Clovis City Council
September 16, 2024

September 16, 2024 - 1 - 3:24 PM A G E N D A • C I T Y C O U N C I L M E E T I N G

September 16, 2024 6:00 PM Council Chamber

In compliance with the Americans with Disabilities Act, if you need special assistance to access the City Council Chamber to participate at this meeting, please contact the City Clerk or General Services Director at (559) 324 -2060 (TTY – 711). Notificatio n 48 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to the Council Chamber.

The Clovis City Council meetings are open to the public at the physical address listed above. There are numerous ways to participate in the City Council meetings: you are able to attend in person; you may submit written comments as described below; and you may view the meeting which is webcast and accessed at www.cityofclovis.com/agendas.

Written Comments

 Members of the public are encouraged to submit written comments at:
www.cityofclovis.com/agendas at least two (2) hours before the meeting (4:00 p.m.). You will be prompted to provide:

 Council Meeting Date
 Item Number
 Name
 Email
 Comment

 Please submit a separate form for each item you are commenting on.

 A copy of your written comment will be provided to the City Council noting the item number.

If you wish to make a verbal comment, please see instructions below.

 Please be aware that any written comments received that do not specify a particular agenda item will be marked for the general public comment portion of the agenda.

 If a written comment is received after 4:00 p.m. on the day of the meeting, efforts will be made to provide the comment to the City Council during the meeting. However, staff cannot guarantee that written comments received after 4:00 p.m. will be provided to City Council during the meeting. All written comments received prior to the end of the meeting will be made part of the record of proceedings.

Council Chamber, 1033 Fifth Street, Clovis, CA 93612 (559) 324-2060 www.cityofclovis.com
1 September 16, 2024 - 2 - 3:24 PM CAMPAIGN CONTRIBUTION PROHIBITIONS AND MANDATORY DISCLOSURE - Pursuant to Government Code section 84308, a Councilmember shall not accept, solicit, or direct a campaign contribution of more than $250 from any party or their agent, or from any participant or their agent, while a proceeding involving a license, permit, contract, or other entitlement for use is pending before the City or for 12 months after a final decision is rendered in that proceeding. Any Councilmember who has received a campaign contribution of more than $250 within the preceding 12 months from a party or their agent, or from a participant or their agent, must disclose that fact on the record of the proceeding and shall not make, participate in making, or in any way attempt to use their official position to influence the decision.

Pursuant to Government Code section 84308(e), any party to a covered proceeding before the City Council is required to disclose on the record of the proceeding any campaign contribution, including aggregated contributions, of more than $250 made within the preceding 12 mon ths by the party or their agent to any Councilmember. The disclosure shall be made as required by Government Code Section 84308(e)(1) and 2 CCR Section 18438.8. No party or their agent, and no participant or their agent, shall make a campaign contribution of more than $250 to any Councilmember during the covered proceeding or for 12 months after a final decision is made in that proceeding. The foregoing statements do not constitute legal advice, and parties and participants are urged to consult with their own legal counsel regarding the applicable requirements of the law.

CALL TO ORDER

FLAG SALUTE - Councilmember Mouanoutoua

ROLL CALL

PRESENTATIONS/PROCLAMATIONS

1. Presentation of Proclamation Recognizing September 17th through 23rd as Constitution Week.

2. Presentation of Proclamation Recognizing the 50th Anniversary of the Clovis Kiwanis Club.

PUBLIC COMMENTS - This is an opportunity for the members of the public to address the City Council on any matter within the City Council’s jurisdiction that is not listed on the Agenda. In order for everyone to be heard, please limit your comments to 3 minutes or less, or 10 minutes per topic. Anyone wishing to be placed on the Agenda for a specific topic should contact the City Manager’s office and submit correspondence at least 10 days before the desired date of appearance.

CONSENT CALENDAR - Items considered routine in nature are to be placed upon the Consent Calendar. They will all be considered and voted upon in one vote as one item unless a Councilmember requests individual consideration. A Councilmember’s vote in favor of the Consent Calendar is considered and rec orded as a separate affirmative vote in favor of each action listed. Motions in favor of adoption of the Consent Calendar are deemed to include a motion to waive the reading of any ordinance or resolution on the Consent Calendar. For adoption of ordinances, only those that have received a unanimous vote upon introduction are considered Consent items.

2 September 16, 2024 - 3 - 3:24 PM

3. Administration - Approval - Minutes for the September 3, 2024, Council Meeting.

4. Administration - Approval – Request from Business Organization of Old Town for closure of various Old Town streets to hold a car show on October 27, 2024.

5. Administration – Approval – Res. 24-___, Amending the Conflict of Interest Code list of Designated Employees.

6. Administration - Approval – Closure of City Administrative Offices for In -Service Day on Columbus Day October 14, 2024.

7. Administration - Adopt - Ord. 24 -13, Rezone 2024 -003, An ordinance rezoning the subject property from the R-1 (Single-Family Residential Low Density) Zone District to the R -2 (Multifamily Medium High Density) Zone District, associated with approximately 1.73 acres of land located along the east side of Osmun Avenue and the west side of Baron Avenue, north of Second Street. (Vote 5-0)

8. Administration – Approval - FY 2024-25 Agreement between the City of Clovis and the Economic Development Corporation Serving Fresno County.

9. Finance – Receive and File – Investment Report for the Month of May 2024.

10. Finance – Receive and File – Treasurer’s Report for the Month of May 2024.

11. General Services – Approval – Res. 24-___, Approving a Side Letter Agreement with Clovis Public Works Employee’s Association to Add a 401(a) Plan.

12. General Services - Approval – Res. 24-___, Authorizing Amendments to the City’s Classification and Compensation Plans to Adopt the Real -Time Analyst Classification with a Salary Range of $5,780 to $7,026 per month, and Approval – Res. 24 -___, Amending the City’s FY 24-25 Position Allocation Plan to Delete One (1) Public Safety Dispatcher Position and add One (1) Real-Time Analyst Position.

13. General Services – Approval – Res. 24 -___, Authorizing the Execution of the Certifications and Assurances for the FY 2024 -25 California State Transit Assistance State of Good Repair Program Funding.

14. Planning and Development Services – Approval – Bid Award for CIP 20-12, Peach and Shepherd Traffic Signal to St. Francis Electric, LLC., in the amount of $734,700.00; and authorize the City Manager to execute the contract on behalf of the City.

15. Planning and Development Services – Approval – Bid Award for CIP 23-14 Sierra Vista Sidewalk Improvements to Dave Christian Construction, Inc., in the amount of $606,000.00; and Authorize the City Manager to Execute the Contract on behalf of the City.

16. Planning and Development Services – Approval – Final Acceptance for Final Map Tract 6329, located at the northwest corner of Shepherd and Clovis Avenues (6050 Enterprises, LP (Wilson Homes)).

17. Public Utilities – Approval – Authorize the City Manager to Execute a Three-Year Term Extension Agreement with Industrial Waste and Salvage for Large Container Services.

PUBLIC HEARINGS - A public hearing is an open consideration within a regular or special meeting of the City Council, for which special notice has been given and may be required. When a public hearing is continued, noticing of the adjourned item is required as per Government Code 54955.1.

18. Consider Approval – Res. 24 -____, Adoption of the City of Clovis 2023 -2024 Consolidated Annual Performance and Evaluation Report (CAPER) for expenditure of Community Development Block Grant Funds.

Staff: Claudia Cazares, Housing Program Manager
Recommendation: Approve

3 September 16, 2024 - 4 - 3:24 PM ADMINISTRATIVE ITEMS - Administrative Items are matters on the regular City Council Agenda other than Public Hearings.

19. Consider Approval - Res. 24-___, a request to authorize the City Manager to execute a consultant agreement between the City of Clovis and De Novo Planning Group in the amount of $2,776,513 for services related to the preparation of the General Plan update.

Staff: Lily Cha, Senior Planner
Recommendation: Approve

CITY MANAGER COMMENTS

COUNCIL COMMENTS

ADJOURNMENT

FUTURE MEETINGS

Regular City Council Meetings are held at 6:00 P.M. in the Council Chamber. The following are future meeting dates:

Oct. 7, 2024 (Mon.)
Oct. 14, 2024 (Mon.)
Oct. 21, 2024 (Mon.)
Nov. 4, 2024 (Mon.)
Nov. 12, 2024 (Tue.)
Nov. 18, 2024 (Mon.)

4 5
AGENDA ITEM NO. 1.
6 AGENDA ITEM NO. 2.

PRELIMINARY - SUBJECT TO APPROVAL

CLOVIS CITY COUNCIL MEETING

September 3, 2024 6:00 P.M. Council Chamber

Meeting called to order by Mayor Ashbeck at 6:05
Flag Salute led by Councilmember Bessinger

Roll Call: Present: Councilmembers, Basgall, Bessinger, Mouanoutoua, Pearce Mayor Ashbeck

PRESENTATION – 6:06

6:06 – ITEM 1 - PRESENTATION OF CERT IFICATES RECOGNIZING STUDENTS FOR PARTICIPATING IN THE AMERICAN LEGION STATE PROGRAMS.

PUBLIC COMMENTS – 6:20

Upon call, there was no public comment.

CONSENT CALENDAR – 6:21

Upon call, there was no public comment.

Motion by Councilmember Bessinger, seconded by Councilmember Basgall, that the items on the Consent Calendar be approved. Motion carried by unanimous vote.

2. Administration - Approved - Minutes from the August 19, 2024, Council Meeting.

3. Fire - Approved – Authorize designation of 2003 Pierce Pumper apparatus as surplus and approval of donation to City of Hanford Fire Department.

4. Fire – Approved – Res. 24-93, Confirming Weed and Rubbish Abatement Charges for 2024.

5. Planning and Development Services – Approved – Final Acceptance for CIP 17-18 Senior Center - Façade Modifications.

6. Planning and Development Services - Approved – Res. 24 -94, Final Map Tract 6372, located at the southwest area of Ashlan Avenue and Thompson Avenue (Lennar Homes of California, LLC, a California limited liability company).

7. Planning and Development Services - Approved – Res. 24-95, Annexation of Proposed Tract 6372, located at the southwest area of Ashlan Avenue and Thompson Avenue to the Landscape Maintenance District No. 1 of the City of Clovis (Lennar Homes of California, LLC, a California limited liability company).

8. Planning and Development Services - Approved – Res. 24 -96, Final Map Tract 6406, located at the southwest cor ner of Perrin Avenue and Baron Avenue (Lennar Homes of California, LLC, a California limited liability company).

9. Planning and Development Services - Approved – Res. 24-97, Annexation of Proposed Tract 6406, located at the southwest corner of Perrin Aven ue and Baron Avenue to the 7 AGENDA ITEM NO. 3.

PRELIMINARY - SUBJECT TO APPROVAL

Landscape Maintenance District No. 1 of the City of Clovis (Lennar Homes of California, LLC, a California limited liability company).

10. Public Utilities – Approved – Bid Award for CIP 24 -15, Tarpey Village Water Meter Installation Project, in the Total Amount of $459,680.00 to West Valley Construction, Inc.; and Approved - Authorize the City Manager to Execute the Contract on Behalf of the City.

11. Public Utilities – Approved – Waive Formal Bidding Requirements and Reauthorize the Purchase of Two (2) Fire Department 2024 Ford F-250 Crew Cab 4x4 Trucks from Fahrney Ford of Selma to Replace model year 2004 and 2007 Trucks that have Reached the End of Their Useful Life.

12. Public Utilities – Approved – Final Acceptance for CIP 23 -15, Gas Collection and Control Systems (GCCS) Flare Station Improvements at the Clovis Landfill, with a Final Contract Cost of $464,752.11.

ADMINISTRATIVE ITEMS – 6:23

6:23 ITEM 13 - ADOPTED - ORD. 24-11, OA2021-004, A REQUEST TO AMEND THE CLOVIS

DEVELOPMENT CODE AS A CLEANUP ACTION TO FURTHER DEFINE THE M U-BC

LAND USE DESIGNATION TO ALLOW FOR CERTAI N ANCILLARY CAMPUS -

AFFILIATED HOUSING U SES IN THE R -T ZONE DISTRICT, ADD DEVELO PMENT

STANDARDS FOR THE CA MPUS-AFFILIATED HOUSING USES AND ESTAB LISH AN R-T OVERLAY ZONE DIS TRICT. (3-1-0-1, WITH MAYOR ASHBECK VOTI NG NO AND COUNCILMEMBER BASGALL RECUSING).

Upon call, there was no public comment.

Motion for approval by Councilmember Bessinger, seconded by Councilmember Mouanoutoua. Motion carried by 3-1-0-1, with Mayor Ashbeck voting no and Councilmember Basgall recusing.

6:25 ITEM 14 - ADOPTED - ORD. 24 -12, R2021-010, A REQUES T TO REZONE APPROXIMATELY 63 PRO PERTIES INCONSISTENT LY ZONED WITHIN THE

DESIGNATED RESEARCH AND TECHNOLOGY PARK PLAN AREA FROM THE R-A, R- 1-AH, R-1-7500, R-1-8500 AND C-P ZONE DISTRICTS TO THE R-T ZONE DISTRICT OR R-T OVERLAY ZONE DIS TRICT. (3-1-0-1, WITH MAYOR ASHBECK VOTI NG NO AND COUNCILMEMBER BASGALL RECUSING).

Upon call, there was no public comment.

Motion for approval by Councilmember Bessinger, seconded by Councilmember Mouanoutoua. Motion carried by 3 -1-0-1, with Mayor Ashbeck voting no and Councilmember Basgall recusing.

PUBLIC HEARINGS – 6:26

6:26 ITEM 15 - CONSIDERED ITEMS ASSOCIATED WI TH APPROXIMATELY 1.7 3 ACRES

OF LAND LOCATED ALON G THE EAST SIDE OF O SMUN AVENUE AND THE WEST 8 AGENDA ITEM NO. 3.

PRELIMINARY - SUBJECT TO APPROVAL

SIDE OF BARON AVENUE , NORTH OF SECOND ST REET. CLOVIS 135 OSM UN, LP, OWNER/APPLICANT.

Laurie Doyle, Applicant, spoke in support.

Michael Duarte, Applicant, spoke in support.

15A - APPROVED - RES. 24 -98, GENERAL PLAN AMEND MENT 2024 -004, A

RESOLUTION APPROVING A CEQA EXEMPTION FROM FURTHER ENVIRONMENTAL

REVIEW AND AN AMENDM ENT TO THE GENERAL P LAN TO RE -DESIGNATE THE SUBJECT PROPERTY FRO M THE MEDIUM DENSITY RESI DENTIAL (4.1 -7.0

DWELLING UNITS PER A CRE) DESIGNATION TO THE MEDIUM HIGH DENS ITY RESIDENTIAL (7.1-20 DWELLING UNITS PER ACRE) DESIGNATION.

Motion for approval by Councilmember Basgall, seconded by Councilmember Bessinger.

Motion carried by unanimous vote.

15B - CONSIDER INTRODUCTION - ORD. 24-13, REZONE 2024-003, AN ORDINANCE REZONING THE SUBJECT PROPERTY FROM THE R -1 (SINGLE -FAMILY RESIDENTIAL LOW DENSITY) ZONE DISTRICT TO THE R-2 (MULTIFAMILY MEDIUM HIGH DENSITY) ZONE DISTRICT, ASSOCIATED WITH APPROXIMATELY 1.73 ACRES

OF LAND LOCATED ALON G THE EAST SIDE OF O SMUN AVENUE AND THE WEST SIDE OF BARON AVENUE, NORTH OF SECOND STREET.

Motion for approval by Councilmember Basgall, seconded by Councilmember Bessinger.

Motion carried by unanimous vote.

6:59 ITEM 16 - APPROVED – RES. 24 -99, AUTHORIZING THE SU BMITTAL OF AN

APPLICATION TO THE S TATE OF CALIFORNIA H OUSING AND COMMUNITY DEVELOPMENT DEPARTMENT’S LOCAL HOUSING TRUST FUND (LHTF) PROGRAM FOR THE 135 OSMUN SE NIOR APARTMENTS, REQUESTING $1,000,00 0 IN LHTF,

APPROVING THE CITY AWARD AND MATCH OF CLOVIS HOUSING TRUST FUND IN THE AMOUNT OF $1,000 ,000 AND AUTHORIZING THE CITY MANAGER, O R

DESIGNEE, TO EXECUTE THE LHTF PROGRAM AP PLICATION, STANDARD AGREEMENT, AGREEMENT DOCUMENTS, AND ANY AMENDMENTS THERETO.

Upon call, there was no public comment.

Motion for approval by Councilmember Bessinger, seconded by Councilmember Basgall.

Motion carried by unanimous vote.

COUNCIL ITEMS – 7:20

7:20 ITEM 17 - APPROVED – CHANGE OF COUNCIL MEETING SCHEDULE. 9 AGENDA ITEM NO. 3.

PRELIMINARY - SUBJECT TO APPROVAL

Upon call, there was no public comment.

Motion for approval by Councilmember Bessinger, seconded by Councilmember Basgall.

Motion carried by 4-0-0-1, Mayor Ashbeck Abstaining.

7:22 ITEM 18 - APPROVED INTRODUCTION – ORD. 24-XX, AMENDING SECTION 2.1.01 OF CHAPTER 2 OF TITLE 2 OF THE CLOVIS MUNIC IPAL CODE RELATING T O CITY COUNCIL MEETING DAY AND TIME.

Jenny Krens, resident, advocated for managing the length of time of the agenda rather than change the date and time of the regular schedule meetings.

Motion to continue the discussion to a future date by Councilmember Bessinger, seconded by Councilmember Mouanoutoua. Motion carried by unanimous vote.

CITY MANAGER COMMENTS – 7:35

None.

COUNCIL COMMENTS - 7:36

None.

CLOSED SESSION – 7:39

7:39 ITEM 19 - GOVERNMENT CODE SECTION 54956.9(D)(2) CONFERENCE WITH LEGAL COUNSEL – ANTICIPATED LITIGATION SIGNIFI CANT EXPOSURE TO LIT IGATION

ONE POTENTIAL CASE
RECONVENE INTO OPEN SESSION AND REPORT FROM CLOSED SESSION – 8:20 No action taken.

ADJOURNMENT

Mayor Ashbeck adjourned the meeting of the Council to September 16, 2024

Meeting adjourned: 8:20 p.m.

______________________________ ________________________________ Mayor City Clerk
10 AGENDA ITEM NO. 3.

TO: Mayor and City Council
FROM: Administration
DATE: September 16, 2024
SUBJECT: Administration - Approval – Request from Business Organization of Old Town for closure of various Old Town streets to hold a car show on October 27, 2024.

ATTACHMENTS: 1. Request from Business Organization of Old Town

RECOMMENDATION
That the City Council approve the request from Business Organization of Old Town (BOOT) for closure of various Old Town streets to hold a car show on October 27, 2024.

EXECUTIVE SUMMARY
Staff requests street closure on October 27, 2024, for a car show organized by BOOT.

BACKGROUND
On December 10, 2023, Council approved a street closure from BOOT to hold an event on October 27, 2024. The original request included Pollasky Avenue between Fourth and Seventh Streets only. In addition to the previously approved closures, BOOT is requesting the use of Pollasky Avenue between Third and Fourth Stree ts; Fourth Street between Woodworth and Clovis Avenues; Fifth Street between Woodworth and Clovis Avenues; and Bullard Avenue between Woodworth and Pollasky Avenue.

A notice was sent to Old Town merchants and property owners on September 5, 2024, soliciting comments/concerns regarding th is request . Staff has received no comments or concerns regarding this request.

The boundaries and time of street closure has been reviewed by staff members from each department.

FISCAL IMPACT
The City of Clovis is positively impacted by the proposed event. Local businesses benefit from large numbers of people visiting their neighborhood and the City of Clovis benefits from the increased tax revenue.

The promoters of this event will bear the cost of additional City services and any other additional services.
11 AGENDA ITEM NO. 4.

REASON FOR RECOMMENDATION
In previous years, more than 300,000 people have attended the various events held in Clovis annually, many of whom have returned to Clovis to patronize local businesses. This event will benefit the City’s economic development efforts.

ACTIONS FOLLOWING APPROVAL

1. Staff will notify BOOT of Council’s decision; and

2. Staff will work with BOOT to ensure that they provide security and cleanup of the event.

CONFLICT OF INTEREST
None.

Prepared by: Shawn Miller, Business Development Manager

Reviewed by: City Manager AH

12 AGENDA ITEM NO. 4.
13 AGENDA ITEM NO. 4.
14 AGENDA ITEM NO. 4.

TO: Mayor and City Council
FROM: Administration
DATE: September 16, 2024
SUBJECT: Administration – Approval – Res. 24 -___, Amending the Conflict of Interest Code list of Designated Employees.

ATTACHMENTS: 1. Res. 24-___, Amending the Conflict of Interest Code list of Designated Employees and Disclosure Categories

2. Designated Employees List Redline Copy

RECOMMENDATION
That the City Council approve a resolution amending the Conflict of Interest Code for Designated Employees who are required to file Statements of Economic Interests and their disclosure categories.

EXECUTIVE SUMMARY
The Political Reform Act requires that the City review its local conflict of interest code to determine if amendments are necessary every two years. It also states that those designated officials and employees are required to complete biennial ethics training, pursuant to AB 1234.

Staff is proposing amendments to the list of designated employees and changes to simplify the disclosure categories.

BACKGROUND
The City is required to adopt a local conflict of interest code to address employees that might be subject to outside influences but are not State designated filers. State designated filers include, in addition to the Council and Planning Commissioners, the City Manager, City Attorney, and City Treasurer.

The City is permitted to adopt the Fair Political Practices Commission Model Code as its local conflict of interest code, in which case the City only needs to designate employees subject to the code and reportable interest for those employees (2 Cal. Code Regs. § 18730). Reportable interests generally fall into the following categories: real property, investments, business positions, sources of income, gifts, loans, and travel payments. Designated officials and employees must file annual statements of economic interest, as well as assuming office and leaving office statements, within 30 days of assuming or leaving office. (2 Cal. Code Regs. § 18730(b)(5).)
15 AGENDA ITEM NO. 5.

In 1994, the City Council adopted Resolution 94 -130 that incorporated by reference the State Guidelines as its local conflict of interest code, along with the designation of employees and the formulation of disclosure categories. In conducting the biennial review, staff determined that it is appropriate to update the list of employees who make governmental decisions based on the positions they hold. Additionally, staff determined that the disclosure categories could be simplified by reducing the number of categories from seven to two. Despite having seven categories for disclosure, staff determined that most categories were not used.

The disclosure categories have been revised to provide for two categories: one for full disclosure, and one for department level decision -making with a lower level of disclosure. The disclosure requirements have also been revised to clarify the existing requirement that real property is subject to disclosure on the Form 700 if it is located ou tside the City boundaries, but within a two-mile radius of the City or any property owned or used by the City. The requirements for disclosure and the regulations concerning conflicts of interest do not always align, and such properties will not necessarily result in a conflict of interest.

The basic rule for conflicts of interest under the Political Reform Act is that a public official at any level of state or local government has a prohibited conflict of interest and may not make, participate in makin g, or in any way use or attempt to use the official's position to influence a governmental decision when the official knows or has reason to know the official has a disqualifying financial interest. A public official has a disqualifying financial interest if the decision will have a reasonably foreseeable material financial effect, distinguishable from the effect on the public generally, directly on the official, or the official's immediate family, or on any financial interest. (2 Cal. Code Regs. § 18700.) With regard to real property, there is a reasonably foreseeable financial effect that is material (conflict of interest) when a decision involves real property located 1,000 feet from the public official’s real property, provided certain factors are met. (2 Cal. Code Regs. § 18702.2.) This is often referred to as the “1,000 foot rule.” “Public Official” includes every member, officer, employee, or consultant of a state or local government agency, unless an exception applies. (Government Code Section 82048(a).)

In accordance with Government Code Section 87306, a report must be submitted to the City Council identifying any changes in the code, including but not limited to, all new positions and changes in the list of reportable interests. The City Clerk and the City Attorney have performed a review of the Conflict of Interest Code in conformance with the Political Reform Act requirements. Each department director provided input regarding the level of decision -making authority employees have in their respec tive departments. With that input, along with various title changes that have occurred since the last update, it has been determined that the Code requires amendments. The updated list of disclosure categories is included in Attachment A.

The updated list of designated employees, which adds and changes the title of several positions, is included in Attachment B.

The resolution also specifies that all employees designated as filers under the city’s Conflict of Interest Code are “designated employees” for purpose of AB 1234 and, as such, are required to participate in mandatory ethics training.

16 AGENDA ITEM NO. 5.

FISCAL IMPACT
None.

REASON FOR RECOMMENDATION
The Political Reform Act requires every local government agency to review its conflict of interest code biennially (even numbered years) to determine if it is accurate or must be amended. Staff has reviewed the existing code and is recommending the amendments to the list of designated employees.

ACTIONS FOLLOWING APPROVAL
The City Clerk's Office will contact the affect ed employees and ensure that the City is in compliance.

CONFLICT OF INTEREST
None.

Prepared by: Briana Parra, City Clerk

Reviewed by: City Manager AH

17 AGENDA ITEM NO. 5.

ATTACHMENT 1
RESOLUTION 24-___

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CLOVIS

AMENDING THE CONFLICT OF INTEREST CODE LIST OF

DESIGNATED EMPLOYEES AND DISCLOSURE CATEGORIES

WHEREAS, the Political Reform Act, Government Code Section 81000, et seq., requires the City to adopt a Conflict of Interest Code; and

WHEREAS, the Fair Political Practices Commission (FPPC) has adopted a Model Conflict of Interest Code, by regulation (2 California Code of Regulations Section 18730) (“Model Code”), that contains the terms of a standard conflict of interest code that can be incorporated by reference by the City; and

WHEREAS, the FPPC amends the Model Code on a regular basis to conform to amendments in the Political Reform Act and its implementing regulations; and

WHEREAS, in 1994, the Clovis City Council adopted Resolution 94 -130 that adopted and incorporated by reference the terms of the Model Code and adopted designation of employees and the formulation of disclosure categories; and

WHEREAS, Government Code section 87306 requires biennial review of the Conflict of Interest Code to ensure it remains current and accurate, and that a report be submitted to the City Council identifying any changes in the code including, but not limited to, all new positions and changes in the list of reportable interests; and

WHEREAS, the City Council desires to amend and simplify the disclosure categories and update the list of designated employees; and

WHEREAS, all officials and designated positions required to submit a statement of economic interests shall receive ethics training as required pursuant to Government Code section 53235 (AB 1234). The City Clerk, as the City’s Filling Officer, shall biannually provide all filers with information on training available to meet the requirements of Government Code section 53235, and maintain required records indicating the dates the filers satisfied the training requirements and the entity that provided the tra ining.

These records shall be retained for five years after the date of training and are public records subject to disclosure under the California Public Records Act. (Gov. Code 53235.2).

NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of Clovis as follows:
18 AGENDA ITEM NO. 5.

1. The terms of 2 California Code of Regulations Section 18730 and any amendments to it duly adopted by the Fair Political Practices Commission are hereby incorporated by reference. This regulation and Attachments A and B, designating positions and establishing disclosure categories shall constitute the Conflict of Interest Code of the City.

2. The Disclosure Categories in Attachment A are hereby approved.

3. Persons holding designated positions listed in Attachment B shall file Statements of Economic Interest pursuant to the Model Code with the information required for the Disclosure Category assigned to them and specified in Attachment A , annually, and within 30 days of assuming or leaving office, as required by law.

4. The City Clerk will make the Statements available for public inspection and reproduction. (Gov. Code 81008.) All statements shall be retained by the City.

* * * * *

The foregoing resolution was introduced and ad opted at a regular meeting of the City Council of the City of Clovis held on September 16, 2024, by the following vote, to wit.

AYES:

NOES:

ABSENT:

ABSTAIN:

DATED: September 16, 2024

______________________________ ______________________________ Mayor City Clerk
19 AGENDA ITEM NO. 5.

Attachment A

Disclosure Categories

1. Category 1 : Broad Responsibilities - Full Disclosure . Designated officials and employees must disclose all reportable interests, including investments, business positions, sources of income, loans, gifts, including travel payments, and real property as required by the FPPC Guidelines, including real property located within a two-mile radius of the City or any property owned or used by the City.

2. Category 2 : Department/Division Decision -Making Responsibilities . Designated officials and employees must disclose all reportable investments and busi ness positions in business entities, and reportable sources of income (including loans, gifts, and travel payments) from any source that is located in, doing business in, or planning to do business in the City, and is either (a) subject to the regulatory, permitting, or licensing authority of the official’s or employee’s department or division, or (b) provides services, supplies, materials, machinery, or equipment of the type utilized by the official’s or employee’s department or division.

Notwithstanding the foregoing, gifts are reportable regardless of the location of the donor.

*Consultants and new positions shall file under the broadest disclosure category (Category 1). If the new position or consultant performs limited duties, the City may tailor t he disclosure requirements upon approval by the City Manager of a written description of the position's duties and, based upon that description, a statement of that the disclosure requirements of Category 2 apply.
20 AGENDA ITEM NO. 5.

Amendments to the City of Clovis Conflict of Interest Code Department Position Department Position
Administration Administration
Assistant City Manager Assistant City Manager 1
Business Development Manager Business Development Manager 2 City Clerk City Clerk 2
Communications and Marketing
Analyst
Communications and Marketing
Analyst 2
Economic Development, Housing
and Communications Director
Economic Development, Housing
and Communications Director 1
Executive Assistant Executive Assistant 2
Housing Program Manager Housing Program Manager 2
Staff Analyst Staff Analyst 2
Consultants Consultant 1
City Clerk/Information Div.

City Clerk/Information
Div.

Deputy Director of Information
Technology
Deputy Director of Information
Technology 1
Information Technology Information Technology Supervisor 2 Finance Finance
Assistant Finance Director Assistant Finance Director 1 Deputy Finance Director Deputy Finance Director 1
Finance Manager Finance Manager 2
Fire Fire
Battalion Chief Battalion Chief 2
Deputy Fire Chief Deputy Fire Chief 1
Fire Chief Fire Chief 1
Senior Management Analyst Senior Management Analyst 2
Life Safety Manager Life Safety Manager 2
General Services General Services
Deputy General Services Director Deputy General Serivces Director 1 Facilities Maintenance and
Purchasing Manager
Facilities Maintenance and

Purchasing Manager 2
Facilities Maintenance Supervisor Facilities Maintenance Supervisor 2 General Services Director General Services Director 1
Management Analyst Management Analyst 2
Recreation Supervisor Recreation Supervisor 2
Senior Personnel Technician Senior Personnel Technician 2 Transit Supervisor Transit Supervisor 2
Transit Manager Transit Manager 2
EXISTING PROPOSED Disclosure
CategoryAdd Delete

Attachment A 21
AGENDA ITEM NO. 5.

Amendments to the City of Clovis Conflict of Interest Code Department Position Department Position
EXISTING PROPOSED Disclosure
CategoryAdd Delete
Planning & Development
Services
Planning & Development
Services
Building Official Building Official 2
Business Workflow Analyst Business Workflow Analyst 1
City Engineer City Engineer 2
City Planner City Planner 2
Construction Manager Construction Manager 1
Deputy Building Official / Plan
Checker
Deputy Building Official / Plan
Checker 1
Deputy City Planner Deputy City Planner 1
Director of Planning and
Development Services
Director of Planning and
Development Services 1
Engineering Program Manager Engineering Program Manager 2 Management Analyst Management Analyst 2
Planning & Development
Administrative Manager
Planning & Development
Administrative Manager 2
Plans Examiner Plans Examiner 2
Senior Planner Senior Planner 2
Supervising Civil Engineer Supervising Civil Engineer 2 Police Police
Communications Supervisor Communications Supervisor 2
Crime Analysis Supervisor Crime Analysis Supervisor 2
Deputy Police Chief Deputy Police Chief 1
Management Analyst Management Analyst 2
Police Captain Police Captain 1
Police Chief Police Chief 1
Police Lieutenant Police Lieutenant 2
Police Services Manager Police Services Manager 2
Property & Evidence Supervisor Property & Evidence Supervisor 2 Records Supervisor Records Supervisor 2
Supervisor of Animal Services Supervisor of Animal Services 2 Public Utilities Public Utilities
Assistant Public Utilities Director Assistant Public Utilities Director 1 Deputy Public Utilities Director Deputy Public Utilities Director 1 Fleet Manager Fleet Manager 2
Parks Manager Parks Manager 2
Principal Utilities Engineer Principal Utilities Engineer 2 Public Utilities Director Public Utilities Director 1
Senior Management Analyst Senior Management Analyst 2
Solid Waste Manager Solid Waste Manager 2
Street Maintenance Manager Street Maintenance Manager 2 Supervising Civil Engineer Supervising Civil Engineer 2 Utilities Manager Utilities Manager 2
Water Production Manager Water Production Manager 2

22 AGENDA ITEM NO. 5.

Amendments to the City of Clovis Conflict of Interest Code Department Position Department Position
Administration Administration
Assistant City Manager Assistant City Manager 1
Business Development Manager Business Development Manager 1 City Clerk City Clerk 2
Communications and Marketing
Analyst
Communications and Marketing
Analyst
Communications and Marketing
Analyst 2
Economic Development, Housing
and Communications Director
Economic Development, Housing
and Communications Director 1
Executive Assistant Executive Assistant 2
Housing Program Manager Housing Program Manager 2
Management Analyst Management Analyst Management Analyst 1 Personnel Commissioners Personnel Commissioners Personnel Commissioners 1 Principal Office Assistant Principal Office Assistant Principal Office Assistant 3 Public Affairs and Information
Manager
Public Affairs and Information
Manager
Public Affairs and Information
Manager 1
Staff Analyst Staff Analyst S taff Analyst 2
Consultants Consultant Consultant 1
City Clerk/Information Div.

City Clerk/Information
Div.

Deputy Director of Information
Technology
Deputy Director of Information
Technology 1
Information Technology Specialist Information Technology Specialist Information Technology Specialist 3 Information Technology Supervisor Information Technology Supervisor 2 Information Technology Information Technology Technician Information Technology 1 Senior Information Technology
Analyst
Senior Information Technology
Analyst
Senior Information Technology
Analyst 1
Senior Information Technology
Specialist
Senior Information Technology
Specialist
Senior Information Technology
Specialist 3
Finance Finance
Accounting Supervisor Accounting Supervisor Accounting Supervisor 1 Assistant Finance Director Assistant Finance Director 1 Deputy Finance Director Deputy Finance Director 1
Finance Manager Finance Manager Finance Manager 1
Fire Fire
Battalion Chief Battalion Chief 2
Deputy Fire Chief Deputy Fire Chief 1
Fire Chief Fire Chief 1
Management Analyst Management Analyst Management Analyst 3 Senior Management Analyst Senior Management Analyst Senior Management Analyst 2 Spec. Proj/Life Safety Enf Mgr. Spec. Proj/Life Safety Enf Mgr. Spec. Proj/Life Safety Enf Mgr. 1 Spec Proj/Life Safety Mgr Spec. Proj/Life Safety Mgr. Spec Proj/Life Safety Mgr 1 Life Safety Manager Life Safety Manager Life Safety Manager 2 General Services General Services
Administrative Assistant Administrative Assistant Administrative Assistant 1 Deputy General Services Director Deputy General Services Director Deputy General Serivces Director 1 Facilities Maintenance and
P
urchasing Manager
Facilities Maintenance and
P
urchasing Manager 2
Facilities Maintenance Supervisor Facilities Maintenance Supervisor 2 EXISTING PROPOSED Disclosure
CategoryAdd Delete

Attachment 2 23
AGENDA ITEM NO. 5.

Amendments to the City of Clovis Conflict of Interest Code Department Position Department Position
EXISTING PROPOSED Disclosure
CategoryAdd Delete
General Services Director General Services Director 1
General Services Manager General Services Manager General. Services Manager 1 Management Analyst Management Analyst 2
Personnel Commissioner Personnel Commissioner Personnel Commissioner 1 Personnel / Risk Manager Personnel / Risk Manager Personnel / Risk Manager 1 Personnel Technician Personnel Technician Personnel Technician 1 Recreation Supervisor Recreation Supervisor 2
Senior Personnel Technician Senior Personnel Technician Senior Personnel Technician 2 Transit Supervisor Transit Supervisor 2
Transit Manager Transit Manager Transit Manager 2

24 AGENDA ITEM NO. 5.

Amendments to the City of Clovis Conflict of Interest Code Department Position Department Position
EXISTING PROPOSED Disclosure
CategoryAdd Delete
Planning & Development
Services
Planning & Development
Services
Assistant Planner Assistant Planner Assistant Planner 3 Building Inspector Building Inspector Building Inspector 3 Building Official Building Official 2
Business Workflow Analyst Business Workflow Analyst 1
City Engineer City Engineer 2
City Planner City Planner 2
Construction Manager Construction Manager 1
Deputy Building Official / Plan
Checker
Deputy Building Official / Plan
Checker 1
Deputy City Planner Deputy City Planner 1
Director of Planning and
Development Services
Director of Planning and
Development Services 1
Engineering Program Supervisor
Manager
Engineering Program Supervisor
Manager 2
Engineering Technician Engineering Technician Engineering Technician 3 Geographic Information Systems
Analyst
Geographic Information Systems
Analyst
Geographic Information Systems
Analyst 3
Geographic Information Systems
Technician
Geographic Information Systems
Technician
Geographic Information Systems
Technician 3
Management Analyst Management Analyst 2
Permit Technician Permit Technician Permit Technician 3 Planning & Development
Administrative Manager
Planning & Development
Administrative Manager 2
Plans Examiner Plans Examiner 2
Planning Technician I Planning Technician I Planning Technician I 3 Planning Technician II Planning Technician II Planning Technician II 3 Senior Plans Examiner Senior Plans Examiner Senior Plans Examiner 3 Senior Engineering Inspector Senior Engineering Inspector Senior Engineering Inspector 3 Senior Planner Senior Planner 2
Staff Analyst Staff Analyst Staff Analyst 3
Supervising Civil Engineer Supervising Civil Engineer 2 Police Police
Communications Supervisor Communications Supervisor 2
Crime Analysis Supervisor Crime Analysis Supervisor 2
Deputy Police Chief Deputy Police Chief Deputy Police Chief 1 Management Analyst Management Analyst 2
Police Captain Police Captain 1
Police Chief Police Chief 1
Police Lieutenant Police Lieutenant 2
Police Services Manager Police Services Manager 2
Property & Evidence Supervisor Property & Evidence Supervisor 2 Records Supervisor Records Supervisor 2
Supervisor of Animal Services Supervisor of Animal Services 2 Public Utilities Public Utilities
Administrative Assistant Administrative Assistant Administrative Assistant 2 Assistant Public Utilities Director Assistant Public Utilities Director 1

25 AGENDA ITEM NO. 5.

Amendments to the City of Clovis Conflict of Interest Code Department Position Department Position
EXISTING PROPOSED Disclosure
CategoryAdd Delete
Deputy Public Utilities Director Deputy Public Utilities Director Deputy Public Utilities Director 1 Engineerign Technician Engineering Technician Engineering Technician 3 Fleet Manager Fleet Manager 2
Landfill Supervisor Landfill Supervisor Landfill Supervisor 3 Management Analyst Management Analyst Management Analyst 2 Parks Manager Parks Manager 2
Principal Utilities Engineer Principal Utilities Engineer Principal Utilities Engineer 2 Public Utilities Director Public Utilities Director 1
Senior Engineering Inspector Senior Engineering Inspector Senior Engineering Inspector 3 Senior Management Analyst Senior Management Analyst Senior Management Analyst 2 Solid Waste Manager Solid Waste Manager 2
Solid Waste Supervisor Solid Waste Supervisor Solid Waste Supervisor 2 Street Maintenance Manager Street Maintenance Manager 2 Supervising Civil Engineer Supervising Civil Engineer 2 Utilities Manager Utilities Manager 2
Water Production Manager Water Production Manager 2

26 AGENDA ITEM NO. 5.

TO: Mayor and City Council
FROM: Administration
DATE: September 16, 2024
SUBJECT: Administration - Approval – Closure of City Administrative Offices for In- Service Day on Columbus Day October 14, 2024.

