Complete fy2007 2008adoptedkra_strategicplan

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.

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

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

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

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

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.
4 Introduction

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
Introduction 5

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-
6 Introduction

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
Introduction 7

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.
8 Introduction

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

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

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

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
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
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
Fund
3Dickey Youth Development Center On-Going 500,000
PC00043 Prop 40 - Parks and
Recreation Fund
MPark Concrete/Asphalt Repair On-Going 70,500
Ded Fee
MPark Concrete/Asphalt Repair On-Going 150,000
9/11/07 8:35 *M: Multiple Council Districts
12 Capital Projects

FY 2008
ADOPTED
BUDGET
Fund
MPark Land Acquisition On-Going 3,500,000
PC00056 Misc State Grants - Parks6Woodward Eaton Trail Improvements On-Going 20,200
Fund
3Eaton Plaza Park Improvements On-Going 1,085,000
PC00064 Prop 40 - Parks and
Recreation Fund
5BMX Parks On-Going 670,000
Fund
5BMX Parks On-Going 500,000
PC00065 Misc Federal Grants -
Parks
5Al Radka Park On-Going 70,000
Area 2
5Al Radka Park On-Going 100,000
Fund
1UGM Park Polk & Gettysburg On-Going 1,000,000
Area 3
1UGM Park Polk & Gettysburg On-Going 128,400
Area 4
1UGM Park Polk & Gettysburg On-Going 882,700
Fund
2UGM Park Bullard Loop On-Going 3,500,000
Area 5
2UGM Park Bullard Loop On-Going 57,700
Area 6
2UGM Park Bullard Loop On-Going 401,400
PC00078 Regional Sports Complex
Imprvm
3Regional Sports Complex CIPs On-Going 150,000
Fund
5Peach/Butler Community Park On-Going 1,100,000
Fund
3Downtown Riverwalk On-Going 1,085,000
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
Fund
MMatching Funds for Grants New 990,000
Fund
3Prk Impact Fees-EOC Neigh Y.C. On-Going 3,300,000
Capital Projects 13

FY 2008
ADOPTED
BUDGET
PC00096 UGM parks Citywide Facil
Fees
3Prk Impact Fees-EOC Neigh Y.C. On-Going 600,000
Fund
MPark Impact Fees - Admin New 10,000
Ded Fee
MPark Impact Fees - Admin New 100,000
Fund
MSkate Park Development On-Going 1,400,000
Fund
3Regional Sports Expansion On-Going 760,000
Fund
2Fig Garden School Field Upgrades On-Going 50,000
Fund
6Woodward Amphitheater On-Going 1,490,000
Fund
MParks Maint Yard Move & Const On-Going 230,000
Ded Fee
2Pinedale Community Center Rehab New 200,000
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
Tax
4Fresno St And Shaw Ave On-Going 2,100
PW00022 UGM Traffic Signal4First St And Shaw Ave On-Going 15,000
Tax
1Herndon Canl Hughs@Ashln On-Going 168,400
Works
1Herndon Canl Hughs@Ashln On-Going 673,600
Allocation
MRailroad Crossing Improve On-Going 130,000
Allocation
MNeigh St Paving - Var Locs On-Going 575,000
14 Capital Projects

FY 2008
ADOPTED
BUDGET
PW00038 Measure C - PW Annual
Allocations
MUndergrnd Utility Dist On-Going 50,000
Allocations
MMinor Public Improvements On-Going 151,700
PW00044 Miscellaneous PavingMMinor Public Improvements On-Going 100,000
Allocations
MMajor Street Planlines On-Going 50,000
Allocation
MMinor Bridge Repair/Gas Tax On-Going 50,000
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
Allocations
MTraffic Impact Study On-Going 20,000
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
Tax
4NB & SB LT Lanes Shaw/Cedar On-Going 699,000
Works
4NB & SB LT Lanes Shaw/Cedar On-Going 455,400
PW00154 UGM Traffic Signal4NB & SB LT Lanes Shaw/Cedar On-Going 91,800
Tax
6LT Phasing Fresno/Sierra On-Going 25,300
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
Works
1TS Marks/Weber On-Going 560,000
Capital Projects 15

FY 2008
ADOPTED
BUDGET
PW00159 General FundMLT lanes 4x Blackstone/Bullard On-Going 101,400
Works
MLT lanes 4x Blackstone/Bullard On-Going 998,600
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
Tax
MTraffic Synchronization PH III On-Going 128,800
PW00161 General Fund1LT Phasing Clinton/West On-Going 41,000
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
Tax
MHrndn-Cedar to Wllw widn to 6L On-Going 75,000
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
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
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
16 Capital Projects

