement, engineering, investigation and education. Over the course of the last year, 4,000 new businesses and/or multi-family dwellings have been identified for inspection per the Uniform Fire Code and the Fresno Municipal Code. Additionally, over 1,300 vacant businesses/ buildings have also been identified and require an inspection. In 2006, the City suffered 1,350 multi-family and commercial fires resulting in over $4 million of fire loss and 1 civilian fatality. By conducting annual mandated inspections, the City will take a proactive approach through education and enforcement efforts to reduce fire losses and fire related death and injuries, which meets the key objectives of Customer Satisfaction and Employee Satisfaction by attempting to ensure work and living environ- ments are safe and Financial Management through reductions in fire loss and injuries. Resources: $ 2,703,400 Goal 2: Meet stated service level objectives identified in the 4 Minutes to Excellence plan by 2012 Fire Department. Allocations to this goal encompass the Bureau of Fire Suppression Emergency Response, and the personnel, operational and logistical support services of fleet maintenance and communications appropriated for providing fire suppression services throughout the Department’s service area covering over 340 square miles. Funding for 385 firefighting and support staff (includes the addition of 41 staff transitioning from a contract for service with the North Central Fire Protection District), staffing for service contracts related to the Fig Garden Fire Protection District and Fresno Yosemite International Airport are also included within this goal. All of these resources are directed to meeting departmental service level objectives as outlined in the 2025 Public Safety Report, Fire Department Strategic Plan, and Standard of Cover documents. The Department’s stated service level objective is to have the first unit arrive on scene within 4 minutes, and other dispatched units arrive within 8 minutes, 90 percent of the time, from the point at which the units are enroute to the call. Resources: $ 42,376,500 Goal 3: Maintain 95 percent of key City of Fresno personnel trained in the City’s Emergency Operations Plan Fire Department. In FY 2008, the Department will continue to conduct exercises and enhanced training through collaborative efforts between the State, City and Fresno County. These exercises will test the City’s ability to run an Emergency Operations Center and to implement the Emergency Operations Plan. Key personnel will be exposed to and trained in the National Incident Management System. The exercises will evaluate our ability to respond to a terrorist event and/or large-scale medical disasters. In addition, funding is requested within this Goal that will continue efforts to upgrade equipment for use in the existing Emer- gency Operations Center until a new facility can be acquired. Resources: $ 517,800 C I T Y O F F R E S N O Public Safety 51
  • 54. Goal 4: Completion of the Fire Department $50 million Capital Project Plan by 2012 Fire Department. Significant investment will be made into existing and future fire facilities. The Department is in the later stages of completing Phase I and beginning Phase II of an extensive station renovation project that was necessitated because sufficient resources were not directed to maintaining existing facilities during the last 20 years. In addition, with the implemen- tation of new Citywide Fire Impact Fees, funding for the construction of three key fire stations, a new training facility, a new repair and maintenance facility and joint Fire and Police Public Safety Administrative Complex are in the planning and design phases. These projects, outlined in both the 2025 Public Safety Plan and the Fire Department Strategic Plan will significantly enhance safety services, and reduce redundant infrastructure, space and equipment requirements for related functions Resources: $ 17,879,600 Secondary Advantages Airports Department. The Airports Department has included funds in its FY 2008 Public Safety budget to insure federally man- dated five minutes response time for security calls to the screening checkpoint area and the three minute response time to all declared aircraft emergencies are met. City Attorney’s Office. The City Attorney's Office contributes to furthering the goals of reduced crime rates, building safety, emergency preparedness, and public health by providing general legal advice, conducting training on legal issues and prosecut- ing municipal code violations in such areas as: zoning, housing, dangerous building, public nuisance abatement, and prosecuting the revocation of Conditional Use Permits. City Clerk’s Office. The services rendered by the City Clerk’s Office are intended to promote high levels of Customer Satisfac- tion. However, as the nature of the Department is to provide service to the public, City Officials, and internal departments, sec- ondary benefits for achieving this goal extend into all of the KRA’s. With satisfaction of service, other departments are equipped to move forward to fulfill their goals spanning One Fresno, Public Safety, Education, Customer Service, Economic Development, and Resource Management. Finance Department. The Department upholds its unique role in emergency management by being involved in emergency plan- ning, training, and recovery processes through the City of Fresno’s Emergency Response Plan. It is directly responsible for tracking and effectively managing the resources of planning for an emergency and preparing the necessary financial personnel to keep the City operating during a disaster. The Department’s Emergency Preparedness Officer (EPO) is responsible for ensur- ing that emergency response plans are up-to-date and implemented properly. General Services Department. The Department has applied its resources primarily in the Customer Services, Resource Manage- ment, and One Fresno KRA’s. However, the Department’s contribution is not limited by the boundaries of those KRA’s. The services provided by GDF will play a major role in “ Public Safety: by providing key support services impacting the goal “Achieving an average response time to life threatening calls under seven minutes in calendar year 2006, through the availabil- ity of the Police Department's vehicle fleet. Information Services Department. In a partnership with Parks and Recreation, ISD has helped to implement the Community Connect program at various parks locations throughout the City. This program provides an advanced computer lab including internet connectivity and training for public participation. These labs serve areas within the City that are typically underserved with technology opportunities, so it provides citizens with a very valuable tool to improve their skills and increase their exposure to these important resources. Personnel Services Department. The Personnel Department expresses its commitment to further the goals of the Public Safety KRA by establishing continuous recruitment for entry level police officers, dedicating staff effort to large and complex recruitments, and working with department-level staff to facilitate staffing for grants and special programs. C I T Y O F F R E S N O 52 Public Safety
  • 55. FOCUS AREA—EDUCATION AND AFTERSHCOOL Goals: 1) The City of Fresno offers a series of out-of-school enrichment and development programs for preschool through high school students that receive 90 percent satisfaction ratings from participants, parents, and educators in FY 2008 2) Attendance numbers in the cities’ out-of-school enrichment and development programs increase by at least five percent in FY 2008 Goal Allocations: Goal 1: The City of Fresno offers a series of out-of-school development programs for pre-school through high school students that receive 90 percent satisfaction ratings from participants, parents, and educators in FY 2008 Parks, Recreation & Community Services Department. PRCS offers a variety of enrichment programs including Literacy and employment readiness, community science, mobile fitness and mobile science vehicles, Friendship Camp, and Summer Enrich- ment Camp; also available are numerous youth sports leagues and therapeutic recreation. All of these programs help to im- prove the lives of our citizens and community. Resources: $ 1,585,600 Goal 2: Attendance numbers in the cities’ out-of-school enrichment and development programs increase by at least five percent in FY 2008 City Manager’s Office. The City will continue to pursue program improvement and offer a series of ‘during school’ and ‘after school’ programs providing recreation, enrichment, community education, and safety awareness programs. The City will work with the school districts and other community organizations utilizing our public school sites, community centers and parks pro- viding our community with a variety of community development activity options. Resources: $ 24,300 Parks, Recreation & Community Services Department. Resources under this goal are directed at community outreach for the Community Science and Fresno Connect programs. Effective outreach leads to increased participation in our programs and in- creased ability to obtain donations and grant funds for these programs. Fresno Connect computer labs are a great example of meeting this goal, because programming is offered to youth, adults, and seniors. Resources: $ 492,600 C I T Y O F F R E S N O Education 53 Vision: We actively partner with the community to promote educational activities that maximize literacy, youth development safety, employment readiness and life-long learning making Fresno a world– class city.