ATTACHMENTS: None.

RECOMMENDATION
Authorize the closure of certain City administrative offices on Columbus Day for the years 2024 – 2026 for an in-service day for purposes of annual clean-up and catch-up on filing, file closures, and preparation of records to be retained in storage.

EXECUTIVE SUMMARY
As in past years, staff is recommending certain offices be closed to the public to allow for clean- up on Columbus Day for the years 2024 – 2026. The actual dates are as foll ows: October 14, 2024, October 13, 2025, and October 12, 2026.

BACKGROUND
The City does not recognize Columbus Day as a City holiday. However, some other governmental agencies close on that day. For the past several years, the City has utilized this day as an in-service day to clean and catch -up by closing certain City administrative offices to public access and requiring employees to use the time to organize and reduce office files, catch- up on records destruction schedules, and devote uninterrupted time to backlogged projects.

FISCAL IMPACT
None.

REASON FOR RECOMMENDATION
The closure of City administrative offices to the public one day a year for the purposes of eliminating excess paper and obsolete files has proven to be a productive use of staff time.

ACTIONS FOLLOWING APPROVAL
Notices will be posted indicating that certain City offices will be closed to the public on Columbus Day. Telephone service will be routed to voicemail. All emergency services will be operational 27 AGENDA ITEM NO. 6.
and will function as normal. The proposed office closure will only affect City Hall campus administrative office operations and the Public Utilities’ corporation yard.

CONFLICT OF INTEREST
None.

Prepared by: Rebecca Simonian, Executive Assistant

Reviewed by: City Manager AH

28 AGENDA ITEM NO. 6.

TO: Mayor and City Council
FROM: Administration
DATE: September 16, 2024
SUBJECT: Administration - Adopt - Ord. 24-13, Rezone 2024 -003, An ordinance rezoning the subject property from the R-1 (Single-Family Residential Low Density) Zone District to the R-2 (Multifamily Medium High Density) Zone District, associated with approximately 1.73 acres of land located along the east side of Osmun Avenue and th e west side of Baron Avenue, north of Second Street. (Vote 5-0)

ATTACHMENTS: None.

This item was approved for introduction on September 3, 2024, with a unanimous vote.

Please direct questions to the City Manager’s office at 559-324-2060.

29 AGENDA ITEM NO. 7.

TO: Mayor and City Council
FROM: Administration
DATE: September 16, 2024
SUBJECT: Administration – Approval - FY 2024-25 Agreement between the City of Clovis and the Economic Development Co rporation Serving Fresno County.

ATTACHMENTS: 1. 2024-25 Agreement between the City of Clovis and the Economic Development Corporation Serving Fresno County

RECOMMENDATION
Approve and authorize the City Manager to execute the fiscal year 2024-25 Agreement between the City of Clovis and the Economic Development Corporation Serving Fresno County (EDC) up to an amount of $50,000.

EXECUTIVE SUMMARY
The attached agreement is between the City of Clovis and the Economic Development Corporation serving Fresno County up to an amount of $50,000. The agreement outlines activities and responsibilities that the EDC will provide for the funding.

BACKGROUND
The Agreement continues the formalized relationship between the City and the EDC. The EDC will assist in promoting economic growth in the City of Clovis by providing informational resources and technical assistance to retain and expand existing Clovis bus inesses, assist in the development of marketing materials to attract new investment to the City, and assist in marketing the City’s industrial/commercial properties, including the Research and Technology Park.

Attraction efforts will include data analys is to determine likely industries and subsequent businesses that are ideal for Clovis to focus on, general marketing efforts, trade show attendance, outreach to brokers, and site tours completed for businesses looking to locate in Clovis. Retention efforts will include utilizing access to economic data the EDC has to ensure Clovis staff is focusing on critical businesses in retention efforts and the EDC acting as a business resource expert. This structure allows for the City and the EDC to leverage their expertise and increase the ability of economic development efforts in Clovis.

30 AGENDA ITEM NO. 8.

Additionally, EDC will continue to work with Clovis as the region expands efforts to attract high- tech businesses associated with the microchip industry.

The EDC also agrees to support the City of Clovis in developing the Five Year Comprehensive Economic Development Strategy plan update.

To facilitate continued close coordination between the City and EDC, the City of Clovis Economic Development Director sits on the Fresno Count y CEDS Committee, and the Assistant City Manager sits on the Board of Directors and the Executive Committee of the EDC. The City’s Community and Economic Development staff maintains a close working relationship with the EDC’s Executive Director and staff.

FISCAL IMPACT
The City of Clovis will pay the EDC $50,000 in the 2024-25 fiscal year in four quarterly payments contingent on submission of a quarterly report of activities to the City Council. These funds are included in the 2024-25 City budget.

REASON FOR RECOMMENDATION
This agreement is consistent with the adopted budget, policies, goals, and objectives of the City Council. As a regional economic development organization, it is appropriate that the City collaborates with the EDC on the implementation of goals and objectives to facilitate the creation of jobs for Clovis and the region.

Approval of this agreement will allow the City to continue its coordinated approach to enhancing the City’s economy and job creation efforts with the County of Fresno and other cities within the County

ACTIONS FOLLOWING APPROVAL
After approval, the City Manager will execute the agreement; and the Community and Economic Development staff will administer the agreement.

CONFLICT OF INTEREST
None.

Prepared by: Chad McCollum, Economic Development, Housing and Communications Director

Reviewed by: City Manager AH

31 AGENDA ITEM NO. 8.

ATTACHMENT 1

MEMORANDUM OF UNDERSTANDING

CITY OF CLOVIS AND

BUSINESS ORGANIZATION OF OLD TOWN
(Fiscal Year 2024-2025)

This Memorandum of Understanding ("MOU") is entered into between the City of Clovis, a California general law city ("City") and the Economic Development Corporation Serving Fresno County, a California non-profit corporation ("EDC"), with respect to the following recitals, which are a substantive part of this MOU.

RECITALS

A. City is committed to a balanced and diversified economy as one of it s most important priorities to ensure the future well-being of the citizens of Clovis.

B. City is committed to advancing economic growth in Clovis as a priority to ensure the future economic and social well-being of the entire City.

C. City has invested considerable resources to encourage a location for new and expanding businesses and industries and to ensure the economic vitality of commercial and industrial areas.

D. EDC continues to maintain regional, national, and international marketing and promotional efforts to attract the location and expansion of businesses and industries in all the communities within Fresno County.

E. EDC is the State of California designated regional contact and referral point for businesses and industries that contact the State while seeking a location for new or expanded facilities.

F. City seeks to continue to support EDC as the EDC administers local economic development activities such as technical support , advocacy, marketing and promotion for t he City economic development goals of attracting new businesses while retaining existing businesses within the City.

G. City seeks to continue to support EDC as the EDC aligns resources, serves as the statewide regional point of contact for business and industry referrals, and promotes economic growth in the City.

NOW, THEREFORE, in consideration of the promises and mutual agreements herein, City and EDC agree as follows:

AGREEMENT

1. Scope of Activities . EDC is actively engaged in the activities a nd events described in Exhibit A. In general, these activities consist of recruiting new businesses and industries through marketing, targeted events, and responding to leads, identifying economic development projects and priorities in consultation with City staff for inclusion in the County of Fresno’s Comprehensive 32 AGENDA ITEM NO. 8.
2 Economic Development Strategy (CEDS) and provid ing retention and expansion technical assistance to existing Clovis businesse s. In addition, EDC will provide program updates to City staff monthly and quarterly status reports to City Council, detailing EDC progress on targeted outcomes (“Activities”).

2. Financial Support. In recognition of EDC’s efforts and the benefit to the City, City agrees to make a financial contribution to EDC for Fiscal Year 2024-2025. The total financial contribution to be paid by City to EDC shall be Fifty Thousand Dollars ($ 50,000), that is comprised of Ten Thousand Dollars ($10,000) for developing the Five Year Comprehensive Economic Development Strategy plan update and Forty Thousand Dollars ($40,000) for the Business Retention and New Business Recruitment Activities described in Exhibit A, which shall be paid in four (4) quarterly installments, at the end of each quarter, with the quarter commencing July 1, 2024.

3. Compliance With Laws . EDC shall obey and follow all laws, regulations, rules, and ordinances in its Activities and any events it organizes, including compliance with applicable City ordinances. This MOU does not authorize or approve any of the Activities or the events identified herein, and EDC shall obtain all required City approvals , as necessary, for any Activities and/or events that it pursues. EDC shall ensure that all sub contractors and third-party vendors similarly follow all laws, regulations, rules and ordinances, and obtain all required City approvals and/or permits for any Activities and/or events in which such subcontractors and/or third-party vendors participate.

4. Power to Act on Behalf of City. EDC shall not have any right, power, or authority to create any obligation, express or implied, or make representations on behalf of City except as may be expressly authorized in advance, in writing, from time to time by City and then only to the extent of such authorization.

5. Record Keeping; Reports; Audit. EDC shall do the following:

 Provide City with reports detailing the quarterly Activities performed by EDC not later than fifteen (15) days prior to the quarterly payment dates.  As part of any regular financial audit of EDC for any period that includes the term of the MOU, in whole or in part, require the auditor to include tests for compliance with the MOU and prepare a separate report for City with respect to EDC’s compliance with the MOU.  Make available to City during regular business hours the books and records of EDC’s efforts and expenditures related to EDC’s events and/or programs.

6. City Name and Logo. Except as expressly authorized by this MOU or in any prior written authorization, EDC shall not use City's name or logos on any publicity pertaining to EDC’s Activities in any magazine, trade paper, newspaper, television or radio production, social media posting, or other similar medium.

7. Prohibition on Use of Funds for Political Purposes . EDC shall not use any funds received from City for any political purpose, including, but not limited to, campaigns, events, promotions, literature, lobbying, or any other activity for, against, or on behalf of any state, local, or federal legislation, issue, candidate, or action, whether partisan in nature or not. 33 AGENDA ITEM NO. 8.
3 8. Non-liability of Officers and Employees . No officer or employee of City shall be personally liable to EDC, or any successors in interest, or its members or affiliates, in the event of a default or breach by City for any amount which may become due EDC or its successor, or for any breach of any obligation under the terms of this MOU.

9. Termination of M OU. This MOU shall terminate by its terms on June 30, 2025 . Either party may earlier terminate this MOU upon written notice to the other party. If this MOU is terminated early by City, through no fault of EDC, City shall pay to EDC the quarterly payment for the quarter in which this MOU is terminated. No further quarterly payments shall be due.

10. Emergency Events . Notwithstanding anything to the contrary in this MOU, City may immediately suspend EDC’s performance, in whole or in part, which may in clude postponing and/or cancelling events, in response to any health, safety or financial emergency, whether declared or not, until such time as the period of emergency is resolved, or a notice of termination becomes effective. Alternatively, City may dire ct EDC to continue its Activities on a modified basis as conditions may require or permit, such as postponing and/or cancelling certain events, modified schedule(s), performance on a less frequent basis, or other adjustments in the Activities.

City shall not be liable to EDC or any subcontractor, member, affiliate, or any third-party vendor for consequential damages, lost profits, or other losses arising from any EDC contract with such third party.

11. Insurance. EDC shall take out and maintain Workers Compensation, State Disability, and other insurance coverage as required by law and shall in all other respects comply with applicable provisions of federal, state, and local laws, rules and regulations in the performance of Activities and events under this MOU.

12. Independent Contractor. EDC acknowledges that it is an independent contractor and not an employee, agent, or representative of the City. EDC acknowledges that it will be solely responsible for and shall indemnify and hold City harmless from all matters relating to the payment of EDC’s employees, subcontractors and others, including compliance with Social Security withholding and all other laws and regulations governing such matters.

13. Indemnity and Defense. EDC hereby agrees to indemnify, defend and hold the City, its officials, officers, employees, agents, and volunteers harmless from and against all claims, demands, causes of action, actions, damages, losses, expenses, and other liabilities, (including , without limitation, reasonable attorney fees and costs of litigation) of every nature arising out of or in connection with the alleged or actual acts, errors, omissions or negligence of EDC, its subcontractors, members, and/or affiliates relating to the performa nce of Activities described herein, unless the injuries or damages are the result of City's sole negligence or willful misconduct.

This Indemnity and Defense obligation specifically applies without limitation to any event sponsored, managed, or otherwise a ctively participated in by EDC, and applies to any liability associated with EDC’s use of third-party vendors. EDC and City agree that said indemnity and defense obligations shall survive the expiration or termination of this MOU for any items specified herein that arose or occurred during the term of this MOU.

34 AGENDA ITEM NO. 8.
4 14. Taxes. EDC agrees to pay all taxes, licenses, and fees levied or assessed by any governmental agency on EDC, and unemployment compensation insurance, social security, or any other taxes upon th e wages of EDC, its employees, agents, and representatives. EDC agrees to obtain and renew an annual business tax certificate from City and pay the applicable annual business tax certificate fee to City during the term of this MOU.

15. Assignment. Neither this MOU nor any duties or obligations hereunder shall be assignable by EDC without the prior written consent of City. In addition, EDC shall not assign the payment of any monies due EDC from City under the terms of this MOU to any other individual, corporation or entity. City retains the right to pay any and all monies due EDC directly to EDC.

16. Form and Service of Notices . Any and all notices or other communications required or permitted by this MOU or by law to be delivered to, served upon, or given to either party to this MOU by the other party shall be in writing and shall be deemed properly delivered, served or given by one of the following methods:

a. Personally delivered to the party to whom it is directed. Service shall be deemed the date of delivery.

b. Delivered by e-mail to a known address of the party to whom it is directed provided the e-mail is accompanied by a written a cknowledgment of receipt by the other party. Service shall be deemed the date of written acknowledgement.

c. Delivery by a reliable overnight delivery service, ex., Federal Express, receipted, addressed to the addressees set forth below the signatories to this MOU. Service shall be deemed the date of delivery.

d. Delivery by deposit in the United States mail, first class, postage prepaid. Service shall be deemed delivered seventy-two (72) hours after deposit.

17. Entire Agreement. This MOU, including the attachments, represents the entire agreement between City and EDC and supersedes all prior negotiations, representations or agreements, either written or oral , with respect to the subject matter herein. This MOU may be amended only by written instrument signed by both City and EDC.

18. Authority. The signatories to this MOU warrant and represent that they have the legal right, power, and authority to execute this MOU and bind their respective entities.

19. Severability. In the event any term or p rovision of this MOU is declared to be invalid or illegal for any reason, this MOU will remain in full force and effect and will be interpreted as though such invalid or illegal provision were not a part of this MOU. The remaining provisions will be construed to preserve the intent and purpose of this MOU and the parties will negotiate in good faith to modify any invalidated provisions to preserve each party’s anticipated benefits.

35 AGENDA ITEM NO. 8.
5 20. Applicable Law and Interpretation and Venue . This MOU shall be interpreted in accordance with the laws of the State of California. The language of all parts of this MOU shall, in all cases, be construed as a whole, according to its fair meaning, and not strictly for or against either party. This MOU is entered into by City and EDC in the County of Fresno, California. EDC shall perform the Services required under this MOU in the County of Fresno, California. In the event of litigation, venue shall only lie with the appropriate state or federal court in Fresno County.

21. Amendments and Waiver. This MOU shall not be modified or amended in any way, and no provision shall be waived, except in writing signed by the parties hereto. No waiver of any provision of this MOU shall be deemed, or shall co nstitute, a waiver of any other provision, whether or not similar, nor shall any such waiver constitute a continuing or subsequent waiver of the same provision. Failure of either party to enforce any provision of this MOU shall not constitute a waiver of the right to compel enforcement of the remaining provisions of this MOU.

22. Third Party Beneficiaries . Nothing in this MOU shall be construed to confer any rights upon any party not a signatory to this MOU.

23. Execution in Counterparts . This MOU ma y be executed in counterparts such that the signatures may appear on separate signature pages. A copy or an original, with all signatures appended together, shall be deemed a fully executed MOU.

24. Alternative Dispute Resolution. If a dispute arises ou t of or relating to this MOU, or the alleged breach thereof, and if said dispute cannot be settled through negotiation, the parties agree first to try in good faith to settle the dispute by non-binding mediation before resorting to litigation or some other dispute resolution procedure, unless the parties mutually agree otherwise. The mediator shall be mutually selected by the parties, but in case of disagreement, the mediator shall be selected by lot from among two nominations provided by each party. All costs and fees required by the mediator shall be split equally by the parties, otherwise each party shall bear its own costs of mediation. If mediation fails to resolve the dispute within thirty (30) days, either party may pursue litigation to resolve the dispute.

Demand for mediation shall be in writing and delivered to the other party to this MOU.

A demand for mediation shall be made within reasonable time after the claim, dispute or other matter in question has arisen. In no event shall the demand f or mediation be made after the date when institution of legal or equitable proceedings based on such a claim, dispute or other matter in question would be barred by California statutes of limitations.

25. Non-Discrimination. EDC shall not discriminate on the basis of any protected class under federal or state law in the performance of any Activities or events under this MOU . EDC shall ensure that any subcontractors are bound to this provision. A protected class includes, but is not necessarily limited to race, color, national origin, ancestry, religion, age, sex, sexual orientation, marital status, and disability.

Now, therefore, the City and EDC have executed this MOU on the date(s) set forth below.

36 AGENDA ITEM NO. 8.
6 ECONOMIC DEVELOPMENT CORPORATION CITY OF CLOVIS

SERVING FRESNO COUNTY

By: __________________________ By: ______________________________ Will Oliver, President/CEO John Holt, City Manager

Date: __________________ Date: ______________________

Party Identification and Contact Information:

EDC City of Clovis
Attn: William Oliver Attn: Chad McCollum President/CEO Economic Development Director Address: 1060 Fulton Street, 4th Floor 1033 Fifth Street Fresno, CA 93721 Clovis, CA 93612
[email protected] [email protected] 559-476-2500 (559) 324-2436

ATTEST

_______________________________
Briana Parra, City Clerk

APPROVED AS TO FORM

_______________________________
Scott G. Cross, City Attorney

37 AGENDA ITEM NO. 8.
7 2024 -2025 Activities Description of Services Targeted Outcomes Business Retention and
Expansion

Determine Top 50 companies in Clovis to focus on retention and expansion efforts.

In consultation with City staff, implement the City’s Economic Development Strategy and the Business Retention, Expansion and Attraction Program

Target those businesses through various contact methods so as to educate Clovis businesses on available retention and expansion resources, including, but not limited to, utility rate reductions, rehiring incentives, and low-cost emergency relief funding.

Consult with City regarding additional programs or services City or EDC may provide to assist Clovis businesses
Develop, in consultation with City staff,
Top 50 Clovis businesses in need of
retention and expansion efforts.

Implement the City’s Economic
Development Strategy and the Business
Retention, Expansion and Attraction
Program

Develop and deploy marketing to
educate employers about existing
resources.

Respond to all City of Clovis business
inquiries regarding retention and
expansion efforts, including providing
requesting business access to resources
to support those efforts.

1 Business Resource Workshop

Consult with City staff regarding
additional business needs discovered
through retention and expansion
program
New Business and Industry
Recruitment
Utilize AI-enabled investment attraction platforms to generate a precise and targeted list of companies for outreach and attraction to City.

Using that targeted list, promote the City’s existing and future industrial sites to commercial and industrial brokers, developers, site selectors and businesses by:

 Coordinating virtual or in-person site tours to attract business and expansion.

Develop Targeted list of companies for
outreach and attraction to City

40 New Qualified Prospective Leads

Site Tours for businesses, commercial
and industrial brokers, developers, and
site selectors as needed.

1 Broker Event

EXHIBIT A
38 AGENDA ITEM NO. 8.
8  Support in-person or virtual commercial and industrial broker events for the City of Clovis.
 Create, update, and utilize marketing materials.
 Communicate prospective leads status during monthly
EDC - City meeting.
 Assist the City in preparing for, and conducting, proactive targeted outreach to companies identified in the Clovis Comparison Healthcare Analysis, or other business
prospecting tools, if available.

Marketing Materials promoting City’s
existing and future industrial sites

Provide lead status to City staff at
monthly meeting

In consultation with City staff, conduct
proactive targeted outreach to
companies identified through
prospecting tools.

Comprehensive Economic
Development Strategy
Provide inclusion of City economic development goals, objectives and initiatives in the next update of County of Fresno
Comprehensive Economic Development Strategy.

In consultation with City staff, identify
economic development goals, objectives
and initiatives relevant to
Comprehensive Economic Development
Strategy.

Include City economic development
goals, objectives and initiatives in the
next update of County of Fresno
Comprehensive Economic Development
Strategy.

Economic Profile Update

EDC Staff:

Will Oliver,
Chief Executive Officer

Lauren Nikkel,
Director of Business Services

39 AGENDA ITEM NO. 8.

TO: Mayor and City Council
FROM: Finance Department
DATE: September 16, 2024
SUBJECT: Finance – Receive and File – Investment Report for the Month of May 2024.

ATTACHMENTS: 1. Distribution of Investments

2. Monthly Investment Transactions

3. Certificates of Deposit

4. Municipal Securities

5. Corporate Securities

6. Graph of May 31, 2024 Treasury Rates

EXECUTIVE SUMMARY
Attached is the Investment Report for the month of May 2024. Shown in Attachment 1 is the distribution of investments which lists all the individual securities owned by the City with the book and market values. Book value is the actual price paid for the investment. Market value is the amount that the investment is worth if sold in the open market. The market value (which fluctuates daily) that is used in the report is as of the last working day of the month. Attachment 2 reflects the monthly investment transactions for the month of May 2024. Attachment 3 lists the certificates of deposit. Attachment 4 lists the municipal securities. Attachment 5 lists the corporate securities. Attachment 6 is a graph of Treasury rates on May 31, 2024.

The investment of the City’s funds is performed in accordance with the adopted Investment Policy. Funds are invested with the following objectives in mind:

1. Assets are invested in adherence with the safeguards and diversity of a prudent investor.

2. The portfolio is invested in a manner consistent with the primary emphasis on preservation of the principal, while attaining a high rate of return consistent with this guideline. Trading of securities for the sole purpose of realizing trading profits is prohibited.

3. Sufficient liquidity is maintained to provide a source for anticipated financial obligations as they become due.

40 AGENDA ITEM NO. 9.

4. Investments may be made, consistent with the Investment Policy Guidelines, in fixed income securities maturing in three years or less and can be extended to five years with the City Manager’s approval.

The Finance Department invests the City’s assets with an expectation of achieving a total rate of return at a level that exceeds the annualized rate of return on short -term government guaranteed or insured obligations (90 -day Treasury bills) and to assure that the principal is preserved with minimal risk of depreciation or loss. In periods of rising interest rates, the City of Clovis portfolio return may be less than that of the annualized 90 -day Treasury bill. In periods of decreasing interest rates, the City of Clovis portfolio return may be greater than the annualized 90-day Treasury bill. The current 90 -day Treasury bill rate (annualized) is 5.41%. The rate of return for the City of Clovis portfolio is 3.62%. The goal for the City of Clovis investment return is 120% of the 90 -day Treasury bill rate. The current rate of return is 6 7% of the Treasury bill rate.

The Finance Department began investing in corporate securities in February to provide additional diversification and yield to the portfolio. 3 corporate securities totaling $6,000,000 were purchased this month at an aggregate yield of 4.74%, which is roughly 22 basis points higher than current yields on 5-year Treasury bonds.

In accordance with the Investment Policy, the investment period on each investment is up to three years and can be extended to five years with the City Manager’s approval. As of May 2024, the average investment life of the City’s investment portfolio is 1.96 years.

Current Investment Environment and Philosophy
During the month of May 2024, the federal funds rate remained at 5.25% -5.50%. On May 31, 2024, the Treasury yield curve decreased from 3-month to 10-year notes.

Certificates of Deposit (CD’s)
The City purchases both negotiable and non-negotiable Certificates of Deposit (CD’s). Although negotiable CD’s can be traded, it is the City’s policy to buy and hold all CD’s. Negotiable CD’s are held by U.S. Bank, a third party custodian. Non-negotiable CD’s are held in the City’s safe.

Purchases and Maturities
• 0 government securities were purchased.
• 0 government securities were called matured.
• 3 certificates of deposit totaling $750,000 were purchased. • 0 certificates of deposit were called or matured.
• 0 municipal securities were purchased.
• 0 municipal securities were called or matured.
• 3 corporate securities totaling $6,000,000 were purchased. • 0 corporate securities were called or matured.

Market Environment
• During May the federal funds rate remained at 5.25%-5.50%. • On May 31, the yield curve decreased from 3 -month to 10-year notes. See Attachment 6, Graph of Treasury Rates on May 31, 2024.
41 AGENDA ITEM NO. 9.

CONFLICT OF INTEREST
None.

Prepared by: Jeffrey Blanks, Deputy Finance Director

Reviewed by: City Manager AH

42 AGENDA ITEM NO. 9.

STATED

DAYS TO

MATURITY

NET BOOK MARKET YIELD TO INTEREST INVEST MATURITY FROM
COST VALUE VALUE * MATURITY RATE DATE DATE 5/31/2024

GOV'T SECURITIES
FHLB 5,000,000 5,000,000 4,997,200 0.350% 0.350% 06/07/21 06/07/24 7 FHLB 941,770 991,539 997,410 4.500% 0.700% 11/17/22 06/24/24 24 FHLB 4,969,000 4,993,108 4,905,450 1.274% 1.050% 01/20/22 11/15/24 168 FHLB 1,595,506 1,685,682 1,687,982 4.515% 0.500% 11/16/22 12/30/24 213 FNMA 1,857,400 1,933,157 1,931,660 4.415% 0.500% 03/23/23 02/24/25 269 FNMA 930,300 967,276 965,920 4.338% 0.520% 03/23/23 02/25/25 270 FHLB 932,200 968,066 965,830 4.328% 0.625% 03/23/23 02/27/25 272 FHLB 3,980,000 3,993,906 3,898,600 1.922% 1.750% 02/28/22 02/28/25 273 FHLB 4,000,000 4,000,000 3,915,320 2.750% 2.750% 04/25/22 04/25/25 329 FAMCMTN 3,947,600 3,980,786 3,808,000 1.121% 0.750% 12/16/21 07/28/25 423 FHLB 5,000,000 5,000,000 4,918,350 3.600% 3.600% 08/30/22 08/28/25 454 FAMCMTN 4,948,500 4,980,990 4,728,800 0.869% 0.600% 10/14/21 09/08/25 465 FHLB 871,150 899,603 888,374 3.886% 0.500% 04/26/23 11/25/25 543 FHLB 4,963,000 4,984,394 4,639,100 0.750% 0.580% 09/08/21 02/11/26 621 FHLB 3,922,000 3,964,592 3,716,400 1.229% 0.750% 12/16/21 02/24/26 634 FHLB 2,751,000 2,827,986 2,785,590 3.916% 0.790% 05/17/23 03/16/26 654 FFCB 4,967,500 4,983,642 4,566,800 1.075% 0.940% 10/14/21 09/28/26 850 FHLB 3,649,200 3,791,339 3,661,800 3.342% 1.150% 06/29/22 10/28/26 880 FHLB 5,988,000 5,993,639 5,482,560 1.291% 1.250% 11/24/21 11/24/26 907 FHLB 5,127,757 5,070,460 4,691,800 1.580% 2.125% 01/20/22 12/11/26 924 FHLB 4,043,250 4,215,370 4,056,538 3.397% 1.020% 06/29/22 02/24/27 999 FHLB 4,550,000 4,711,259 4,533,742 3.173% 1.020% 08/17/22 02/24/27 999 FHLB 3,695,200 3,819,465 3,763,941 2.564% 0.900% 03/31/22 02/26/27 1,001 FHLB 6,072,400 5,250,826 5,174,494 3.737% 0.900% 01/19/23 02/26/27 1,001 FHLB 5,247,000 6,284,516 6,193,157 4.329% 0.900% 02/16/23 02/26/27 1,001 FHLB 5,050,770 5,456,366 5,148,354 3.971% 1.000% 12/14/22 02/26/27 1,001 FHLB 4,000,000 4,000,000 3,749,080 2.375% 2.375% 03/08/22 03/08/27 1,011 FFCB 5,160,000 5,334,825 5,211,240 3.996% 0.830% 03/23/23 02/22/28 1,362 FHLB 355,160 357,344 351,044 4.123% 1.125% 01/18/24 02/25/28 1,365 FFCB 2,123,750 2,167,002 2,182,850 4.812% 1.000% 09/27/23 03/02/28 1,371 FHLB 1,893,209 1,929,375 1,957,999 5.018% 1.000% 10/18/23 03/10/28 1,379 FHLB 3,124,500 3,101,864 2,999,100 3.553% 4.500% 05/17/23 03/10/28 1,379 FFCB 626,780 630,285 618,905 4.121% 1.370% 01/18/04 03/22/28 1,391 FFCB 6,102,000 6,083,008 5,847,300 3.501% 3.875% 04/26/23 04/25/28 1,425 FFCB 5,354,250 5,378,159 5,273,620 4.349% 3.740% 06/14/23 04/27/28 1,427 FFCB 2,955,000 2,961,549 2,945,910 4.814% 4.470% 07/12/23 06/22/28 1,483 FFCB 2,641,500 2,663,436 2,614,950 4.130% 1.230% 12/20/23 07/13/28 1,504 FHLMC 853,500 865,196 865,700 4.601% 1.100% 11/15/23 07/27/28 1,518 FNMA 848,800 860,865 861,890 4.613% 1.000% 11/15/23 07/28/28 1,519 FHLB 882,500 889,596 871,350 4.117% 1.300% 12/20/23 08/04/28 1,526 FHLB 2,981,700 2,983,390 3,025,770 4.892% 4.750% 10/18/23 09/08/28 1,561 FHLMC 842,300 854,303 855,170 4.614% 1.000% 11/15/23 10/19/28 1,602 SECURITIES TOTAL 139,745,451$ 141,808,163 $ 137,255,049 $ LAIF 57,312,667$ 57,312,667 $
Municipal Issuance 57,132,240$ 55,727,322 $
Corporate Securities 23,816,029$ 23,618,720 $
Sweep Account (Union Bank) 29,051,998$ 29,051,998 $ TOTAL CD'S 32,000,000$ 31,646,538 $
TOTAL INVESTMENTS 341,121,097$ 334,612,294 $
* Market values for securities obtained from US Bank.

City of Clovis
Distribution of Investments
As of May 31, 2024
ATTACHMENT 1
43 AGENDA ITEM NO. 9.

Activity Maturity
Institution Description Activit y Amount Market Value Rate Date Date Adobe Inc Corp Purchase 2,000,000 2,010,400 4.800% 05/24/24 04/04/29 Bristol-Myers Squibb Co Corp Purchase 2,000,000 2,004,000 4.900% 05/24/24 02/22/29 Texas Instrument Inc Corp Purchase 2,000,000 1,992,400 4.600% 05/24/24 02/08/29 Maine Cmnty Bk CD Purchase 250,000 250,000 4.700% 05/15/24 05/17/27 Fahey Banking Co CD Purchase 250,000 250,000 4.700% 05/21/24 05/21/27 Crown Bank CD Purchase 250,000 250,000 4.650% 05/23/24 05/24/27

PORTFOLIO DATA
Current Month (05/24)
Book Market
CD'S 32,000,000 $ 31,646,538 $
Gov't Securities* 141,808,163 137,255,049
Municipal Securities 57,132,240 55,727,322
Corporate Securities 23,816,029 23,618,720
LAIF 57,312,667 57,312,667
Sweep Account (Union Bank) 29,051,998 29,051,998
TOTAL 341,121,097 $ 334,612,294 $
Prior Month (04/24)
Three Months Previous (02/24)
Book Market Book Market
CD'S 31,250,000 $ 30,936,420 $ CD'S 30,495,000 $ 30,328,869 $ Gov't Securities* 141,808,163 136,209,812 Gov't Securities* 155,350,042 150,873,470 Municipal Securities 57,130,663 55,458,187 Municipal Securities 57,130,672 55,970,997 Corporate Securities 17,808,832 17,497,960 Corporate Securities 5,935,200 5,887,560 LAIF 57,312,667 57,312,667 LAIF 56,706,769 56,706,769
Sweep Account (Union Bank) 30,042,818 30,042,818 Sweep Account (Union Bank) 13,082,312 13,082,312 TOTAL 335,353,143 $ 327,457,864 $ TOTAL 318,699,995 $ 312,849,977 $ Six Months Previous (11/23)
One Year Previous (05/23)
Book Market Book Market
CD'S 28,245,000 $ 27,693,005 $ CD'S 24,245,000 $ 23,567,537 $ Gov't Securities* 150,425,542 145,092,464 Gov't Securities* 132,114,241 125,987,536 Municipal Securities 53,528,065 51,964,707 Municipal Securities 59,415,000 55,307,527 Corporate Securities - - Corporate Securities - - LAIF 56,142,817 56,142,817 LAIF 75,000,000 75,000,000
Sweep Account (Union Bank) 22,985,608 22,985,608 Sweep Account (Union Bank) 34,817,378 34,817,378 TOTAL 311,327,032 $ 303,878,601 $ TOTAL 325,591,619 $ 314,679,978 $ *Adjusted Quarterly for Premium/Discount Amortization
As of May 31, 2024
Monthly Investment Transactions
City of Clovis
ATTACHMENT 2
44 AGENDA ITEM NO. 9.