FY 2008
ADOPTED
BUDGET
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
Tax
5Butler & Orange Left Turn Phasing On-Going 6,700
Tax
3Houghton Canal Brdge at Hughes On-Going 179,000
Works
3Houghton Canal Brdge at Hughes On-Going 715,900
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
Works
2Hrndn Widen Btwn Hwy 99-Weber On-Going 484,800
Tax
2Hrndn Widen Valentine to Marks On-Going 209,800
Works
2Hrndn Widen Valentine to Marks On-Going 1,618,700
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
Works
Allocations
Capital Projects 17

FY 2008
ADOPTED
BUDGET
Facility
2Hrndn: Bankside Trail On-Going 58,700
Works
Allocations
Tax
1TS McKinley & Echo On-Going 8,800
PW00314 UGM Traffic Signal1TS McKinley & Echo On-Going 1,200
Tax
3Bike Lane: H St Palm to Merced On-Going 8,500
Facility
3Bike Lane: H St Palm to Merced On-Going 1,200
Works
3TS: Downtown Actuated Signals On-Going 336,400
PW00317 UGM Traffic Signal3TS: Downtown Actuated Signals On-Going 43,900
Works
3TS: North & Cedar On-Going 65,100
Tax
MCitywide Street Sign Upgrade On-Going 63,300
Works
MCitywide Street Sign Upgrade On-Going 488,700
Tax
MTS: Cord & Sync Cedar Ave On-Going 30,000
Tax
3Santa Fe Depot Phase 2 TE Grnt On-Going 79,800
Works
3Santa Fe Depot Phase 2 TE Grnt On-Going 615,700
Facility
5McKenzie Trail Improvements On-Going 28,300
Works
5McKenzie Trail Improvements On-Going 197,600
Facility
7Bike Ln: First Dakota to Ashlan On-Going 52,600
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
18 Capital Projects

FY 2008
ADOPTED
BUDGET
PW00335 UGM Traffic SignalMTS: Mckinley & west LT Phase On-Going 283,000
PW00336 UGM Traffic Signal7TS: Clinton & First LT Phase On-Going 283,000
Allocations
2Vetrns Blvd/Hwy 99 & UPRR Pass On-Going 50,000
Tax
3Santa Fe Depot Entry Plaza On-Going 181,200
Tax
3Hope VI Housing Project On-Going 250,000
PW00345 Special Gas Tax3Jensen Ave Overlay On-Going 109,000
Tax
MFYW 180 West Utilities On-Going 25,000
Tax
3Whitesbridge Strt Rpr Phase 1 On-Going 1,157,500
Facility
MBikelane Fruit Clint to Dakota On-Going 46,400
Works
Allocation
Tax
MMajor Street ADA Curb Cuts On-Going 2,300
Works
MMajor Street ADA Curb Cuts On-Going 17,700
Facility
MBicycle Public Service Announce On-Going 20,000
PW00376 UGM Traffic Signal3SR99 Ventura St Inchg On-Going 12,500
Tax
2Shaw median 99 to Gld Ste On-Going 10,100
Tax
7Blackstone/Dayton HES Grant On-Going 46,900
Tax
3Santa Fe Depot Parking Lot On-Going 50,300
Tax
MCold Recycle-South Industrial On-Going 135,000
Works
MCold Recycle-South Industrial On-Going 1,041,400
Tax
4Cold Recycle-FYI Bus Prk On-Going 66,500
Works
4Cold Recycle-FYI Bus Prk On-Going 512,500
Capital Projects 19

FY 2008
ADOPTED
BUDGET
PW00418 UGM Traffic SignalMTraffic Signal Plan Check On-Going 75,000
PW00419 UGM Traffic SignalMTraff Synch-Blkstn, Sprce/Nees On-Going 20,000
Tax
MSection 130 Railroad Crossing Improvements On-Going 125,000
PW00421 Measure C CapitalMHamltn/East Intersection Improvements On-Going 75,000
Tax
MTulare Overpass Repair On-Going 102,000
Works
MTulare Overpass Repair On-Going 408,000
Tax
3Florence jackson to Cedar On-Going 250,000
Tax
5Jensen Overpass Rehab On-Going 249,900
Works
5Jensen Overpass Rehab On-Going 999,600
Tax
MWillow Avenue Widening On-Going 75,500
Works
MWillow Avenue Widening On-Going 580,800
Tax
MSugar Pine Trail On-Going 2,900
Works
MSugar Pine Trail On-Going 22,100
PW00432 UGM Traffic Signal4TS: Sierra Vista & Clinton On-Going 15,000
Works
MTraff Synchronization - Shaw Avneue On-Going 155,000
PW00439 UGM Traffic SignalMTraff Synchronization - Shaw Avneue On-Going 20,100
Facility
MHerndon Multi Purpose Trail On-Going 1,600
Works
MHerndon Multi Purpose Trail On-Going 11,100
Tax
3Monterey St. Bridge Renovation On-Going 120,000
Works
2Teague Elementary School SRS Grant On-Going 324,600
PW00444 Measure C Capital2Teague Elementary School SRS Grant On-Going 64,600
Works
7Hidalgo Elementary SRS Grant On-Going 108,900
20 Capital Projects