  • 56. FOCUS AREA—HEALTH AND SAFETY Goals: 1) Education programs and initiatives geared toward improving health and safety increase attendance numbers by at least five percent in FY 2008 Goal Allocations: Goal 1: Education programs and initiatives geared toward improving health and safety increase attendance numbers by at least five percent in FY 2008 City Manager’s Office. The City provides a number of programs geared toward improving the health and safety of the general public. These programs include: Nutrition and Senior Meals Programs; the Mayor’s Fitness Council; Police and Fire safety pro- grams; truancy abatement (Juvenile Accountability Ordinance); and MAGEC. Resources: $ 23,900 FOCUS AREA—FAMILY ECONOMIC SUCCESS Goals: 1) The City of Fresno increases participation in workforce development programs by ten percent in FY 2008 2) Increase the number of individuals that City programs connected to gainful employment by at least five percent in FY 2008 Goal Allocations: Goal 1: The City of Fresno increases participation in workforce development programs by ten percent in FY 2008 City Manager’s Office. The City will continue with its current workforce development projects in the Mayor’s Jobs Initiative, high school BEST Program, and activities related to Fresno Connect. Efforts are underway to increase the City’s influence in the ac- tivities of the Workforce Investment Board. Resources: $ 24,000 Parks, Recreation & Community Services Department. The Mayor’s Job Fair provides a great opportunity for residents through- out Fresno County to connect with a wide range of employers. Would be employees have a ideal venue to maximize their job seeking efforts and employers have the benefit of seeing the most motivated and best qualified candidates. The City benefits by helping its’ citizens become prosperous member of the community. Resources: $ 109,900 C I T Y O F F R E S N O 54 Education
  • 57. Goal 2: Increase the number of individuals that City programs connected to gainful employment by at least five percent in FY 2008 Parks, Recreation & Community Services Department. The Mayor’s Job Fair provides a great opportunity for residents through- out Fresno County to connect with a wide range of employers. Would be employees have a ideal venue to maximize their job seeking efforts and employers have the benefit of seeing the most motivated and best qualified candidates. The City benefits by helping its’ citizens become prosperous member of the community. Resources: $ 58,000 Secondary Advantages: City Attorney’s Office. The City Attorney’s Office provides legal advice and support as requested for the development and imple- mentation of community youth programs and vocational education programs. City Clerk’s Office. The services rendered by the City Clerk’s Office are intended to promote high levels of Customer Satisfac- tion. However, as the nature of the Department is to provide service to the public, City Officials and internal departments, sec- ondary benefits for achieving this goal extend into all of the KRA’s. With satisfaction of service, other departments are equipped to move forward to fulfill their goals spanning One Fresno, Public Safety, Education, Customer Service, Economic Development, and Resource Management. Finance Department. The Department continues to be a vital participant in the internship program. It is a collaborative effort between the City of Fresno, Fresno City College, and Duncan Poly Technic. The purpose of the program is to increase students’ awareness and discover the potential of a rewarding career in Finance. Students develop the necessary skills to be successful, and are encouraged to continue their education at the postsecondary level, and develop personal and professional relationships with other talented people. The program was developed in response to feedback from the business community that many stu- dents lack necessary financial skills and information on career options. Internships in local government provide a great opportu- nity for students from nearly any discipline to learn about the rewards of public service in a city, county or special district. Fire Department. With the cooperation of the Fresno Fire Chief’s Foundation and local school districts, the Prevention Division coordinates the “Helmets are Cool” program, which is designed to issues safety helmets to children who are not wearing a one while skating or bike riding. Fire companies and inspectors distribute helmets and, to date, have issued over 2,500 safety hel- mets. Planning and Development Department. Sponsored the creation of the Housing Resource Center, a one-stop shop homeowner- ship assistance center located in Manchester Mall. This program will educate and assist potential home buyers during the home buying process. Public Works Department. The Public Works Department focuses on safety concerns around schools with infrastructure im- provement on sidewalks, and works in collaboration with school districts on the Safe Routes to Schools Program. Transportation/FAX Department. The Department makes an important contribution to this area by providing transportation to public and private elementary, junior high, and high school students throughout the school year. Many adults utilize public transportation to further their education or to complete an education that was interrupted in their youth (GED, High School Di- ploma, basic classes). The Department has provided additional passenger amenities to the Cesar Chavez Adult and Community Education facility. These amenities include shelters, benches, bus stop modifications and arrival/departure signs. C I T Y O F F R E S N O Education 55
  • 58. Notes: C I T Y O F F R E S N O 56 Education
  • 59. FOCUS AREA—EXTERNAL CUSTOMER SERVICE Goals: 1) Essential core services contribute to the City Vision & Values annually 2) Our services are recognized as “Best of Class” by industry standards and are acknowledged by accreditation and awards 3) Council Request for Service System issues will be addressed with the use of data driven information to effectively prioritize and resolve Council District concerns 4) To meet or exceed 3.5 out of 4.0 scale for customers satisfied with city services Goal Allocations: Goal 1: Essential core services contribute to the City Vision & Values annually Airports Department. Being the medium for the community’s economic growth the Airports Department is dedicating its FY 2008 resources to meet the City’s Vision and Values by development, maintenance, and operation of both City owned Airports, Fresno Yosemite International and Chandler, respectively. The Department aggressively seeks new air service, enhances its facilities, and maintains its cost structure competitive with other airports of similar size. In FY 2008, FYI will transition from a 20/7 schedule to a 24/7 schedule to accommodate the increased demand in service. Also, the Airports Department recently completed the design of a new Consolidated Rental Car Facility that will provide customers with a convenient location to pick up and drop off their rental cars. Customer Service is the primary function of the Department, and delivery of services in a profes- sional, effective, and timely manner. Resources: $ 144,100 City Attorney’s Office. The City Attorney’s Office is allocating resources to continue the delivery of high quality legal services to its clients. Meeting the needs of clients in an efficient, timely, and cost effective manner is the goal of the Office. Providing legal services is critical to the successful implementation of City-wide goals, the City Attorney’s Office is dedicated to the en- hancement of the City Vision & Values. Resources: $ 900,200 City Clerks Office. The City Clerk’s Office is dedicating its FY 2007 resources to ensure that essential core services contribute to the City's Vision & Values. These resources will maintain staff, equipment, and supplies necessary for providing accurate infor- mation and public relations service to elected officials, the public, and City departments. Customer Service is the primary func- tion of the Department. Delivery of services in a professional, effective, and timely manner ensure that other essential functions of the City run smoothly. Resources: $ 807,500 C I T Y O F F R E S N O Customer Service 57 Vision: We serve all customers professionally, courteously and responsively, focusing on the needs while providing high value service.