MARKET INTEREST INVEST MATURITY MATURITY FROM INTEREST
Negotiable CDs COST PRICE RATE DATE DATE 05/31/24 FREQUENCY Greenstate Credit Union 250,000 249,427.50 0.450% 06/16/21 06/17/24 17 QUARTERLY Eaglemark Savings Bank 250,000 249,060.00 0.400% 06/30/21 06/28/24 28 QUARTERLY Texas Exchange Bk 250,000 248,700.00 0.500% 07/09/21 07/09/24 39 QUARTERLY BMW Bk North Amer 250,000 248,035.00 0.550% 07/30/21 07/30/24 60 QUARTERLY Toyota Finl Svgs 250,000 246,732.50 0.650% 09/09/21 09/09/24 101 QUARTERLY State Bk India 250,000 246,477.50 0.650% 09/17/21 09/17/24 109 QUARTERLY Ubs Bank Usa 250,000 244,677.50 0.750% 11/17/21 11/18/24 171 QUARTERLY Webbank Salt Lake City 250,000 244,282.50 0.750% 11/29/21 11/29/24 182 QUARTERLY Medallion Bank Salt Lake City 250,000 243,887.50 0.900% 12/20/21 12/20/24 203 QUARTERLY Beal Bank 250,000 243,312.50 0.950% 01/19/22 01/15/25 229 QUARTERLY Mountian Amer Fed 250,000 246,450.00 3.450% 08/31/22 02/28/25 273 QUARTERLY Barclays Bk 250,000 243,060.00 1.700% 03/09/22 03/10/25 283 QUARTERLY Goldman Sachs Bk 250,000 242,967.50 1.650% 03/09/22 03/10/25 283 QUARTERLY Safra National Bk 250,000 243,327.50 2.000% 03/23/22 03/24/25 297 QUARTERLY Pentagon Federal Cr Un 250,000 243,252.50 2.000% 03/28/22 03/28/25 301 QUARTERLY Beal Bank 250,000 243,595.00 2.200% 04/06/22 04/02/25 306 QUARTERLY JP Morgan Chase 250,000 244,065.00 2.500% 04/08/22 04/08/25 312 QUARTERLY First Natl Bank 250,000 243,412.50 2.200% 04/12/22 04/11/25 315 QUARTERLY One Community Bank 250,000 244,157.50 2.700% 04/29/22 04/29/25 333 QUARTERLY Americu Credit Union 250,000 244,332.50 2.800% 05/02/22 05/02/25 336 QUARTERLY Synchrony Bank Retail 250,000 244,710.00 3.100% 05/20/22 05/20/25 354 QUARTERLY Connexus Credit Union 250,000 244,482.50 3.000% 05/26/22 05/27/25 361 QUARTERLY Bmo Harris Bank 250,000 244,542.50 3.150% 06/17/22 06/17/25 382 QUARTERLY Saco Biddeford 250,000 243,782.50 2.850% 06/17/22 06/17/25 382 QUARTERLY Baxter Credit Union 250,000 245,060.00 3.400% 06/28/22 06/30/25 395 QUARTERLY Capital One Bank 250,000 244,950.00 3.350% 06/29/22 06/30/25 395 QUARTERLY American First Cr Un 250,000 244,472.50 3.250% 07/15/22 07/15/25 410 QUARTERLY Trustone Financial Cr Un 250,000 244,407.50 3.250% 07/19/22 07/21/25 416 QUARTERLY American Natl Bank 250,000 243,907.50 3.100% 07/27/22 07/28/25 423 QUARTERLY TCM Bank 250,000 244,607.50 3.350% 07/28/22 07/28/25 423 QUARTERLY Generations Bank 250,000 244,710.00 3.400% 08/03/22 08/04/25 430 QUARTERLY Direct Fed Credit 250,000 244,420.00 3.500% 08/17/22 08/18/25 444 QUARTERLY Resource One Credit 250,000 244,275.00 3.300% 08/17/22 08/18/25 444 QUARTERLY Connext Credit 250,000 244,792.50 3.500% 08/31/22 08/29/25 455 QUARTERLY Skyone Fed Credit 250,000 245,027.50 3.600% 08/30/22 09/02/25 459 QUARTERLY Credit Union of Texas 250,000 244,937.50 3.600% 09/14/22 09/15/25 472 QUARTERLY Forbright Bank 250,000 244,580.00 3.500% 09/16/22 09/16/25 473 QUARTERLY Ally Bank Sandy Utah 250,000 244,865.00 4.050% 09/29/22 09/19/25 476 QUARTERLY Alabama Credit Union 250,000 246,102.50 3.600% 09/20/22 09/22/25 479 QUARTERLY Kemba Finl Credit Union 250,000 246,147.50 4.000% 09/21/22 09/22/25 479 QUARTERLY Farmers Merchants 250,000 245,287.50 3.750% 09/28/22 09/29/25 486 QUARTERLY Jefferson Finl FCU 250,000 246,570.00 4.150% 09/29/22 09/29/25 486 QUARTERLY Dort Finl Credit Union 250,000 246,120.00 4.000% 09/30/22 09/30/25 487 QUARTERLY First National Bank 250,000 245,255.00 3.625% 09/30/22 09/30/25 487 QUARTERLY Numerica Credit Union 250,000 247,020.00 4.200% 09/30/22 09/30/25 487 QUARTERLY Vystar Credit Union 250,000 247,180.00 4.350% 09/30/22 09/30/25 487 QUARTERLY 1st Financial Bank 250,000 246,472.50 4.150% 10/13/22 10/14/25 501 QUARTERLY Bell Bank Fargo 250,000 246,472.50 4.150% 10/13/22 10/14/25 501 QUARTERLY Pacific Alliance 250,000 246,637.50 4.200% 10/14/22 10/14/25 501 QUARTERLY Great Southern Bank 250,000 247,612.50 4.500% 10/20/22 10/20/25 507 QUARTERLY American Bank 250,000 247,055.00 4.350% 10/21/22 10/21/25 508 QUARTERLY Queensborough Natl Bank 250,000 246,775.00 4.100% 10/21/22 10/21/25 508 QUARTERLY Public Alliance Cr Un 250,000 247,597.50 4.500% 10/25/22 10/27/25 514 QUARTERLY First Citizens Bank 250,000 248,207.50 4.700% 10/28/22 10/28/25 515 QUARTERLY LCA Bank Corp 250,000 247,202.50 4.400% 10/28/22 10/28/25 515 QUARTERLY Sharonview Fed Cr Un 250,000 249,327.50 4.850% 10/31/22 10/31/25 518 QUARTERLY United Heritage Cr Un 250,000 248,502.50 4.700% 11/04/22 11/04/25 522 QUARTERLY Capital One Natl Assn 250,000 248,982.50 4.900% 11/16/22 11/17/25 535 QUARTERLY Morgan Stanley Bank 250,000 249,310.00 5.000% 11/18/22 11/18/25 536 QUARTERLY Spokane Teachers Cr Un 250,000 249,350.00 5.000% 11/23/22 11/23/25 541 QUARTERLY Morgan Stanley Private 250,000 248,370.00 4.750% 12/09/22 12/09/25 557 QUARTERLY Community Bank Topeka 250,000 246,762.50 4.300% 12/14/22 12/15/25 563 QUARTERLY Austin Telco Fed 250,000 249,177.50 4.950% 12/16/22 12/16/25 564 QUARTERLY Rogue Credit Union 250,000 249,730.00 5.100% 12/23/22 12/23/25 571 QUARTERLY Alliant Credit Union 250,000 249,745.00 5.100% 12/30/22 12/30/25 578 QUARTERLY First Technology Fed Cr Un 250,000 249,935.00 5.150% 06/30/23 12/30/25 578 MONTHLY City of Clovis
Certificates of Deposit
As of May 31, 2024
ATTACHMENT 3
45 AGENDA ITEM NO. 9.

MARKET INTEREST INVEST MATURITY MATURITY FROM INTEREST
Negotiable CDs COST PRICE RATE DATE DATE 05/31/24 FREQUENCY City of Clovis
Certificates of Deposit
As of May 31, 2024
Liberty First Cr Un 250,000 247,662.50 4.550% 01/17/23 01/19/26 598 QUARTERLY Capital Educators Fed Cr 250,000 247,695.00 4.550% 01/19/23 01/20/26 599 QUARTERLY Manufacturers Traders 250,000 246,940.00 4.250% 01/31/23 01/23/26 602 QUARTERLY City Natl Bank 250,000 246,527.50 4.350% 01/25/23 01/26/26 605 QUARTERLY Coastlife Cr Un 250,000 248,025.00 4.650% 02/13/23 02/13/26 623 QUARTERLY Achieve Finl Cr Un 250,000 248,022.50 4.650% 02/17/23 02/17/26 627 QUARTERLY California Cr Un Glendale 250,000 247,377.50 4.500% 02/23/23 02/23/26 633 QUARTERLY Truliant Fed Cr Un 250,000 247,842.50 4.600% 02/28/23 02/27/26 637 QUARTERLY Pioneer Fed Cr Un Mtn Home 250,000 247,837.50 4.600% 02/28/23 03/02/26 640 QUARTERLY Tradition Cap Bankk 250,000 247,595.00 4.600% 03/03/23 03/03/26 641 MONTHLY Alaska Fed Cr 250,000 248,377.50 4.650% 03/05/23 03/09/26 647 MONTHLY Mid Carolina Credit 250,000 249,460.00 4.600% 03/13/23 03/13/26 651 MONTHLY Blue Ridge Bank 250,000 249,387.50 4.500% 03/16/23 03/16/26 654 MONTHLY Northwest Bank 250,000 249,510.00 4.600% 03/17/23 03/17/26 655 MONTHLY Valleystar Credit Union 250,000 249,517.50 4.600% 03/20/23 03/20/26 658 MONTHLY First Community Bank 250,000 249,222.50 4.500% 03/22/23 03/23/26 661 MONTHLY Technology Credit Union 250,000 249,547.50 4.650% 03/23/23 03/23/26 661 MONTHLY Cibc Bank 250,000 249,195.00 4.650% 03/24/23 03/24/26 662 MONTHLY Signature Bank 250,000 249,525.00 4.500% 03/24/23 03/24/26 662 MONTHLY Point West Credit Union 250,000 249,555.00 5.000% 04/12/23 04/13/26 682 MONTHLY Flagstar Bank 250,000 249,520.00 4.650% 03/30/23 04/24/26 693 MONTHLY Utah Cmnty Credit Union 250,000 247,825.00 4.600% 04/26/23 04/27/26 696 MONTHLY Cross River Bank 250,000 247,942.50 4.650% 05/19/23 05/19/26 718 MONTHLY Raiz FCU 250,000 248,745.00 4.650% 05/24/23 05/26/26 725 MONTHLY Usalliance FCU 250,000 248,270.00 4.700% 05/26/23 05/26/26 725 MONTHLY Chartway Fed Cr Un 250,000 249,237.50 4.900% 06/09/23 06/09/26 739 MONTHLY Customers Bank 250,000 248,285.00 4.700% 06/14/23 06/15/26 745 MONTHLY Lafayette Fed Cr Un 250,000 249,520.00 4.950% 12/13/23 06/15/26 745 QUARTERLY Latino Cmnty Cr Un 250,000 249,297.50 4.900% 06/27/23 06/29/26 759 MONTHLY Leaders Cr Un 250,000 249,762.50 5.000% 06/30/23 06/30/26 760 MONTHLY Farmers Insurance 250,000 249,810.00 5.000% 07/21/23 07/21/26 781 MONTHLY Maine Svgs FCU 250,000 249,810.00 5.000% 07/21/23 07/21/26 781 MONTHLY Popular Bank New York 250,000 249,150.00 4.850% 09/06/23 09/04/26 826 QUARTERLY Freedom Northwest Cr Un 250,000 251,885.00 5.350% 09/19/23 09/18/26 840 QUARTERLY Amex National Bank 250,000 249,967.50 5.000% 09/20/23 09/21/26 843 QUARTERLY First Gty Bank 250,000 250,582.50 5.100% 10/13/23 10/13/26 865 MONTHLY Bridgewater Bank 250,000 250,655.00 5.100% 11/03/23 11/03/26 886 MONTHLY Taylorsville Svgs Bk 250,000 250,655. 00 5.100% 11/03/23 11/03/26 886 MONTHLY Mountain Comm Bk 250,000 247,242.50 4.500% 12/20/23 12/21/26 934 QUARTERLY American Bk Freedom 250,000 247,197.50 4.500% 12/22/23 12/22/26 935 QUARTERLY Rockland Fed Cr Un 250,000 247,840.00 4.600% 12/22/23 12/22/26 935 QUARTERLY Hughes Fed Cr Un 250,000 246,692.50 4.400% 01/29/24 01/29/27 973 QUARTERLY MVB Bk Inc Fairmont 250,000 245,700.00 4.250% 01/31/24 01/29/27 973 QUARTERLY Farmers & Merchants Tr Co 250,000 245,130.00 4.150% 01/30/24 02/01/27 976 QUARTERLY Oregon Cmnty Cr Un 250,000 246,007.50 4.300% 02/09/24 02/09/27 984 MONTHLY Valley Natl Bk 250,000 246,982.50 4.450% 02/21/24 02/22/27 997 MONTHLY CFBank Fairlawn 250,000 246,950.00 4.450% 03/05/24 03/05/27 1,008 QUARTERLY Haven Svgs Bk 250,000 247,212.50 4.500% 03/06/24 03/08/27 1,011 QUARTERLY Univest Natl Bk 250,000 247,875.00 4.600% 03/13/24 03/15/27 1,018 QUARTERLY First Natl Bk 250,000 247,935.00 4.600% 03/19/24 03/19/27 1,022 QUARTERLY Nicolet Natl Bk 250,000 247,937.50 4.600% 03/22/24 03/22/27 1,025 QUARTERLY People Bank Co 250,000 249,330.00 4.650% 03/30/23 03/30/27 1,033 MONTHLY United FID Bank FSB 250,000 247,970.00 4.600% 04/12/24 04/12/27 1,046 QUARTERLY Maine Cmnty Bk 250,000 248,715.00 4.700% 05/15/24 05/17/27 1,081 QUARTERLY Fahey Banking Co 250,000 248,722.50 4.700% 05/21/24 05/21/27 1,085 QUARTERLY Crown Bank Edina 250,000 248,385.00 4.650% 05/23/24 05/24/27 1,088 QUARTERLY Carroll County 250,000 247,477.50 4.650% 03/30/23 03/30/28 1,399 MONTHLY Discover Bank 250,000 246,145.00 4.350% 04/26/23 04/24/28 1,424 MONTHLY TTCU Fed Cr Un 250,000 252,230.00 5.000% 07/26/23 07/26/28 1,517 MONTHLY Wells Fargo Natl Bk 250,000 253,182.50 5.050% 11/14/23 11/14/28 1,628 MONTHLY Consumers Fed Cr Un 250,000 252,727.50 5.000% 11/16/23 11/16/28 1,630 MONTHLY Amerasia Bk 250,000 242,557.50 4.000% 02/15/24 02/15/29 1,721 MONTHLY Negotiable CD TOTAL 32,000,000$ 31,646,538 $
CD TOTAL 32,000,000$ 31,646,538 $
ATTACHMENT 3
46 AGENDA ITEM NO. 9.

MARKET INTEREST INVEST MATURITY MATURITY FROM INTEREST
Municipal Securities COST PRICE RATE DATE DATE 05/31/24 FREQUENCY Santa Ana College Ref Bond 439,491 436,608 0.644% 12/17/21 08/01/24 62 QUARTERLY University CA Rev Bond 990,308 978,870 4.350% 09/15/22 05/15/25 349 QUARTERLY Antelope Valley CA Ref Bond 740,080 720,360 1.767% 05/12/22 08/01/25 427 QUARTERLY Chabot Las Positas Cmnty Clg Bond 1,451,383 1,415,485 0.880% 04/29/22 08/01/25 427 QUARTERLY Foothill De Anza Bond 799,931 795,813 0.906% 03/24/23 08/01/25 427 QUARTERLY San Dieguito High School Ref Bond 965,368 959,850 1.661% 10/13/22 08/01/25 427 QUARTERLY Santa Ana CCD Ref Bond 242,323 237,630 0.744% 05/12/22 08/01/25 427 QUARTERLY Orange County Water Dist Ref Bond 872,945 868,275 2.095% 10/13/22 08/15/25 441 QUARTERLY San Jose CA Txble Ser B 2,292,961 2,277,850 2.450% 10/13/22 09/01/25 458 QUARTERLY Los Angeles CA USD Ref Bond 1,004,867 926,970 1.455% 11/15/21 07/01/26 761 QUARTERLY Chabot Las Positas Cmnty Clg CA 3,347,966 3,216,293 1.080% 07/27/22 08/01/26 792 QUARTERLY Chaffey CA High School Ref Bond 1,528,788 1,485,373 2.475% 06/30/22 08/01/26 792 QUARTERLY Huntington Beach HS Dist Ref Bond 3,179,180 3,048,301 1.208% 04/29/22 08/01/26 792 QUARTERLY Placentia Yorba USD Ref Bond 1,064,120 1,022,821 1.070% 05/31/22 08/01/26 792 QUARTERLY San Diego CA Cmnty Ref Bond 461,621 444,319 2.299% 04/29/22 08/01/26 792 QUARTERLY San Ramon Valley CA USD Ref Bond 2,125,000 1,956,913 1.147% 11/03/21 08/01/26 792 QUARTERLY Sonoma Cnty Jr College Ref Bond 1,952,465 1,894,760 2.447% 06/30/22 08/01/26 792 QUARTERLY San Diego CA Pub Facs Ref Bond 1,563,647 1,507,431 1.812% 08/18/22 10/15/26 867 QUARTERLY CA ST Univ Rev Ref Bond 2,303,561 2,277,675 1.142% 02/17/23 11/01/26 884 QUARTERLY El Dorado CA Irr Dist Ref Bond 1,120,290 1,076,053 1.687% 08/18/22 03/01/27 1,004 QUARTERLY Rancho Santiago Cmnty Clg 301,694 297,778 1.106% 11/17/22 03/01/27 1,004 QUARTERLY University Gen Rev Bond 2,169,923 2,145,117 1.316% 10/13/22 05/15/27 1,079 QUARTERLY El Monte Ca Ref Bond 547,051 540,624 1.326% 03/24/23 06/01/27 1,096 QUARTERLY Los Angeles CA Dept Wtr Ref Bond 2,089,395 2,027,140 5.516% 04/27/23 07/01/27 1,126 QUARTERLY Colton CA Jt Uni Sch 967,716 957,180 1.603% 11/17/22 08/01/27 1,157 QUARTERLY Contra Costa Ref Bond 834,262 810,102 2.163% 09/15/22 08/01/27 1,157 QUARTERLY Corona Norco Ref Bond 229,672 231,113 2.297% 09/28/23 08/01/27 1,157 QUARTERLY Foothill De Anza CCD 493,714 488,533 1.473% 12/15/22 08/01/27 1,157 QUARTERLY Fremont CA Uni Sch Dist 1,089,548 976,228 1.113% 11/17/22 08/01/27 1,157 QUARTERLY Fremont CA USD Ref Bond 999,029 1,040,945 2.000% 05/31/22 08/01/27 1,157 QUARTERLY Marin CA Cmnty Clg Dist 322,336 319,798 3.330% 11/17/22 08/01/27 1,157 QUARTERLY Mount San Antonio Cmnty Clg 255,055 254,300 1.139% 11/17/22 08/01/27 1,157 QUARTERLY Mount San Antonio Ref Bond 377,803 375,338 2.329% 10/13/22 08/01/27 1,157 QUARTERLY Saddleback VY Uni Ref Bond 2,915,799 2,784,780 2.400% 08/10/22 08/01/27 1,157 QUARTERLY San Diego CA Com CD 556,853 548,122 2.407% 12/15/22 08/01/27 1,157 QUARTERLY San Ramon Valley Ref Bond 1,329,601 1,290,596 3.415% 09/15/22 08/01/27 1,157 QUARTERLY Santa Monica Cmnty Clg Ref Bond 986,117 962,460 3.050% 09/15/22 08/01/27 1,157 QUARTERLY Sierra CA Cmnty Clg Dist 417,891 416,040 1.129% 11/17/22 08/01/27 1,157 QUARTERLY William Hart CA Un High 179,440 178,660 1.174% 11/17/22 08/01/27 1,157 QUARTERLY San Jose CA Txble Ser B 856,165 849,239 2.600% 10/13/22 09/01/27 1,188 QUARTERLY Soquel Creek Cnty Ref Bond 492,220 482,167 1.445% 05/18/23 03/01/28 1,370 QUARTERLY Gardena Calif Pension Oblig 907,937 914,850 2.663% 10/19/23 04/01/28 1,401 QUARTERLY Beverly Hills Ref Bond 567,596 553,098 1.514% 06/15/23 06/01/28 1,462 QUARTERLY California Health FACS 716,393 720,457 3.378% 11/16/23 06/01/28 1,462 QUARTERLY Alameda Cnty Calif 520,682 511,499 3.519% 03/21/24 08/01/28 1,523 QUARTERLY Desert CA Cmnty College 911,330 900,730 2.023% 01/19/24 08/01/28 1,523 QUARTERLY Long Beach Calif Cmnty 668,339 662,234 2.337% 03/21/24 08/01/28 1,523 QUARTERLY Redondo Beach Ref Bond 582,526 591,854 1.430% 09/28/23 08/01/28 1,523 QUARTERLY San Ramon Valley CA Uni 1,619,635 1,605,167 1.670% 07/13/23 08/01/28 1,523 QUARTERLY Santa Ana College Impt 1,312,083 1,308,030 1.320% 07/13/23 08/01/28 1,523 QUARTERLY Santa Clarita CA Cmnty 893,348 878,320 1.563% 01/19/24 08/01/28 1,523 QUARTERLY William Hart CA High 887,193 875,050 1.429% 12/21/23 08/01/28 1,523 QUARTERLY Yosemite Calif Cmnty Clg 687,604 682,125 2.210% 12/21/23 08/01/28 1,523 QUARTERLY Mun. Securities TOTAL 57,132,240$ 55,727,322 $
Municipal Securities TOTAL 57,132,240$ 55,727,322 $
City of Clovis
Municipal Securities
As of May 31, 2024
ATTACHMENT 4
47 AGENDA ITEM NO. 9.

MARKET INTEREST INVEST MATURITY MATURITY FROM INTEREST
Corporate Securities COST PRICE RATE DATE DATE 05/31/24 FREQUENCY Duke Energy Carolinas 1,949,904 1,910,520 3.950% 02/16/24 11/15/28 1,629 QUARTERLY Toyota MTR Cr Corp 1,992,197 1,966,940 4.650% 02/16/24 01/05/29 1,680 QUARTERLY Procter & Gamble Co 1,994,731 1,974,300 4.350% 02/16/24 01/29/29 1,704 QUARTERLY Texas Instrument Inc 1,992,400 1,979,880 4.600% 05/24/24 02/08/29 1,714 QUARTERLY Bristol-Myers Squibb Co 2,004,000 1,987,640 4.900% 05/24/24 02/22/29 1,728 QUARTERLY AstraZeneca Finance LLC 1,982,000 1,984,980 4.850% 04/19/24 02/26/29 1,732 QUARTERLY Cisco Sys Inc 2,019,889 1,993,840 4.850% 03/21/24 02/26/29 1,732 QUARTERLY Merck Co Inc 1,898,563 1,875,340 3.400% 03/21/24 03/07/29 1,741 QUARTERLY Blackrock Funding Inc 2,009,945 1,981,620 4.700% 03/21/24 03/14/29 1,748 QUARTERLY Adobe Inc 2,010,400 1,996,000 4.800% 05/24/24 04/04/29 1,769 QUARTERLY Home Depot Inc 1,992,000 1,995,600 4.900% 04/19/24 04/15/29 1,780 QUARTERLY United Health Group 1,970,000 1,972,060 4.700% 04/19/24 04/15/29 1,780 QUARTERLY Corp. Securities TOTAL 23,816,029$ 23,618,720 $
Corporate Securities TOTAL 23,816,029$ 23,618,720 $
City of Clovis
Corporate Securities
As of May 31, 2024
ATTACHMENT 5
48 AGENDA ITEM NO. 9.

Treasury Rates as of May 31, 2024
3 month Treasury bill 5.46
6 month Treasury bill 5.42
2 Yr Treasury note 4.89
3 Yr Treasury note 4.69
5 Yr Treasury note 4.52
10 Yr Treasury note 4.51

CITY OF CLOVIS

FINANCE DEPARTMENT
MAY 31, 2024 TREASURY RATES
As indicated in the above graph, treasuries decrease from 3-month to 10-year notes. 0 1
2 3
4 5
6 3 month
Treasury bill
6 month
Treasury bill
2 Yr Treasury
note
3 Yr Treasury
note
5 Yr Treasury
note
10 Yr
Treasury note

INTEREST RATES

TREASURIES
TREASURY RATES ON MAY 31, 2024
ATTACHMENT 6
49 AGENDA ITEM NO. 9.

TO: Mayor and City Council
FROM: Finance Department
DATE: September 16, 2024
SUBJECT: Finance – Receive and File – Treasurer’s Report for the Month of May 2024.

ATTACHMENTS: 1. Summary of Cash Balances

2. Summary of Investment Activity

3. Investments with Original Maturities Exceeding One Year

EXECUTIVE SUMMARY
Attached for the Council’s information is the Treasurer’s Report for the month ended May 31, 2024.

Pursuant to Section 41004 of the Government Code of the State of California, the City Treasurer is required to submit a monthly report of all receipts, disbursements, and fund balances.

Attachment 1 provides a summary of the beginning balance, total receipts, total disbursements, ending balance for all funds, and a listing, by fund, of all month end fund balances. Attachment 2 summarizes the investment activity for the month and distribution, by type of investment, held by the City. Attachment 3 lists all investments with original maturities exceeding one year as of the month ended May 31, 2024.

CONFLICT OF INTEREST
None.

Prepared by: Jeffrey Blanks, Deputy Finance Director

Reviewed by: City Manager AH

50 AGENDA ITEM NO. 10.

Previous Balance 4,906,353.16$
Deposits 41,709,703.92
Disbursements (40,565,643.68)
Current Balance 6,050,413.40$

FUNDS BALANCE
100 General Fund 21,106,132.96 $
201 Local Transportation 23,969,798.90
202 Parking and Business Improvements 278,067.69
203 Off Highway Use 74,442.52
204 Community Facilities District 2020-1 295,850.88 205 Senior Citizen Memorial Trust 61,167.59
207 Landscape Assessment District 9,278,560.39
208 Blackhorse III (95-1) Assessment District 21,493.64 209 Blackhorse III (95-1) Assessment District 2 52,276.31 275 HCD Block Grant Fund 352,396.96
301 Park & Recreation Acquisition 6,862,471.48
305 Refuse Equipment Reserve 2,481,029.19
310 Special Street Deposit Fund 51,307,526.38
314 Housing Successor Agency 329,739.24
402 1976 Fire Bond Redemption 25,475.23
404 1976 Sewer Bond Redemption Fund 430,100.30
501 Community Sanitation Fund 16,446,851.88
502 Sewer Service Fund 35,917,742.96
504 Sewer Capital Projects-Users 235,457.54
506 Sewer Capital Projects-Developer 5,657,005.10
507 Water Service Fund 46,161,899.71
508 Water Capital Projects-Users 6,130,106.77
509 Water Capital Projects-Developer 9,092,558.15
515 Transit Fund 9,158,723.10
540 Planning & Development Services 16,959,558.81
601 Property & Liability Insurance 1,375,698.52
602 Fleet Maintenance 25,479,265.34
603 Employee Benefit Fund 17,349,629.83
604 General Government Services 28,095,319.78
605 Facilities Maintenance 3,890,767.27
606 Information Technology 6,634,262.03
701 Curb & Gutter Fund 169,931.52
703 Payroll Tax & Withholding Fund 852,007.07
712 Temperance/Barstow Assmt Dist (98-1) 80,154.96 713 Shepherd/Temperance Assmt Dist (2000-1) 5,933.82 715 Supp Law Enforcement Serv 371,334.68
716 Asset Forfeiture 373,765.19
720 Measure A-Public Safety Facility Tax 2,077.64
736 SA Admin Trust Fund 1,421.40
741 SA Debt Service Trust Fund (197,629.95)
747 Housing Successor Trust Fund 1,137.98
SUBTOTALS 347,171,510.76$
999 Invested Funds (341,121,097.36)
TOTAL 6,050,413.40$
Statement of Cash Balances
As of May 31, 2024
City of Clovis
ATTACHMENT 1
51 AGENDA ITEM NO. 10.

Balance of Investments Previous Month End 335,353,143.22 $ Time Certificates of Deposit Transactions
Investments 750,000.00
Withdrawals 0.00
Total CD Changes 750,000.00
Other Changes
Government Securities 0.00
Local Agency Investment Fund 0.00
Municipal Securities 1,577.00
Corporate Securities 6,007,197.00
Sweep Account (990,819.86)
Total Other Changes 5,017,954.14
Balance of Investments Current Month End 341,121,097.36$ Insured CD's 32,000,000.00
Government Securities 141,808,163.35
Corporation Securities 23,816,029.00
Local Agency Investment Fund 57,312,666.91
Municipal Securities 57,132,239.55
Sweep Account 29,051,998.55
Investment Total 341,121,097.36$
For the month of May 31, 2024
City of Clovis
Distribution of Investments
As of May 31, 2024
City of Clovis
Summary of Investment Activity
ATTACHMENT 2
52 AGENDA ITEM NO. 10.

Investment
Balance At Stated
Institution Face Value Amortized Cost Maturity Rate
FHLB 5,000,000.00 5,000,000 6/7/2024 0.350%
FHLB 1,000,000.00 991,539 6/24/2024 0.700%
FHLB 5,000,000.00 4,993,108 11/15/2024 1.050%
FHLB 1,735,000.00 1,685,682 12/30/2024 0.500%
FNMA 2,000,000.00 1,933,157 2/24/2025 0.500%
FNMA 1,000,000.00 967,276 2/25/2025 0.520%
FHLB 1,000,000.00 968,066 2/27/2025 0.625%
FHLB 4,000,000.00 3,993,906 2/28/2025 1.750%
FAMCMTN 4,000,000.00 4,000,000 4/25/2025 2.750%
FAMCMTN 4,000,000.00 3,980,786 7/28/2025 0.750%
FHLB 5,000,000.00 5,000,000 8/28/2025 3.600%
FHLB 5,000,000.00 4,980,990 9/8/2025 0.600%
FHLB 980,000.00 899,603 11/25/2025 0.500%
FFCB 5,000,000.00 4,984,394 2/11/2026 0.580%
FHLB 4,000,000.00 3,964,592 2/24/2026 0.750%
FHLB 3,000,000.00 2,827,986 3/16/2026 0.790%
FHLB 5,000,000.00 4,983,642 9/28/2026 0.940%
FHLB 4,000,000.00 3,791,339 10/28/2026 1.150%
FHLB 6,000,000.00 5,993,639 11/24/2026 1.250%
FHLB 5,000,000.00 5,070,460 12/11/2026 2.125%
FHLB 4,500,000.00 4,215,370 2/24/2027 1.020%
FHLB 5,000,000.00 4,711,259 2/24/2027 1.020%
FHLB 4,000,000.00 3,819,465 2/26/2027 0.900%
FHLB 6,800,000.00 5,250,826 2/26/2027 0.900%
FHLB 5,700,000.00 6,284,516 2/26/2027 0.900%
FHLB 6,000,000.00 5,456,366 2/26/2027 1.000%
FHLB 4,000,000.00 4,000,000 3/8/2027 2.375%
FHLB 6,000,000.00 5,334,825 2/22/2028 0.830%
FHLB 400,000.00 357,344 2/25/2028 1.125%
FFCB 2,500,000.00 2,167,002 3/2/2028 1.000%
FHLB 3,000,000.00 3,101,864 3/10/2028 4.500%
FFCB 2,245,000.00 1,929,375 3/10/2028 1.000%
FFCB 700,000.00 630,285 3/22/2028 1.370%
FFCB 6,000,000.00 6,083,008 4/25/2028 3.875%
FFCB 5,500,000.00 5,378,159 4/27/2028 3.740%
FFCB 3,000,000.00 2,961,549 6/22/2028 4.470%
FFCB 3,000,000.00 2,663,436 7/13/2028 1.230%
FHLMC 1,000,000.00 865,196 7/27/2028 1.100%
FNMA 1,000,000.00 860,865 7/28/2028 1.000%
FHLB 1,000,000.00 889,596 8/4/2028 1.300%
FFCB 3,000,000.00 2,983,390 9/8/2028 4.750%
FHLMC 1,000,000.00 854,303 10/19/2028 1.000%
As of May 31, 2024
City of Clovis
Government Maturities Exceeding One Year
ATTACHMENT 3
53 AGENDA ITEM NO. 10.

Investment
Balance At Stated
Institution Face Value Amortized Cost Maturity Rate
Sana Ana College Improv Dist 440,000.00 439,491.00 8/1/2024 0.644% UC General Revenue Bonds 1,000,000.00 990,308.00 5/15/2025 3.050% Antelope Valley Comm Coll 750,000.00 740,079.50 8/1/2025 1.767% Chabot Las Positas Comm Coll 1,490,000.00 1,451,383.00 8/1/2025 0.880% Foothill De Anza Ref Bds 2021B 835,000.00 799,930.50 8/1/2025 0.906% San Dieguito USD GO Bonds 1,000,000.00 965,368.00 8/1/2025 1.661% Santa Ana Coll Improv Dist 250,000.00 242,322.50 8/1/2025 0.744% Orange County Water Dist 900,000.00 872,945.00 8/15/2025 2.095% San Jose Ca Taxable Series B 2,355,000.00 2,292,960.50 9/1/2025 2.450% LA CUSD GO Bonds 1,000,000.00 1,004,867.00 7/1/2026 1.455% Chabot Las Positas Comm Coll 3,505,000.00 3,347,966.00 8/1/2026 1.080% Chaffey Joint Union HS 1,565,000.00 1,528,787.50 8/1/2026 2.475% Huntington Beach Union HS 3,305,000.00 3,179,180.00 8/1/2026 1.208% Placentia Yorba Linda USD 1,110,000.00 1,064,120.00 8/1/2026 1.070% San Diego Comm Coll Dist 470,000.00 461,621.00 8/1/2026 2.299% San Ramon Valley CUSD 2,125,000.00 2,125,000.00 8/1/2026 1.147% Sonoma County Jr Coll Dist 2,000,000.00 1,952,465.00 8/1/2026 2.447% San Diego Pub Facilities Dist 1,625,000.00 1,563,647.00 10/15/2026 1.812% California St Univ Taxable 2021B 2,500,000.00 2,303,561.00 11/1/2026 1.142% El Dorado Irrigation Dist 1,175,000.00 1,120,290.00 3/1/2027 1.687% Rancho Santiago CC Ref 2020 335,000.00 301,693.50 3/1/2027 1.106% UC Taxable Gen Bds 2020 B 2,385,000.00 2,169,922.50 5/15/2027 1.316% El Monte HSD Taxable Ref 2021 600,000.00 547,051.00 6/1/2027 1.326% LA Dept Wtr Pwr Rev Bonds 2010C 2,000,000.00 2,089,395.00 7/1/2027 5.516% Colton CA USD Ref Bonds 2020 1,060,000.00 967,716.00 8/1/2027 1.603% Contra Costa Comm College Dist 880,000.00 834,262.00 8/1/2027 2.163% Corona Norco USD Ref Bond 2019 250,000.00 229,672.00 8/1/2027 2.297% Foothill De Anza CC Taxable 2021 540,000.00 493,714.00 8/1/2027 1.473% Fremont USD Alameda County 1,100,000.00 1,089,548.00 8/1/2027 1.113% Fremont USD Taxable Ref 2021 1,140,000.00 999,029.00 8/1/2027 2.000% Marin County Comm Coll 2016 335,000.00 322,335.80 8/1/2027 3.330% Mount San Antonio CC 2021 285,000.00 255,055.00 8/1/2027 1.139% Mount San Antonio Comm Coll 405,000.00 377,802.75 8/1/2027 2.329% Saddleback Valley USD 3,000,000.00 2,915,799.00 8/1/2027 2.400% San Diego CCD Taxable 2019 590,000.00 556,853.00 8/1/2027 2.407% San Ramon Valley CUSD 1,435,000.00 1,329,601.00 8/1/2027 1.440% Santa Monica Comm College Dist 1,000,000.00 986,117.00 8/1/2027 3.415% Sierra CA CCD 2021A Ref 465,000.00 417,890.50 8/1/2027 1.129% William Hart USD 2020 Ref 200,000.00 179,440.00 8/1/2027 1.174% San Jose Ca Taxable Series B 910,000.00 856,165.00 9/1/2027 2.600% Soquel Creek Wtr Ref 2020 545,000.00 492,219.50 3/1/2028 1.445% Gardena Calif Pension Obligation 1,000,000.00 907,937.00 4/1/2028 2.663% Beverly Hills Taxable Ref 2020B 635,000.00 567,595.50 6/1/2028 1.514% California Health Facs Fing Au 760,000.00 716,393.00 6/1/2028 3.378% Alameda Cnty Calif 540,000.00 520,682.00 8/1/2028 3.519% Desert CA Cmnty College 1,000,000.00 911,330.00 8/1/2028 2.023% Long Beach Calif Cmnty 730,000.00 668,339.00 8/1/2028 2.337% Redondo Beach CA Uni Bond 2018 675,000.00 582,526.00 8/1/2028 1.430% San Ramon Valley CA 1,820,000.00 1,619,635.00 8/1/2028 1.670% Santa Ana College Impt 1,500,000.00 1,312,083.00 8/1/2028 1.320% Santa Clarita Calif Cmnty 1,000,000.00 893,348.00 8/1/2028 1.563% William Hart High 1,000, 000.00 887,193.00 8/1/2028 1.429% Yosemite Calif Cmnty College 750,000.00 687,604.00 8/1/2028 2.210% As of May 31, 2024
City of Clovis
Municipal Maturities Exceeding One Year
ATTACHMENT 3
54 AGENDA ITEM NO. 10.

Investment
Balance At Stated
Institution Face Value Amortized Cost Maturity Rate
Duke Energy Carolinas LLC 2,000,000.00 1,949,904.00 11/15/2028 3.950% Toyota MTR Cr Corp 2,000,000.00 1,992,197.00 1/5/2029 4.350% Procter & Gamble Co 2,000,000.00 1,994,731.00 1/29/2029 4.650% Texas Instrument Inc 2,000,000.00 1,992,400.00 2/8/2029 4.600% Bristol-Myers Squibb Co 2,000,000.00 2,004,000.00 2/22/2029 4.900% Astrazeneca Finance LLC 2,000,000.00 1,982,000.00 2/26/2029 4.850% Cisco Sys Inc. 2,000,000.00 2,019,889.00 2/26/2029 4.850% Merck Co Inc. 2,000,000.00 1,898,563.00 3/7/2029 3.400% Blackrock Fund Inc. 2,000,000.00 2,009,945.00 3/14/2029 4.700% Adobe Inc 2,000,000.00 2,010,400.00 4/4/2029 4.800%
Home Depot Inc. 2,000,000.00 1,992,000.00 4/15/2029 4.900% United Health Group 2,000,000.00 1,970,000.00 4/15/2029 4.700% As of May 31, 2024
City of Clovis
Corporate Maturities Exceeding One Year
ATTACHMENT 3
55 AGENDA ITEM NO. 10.

TO: Mayor and City Council
FROM: General Services Department
DATE: September 16, 2024
SUBJECT: General Services – Approval – Res. 24 -___, Approving a Side Letter Agreement with Clovis Public Works Employee’s Association to Add a 401(a) Plan.

ATTACHMENTS: 1. Resolution 24-___, Side Letter

RECOMMENDATION
For the City Council to approve a resolution approving a side letter agreement with Clovis Public Works Employee’s Association (CPWEA) to add a 401(a) plan to the CPWEA retirement investment plans.

EXECUTIVE SUMMARY
The CPWEA side letter in Attachment A shifts the City paid 457(b) matching contributions to a separate 401(a) account thereby allowing CPWEA employees the ability to add more employee contributions to their 457(b) account while remaining under the maximum annual contribution allowed by the IRS.

BACKGROUND
The City recently hired a third-party fiduciary to evaluate the City’s 457(b) retirement investment accounts. This analysis included changes to the 457(b) investment line up and recommendations for additional investment options. One of those options is cre ating a 401(a) account where City 457(b) matching funds would be shifted to a separate 401(a) account.

Currently, the City match is placed into the employee’s 457(b) account along with any employee funds. The total of the employee and City funds are used to calculate the IRS allowed maximum annual contribution into the 457(b) account. Shifting the City match to a 401(a) allows employees to place more employee contributions into their 457(b) and still remain under the maximum annual amount allowed by the IRS.

Funds placed into the 401(a) would initially be placed into a Target Date fund based on the eligible retirement age of the employee, however the employee can opt to shift those funds to any fund available, including the same options available within the 457(b) plan.

56 AGENDA ITEM NO. 11.

Per IRS regulations, an entire group, in this case CPWEA, must opt-in to creating a 401(a) plan.

Individual employees within CPWEA cannot opt-out. The side letter agreement in Attachment A of Attachment 1 is required for this change.

FISCAL IMPACT
There is no fiscal impact for this change.

REASON FOR RECOMMENDATION
Shifting the City 457(b) matching contribution from the 457(b) to a separate 401(a) allows employees to place more employee contributions into the 457(b) while remaining under the maximum annual contribution limits.

ACTIONS FOLLOWING APPROVAL
City matching contributions as defined in the CPWEA MOU will be placed into a 401(a) account starting October 1, 2024.

CONFLICT OF INTEREST
None.

Prepared by: Shonna Halterman, General Services Director

Reviewed by: City Manager AH

57 AGENDA ITEM NO. 11.

ATTACHMENT 1
RESOLUTION 24-

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CLOVIS

APPROVING A SIDE LETTER AGREEMENT WITH
CLOVIS PUBLIC WORKS EMPLOYEE’S ASSOCIATION (CPWEA)

WHEREAS, the City and CPWEA desire to create a 401(a) retirement account in which to place City contributed 457(b) matching funds; and

WHEREAS, diverting City matching retirement contributions into a separate 401(a) account provides CPWEA employees the ability to place more employee contributed funds into the 457(b) while remaining under the annual contribution limit set by the IRS; and

WHEREAS, CPWEA and City representatives met and conferred on the side letter and are in agreement.