FY 2008
ADOPTED
BUDGET
PW00445 Measure C Capital7Hidalgo Elementary SRS Grant On-Going 13,000
Tax
3O Street/41 Ramp Widening On-Going 15,000
Works
3O Street/41 Ramp Widening On-Going 1,449,300
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
Allocations
MMedian Island Planting New 100,000
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
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
Capital Projects 21

FY 2008
ADOPTED
BUDGET
RC00042 WW/SEW 2008 Bond
Capital Project
3Central-American Ave Sewer 18-42" New On-Going 10,920,000
Capital Project
MMarks Ave Trunk Rehabilitation On-Going 3,517,500
RC00072 Wastewater EnterpriseMChestnut Ave Trunk Rehab On-Going 73,500
Capital Project
MOrange Ave Trunk Relief On-Going 7,344,800
Capital Project
MSP#1 Units: A-G Sewer Rehab On-Going 458,800
RC00080 Wastewater EnterpriseMSewer Manhole Rehabilitation On-Going 52,600
Capital Project
5Maple (Vine-Drummond) Rehab New 136,600
Capital Project
5McKinley (Clovis-Winery) Rehab New 63,000
Capital Project
MLeonard Trunk Rehab New 1,575,000
Capital Project
MSP#2 Units: A-G Rehab New 2,170,400
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
Capital Project
MDewatering Facl Convey & Stack On-Going 840,000
22 Capital Projects

FY 2008
ADOPTED
BUDGET
TC00043 Wastewater EnterpriseMDigester Cleaning On-Going 252,000
TC00048 Wastewater EnterpriseMGas Conditioning Equipment On-Going 787,500
Capital Project
MEffluent Distrib Pipelines On-Going 892,600
Capital Project
MMaster Plan Medium Term Improvements New 8,400,000
Capital Project
MPlant 2 12KV Switchgear New 582,800
TC07007 Wastewater EnterpriseMSite Improvements New 210,100
TC07008 Wastewater EnterpriseMSecurity Upgrades New 420,100
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
Fund
MServ/Meter Install Above 2" On-Going 505,300
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
Capital Projects 23

FY 2008
ADOPTED
BUDGET
WC00016 UGM Wtr Area 101S-Sgle
Well
WC00016 UGM Wtr Supp Area
401-S Multi
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
24 Capital Projects

FY 2008
ADOPTED
BUDGET
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
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
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
Capital Projects 25

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
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
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
26 Capital Projects

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
Capital Projects 27

Key Result Area: PS: Public Safety
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
Fees
3Fire Station 16 On-Going 4,075,000
Fees
3Fire Station #19 (Formerly B) On-Going 4,280,000
Fees
3Training Facility On-Going 1,445,000
Fees
2UGM Fire Station 18 On-Going 550,000
Fees
6Fire Station 11 Renovation On-Going 718,700
Fees
6Fire Station 13 Renovation On-Going 618,800
Fees
3Station A (Broadway/Elizabeth) Renovation New 750,000
Fees
6Station G (Friant/Shepard) Land Acquisition On-Going 200,000
Fees
6Station C (Maple/Alluvial) Land Acquisition On-Going 200,000
Fees
2Station F (Blythe/Herndon) Land Acquisition On-Going 200,000
Fees
5Station D (Temperance/Belmont) Land AcquisitionOn-Going 200,000
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
28 Capital Projects

Key Result Area: CS: Customer Serv
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
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
No 2
MCommunity Facilities 2 On-Going 248,600
No 4
6Community Facilities 4 On-Going 603,300
No 5
6Community Facilities 4 On-Going 1,400
PW00113 Tract 4514 Right of Way
Acquisition
MUGM TRACT 4514 On-Going 8,200
Facility
MADA Implementation Planning On-Going 40,000
PW00216 PW Special Project
Revolving Fund
3RDA Improvements Projects On-Going 750,000
Facility
MAudible Traffic Cross Signals On-Going 40,000
Allocations
MAudible Traffic Cross Signals On-Going 20,000
PW00261 UGM Neigh Park Service
Area 1
MUGM Biannual Reimbursement On-Going 100
Area 2
Area 3
Area 4
Area 5
Area 6
Capital Projects 29

