From: Clayton Watch
Subject: Clayton Finances – Real Progress, Real Leadership
Clayton’s finances have always been fundamentally sound. What’s different this past year is the presence of leadership that understands the numbers, manages them with discipline, and makes decisions grounded in facts.
June and July should have been an opportunity to celebrate that progress. Instead, the moment was overshadowed by an outside report, fueled by negative stories from the now-defunct town paper, a self-serving City Council member, and others engaging in political gamesmanship. While those efforts captured headlines, they did nothing to change the reality: Clayton now has a clear grasp of its finances, is managing them responsibly, and is planning for long-term stability.
Balanced Budget, Better Process
Just a year ago, residents were warned of a projected $629,000 deficit for the current fiscal year. That projection didn’t hold; the actual shortfall was less than $80,000. Under the focused leadership of City Manager Kris Loftus, with the support of engaged staff and an energized Budget & Audit Committee, the City adopted a balanced, bottom-up budget on time and without theatrics.
In June 2025, Clayton also passed its first-ever two-year budget, a milestone that shows real fiscal discipline and planning.
Stability Through Leadership
Clayton’s financial position is now stronger than it has been in years:
• The General Fund surplus is approximately $7 million, providing a healthy cushion.
• Capital improvement funds are directed toward high-priority needs based on data and public input, not political pageantry.
• The Budget & Audit Committee now meets regularly to scrutinize spending, review investments, and safeguard reserves.
Execution Over Excuses
The City is delivering results:
• Housing Element – Adopted locally in January 2023, delayed by State review and staffing changes, and now on track for approval in late September 2025.
• Climatec Infrastructure Program – Includes LED lighting conversions, new HVAC systems, smart irrigation, a solar array, and EV charging stations.
City staff are engaging the community while staying on top of core responsibilities. The old refrain of “too overworked to deliver” has been replaced with results.
Revenue, Fees, and Long-Term Sustainability
The City has implemented multiple policy-driven revenue measures, including:
• Updated Investment Policy – Partnered with a third-party manager for stronger investment performance.
• Master Fee Schedule Update – Adjusted fees to reflect actual service costs, including a new large-event fee for significant City resource use.
• Business License Compliance – Partnered with HDL to improve renewals and identify unlicensed businesses.
• Waste Management Contract – Renegotiated with Republic Services to meet recycling mandates and improve cost efficiency.
• Professional Investment Oversight – Partnered with UBS for improved portfolio growth.
A Revenue Enhancement Session is scheduled for Tuesday, August 19, 2025, to explore additional strategies for long-term financial sustainability. The discussion will cover potential new revenue sources as well as the steps required to put them into action.
Reducing Expenses and Increasing Efficiency
The City has also taken decisive steps to decrease expenses without compromising service quality:
• Staffing Consolidation – Streamlining positions to improve efficiency.
• Service Contract Reviews – Renegotiating agreements to reduce ongoing expenses.
• Lowering Energy Costs and Water Consumption – Implementing conservation strategies and efficiency upgrades.
• Temporary Contract Employees – Using short-term contract workers where appropriate, avoiding long-term staffing costs.
What’s Different Now
Past years saw political distractions and leadership turnover, particularly under prior council members Carl Wolfe, Peter Cloven, and Holly Tillman, and during the extended tenure of career politician Julie Pierce. City priorities often skewed toward ceremonies, proclamations, and parades instead of core services.
Poor leadership from past city managers worsened the situation:
• Reina Schwartz (2020) frequently worked remotely from Sacramento, was rarely present, and left the City with declining services.
• Bret Prebula ignored hiring protocols, skipped background checks, failed to post openings, and withheld financial and project information, forcing residents to file Public Records Act requests for basic answers.
Today, that approach is gone, replaced with competent, engaged leadership that focuses on execution, accountability, and planning.
The Bottom Line
Clayton has turned the corner. Real management has replaced past mismanagement, and the City is operating with discipline, transparency, and momentum.
In closing, we extend our sincere appreciation to City Manager Kris Loftus and the entire City staff for their dedication, professionalism, and unwavering commitment to serving our community. We also wish to thank Mayor Kim Trupiano, Vice Mayor Jeff Wan, and Council Members Jim Diaz and Rich Enea for their steady leadership and for keeping the City’s priorities at the forefront.
Clayton Watch will continue to monitor the numbers, the projects, and the promises, ensuring that progress isn’t just announced, but delivered.