NOW THEREFORE, BE IT RESOLVED, that the City of Clovis approves the Side Letter Agreement with C PWA (Attachme nt A) and authorizes the City Manager to sign the agreement.

* * * * *

The foregoing Resolution was introduced and adopted at a regular meeting of the City Council of the City of Clovis held on September 16, 2024, by the following vote to wit:

AYES:

NOES:

ABSENT:

ABSTAIN:

Dated: September 16, 2024

___________________________ __________________________ Mayor City Clerk

58 AGENDA ITEM NO. 11.

ATTACHMENT A
Side Letter Agreement between the City of Clovis and the Clovis Public Works Employee’s Association Amending the current 2022-2025 MOU

This Side Letter of Agreement is made by and between the City of Clovis (City) and the Clovis Public Works Employee’s Association (CPWEA).

Employer Match Contribution Submission to the City’s 401(a) Defined Contribution Plan

In an effort to increase the amount that members can personally defer annually into the City’s 457(b) Deferred Compensation Plan, the City and CPWEA have met and conferred and agreed on the following change to Article 8.F. of the CPWEA MOU, effective October 1, 2024:

Unit members who have c ompleted their initial probationary period may elect to participate in a deferred compensation program that includes a City matching contribution. The maximum match percentage indicated below is based on the employee’s base salary and calculated per pay pe riod. Effective October 1, 2024, the matching contribution funded by the City will be placed into a 401(a) account. The City’s matching contribution will be calculated per pay period and based on pre -tax 457(b) employee contributions, post-tax Roth 457(b) contributions, or a combination of both.

However, unit employees may participate in the deferred compensation program without the City matching contribution at any time during employment. The deferred compensation program is subject to I.R.S Section 457 program rules. A unit member’s enrollment in the program shall become effective the pay period following the member’s submittal of an enrollment request. The provisions for the deferred compensation program are as follows:

City’s Matching Maximum City Payment
Contribution/Payment Calculated per pay period

(City/Employee)
2:1 3%

If the maximum dollars available to the members of this unit for the contributory deferred compensation program are not utilized in any fiscal year, the remaining dollars shall be applied to health insurance rates for this unit only. The total unit wage subject to the deferred compensation matching program will be compared to the actual dollars spent by the City on the program to determine any unspent dollars available dur ing the preceding fiscal year.

59 AGENDA ITEM NO. 11.

DATE SIGNED:__________________________

For the City: For CPWEA:

________________________________ _________________________________ John Holt, City Manager Davy Arizmendez, CPWEA President

________________________________ _________________________________ Shonna Halterman, General Services Dir. Adam Stahl, CPWEA Vice-President

________________________________
Lori Shively, Deputy General Services Dir.

________________________________
Mary Lerner, Deputy City Attorney

Attest:____________________________
Briana Parra, City Clerk

Date:_______________________

60 AGENDA ITEM NO. 11.

TO: Mayor and City Council
FROM: General Services Department
DATE: September 16, 2024
SUBJECT: General Services - Approval – Res. 24-___, Authorizing Amendments to the City’s Classification and Compensation Plans to Adopt the Real-Time Analyst Classification with a Salary Range of $5,780 to $7,026 per month, and Approval – Res. 2 4-___, Amending the City’s FY 24 -25 Position Allocation Plan to Delete One (1) Public Safety Dispatcher Position and add One (1) Real-Time Analyst Position.

ATTACHMENTS: 1. Res. 24-____ Classification and Compensation Plan

2. Res. 24-____ Position Allocation Plan

RECOMMENDATION
For City Council to approve a resolution authorizing amendments to the City’s Classification and Compensation Plans by adopting the Real -Time Analyst classification with a salary range of $5,780 to $7,026 per month and approve a resolution amending the City’s FY 2 4-25 Position Allocation Plan by adding one (1) Real-Time Analyst position and deleting one (1) Public Safety Dispatcher position in the Police Department.

EXECUTIVE SUMMARY
The Police Department needs to add a Real -Time Analyst classification to support the Patrol Division by providing information to assist with calls for service and relaying updates to Patrol Officers. There is no impact to the FY 24 -25 Police Department budget since the Department will be eliminating one (1) vacant Public Safet y Dispatcher position, which has the same salary range as the proposed Real -Time Analyst position. However, modifications to the City’s Classification, Compensation, and Position Allocation Plans require City Council approval.

BACKGROUND
The new Real-Time Analyst classification in the Police Department will support Patrol Officers by managing internal communications, processing intelligence, and reviewing information from various sources, including social media platforms. The incumbent will monitor cameras, as well as electronic and printed materials, operate and interpret various interactive technological systems related to emergency and criminal calls for service, and perform other related duties. 61 AGENDA ITEM NO. 12.

The position allocation plan will be updated to reflect th e addition of one (1) Real-Time Analyst position and the deletion of one (1) Public Safety Dispatcher position, as outlined in Attachment A of Attachment 2.

It is recommended that the new classification be assigned to the Clovis Public Safety Employees Association (CPSEA) bargaining unit for employee representation. CPSEA representatives are supportive of the assignment of the classification to the CPSEA employee bargaining unit.

FISCAL IMPACT
There is no fiscal impact since the Department will be eliminating one (1) vacant Public Safety Dispatcher position, which has the same salary range as the proposed Real -Time Analyst position.

REASON FOR RECOMMENDATION
The recommended changes to the City’s Classification, Compensation , and Position Allocation Plans better suit the staffing needs of the P olice Department. Modification of the City’s Classification, Compensation, and Position Allocation Plans require City Council’s approval.

ACTIONS FOLLOWING APPROVAL
The City's Classification, Compensation, and Position Allocation Plans will be updated to incorporate the new Real-Time Analyst classification.

CONFLICT OF INTEREST
None.

Prepared by: Lori Shively, Deputy General Services Director

Reviewed by: City Manager AH

62 AGENDA ITEM NO. 12.

ATTACHMENT 1

RESOLUTION 24 - ___

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CLOVIS APPROVING AMENDMENTS TO THE CITY’S CLASSIFICATION AND COMPENSATION PLANS BY

ADOPTING A REAL-TIME ANALYST CLASSIFICATION IN THE

POLICE DEPARTMENT

WHEREAS, it has been determined that the City has a need for a Real-Time Analyst classification to provide the necessary support to the Police Department; and

WHEREAS, it has been determined that the appropriate salary range for the Real-Time Analyst classification is $5,780 to $7,026 per month; and

WHEREAS, it has been determined that it is appropriate to assign the Real-Time Analyst classification to the Clovis Public Safety Association (CPSEA) bargaining group.

NOW THEREFORE, BE IT RESOLVED , that the City of Clovis will modify the City’s Classification and Compensation Plans to include the Real-Time Analyst classification (Attachment A) with a monthly salary range of $5,780 to $7,026.

* * * * *

The foregoing Resolution was introduced and adopted at a regular meeting of the City Council of the City of Clovis held on September 16, 2024, by the following vote to wit:

AYES:

NOES:

ABSENT:

ABSTAIN:

Dated: September 16, 2024

___________________________ __________________________ Mayor City Clerk

63 AGENDA ITEM NO. 12.

City of Clovis
Real-Time Analyst
Monthly Salary Range: $5,780 - $7,026

DEFINITION
Under general direction, the Real -Time Analyst performs a variety of responsible, professional, and technical support duties related to the operation of the Police Department's Real-Time Crime Center.

CLASS CHARACTERISTICS
Under the direction of Police Command Staff or the Crime Analysis Supervisor, this journey- level position provides internal general communication, intelligence processing and review of information from various sources to include social media platforms. Incumbents wi ll monitor cameras, electronic and printed materials for staff along with monitors, operates and interprets multiple interactive technological systems regarding emergency and criminal calls for service and other related duties as assigned.

EXAMPLES OF DUTIES
Monitor radio communications and dispatch platforms to help provide information to officers responding to calls for service; operate computer terminals for researching databases, social media platforms, and local information databases to relay pertinent information to officers responding to calls for service; monitor city camera systems to find information and relay it to officers for real time visual updates; utilize public and intelligence databases and specialized software provided, for data mining of information requested by Officers; research, analyze, and collect crime, intelligence and communications data from a variety of sources including various local, statewide, and national law enforcement computer systems including the Records Manag ement System (RMS), Criminal Justice Information System (CJIS), and National Crime Information Center (NCIC); provide support to officers by gathering information from various computer systems including DMV, CLETS, and the County’s system ; identify and eva luate patterns and trends and prepare information for dissemination to patrol; develop and prepare charts, graphs and maps related to criminal activity and disseminate that information back to patrol and crime analysis unit; attend patrol briefings to rela y and receive intelligence information; and to perform related work as required.

TYPICAL QUALIFICATIONS

LICENSE REQUIRED
 Possession of a valid California driver’s license and a good driving record.

EDUCATION AND EXPERIENCE
Education:
 High school diploma or equivalent to the completion of the twelfth grade. College coursework in criminal justice, criminology, information systems, intelligence, statistics, or related field is desirable.

And

ATTACHMENT A
64 AGENDA ITEM NO. 12.

Experience:
 At least two (2) years of experience in law enforcement, military, security, emergency preparedness, or public safety in a patrol, investigatory, dispatch, technical or similar support capacity sufficient for basic familiarity with law enforcement functions and operations.

QUALIFICATIONS
Knowledge of:
 Operational procedures, services, and activities of a real time information center or communications/dispatch center;
 Operational characteristics of modern public safety telecommunications equipment including computer aided dispatch systems and multi-channel radio systems;  Law enforcement and emergency service procedures for responding to and handling reported incidents;
 Methods and techniques of receiving, prioritizing, and dispatcher emergency and non-emergency calls for service;
 Basic principles and practices of communications development and dissemination;  Basic principles of intelligence gathering and analysis;  Advanced principles of Tactical Dispatching and command post operations;  Understanding of ICS and NIMS;
 Operational characteristics of equipment in a real time information center;  Time management skills to handle multiple projects under tight deadlines;  Strong writing and editing skills that include close attention to proper spelling, grammar, and use of language and a commitment to detail that ensures the accuracy of all products released;
 Principles of business letter writing and report preparation;  Pertinent federal, state, and local laws, codes, and regulations;  Functions of the Police Department and other City departments;  Methods and techniques of telephone etiquette;
 Methods and techniques of conflict resolution;
 Customer service principles and public relations techniques.

Ability to:
 Work evenings, weekends and holidays as required;
 Be available for emergency situations for live content feeds;  Edit photographic images, video and multimedia products for optimal downloading and display in web browsers and broadcast media;
 Understand operations, obey safety rules, and analyze problem systems and equipment;
 Dispatch police units quickly and effectively;
 Remain flexible in an environment with changing priorities, deadlines and schedules;  Work cooperatively with other departments, City officials, and outside agencies;  Understand, interpret, and apply general and specific administrative and departmental policies and procedures as well as applicable federal, state, and local policies, laws, and regulations;
65 AGENDA ITEM NO. 12.

 Effectively represent the City to outside individuals and agencies to accomplish the goals and objectives of the unit;
 Communicate effectively, both verbally and in writing;  Compile, arrange, and present information in a clear and concise manner;  Build and maintain positive working relationships with other City employees, other government agencies and outside contractors as well as the community and provide excellent customer service;
 Analyze information and intelligence, identify solutions, project consequences of proposed actions, make recommendations and participate in implementation process in support of goals;
 Speak clearly and concisely in an understandable voice via radio and telephone and in person;
 Hear and distinguish radio voice traffic within normal levels and over background noise;
 Think quickly, calmly, and clearly in emergency situations;  Perform multiple tasks simultaneously;
 Operate a variety of telecommunications receiving and transmitting equipment including radio transmitting communication equipment and computer equipment;  Operate specialized public safety computer systems and applications;  Read and interpret maps and other navigational resources and give directions;  Work under pressure, exercise good judgment, and make sound decisions in emergency situations;
 Maintain composure, alertness and concentration while working for extended periods of time;
 Maintain confidentiality.

SUPPLEMENTAL INFORMATION

PHYSICAL DEMANDS AND WORKING CONDITIONS
 Working conditions: Work is performed in an emergency services dispatch center setting with extensive public contact; incumbents are required to work evening, night, weekend, and holiday shifts; incumbents may be called back or held over to maintain staffing levels.
 Physical: Primary functions require sufficient physical ability and mobility to work in an emergency dispatch center setting; to stand or sit for prolonged periods of time; to occasionally stoop, bend, kneel, crouch, reach, and twist; to lift, carry, push, and/or pull light to moderate amounts of weight; to operate office equipment requiring repetitive hand movement and fine coordination including use of a computer keyboard; and to verbally communicate to exchange information.  Vision: See in the normal visual range with or without correction.  Hearing: Hear in the normal audio range with or without correction.

66 AGENDA ITEM NO. 12.

ATTACHMENT 2
RESOLUTION 24-__

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CLOVIS APPROVING AMENDMENTS TO THE CITY’S FY 24-25 POSITION ALLOCATION PLAN

WHEREAS, the FY 24-25 Position Allocation Plan in the Police Department was approved as part of the FY 24-25 City Budget adoption process; and

WHEREAS, a review of the staffing needs for the Police Department indicates that the addition of one (1) Real-Time Analyst position and the removal of one (1) Public Safety Dispatcher position is necessary in order to provide the support needed for the Police Department; and

WHEREAS, amending the City’s adopted FY 24-25 Position Allocation Plan requires City Council authorization.

NOW, THEREFORE, BE IT RESOLVED, by the City of Clovis that the City’s FY 2 4-25 Position Allocation Plan shall be amended as noted in Attachment A.

* * * * *

The foregoing resolution was introduced and adopted at a regular meeting of the City Council of the City of Clovis held on September 16, 2024, by the following vote, to wit.

AYES:

NOES:

ABSENT:

ABSTAIN:

DATED:

______________________________ ______________________________ Mayor City Clerk

67 AGENDA ITEM NO. 12.

ATTACHMENT A
POSITION ALLOCATION ADJUSTMENT BY DEPARTMENT FY 24-25

DEPARTMENT NUMBER OF POSITIONS

Police Department

Add: Real-Time Analyst 1.0

Delete: Public Safety Dispatcher 1.0

68 AGENDA ITEM NO. 12.

TO: Mayor and City Council
FROM: General Services
DATE: September 16, 2024
SUBJECT: General Services – Approval – Res. 24-___, Authorizing the Execution of the Certifications and Assurances for the FY 2024-25 California State Transit Assistance State of Good Repair Program Funding.

ATTACHMENTS: 1. Res. 24-___

RECOMMENDATION
For the City Council to approve a resolution a uthorizing the execution of the Certifications and Assurances for the FY 2024-25 California State of Good Repair (SGR) Program funding.

EXECUTIVE SUMMARY
The City of Clovis is eligible for $232,018 in FY 2024 -25 Senate Bill 1 State of Good Repair (SGR) grant funding for capital assistance to rehabilitate and modernize local transit systems.

Council approval and a resolution are required by the California De partment of Transportation to secure the grant funding. The grant also requires the recipients to submit a list of projects to secure quarterly allocations of funds. A list of projects has been created which includes the replacement of transit vehicles tha t have exceeded their useful life and are long overdue for replacement. Allocation of these funds will be processed through the Fresno Council of Governments utilizing the regular transit project planning process.

BACKGROUND
In 2017, Governor Brown signe d Senate Bill 1 (SB1), known as the Road Repair and Accountability Act of 2017. A portion of SB 1 will provide funds to approved transit operators in California for eligible transit maintenance, rehabilitation, and capital projects. This portion is referred to as the State of Good Repair (SGR) Program. SGR funds will be made available for capital projects that maintain the public transit system in a state of good repair.

The SGR Program is funded from a portion of the Transportation Improvement Fee on vehicle registration. These funds will be allocated under the State Transit Assistance (STA) program formula to eligible agencies. As an STA eligible agency, Clovis Transit has been deemed eligible for SGR funding and has been listed on the State Controller’s Office SGR Allocation Letter.

69 AGENDA ITEM NO. 13.

The SGR grant is for eligible projects that fall under the following categories:

1. Transit Capital projects or services to maintain or rep air transit operator’s existing transit vehicle fleet or transit facilities, including the rehabilitation or modernization of the existing vehicles or facilities.

2. The design, acquisition, and construction of new vehicles or facilities that improve existing transit services.

3. Transit services that complement local efforts for repair and improvement of local transportation infrastructure.

Examples of qualifying projects include:

1. Replacement or rehabilitation of:
a. Rolling Stock
b. Passenger stations and terminals
c. Security equipment and systems
d. Maintenance facilities and equipment
e. Ferry vessels
f. Rail

2. Preventative Maintenance

3. New maintenance facilities or maintenance equipment if needed to maintain the existing transit service.

The Clovis Transit project list is eligible because it includes replacement of outdated rolling stock.

The California Department of Transportation requires a resolution from the Clovis City Council for the FY 2024-25 funding year approving the application. The City of Clovis resolution will be forwarded upon approval.

FISCAL IMPACT
Funding in the amount of $232,018 for FY 202 4-25 will be allocated to the City of Clovis in quarterly disbursements. SB 1 SGR funds can be rolled over for a maximum of four (4) years to accumulate the dollar amount needed to complete the approved projects. FY2024-25 will provide additional funds needed to purchase vehicles.

REASON FOR RECOMMENDATION
The funds are available for transit agencies only and for the purpose of providing capital assistance to rehabilitate and modernize local systems. Clovis Transit is an eligible recipient of funds and expects benefits to the transit fleet, transit staff, and other city staff.

ACTIONS FOLLOWING APPROVAL
A copy of the resolution will be submitted to Fresno Council of Governments. Once funds are received and accumulated to the necessary level, vendors will be selected using the City’s regular procurement process.

70 AGENDA ITEM NO. 13.

CONFLICT OF INTEREST
None.

Prepared by: Susanna Herrera, Management Analyst

Reviewed by: City Manager AH

71 AGENDA ITEM NO. 13.

ATTACHMENT 1
RESOLUTION 24-___

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CLOVIS AUTHORIZING THE

EXECUTION OF THE CERTIFICATIONS AND ASSURANCES FOR THE CALIFORNIA STATE OF GOOD REPAIR PROGRAM FY 2024/25

WHEREAS, the City of Clovis is an eligible project sponsor and may receive State Transit Assistance funding from the State of Good Repair Account (SGR) now or sometime in the future for transit projects; and

WHEREAS, the statutes related to state-funded transit projects require a local or regional implementing agency to abide by various regulations; and

WHEREAS, Senate Bill 1 (2017) named the Department of Transportation (Department) as the administrative agency for the SGR; and

WHEREAS, the Department has developed guidelines for the purpose of administering and distributing SGR funds to eligible project sponsors (local agencies); and

WHEREAS, the City of Clovis wishes to delegate authorization to execute these documents and any amendments thereto to the Deputy General Services Director.

NOW, THEREFORE, BE IT RESOLVED, that the City of Clovis agrees to comply with all conditions and requirements set forth in th e Certification and Assurances document and applicable statutes, regulations, and guidelines for all SGR funded transit projects.

NOW THEREFORE, BE IT FURTHER RESOLVED that the City of Clovis authorizes the Deputy General Services Director to execute all required documents of the SGR program and any Amendments thereto with the California Department of Transportation.

* * * * *
The foregoing resolution was introduced and adopted at a regular meeting of the City Council of the City of Clovis held on September 16, 2024, by the following vote, to wit.

AYES:

NOES:

ABSENT:

ABSTAIN:

DATED: September 16, 2024

______________________________ ______________________________ Mayor City Clerk
72 AGENDA ITEM NO. 13.

TO: Mayor and City Council
FROM: Planning and Development Services Department
DATE: September 16, 2024
SUBJECT: Planning and Development Services – Approval – Bid Award for CIP 20- 12, Peach and Shepherd Traffic Signal to St. Francis Electric, LLC. , in the amount of $734,700.00; and authorize the City Manager to execute the contract on behalf of the City.

ATTACHMENTS: 1. Vicinity Map

RECOMMENDATION

1. For the City Council to award a contract for CIP 20-12, Peach and Shepherd Traffic Signal – to St. Francis Electric, LLC., in the amount of $734,700.00; and

2. For the City Council to authorize the City Manager to execute the contract on behalf of the City.

EXECUTIVE SUMMARY
Staff is recommending that City Council authorizes the City Manager to award and execute the contract to St. Francis Electric, LLC., who was the lowest responsible bidder from a bid opening that took place on August 27, 2024.

The construction involves installation of traffic signalization and improvements at the intersection of West Shepherd Avenue and North Peach Avenue. The work shall in clude, but shall not be limited to, clearing, grubbing, earthwork, grading, compaction, saw cutting, asphalt concrete pavement grinding, asphalt concrete paving, concrete median island curb, median island stamped concrete, concrete curb and gutter, sidewalk, ADA curb returns, traffic signal facilities, traffic loops, miscellaneous electrical and traffic striping and signage.

73 AGENDA ITEM NO. 14.

BACKGROUND
The following is a summary of the bids received on August 27, 2024:

BIDDERS BASE BID

St. Francis Electric, LLC. $734,700.00
A-C Electric Company $742,624.25
American Paving Co. $770,369.00

ENGINEER’S ESTIMATE $671,961.00

All bids were examined, and the bidder’s submittals were found to be in order except for a few minor arithmetic errors on a bid which did not change the order of the bidders. St. Francis Electric, LLC., Is the lowest responsible bidder. Staff has validated the lowest bidder contractor’s license status and bid bond.

FISCAL IMPACT
This project was budgeted in the 202 3-2024 Community Investment Program. The project is supported by Congestion Mitigation and Air Quality (CMAQ) through the City Community Investment Program.

REASON FOR RECOMMENDATION
Staff analyzed if the bid should be awarded since the lowest bid is approximately 10% higher than the engineer's estimate . Receiving at least three bids gives a minimum for comparability.

The three bids are relatively close, so staff believes the cost is also comparable to the current market. The scope of the project cannot be modified to reduce cost, so staff has concluded with this information the low bid received is within an acceptable range of the engineers estimate to award.

St. Francis Electric, LLC., Is the lowest responsible bidder. There are sufficient funds available for the anticipated cost of this project.

ACTIONS FOLLOWING APPROVAL

1. The contract will be prepared and executed, subject to the Contractor providing performance security that is satisfactory to the City.

2. Construction will begin approximately two (2) week s after contract execution and be completed in forty-five (45) working days thereafter.

CONFLICT OF INTEREST
None.

Prepared by: Benjamin Little, Project Engineer

Reviewed by: City Manager AH

74 AGENDA ITEM NO. 14.
75 AGENDA ITEM NO. 14.

TO: Mayor and City Council
FROM: Planning and Development Services Department
DATE: September 16, 2024
SUBJECT: Planning and Development Services – Approval – Bid Award for CIP 23- 14 Sierra Vista Sidewalk Improvements to Dave Christian Construction, Inc., in the amount of $606,000.00 ; and Authorize the City Manager to Execute the Contract on behalf of the City.

ATTACHMENTS: 1. Vicinity Map

RECOMMENDATION

1. For the City Council to award a contract for CIP 23-14 Sierra Vista Sidewalk Improvements – to Dave Christian Construction, Inc., in the amount of $606,000.00; and

2. For the City Council to authorize the City Manager to execute the contract on behalf of the City.

EXECUTIVE SUMMARY
Staff is recommending that City Council authorize the City Manager to award and execute the contract to Dave Christian Construction, Inc., who was the lowest responsible bidder from a bid opening that took place on August 27, 2024.

The project shall include furnishing all labor, materials, services and equipment, and performing all work necessary as specified for, but not be limited to, construction of concrete curb ramps drive approaches and sidewalks in the neighborhood around Sierra Vista Elementary School.

76 AGENDA ITEM NO. 15.

BACKGROUND
The following is a summary of the bids received on August 27, 2024:

BIDDERS BASE BID

Dave Christian Construction, Inc. $606,000.00
Eslick Construction, Inc. $656,171.00
Clean Cut Landscape, Inc. $665,564.20
Avison Construction, Inc. $750,439.00
Cal Valley Construction, Inc. $779,282.50
Heavy Road & Rail, Inc. $862,948.00

ENGINEER’S ESTIMATE $680,213.00

All bids were examined, and the bidder’s submittals were found to be in order. Dave Christian Construction, Inc. , is the lowest responsible bidder. Staff has validated the lowest bidder contractor’s license status and bid bond.

FISCAL IMPACT
This project was budgeted in the 202 3-2024 Community Investment Program. The project is supported by Active Transportation Program Funding (ATP) through the City Community Investment Program.

REASON FOR RECOMMENDATION
Dave Christian Construction, Inc. , is the lowest responsible bidder. There are sufficient funds available for the anticipated cost of this project.

ACTIONS FOLLOWING APPROVAL

1. The contract will be prepared and executed, subject to the Contractor providing performance security that is satisfactory to the City.

2. Construction will begin approximately two (2) weeks after contract execution and be completed in forty (40) working days thereafter.

CONFLICT OF INTEREST
None.

Prepared by: Jacob Redelfs, Engineer II

Reviewed by: City Manager AH

77 AGENDA ITEM NO. 15.

Attachment 1
78 AGENDA ITEM NO. 15.

TO: Mayor and City Council
FROM: Planning and Development Services Department
DATE: September 16, 2024
SUBJECT: Planning and Development Services – Approval – Final Acceptance for Final Map Tract 6329, located at the northwest corner of Shepherd and Clovis Avenues (6050 Enterprises, LP (Wilson Homes)).

ATTACHMENTS: 1. Vicinity Map

RECOMMENDATION
For the City Council to:

1. Accept the public improvements for Tract 6329, and authorize recording the Notice of Completion; and

2. Authorize the release of the Performance Surety immediately and then release of the Labor and Materials Surety ninety (90) days after the recordation of the Notice of Completion, (provided no lien have been filed) and release of Public Improvements Maintenance Surety upon the expiration of the one -year warranty period and provided any defective work has been repaired to the City’s satisfaction.

EXECUTIVE SUMMARY
The owner, 6050 Enterprises, LP (Wilson Homes), has requested final acceptance of the public improvements constructed or installed in conjunction with this tract. The public improvements include all those shown on the subdivision improvement plans approved by the City Engineer.

The construction or installation of the public improvements is complete. The owner has requested final acceptance. Staff is recommending approval of their request.

All landscaping, including sidewalks along within public right-of-way have been constructed. The construction or installation of the public improvements is complete. The owner has requested final acceptance. Staff is recommending approval of their request.

BACKGROUND
None.

79 AGENDA ITEM NO. 16.

FISCAL IMPACT
The c ost for periodic routine maintenance, as well as repairs needed as the improvements deteriorate with age and usage, will be incorporated to the annual maintenance budget of the Public Utilities Department as these costs are identified.

REASON FOR RECOMMENDATION
The Subdivision Map Act requires that once construction of the required improvements has been completed in compliance with all codes, plans and specifications, and all other required documents have been completed and submitted, final acceptance is r equired, and the appropriate sureties are released.

ACTIONS FOLLOWING APPROVAL
Record the Notice of Completion and release the Performance, Labor and Materials, and Maintenance Sureties as appropriate.

CONFLICT OF INTEREST
None.

Prepared by: Ruben Amavizca, Engineer II

Reviewed by: City Manager AH

80 AGENDA ITEM NO. 16.

Ruben Amavizca
Attachment 1
81 AGENDA ITEM NO. 16.

TO: Mayor and City Council
FROM: Public Utilities Department
DATE: September 16, 2024
SUBJECT: Public Utilities – Approval – Authorize the City Manager to Execute a Three-Year Term Extension Agreement with Industrial Waste and Salvage for Large Container Services.

ATTACHMENTS: 1. Service Agreement

2. Extension Request Letter

3. Extension of Service Agreement

RECOMMENDATION
Authorize the City Manager to execute a three-year term extension agreement with Industrial Waste and Salvage for large container services.

EXECUTIVE SUMMARY
Industrial Waste and Salvage (IWS) is currently contracted with the City of Clovis to provide large refuse container hauling and disposal. The large refuse container service contract was bid and awarded to IWS on December 6, 2021 with a three (3) -year contract term that began on December 31, 2021 and expires on December 31, 2024. The contract may be extended one time upon mutual agreement of the City and IWS, per the terms and conditions of the agreement, for up to an additional three (3) years. The City must consider the contractor’s service record, recycling rate, and proposed service charges for the purpose of a contract extension.

Staff recommends extending the agreement by three ( 3) additional years, with the extended agreement expiring on December 31, 2027.

BACKGROUND
Some businesses utilize large refuse containers – including roll-off boxes, compactor boxes, and front-loading bins – due to the large volume of waste that they produce. The City does not have the equipment to handle these containers, so the service is contracted out. The large container refuse services are not part of the basic refuse service that the City provides to al l properties, but rather constitute a consensual commercial exchange.

The City contracts these services , rather than allowing the businesses to contract directly with the hauler, to ensure that as much of the waste as possible is recycled and diverted awa y from 82 AGENDA ITEM NO. 17.
landfill disposal. Contracting for these services also includes the desire to minimize the number of refuse trucks operating on the streets and alleys in the City and to ensure that the service is provided by reputable entities in order to minimize the potential for public nuisances and illegal dumping.

Staff received proposals from 2 companies – Industrial Waste and Salvage (IWS) and Mid Valley Disposal – on November 19, 2021. The proposals were scored on the following categories: (1) Service Capacity; (2) Experience; (3) Reliability; (4) Recycling Capability; (5) Local and State Permits; and (6) Cost. On December 6, 2021, the City approved a contract for IWS to provide these services for a period of three years, with a provision to extend the contract for an additional three years. The current large container service contract is set to expire on December 31, 2024 if the option to extend is not approved.

On June 19, 2023, Council approved an amendment to the current agreement, allowing a one- time 4% rate adjustment due to an unanticipated increase of 7.4% in the Consumer Price Index for inflation. On July 10, 2024, the Public Utilities Department received a request from IWS for a 3-year extension. If approved by Council, an extension agreement will be signed by both IWS and the City and will go into effect at the end of the current agreement.

IWS has been a very responsive contractor for the City of Clovis by providing clean bins to community events in a timely m anner, servicing the compactor and roll -off container needs of existing and newly opened businesses quickly and efficiently, and responding to service needs on short notice.

FISCAL IMPACT
Sufficient funds are included in the 2024-2025 Community Sanitation budget.

REASON FOR RECOMMENDATION
The large container contract service agreement may be extended one time upon mutual agreement of the City and IWS , per the terms and conditions of the agreement , for up to an additional three (3) years. IWS has been a responsive contractor for the City and has provided a valuable service.

ACTIONS FOLLOWING APPROVAL
The City Manager will execute a contract extension with IWS for three (3) additional years.

CONFLICT OF INTEREST
None.

Prepared by: Glenn Eastes, Assistant Public Utilities Director

Reviewed by: City Manager AH

83 AGENDA ITEM NO. 17.

CITY OF CLOVIS, PUD 21-23 AGREEMENT
Furnishing Selected Commercial Refuse Disposal and Materials Recovery Services

CITY OF CLOVIS

PUBLIC UTILITIES DEPARTMENT

LARGE CONTRAINER SERVICE AGREEMENT
This agreement made at the City of Clovis, California, by and between the City of Clovis, a municipal corporation, hereinafter referred to as the "Owner," and Industrial Waste and Salvage (IWS), hereinafter referred to as "Contractor."
WITNESSETH: That the Contractor and the Owner, for the
consideration hereinafter named, agree as follows:

WHEREAS, the Owner has the need for large container refuse hauling and disposal services, for certain businesses in the City of Clovis; and
WHEREAS, the Contractor is qualified and willing to perform said services and is the successful bidders for these services.

NOW, THEREFORE, in consideration of the foregoing and of the covenants, conditions and promises hereinafter contained, the parties hereto agree as follows:

The Contractor agrees to furnish all labor and materials, including tools, implements and appliances required, and to perform all the work in a good and workmanlike manner, free from any and all liens and claims of mechanics, materialmen, subcontractors, artisans, machinists, teamsters, draymen and laborers required for the Furnishing Selected Commercial Refuse Disposal & Material Recovery Services ("Project") as described in the specifications therefore and other documents relating thereto.

The Contractor and the Owner agree that the Advertisement (Notice Inviting Proposals), the Contract Specifications, and the Proposal hereto attached, together with this agreement, form the contract, and they are as fully a part of the contract as if herein repeated. No part of said Specifications which is in conflict with any portion of this agreement shall be considered as any part of this agreement, but shall be utterly null and void.

The Owner agrees to pay the Contractor the current funds for the performance of the contract. Payment shall be shown in Proposal Form of attached Exhibit "A" as specified in this agreement. Contractor agrees to pay the Owner 10%
administration fee and AB939 disposal fee.

ARTICLE 4. TERMINATION. Owner may terminate or suspend
this Agreement as permitted in the Proposal Form and other Contract Documents.

ARTICLE 5. INDEMNITY AND INSURANCE. Contractor shall
indemnify and hold harmless and covered as additional insured Owner and its officers, officials, employees, and agents as required below and in the Contract Documents, and shall provide insurance as follows:

ARTICLE 6. TERMINATION.. If the Contractor should be
adjudged a bankrupt, or if he makes a general assignment for the benefit of his creditors, or if a receiver should be appointed on account of his insolvency, or if he or any of his subcontractors should persistently violate any of the provisions of the contract, or if he should persistently disregard laws, ordinances or the instructions of the Engineer, then the Owner may, upon
certificate of the Engineer when sufficient cause exists to justify such action, serve written notice upon the Contractor and his surety of its intention to terminate the contract, such notice to contain the reasons for such intention to terminate the contract, and unless within five (5) calendar days after the serving of such notice, such violations shall cease and satisfactory
arrangements for correction thereof be made, the contract shall, upon the expiration of said five (5) calendar days, cease and SPECIFICATIONS AR-1
terminate. In the event of any such termination, the Owner shall immediately serve written notice thereof upon the surety and the Contractor, and the surety shall have the right to take over and perform the contract, provided, however, that if the surety within ten (10) calendar days after the serving upon it of notice of termination does not give Owner written notice of its intention to take over and perform the contract or does not commence performance thereof within the ten (10) calendar days stated above from the date of the serving of such notice, the Owner may take over the work and prosecute the same to completion by contract or by any other method it may deem advisable, for the account and at the expense of the Contractor, and the Contractor and his surety shall be liable to the Owner for any excess cost occasioned the Owner thereby, and in such event the Owner may, without liability for so doing, take
possession of and utilize in completing the work such
materials, appliances, plans and other property belonging to the Contractor as may be on the site of the work and necessary therefore. In such case the Contractor shall not be entitled to receive any further payment until the work is finished. If the unpaid balance of the contract price shall exceed the expenses of finishing the work, including compensation for additional managerial and administration services, such excess shall be paid the Contractor. If such expense shall exceed such unpaid balance, the Contractor shall pay the difference to the Owner.

The expense incurred by the Owner, as herein provided, and damage incurred through the Contractor's default, shall be certified by the Engineer.

ARTICLE 7. TERM OF CONTRACT. The Contract was award
December 31'1 2021 for an initial three year term with an option to extend for an additional 3 year term upon mutual consent.

ARTICLE 8. REPORTING REQUIREMENTS. Contract agrees
to report all waste and recycling tonnages associated with the hauling of debris through this contract in a timely manner.

Contractor is responsible for all regulatory fees and fines that result from Contractor's failure to report waste and recycling tonnages in a timely manner. Contractor also adhere to, and follow, all state and local waste diversion and recycling rules and requirements.

ARTICLE 9. INDEMNITY AND INSURANCE. Contractor shall
indemnify and hold harmless and covered as additional insured the Owner, County of Fresno, Local Agency and U.S.

Department of Housing and Urban Development, and its
officers, officials, employees, and agents from and against all claims, damages, losses and expenses including attorney fees arising out of the performance of the work described herein, caused in whole or part by any negligent act or omission of the Contractor, any subcontractor, anyone directly or indirectly employed by any of them or anyone for whose acts any of them may be liable, except where caused by the active negligence, sole negligence, or willful misconduct of the Owner. Owner shall provide insurance as follows:

A. Insurance Requirements For Contractors
With construction risks, Contractor shall, at its sole cost and expense, procure and maintain for the duration of the contract, insurance against claims for injuries to persons or damages to property which may arise from or in connection with the ATTACHMENT 1
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ATTACHMENT 2
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AGENDA ITEM NO. 17.
1 EXTENSION OF

LARGE CONTAINER SERVICE AGREEMENT

This Extension of the Large Container Service Agreement (“Extension”) is entered into effective on September 17, 2024, by and between the City of Clovis, a California municipal corporation (“City”) and Industrial Waste & Salvage Co., a California corporation (“IWS”) pursuant to the following recitals:

RECITALS:

WHEREAS, City and IWS entered into a certain Large Container Service Agreement dated December 13, 2021 (“Agreement”), the terms of which are incorporated herein by this reference; and

WHEREAS, City and IWS entered into a First Amendment to Large Container Service Agreement dated June 19, 2023 (“First Amendment”), and IWS has been diligently undertaking its responsibilities as identified in the Agreement and First Amendment; and

WHEREAS, the Agreement authorizes the initial three year term to be extended for an additional three years upon mutual written consent of both parties, and both the City and IWS desire to extend the term of the Agreement for an additional three years as provided herein.

NOW THEREFORE, in consideration of the mutual covenants herein contained, and for other good and valuable consideration, the receipt and sufficiency of which is hereby acknowledged, City and IWS agree as follows:

AGREEMENT:

1. Recitals. The Recitals stated above are true and correct and are a substantive part this Extension of Large Container Service Agreement (“Extension Agreement”).

2. Extension of Agreement and Rate Sheet. The term of the Agreement as provided in Article 7 of the Agreement is extended three (3) years to and including December 31, 2027.

3. All Other Terms Remain in Effect. Except as expressly set forth herein, all other terms of the Agreement and First Amendment shall remain unchanged and in full force and effect, including all capitalized terms defined in the Agreement and First Amendment unless otherwise defined in this Extension Agreement, and the Agreement shall be interpreted so as to give full force and effect to this Extension Agreement.

/ / /

/ / /

[Signatures on page 2]

/ / /

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AGENDA ITEM NO. 17.
2 IN WITNESS WHEREOF, the City and IWS have signed this Extension Agreement effective on the date set forth above.