  • 60. City Manager Department The City Manager’s Office is responsible for overall administrative direction to City departments, with the exception of offices provided for in the City Charter. As such the office is accountable for ensuring that all Key Result Area (KRA) goals are met. Resources: $ 43,400 Economic Development Department. The Economic Development Department has dedicated resources to promote the Primary goals of the Department, which is to increase the city’s economic vitality, the City is the customer. Resources: $ 29,700 Finance Department. The Department exists to manage the public's monetary assets responsibly and professionally, for ulti- mate use in delivering high quality customer service, timely and complete financial data, as well as fiscal regulatory compliance throughout its divisions. Finance also provides critical customer support services to it’s citizens. These services include dis- bursements, business licensing/permitting, customer support, and utility cashiering. The Department’s activities focus on three specific outcomes: sustainable governmental finance, improved and more efficient government operations to accomplish the goals of the entire City, and an efficiently functioning local government. Finance fo- cuses on providing a streamlined decision-making framework in order to provide quality services to clients. The Department encourages a professional operating environment that instills employee satisfaction, teamwork, and trust. Resources: $ 12,597,700 Fire Department. Appropriations allocated toward this goal relate to maintaining essential support services provided by the Bu- reau of Administrative Services, which includes the Office of the Fire Chief, Budget, Personnel and Recruitment Services These areas specifically support functions such as the preparation and management of payroll, accounts payable and receivables, budget preparation and maintenance, personnel, and oversight for injured workers and worker’s compensation programs. All of these functions are critical to the efficient operation of the Department. In addition, funding allocated to this goal encompasses general organizational expenditures such as apparatus and equipment lease payments and appropriations for annual leave pay- offs. Resources: $ 4,251,800 General City Purpose. The Intergovernmental Relations Division contains expense items which are of a Citywide nature such as legal fees, election costs, Operation Clean Air, support of Regional Jobs Initiatives (RJI), funding of Deferred Comp Administra- tion, and lobby contracts. The City will pass-thru CDBG funding to private organizations. The Retirement Office provides mem- bers and the employer with flexible, cost effective, participant-oriented benefits through prudent investment management and superior member services Finally, the Redevelopment Services Division houses City personnel who work for the Redevelopment Agency (RDA). Resources: $ 2,889,800 General Services Department. The Department’s Purchasing Division will continue to provide quality business support services related to procurement to all City Departments at the best value. Resources: $ 5,883,800 C I T Y O F F R E S N O 58 Customer Service
  • 61. Information Services Department. The Information Services Department is responsible for ensuring the best and most effective use of technology to support the goals of the City of Fresno. The Department strives to provide the highest service to its cus- tomers through innovation and team work. Through interdepartmental communications to the needs of the City, the Depart- ment provides reliable, responsive and cost effective information technology solutions. Resources: $ 1,915,300 Parks, Recreation & Community Services Department. A significant amount of PRCS resources fall under this goal. These re- sources include our Administration Division, a majority of Senior programs, upkeep of the Memorial Auditorium, and 100 percent of our pass-thru funding, such as the annual SPCA Services contract, Community Investment Grants, and the contractual pay- ment to the Chaffee Zoo Corp. Many Recreation and Community Services programs are represented under this goal, with on- going funds required to maintain: After School Recreation, Neighborhood Parks & Recreation Centers, Therapeutic Recreation, Swim Pools/Aquatic Recreation, and Science Programs. A majority of base parks maintenance activities fall under this goal, such as utilities, employee salaries, workers’ compensation, mileage, and interdepartmental charges. All elements under this goal are considered essential in order to continue to provide current service levels and accomplish the basic tasks for which PRCS is responsible. Although PRCS classifies a sizable portion of activities as essential core services, the Department is constantly implementing service efficiencies and improvements, such as staggered maintenance shifts, innovative new equipment technologies, cutting edge curriculum, investing in employees, and establishing mutually beneficial partnerships within the community. Resources: $ 21,238,500 Personnel Services Department. The Department’s goal is to provide excellence in customer service to both external and inter- nal customers. To this end, Personnel Services consistently increases and improves accessibility to information online. The Department sees external customers as the general public seeking its services either as applicants or interested parties in City employment, private individuals needing fingerprint services, claimants seeking the services of Risk Management, or various outside agencies within the Community. The Department constantly strives to attract the best possible workforce through ag- gressive community outreach as well as targeting areas of job specialization. Resources: $ 1,463,700 Planning & Development Department. The Department performs core activities in order to achieve its overall mission within the divisions. The Core services include a portion of administrative staff, overtime costs, outsourcing, and interdepartmental charges. To continue meeting the overall goals of the Department, basic infrastructure and support costs need to be in place. Resources: $ 3,988,500 Police Department. The safety, security, and overall quality of life in the community are of paramount concern to the Police Department. To insure that citizens are receiving the highest level of service in a prompt, courteous, and effective manner; customer service needs assessments will be distributed to all citizens who have been the victims of a crime, received traffic cita- tions, and/or have been involved in any Department event. In order to reach the largest possible portion of the public, surveys are also distributed to the community, at the Department’s public counters, and through various other methods in an effort to evaluate customer/victim satisfaction. The ongoing collected information received from this survey is being analyzed for quality control of service delivery and will be used to initiate improvements when and where needed to make certain that the Police Department provides “a Culture of Excellence Where People Get the Best Every Day.” Resources: $ 3,440,600 C I T Y O F F R E S N O Customer Service 59