FY 2008
ADOPTED
BUDGET
Area 7
PW00261 UGM parks Citywide Facil
Fees
PW00261 UGM Parkland (Quimby)
Ded Fee
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
E-4
E-5
PW00261 UGM Major Street Zone FMUGM Biannual Reimbursement On-Going 506,600
PW00261 UGM Maj Bridge Fee
Zone A
Zone B
Zone C/D2
Zone D-1/E-2
Zone E-1
Zone E-3
Zone E-4
Zone F
PW00261 UGM Fire Station #2MUGM Biannual Reimbursement On-Going 1,000
30 Capital Projects

FY 2008
ADOPTED
BUDGET
PW00261 UGM Fire Station #21MUGM Biannual Reimbursement On-Going 200
PW00261 UGM Fire Station Serv
Area 14
PW00261 UGM Fire Station Serv
Area 15
PW00261 Fire Station Protection
Fee
PW00261 UGM Fire Citywide Facil
Fees
PW00261 UGM Grade Separation
Zone E/4A
PW00261 UGM Traffic SignalMUGM Biannual Reimbursement On-Going 1,405,000
PW00261 UGM Police Citywide
Facility Impact Fee
PW00261 R/W Reimb Fee FundMUGM Biannual Reimbursement On-Going 17,700
PW00261 Woodward Park Pln Svc
Rechg
PW00261 UGM Wtr Area 201S-Sgle
Well
Well
Well
PW00261 Wellhead Treatment Area
101-S
PW00261 UGM Well Develop Serv
Area 86
Area 90
PW00261 UGM Well Division Serv
Area 91
Area 102
Area 141
PW00261 UGM Trans Grid Serv
Area A
Area B
Capital Projects 31

FY 2008
ADOPTED
BUDGET
Area C
Area D
Area E
PW00261 UGM Bond Debt Serv
Area 101
PW00261 UGM Bond Serv Area
305S
PW00261 UGM Bond Debt Serv
Area 501s
PW00261 Recharge Area 501sMUGM Biannual Reimbursement On-Going 500
301 S
401-S
501S
PW00261 UGM Wtr Supp Area
401-S Multi
PW00261 UGM Wtr Supp Area 501
S Sgle
Area 136
PW00261 Cornelia Sewer Trunk FeeMUGM Biannual Reimbursement On-Going 3,700
PW00261 Grantland Sewer Trunk
Fee
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
PW00261 UGM Sewer Oversize Svc
Area 1
Area 2
Area 3
Area 4
32 Capital Projects

FY 2008
ADOPTED
BUDGET
Area 6
Area 7
Area 8
Area 9
Area 10
PW00261 UGM Sewer Oversize
Svcs Area 11
Area 12
Area 14
Area 15
Area 16
Area 17
Area 189
Area 19
Area 20
Area 21
Area 22
Area 23
Area 24
Area 25
Area 26
Capital Projects 33

FY 2008
ADOPTED
BUDGET
Area 28
Area 30
Area 31
Area 32
Area 33
Area 35
Area 36
Area 37
Area 39
Area 40
Area 43
PW00261 UGM Millbrook Olay
Sewer Fee
Allocations
MAnnual Signing and Striping On-Going 250,000
PW00266 Miscellaneous PavingMAnnual Signing and Striping On-Going 50,000
Facility
MADA Infrastructure Compliance On-Going 215,000
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
34 Capital Projects

FY 2008
ADOPTED
BUDGET
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
Allocations
2Herndon Town Alley Street Lighting New 200,000
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
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
Capital-43532
MPassenger Amenities On-Going 2,000,000
FC00019 FTA 07 5307
CA-90-XXXX
MPassenger Amenities On-Going 100,000
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
Capital Projects 35

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
36 Capital Projects

Key Result Area: RM: Resource Management
FY 2008
ADOPTED
BUDGET
TC08007 Wastewater EnterpriseMElectrician Safety Platforms New 160,000
Total Projects for Department of Public Utilities 160,000
Total for RM: Resource Management 160,000
Capital Projects 37

38 Capital Projects
Notes:

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.
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.
One Fresno 39

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.
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.
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
40 One Fresno

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.
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.
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:
One Fresno 41

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.
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
42 One Fresno

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.
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
One Fresno 43

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.
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.
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
44 One Fresno

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.
One Fresno 45

NOTES:
46 One Fresno

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.
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
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.

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