CITY: IWS:

City of Clovis, a California Industrial Waste & Salvage Co., a Municipal Corporation California Corporation

By: ___________________________ By: _______________________ John Holt, City Manager Richard Caglia, CEO

By: _______________________
Keith Hester, General Manager

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AGENDA ITEM NO. 17.

TO: Mayor and City Council
FROM: Administration
DATE: September 16, 2024
SUBJECT: Consider Approval – Res. 24-____, Adoption of the City of Clovis 2023- 2024 Consolidated Annual Performance and Evaluation Report (CAPER) for expenditure of Community Development Block Grant Funds.

Staff: Claudia Cazares, Housing Program Manager
Recommendation: Approve

ATTACHMENTS: 1. Resolution

2. 2023-2024 Consolidated Annual Performance and Evaluation Report (CAPER)

RECOMMENDATION
For the City Council to approve a resolution adopting the City of Clovis 2023-2024 Consolidated Annual Performance and Evaluation Report (CAPER) for expenditure of Community Development Block Grant Funds.

EXECUTIVE SUMMARY
The U. S. Department of Housing and Urban Development (HUD) requires the City to adopt the attached 2023-2024 CAPER reporting on the expenditure of Community Development Block Grant Funds and submit the report to HUD by September 30, 2024.

BACKGROUND
As an entitlement city that receives Community Development Block Grant (CDBG) funds from HUD, Clovis must adopt a yearly performance report (“CAPER”) which reports on the status of CDBG projects and on the expenditure of funds for the previous program year.

During the program year City staff was able to complete the following projects:

1. Dennis, Beverly, Mitchell Neighborhood Alleys Reconstruction ( 6 alleys reconstructed south Sierra Vista Elementary School)

2. Housing Rehabilitation (15 homes repaired)
140
AGENDA ITEM NO. 18.

3. Micro-Enterprise Culinary Kitchen (8 business owners assisted)

4. Utilities Assistance Program (8 households assisted)

Several other projects are underway and will be completed in the following fiscal year, including:

 Gould Canal Improvements (Ashlan and Peach)
 Brookhaven/Rosebrook Alleys Reconstruction

FISCAL IMPACT
None.

REASON FOR RECOMMENDATION
HUD requires the City Council to adopt a CAPER each year reporting on the previous year’s activity in completing CDBG projects and expending funds. The recommended action meets HUD’s requirements to receive CDBG funds as an entitlement city.

ACTIONS FOLLOWING APPROVAL
The 2023-2024 CAPER and Resolution will be submitted to HUD.

CONFLICT OF INTEREST
None.

Prepared by: Claudia Cazares, Housing Program Manager

Reviewed by: City Manager JH
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AGENDA ITEM NO. 18.

RESOLUTION 24-___

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CLOVIS ADOPTING THE 2023-2024 CONSOLIDATED ANNUAL PERFORMANCE AND EVALUATION REPORT

WHEREAS, the City Council of the City of Clovis is a U. S. Department of Housing and Urban Development (HUD) entitlement city for the purpose of receiving Community Development Block Grant funds; and

WHEREAS, HUD requires the City of Clovis to adopt a Consolidated Annual Performance and Evaluation Report (CAPER) to report on the 2023-2024 project year’s activity in completing CDBG projects and expending funds.

NOW, THEREFORE, BE IT RESOLVED that the City of Clovis approves and adopts the 2023-2024 CAPER.

* * * * *

The foregoing resolution was introduced and adopted at a regular meeting of the City Council of the City of Clovis held on September 16, 2024, by the following vote, to wit.

AYES:

NOES:

ABSENT:

ABSTAIN:

DATED:

______________________________ ______________________________ Mayor City Clerk

Attachment 1
142
AGENDA ITEM NO. 18.

Consolidated Annual Performance
and Evaluation Report (CAPER)
2023-2024 Program Year
Community Development Block Grant
Clovis City Council
Lynne Ashbeck, Mayor
Vong Mouanoutoua, Mayor Pro Tem
Drew Bessinger
Diane Pearce
Matthew Basgall
John Holt, City Manager
Andrew J. Haussler, Assistant City Manager
Public Review Draft
August 30, 2024
For submission to the U.S. Department of Housing and Urban Development by September 30, 2023 Attachment 2 143
AGENDA ITEM NO. 18.

CAPER 2023-2024 1
CR-05 - Goals and Outcomes
Progress the jurisdiction has made in carrying out its strategic plan and its action plan.

91.520(a)
This could be an overview that includes major initiatives and highlights that were proposed and executed throughout the program year.

The City of Clovis continues to make significant progress in carrying out the Consolidated Plan, Strategic Plan and Action Plan. During the reporting year of 2023 -2024 (the third year with the 5 -year Consolidated Planning period) the City's accomplishments include the following:
• Home Rehabilitation Grant Program: This program includes rehabilitation work completed during the program year to preserve Clovis' affordable housing stock for low-i ncome, owner- occupied households. Rehabilitation was completed for 15 households. • Economic Development - MicroEnterprise - Community Kitchen: CDBG funds are utilized to assist low
-income persons to participate with the Clovis Culinary Center to establish professional culinary businesses as entrepreneurs. The Clovis Culinary Center provides a fully equipped commercial kitchen space, hands on technical assistance, training and support for the participants. CDBG funds assisted 8 low-i ncome entrepreuners successfully manage their food based business.
• Capital Improvement Projects: During the program year the City utilized CDBG funds to complete the Dennis Beverly Alley Phase 1 and Phase 2 alley projects. The project funded re- paving of 6 alleys, totaling approximately 63,900 square feet. Improvements included asphalt pavement, new concrete valley gutters and concrete drive approaches.

Comparison of the proposed versus actual outcomes for each outcome measure submitted with the consolidated plan and explain, if applicable, why progress was not made toward meeting goals and objectives. 91.520(g)
Cate
gories, priority levels, funding sources and amounts, outcomes/objectives, goal outcome indicators, units of measure, targets, actual outcomes/outputs, and percentage completed for each of the grantee’s program year goals.
(tab
le on next page)
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CAPER 2023-2024 2
Goal Category Source /
Amount
Indicator Unit of
Measure
Expected
–
Strategic
Plan
Actual –
Strategic
Plan
Percent
Complete
Expected
–
Program
Year
Actual –
Program
Year
Percent
Complete
Administration Administration CDBG:
$ Other Other 0 0
Affordable
Housing
Affordable
Housing

CDBG:
$

Homeowner Housing
Rehabilitated

Household
Housing
Unit
125 38 30.4
0% 20 15 75.0
0%
Economic
Development

Non-Housing
Community
Development

CDBG:
$

Facade
treatment/business
building rehabilitation

Business 0 0 0 0
Economic
Development

Non-Housing
Community
Development

CDBG:
$
Jobs created/retained Jobs 0 0 10 8 80.0
0%
Economic
Development

Non-Housing
Community
Development
CDBG:
$ Businesses assisted Businesses
Assisted
50 32 64.0
0% 0 0
Infrastructure
Non-Housing
Community
Development
CDBG:
$
Public Facility or
Infrastructure Activities
other than
Low/Moderate Income
Housing Benefit

Persons
Assisted
5300 2915 55.0
0% 1855 1810 97.5
7%
Public Services
Non-Homeless
Special Needs
Crime
Awareness

CDBG:
$

Public service activities
other than
Low/Moderate Income
Housing Benefit

Persons
Assisted
125000 56855 45.4
8%
Table 1 - Accomplishments – Program Year & Strategic Plan to Date 145
AGENDA ITEM NO. 18.

CAPER 2023-2024 3
Assess how the jurisdiction’s use of funds, particularly CDBG, addresses the priorities and specific objectives identified in the plan, giving special attention to the highest priority activities identified.

All activities implemented during this program year were identified through the City’s Citizen Participation Planning process when creating the Consolidated Plan and Annual Action Plan. All activites completed during this program year were determined to meet a high priority identified in the Consolidated Plan, including: Increase, Improve and Preserve Affordable Housing for Families/Seniors/Veterans, Job Creation and Retention, and Improving Public Facilities.

CR-10 - Racial and Ethnic composition of families assisted Describe the families assisted (including the racial and ethnic status of families assisted).

91.520(a)
CDBG
White 931
Black or African American 3
Asian 181
American Indian or American Native 2
Native Hawaiian or Other Pacific Islander 10
Total 1,127
Hispanic 219
Not Hispanic 966
Table 2 – Table of assistance to racial and ethnic populations by source of funds Narrative
Racial and ethnic status was tracked for all activities, and is reflected on the chart above. Not included above is the race referred to as "other", or "two -or-more races", which included 68 additional assited individuals. Individual demographic information is derived from applicant information available in their activity file. For area-benefit activities, racial and ethnic demographics were taken from the LMI census tracts/block groups in which activities were completed. The Activities included above are:

Owner Occupied Housing Rehabilitation, Micro-E nterprise Culinary Kitchen, CDBG-C V Utility Payments and the 20092 Dennis/Beverly/Mitchell Alleys Improvements. 146
AGENDA ITEM NO. 18.

CAPER 2023-2024 4
CR-15 - Resources and Investments 91.520(a)
Identify the resources made available
Source of Funds Source Resources Made
Available
Amount Expended
During Program Year
CDBG public - federal 1,534,916 774,239
Table 3 - Resources Made Available
Narrative
The amounts reported in Resources Made Available and Amount Expended During Program Year includes amounts from both the CDBG FY 2023-2024 entitlement allocation and project savings from prior year's projects.

Identi
fy the geographic distribution and location of investments Target Area Planned Percentage
of Allocation
Actual Percentage
of Allocation
Narrative
Description
City of Clovis Low-Moderate
Census Tracts 100 100
Low Mod Census
Tracts
Table 4 – Identify the geographic distribution and location of investments Nar
rative
The Consolidated Plan does not identify any targeted areas for investment. Instead, Clovis spreads resources throughout the City, which resulted in a 100% LMI benefit. 147
AGENDA ITEM NO. 18.

CAPER 2023-2024 5
Leveraging
Explain how federal funds leveraged additional resources (private, state and local funds), including a description of how matching requirements were satisfied, as well as how any publicly owned land or property located within the jurisdiction that were used to address the ne
eds identified in the plan.

There is no ma tching r equirement f or the C DBG P rogram. H owever, t he C ity o f C lovis pairs CDBG housing program funds with non -CDBG funds for affordable housing projects.

The City administers its Housing Rehabilitation CDBG Grant funded program in conjunction with the State of California funded CalHome Loan Housing Repair Program. Of the 15 CDBG as
sisted households, 7 also received a CalHome Loan to provide repairs in their homes. In addition to these homeowners, the City completed four (4) additional Cal-H ome loan- only projects during the program year. A total of 19 homeowner rehabilitation projects were
completed during the program year.

During the program year, the City also entered into a development agreement in the amount of $
1,481,281 with a local affordable housing developer partnership, AHDC and Better Opportunities Builder, for the development of a 47 unit affordable housing project for low- in
come seniors. The project is named 135 Osmun Senior Apartments. In 2024, the developer purchased the property for the development, and prepared funding applications for development financing. It is anticipated that the developer will apply for development financing during the 2024-2025 program year, and 2025-2026 program year if needed. The project will be reserved for seniors at or below 60% of AMI.
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CAPER 2023-2024 6
CR-20 - Affordable Housing 91.520(b)
Evaluation of the jurisdiction's progress in providing affordable housing, including the number and types of families served, the number of extremely low -income, low -income, moderate-income, and middle-income persons served.

One-Year Goal Actual
Number of Homeless households to be
provided affordable housing units 0 0
Number of Non-Homeless households to be
provided affordable housing units 20 15
Number of Special-Needs households to be
provided affordable housing units 0 0
Total 20 15
Table 55 – Number of Households
One-Year Goal Actual
Number of households supported through
Rental Assistance 0 0
Number of households supported through
The Production of New Units 0 0
Number of households supported through
Rehab of Existing Units 20 15
Number of households supported through
Acquisition of Existing Units 0 0
Total 20 15
Table 6 – Number of Households Supported
Discuss the difference between goals and outcomes and problems encountered in meeting these goals.

The City of Clovis increased its housing staff during the program year. The additional staff was instrumental in ensuring additional housing rehabilitation grant projects were completed during the reporting year.

Discuss how these outcomes will impact future annual action plans.

The
demand for the home repair program remains high. The City continually sees interest in the program throughout the program year. The City expects to continually get closer to fulfilling goals in future years, now that the program has additional staff. Additionally, the City works with two local non- profit consultants to assist in the implementation of the rehabilitation programs. Self-Help Enterprises 149
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CAPER 2023-2024 7
and Habitat for Humanity will cnntinue to provide inspection and construction management services which will enable City staff to meet or exceed the rehabilitation goals.

Include the number of extremely low -income, low -income, and moderate -income persons served by each activity where information on income by family size is required to determine the eligibility of the activity.

Number of Households Served CDBG Actual HOME Actual
Extremely Low-income 2 0
Low-income 5 0
Moderate-income 8 0
Total 15 0
Table 7 – Number of Households Served
Nar
rative Information
The information in the table above identifies demographics for the City's Housing Rehabilitaton Program only.
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CAPER 2023-2024 8
CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c) Evaluate the jurisdiction’s progress in meeting its specific objectives for reducing and ending homelessness through:

Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
The City of Clovis does not operate a dedicated homeless shelter nor provides direct services. However, the City is an active supporter and participant in the MAP Point at the Poverello House (a local intake service provider and homeless shelter in Fresno, California) as a part of the Fresno Madera Continuum of Care (FMCOC). Those needing services within Clovis are provided an opportunity to utilize the MAP services. The MAP Point (Multi -Agency Access Program) is an integrated intake process that connects individuals facing homelessness, and connects them with housing and services. MAP connects homeless persons facing challenges with services related to behavioral health, substance abuse, physical health and/or mental health and social services.

Addressing the emergency shelter and transitional housing needs of homeless persons The City of Clovis does not receive funding for emergency shelter and transitional housing services.

However, Clovis is an active member of the Fresno Madera Continuum of Care (FMCoC), which is the organization that acts as the regional planning body to address homelessness in the region. City staff also participates, annually, in the Point -in-Time count to identify the number and location of homeless persons to better provide them services, and also participates in the ranking committee for the FMCoC's application to HUD for Homeless Housing Funds. Additionally, the Marjaree Mason Center, for domestic violence victims, operates a shelter in the City, and is a valued partner in our community.

During the Program Year, City of Clovis staff provided support services to Butterfly Gardens permanent supportive housing, which is a 75 -unit development for very low- income persons experiencing homelessness and persons with disabilities. Previously, the City provided the developer a $300,000 grant for the development of the project.

Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: likely to become homeless after being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); and, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs Clovis residents have access to many facilities within Fresno County, including assisted and independent residential facilities for both the general adult population and the elderly. There are 213 residential 151
AGENDA ITEM NO. 18.

CAPER 2023-2024 9
elderly care facilities in the County of Fresno, wi th capacity fo r over 5,000 persons. There are 161 Adult residential facilities, with capacity for over 900 persons.

More importantly, the City continues to support Butterfly Gardens, a 75 -unit permanent supportive housing development. The project receives referrals through the Multi -Agency Access Point for the County, as well as through the County's Behavioral Health Department, which assist persons who are at risk of becoming homeless, and particularly those likely to become homeless after being discharged from institutions. Tenants receive wrap -around services to assist them in continuing their housing journey, and stabilizing their lives.

Finally, the City of Clovis was awarded CDBG- CV funds to assist low income families with COVID related payments due. During the program year the City Council approved utilizing CDBG CV funds to assist low income families pay for Utility Payments in arrears, which include water, sewer and garbage. During the program year, a total of 8 households were assisted with pay ing off their utility payments in arrears.

Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again
The City of Clovis doesn't own a dedicated homeless shelter. However, as identified above, the City is an active partner in the MAP services, FMCoC, and has provided grant funding for Butterfly Gardens for permanent supportive housing units in Clovis.
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CAPER 2023-2024 10
CR-30 - Public Housing 91.220(h); 91.320(j)
Actions taken to address the needs of public housing
The City of Clovis considers the local public housing authority (Fresno Housing) a valuable partner in the provision of affordable housing and supportive services to our residents.

During a previous program year, the City implemented an Affordable Housing Development Impact Fee Reduction program and housing staff is an active participant in the review and processing of affordable housing development applications. The City previously provided $1,000,000 in grant funding to Fresno Housing for the construction of a 60-unit apartment complex in Clovis for LMI tenants. Construction was completed in June of 2021. Solivita Commons is considered a welcome addition to the City's affordable housing stock.

During the reporting year, the City has also awarded $1,481,281 in Permanent Local Housing Allocation (PLHA) monies to a local housing developer who is partnering with Fresno Housing to construct an 47 - unit affordable multi-family housing project.

Additionally, City staff assists low income residents to access public housing by providing assistance, referrals and information regarding access to Fresno Housing's services.

Actions taken to encourage public housing residents to become more involved in management and participate in homeownership
Clovis competes competitively for State HOME funds for the purpose of operating a first -time homebuyer program for LMI households, and advertises this program throughout the City. The City did not have an operating First Time Homebuyer Program during the reporting period.

Addtionally, during the reporting period, in early 2024, the City received a $415,600 grant from the State of California CalHome program for mortgage assistance for mobile homes. It is anticipated that the program will be implemented in the next year.

Actions taken to provide assistance to troubled PHAs
The Fresno County Housing Authority is not considered to be a troubled PHA. 153
AGENDA ITEM NO. 18.

CAPER 2023-2024 11
CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j)
Actions taken to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment. 91.220 (j); 91.320 (i) During the program year, the City of Clovis started implementation of several new programs intended to remove or ameliorate the potential negative effects of public polici es that serve as barriers to affordable housing. Programming that began during the reporting period includes:

1. Development of an Affordable Housing Development Impact Fee Deferral Program, which will provide a loan to affordable housing developers to pay for a portion of major water and sewer fees, depending on the income targeting of the development. Loans are at low interest, due and payable after 17 years.

2. Amendment to the City's zoning ordinance that will change the permitted density for the R-3 Medium Density Zone District from 15 units per acre, to 20 units per acre.

3. Establishment of a Housing Trust Fund to be i ncluded in the 2024-2 025 City Budget. A total of $1,000,000 will be set aside in this program for an affordable housing project(s) during the 2024-2025 year. A project will be selected in the upcoming year, and submitted to California HCD f
or a funding match.

4. Real Property Dedication: the City anticipates deeding real property held in title by the City of Clovis,
into the Housing Trust Fund Program, for an affordable housing project(s).

5. Mixed
Income Zoning Ordinance: the City has hired a consultant to assist the City in the development of a mixed income zoning ordinance (or fee/land dedication in-lieu, or similar).

Actions taken to address obstacles to meeting underserved needs. 91.220(k); 91.320(j) The
City of Clovis works to implement the projects described in the Annual Action Plan. The City also pursued additional Federal, State, and private funding, when available, to assist in meeting the underserved needs of Clovis residents. Clovis competes competitively for State HOME funds for the purpose of operating a first-t ime homebuyer program for LMI households, and advertises this program throughout the City, when funding is available.

Additionally in early 2024 the City was notified it had received a $415,600 grant from the State of California CalHome program for mobile home mortgage assistance, and $1,396,626 in CalHome funds for mobile-home home repairs. Staff has started implementation of the housing rehabilitation program during the program year, and will market the home purchase program during the upcoming program year.

The City also committed $1,481,281 from the S tate of California Permanent Local Housing All ocation program to an affordable multi-family development, as described above. 154
AGENDA ITEM NO. 18.

CAPER 2023-2024 12
Actions taken to reduce lead-based paint hazards. 91.220(k); 91.320(j) All households assisted with housing rehabilitaton funds receive a copy of EPA's brochure "Protect Your Family From Lead in Your Home". As needed, and required, homes will undergo lead hazard testing and assessment.

Actions taken to reduce the number of poverty-level families. 91.220(k); 91.320(j) Poverty-level families are at constant risk of
homelessness, being priced out of the housing market,
and experiencing income insecurity. Unfortunately, Clovis does not receive funding specifically for the provision of homeless services or to generally assist poverty level families. However, the City is an active member of the Fresno Madera Continuum of Care, and continues to help Clovis' most vulnerable residents access the services of the region's social service providers. During the program year the City implemented the emergency utilities assistance program, to provide utility assistance to low income families affected by COVID -19. The City also continued its robust economic development programs which include business attraction, job creation, and coordination with local educational institutions to improve economic conditions in Clovis and the greater region. City staff also provides poverty -level families with referrals and information in regards to tenant's rights.

Actions taken to develop institutional structure. 91.220(k); 91.320(j) Clovis staff is responsible for the administration of the CDBG program. Staff takes full advantage of training opportunities including online, local and regional training and works closely with HUD staff and other counterparts in the region. During the program year, staff has focused on attending Fair Housing and Equal Opportunity training.

Actions taken to enhance coordination between public and private housing and social service agencies. 91.220(k); 91.320(j)
Clovis is an active member of the Fresno Madera Continuum of Care (FMCoC), which is the organization that acts as the regional planning body to address homelessness in the region. City staff sits on the Executive Board and assists in reviewing programmatic applications for HUD funding. Clovis also maintains membership, and is an active participant in the S an Joaquin Valley Housing Collaborative who brings training, research and housing development to the Central Valley.

The City is also in partnership with Habitat for Humanity and S elf Help Enterprises to provide affordable housing opportunities through both homeownership and housing rehabilitation to low- income families, as funding becomes available.

The City actively partners with the local housing authority to provide housing funds for the development of affordable housing developments for low income families, and for permanent supportive housing units.
155
AGENDA ITEM NO. 18.

CAPER 2023-2024 13
Identify actions taken to overcome the effects of any impediments identified in the jurisdictions analysis of impediments to fair housing choice. 91.520(a) Clovis continues to refer residents who have a fair housing question/issue to the Fair Housing Council of Central California and works to implement programs in the City’s Analysis of Impediments to Fair Housing Choice. Public transit was identified in the City's Analysis of Impediments to Fair Housing Choice as a potential barrier. In order to make the system more available to low-income riders and elderly residents, the Clovis City Council adopted a zero fare policy in the fall of 2020, which was in effect during the program year as well. The elimination of transit fares has alleviated public transportation as an impediment, and has made the option a viable one for residents. Additionally, the City completed a new 4-Factor Analysis and Language Access Plan, which identified two additional languages (apart from English) to provide translation for on vital documents (Spanish and Hmong). Finally, the City updated its Citizen Participation Plan, which now provides a more robust plan for engaging citizens and encouraging public participation.
156
AGENDA ITEM NO. 18.

CAPER 2023-2024 14
CR-40 - Monitoring 91.220 and 91.230
Describe the standards and procedures used to monitor activities carried out in furtherance of the plan and used to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements
The City of Clovis is the lead for monitoring compliance for the CDBG program. The City has established procedures based on HUD guidelines, technical support publications, and HUD monitoring handbooks to ensure the CDBG program is in compliance with applicable rules and regulations. The City's monitoring ranges from administering program wide comprehensive planning requirements as well as day to day activities such as determining income-eligibility, project location eligibility, accounting procedures, and on-site inspections for funded activities. The City's Engineering Department and Public Utilities Department monitors the minority business outreach and Section 3 compliance for all CDBG- funded public works activities.

Citizen Participation Plan 91.105(d); 91.115(d)
Describe the efforts to provide citizens with reasonable notice and an opportunity to comment on performance reports.

A public notice in English, Spanish and Hmong, was published in the Fresno Bee and in the Business Journal on August 30, 2024, regarding the availability of the CAPER. The notice also identified public locations where citizens could review the 2023 -2024 CAPER document, and provided instructions on how public comments could be sumitted to the City. The public notice was also posted on the City of Clovis website, social media sites, and e -mailed to the CDBG interested parties list -serve. A 15 -day comment period was given for the public to review the CAPER and provide feedback or suggestions to staff in regards to the document. The notice also included the date, time, and location of the scheduled public hearing relative to the Clovis City Council's public review and formal adoption of the 2023 -2024 CAPER.

PLACEHOLDER: FOR ANY COMMENTS RECEIVED DURING PUBLIC COMMENT PERIOD AND PUBLIC

HEARING
CR-45 - CDBG 91.520(c)
Specify the nature of, and reasons for, any changes in the jurisdiction’s program objectives and indications of how the jurisdiction would change its programs as a result of its experiences.

PLACEHOLDER: PENDING PUBLIC COMMENT AND PUBLIC HEARING
157
AGENDA ITEM NO. 18.

CAPER 2023-2024 15

Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI) grants?
No

158
AGENDA ITEM NO. 18.

CAPER 2023-2024 16
CR-45 - CDBG 91.520(c)
Specify the nature of, and reasons for, any changes in the jurisdiction’s program objectives and indications of how the jurisdiction would change its programs as a result of its experiences.

PLACEHOLDER: PENDING PUBLIC COMMENT AND PUBLIC HEARING
Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI) grants?
No
159
AGENDA ITEM NO. 18.

CAPER 2023-2024 17
CR-58 – Section 3
Identify the number of individuals assisted and the types of assistance provided

PENDING RECEIPT OF INFORMATION CIP
Total Labor Hours CDBG HOME ESG HOPWA HTF
Total Number of Activities 0 0 0 0 0
Total Labor Hours
Total Section 3 Worker Hours
Total Targeted Section 3 Worker Hours
Table 8 – Total Labor Hours
Qualitative Efforts - Number of Activities by Program CDBG HOME ESG HOPWA HTF Outreach efforts to generate job applicants who are Public Housing Targeted Workers
Outreach efforts to generate job applicants who are Other Funding Targeted Workers.

Direct, on-the job training (including apprenticeships).

Indirect training such as arranging for, contracting for, or paying tuition for, off-site training.

Technical assistance to help Section 3 workers compete for jobs (e.g., resume assistance, coaching).

Outreach efforts to identify and secure bids from Section 3 business concerns.

Technical assistance to help Section 3 business concerns understand and bid on contracts.

Division of contracts into smaller jobs to facilitate participation by Section 3 business concerns.

Provided or connected residents with assistance in seeking employment including: drafting resumes,preparing for interviews, finding job opportunities, connecting residents to job placement services.

Held one or more job fairs.

Provided or connected residents with supportive services that can provide direct services or referrals.

Provided or connected residents with supportive services that provide one or more of the following: work readiness health screenings, interview clothing, uniforms, test fees, transportation.

Assisted residents with finding child care.

Assisted residents to apply for, or attend community college or a four year educational institution.

Assisted residents to apply for, or attend vocational/technical training.

Assisted residents to obtain financial literacy training and/or coaching.

Bonding assistance, guaranties, or other efforts to support viable bids from Section 3 business concerns.

Provided or connected residents with training on computer use or online technologies.

Promoting the use of a business registry designed to create opportunities for disadvantaged and small businesses.

Outreach, engagement, or referrals with the state one-stop system, as designed in Section 121(e)(2) of the Workforce Innovation and Opportunity Act.
160
AGENDA ITEM NO. 18.

CAPER 2023-2024 18

Other.

Table 9 – Qualitative Efforts - Number of Activities by Program

Narrative

161
AGENDA ITEM NO. 18.

Attachment 1
PR03 - CDBG Activity Summary Reports
2022 Program Year
162
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CDBG Activity Summary Report (GPR) for Program Year 2023 CLOVIS
Page:PR03 - CLOVIS 1 of 15
100 - Dennis-Beverly/Mitchell Beverly-San Jose Alley ReconstructionIDIS Activity:

Project: 0003 - Dennis/Beverly Alley Reconstruction
PGM Year: 2020
Description:

Street Improvements (03K)Matrix Code:

Sustainability
Create suitable living environmentsObjective:

Outcome:

Completed 8/21/2023 12:00:00 AM
1033 5th St Clovis, CA 93612-1313
National Objective: LMA
Status:

Location:

This activity will reconstruct the alley between Dennis and Beverly Avenues, Dennis and Mitchell Avenues, and Beverly and San Jose Avenues in Clovis. 04/20/2021Initial Funding Date:

Activity to prevent, prepare for, and respond to Coronavirus: No Financing
Fund Type Grant Year Grant Funded Amount Drawn In Program Year Drawn Thru Program Year Total

CDBG EN
PI
Total
2019
2020
2021
B19MC060062
B20MC060062
B21MC060062
$62,845.00 $0.00 $62,845.00
$376,792.61 $122,658.31 $376,792.61
$271,938.86 $271,938.86 $271,938.86
$8,423.53 $0.00 $8,423.53
$720,000.00 $394,597.17 $720,000.00
Proposed Accomplishments
People (General) : 1,060
Total Population in Service Area: 1,810
Census Tract Percent Low / Mod: 58.56
Annual Accomplishments
Years Accomplishment Narrative # Benefitting
2022
2023 The project paved 6 alleys, totaling approximately 63,900 SF. Improvements included asphalt pavement, new concrete valley gutters & concrete drive approaches.
163
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Integrated Disbursement and Information System
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110 - Emergency Utility Payments CDBG-CV 2022IDIS Activity:

Project: 0008 - Emergency Utility Payments CDBG-CV 2022 PGM Year: 2019
Description:

Subsistence Payment (05Q)Matrix Code:

Availability/accessibility
Provide decent affordable housingObjective:

Outcome:

Open
1033 5th St Clovis, CA 93612-1313
National Objective: LMC
Status:

Location:

CDBG-CV monies will fund an Emergency Utilities Payment Program (and administration), for residents to pay City utilities that are in arrears, as a result of impacts caused by the Coronavirus.
09/23/2022Initial Funding Date:

Activity to prevent, prepare for, and respond to Coronavirus: Yes Financing
Fund Type Grant Year Grant Funded Amount Drawn In Program Year Drawn Thru Program Year Total

CDBG EN
Total
2020 B20MW060062 $161,480.00 $9,332.80 $29,917.42
$161,480.00 $9,332.80 $29,917.42
Proposed Accomplishments
People (General) : 53
Actual Accomplishments
Number assisted: 33 Person
Hispanic
0 0
0 1
1 0
0 0
0 0
0 11
4White:

Black/African American:

Asian:

American Indian/Alaskan Native:

Native Hawaiian/Other Pacific Islander:

American Indian/Alaskan Native & White:

Asian White:

Black/African American & White:

American Indian/Alaskan Native & Black/African American:

Other multi-racial:

Asian/Pacific Islander:

Hispanic:

Owner
Total Hispanic
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
Renter
Total Hispanic
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
Total
Total Hispanic Total
15 2
0 3
1 1
0 0
0 11
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 164
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Page:PR03 - CLOVIS 3 of 15
17Total: 0 0 0 0 0 0 33
Female-headed Households: 0 0 0
Income Category:

Low Mod
Moderate
Extremely Low
Non Low Moderate
Total
Percent Low/Mod
Owner
0 0
0 0
0 Renter
0 0
0 0
0 Total
0 0
0 0
0 Person
18 15
0 0
33 100.0%
Annual Accomplishments
Years Accomplishment Narrative # Benefitting
2022
2023
The City provided utilities assistance to 25 extremeley low, and low income households needing assistance as a result of the COVID pandemic.

In the 2023 Program year, the City provided utilities assistance to 8 extremeley low, and low income households needing assistance as a result of the COVID pandemic.
165
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Page:PR03 - CLOVIS 4 of 15
111 - CDBG-CV Administration 2022-2023IDIS Activity:

Project: 0009 - CDBG-CV Administration 2022
PGM Year: 2019
Description:

General Program Administration (21A)Matrix Code:

Objective:

Outcome:

Open
,
National Objective:

Status:

Location:

This activity will provide for the administration of the CDBG-CV funded Emergency Utilities Assistance Program 2022-2023. 09/29/2022Initial Funding Date:

Activity to prevent, prepare for, and respond to Coronavirus: Yes Financing
Fund Type Grant Year Grant Funded Amount Drawn In Program Year Drawn Thru Program Year Total

CDBG EN
Total
2020 B20MW060062 $40,368.00 $1,281.81 $9,931.33
$40,368.00 $1,281.81 $9,931.33
Proposed Accomplishments
Number assisted:

Actual Accomplishments
Person
Hispanic
0 White:

Black/African American:

Total:

Asian:

American Indian/Alaskan Native:

Native Hawaiian/Other Pacific Islander:

American Indian/Alaskan Native & White:

Asian White:

Black/African American & White:

American Indian/Alaskan Native & Black/African American:

Other multi-racial:

Asian/Pacific Islander:

Hispanic:

Owner
Total Hispanic
0 0
Renter
Total Hispanic
0 0
Total
Total Hispanic Total
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0 0
Female-headed Households: 0 166
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Income Category:

Low Mod
Moderate
Extremely Low
Non Low Moderate
Total
Percent Low/Mod
Owner
0 Renter
0 Total
0 0
0 0
0 Person
0 Annual Accomplishments
No data returned for this view. This might be because the applied filter excludes all data. 167
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Page:PR03 - CLOVIS 6 of 15
115 - Gould Canal Improvements: Minnewawa to PeachIDIS Activity:

Project: 0008 - Gould Canal Trail: Minnewawa - Peach
PGM Year: 2022
Parks, Recreational Facilities (03F)Matrix Code:

Availability/accessibility
Create suitable living environmentsObjective:

Outcome:

Open
1033 5th St Clovis, CA 93612-1313
National Objective: LMA
Status:

Location:

Activity to prevent, prepare for, and respond to Coronavirus: No Initial Funding Date: 12/12/2022
Description:

This project will enhance features along the existing FID Gould Canal No. 97 canal bank so the canal can be used as a trail. This project involves the construction entry features and park amenities for sections of the FID Gould Canal No. 97 from Peach Avenue to Minnewawa Avenue. The work shall enhance features along the existing canal banks to be able to use the canal as an informal trail.

Financing
Fund Type Grant Year Grant Funded Amount Drawn In Program Year Drawn Thru Program Year Total

CDBG EN
Total
2022 B22MC060062 $134,255.00 $0.00 $0.00
$134,255.00 $0.00 $0.00
Proposed Accomplishments
Public Facilities : 1,060
Total Population in Service Area: 1,060
Census Tract Percent Low / Mod: 51.89
Annual Accomplishments
Years Accomplishment Narrative # Benefitting
2023 During the 2023 Program Year, the project underwent engineering, design and start of construction. 168
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Page:PR03 - CLOVIS 7 of 15
116 - 2022-2023 Brookhaven-Rosebrook Alley ReconstructionIDIS Activity:

Project: 0007 - Brookhaven/Rosebrook Alley Reconstruction PGM Year: 2022
Description:

Street Improvements (03K)Matrix Code:

Availability/accessibility
Create suitable living environmentsObjective:

Outcome:

Open
1033 5th St Clovis, CA 93612-1313
National Objective: LMA
Status:

Location:

Provide improvements to the BrookhavenRosebrook Alley.
05/16/2024Initial Funding Date:

Activity to prevent, prepare for, and respond to Coronavirus: No Financing
Fund Type Grant Year Grant Funded Amount Drawn In Program Year Drawn Thru Program Year Total

CDBG EN
Total
2022 B22MC060062 $200,000.00 $5,235.85 $5,235.85
$200,000.00 $5,235.85 $5,235.85
Proposed Accomplishments
People (General) : 1,855
Total Population in Service Area: 1,855
Census Tract Percent Low / Mod: 63.61
Annual Accomplishments
Years Accomplishment Narrative # Benefitting
2023 Project started construction in 2023-2024. Completion is scheduled for 2024-2025 program year. 169
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118 - 2023-2024 Housing Rehabilitation Program GrantsIDIS Activity:

Project: 0002 - 2023-2024 Housing Rehabilitation Program Grants PGM Year: 2023
Description:

Rehab; Single-Unit Residential (14A)Matrix Code:

Availability/accessibility
Provide decent affordable housingObjective:

Outcome:

Completed 6/30/2024 12:00:00 AM
Address Suppressed
National Objective: LMH
Status:

Location:

The Program will provide funding assistance for rehabilitation and repair services for low-income owner-occupied single family homes (including mobile homes) to conduct health, safety, accessibility, weatherization, andor other eligible repairs for approximately 125 homes, over the next five (5) years.

Assistance will be provided in the form of a grant, in the amount of up to $8,000.00 in CDBG funds per home for direct repairs.

CDBG funded activities will additionally include all delivery costs including program administration, which includes project management, inspection and construction management of the rehabilitation andor repair activities.

The average total cost for CDBG funds per home is approximately $9,700, which includes program administration as stated previously.

All homes assisted will be located within the incorporated City of Clovis city limits.

CDBG grant assistance may be combined with other state andor local grants or loans (example: State of California-CalHome Program Loans), to provide for additional needed and eligible repairs.