  • 62. Public Utilities Department. The Department’s core services include providing 140 million gallons of water daily; collecting 1,350 tons of trash, green waste, and recyclables daily; collecting and treating 71 million gallons of wastewater daily, maintaining 1,700 miles of water lines and 1,400 miles of sewer lines; collecting 1,850 lbs. of litter from streets and alleys daily; and sweep- ing 272 miles of streets daily. Some of the supporting programs and projects related to this goal include water production, wa- ter distribution, water metering, water recharge, facilities maintenance, administration, customer service, payroll, accounting, accounts payable, budgeting, GIS/GPS based routing, human resource administration, clerical support activities, strategic lead- ership, planning and resource management, organizational development, fiscal management, rate analysis, performance met- rics, review and coordination of utility requirements, and planning/design and maintenance of the sanitary sewer system infra- structure. The Department remains committed to providing outstanding customer service while maintaining competitive utility rates by continually monitoring core services through established performance measures as well as financial and operational benchmarks in utility industries. Resources: $ 64,938,700 Public Works Department. The Department will deliver services in all areas which meet the City of Fresno’s vision and values, particularly with regard to excellent customer service. Existing services in the areas of parking, street and streetlight mainte- nance will continue with available funds. Capital improvement projects will be completed timely. Urban Growth Management Program administration and right-of-way acquisition services will be provided to ensure capital projects are on time and on budget. Resources: $ 18,353,000 Transportation/FAX Department. The Department provides essential transit services to the community. Service is provided 7- days a week, up to 19-hours a day, and includes 18 routes. The service utilizes 112 buses, 245 bus drivers, and a 24-hour maintenance facility. Approximately 12 million passengers use the service each year. Resources: $ 35,388,500 Goal 2: Our services are recognized as “Best of Class” by industry standards and are acknowledged by accreditation and awards City Manager’s Office. The Customer Call Center opened in January 2006. By calling the Call Center at 621-CITY, customers have “one call does it all” service. This service sets Fresno apart from other cities, because the Fresno customer is no longer subject to the endless transfer of their call from one department to the next Resources: $ 531,400 Convention Center. The City of Fresno, in partnership with SMG and the Convention and Visitor’s Bureau, will maximize the number and quality of events and conferences by implementing quality control measurements to fulfill the community’s enter- tainment appetite. Resources: $ 9,556,900 Fire Department. The accreditation of the Fire Department will give Fresno fully accredited public safety services. Citizens of Fresno will derive customer satisfaction through the knowledge of having both their Police and Fire Departments internationally accredited. Accreditation is attained though a process of evaluation and periodic review in accordance with national policies and procedures. Through this process of self assessment, the Department will be evaluating, and be evaluated on, organizational effectiveness; the ability to meet its goals, objectives and mission; and the reasons for the organizations success. Personnel from within the Department, with assistance from ancillary departments as needed, will be preparing self assessment materials C I T Y O F F R E S N O 60 Customer Service
  • 63. for submission to the Commission on Fire Accreditation International, Inc., in mid 2007. A subsequent peer review site visit will occur in late 2007, and accreditation is anticipated in March 2008. Resources: $ 15,000 General Services Department. The Department will continue to pursue initiatives to provide services that exceed expectations and are perceived to be “Best of Class”. Efforts to continuously improve will be pursued by researching and analyzing the best service providers as well as instituting initiatives that will best serve our customers. Resources: $ 24,400 Parks, Recreation & Community Services Department. The PRCS Community Services Division is responsible for the manage- ment of all Department pass-thru funds and contracts with community groups. Due to the specialized customer service required to manage these high visibility activities, PRCS has worked to ensure that each customer receives a consistent level of service. As PRCS continues down the path of national accreditation, the goal is to highlight this area of operations to a national audi- ence. Resources: $ 2,400 Public Utilities Department. The Department of Public Utilities has utilized its Strategic Business Plan to continually improve the quality of its services over the past 3 years. In addition, the Department will be seeking accreditation through the American Public Works Association beginning in FY 2007 and continuing for the next several years until accreditation is received in FY 2009. This is a prestigious credential of excellence that formally verifies and recognizes public works/public utilities agencies for compliance with the recommended industry practices. It provides a voluntary, self-motivated approach to objectively evaluate, verify and recognize compliance with the recommended management practices. Resources: $ 86,900 Transportation/FAX Department. The Department of Transportation/FAX continues to improve amenities that are available to transit passengers. Amenities, such as benches, shelters, on-street signs and other facilities, continued to be installed and maintained throughout the City of Fresno. An intermodal facility will be constructed at Kings Canyon and Chestnut Avenues. The intermodal facility will be part of a Transit Oriented Development (TOD) and will include market value housing, a park-and- ride, pedestrian and cyclist facilities, transit stops, shelters and benches and a park area Resources: $ 598,900 Goal 3: Goal no longer in use Goal 4: To meet or exceed 3.5 out of 4.0 scale for customers satisfied with city services Parks, Recreation and Community Services Department. PRCS is committed to giving their customers the best every day. To that end, the Department’s leadership is constantly looking for ways to improve and enhance the experience that every citizen has when they touch PRCS Department. Resources: $ 102,500 C I T Y O F F R E S N O Customer Service 61
  • 64. Transportation/FAX Department. Customers are a high priority for the department employees receive training on how to main- tain and improve their customer service skills. Customer surveys are conducted annually to evaluate how we are doing and to identify areas for improvement. Additionally, the department invests in passenger comfort through the purchase and installa- tion of bus shelters, benches, bus stop improvements and other passenger amenities. Resources: $ 4,185,700 FOCUS AREA—POLICY Goal: 1) Provide leadership, policy, and vision to meet or exceed the goals of each KRA Goal Allocations: Goal 1: Provide leadership, policy, and vision to meet or exceed the goals of each KRA Mayor’s Office. The Mayor’s Office serves as the City’s Chief Executive Officer, and is responsible for overseeing the City Man- ager, recommending legislation, and presenting the annual budget to City Council. The Mayor’s Office has a vital role in provid- ing strategic policy direction on issues directly related to the advancement of goals with all of the KRA’s. As the Mayor’s Office function is that of a strategic and policy driven role, the Department’s resources have been isolated to the leadership, policy, and vision goal within the Customer Service KRA. Resources: $ 610,600 City Council Office. The City Council establishes policy direction for the City by enacting ordinances and resolutions necessary to provide essential legislation. City Council responsibilities include reviewing and adopting the annual budget; levying taxes and establishing sources of revenue as may be necessary to fund approved appropriations; reviewing and voting on recommenda- tions presented by Boards and Commissions that are established by Council; authorizing contracts and bonds for the City; grant- ing franchises; and establishing policies and measures