Best regards,
Clayton Watch Team
Subject: Clayton Finances – Real Progress, Real Leadership
Clayton’s finances have always been fundamentally sound. What’s different this past year is the presence of leadership that understands the numbers, manages them with discipline, and makes decisions grounded in facts.
June and July should have been an opportunity to celebrate that progress. Instead, the moment was overshadowed by an outside report, fueled by negative stories from the now-defunct town paper, a self-serving City Council member, and others engaging in political gamesmanship. While those efforts captured headlines, they did nothing to change the reality: Clayton now has a clear grasp of its finances, is managing them responsibly, and is planning for long-term stability.
Balanced Budget, Better Process
Just a year ago, residents were warned of a projected $629,000 deficit for the current fiscal year. That projection didn’t hold; the actual shortfall was less than $80,000. Under the focused leadership of City Manager Kris Loftus, with the support of engaged staff and an energized Budget & Audit Committee, the City adopted a balanced, bottom-up budget on time and without theatrics.
In June 2025, Clayton also passed its first-ever two-year budget, a milestone that shows real fiscal discipline and planning.
Stability Through Leadership
Clayton’s financial position is now stronger than it has been in years:
• The General Fund surplus is approximately $7 million, providing a healthy cushion.
• Capital improvement funds are directed toward high-priority needs based on data and public input, not political pageantry.
• The Budget & Audit Committee now meets regularly to scrutinize spending, review investments, and safeguard reserves.
Execution Over Excuses
The City is delivering results:
• Housing Element – Adopted locally in January 2023, delayed by State review and staffing changes, and now on track for approval in late September 2025.
• Climatec Infrastructure Program – Includes LED lighting conversions, new HVAC systems, smart irrigation, a solar array, and EV charging stations.
City staff are engaging the community while staying on top of core responsibilities. The old refrain of “too overworked to deliver” has been replaced with results.
Revenue, Fees, and Long-Term Sustainability
The City has implemented multiple policy-driven revenue measures, including:
• Updated Investment Policy – Partnered with a third-party manager for stronger investment performance.
• Master Fee Schedule Update – Adjusted fees to reflect actual service costs, including a new large-event fee for significant City resource use.
• Business License Compliance – Partnered with HDL to improve renewals and identify unlicensed businesses.
• Waste Management Contract – Renegotiated with Republic Services to meet recycling mandates and improve cost efficiency.
• Professional Investment Oversight – Partnered with UBS for improved portfolio growth.
A Revenue Enhancement Session is scheduled for Tuesday, August 19, 2025, to explore additional strategies for long-term financial sustainability. The discussion will cover potential new revenue sources as well as the steps required to put them into action.
Reducing Expenses and Increasing Efficiency
The City has also taken decisive steps to decrease expenses without compromising service quality:
• Staffing Consolidation – Streamlining positions to improve efficiency.
• Service Contract Reviews – Renegotiating agreements to reduce ongoing expenses.
• Lowering Energy Costs and Water Consumption – Implementing conservation strategies and efficiency upgrades.
• Temporary Contract Employees – Using short-term contract workers where appropriate, avoiding long-term staffing costs.
What’s Different Now
Past years saw political distractions and leadership turnover, particularly under prior council members Carl Wolfe, Peter Cloven, and Holly Tillman, and during the extended tenure of career politician Julie Pierce. City priorities often skewed toward ceremonies, proclamations, and parades instead of core services.
Poor leadership from past city managers worsened the situation:
• Reina Schwartz (2020) frequently worked remotely from Sacramento, was rarely present, and left the City with declining services.
• Bret Prebula ignored hiring protocols, skipped background checks, failed to post openings, and withheld financial and project information, forcing residents to file Public Records Act requests for basic answers.
Today, that approach is gone, replaced with competent, engaged leadership that focuses on execution, accountability, and planning.
The Bottom Line
Clayton has turned the corner. Real management has replaced past mismanagement, and the City is operating with discipline, transparency, and momentum.
In closing, we extend our sincere appreciation to City Manager Kris Loftus and the entire City staff for their dedication, professionalism, and unwavering commitment to serving our community. We also wish to thank Mayor Kim Trupiano, Vice Mayor Jeff Wan, and Council Members Jim Diaz and Rich Enea for their steady leadership and for keeping the City’s priorities at the forefront.
Clayton Watch will continue to monitor the numbers, the projects, and the promises, ensuring that progress isn’t just announced, but delivered.
Best regards,
Clayton Watch Team