The time period for this reviewprogram covers July 1, 2023, or soon thereafter, to June 30, 2028 (5 years). 09/22/2023Initial Funding Date:

Activity to prevent, prepare for, and respond to Coronavirus: No Financing
Fund Type Grant Year Grant Funded Amount Drawn In Program Year Drawn Thru Program Year Total

CDBG EN
Total
2021
2022
2023
B21MC060062
B22MC060062
B23MC060062
$116,329.13 $116,329.13 $116,329.13
$4,100.12 $4,100.12 $4,100.12
$73,513.54 $73,513.54 $73,513.54
$193,942.79 $193,942.79 $193,942.79
Proposed Accomplishments
Housing Units : 20
Number assisted:

Actual Accomplishments
Person
Hispanic
0 0
0 0
0White:

Black/African American:

Asian:

American Indian/Alaskan Native:

Native Hawaiian/Other Pacific Islander:

Owner
Total Hispanic
13 2
0 0
0 0
0 0
0 0
Renter
Total Hispanic
0 0
0 0
0 0
0 0
0 0
Total
Total Hispanic Total
0 0
0 0
0 13
0 0
0 0
2 0
0 0
0 170
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0 0
0 0
0 0
0 0
0Total:

American Indian/Alaskan Native & White:

Asian White:

Black/African American & White:

American Indian/Alaskan Native & Black/African American:

Other multi-racial:

Asian/Pacific Islander:

Hispanic:
15 3
1 0
0 0
0 0
0 0
1 1
0 0
0 0
0 0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 1
0 0
0 1
0 0
0 0
0 0
1 0
0 15 3 0
Female-headed Households: 8 0 8
Income Category:

Low Mod
Moderate
Extremely Low
Non Low Moderate
Total
Percent Low/Mod
Owner
2 13
0 0
15 100.0%
Renter
0 0
0 0
0 Total
2 13
0 0
15 100.0%
Person
0 0
0 0
0 Annual Accomplishments
Years Accomplishment Narrative # Benefitting
2023 CDBG funding was utilized to provide up to $8,000 in grant funds to rehabilitate homes of low-income home-owners. A total of 15 homeowners were assisted. Of these applicants, seven homeowners also received a State of California CalHome loan to provide necessary repairs to alleviate health and safety needs. CDBG funds were also utilized to pay for lead testing on these homes. No homes required abatement. 171
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119 - 2023-2024 CDBG Programs AdministrationIDIS Activity:

Project: 0001 - 2023-2024 CDBG Administration
PGM Year: 2023
Description:

General Program Administration (21A)Matrix Code:

Objective:

Outcome:

Completed 6/30/2024 12:00:00 AM
,
National Objective:

Status:

Location:

City staff administration of CDBG-funded projects and programs. 09/27/2023Initial Funding Date:

Activity to prevent, prepare for, and respond to Coronavirus: No Financing
Fund Type Grant Year Grant Funded Amount Drawn In Program Year Drawn Thru Program Year Total

CDBG EN
Total
2023 B23MC060062 $130,508.00 $130,508.00 $130,508.00
$130,508.00 $130,508.00 $130,508.00
Proposed Accomplishments
Number assisted:

Actual Accomplishments
Person
Hispanic
0 White:

Black/African American:

Total:

Asian:

American Indian/Alaskan Native:

Native Hawaiian/Other Pacific Islander:

American Indian/Alaskan Native & White:

Asian White:

Black/African American & White:

American Indian/Alaskan Native & Black/African American:

Other multi-racial:

Asian/Pacific Islander:

Hispanic:

Owner
Total Hispanic
0 0
Renter
Total Hispanic
0 0
Total
Total Hispanic Total
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0 0
Female-headed Households: 0 172
AGENDA ITEM NO. 18.
19-Aug-2024
U.S. Department of Housing and Urban Development
12:17
11 Date:

Time:

Page:

Office of Community Planning and Development
Integrated Disbursement and Information System
CDBG Activity Summary Report (GPR) for Program Year 2023 CLOVIS
Page:PR03 - CLOVIS 11 of 15
Income Category:

Low Mod
Moderate
Extremely Low
Non Low Moderate
Total
Percent Low/Mod
Owner
0 Renter
0 Total
0 0
0 0
0 Person
0 Annual Accomplishments
No data returned for this view. This might be because the applied filter excludes all data. 173
AGENDA ITEM NO. 18.
19-Aug-2024
U.S. Department of Housing and Urban Development
12:17
12 Date:

Time:

Page:

Office of Community Planning and Development
Integrated Disbursement and Information System
CDBG Activity Summary Report (GPR) for Program Year 2023 CLOVIS
Page:PR03 - CLOVIS 12 of 15
120 - 2023-2024 Microenterprise Culinary KitchenIDIS Activity:

Project: 0003 - 2023-2024 Microenterprise Community Kitchen PGM Year: 2023
Description:

Micro-Enterprise Assistance (18C)Matrix Code:

Sustainability
Create economic opportunitiesObjective:

Outcome:

Completed 6/30/2024 12:00:00 AM
3185 Willow Ave Clovis, CA 93612-4738
National Objective: LMJ
Status:

Location:

Provide grants to low-income individuals to start a business.

CDBG funds are utilized to pay for space and use fees at the Clovis Culinary Kitchen. 09/27/2023Initial Funding Date:

Activity to prevent, prepare for, and respond to Coronavirus: No Financing
Fund Type Grant Year Grant Funded Amount Drawn In Program Year Drawn Thru Program Year Total

CDBG EN
Total
2022
2023
B22MC060062
B23MC060062
$4,154.35 $4,154.35 $4,154.35
$45,800.91 $45,800.91 $45,800.91
$49,955.26 $49,955.26 $49,955.26
Proposed Accomplishments
Jobs : 10
Number assisted:

Actual Accomplishments
Person
Hispanic
0 0
0 0
0 0
0 0
0 0
1White:

Black/African American:

Asian:

American Indian/Alaskan Native:

Native Hawaiian/Other Pacific Islander:

American Indian/Alaskan Native & White:

Asian White:

Black/African American & White:

American Indian/Alaskan Native & Black/African American:

Other multi-racial:

Asian/Pacific Islander:

Owner
Total Hispanic
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
Renter
Total Hispanic
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
Total
Total Hispanic Total
5 2
0 0
0 0
0 0
0 1
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 174
AGENDA ITEM NO. 18.
19-Aug-2024
U.S. Department of Housing and Urban Development
12:17
13 Date:

Time:

Page:

Office of Community Planning and Development
Integrated Disbursement and Information System
CDBG Activity Summary Report (GPR) for Program Year 2023 CLOVIS
Page:PR03 - CLOVIS 13 of 15
0 0
1Total:

Hispanic:
0 0
0 0
0 0 0
0 0 0
0 0 8
Female-headed Households: 0 0 0
Income Category:

Low Mod
Moderate
Extremely Low
Non Low Moderate
Total
Percent Low/Mod
Owner
0 0
0 0
0 Renter
0 0
0 0
0 Total
0 0
0 0
0 Person
4 4
0 0
8 100.0%
Annual Accomplishments
Years Accomplishment Narrative # Benefitting
2023 The Micro-Enterprise Culinary Kitchen CDBG Program paid for the costs for LMI small-business entrepreneurs to utilize the Clovis Culinary Center (a commercial kitchen) for the purpose of expanding their food-based micro-business. Eight entrepreneurs were assisted during the program year
175
AGENDA ITEM NO. 18.
19-Aug-2024
U.S. Department of Housing and Urban Development
12:17
14 Date:

Time:

Page:

Office of Community Planning and Development
Integrated Disbursement and Information System
CDBG Activity Summary Report (GPR) for Program Year 2023 CLOVIS
Page:PR03 - CLOVIS 14 of 15
121 - 2023-2024 Brookhaven Alley ImprovementsIDIS Activity:

Project: 0004 - 2023-2024 Brookfield/Cole/Rosebrook Alley Reconstruction PGM Year: 2023
Description:

Street Improvements (03K)Matrix Code:

Availability/accessibility
Create suitable living environmentsObjective:

Outcome:

Open
1033 5th St Clovis, CA 93612-1313
National Objective: LMA
Status:

Location:

Provide improvements to several alleys in the BrookhavenRosebrook areas. 05/17/2024Initial Funding Date:

Activity to prevent, prepare for, and respond to Coronavirus: No Financing
Fund Type Grant Year Grant Funded Amount Drawn In Program Year Drawn Thru Program Year Total

CDBG EN
Total
2023 B23MC060062 $341,987.00 $0.00 $0.00
$341,987.00 $0.00 $0.00
Proposed Accomplishments
People (General) : 1,855
Total Population in Service Area: 1,855
Census Tract Percent Low / Mod: 63.61
Annual Accomplishments
Years Accomplishment Narrative # Benefitting
2023 Project started construction in 2023-2024. Completion is scheduled for 2024-2025 program year. 176
AGENDA ITEM NO. 18.
19-Aug-2024
U.S. Department of Housing and Urban Development
12:17
15 Date:

Time:

Page:

Office of Community Planning and Development
Integrated Disbursement and Information System
CDBG Activity Summary Report (GPR) for Program Year 2023 CLOVIS
Page:PR03 - CLOVIS 15 of 15
$1,972,496.05
$784,853.68
$1,139,490.65
Total Funded Amount:

Total Drawn In Program Year:

Total Drawn Thru Program Year:
177
AGENDA ITEM NO. 18.

Attachment 2
PR26 - CDBG Financial Summary Report
2022 Program Year
178
AGENDA ITEM NO. 18.

PR26 - CDBG Financial Summary Report
U.S. Department of Housing and Urban Development
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 1
12:54
08-19-24
Program Year 2023

CLOVIS , CA
Metrics
Grantee
Program Year
PART I: SUMMARY OF CDBG RESOURCES
01 UNEXPENDED CDBG FUNDS AT END OF PREVIOUS PROGRAM YEAR 02 ENTITLEMENT GRANT
03 SURPLUS URBAN RENEWAL
04 SECTION 108 GUARANTEED LOAN FUNDS
05 CURRENT YEAR PROGRAM INCOME
05a CURRENT YEAR SECTION 108 PROGRAM INCOME (FOR SI TYPE) 06 FUNDS RETURNED TO THE LINE-OF-CREDIT
06a FUNDS RETURNED TO THE LOCAL CDBG ACCOUNT
07 ADJUSTMENT TO COMPUTE TOTAL AVAILABLE
08 TOTAL AVAILABLE (SUM, LINES 01-07)
PART II: SUMMARY OF CDBG EXPENDITURES
09 DISBURSEMENTS OTHER THAN SECTION 108 REPAYMENTS AND PLANNING/ADMINISTRATION 10 ADJUSTMENT TO COMPUTE TOTAL AMOUNT SUBJECT TO LOW/MOD BENEFIT 11 AMOUNT SUBJECT TO LOW/MOD BENEFIT (LINE 09 + LINE 10) 12 DISBURSED IN IDIS FOR PLANNING/ADMINISTRATION
13 DISBURSED IN IDIS FOR SECTION 108 REPAYMENTS
14 ADJUSTMENT TO COMPUTE TOTAL EXPENDITURES
15 TOTAL EXPENDITURES (SUM, LINES 11-14)
16 UNEXPENDED BALANCE (LINE 08 - LINE 15)
PART III: LOWMOD BENEFIT THIS REPORTING PERIOD
17 EXPENDED FOR LOW/MOD HOUSING IN SPECIAL AREAS
18 EXPENDED FOR LOW/MOD MULTI-UNIT HOUSING
19 DISBURSED FOR OTHER LOW/MOD ACTIVITIES
20 ADJUSTMENT TO COMPUTE TOTAL LOW/MOD CREDIT
21 TOTAL LOW/MOD CREDIT (SUM, LINES 17-20)
22 PERCENT LOW/MOD CREDIT (LINE 21/LINE 11)

LOW/MOD BENEFIT FOR MULTI-YEAR CERTIFICATIONS
23 PROGRAM YEARS(PY) COVERED IN CERTIFICATION
24 CUMULATIVE NET EXPENDITURES SUBJECT TO LOW/MOD BENEFIT CALCULATION 25 CUMULATIVE EXPENDITURES BENEFITING LOW/MOD PERSONS
26 PERCENT BENEFIT TO LOW/MOD PERSONS (LINE 25/LINE 24) PART IV: PUBLIC SERVICE (PS) CAP CALCULATIONS
27 DISBURSED IN IDIS FOR PUBLIC SERVICES
28 PS UNLIQUIDATED OBLIGATIONS AT END OF CURRENT PROGRAM YEAR 29 PS UNLIQUIDATED OBLIGATIONS AT END OF PREVIOUS PROGRAM YEAR 30 ADJUSTMENT TO COMPUTE TOTAL PS OBLIGATIONS
31 TOTAL PS OBLIGATIONS (LINE 27 + LINE 28 - LINE 29 + LINE 30) 32 ENTITLEMENT GRANT
33 PRIOR YEAR PROGRAM INCOME
34 ADJUSTMENT TO COMPUTE TOTAL SUBJECT TO PS CAP
35 TOTAL SUBJECT TO PS CAP (SUM, LINES 32-34)
36 PERCENT FUNDS OBLIGATED FOR PS ACTIVITIES (LINE 31/LINE 35) PART V: PLANNING AND ADMINISTRATION (PA) CAP
37 DISBURSED IN IDIS FOR PLANNING/ADMINISTRATION
38 PA UNLIQUIDATED OBLIGATIONS AT END OF CURRENT PROGRAM YEAR 39 PA UNLIQUIDATED OBLIGATIONS AT END OF PREVIOUS PROGRAM YEAR 40 ADJUSTMENT TO COMPUTE TOTAL PA OBLIGATIONS
41 TOTAL PA OBLIGATIONS (LINE 37 + LINE 38 - LINE 39 +LINE 40) 42 ENTITLEMENT GRANT
43 CURRENT YEAR PROGRAM INCOME
44 ADJUSTMENT TO COMPUTE TOTAL SUBJECT TO PA CAP
45 TOTAL SUBJECT TO PA CAP (SUM, LINES 42-44)
46 PERCENT FUNDS OBLIGATED FOR PA ACTIVITIES (LINE 41/LINE 45)

CLOVIS , CA
2,023.00

872,373.98
652,542.00

0.00 0.00
10,000.00

0.00 0.00

0.00 0.00
1,534,915.98

643,731.07

0.00 643,731.07
130,508.00

0.00 0.00
774,239.07
760,676.91

0.00 0.00
643,731.07

0.00 643,731.07
100.00%

PY: 2023 PY: 2024 PY: 2025
643,731.07
643,731.07
100.00%

0.00 0.00

0.00 0.00

0.00 652,542.00
16,953.00

0.00 669,495.00

0.00%

130,508.00

0.00 0.00

0.00 130,508.00
652,542.00
10,000.00

0.00 662,542.00

19.70%
179
AGENDA ITEM NO. 18.

PR26 - CDBG Financial Summary Report
U.S. Department of Housing and Urban Development
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 2
12:54
08-19-24
Program Year 2023

CLOVIS , CA
LINE 17 DETAIL: ACTIVITIES TO CONSIDER IN DETERMINING THE AMOUNT TO ENTER ON LINE 17 No data returned for this view. This might be because the applied filter excludes all data.

LINE 18 DETAIL: ACTIVITIES TO CONSIDER IN DETERMINING THE AMOUNT TO ENTER ON LINE 18 No data returned for this view. This might be because the applied filter excludes all data.

LINE 19 DETAIL: ACTIVITIES INCLUDED IN THE COMPUTATION OF LINE 19 Plan
Year
IDIS
Project
IDIS
Activity
Voucher
Number Activity Name Matrix
Code
National
Objective Drawn Amount
2020
2022

2023
2023
2023
2023
2023
2023
2023
2023

2023
2023
2023
2023
2023
2023
2023

Total
3 7
2 2
2 2
2 2
2 2
3 3
3 3
3 3
3 100
116
118
118
118
118
118
118
118
118
120
120
120
120
120
120
120
6806531
6904269
6826271
6838359
6868188
6898222
6904269
6914515
6926527
6931659
6826271
6838359
6868188
6898222
6904269
6914515
6926527
Dennis-Beverly/Mitchell Beverly-San Jose Alley Reconstruction 2022-2023 Brookhaven-Rosebrook Alley Reconstruction
2023-2024 Housing Rehabilitation Program Grants
2023-2024 Housing Rehabilitation Program Grants
2023-2024 Housing Rehabilitation Program Grants
2023-2024 Housing Rehabilitation Program Grants
2023-2024 Housing Rehabilitation Program Grants
2023-2024 Housing Rehabilitation Program Grants
2023-2024 Housing Rehabilitation Program Grants
2023-2024 Housing Rehabilitation Program Grants
2023-2024 Microenterprise Culinary Kitchen
2023-2024 Microenterprise Culinary Kitchen
2023-2024 Microenterprise Culinary Kitchen
2023-2024 Microenterprise Culinary Kitchen
2023-2024 Microenterprise Culinary Kitchen
2023-2024 Microenterprise Culinary Kitchen
2023-2024 Microenterprise Culinary Kitchen
03K
03K
03K
14A
14A
14A
14A
14A
14A
14A
14A
14A
18C
18C
18C
18C
18C
18C
18C
18C
LMA
LMA
Matrix Code 03K
LMH
LMH
LMH
LMH
LMH
LMH
LMH
LMH
Matrix Code 14A
LMJ
LMJ
LMJ
LMJ
LMJ
LMJ
LMJ
Matrix Code 18C
$394,597.17
$5,235.85
$399,833.02
$24,666.84
$9,589.50
$27,038.47
$12,218.73
$36,447.80
$21,338.42
$25,727.20
$36,915.83
$193,942.79
$6,787.34
$8,373.72
$7,039.02
$14,280.46
$4,436.74
$7,595.69
$1,442.29
$49,955.26
$643,731.07
LINE 27 DETAIL: ACTIVITIES INCLUDED IN THE COMPUTATION OF LINE 27 No data returned for this view. This might be because the applied filter excludes all data.

LINE 37 DETAIL: ACTIVITIES INCLUDED IN THE COMPUTATION OF LINE 37 Plan
Year
IDIS
Project
IDIS
Activity
Voucher
Number Activity Name Matrix
Code
National
Objective Drawn Amount
2023
2023
2023
2023

Total
1 1
1 1
119
119
119
119
6826271
6838359
6868188
6898222
2023-2024 CDBG Programs Administration
2023-2024 CDBG Programs Administration
2023-2024 CDBG Programs Administration
2023-2024 CDBG Programs Administration
21A
21A
21A
21A
21A Matrix Code 21A
$49,467.03
$16,432.33
$31,093.85
$33,514.79
$130,508.00
$130,508.00
180
AGENDA ITEM NO. 18.

Attachment 3:

PR26 - CDBG-CV Financial
Summary Report
181
AGENDA ITEM NO. 18.

PR26 - CDBG-CV Financial Summary Report
U.S. Department of Housing and Urban Development
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 1
13:35
08-19-24

CLOVIS , CA
Metrics
New Grantee (CV)
PART I: SUMMARY OF CDBG-CV RESOURCES
01 CDBG-CV GRANT
02 FUNDS RETURNED TO THE LINE-OF-CREDIT
03 FUNDS RETURNED TO THE LOCAL CDBG ACCOUNT
04 TOTAL CDBG-CV FUNDS AWARDED
PART II: SUMMARY OF CDBG-CV EXPENDITURES
05 DISBURSEMENTS OTHER THAN SECTION 108 REPAYMENTS AND PLANNING/ADMINISTRATION 06 DISBURSED IN IDIS FOR PLANNING/ADMINISTRATION
07 DISBURSED IN IDIS FOR SECTION 108 REPAYMENTS
08 TOTAL EXPENDITURES (SUM, LINES 05 - 07)
09 UNEXPENDED BALANCE (LINE 04 - LINE8 )
PART III: LOWMOD BENEFIT FOR THE CDBG-CV GRANT
10 EXPENDED FOR LOW/MOD HOUSING IN SPECIAL AREAS
11 EXPENDED FOR LOW/MOD MULTI-UNIT HOUSING
12 DISBURSED FOR OTHER LOW/MOD ACTIVITIES
13 TOTAL LOW/MOD CREDIT (SUM, LINES 10 - 12)
14 AMOUNT SUBJECT TO LOW/MOD BENEFIT (LINE 05)
15 PERCENT LOW/MOD CREDIT (LINE 13/LINE 14)
PART IV: PUBLIC SERVICE (PS) CALCULATIONS
16 DISBURSED IN IDIS FOR PUBLIC SERVICES
17 CDBG-CV GRANT
18 PERCENT OF FUNDS DISBURSED FOR PS ACTIVITIES (LINE 16/LINE 17) PART V: PLANNING AND ADMINISTRATION (PA) CAP
19 DISBURSED IN IDIS FOR PLANNING/ADMINISTRATION
20 CDBG-CV GRANT
21 PERCENT OF FUNDS DISBURSED FOR PA ACTIVITIES (LINE 19/LINE 20)

CLOVIS , CA

1,245,596.00

0.00 0.00
1,245,596.00

1,073,665.42
9,931.33

0.00 1,083,596.75
161,999.25

0.00 0.00
1,073,665.42
1,073,665.42
1,073,665.42
100.00%

1,073,665.42
1,245,596.00

86.20%

9,931.33
1,245,596.00

0.80%
182
AGENDA ITEM NO. 18.

PR26 - CDBG-CV Financial Summary Report
U.S. Department of Housing and Urban Development
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 2
13:35
08-19-24

CLOVIS , CA
LINE 10 DETAIL: ACTIVITIES TO CONSIDER IN DETERMINING THE AMOUNT TO ENTER ON LINE 10 No data returned for this view. This might be because the applied filter excludes all data.

LINE 11 DETAIL: ACTIVITIES TO CONSIDER IN DETERMINING THE AMOUNT TO ENTER ON LINE 11 No data returned for this view. This might be because the applied filter excludes all data.

LINE 12 DETAIL: ACTIVITIES INCLUDED IN THE COMPUTATION OF LINE 12 Plan Year IDIS Project IDIS
Activity
Voucher
Number Activity Name Matrix
Code
National
Objective Drawn Amount
2019
Total
6 7
8 96
97 110
6429935
6485973
6429935
6485973
6778536
6821977
6881042
Senior Meals on Wheels Program - CV
Senior Meals on Wheels Program - CV
Emergency Housing Payments - CV
Emergency Housing Payments - CV
Emergency Utility Payments CDBG-CV 2022
Emergency Utility Payments CDBG-CV 2022
Emergency Utility Payments CDBG-CV 2022
05A
05A
05Q
05Q
05Q
05Q
05Q
LMC
LMC
LMC
LMC
LMC
LMC
LMC
$241,214.00
$102,534.00
$200,000.00
$500,000.00
$20,584.62
$5,589.75
$3,743.05
$1,073,665.42
LINE 16 DETAIL: ACTIVITIES INCLUDED IN THE COMPUTATION OF LINE 16 Plan Year IDIS Project IDIS
Activity
Voucher
Number Activity Name Matrix
Code
National
Objective Drawn Amount
2019
Total
6 7
8 96
97 110
6429935
6485973
6429935
6485973
6778536
6821977
6881042
Senior Meals on Wheels Program - CV
Senior Meals on Wheels Program - CV
Emergency Housing Payments - CV
Emergency Housing Payments - CV
Emergency Utility Payments CDBG-CV 2022
Emergency Utility Payments CDBG-CV 2022
Emergency Utility Payments CDBG-CV 2022
05A
05A
05Q
05Q
05Q
05Q
05Q
LMC
LMC
LMC
LMC
LMC
LMC
LMC
$241,214.00
$102,534.00
$200,000.00
$500,000.00
$20,584.62
$5,589.75
$3,743.05
$1,073,665.42
LINE 19 DETAIL: ACTIVITIES INCLUDED IN THE COMPUTATION OF LINE 19 Plan Year IDIS Project IDIS
Activity
Voucher
Number Activity Name Matrix
Code
National
Objective Drawn Amount
2019
Total
9 111 6694033
6717106
6740733
6782147
6821977
6881042
CDBG-CV Administration 2022-2023
CDBG-CV Administration 2022-2023
CDBG-CV Administration 2022-2023
CDBG-CV Administration 2022-2023
CDBG-CV Administration 2022-2023
CDBG-CV Administration 2022-2023
21A
21A
21A
21A
21A
21A
$1,796.76
$1,629.62
$2,716.03
$2,507.11
$334.28
$947.53
$9,931.33
183
AGENDA ITEM NO. 18.

Attachment 4
Public Notices

PLACEHOLDER
184
AGENDA ITEM NO. 18.

Attachment 5
Clovis City Council Resolution

PLACEHOLDER
185
AGENDA ITEM NO. 18.

TO: Mayor and City Council
FROM: Planning and Development Services
DATE: September 16, 2024
SUBJECT: Consider Approval - Res. 24 -___, a request to authorize the City Manager to execute a consultant agreement between the City of Clovis and De Novo Planning Group in the amount of $2,776,513 for services related to the preparation of the General Plan update.

Staff: Lily Cha, Senior Planner
Recommendation: Approve

ATTACHMENTS: 1. Res. 24___, Consultant Proposal

RECOMMENDATION
Staff recommends that the City Council approve a resolution authorizing the City Manager to execute a consultant agreement between the City of Clovis and De Novo Planning Group (De Novo) for services related to the preparation of the General Plan update.

EXECUTIVE SUMMARY
The City of Clovis last adopted its General Plan in August 2014, marking the first major update since 1993. As the City continues to grow and evolve, the need for a comprehensive update to the General Plan has become increasingly evident . Several factors, not limited to changes in state law, housing density requirements, environmental and land use constraints, infrastructure planning, and the interest in expanding the City’s sphere of influence, have driven the need for this update. Following a thorough competitive selection process, staff has identified De Novo as the preferred consultant to lead this crucial endeavor and a final scope and cost proposal have been negotiated. Total compensation for the project, including all optional tasks and contingency amounts, is $2,776,513. Approval of this contract will enable the City to move forward with a strategic and thoughtful update to the General Plan.

BACKGROUND
General Plan History and Need for Update
The City’s current General Plan, adopted in August 2014, provided a foundational framework for land use transportation, housing, and other key elements. However, since its adoption, significant changes have occurred, both within the City and in the broader legislative and 186
AGENDA ITEM NO. 19.
environmental context. State law has evolved, particularly in areas related to housing density and environmental regulations. Additionally, the City has experienced increased demand for infrastructure improvement and commercial redevelopment, and there is growing interest in expanding the City’s sphere of influence.

Recognizing these changes, the City Council authorized an audit of the General Plan in May 2022, which was conducted by De Novo. The audit, completed in August 2023, confirmed the necessity of a comprehensive update to address these evolving factors.

Request for Proposals and Consultant Selection
Following the General Plan audit, the City Council directed staff to proceed with initiating a comprehensive update. Staff issued a Request for Proposal (RFP) on March 2 0, 2024, inviting qualified firms to submit proposals . By the close of the submission period on April 22, 2024, three proposals were received.

A scoring committee, comprised of representatives from multiple City departments, was established to evaluate the proposals based on criteria such as experience, approach, and cost.

After reviewing the proposals and conducting interviews in late July 2024, the committee selected De Novo as the preferred consultant. De Novo’s extensive experience with similar projects, coupled with their approach mad e them the ideal candidate for this project. Key considerations in the committee’s selection included the following:

 The strength of De Novo’s understanding of the City’s goals and objectives for the General Plan update.

 The principal and founder -led approach of the firm, and specifically the experience and expertise of the designated project manager.

 The proposed approach to analyzing and presenting alternative land use scenarios.

 De Novo’s experience over the last five years working on City of Clovis and other Central Valley projects.

 The firm’s commitment to delivering an on-time and on-budget general plan update, and the willingness and flexibility they have demonstrated to adjust their scope to meet changing priorities during the course of the effort.

It’s important to note that prior to issuing an RFP for the General Plan Audit in 2022 , staff conferred with the City Attorney as to whether a firm selected to prepare the Audit could later be selected to prepare a comprehensive general plan update. The Attorney’s office concluded that no conflict would exist and there is no prohibition to selecting the same fi rm to work on both projects. The selection of each consultant occurs through a separate competitive process and the work products are independent from one another. This information was included in the RFP for the Audit, providing notice to all firms that might choose to submit a proposal. It should also be noted that De Novo did not participate in the development of the RFP for the comprehensive General Plan update nor did the firm provide any cost estimates. 187
AGENDA ITEM NO. 19.

PROPOSAL AND ANALYSIS
De Novo Planning Group is a land use and environmental planning firm with expertise in community planning, environmental studies, and sustainability planning. Their proposal, included as Attachment 1A to this report, details their experience, project approach, scope of work, and budget.

Scope of Work, Cost, and Timeline
The full scope of work from De Novo is provided in Attachment 1A. As is common in the RFP and proposal process, the initial proposed scope is often refined to finalize the specific details.

If the City Council approves moving forward, staff will collaborate with De Novo to adjust and finalize the scope of work as needed before beginning the project. Key components of the scope of work include:

 Task 1: Project Management and Coordination – As the lead consultant of a multidisciplinary professional services team, De Novo will be responsible for all coordination activities including coordination of subconsultants and administrative tasks.

This includes regular meetings with staff, and meetings and overviews for the technical advisory committee (TAC).

 Task 2: Project Initiation – This task includes the kick -off meeting for the project, refinement of the project schedule and work plan, and data gathering.

 Task 3: Community Participation Program – De Nov o will collaborate with staff to develop a comprehensive community outreach program designed to foster active public engagement in the General Plan update. This program will also include the creation of a graphic identity template, the development of a dedicated website, digital engagement tools, and the production of educational materials and announcements. The outreach program will also outline key meetings, such as kick -off even ts, workshops, pop -up events, focus groups, General Plan Advisory Committee (GPAC) meetings, status updates to the City Council, and public hearings. While the GPAC plays a key role in the update process, their involvement won’t be needed until the latter half of the first year after the project begins. The GPAC will be formed shortly before then, with the exact timeline determined once the project schedule is finalized.

 Task 4: Existing Conditions Report – The Existing Conditions Report is a key element of the General Plan update, taking place during the first year or Phase 1 of the process.

This report will assess development patterns, natural resources, socioeconomic conditions, and environmental constraints within the City, as well as outline the regulatory environment for each area. It will serve as a vital resource for the City Council, Planning Commission, City staff, and the consultant team.

 Task 5: Issues and Opportunities Report – The Issues and Opportunities Report is another critical element of Phase 1, to be completed during the first year of the update process. This report will identify key issues and opportunities that will inform the development of a comprehensive and cohesive policy approach. It will be based on the 188
AGENDA ITEM NO. 19.
vision statement and core values gathered from the community, GPAC, and other stakeholders.

 Task 6: Land Use Alternatives – This task, scheduled for Phase 2 in the second year of the process, involves developing three land use alternative maps projecting growth over the next 20 years. A detailed report outlining each alternative will also be provided for review.

 Task 7: General Plan Update – This task, scheduled for Phase 3 in the third year of the process, involves the preparation of the General Plan as guided by the earlier processes.

 Task 8: Environmental Impact Report – This task, scheduled for Phase 3 in the third year of the process, involves the preparation of the program -level EIR for the General Plan.

 Task 9: Zoning Code Updates – Following the adoption of the General Plan, De Novo will collaborate with staff on a comprehensive update of the Zoning Code (Clovis Municipal Code) to support the goals and vision outlined in the plan. Given the uncertainty regarding the extent of changes required, the scope of work has been initially estimated and will need further refinement before this task begins. The budget will be adjusted as necessary during this process.

 Task 10: Optional Task – Community Plan U pdate – This optional task involves updating the Clovis Community Plan, a Fresno County -managed document that defines objectives and policies for Clovis’ growth areas, to be undertaken after the General Plan update. Given the uncertainty around the scope o f work, it has been roughly estimated and will require further refinement before starting. The budget will be adjusted as needed throughout the process.

Based on staff’s research leading up to the issuance of the RFP, preliminary estimates for the scope of work were up to approximately $3 Million. The total cost for the General Plan update, including contingency, as proposed by De Novo, is $2,283,194. If the optional task and rough estimates for tasks 9 and 10 are included, the total cost is $2,776,513. Th e budget will be adjusted as necessary when these tasks are refined and initiated. This budget covers all required and optional items outlined in the scope of work to complete the General Plan update.

De Novo is dedicated to completing the entire project within a three-year timeframe. The update will be divided into three distinct phases, each lasting approximately one year, with some overlap between key tasks. A more detailed project schedule will be created after the project kickoff. The phases are as follows:

 Phase 1 - Visioning and Existing Conditions

 Phase 2 - Land Use Alternatives

 Phase 3 - General Plan and EIR
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FISCAL IMPACT
During the development of the 2014 General Plan, the City Council established a financing mechanism to support long -term and strategic planning initiatives such as the General Plan update. This system involves collecting fees based on the value of ongoing construction, which applies to all building permits. These funds are classified as the City’s General Plan Consultant revenues, and sufficient capacity is available to cover the cost of the General Plan update. The total contract amount, including contingencies and optional tasks for the General Plan update , is $2,776,513.

REASON FOR RECOMMENDATION
Staff recommends that the City Council approve the contract execution with De Novo to work on the General Plan update. Partnering with an experienced firm will ensure that the City receives expert guidance in aligning the plan with state requirements, addressing emerging community needs, and developing a clear, actionable roadmap for future growth. This collaboration will also streamline the planning process, ensuring that the update is comprehensive, timely, and reflective of the community’s vision.

ACTIONS FOLLOWING APPROVAL
With the City Council approval, staff will collaborate with De Novo to finalize a standard consultant agreement for the proposed scope of work, to be executed by the City Manager. Staff and De Novo will then refine the project work plan and schedule, and begin work on the General Plan update.

CONFLICT OF INTEREST
None.

Prepared by: Lily Cha, Senior Planner

Reviewed by: City Manager JH
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Attachment 1
RESOLUTION 24-__

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CLOVIS

AUTHORIZING THE CITY MANAGER TO EXECUTE A CONSULTANT AGREEMENT

BETWEEN THE CITY OF CLOVIS AND DE NOVO PLANNING GROUP (DE NOVO) FOR

SERVICES RELATED TO THE PREPARATION OF THE GENERAL PLAN UPDATE

WHEREAS, the City requires assistance from an external consulting firm to assist with the update of the General Plan and related services; and

WHEREAS, the City issued a Request for Proposal (RFP) on March 20, 2024, soliciting proposals for the update of the Clovis General Plan (General Plan) from qualified planning firms; and
WHEREAS, after soliciting proposals through the RFP process, De Novo Planning Group was selected to perform these services based on the firms expertise and experience preparing General Plan updates.

NOW, THEREFORE, BE IT RESOLVED , that the City of Clovis authorizes the City Manager to execute a consultant agreement (attached hereto as Attachment A) between the City of Clovis and De Novo Planning Group for services related to the preparation of the General Plan update.

* * * * *

The foregoing resolution was introduced and adopted at a regular meeting of the City Council of the City of Clovis held on September 16, 2024, by the following vote, to wit:

AYES:

NOES:

ABSENT:

ABSTAIN:

DATED: September 16, 2024

______________________________ ______________________________ Mayor City Clerk

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Professional Services To Prepare the Clovis General
Plan Update and Environmental Impact Report
PREPARED FOR:

City of Clovis
Attn: Lily Cha, MPA, AICP
Senior Planner
PREPARED BY:

De Novo Planning Group
De Novo Planning Group
Contact: Ben Ritchie, Principal
1020 Suncast Ln #106
El Dorado Hills, CA 95762
(916) 949-3231

CITY OF CLOVIS
Submitted April 22, 2024
Attachment A
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iiiDe Novo Planning Group
City of Clovis: General Plan Update and Environmental Impact Report

TABLE OF CONTENTS
1 COVER LETTER 1
2 INTRODUCTION 5
3 TEAM ORGANIZATION
AND STAFFING 17
4 SCOPE OF WORK 45
5 SCHEDULE 85
6 BUDGET 87
7 REFERENCES 89
A RESUMES 91
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DE NOVO PLANNING GROUP
180 E MAIN STREET, SUITE 108 | TUSTIN CA 92780
[email protected] | (714) 453-7711 3
Speaking on behalf of the entire De Novo Planning Team, we would like to thank you for the opportunity to submit this proposal to comprehensively update the City of Clovis’ General Plan, and prepare the corresponding Program EIR. Based on our past work and knowledge of the unique needs of growing cities in the Central Valley, our review of the existing General Plan, and extensive recent experience preparing a wide range of planning and environmental projects throughout the region, we are confident that we have assembled a first-class team to undertake this exciting project and deliver the City with a world-class General Plan and EIR within a very competitively priced budget and schedule.

Our team will provide the City with an energetic and dedicated group of professionals with exceptional skills and qualifications. We are 100% committed to this project and will allocate our resources and energy in a way that will exceed all expectations, leaving the City with a useful General Plan that satisfies the community and your elected officials. Our goal is to serve as an extension of your staff in a capacity that will provide the tools, research, and professional knowledge to help craft a General Plan that will implement the vision of the City Council, staff, and the community.

We take tremendous pride in our ability to not only craft exceptional general plans, but to also prepare a useful and legally defensible EIR, which will serve the City well for years to come. We propose to craft the General Plan to be a self-mitigating document, wherein the policies and actions contained in the General Plan will also serve as implementing mitigation measures to be applied at the project level during the processing of subsequent applications and City programs.

This proven approach has been very successful in reducing the burdens placed on staff and the development community following general plan adoption.

De Novo Planning Group would serve as the prime consultant for this contract with the City.

We are joined by our excellent team of subconsultants, including Kearns & West (outreach and community participation), Kittelson (traffic), EPS (economics), JZMK (urban design), Provost & Pritchard (infrastructure), Duke CRM (cultural), and Saxelby Acoustics (noise). This project team has worked together on numerous recent General Plan Updates and EIRs and represents industry leaders from multiple fields.

Our team is led by De Novo Principal, Ben Ritchie, who will serve as the manager and principal in charge for this project. Mr. Ritchie is an owner/officer with the firm, and is authorized to negotiate on the firm’s behalf. Mr. Ritchie’s contact information is provided in the footer of this page.

De Novo Planning Group
A Land Use Planning, Design, and Environmental Firm
April 22, 2024
Lily Cha, MPA, AICP
Senior Planner
1033 Fifth Street
Clovis, CA 93612
SUBJECT: Proposal to Prepare the Clovis General Plan Update and EIR Dear Ms. Cha:
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Sincerely,
Ben Ritchie
Principal
We have structured this scope of work to best meet the City’s needs, as we understand them.

However, I would like to emphasize that we are more than happy to work collaboratively with the City to refine this scope of work and approach to best meet the City’s needs and expectations for this very important project.

It was a tremendous pleasure working with the City to prepare the General Plan Update Strategy Report last year. We look forward to the opportunity to continue providing services to Clovis, and to build on what we have already started.

We look forward to the opportunity to meet with you either in person to further discuss our proposal and our approach to the preparation of your General Plan and EIR. If you have any questions regarding this submittal, please do not hesitate to contact me at (916) 949-3231 or at [email protected].

DE NOVO PLANNING GROUP
180 E MAIN STREET, SUITE 108 | TUSTIN CA 92780
[email protected] | (714) 453-7711
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7De Novo Planning Group
City of Clovis: General Plan Update and Environmental Impact Report

INTRODUCTION

PROJECT UNDERSTANDING
The City of Clovis is seeking a qualified consulting firm who has demonstrated and relevant General Plan Update experience, to prepare a comprehensive update to the City’s General Plan and prepare a Program EIR in compliance with CEQA.

The successful consultant team must be familiar with the unique needs of growing communities in the Central Valley, and must have demonstrated success implementing a wide range of creative and impactful community outreach and participation tools, in order to maximize meaningful public participation, gain community support, and ensure that the Plan carries forward the vision and values of Clovis residents, businesses, and leadership. Clovis is a special City, and is deeply dedicated to maintaining the “Clovis way of life.” The City is renowned for its excellent public services, community safety, top tier parks and trails, and overall high quality of life. As the City continues to grow at a rapid pace, these qualities and characteristics must be preserved and amplified. The City is seeking a firm that will prepare an innovative and exceptional General Plan worth of the City.

As demonstrated throughout this proposal, the De Novo team is uniquely well-qualified to undertake this project. Our project team has completed comprehensive General Plan updates for numerous cities throughout the Central Valley, and we have extensive experience completing complex projects within the City of Clovis.

We have assembled an excellent team of industry-leading specialists to undertake this exciting and dynamic project.