which promote the general welfare. As the Council provides policy direc- tion on such a broad spectrum of issues, their resources touch every corner of all goals and strategies within each KRA. As such, Council resources have been allocated to the leadership, policy, and within Customer Service KRA. Resources: $ 3,168,800 City Manager’s Office. The City Manager’s Office is responsible for overall administrative direction to City departments, with the exception of offices provided for in the City Charter. As such, the Office is accountable for ensuring that all Key Result Area (KRA) goals are met. Rather than allocate the budget amongst the many KRA goals, the Office’s budget is primarily contained within this single goal. One of the exceptions is the Office of Education budget allocated to the Education KRA. Resources: $ 6,499,100 Finance Department. Finance Management recognizes that team leadership plays an important role in addressing the City’s key objectives such as financial management, customer satisfaction, and employee satisfaction, which are critical to the success of developing and implementing policies that not only further the Mayor’s vision but also enables departments to meet as well as exceed their goals. Resources: $ 212,200 C I T Y O F F R E S N O 62 Customer Service
  • 65. Personnel Services Department. Over the last half of FY 2007, executive leadership within Personnel Services has focused on the Department’s role in Citywide leadership, policy development and vision. As the department seeks creative solutions to per- sonnel issues, realigns policy to facilitate the most effective and talented workforce, and models the vision of “The Talent Place”, the resources allocated reflect primarily staff time dedicated to this effort. Personnel Services’ leadership is in the fore- front of succession planning efforts to retain and develop its employees to serve as tomorrow’s City leaders. Resources: $ 147,700 FOCUS AREA—INTERNAL CUSTOMER SERVICE Goals: 1) Our services are recognized as “Best of Class” by Industry standards and are acknowledged by accreditation and awards 2) Assist and consult with City Departments and City management for Improved management 3) Essential core services contribute to the City Vision and Values annually Goal Allocations: Goal 1: Our services are recognized as “Best of Class” by Industry standards and are acknowledged by accreditation and awards General Services Department. The Department will continue to pursue initiatives to provide services that exceed expectations and are perceived to be “best of class”. Efforts to continuously improve will be pursued by researching and analyzing the best service providers as well as instituting initiatives that will best serve our customers. Resources: $ 131,900 Goal 2: Assist and consult with City Departments and City management for Improved management Finance Department. The Department takes great pride in offering professional, accurate, and timely decision support to its costumers. This is accomplished by dedicated professionals that work behind the scenes to process, gather, analyze, and report on various types of technical financial information; offer consultation and guidance with the daily management of the City’s fi- nances, as well as provide strategic planning and coordination of policy direction that impacts the budget and other process’ across the City. Resources: $ 714,800 General Services Department The Department welcomes the opportunity to assist and consult with other Departments and City management to achieve excellence in management. Resources: $ 53,800 Goal 3: Essential core services contribute to the City Vision and Values annually City Attorney’s Office. The Department strives to provide high quality legal services to its clients. Identification of service de- C I T Y O F F R E S N O Customer Service 63
  • 66. mands and priorities enhance the Office’s ability to efficiently meet client needs. Whenever possible, in-house attorneys will deliver professional legal services, in order to provide the client with proximity, efficiency, and a broader understanding of the issues, at significantly lower cost than outside counsel. Resources: $ 3,857,300 Finance Department. The Finance Administration Division has the oversight responsibility of the City’s Accounting, Treasury, Budget & Management Studies, Business License, and Utility Billing & Collection Divisions. The divisions create the image and defines the purpose and tone of the Department as well as communicating Citywide policies and procedures both internally and externally. The division coordinates the core services and set the service standards and values which are the operational crite- ria to ensure consistent delivery of the Department’s service efforts. The Department provides critical customer support services to the Mayor, City Council and all City departments. These services include administration, regulatory compliance, research, statutory reporting, and PeopleSoft Financial and HR system upgrade support and implementation. Finance is committed to efficient and effective operations and meeting the highest ethical stan- dards, stringently adhering to GASB and GAAP regulatory requirements, and consistently supports this commitment through its vision, values, and leadership behaviors. Resources: $ 1,812,000 General Services Department. The Department will continue to provide quality business support services to all City departments at the best value. Services include: procurement, fleet management, facilities management, central services and printing. Resources: $ 46,584,000 Information Services Department. The Department is an internal customer service organization that provides core information technology services critical to efficient and effective delivery of City services to the public. The services fall into six primary ar- eas: financial and human resource systems; utility billing, business licensing, permitting and code inspection systems; Geo- graphical Information Systems; specialized applications; network infrastructure hardware; and software support. Within each of these six primary service areas, the Department provides installation, end-user support, system administration, upgrades, re- placements, security, asset tracking, project management, and planning. Resources: $ 15,085,800 Personnel Services Department. Personnel Services provides customer-responsive employee recruitment and exam services, civil service assistance, employee “know-your-benefits” training, and comprehensive new employee orientation. Attracting, de- veloping, and retaining a top quality workforce allow departments to facilitate advancing and expanding the vision for the Fresno community. Resources: $ 24,619,900 Public Utilities Department. The Wastewater Management Division allocates all administrative support functions of the Division as well as the support received from the various internal service providers under this KRA. Resources: $ 4,163,200 C I T Y O F F R E S N O 64 Customer Service
  • 67. Secondary Advantages: Airports Department. The Airports Department has a dedicated Marketing unit which is responsible for promoting the Airports as an effective origin point for travelers departing the Fresno metropolitan area and the six county region. Economic Development Department. To achieve the Economic Development KRA goals, the Department recruits new busi- nesses to Fresno, assists Fresno Businesses interested in expansion, and works to retain existing Fresno businesses. Therefore, as a marketing organization, the Department solicits “customers” lending valuable support to the Customer Service KRA which is vital to maintain the fundamental responsibility the City has for its residents. C I T Y O F F R E S N O Customer Service 65
  • 68. Notes: C I T Y O F F R E S N O 66 Customer Service