The City is seeking a firm that will lead and manage all aspects of the General Plan Update, while coordinating with staff, the public, GPAC, the Planning Commission, and the City Council. The successful firm will be able to complete this comprehensive work effort within an approximately three-year schedule, and will maintain strict adherence to the project budget. The General Plan shall be prepared in accordance with State of California General Plan Guidelines and with California Government Code Section 65350 et seq. The Program EIR shall be completed in accordance with the Public Resources Code and applicable CEQA Guidelines.

The City’s General Plan was last comprehensively updated in 2014.

Although the current General Plan has effectively served the City, it has undergone multiple revisions and amendments to its land use diagram, and requires updating to accommodate evolving laws and housing trends. As we prepare the General Plan update, the 202
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existing General Plan will be reviewed in detail, and goals, policies, and programs that are serving the City well will be retained. However, the scope of work outlined in this proposal includes the full effort required to completely revamp and rewrite the entire General Plan to meet the City’s goals and priorities.

This General Plan update will provide the City with the opportunity to review its existing General Plan elements, add elements, revise and update its policies, objectives, and goals, and guide growth in the community through the year 2045 and beyond. There are a number of key issues and challenges that will need to be addressed throughout this process which will inform key policy direction developed for the updated General Plan. For example, there is a strong desire for orderly, cohesive growth that will necessitate expansion into, and potentially beyond, the City’s existing Sphere of Influence. The extension of infrastructure needed to support growth and expansion of the City will be confronted with funding challenges and must be planned for accordingly. Public safety and high-quality municipal services are a hallmark of Clovis, and the City must maintain high levels of services for residents and businesses into the future. The City also seeks to aggressively attract new industry, while at the same time, capitalize on its position as a medical hub in order to nurture the growth of the local medical and healthcare economy.

As described in greater detail below in this proposal, our work program includes a robust and detailed analysis of land use options and alternatives, which will provide a road map for orderly growth within and beyond the City’s SOI, identify strategic infill and revitalization opportunities, address future infrastructure and service challenges, and plan for expanded parks and open space resources to serve the City. Our analysis of potential growth patterns, development densities, and land use alternatives will be complemented by detailed analysis of economic and fiscal considerations, growth and housing potential, traffic implications, and infrastructure needs and constraints. This detailed analysis will serve as an invaluable tool for staff, the City Council, and the community at-large to help foster informed decision-making with respect to future growth patterns, and their implications.

There have been a number of changes to state Planning and Zoning Law in regards to the topics General Plans are required to address.

General Plans are still required to cover seven primary elements:
land use, housing, circulation, conservation, open space, noise, and safety. However, within the context of these overarching elements the State has provided direction on how to cover specific topics including climate change and resiliency, environmental justice, wildfire risk, urban/wildland interface, flooding, complete streets, 203
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City of Clovis: General Plan Update and Environmental Impact Report and transportation impact metrics. In addition, the California Office of Planning and Research (OPR) updated its General Plan Guidelines in 2017, which must be considered and followed when undertaking a General Plan Update. Our team has completed several comprehensive General Plan updates utilizing OPR’s current Guidelines.

A solid General Plan is the bedrock for future growth and development in the City and it supports other critical City plans and programs, including Specific Plans, park planning, fees, and infrastructure master plans.
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DE NOVO PLANNING GROUP (PRIME

CONSULTANT)
De Novo Planning Group is a land use and environmental planning firm specializing in community planning, environmental studies, and sustainability planning. The founding principals have successfully completed hundreds of projects consisting of general plans, specific plans, housing elements, environmental impact reports, negative declarations, initial studies, NEPA analyses, climate action plans, biological assessments, wetland delineations, and development projects throughout California. De Novo Planning Group incorporated in July 2008. We maintain fully staffed offices in Northern California (El Dorado Hills) and Southern California (Orange County).

We understand that the City desires a comprehensive General Plan Update that addresses all relevant regulatory requirements and builds off of the community’s assets and values. We weave economic development opportunities and fiscal sustainability principles into the planning process, emphasizing an extensive public involvement process to help residents and decision-makers reach consensus on a vision for their community’s future, assisted by a meticulous process of information gathering.

The cornerstone of our approach to this project is the extensive use of Principal level planners for all aspects of the project. Our Principals, whom are also owners of the firm, are present for all project meetings, draft all sections of all documents prepared throughout the process, and maintain open and continuous lines of communication with City staff throughout the entire project. We take tremendous pride in our ability to consistently exceed our clients’ expectations and deliver on our commitments. We encourage the City to contact our references to inquire about our recent performance preparing complex projects.

OUR MISSION
Our mission is to provide municipal and private sector clients with world-class professional services, through principal-level attention to every project. We pride ourselves on our ability to work with clients to balance the often conflicting goals of economic, social, environmental, legal, and political forces. Our services result in an integrated planning and environmental solution for every project that is technically sound, cost effective and delivered within the client's schedule.

DE NOVO SERVICE AREAS
Community Planning
» General Plans
» Visioning Plans
» Housing Elements
» Specific Plans
» Zoning Codes
» Public Facilitation
» Grant Writing
» Project Management
» Application Processing
» Project Review/Peer
Review
Environmental Studies
» CEQA Compliance
» NEPA Compliance
» Biological Studies
» Agricultural Studies
» Air Quality Studies
» Climate Action Plans
» Sustainability Planning
» Mitigation Monitoring
» Permitting
Design
» Land Use Plans
» Subdivision Layouts
» Site Planning
» Design Guidelines
Development
» Feasibility Studies
» Due Diligence Packages
» Competition Analyses
» Cost Estimate
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City of Clovis: General Plan Update and Environmental Impact Report

OUR PHILOSOPHY
Our philosophy is to proactively plan and design projects in such a way that public and environmental concerns are addressed and accommodated early in the process. We strongly believe in the use of local knowledge for developing sensible and cost-effective solutions to local concerns. Our solutions integrate local knowledge with the best available resources to achieve recognized national and international standards for planning and environmental management, to achieve a balance in local economic, social, and environmental goals. De Novo Planning Group is dedicated to fostering a partnership with each agency we serve, through listening to the community and stakeholders and reflecting the ideas and concerns we hear in the approach developed for each project.

PROVEN SUCCESS IN GENERAL PLAN UPDATES
At De Novo, we pride ourselves on delivering unparalleled work quality and ensuring high levels of client satisfaction on all of our projects. Our team of Principals own the firm, and we approach each and every project with exceptional levels of energy, enthusiasm, and accountability. All of the general plan projects that we have undertaken as a firm have been highly successful. We strongly encourage the City to contact all of our general plan references to inquire about the quality of our work, the responsiveness of our management team, and our ability to adapt to project changes without altering our budget.

PROGRESSIVE PLANNING IDEAS, CONCEPTS, AND DESIGN
SKILLS
The De Novo team includes individuals with broad urban planning knowledge and ideologies that will serve to create a General Plan that is progressive and reflects the City's philosophies, beliefs, and values. Our team includes firms with recent local experience and an understanding of pertinent local and regional issues. We have extensive experience preparing General Plans for communities facing growth and economic development pressures, while balancing the desire to retain community charm and character. We have selected a team that is extremely well suited to develop a General Plan that promotes a vibrant and thriving community supported by a land use plan, circulation plan, and policy framework that is based on the values identified by the community.

ONE PROJECT TEAM FOR ALL ASPECTS OF THE GENERAL

PLAN UPDATE
We have assembled a focused group of Principal-level planners who will be dedicated to all aspects of this project from start to finish. 206
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De Novo’s principal and senior-level staff will serve as the primary authors of each document prepared as part of this work effort (Background Report, General and EIR). By using the same focused team of planners for all stages of this process, we will ensure that each document prepared as part of this process is written in a manner that will maximize its utility later in the process.

BENEFITS OF A RELATIVELY SMALL PLANNING FIRM
The De Novo Principals have served as senior project managers with larger consulting firms in California, and through this experience we have gained intimate knowledge of the operational inefficiencies of large firms and the burdens that they can cause public agencies.

Larger firms tend to carry cumbersome over-head costs, which results in the need for higher hourly billing rates, frequent contract modifications, and can have high staff turnover, which causes changes in project managers midstream during a project. Because we remain small we are able to offer our clients with significantly lower rates, while still providing our clients with Principal-level attention to each project. We pride ourselves on our ability to deliver on our commitments, exceed expectations, and satisfy our clients with quality work on schedule and on time. Since your project managers are also firm owners, you can rest assured that there will be team continuity throughout the entire General Plan Update process.

EXCEPTIONAL EIR EXPERIENCE
Our team is well experienced with managing Environmental Impact Reports for a variety of long-range policy-level planning documents, including General Plans, Housing Elements, Specific Plans, Redevelopment Plans, Air Quality Elements, Circulation Elements, and Regional Transportation Plans, as well as complex development projects including mixed use, alternative energy, hospitals, schools, and parks. Our broad experience is described in detail below.

FINANCIAL STABILITY
Our firm is financially stable, and there are no pending issues or concerns that would in any way impair our ability to deliver on our client commitments. The firm has no past or pending litigation, no planned office closures, and no planned mergers. Additionally, we carry no debt whatsoever, and we own our office building outright, which allows us to keep our overhead costs exceptionally low. 207
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City of Clovis: General Plan Update and Environmental Impact Report

MANAGEMENT APPROACH
The De Novo team is committed to providing the City with an exceptional General Plan Update process. Our team will write a General Plan that embodies the goals and priorities of the City, and provides a roadmap to achieve the City’s vision of the future, through the land use map, goals, policies, and implementation programs.

We will closely coordinate with the City and provide principal-level attention to every step of the process.

In order to ensure that the project remains within budget, on schedule, and the resultant work products are of the highest quality, our team is led by Ben Ritchie, a Founding Principal and our General Plan service lead. The following outlines key aspects of our project management approach.

INNOVATIVE AND MEANINGFUL USE OF THE PUBLIC

PROCESS
At the heart of community planning is public engagement, where those who will directly experience the impacts of policy decisions have a role in shaping their future. For the General Plan Update, engaging a broad spectrum of participants in meaningful ways involves being able to translate how big policy decisions take shape in community and how people can directly affect those decisions. Our team recognizes that good community outreach meets people where they are and provides flexibility in both timing and the avenues through which input is gathered. The General Plan determines the future shape and structure of a City – creating opportunities for people to be engaged in the update process is necessary to integrate community voice into the regulatory frameworks that shape everyday lives.

Our team proposes a multi-pronged approach to outreach that layer traditional workshops, pop-up events in different parts of the City, focus groups and online engagement that can connect with multiple population groups. In addition to linguistic differences, our team understands that culture and tradition impact how communities of people like to participate. We use specialized outreach techniques that are woven together through the planning phases with an emphasis in engaging stakeholders early and often. At the core of the outreach strategy must be careful assessment of various stakeholder interests, objectives for public involvement, how to best synchronize the public dialogue with the steps in the planning process, special communication needs for disadvantaged communities and non- English speakers, and the types of engagement activities that will be accessible and attract involvement As part of the project initiation process, our team typically conducts an outreach assessment with City staff. This provides dedicated time for staff and the consultant 208
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team to discuss past outreach efforts, confirm goals for this program, generally discuss details such as venues and materials, and identify key stakeholders. It also provides an opportunity to identify the depth of the strategy and tailored outreach tasks. Following the assessment, our team will prepare a more refined community outreach program for staff review and approval describing the goals, purpose, and desired outcome of the process; providing an outline of each technique to be used; establishing a timeline; and outlining responsibilities for both the outreach team and the City.

Our team’s outreach efforts will be spearheaded by Kearns & West.

The Kearns & West team are IAP2 practitioners – every outreach strategy we design is based in the values of good participation. Both Kearns & West project director and project manager have completed the 5-day IAP2 certification program. The core values of the International Association of Public Participation (IAP2) focus on how the community is invited into a decision – what their involvement looks like, how input influences a decision, how communication happens between decision-makers and the community, and what feedback loops are built in throughout the process. Clovis is a diverse community with unique neighborhoods that require focused engagement along the spectrum of participation. Outreach must be designed to hear the voices of those who are often not represented in the projects that shape their community.

Outreach for the General Plan must involve inviting community members to learn about the many complicated layers that have implications for balancing Clovis’ continued economic and population growth with maintaining the city’s historical legacy and residents’ access to amenities and services. It must provide meaningful input into outcomes so that the community can see how their engagement shaped the process. Community members should be invited in to evaluate the General Plan’s Guiding Themes, infill development strategies and policies, economic development, and upcoming RHNA allocations. But for the public to see how their input shapes a process, the community outreach program should provide clear timelines for policy decisions, how input informs these decisions and the eventual decision-point outcomes.

BALANCED FISCAL APPROACH
As a long-term blueprint to address the community’s vision regarding land use, growth, circulation, conservation, sustainability, and the provision of infrastructure and services, the General Plan will consider and promote Clovis’ fiscal and economic sustainability.

De Novo is sensitive to Clovis’ need to balance growth in order to accommodate the City’s housing and economic development 209
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City of Clovis: General Plan Update and Environmental Impact Report needs, while ensuring that the City retains its charm, character, and high level of public services and amenities.

In order to provide information to the decision-makers regarding the implications of the General Plan in terms of future revenues and costs associated with growth, the General Plan Update effort will include a detailed fiscal analysis.

The General Plan effort will include an updated Economic Development Element. The Economic Development Element will provide a framework for maintaining fiscal and revenue stability for the City. The City already employs many strategies to achieve fiscal sustainability. These approaches will be reviewed and new or modified methods of ensuring that consistent funding is in place to serve existing and new development under the Preferred Land Use Alternative will be developed. The work effort will recognize challenges facing the City, such as the potential for reduced revenues from changes in state law and policy (including the recent loss of Redevelopment funds), effects of the recession (development, City investments, etc.), property value reassessments, and other issues that the City may face.

The Economic Development Element will also address the City’s economy from the standpoint of the private sector. Measures to maintain and improve the City’s competitive position in the regional economy, improve diversity of the City’s economy and jobs base, increase opportunities for employment and upward mobility for the local labor force, and encourage redevelopment of underutilized commercial and industrial land will be identified through the goal and policy framework.

STRICT ADHERENCE TO THE PROJECT SCHEDULE AND
BUDGET
Our project team is fully committed to delivering the General Plan and Program EIR to the City Council for adoption within a 3 -year period. We thrive under tight deadlines and we have a track record of meeting or exceeding our project schedules time and time again.

Our use of Principal-level staff throughout all stages of the project allows us to work quickly, efficiently, and produce preliminary draft documents of superior quality. Our project managers take a very active, hands-on role, and we diligently manage our team and coordinate with City staff to ensure that all parties are continuously aware of pending deadlines, outstanding tasks, and draft work products that will require staff review. The project schedule included in this proposal is aggressive, yet fully achievable. We will implement a range of strategies and techniques to make the most efficient use 210
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of staff time, and our work program includes the preparation of staff reports, meeting summaries, and workshop materials.

We take tremendous pride in our ability to adhere to our project budgets. Our project managers are owners of the firm, and to this end, we have the authority to take any steps necessary to ensure that our projects remain on budget. We strongly encourage the City to call every single one of our General Plan references and specifically inquire about the extraordinary steps we take to ensure we do not modify or exceed our budgets. This regularly includes the addition of extra meetings and hearings, the inclusion of additional General Plan Elements, and the allocation of staff time and resources beyond the levels identified in our proposal, at no extra charge to the City. We know that this is a unique way of doing business, but it has proven to yield tremendously successful General Plan projects. All of our General Plan clients have invited us back to do additional planning work following completion of their General Plan Updates. We are in this business for the long-term, and building trust and confidence with our clients is the single greatest thing we can do to build loyalty and repeat business.
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AND STAFFING
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TEAM ORGANIZATION AND STAFFING

DE NOVO KEY STAFF
The following provides an overview of the qualifications and experience of De Novo’s key staff that will be assigned to this project. The Clovis General Plan will be personally managed and directed by Ben Ritchie, a Founding Principal and leader of our General Plan service line. Founding Principal, Beth Thompson, will serve as a senior project advisor. Principal Planner Christina Erwin will lead our team’s efforts on the EIR. Senior Planner William Crenshaw will serve as our internal assistant project manager. De Novo will utilize several additional team members not specifically listed in this proposal to assist with research, writing, and analysis. We are committed to structuring our workload and availability to meet the project schedule and ensure delivery of products of the highest quality.

CITY OF CLOVIS
Sub-consultant T eam
De Novo Planning Group
Ben Ritchie
Principal-in-Charge | Project Manager
Beth Thompson
Principal Planner
Christina Erwin
Principal Planner
William Crenshaw
Senior Planner
Kittelson
Traffic/Circulation
Tim Erney
Senior Principal
Mike Aronson
Senior Principal Engineer
JZMK
Design
Tim Haagen
Senior Planner
Andrew Watkins
Principal
Kearns & West
Public Outreach
Jenna T ourje-Maldonado
Vice President & Senior
Facilitator
Matt Marvin
Senior Associate
EPS
Economics
Amy Lapin
Principal-in-Charge
Emilio Balingit
Project Manager
Jason Moody
Principal, Senior Advisor
Saxelby Acoustics
Noise
Luke Saxelby
Noise
Provost & Pritchard
Infrastructure
Sara Allinder
Principal Planner
Heather Bashian
Principal Engineer
Duke CRM
Cultural Resources
Curt Duke
Principal Archaeologist
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City of Clovis: General Plan Update and Environmental Impact Report BEN RITCHIE – PRINCIPAL-IN-CHARGE AND PROJECT

MANAGER
Mr. Ritchie is a Founding Principal with De Novo and is responsible for managing long range planning documents, completing complex and controversial CEQA documents, and facilitating community outreach and public communications efforts for the firm. Mr. Ritchie will serve as Project Manager and will be the primary point of contact with City staff.

Mr. Ritchie’s experience includes a variety of land use, transportation, and sustainability projects throughout California. Mr. Ritchie has served as the project manager for dozens of General Plan Updates throughout his career, including but not limited to the cities of Lathrop, Brentwood, Atwater, Cotati, Campbell, Milpitas, Lake Forest, Sebastopol, Sonoma, Red Bluff, Jackson, Willows, Glenn County, and Colusa County. Mr. Ritchie was also the project manager and primary author of the recent Clovis General Plan Review Summary Report.

Mr. Ritchie is very adept at leading and facilitating the public outreach, visioning, and consensus building process required for a successful General Plan Update. Mr. Ritchie has extensive experience communicating complex topics in public forums in a manner that enhances community participation, understanding, and interest in community planning topics.

Mr. Ritchie is an expert in Green House Gasses and has developed a partnership with the Attorney General’s office and ICLEI- Local Governments for Sustainability to develop methodologies that local agencies can implement to address climate change at the local level and to achieve compliance with AB 32 and SB 32. Mr. Ritchie served as the Environmental Coordinator for the City of Rancho Cordova, where he oversaw the environmental planning division and the preparation of all CEQA documents prepared by staff and outside consultants. This experience has given Mr. Ritchie the knowledge of how local agencies use and implement planning documents, and specifically general plans, on a day to day basis. He has extensive experience preparing the full range of General Plan Elements and General Plan EIRs.

Mr. Ritchie graduated from Cal Poly San Luis Obispo with a bachelor’s degree in Political Science and a Master of City and Regional Planning.

He is regularly invited back to Cal Poly to guest-lecture in the City and Regional Planning Department.
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BETH THOMPSON - PRINCIPAL PLANNER
Ms. Thompson is a Founding Principal with De Novo with over 25 years of professional planning experience. Her responsibilities include general plan preparation and management, senior review of environmental documents, environmental planning, Housing Element updates, policy document preparation, and contract planning.

Ms. Thompson specializes in Community Planning, CEQA and National Environmental Policy Act compliance. Her experience includes the preparation and management of numerous General Plan projects, including the Colusa County General Plan Update, Cotati General Plan Update, Brentwood General Plan Update, Sebastopol General Plan Update and Zoning Code, Half Moon Bay General Plan Housing Element, Zoning Code, and Land Use Element/Local Coastal Program Revisions, City of Lakeport Housing Element Update, City of Escalon Housing, Air Quality, Circulation, and Land Use Elements Update, Town of Paradise Housing Element Update, and City of Lakeport Housing Element Update. Ms. Thompson also has extensive experience preparing and managing General Plan EIRs, including the City of Colusa GP EIR, the City of Manteca Circulation Element Update EIR, the City of Jackson Land Use and Circulation Element Update EIR, the El Dorado County General Plan Amendment EIR, the City of Elk Grove General Plan Amendment EIRs, the Mendocino County General Plan EIR, and senior CEQA review of the City of Livingston General Plan Master EIR. Ms. Thompson is an industry leader in the field of Housing Elements, and General Plan EIRs, and she has a proven track record of successfully completing complex and legally defensible environmental and planning documents. Ms.

Thompson graduated from the University of California, Davis with a bachelor’s degree in Environmental and Resource Sciences.

CHRISTINA ERWIN - PRINCIPAL PLANNER
Christina is a principal planner with De Novo Planning Group and has more than 20 years of experience in environmental planning for public- and private-sector clients throughout California. She has successfully managed the preparation of many CEQA documents involving urban infill, greenfield development, major sports and entertainment venues, hospitality projects, general plans, and large- scale specific plans. Christina’s specialty is working on technically and politically complex, multifaceted projects that require a high degree of coordination and interface with multiple stakeholders. She develops and guides the strategic application of CEQA for projects, with a focus on streamlining environmental review, providing rigorous environmental analysis, identifying implementable mitigation measures, and helping clients achieve their project objectives. 215
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City of Clovis: General Plan Update and Environmental Impact Report Christina graduated from the University of California, Davis with a bachelor's degree in Environmental Policy Analysis and Planning.

WILLIAM CRENSHAW – SENIOR PLANNER
Mr. Crenshaw is a Senior Planner with De Novo Planning Group, and is responsible for project support, management and research in the preparation of General Plans and environmental documents.

He has been with De Novo for 10 years, and has served as a key planner for comprehensive General Plan Updates in Lathrop, Manteca, Campbell, Milpitas, Willows, Jackson, Glenn County, and Red Bluff. Mr. Crenshaw’s General Plan project work has included public outreach, research, environmental document writing, and policy preparation. He graduated from UCLA in 2011 with a Bachelor’s Degree in Geography, and continued his studies at Cal Poly San Luis Obispo where he received a Master of City and Regional Planning (MCRP). Throughout his academic endeavors, he received multiple honors including two UCLA scholarship recognition awards “In recognition of high achievement and outstanding promise,” as well as the 2013 Errett Fisher Foundation Scholarship.

SUBCONSULTANTS
We are proud to partner with the following firms to complete the Clovis General Plan Update and EIR. The project team identified below has worked with De Novo on numerous General Plan projects throughout California. Our track record of successful collaboration has resulted in a seamless team of professionals prepared to offer the City the highest level of professionalism and synergy.

KEARNS & WEST (COMMUNITY OUTREACH)
Kearns & West is a collaboration and strategic communications firm founded in 1984. Our high-stakes projects include work at the local, regional, and national levels, covering the essential sectors of energy, water, marine resources, land use and natural resources, community and regional planning, transportation, technology, and equity and inclusion. Kearns & West fosters creative, inclusive, equitable, and enduring solutions to public interest challenges by cultivating collaboration and connection among the communities and institutions we serve. Kearns & West offers a spectrum of services to help our clients identify and connect with the people that lead to project success. Whether it is facilitating complex processes for public involvement, providing neutral conflict resolution services to chart viable solutions, or increasing visibility by strategically putting messages in context before the right audiences, Kearns & West offers expertise and a diverse toolset to help our clients achieve their goals. 216
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We combine decades of experience with new tools of engagement to customize our approach to the project at hand. Kearns & West is expert at integrating innovative and leading-edge collaborative technology solutions to connect and engage stakeholders regardless of location.

JENNA TOURJÉ-MALDONADO, AICP - PRINCIPAL & SENIOR

FACILITATOR
Jenna Tourjé-Maldonado is a Principal at Kearns & West with over 17 years of experience in community engagement, stakeholder facilitation, and urban planning. She is passionate about partnering with communities on the path to creating healthy, whole, and equitable places, where people love where they live and have a voice and a stake in the future. Through her experience as an outreach professional, urban planner, and educator, Jenna’s unique expertise informs each one of her projects. Jenna loves place-based projects that connect neighbor to neighbor. Her projects involve multi- pronged outreach techniques and scale outreach to engage even the hardest-to-reach community members.

Throughout her career, she has led community engagement for general plans throughout California and is currently conducting outreach for several general plan updates and housing elements.

Jenna is currently leading outreach for five general plan updates in diverse communities in California, incorporating beautiful design, branding and communication to communicate what zoning and planning changes look like in communities. Jenna is certified by the International Association of Public Participation (IAP2). She has served as Planning Commissioner for the City of Costa Mesa and co- instructed the Graduate Planning Practicum for the Master of Urban Planning and Public Policy department at UC Irvine from 2014-2020.

MATT MARVIN – SENIOR ASSOCIATE
Matt Marvin is a Senior Associate with Kearns & West with nearly eight years of experience planning and implementing robust public engagement and strategic planning processes on a local, regional, and statewide scale. He is a seasoned project manager who designs and institutes holistic processes that are grounded in transparency and collaboration. He has served as the project manager for numerous projects across California and in the Central Valley specifically in the fields of land use planning, climate adaptation, water resources, and transportation. Matt has family across California's Central Valley, including Madera County, where his in-laws worked for the Department of Agriculture and Department of Environmental Health. Through these local relationships, Matt has 217
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City of Clovis: General Plan Update and Environmental Impact Report come to know, understand, and appreciate Clovis' rich history and community-focused atmosphere.

KITTELSON & ASSOCIATES
Kittelson & Associates, Inc. (Kittelson) has provided transportation engineering, planning, and research services to public agencies and private organizations since 1985. An S-Corporation, the firm was established in Portland, OR, where it remains headquartered. Today, Kittelson has a staff of over 370 in 25 offices across the U.S., including four offices in California (Oakland, Sacramento, Orange, and San Diego). With this breadth of staffing, Kittelson is able to meet client needs with national expertise and local experience.

Kittelson has developed deep familiarity with local, regional, and state transportation engineering and design requirements, including best practices and context-sensitive treatments for active transportation and safety projects. In addition, we have been working across the state to develop and implement new transportation metric in response to Senate Bill (SB) 743, including the preparation of new transportation impact study guidelines, vehicle-miles traveled (VMT) mitigation measures, and transportation impact fee programs.

Unique skills and services that Kittelson brings to this project include:
» Transportation Planning
» Bicycle and Pedestrian Planning
» Multimodal Planning
» Traffic Operations
» Safety Analysis
» Travel Demand Forecasting
» Transit Planning
» Development Services
» Geometric Design
» Grant Application Support
TIM ERNEY – SENIOR PRINCIPAL
Tim is a transportation planner with more than 25 years of experience with planning and engineering projects throughout California. A senior principal with Kittelson, Tim’s primary focus has been on managing analyses and documentation for environmental review projects, access and circulation studies, sustainable transportation practices, TDM measures, parking evaluations, pedestrian and bicycle reviews, and data collection programs. His experience includes detailed technical analyses of local and regional roadway facilities, including traffic forecasting, modal split analyses, traffic 218
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diversion, and operational analyses. He has experience coordinating with local and regional transportation and environmental agencies in San Francisco and the Bay Area, and has been leading the firm’s efforts on the evaluation of emerging technologies and alternative evaluation metrics.

MIKE ARONSON, PE – SENIOR PRINCIPAL ENGINEER
Mike Aronson has over 40 years of experience in all aspects of transportation planning and traffic operations analysis. He has managed transportation studies for general plans, major corridor studies, rail transit extensions, highway projects, and development master plans. Mike has developed and updated travel demand models using all major software programs and has led training programs in travel modeling and planning applications. Mike specializes in producing consistent and defensible results from complex transportation planning processes, and clearly explaining those results in presentations and documentation.

EPS (ECONOMIC DEVELOPMENT AND FISCAL

SUSTAINABILITY)
EPS is a land economics consulting firm, experienced in the full spectrum of services related to real estate development, the financing of public infrastructure and government services, land use and conservation planning, and government organization.

EPS was founded on the principle that real estate development and land use-related public policy should be built on realistic assessment of market forces and economic trends, feasible implementation measures, and recognition of public policy objectives, including provisions for required public facilities and services. These are EPS’s areas of expertise:
» Economic Development and Revitalization
» Fiscal and Economic
» Impact Analysis
» Housing Policy
» Land Use and Transportation
» Parks and Open Space Economics
» Public Finance
» Public-Private Partnership (P3)
» Real Estate Economics
Since 1983, EPS has provided consulting services to hundreds of public- and private-sector clients in California, Colorado, and throughout the United States. EPS has offices located in Oakland, 219
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City of Clovis: General Plan Update and Environmental Impact Report Sacramento, and Los Angeles, California, and Denver, Colorado. EPS’s clients consist of cities, counties, special districts, educational and other nonprofit institutions, multijurisdictional authorities, property owners, developers, financial institutions, and land use attorneys.

EPS’s professional staff includes specialists in public finance, real estate development, land use and transportation planning, government organization, and computer applications. EPS excels in preparing concise analyses that disclose risks and impacts, support decision making, and provide solutions to real estate development and land use-related problems.

EPS has decades of experience in assisting with major planning efforts such as Specific Plans, Master Plans, and General Plans. In major planning projects, EPS’s expertise in real estate, labor force, demographics, and housing affordability ensures that plans are successful by aligning policies with existing market dynamics.

Additionally, EPS’s specialization in fiscal impact analysis ensures that new development under proposed plans does not negatively impact local finances.

AMY LAPIN | EPS PRINCIPAL | PRINCIPAL-IN-CHARGE
Principal Amy Lapin will serve as EPS’s Principal-in-Charge and oversee all aspects of the analytical process. Since joining EPS in 2003, Amy has assisted public- and private-sector clients in creating viable land use and financial strategies for numerous master plan and specific plan projects throughout California and the Pacific Northwest. Amy brings a wealth of knowledge regarding economic conditions in the broader Clovis market and has conducted several recent analyses related to real estate market conditions, real estate feasibility, fiscal impact analysis, and public finance for projects throughout the Central Valley and in Northern California. Amy also has assisted local jurisdictions and broader regions on the preparation of regional, housing, and specific plan goals, strategies, and implementation actions to achieve targeted economic development objectives. Amy is currently working on a General Plan Update for the City of Rancho Cordova.

EMILIO BALINGIT | SENIOR ASSOCIATE | PROJECT

MANAGER
Senior Associate Emilio Balingit will serve as Project Manager for the Clovis General Plan Update, leading the technical analysis for EPS and handling project coordination and administration. Emilio brings experience from the public and private sector in a wide variety of planning disciplines, including land use planning, entitlements, and urban economics. With EPS, he has served on a number of 220
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relevant projects, including public facilities financing plans, fiscal impact analyses, real estate market studies, and housing affordability analyses.

JASON MOODY | EPS MANAGING PRINCIPAL | SENIOR

ADVISOR
EPS Managing Principal Jason Moody will serve as a Senior Advisor for the Clovis General Plan Update, providing strategic guidance and technical expertise for the Project team as needed. Since joining EPS in 1996, he has worked extensively for a variety of public- and private- sector clients in the areas of economic impact analysis, regional economics and competitiveness, development feasibility, and fiscal analysis. He regularly participates in major planning efforts, participating in numerous General, Specific, and Precise plans for jurisdictions in California and elsewhere.

JZMK PARTNERS (URBAN DESIGN)
JZMK Partners is a dynamic and award-winning international architectural and urban planning firm that has built a reputation based on the premise that design solutions should be creative, inspirational, and provide long-term value. The firm has distinguished itself as an innovative problem solver in the design of single and multi-family housing, including affordable and senior communities, as well as in luxury and resort projects.

The JZMK team is passionate about design excellence and innovation.

This enthusiasm for our work creates positive energy within the office and filters through to create a collaborative spirit among our team members. Our group of highly skilled and multi-disciplinary specialists embrace this collaborative spirit and work together to balance environmental ethos with development objectives when developing solutions for clients. With their fingers on the pulse of emerging industry trends, our highly skilled professionals are sought- out speakers across the country.

ANDREW WATKINS – PRINCIPAL
Andrew Watkins is an architect, urban designer, and planner with over 20 years of professional experience. Andrew is licensed in California and Massachusetts. As a Principal at JZMK, his work focuses on large-scale urban design projects that explore the confluence of ecology and urbanism. Andrew has led the design of community plans, urban design, and new city planning projects in diverse locales, the United States, China, Indonesia, India, South Africa, Botswana, Ethiopia, Germany, Italy, Armenia, and Mexico.
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PROVOST & PRITCHARD (INFRASTRUCTURE)
In 1968, Provost & Pritchard Consulting Group began a tradition of engineering excellence in the San Joaquin Valley. Over the course of more than 50 years, Provost & Pritchard has grown in size, services offered, and geography with eight office locations throughout California. With more than 240 employees, our staff is diverse in their specialties, including civil and agricultural engineers, hydrogeologists, environmental specialists, planners, land surveyors, construction managers and field representatives, and support personnel.

Our diverse range of services includes:
» Environmental Planning & Review
» CEQA and NEPA Compliance
» Community Planning & Design
» Civil Engineering
» Agricultural and Urban Water Planning
» Air and Water Regulatory Compliance and Permitting
» Land Surveying
» Geographic Information Systems (GIS)
» Construction Management Services
Since the beginning, Provost & Pritchard has worked with our clients to ensure seamless progression for their projects. Our reward is the long-term relationships we have built with our clients and the positive, significant impact we strive to make in the community. Whether the task is big or small, Provost & Pritchard consistently works to bring each project to a successful completion.

SARA ALLINDER, AICP – PRINCIPAL PLANNER
Sara Allinder has more than 23 years of professional experience, currently serving as a Principal Planner. Throughout her career, she has actively participated in and led the development of multiple general plans and development code updates. Ms. Allinder has also provided contract staffing services for numerous local planning agencies in the San Joaquin Valley and understands how the policies and regulations outlined in general plans and zoning codes are implemented in day-to-day operations at the counter.
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HEATHER BASHIAN, PE, QSD – PRINCIPAL ENGINEER
Heather Bashian has more than 21 years of professional experience, currently serving as a Principal Engineer. Ms. Bashian has experience with municipal infrastructure planning and design, master planning, and grant writing and administration experience. She has extensive experience in planning and designing engineering for infrastructure projects including water supply and distribution, water main replacements, water metering, wastewater collection and rehabilitation, wastewater lift stations, stormwater collection projects, and recycled/reclaimed water distribution.

SAXELBY ACOUSTICS (NOISE)
Mr. Saxelby has been practicing acoustic and noise control engineering for the past 18 years and is a Board Certified member of the Institute of Noise Control Engineering (INCE). He is an expert in the requirements of the California Environmental Quality Act (CEQA) relating to noise impacts and has been involved in the preparation of hundreds of noise studies, including CEQA Environmental Impact Reports (EIR) and Mitigated Negative Declarations (MND). He is also a recognized expert witness in issues relating to building acoustics and noise control and has given testimony on various legal projects including construction defect claims and CEQA litigation.

Mr. Saxelby has extensive experience in the use of complex noise modeling programs including the Federal Highway Administration (FHWA) Traffic Noise Model (TNM), the CadnaA (Computer Aided Noise Abatement) sound prediction model, the SoundPLAN acoustic model, the Federal Aviation Administration’s (FAA) Integrated Noise Model (INM), and the Enhanced Acoustic Simulator for Engineers (EASE) model.

Mr. Saxelby has teamed with De Novo Planning Group to successfully complete over a dozen comprehensive General Plan Updates and EIRs.

DUKE CRM (CULTURAL AND HISTORICAL

RESOURCES)
DUKE CRM provides private and public clients with the highest quality archaeological, historical, and paleontological consulting services. At DUKE CRM, we balance the importance of preserving significant historical, archaeological, and scientific resources with the needs of a growing and changing human environment. To do this we approach each project with sound science combined with regulatory strategy to seek development solutions. DUKE CRM staff are experts in the California Environmental Quality Act (CEQA), the 223
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City of Clovis: General Plan Update and Environmental Impact Report National Environmental Policy Act (NEPA), and the National Historic Preservation Act (NHPA, Section 106).

DUKE CRM staff has vast experience on several thousands of projects working with many federal and state agencies, including: Caltrans,

FHWA, SHPO, ACOE, FRA, CPUC, CEC, BLM, USFS, ACHP, DOD, FCC, DWR, and SWRCB, to name a few. In addition, we regularly work for local agencies.

Mr. Duke will be the DUKE CR M Principal Archaeologist. In addition, DUKE CR M maintains additional staff who will be involved in day-to- day implementation of any projects/tasks. Additional field, lab, and research personnel, as well as specialists are available, as necessary.

CURT DUKE, M.A., RPA, PRESIDENT, PRINCIPAL

ARCHAEOLOGIST
Mr. Duke has 25 years of professional cultural resources experience.

He received his B.A. in Anthropology in 1994 from the University of California, Santa Cruz, and his M.A. in Anthropology in 2006 from California State University, Fullerton. His M.A. thesis focused on prehistoric mortuary analysis in southern California. Mr. Duke meets the Secretary of Interior Standards for an Archaeologist, Principal Investigator and he is a Registered Professional Archaeologist (RPA No. 15969). He is well-versed in Section 106 of the NHPA, NEPA, and CEQA. He has conducted more than 3,500 cultural resources assessments for various clients in California, Nevada, and Arizona.

Mr. Duke is responsible for ensuring that the quality of analysis and reporting meets or exceeds appropriate local, state, and federal standards.

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PROJECT ROLES AND ORGANIZATION
The table below identifies key staff members and their respective roles and tasks for this project. The hours allocated to each key task are identified in the project budget. All key personnel will be available to the extent proposed for the duration of the project, and no person identified below shall be removed or replaced without prior written concurrence of the City.