  • 69. FOCUS AREA— ECONOMIC DEVELOPMENT Goal: 1) The City supports the creation of 20,000 net new jobs in conjunction with the Regional Jobs Initiatives by December 31, 2008 A) Expansion and retention B) Project Shepherding C) Incentive Zones D) One Stop Application Business Center (ABC) E) Attraction Goal Allocation: Goal 1: The City supports the creation of 20,000 net new jobs in conjunction with the regional jobs initiatives by December 31, 2008 Economic Development Department. Jobs continue to be goal one for the Economic Development Department. Goal achieve- ment is measured against the same standard as the Regional Jobs Initiative (RJI), using employment data provided by the State of California Employment Development Department. In FY 2008, the Department will focus its efforts on creating new jobs in the following ways: • Work with community partners to recruit new businesses to Fresno that meet the RJI industry clusters. • Provide project shepherding to companies that fit the criteria for high economic yield projects. • Market and manage the existing Federal Empowerment Zone and State Enterprise Zone. • Marketing, and manage the new Municipal Restoration Zone (MRZ). The new zone will provide incentives for busi- nesses to locate, expand, and create jobs in the most financially challenged parts of Fresno. • Provide assistance to businesses to encourage them to stay, expand, and invest in Fresno. • Assist and encourage entrepreneurs to start successful new businesses in Fresno. • Strive for continuous improvement by adopting best practices; developing an economic development strategy; organiz- ing an economic development summit; and seeking accreditation for the Department. Departmental accreditation will require staff obtaining credentialing as Certified Economic Developers. Resources: $ 2,760,800 C I T Y O F F R E S N O Economic Development 67 Vision: We are the employment and business center of choice, which attracts diverse capital investment and generates jobs that meet the quality of life needs of our citizens.
  • 70. Secondary Advantages: Airports Department. The Airports Department’s capital program has a direct and positive effect on Fresno’s employment rate. By directly employing people to construct the capital improvements, and by indirectly hiring people in a support role to those individuals who are directly employed, the Department's capital program has a beneficial multiplier effect that is much greater than its $42.9 million appropriation. In addition, the Airports Department has a dedicate Properties unit that is responsible for cultivating private and public development at its two Airports. City Attorney’s Office. The City Attorney’s Office provides focused legal services on matters such as properties acquisition; de- velopment agreements; code enforcement and general plan implementation; municipal finance; business transactions; eminent domain issues; assessment contracts; general advice; document review of grants, loans; and franchises; and assists in negotiat- ing, reviewing, and monitoring contracts to ensure favorable terms for the City. City Clerk’s Office. The services rendered by the City Clerk’s Office are intended to promote high levels of Customer Satisfac- tion. However, as the nature of the Department is to provide service to the public, City Officials, and internal departments, sec- ondary benefits for achieving this goal extend into all of the KRA’s. With satisfaction of service, other departments are equipped to move forward to fulfill their goals spanning One Fresno, Public Safety, Education, Customer Service, Economic Development, and Resource Management. Finance Department. The Department’s services indirectly contribute to the City’s overall plan to advance economic develop- ment in Fresno. Finance oversees and facilitates an accurate and solid financial system that helps keep the City’s operations and capital improvements moving forward. These vital resources also support Citywide essential services that promote safety, infra- structure, and beautification needs. In turn, this helps retain existing businesses and attract new businesses which positively impact the local economy through job growth and consumer spending. Transportation/FAX Department. The Department makes a significant contribution to Economic Development by providing pub- lic transportation services. Transit passengers in Fresno tend to be young, low-income, and of ethnic minorities. The Depart- ment also provides public transit services to passengers with disabilities. Over 70 percent of FAX customers are dependent on bus service for their transportation needs. Passengers utilize bus service to: go to work, attend school, run errands, attend medical appointments, visit family, and stay involved in the community. Police Department. The Department primarily focuses on the prevention of crime and traffic collisions, which mainly applies to the Key Result Area (KRA) Public Safety. However, safety services do indirectly complement the KRA Economic Development. The reduction of crime and graffiti will positively affect the sense of safety which adds to the attraction of starting or relocating a business in Fresno. This, in turn, contributes to the local economy through job growth and consumer spending with other local businesses. C I T Y O F F R E S N O 68 Economic Development
  • 71. FOCUS AREA— EMPLOYEE SATISFACTION Goals: 1) The City is committed to providing a safe workplace through training, safety compliance, and an overall focus on employee well-being and reducing work-related injuries to less than 775 annually by June 30, 2008 2) 75 percent of the city’s supervisory employees will have completed the approved minimum training in supervisory tech- niques by June 30, 2008 3) To meet or exceed 3.0 out of 4.0 scale for employees are satisfied with their equipment, training and supervision annually 4) Establish an implement a citywide Employee Recognition program by September 30, 2007 Goal Allocations: Goal 1: The City is committed to providing a safe workplace through training, safety compliance, and an overall focus on employee well-being and reducing work-related injuries to less than 775 annually by June 30, 2008 City Attorney’s Office. The City Attorney’s Office is dedicated to providing its employees with a safe work environment. Re- sources are allocated to continue educating employees of the importance of safety in the workplace and to ensure that our work environment meets ergonomic standards. Resources: $ 42,200 Economic Development Department. The Department is dedicated to providing a safe and healthy environment for all of its employees. Risk Management resources have been allocated for this purpose. Resources: $ 8,300 Finance Department. The health and welfare of all of our employees in the Finance Department is always considered a major concern. The Department is committed to the provision of a workplace that is safe and without risks to health, and to the pre- vention of workplace injuries or illnesses. Resources: $ 94,100 Fire Department. Allocations to meeting this goal include appropriations for personnel and supplies to support the Training Sec- tion of the Bureau of Training and Support Services. The Training Section is charged with ensuring that personnel meet man- dated training requirements, are adequately trained to perform their job duties safely, and provide specialty team support to firefighters and citizens in the areas of emergency medical service (EMS) certifications, Urban Search and Rescue, Hazardous Materials, Communications and Geographic Information Services. In addition, departmental charges for Risk Management Worker’s Compensation are included in this allocation. Resources: $ 2,317,300 C I T Y O F F R E S N O Resource Management 69 Vision: We are exemplary stewards of the Public Trust, collaboratively promoting the physical, human, cultural and financial assets of our community.
  • 72. General City Purpose Department. The Department is dedicated to providing a safe and healthy environment for all of its em- ployees. Risk Management resources have been allocated for this purpose. Resources: $ 1,900 General Services Department. The Department will continue to make employee safety a top priority. Effective administration of Cal-Osha requirements, awareness of safety issues, and prompt response to employee safety concerns will be addressed. Resources: $ 448,500 Information Services Department. The Department will continue to make employee safety a top priority. Effective administra- tion of Cal-Osha requirements, awareness of safety issues, and prompt response to employee safety concerns will be addressed. Resources: $ 5,500 Parks, Recreation & Community Services Department. The majority of resources in this goal are related to the Department workers’ compensation budget, which is decreasing in FY 2007 by over 16 percent. PRCS is working to keep on-the-job injuries low by ensuring that employees have the right equipment and training for the task at hand. Resources: $ 559,300 Personnel Services Department. Personnel Services has primary responsibility for reducing work-related injuries through man- agement of the Workers’ Compensation program. As changes occur in the program, Risk staff will provide support and training to their client departments. The Division looks forward to additional efforts to keep health and safety programs for City workers in the forefront. Resources: $ 157,400 Planning and Development Department. The resources in this goal are related to the Department workers’ compensation budget. Planning and Development is working to keep on-the-job injuries low by ensuring that employee have the right equip- ment and training for the task at hand. Resources: $ 189,600 Police Department. The Department strongly values its most important asset-its dedicated staff who serve the Citizens of Fresno. PD is committed to mitigating work related injuries by providing its personnel the needed resources such as essential on-going training along with safety and operating equipment. Resources: $ 3,468,400 Public Utilities Department. The Department’s attention to risk management and safety programs provide staff with the support necessary to maintain a safe and healthy environment. The Department’s safety programs ensure compliance with health, safety, and environmental standards established by all applicable local, State, and Federal regulations. This is accomplished by developing safety policies and programs specific to utility business operations; providing equipment, vehicle training, and safety tailgate sessions; furnishing staff with necessary tools, safety equipment, and reliable/safe vehicles; promptly investigating acci- dents and responding to emergencies; and providing technical assistance. The implementation of the DPU Safety Committee, which emphasizes safety is everyone’s responsibility, has been integral to the success of these programs. Safety and risk man- C I T Y O F F R E S N O 70 Resource Management
  • 73. agement are monitored by the performance indicators measured each fiscal quarter. The reduction of time lost including injury, partial injury, and light duty work are all monitored as part an ongoing department function. Resources: $ 3,933,000 Public Works Department. The Department remains dedicated to providing a safe and healthy environment for all of its employ- ees. Risk Management resources have been allocated for this purpose. Resources: $ 452,000 Transportation/FAX Department. The Department is committed to providing a safe workplace through safety training, safety compliance, and an overall focus on employee well-being. Resources: $ 1,544,600 Goal 2: 75 percent of the City’s supervisory employees will have completed the approved minimum training in supervisory techniques by June 30, 2008 Personnel Services Department. The Department has implemented a 48-hour Supervisor Academy based upon the International City/County Management Association’s “Effective Supervisory Practices” curriculum. This training provides leadership develop- ment on topics such as evaluating performance, addressing discipline problems, building a work team, workplace diversity, and changes in technology, legislation, and values. Supervisors are also encouraged to integrate these newly-acquired skills with their employees as well as their manager. Resources: $ 401,200 Transportation/FAX Department. The Department’s commitment to empowering employees and providing them with a reward- ing workplace requires an investments in our employees. Continual training for supervisors is a key element of this goal. Resources: $ 225,700 Goal 3: To meet or exceed 3.0 out of 4.0 scale for employees are satisfied with their equipment, training and supervision annually General Services Department. GSD is committed to providing training and equipment to our employees to enable them to pro- vide the best service possible to our customers. The Department is also committed to ensuring that all department supervisors and staff seeking advancement to the supervisory level are provided the opportunity to attend the City’s Supervisory Academy. Resources: $ 56,200 Personnel Services Department. The Department’s Organizational Development and Training Division promotes employee sat- isfaction by providing numerous professional and personal development opportunities for employees. As a component of this effort, Fresno’s first “Education Fair” was recently held for employees to shop a variety of educational programs from trade cer- tifications, GED completion, vocational education and degree programs. Resources: $ 310,600 C I T Y O F F R E S N O Resource Management 71
  • 74. Public Utilities Department. By providing every employee with proper equipment, training, and supervision the Department sets the foundation for employee efficiency, work quality, and safety. The Department provides the resources needed for growth and empowerment with up to date industry technology and ongoing training opportunities. The Department is committed to the continued growth and success of its employees and ultimately the success of the organization. Job satisfaction translates into higher employee morale, efficient employees, and competitive industry rates. As utility providers the Department remains competitive while providing exceptional service to the community. Resources: $ 1,085,600 Transportation/FAX Department. The Department believes that employees are one of the greatest assets of the organization. Because of this belief the department is committed to focusing on employees , providing opportunities for empowerment and growth and building a workplace that is rewarding and fun. Resources: $ 18,900 Goal 4: Establish an implement a citywide Employee Recognition program by September 30, 2007 FOCUS AREA— FINANCIAL MANAGEMENT Goals: 1) Timely issuance of CAFR, Budget, and MFS documents annually 2) Improve bond rating by one level for all bonds issued 3) The Financial Statements will reflect approved City policy, accurate financial information and changes in accounting meth- odology annually Goal Allocations: Goal 1: Timely issuance of CAFR, Budget, and MFS documents annually Finance Department. The Department issues the City of Fresno’s Comprehensive Annual Financial Report (CAFR), Compliance Reports and other financial information annually. The City of Fresno is required to conduct and perform the annual Single Audit and the audit of the CAFR in order to determine compliance with finance-related laws, rules, and regulations, and to ensure and demonstrate that the City's current actions have complied with public decisions. This compliance relates to the raising and spending of public moneys in the short term and the responsibility to report the extent to which services are being provided efficiently and effectively using all resources available for that purpose. The objective is to determine whether the City can con- tinue to meet its objectives in the foreseeable future. The City has consistently obtained an unqualified opinion from its auditors and received the "Award for Excellence in Financial Reporting" from the GFOA for the past 12 consecutive years. In addition, Finance’s Budget & Management Studies Division prepares and publishes the City’s Operating Budget, KRA Strategic Plan, and Master Fee Schedule documents that are utilized by the citizens of the City of Fresno, Citywide departments, other governmental agencies, as well as various financial entities. These documents serve as a policy documents, financial plans, op- erations guides, as well as a communications devices. The FY 2007 Operating Budget reflects a balanced budget that will pro- vide the resources to support essential services in order to enhance the City’s safety, infrastructure, and beautification needs. The budget documents have received the “Distinguished Budget Presentation Award” from the GFOA for three consecutive years. Resources: $ 1,398,500 C I T Y O F F R E S N O 72 Resource Management
  • 75. Goal 2: Improve bond rating by one level for all bonds issued Airports Department. The Department will continue the effort to increase the City’s bond rating by allocating its share of the Citywide pension bond obligation. Resources: $ 3,141,100 City Attorney’s Office. The allocation captures the Department’s share of the Citywide pension bond obligation. Resources: $ 74,500 City Manager’s Office. The Department contributes towards the Citywide pension bond obligation. Resources: $ 16,000 Economic Development Department. The Department will continue the effort to increase the City’s bond rating. This can only be done through the timely payment of debt. FY 2008 resources have been dedicated to payments for the Pension Obligation Bond. Resources: $ 1,800 Finance Department. Finance manages the City of Fresno’s cash, investment, and debt portfolio, in accordance with State law, debt covenant, and the Fresno Municipal Code. The Department maintains a balanced and prudent approach to the manage- ment of the City’s finances. One of the key objectives in managing the debt is to strike the appropriate balance between low financing costs and cost stability. Finance maintains a sensible debt structure to protect its fiscal position from unexpected in- creases in interest rates and limits annual refinancing needs. The Department invests the City’s cash balances cautiously while obtaining an appropriate rate of return. The Department endeavors to ensure regulatory compliance in order to achieve the highest standards in governmental account- ing and financial reporting, as well as provide a high level of financial planning and advice. The City’s Comprehensive Annual Financial Report describes the financial condition of the City's operations, while the City’s Operating Budget, KRA Strategic Plan, and Master Fee Schedule documents serve as policy documents, a financial plans, operations guides, as well as a communica- tion devices. These financial publications are constantly used by bond rating companies, lending institutions, investors, and governmental agencies to review all financial information about how the City of Fresno meets its obligations and commitments, and how it best uses its resources to provide quality services to its citizens as well as repay its debt. The Department assists the private, independent bond rating agencies in determining with certainty that the City is able to repay debt and continue as a going concern. This ensures the superior strength of the City's bond rating and allows the City to pay lower interest rates for the bonds which can lead to increases in the City’s reserves. Resources: $ 98,104,700 Convention Center. The allocation captures all annual debt service payments for the department. Resources: $ 8,933,600 Fire Department. The Department is allocated a portion of the Citywide safety pension bond obligation in conjunction with the provision of services to the Fresno Yosemite International Airport. Resources: $ 66,500 C I T Y O F F R E S N O Resource Management 73
  • 76. General City Purpose. The Department contributes towards the Citywide pension bond obligation. Resources: $ 26,600 General Services Department. The General Service Department makes the annual City Hall Bond and pension bond obligation repayment. Resources: $ 3,604,400 Information Services Department. The Department contributes towards the Citywide pension bond obligation. Resources: $ 127,800 Parks, Recreation and Community Services Department. The Department contributes towards the Citywide pension bond obli- gation. Resources: $ 1,800 Personnel Services Department. The allocation captures the Department’s share for the Citywide pension bond obligation. Resources: $ 70,900 Planning and Development Department. The Department contributes towards the Citywide pension bond obligation. Resources: $ 351,100 Police Department. The Department contributes toward the payment of the safety service pension obligation bond debt service, specifically for the Airports Safety personnel. This annual payment factors into the City’s solid financial credit status, which posi- tions the City to improving its bond rating by one level. Resources: $ 104,400 Public Utilities Department. The Department makes all annual debt service payments as well as contributes towards the City- wide pension bond obligation. Resources: $ 31,825,900 Public Works Department. Through effective delivery of services and timely debt service payments, the Department will achieve maximum resource management for existing funding which will also assist in achieving the goal of having the highest bond rat- ing of all California municipalities over 250,000 in population. Resources: $ 1,937,800 C I T Y O F F R E S N O 74 Resource Management
  • 77. Transportation/FAX Department. The Department contributes towards the Citywide pension bond obligation. Resources: $ 695,500 Goal 3: The Financial Statements will reflect approved City policy, accurate financial information and changes in accounting methodology annually Finance Department. Managing the city’s financial resources effectively provides the community with the best services at the lowest cost. Key to resource oversight is developing policies which promote the accumulation of financial information and the preparation of financial statements which address the five essential framework elements of internal control: Establish and main- taining a sound control environment; ensuring, ongoing assessment of risk; design, implementation and maintenance of control- related policies and procedures to compensate for identified risks; ensuring adequate communication; and establishing or en- hancing regular, ongoing monitoring of control related policies and procedures. Finance is working to develop a more inte- grated framework which expands internal control by providing a more robust and extensive focus on the broader subject of citywide universal resource risk management. Resources: $ 707,200 C I T Y O F F R E S N O Resource Management 75
  • 78. Phone: 559-621-CITY Phone: 559-621-2489 One Call Center 2600 Fresno Street Fresno, CA. 93721 City of Fresno C I T Y O F F R E S N O

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