Firm Key Staff Project Role
De Novo Planning
Group (Prime)
Ben Ritchie
Beth Thompson
Christina Erwin
William Crenshaw
• Project Management/ Quality Control
• Existing Conditions Report
• Alternatives Analysis
• Policy Development
• General Plan Preparation
• Public Outreach Facilitation
• EIR Preparation
• Staff Reports
Kearns & West
(Outreach)
Jenna Tourje-
Maldanado
Matt Marvin
• Project Branding and Marketing
• Workshop facilitation
• Comprehensive Outreach and Engagement Plan
• Digital Engagement
Kittelson Associates
(Traffic and Circulation)
Tim Erney
Mike Aronson
• Background Report (Traffic)
• Alternatives Analysis
• GP Circulation Element
• EIR Traffic Analysis
EPS Amy Lapin
Emilio Balingit
• Economic Market Analysis
• Fiscal Analysis of Alternatives
• GP Economic Development and Fiscal Elements
JZMK Partner Andrew Watkins • Urban Design
• Land Use Alternatives
Provost & Pritchard
(Infrastructure)
Sara Allinder
Heather Bashian
• Infrastructure Analysis
• Alternatives Analysis
• EIR preparation
Saxelby Acoustics Luke Saxelby, INCE • Background Report (Noise) • GP Noise Element
• EIR Noise Analysis
Duke Cultural
Resources (Cultural/
Historical)
Curt Duke • Background Report
• EIR Analysis
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REPRESENTATIVE PROJECT EXPERIENCE
(DE NOVO PLANNING GROUP)

CITY OF LATHROP- GENERAL PLAN UPDATE AND EIR
The De Novo team recently completed a comprehensive update to the Lathrop General Plan and EIR. De Novo Principal Ben Ritchie served as the project manager, coordinating deliverables, meeting facilitation, and subconsultant performance. The work effort began with an extensive public outreach and visioning process and preparation of a detailed Existing Conditions Report. Other key tasks include the preparation of a Community Profile Magazine, Outreach Summary Report, Community Vision Statement, and workshops dedicated to the topic of Environmental Justice.

The updated General Plan provides extensive opportunities for economic development, maintains strict fiscal sustainability, enhances the preservation of natural resources in and around the City, and ensures continued quality in the built environment under increasing growth pressure. Our team worked closely with BAE Urban Economics, Saxelby Acoustics, and Peak and Associates throughout all stages of this project.

We developed innovative solutions customized for the City’s unique needs, including notable changes to the City’s Land Use Map to facilitate desired light industrial development opportunities, coupled with cutting-edge policy approaches to reduce land use conflicts through the application of best practices.

The General Plan was successfully adopted and the EIR was certified in September 2022.

Project Schedule: April 2019 – September 2022.

Project Budget: $828,615. No budget changes occurred, and the project was completed under budget.

Project Website: https://lathrop.generalplan.org/
Client Reference: Rick Caguiat, Community Development Director. (209) 941-7266 [email protected]
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CITY OF MILPITAS - GENERAL PLAN UPDATE AND EIR
The De Novo team completed a comprehensive update to the Milpitas General Plan and EIR in 2021. De Novo Principal Ben Ritchie served as the project manager, coordinating deliverables, meeting facilitation, and subconsultant performance. The work effort included extensive coordination with the City’s General Plan Advisory Committee (GPAC), several working sessions with the City Council, and a comprehensive and robust community engagement program that offered numerous opportunities for virtual and in- person participation.

The updated General Plan includes several new optional elements to address topics of local importance, including Community Health and Wellness, Parks and Recreation, Community Design, Conservation and Sustainability, and Utilities and Services.

Our team worked closely with W-Trans, BAE Urban Economics, Saxelby Acoustics, and Peak and Associates throughout all stages of this project.

As part of our efforts to update the City’s Land Use Map, we identified numerous key Opportunity Areas throughout Milpitas, and conducted analysis to optimize a diverse mix of land uses aimed at reducing VMT, promoting mixed use, achieving commercial revitalization, and establishing new residential densities to support the recently opened BART station in the City.

The General Plan was successfully adopted and the EIR was certified in March 2021.

Project Schedule: February 2017 – March 2021.

Project Budget: $1,200,000. No budget changes occurred, and the project was completed under budget.

Project Website: https://milpitas.generalplan.org/
Client Reference: Ned Thomas, AICP, City Manager. (408) 586-3273 [email protected]
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GLENN COUNTY- GENERAL PLAN UPDATE AND EIR
The De Novo team recently worked with Glenn County to complete a comprehensive overall of their existing, outdated, General Plan.

Our team conducted comprehensive outreach and visioning efforts, including a detailed outreach summary report and community vision statement. We also completed the existing conditions report and the issues and opportunities report. Our team worked closely with the County’s GPAC to finalize the Draft General Plan and the Land Use Map.

Key policy issues addressed in the General Plan Update include protection and preservation of the County’s agricultural economy; strategies to attract appropriate levels of commercial development to bolster local job opportunities and County revenue-generating opportunities; focusing new growth in and around existing communities in order to preserve agricultural and open space lands; and development of circulation policies that meet state requirements, yet remain appropriate for rural communities.

Project Schedule: April 2019-June 2023.

Project Budget: $744,805. No budget changes occurred, and the project was completed within budget.

Project Website: https://glenncounty.generalplan.org/
Client Reference: Mardy Thomas, Director of Planning and Community Development. (530) 934-6540 mthomas@ countyofglenn.net
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CITY OF WILLOWS- GENERAL PLAN UPDATE AND EIR
De Novo just completed a full update the City of Willows’ General Plan, which had not been comprehensively updated since 1974. Given the City’s limited financial and in-house staff resources, we developed a focused work program that allowed us to prepare a full update (complete re-write) to the General Plan without compromising quality, outreach, and customization. The City’s new General Plan includes all seven of the State-mandated elements, and addresses additional topics such as economic development and agricultural preservation.

The General Plan was successfully adopted and the EIR was certified in January 2023.

Project Schedule: April 2019-January 2023.

Project Budget: $160,000. The project was completed within budget.

Client Reference: Karen Mantele, Principal Planner. (530) 934-7041 [email protected]
CITY OF BRENTWOOD – GENERAL PLAN UPDATE AND EIR
The De Novo team completed a comprehensive update to the City of Brentwood’s General Plan and preparation of a General Plan EIR.

De Novo Principals Beth Thompson and Ben Ritchie served as the project managers, coordinating deliverables, meeting facilitation, and subconsultant performance, and Mr. McMurtry served as Principal Planner. The work effort began with an extensive public outreach and visioning process and preparation of a detailed Existing Conditions Report. Other key tasks include an Opportunities and Constraints Report, three Land Use Map Alternatives accompanied by a Land Use Map Alternatives Report, and opportunities for property owners to submit parcel change requests. Our team worked closely with the City’s General Plan Working Group to complete comprehensive policy sets for all General Plan topics.

The updated General Plan provides extensive opportunities for economic development, maintains strict fiscal sustainability, enhances the preservation of natural resources in and around the City, and ensures continued quality in the built environment under increasing growth pressure. Our team worked closely with W-Trans, BAE, JC Brennan and Associates, and Peak and Associates throughout all stages of this project.

We developed innovative solutions customized for the City’s unique needs, including the establishment of a Priority Development Area in the northwest area of Brentwood, along the SR 4 corridor. This area included detailed planning priorities and standards for the 229
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City of Clovis: General Plan Update and Environmental Impact Report development of a mixed use area that would accommodate a range of business park uses, regional commercial uses, and a range of residential densities that would support the future extension of eBart to the area.

The General Plan was successfully adopted and the EIR was certified in July 2014.

Project Schedule: October 2012-July 2014. The project was completed ahead of schedule.

Project Budget: $637,535. No budget changes occurred, and the project was completed within budget.

Client Reference: Erik Nolthenius, Planning Manager. (925) 516-5137 [email protected]

OTHER RELEVANT GENERAL PLAN EXPERIENCE
City of Jackson General Plan and EIR
City of Manteca General Plan and EIR
City of Campbell General Plan and EIR
City of Pittsburg General Plan and EIR
City of Oakley General Plan and EIR
City of Willows General Plan and EIR
City of Cotati General Plan and EIR
City of Sebastopol General Plan and EIR
City of La Verne General Plan and EIR
City of Lake Forest General Plan and EIR
City of San Jacinto General Plan and EIR
City of Indian Wells General Plan and EIR
City of San Marcos General Plan and EIR
Colusa County General Plan and EIR
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SUBCONSULTANT PROJECT

EXPERIENCE

KITTELSON ASSOCIATES EXPERIENCE

CITY OF CLOVIS VMT IMPLEMENTATION AND

SUPPLEMENTAL EIR
Kittelson assisted the City of Clovis with developing its SB 743 approach and updated transportation impact analysis guidelines.

Kittelson provided considerations and recommendations for vehicle- miles of travel (VMT) metrics, thresholds, screening criteria, and other elements of its approach, as well as researching VMT mitigation measures that would be effective in Clovis. Kittelson then developed the City’s updated transportation impact analysis guidelines to include both updated CEQA requirements and local transportation analysis. The Kittelson team conducted case studies for prototype development projects.

As a follow-on, the Kittelson team prepared a Supplemental Environmental Impact Report (EIR) on the General Plan Circulation Element Update to address VMT. Kittelson updated the land use forecasts in the Fresno County activity-based travel model maintained by the Fresno Council of Governments (Fresno COG) to be consistent with the General Plan and the latest development proposals, and provided CEQA impact analysis and VMT mapping for future development areas. The Supplemental EIR can now be used for tiering by individual development projects.

Client Reference: David Merchen, City Planner, City of Clovis, (559) 324-2346, [email protected]

FRESNO WEST AREA SPECIFIC AREA PLAN EIR
The Fresno Specific Plan of the West Area is providing a plan for approximately 7,077 acres on the west side of SR 99. The plan will allow for buildout of over 50,000 housing units and over 50,000,000 square feet of non-residential uses. Kittelson conducted the transportation impact analysis for the EIR and assessed effects that would result in significant impacts under the CEQA guidelines, as related to VMT as the primary performance metric. Kittelson supported the City in evaluating the appropriate circulation system to support the development, and updated and applied the Fresno COG activity- based travel model, which was used to estimate the existing and horizon-year average VMT metrics for the TAZs that comprise the Specific Plan area and Fresno County. The Fresno model was also 231
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City of Clovis: General Plan Update and Environmental Impact Report used to develop horizon-year forecasts with the buildout of the Specific Plan area.

Client Reference: Jill Gormley, Public Works Department, Traffic Operations and Planning Division, City of Fresno, 559-621-2489, Jill.

[email protected]

FRESNO COG MODELING SUPPORT
Kittelson is one of four consultants selected by Fresno COG to apply the Fresno County activity-based travel demand model in support of transportation impact analysis and VMT studies, and the single consultant selected to support COG staff in Regional Transportation Plan modeling. Kittelson has provided travel forecasts and VMT analysis for numerous individual projects including the Clovis Circulation Element Update, the Fowler General Plan Update, the Fresno West Specific Plan, the Clovis Unified School District Fowler- Herndon site, and the Clovis Owens Mountain Parkway project.

Client Reference: Santosh Bhattarai, Fresno Council of Governments, [email protected], 559.233.4148

CITY OF LOS BANOS GENERAL PLAN UPDATE
Kittelson supported a significant update of the City of Los Banos general plan. The proposed General Plan 2042 brings the general plan up to date with latest state and federal legislation around urban development, transportation, climate resilience, and safety, and addresses the city’s growth, economic development, sustainability, and conservation of open space and land resources. The plan responds to local and regional housing needs, promotes economic growth, fosters local job creation, enhances quality of life, and protects natural and agricultural resources. In addition to citywide planning issues, General Plan 2042 provides goals and policies for enhancing downtown Los Banos as the vibrant center of the city and community. Kittelson prepared a comprehensive update to the Circulation Element with an updated roadway network of roadways and functional classifications to connect with the regional network and plans for a state route bypass highway. The updated circulation element was also designed to include complete street elements to its major arterial (SR-152) and to reflect planned completion of a major alternative road to alleviate east-west traffic from the City’s major corridor.

Kittelson led the transportation analysis, developing the Circulation Element of the General Plan Update and the corresponding Environmental Impact Report (EIR) prepared for environmental review under the California Environmental Quality Act (CEQA).

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segment and vehicle miles traveled (VMT) analysis, and alternative transportation options. The results of the analysis and transportation recommendations were included in the General Plan Update document.

KEARNS & WEST EXPERIENCE
CITY OF NEWPORT BEACH “LISTEN & LEARN”

CIRCULATION AND HOUSING ELEMENT UPDATE AND
GENERAL PLAN UPDATE – OUTREACH AND COMMUNITY

ENGAGEMENT
In 2019, the City of Newport Beach began a “Listen & Learn” process to hear from the community in developing a community-based vision for a future comprehensive General Plan Update. The City elected to start with focused updates of the Circulation and Housing Elements.

In this highly engaged community, transparent and thoughtful community engagement have helped build towards consensus on both the circulation and housing element policies.

For “Listen & Learn,” Kearns & West created branding reflecting Newport Beach’s coastal character and culture, developed an interactive website, prepared interesting materials about the existing General Plan, hosted a day long community festival and community meetings in the City Councilmembers’ districts. Kearns & West, working closely with both City public works and planning staff and the consultants, is now implementing a robust virtual engagement strategy for the Circulation and Housing Element updates, including continued online engagement, and multiple workshop series on circulation, housing, and environmental justice. The workshop formats have evolved and have included parallel online input, live discussion, project team panels, polls, and video.

Building on Kearns & West’s track record of successful engagement in Newport Beach, Kearns & West is continuing outreach and engagement for the Newport Beach General Plan Update process.

The project team is currently launching Phase 1 of three phases for the General Plan Update.

Project Schedule: 2019 – 2022
Reference:

Seimone Jurjis, Deputy Director of Community Development 100 Civic Center Drive Newport Beach, CA 92660
(949) 644-3210 | [email protected]
Total Fee: $858,000
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City of Clovis: General Plan Update and Environmental Impact Report CITY OF IRVINE GENERAL PLAN UPDATE – OUTREACH AND

ENGAGEMENT
The City of Irvine is preparing a focused update to its General Plan.

Irvine 2045 General Plan Update will contain goals and policies to help the City reach its vision ensuring Irvine’s high quality of life is preserved and enhanced as the City matures. The City of Irvine is utilizing a community engagement process that will foster community members’ and stakeholders’ participation in planning for a General Plan reflective of community values and aspirations. Kearns & West is leading engagement for the general plan update, facilitating two series of focus groups, in-person and virtual workshops, developing workshops-in-a-box for staff to lead, and developing outreach and engagement trainings for City staff to build capacity.

Project Schedule: 2022 – Present
Reference:

Marika Poynter, Manager of Planning Services
City of Irvine
1 Civic Center | Irvine, CA 92606
949-724-6000
[email protected]

CALIFORNIA DEPARTMENT OF WATER RESOURCES (DWR)
– 2022 CENTRAL VALLEY FLOOD PROTECTION PLAN
UPDATE
The Central Valley Flood Protection Plan (CVFPP) guides the State’s participation in managing flood risk and describes a programmatic vision for flood system improvements over time in accordance with the requirements of the Central Valley Flood Protection Act of 2008.

The 2022 CVFPP Update addresses: climate change; flood protection project implementation accomplishments and outcomes; and alignment with other State efforts, including the Governor’s Water Resiliency Portfolio and the Sustainable Groundwater Management Act.

Kearns & West served as the stakeholder engagement lead for the 2022 CVFPP Update which featured an extensive, multi-faceted outreach process focused on addressing key improvements to the Central Valley’s maintenance and operations of flood infrastructure.

Specifically, this included ensuring resilience to increased flooding due to rising temperatures while uplifting ecological restoration, recreational opportunities, and agricultural lands. Kearns & West was tasked with engaging an array of stakeholders ranging from local 234
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flood entities, agricultural interests, non-governmental organizations, tribal communities, small and/or disadvantaged communities, and elected officials. This engagement included work groups, formal and informal briefings, targeted stakeholder meetings, open houses, public workshops, and webinars. The 2022 CVFPP Update was adopted in December 2022.

EPS EXPERIENCE

LAKE FOREST GENERAL PLAN UPDATE
EPS was engaged as part of a multidisciplinary team to update the General Plan for the City of Lake Forest, located in the area of Orange County commonly referred to as the Saddleback Valley. Incorporated in 1991, the city is both an affluent residential community, as well as a growing business hub in Orange County. The City is looking for ways to differentiate itself from its neighbors and continue to attract new residents and businesses. This includes providing a greater range of housing products and commercial amenities that can attract younger residents to the area. As a mostly built-out community, the City is also re-positioning itself from welcoming new large-scale tract development to supporting the maintenance, preservation, and renewal activities that serve to improve quality of residential, business, and recreational environments. EPS served as the economist for a multi-disciplinary team retained by the City of Lake Forest to complete the General Plan and subsequent mixed-use zoning code update. EPS provided analysis and findings related to baseline socio- economic and real estate market trends to inform community and stakeholder considerations of long-term growth prospects and development typologies achievable over in both the near term and over life of the General Plan. EPS also developed an interactive model that compared the fiscal implications of various Plan Alternatives on the City’s General Fund budget. EPS subsequently supported General Plan implementation with financial analysis for five mixed- use activity centers/ focus areas in the city. The new codes include five distinct types of mixed-use designations rooted in best planning practices as well as market and financial analysis, with the goal of encouraging new mixed-use development combining residential product with complementary retail, office, hotel and industrial uses.

Dates: January 2028–June 2020
Budget: $78,600
EPS Staff: Jason Moody, Principal-in-Charge; Julie Cooper, Project Manager
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City of Clovis: General Plan Update and Environmental Impact Report Client Reference: Gayle Ackerman, Director of Community Development, City of Lake Forest; (949) 461-3460; Gackerman@ lakeforestca.gov
Link to Work Product: Lake Forest Economic Development Element

FRESNO CITYWIDE FISCAL IMPACT ANALYSIS AND

INTERACTIVE MODELING TOOL
EPS was retained by the city to develop a user-friendly, interactive fiscal modeling tool to evaluate the fiscal implications of specific projects, area plans, or zoning categories (e.g., residential, commercial, office, etc.), differentiated by location in the city. EPS estimated the unique impact of various land use categories on all General Fund revenues affected by growth and development, accounting for difference in tax rates by location. On the cost side, EPS worked closely with City staff to understand the context of General Fund departmental budgets, including annual and one-time revenues and expenditures, as well as consideration of deferred maintenance and actual versus optimal service levels (informed with reference to historic budget trends). The model was developed to allow for sensitivity analysis (e.g., variations in levels of service and service demands, the amounts and types of growth, and the location of growth) to identify the key determinants to long-term fiscal sustainability. The work builds on EPS fiscal analysis for the City’s General Plan and negotiation support on a Property Tax Sharing Agreement with the County.

EPS worked with the city to enhance the geographic- and project- specific functionality of the tool through the use of the ArcGIS Urban platform, a Web-based modeling and planning system built on the Esri Geospatial Cloud and integrated into the City’s existing Online ArcGIS platform. The tool allows the city to visualize, track, and review development programs throughout their life cycles, providing a high- level view of the scope, status, and local context of projects citywide.

EPS provides technical support, including a training session with city staff and on-call availability to ensure the tool meets city needs.

Dates: June 2021–July 2023
Budget: $200,000
EPS Staff: Jason Moody, Principal-in-Charge; Amy Lapin, Principal-in- Charge
Client Reference: Sophia Pagoulatos, Planning Manager, City of Fresno; (559) 6218062; [email protected]
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FRESNO SOUTHEAST DEVELOPMENT AREA SPECIFIC PLAN
EPS is assisting the City of Fresno in preparing a Public Facilities Financing Plan for the Southeast Development Area (SEDA). The SEDA Plan Area encompasses approximately 8,800 acres and is envisioned to contain more than 41,000 dwelling units and 16.7 million square feet of nonresidential uses. The Financing Plan identifies all backbone infrastructure improvements and public facilities needed to serve the proposed land uses, details the estimated costs for these improvements, and describes potential financing mechanisms that could be used to construct the improvements in a timely manner.

The Financing Plan considered costs, funding sources, and financing mechanisms for nearly $4 billion of backbone infrastructure and public facilities, including water, sewer, storm drainage, roads, parks, and transit facilities. The Financing Plan identified both new and existing funding sources and financing mechanisms to fund backbone infrastructure and public facilities as well as funding mechanisms for ongoing operation and maintenance of those facilities. Due to the large scale and lengthy timeline of the proposed development in the SEDA, the Financing Plan also included specific implementation steps to ensure that the Financing Plan maintained flexibility to adapt to changing market and land use conditions over the duration of Project buildout.

Dates: September 2020–ongoing
Budget: $73,733
EPS Staff: Amy Lapin, Principal-in-Charge
Client Reference: Phil Ault, Associate Director, Noise and Air Quality, First Carbon Solutions, Inc; (559) 930-6191; [email protected]

PROVOST & PRITCHARD EXPERIENCE

CITY OF CLOVIS WATER AND RECYCLED WATER MASTER
PLANS
The City of Clovis updated the Waster Master Plan and Recycled Water Master Plan to address future growth areas within their General Plan and incorporate drought impacts on the reliability of surface water, as well as increasingly stringent water quality regulations. Other key issues addressed in the plan included the dropped regional groundwater levels, groundwater quality, and the outflow of groundwater. As part of the update process, Provost & Pritchard reviewed the City’s water supplies, assessed opportunities to increase water supplies and reliability, evaluated existing water use records and developed new usage patterns, developed future water 237
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City of Clovis: General Plan Update and Environmental Impact Report use demands from existing data for land uses within future growth areas, reconciling available water supplies and demands, and used a water model to confirm water system infrastructure. In addition, the project consisted of developing construction cost opinions for infrastructure needed to serve existing and future users within the growth areas.

Client Contact: Mike Harrison, Past City Engineer (Retired), Thad Avery, City Engineer, City of Clovis, (559) 324-2356, [email protected]. ca.us

FRESNO COUNTY BUSINESS AND INDUSTRIAL CAMPUS

EXISTING CONDITIONS AND SERVICE CONSIDERATIONS
REPORT
The County of Fresno identified an approximately 2,940-acre site for a potential business and industrial campus development. Provost & Pritchard was engaged in summarizing the existing conditions present on-site, identifying conceptual land use plans for the project area, identifying high-level infrastructure demands, and summarizing key service considerations for the County to evaluate prior to progressing with more formal planning efforts. The focus of the existing conditions and service considerations were on water, wastewater, stormwater, traffic, and additional dry utilities. Land use considerations, such as proximity to an existing disadvantaged community and key travel and goods movement corridors were also considered.

Client Contact: Bernard Jimenez, Planning & Resource Management Officer, County of Fresno, Public Works and Planning – Administration, (559) 600-4234, [email protected]

MADERA COUNTY, LIBERTY GROVES SPECIFIC PLAN

INFRASTRUCTURE PLANS
The Liberty Groves Specific Plan project is a proposed 1,344-acre master-planned, mixed-use community. Liberty Groves proposes a diverse mixture of residential, commercial, office/light industrial, recreational, and other necessary services and community amenities.

Provost & Pritchard has been actively involved in the development of the project since 2009, beginning with an initial Environmental Site Assessment (ESA) and continuing through the completion of a Water Supply Assessment Report (WSA) and other related studies.

Recently, Provost & Pritchard prepared an Area Plan and a Specific Plan, including the infrastructure master plans for water, wastewater, storm drainage, and roads.

Client Contact: Igal Triebach, President, Greystone Equities, LLC, (310) 829-7111, [email protected]
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SCOPE OF WORK
We have prepared the following work plan in response to the City’s Request for Proposals and our experience working on other General Plan projects throughout California. All work products will be delivered in an electronic format; where hard copies of products are provided, they are specifically identified in the associated task deliverable.

This Scope of Work is divided into the following components:
» Project Management and Coordination
» Project Initiation
» Community Participation Program
» Existing Conditions Report
» Issues and Opportunities
» Land Use Alternatives
» General Plan Update
» Environmental Impact Report
» Zoning Code Updates
» Optional Task- Community Plan Update
TASK 1 – PROJECT MANAGEMENT AND

COORDINATION
De Novo will serve as the Prime Consultant of a multidisciplinary professional services team, responsible for all coordination activities, including coordination of subconsultants and administrative tasks.

For this project, De Novo has assembled a team of technical experts with a deep history and success working together to prepare and implement General Plans. We hold ourselves to the highest professional standards and we are committed to completing the project objectives on schedule and on budget.

MEETINGS WITH CITY STAFF
De Novo will facilitate twice-a-month meetings with City staff to ensure that the project is on schedule, on budget, and that any issues are quickly resolved. We assume that these twice-monthly meetings will be conducted virtually with the City’s assigned Project Manager, along with any other key City staff relevant to the focus of a given meeting.
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City of Clovis: General Plan Update and Environmental Impact Report Deliverables:
» Twice monthly virtual meetings with City staff for the duration of the project.

PROJECT ADMINISTRATION
Our strategy includes a dedicated Principal-level project manager who will be hands-on throughout the project. Our internal administration procedures include: regular check-ins with subconsultant teams; internal weekly conference calls with the management team from De Novo and each subconsultant (as relevant to the timing of the task of each subconsultant); biweekly updates to the task list, including internal deliverables necessary to meet our deliverables to the City; and establishment of a secure online file sharing site to ensure that all background documents, technical reports, updated schedules, and approach memos are readily available to each team member.

Deliverables:
» Ongoing project administration led by the Project Manager

CITY TECHNICAL ADVISORY COMMITTEE (TAC)
It is our understanding that the City will appoint a senior-staff level technical advisory committee (TAC) to provide input and guidance on key topics throughout the duration of the General Plan Update.

De Novo will facilitate meetings, data requests, and milestone documents review with the TAC throughout all phases of the General Plan Update. It is assumed that our management team would facilitate approximately six (6) TAC meetings throughout the General Plan Update process, half of which would be virtual, and half of which would be in-person. While we are flexible in terms of the timing of TAC meetings, we generally assume that they would occur at the following project milestones:
» Project kickoff and data collection
» Review and finalization of the Existing Conditions Report » Establishment of the Land Use Alternatives for analysis » Review of Land Use Alternatives Analysis
» Development of the General Plan Policy Document
» Review of the Draft EIR
Deliverables:
» Six TAC meetings (3 in-person, and 3 virtual)
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City of Clovis: General Plan Update and Environmental Impact Report TASK 2 – PROJECT INITIATION
The project will begin with the consultant team providing a high-level project overview and refined timeline at an in-person meeting and tour with City staff, collecting data, analyzing existing conditions, and e
valuating opportunities and issues. To achieve the project objectives, our experienced team will kick-off and execute a detailed existing conditions study, including preparation of background reports and other documents which will later streamline policy development and environmental review.

KICK-OFF MEETING AND TOUR
Within three weeks of receiving the notice-to-proceed, the De Novo team will meet in-person with City staff to kick-off the project and participate in a tour of the City, with a special focus on understanding key opportunity areas. We anticipate discussing the following at the kick- off meeting:
» Project management and communication protocols;
» Confirm/finalize project scope of work and schedule;
» Discuss community outreach approach; and
» Review data request for key background documents
We recommend that representatives from most (or all) City departments participate in the kick-off meeting. Following the meeting, the team will take a tour of the City to discuss key issues and opportunities.

Deliverables:
» Meeting agenda, data needs list, summary notes, tour
photos, project schedule/work plan with major work
components and milestones

BASE MAPPING
De Novo will prepare a parcel-level citywide base map in ArcGIS which will be used by all team members for all graphics for the duration of the project; this will include a high-quality aerial base map generated from existing digital sources, suitable for high-quality large format re- production. The budget for this task assumes that the City will provide the Assessor parcel data.

Deliverables:
» GIS base map
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City of Clovis: General Plan Update and Environmental Impact Report TASK 3 – COMMUNITY OUTREACH AND

PARTICIPATION
To engage the public in the General Plan Update process, the De Novo team will work collaboratively with Kearns & West to design and implement a comprehensive community outreach program that will be creative and impactful, and will utilize a variety of traditional and modern techniques. Our goal is to market the project in such a way as to garner interest and participation early and often, and to achieve notable participation throughout the entire process.

Clovis has experienced significant growth and change since the last General Plan Update, particularly to accommodate changing land use planning policies and housing trends. Despite these changes, Clovis has and seeks to continue to maintain its historical heritage and community-focused atmosphere. As a such, an important element of the general plan is to develop strategies and policies that balance ensuring sustainable growth with upholding the unique way of life resident’s value. Our team will focus on developing engagement strategies that allow the team to hear questions about development concepts so that the team can respond with policies pertaining to land use, economic development, historic preservation, and community health, among others, that help to better integrate new development with existing communities and proactively address concerns. Kearns & West Principal Jenna Tourjé-Maldonado’s extensive experience leading equitable engagement programs in support of general planning and housing projects across California will be valuable in kicking off the Community Outreach Program.

Our team proposes a multi-pronged approach to outreach that layer traditional workshops, pop-up events in different parts of the City, focus groups and online engagement that can connect with multiple population groups. In addition to linguistic differences, our team understands that culture and tradition impact how communities of people like to participate. Kearns & West uses specialized outreach techniques that are woven together through the planning phases with an emphasis in engaging stakeholders early and often. At the core of the outreach strategy must be careful assessment of various stakeholder interests, objectives for public involvement, how to best synchronize the public dialogue with the steps in the planning process, special communication needs for disadvantaged communities and non-English speakers, and the types of engagement activities that will be accessible and attract involvement As part of the project initiation process, Kearns & West typically conducts an outreach assessment with City staff. This provides dedicated time for staff and the consultant team to discuss past outreach efforts, confirm goals for this program, generally discuss details such as venues 244
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and materials, and identify key stakeholders. It also provides an opportunity to identify the depth of the strategy and tailored outreach tasks. Following the assessment, Kearns & West will prepare a more refined community outreach program for staff review and approval describing the goals, purpose, and desired outcome of the process; providing an outline of each technique to be used; establishing a timeline; and outlining responsibilities for both the outreach team and the City.

Kearns & West has designed a public outreach program for this project that will gather valuable feedback right from the beginning, resulting in Working Paper on Community Perspectives on Land Use Alternatives that meets the City’s desired timeline and is translated into a General Plan that the community is not only proud of but has ownership over.

COMMUNITY OUTREACH PROGRAM
Following the project kick off meeting, the team will prepare a Community Outreach Program in coordination with the City’s Communication Manager and Planning Manager which will serve as a guide to the community and stakeholder engagement process modeled after IAP2 values and principles. The Community Outreach Program will include elements necessary for the consultant team and City staff to create pathways for active public engagement in the General Plan Update. It will incorporate goals for participation from all segments of the community, stakeholder analysis, a communications plan, programs & activities, roles and responsibilities, and a calendar.

For each outreach activity, a schedule, date, target group, purpose, and public participation goal. In addition to outlining methods for how residents will be engaged in the process through workshops, pop-ups, focus groups and digital engagement, the plan will provide recommendations on how the City should structure the Visioning process and how to engage the public on the current General Plan themes. The Community Outreach Program will also include tools and methodology to meaningfully engage underrepresented and non-English speaking community members. Specifically, that will include the identification of organizations representing these communities and proposed means for engaging them meaningfully throughout the process.

Deliverables:
» Community Outreach Program
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GRAPHIC IDENTITY TEMPLATE
To provide a consistent look and feel for all materials and to ensure that general plan process activities are instantly recognizable as such, we will work with the City and incorporate established style guidelines to develop a graphic identity template. This includes a set of colors, fonts, and layout templates that can be used for slides, presentation boards, handouts and collateral materials, the project website, survey forms, workshop and open house signage, sign in sheets, and other uses where appropriate. During this phase, the project team and the City will create a flexible design that can be applied to appropriate materials and products identified in the Community Outreach Program.

Deliverables:
» Development of project logo and tagline
» Development of themes, fonts, and templates for workshop materials in electronic format

WEBSITE AND DIGITAL ENGAGEMENT
Kearns & West is on the cutting edge of designing and implementing intuitive, empowering, and engaging collaborative technologies that help our clients achieve their communications goals by connecting with audiences in innovative ways. Additionally, our approach to digital engagement and the selection and timing of applying specific tools are geared toward reaching all audiences, especially those that have historically not engaged in public planning processes. In other words, our approach reduces barriers to entry in the planning process and allows the public to engage at a time and manner that is convenient and accessible.

For the General Plan, our team proposes using a suite of tactics to keep the community interested and engaged. While potential options are included below, specific activities and methods will be confirmed through the development of the Community Outreach Program and may be adapted/altered as the project progresses.

Virtual Interactive Tools: There are a multitude of digital engagement tools Kearns & West has the capacity to utilize across the various outreach activities outlined above. This includes digital whiteboarding tools, such as Miro and Mural, which can be utilized to allow all participants to simultaneously share written feedback in a group discussion. Mobile polling, through platforms like PollEverywhere, can provide an opportunity to engage the full audience at once, reviewing and presenting results in real-time. Where appropriate, results can be tabulated to allow for detailed quantifiable analysis, informing ongoing discussions and decision-making.
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Notifications Plan: Our team will develop a suite of notification collateral for specific outreach events and the project overall. This can include flyers (digital and print), e-mail blasts, and a social media plan with sample postings. Our team will work with City staff to develop shorthand project updates and educational content in the form of Nextdoor posts, Facebook posts, and website updates.

Our team will create and manage a dedicated project website to share information and gather public input (De Novo owns the domain “GeneralPlan.org” so the project website will be easily identifiable, such as “Clovis.GeneralPlan.org”. The website will identify the schedule of upcoming meetings, serve as a library of General Plan documents (including staff reports, meeting agendas and minutes, technical reports, and public review drafts), and allow the public an opportunity to participate in polls, surveys, and comment on the General Plan Update process.

As part of the General Plan website, our team will prepare and facilitate two interactive online surveys to collect information on key General Plan topics (typically the first survey is focused on establishing a vision and the second survey is focused on the draft land use plan).

Our outreach team has found SurveyMonkey to be a cost-efficient yet engaging tool to gather meaningful feedback. Surveys will be based on the programs and activities defined in the Community Outreach Program. Our team also has experience with digital platforms like Grancius (Engagement HQ), Social Pinpoint, and Metroquest and will utilize them to provide an interactive online platform to supplement the traditional in-person workshops described below.

Deliverables:
» Creation and maintenance of a dedicated project website for the duration of the project
» Develop content for two interactive surveys
» Survey summaries

EDUCATIONAL MATERIALS AND ANNOUNCEMENTS
We will work with City staff to share all educational and engagement materials, along with project updates, via the City’s website, the project website, existing communication and stakeholder networks, and social media outlets. The team will develop a flyer for each workshop, e-mail blasts, website content and a social media plan with sample social media blurbs for the project. Our team will work with City staff to develop shorthand project updates and educational content in the form of Nextdoor posts, Facebook posts, and website updates. We will also recommend the following:
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City of Clovis: General Plan Update and Environmental Impact Report » Content for quarterly electronic newsletters / project updates
» Educational series on land use policy
» Project cards the size of business cards directing people to the website and other online project resources, as well as the project email and phone number.

Deliverables:
» Assist technical team with educational content
development, including layout content for factsheets and other printed materials.
» Develop Social Media Strategy
» Draft email blasts
» Maintain database of contact information collected from project website, workshops, open house townhalls, and
stakeholder focus group meetings

GENERAL PLAN VIDEO
The way people learn about General Plans has evolved over time and new multimedia engagement programs are more relevant than ever. A picture, or a video, is often worth a thousand words. To help engage the public and educate the community on why the City is updating its General Plan and how it will impact them, we will prepare a brief (2-3 minute) General Plan Update overview video. Animated text graphics will help to call-out key ideas and facts. Videos will be formatted for web and internal distribution.

Deliverables:
» One 2-3 minute General Plan Update overview video
EVERY DOOR DIRECT MAILER – OPTIONAL TASK
To ensure maximum inclusivity in the General Plan Update process, we recommend preparing and delivering a postcard-sized advertisement to every residential and business address in the City. A mailer is envisioned to include the following information:
» A brief message regarding the project components and
objectives
» The specific days, times, locations, and topics for the Visioning Workshops
» A link to the project website/contact information Our team will design the mailer and work with a local printer to prepare and deliver the mailers using the USPS Every Door Direct Mail (EDDM) delivery system. Based on USPS records, there are approximately 55,000 residential and business addresses in the City. This task includes preparation, printing, 248
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coordination with the USPS EDDM program, and delivery
(postage).

Deliverables:
» One postcard-sized direct mailer, two-sided, in black and white; approximately 55,000 mailers printed and delivered to every residential and business address in the City

JOINT PLANNING COMMISSION/CITY COUNCIL KICKOFF

MEETING
It is recommended that the first public meeting be held before the City Council and Planning Commission and will serve as an opportunity for City leadership to meet the consultant team. The meeting will serve as a “General Plan 101” with a brief overview of the General Plan process, including key steps, and opportunities for public involvement. This will also provide an opportunity for the PC and CC to provide input on key issues, challenges, and priorities for the General Plan Update to address.

Deliverables:
» Powerpoint presentation and meeting facilitation

PUBLIC WORKSHOPS & OPEN HOUSE
Our project team will host a set of seven in-person workshops throughout the update process. These workshops would focus on the following topics, and would utilize a variety of formats and strategies to maximize participation and information sharing, customized to the theme and topic of the meeting.
» Two workshops focusing on Visioning.
» One workshop focusing on Keys Issues and Opportunities » Two workshops focusing on Land Use Alternatives
» Two workshops focusing on the Draft General Plan Update The timing and dates of these activities will be determined as part of the development of the Community Outreach Program. These activities will include a diverse mix of strategies ranging from traditional workshops to design charrettes depending on the focus area of a given event. These events will include opportunities for the community to provide feedback on the Guiding Themes, the land use planning framework (or guiding principles), key issues and opportunities, land-use alternatives, and the draft General Plan. All materials will be translated into Spanish and Spanish interpretation services will be provided during the workshops and open house. 249
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City of Clovis: General Plan Update and Environmental Impact Report Deliverables:
» Preparation of logistics memo before each workshop or open house
» Workshop attendance and facilitation by a facilitator and a project coordinator
» Preparation of content for presentations, display boards, handouts, etc.
» Translation of materials if desired
» Layout and printing of materials
» Dry run to be held prior to each workshop or open house » Summary for each workshop or open house that
documents attendance, format and presentation, input, and major discussion themes

POPUP EVENTS
Popup events are an effective engagement tool for bringing information to community members and asking for their input in an informal setting. They provide the community with the ability to engage and provide feedback on their own terms rather than participating within the confines of a formal workshop. Pop-up events provide an excellent opportunity for the City and project team to spread awareness of the General Plan Update, educate the community on the importance of the General Plan, and encourage the community to participate in the Update process. Our team will support City staff to develop a strategy for implementing popup events that align with key junctures of the project and highly attended community events. Specifically, this will include developing:
» Event-specific materials.
» Interactive processes for collecting and documenting the public’s feedback.
» A list of proposed events, such as the Clovis Rodeo and ClovisFest.
» A logistics guide for the events.

Prior to the first popup event, Kearns & West will host a training session to brief City staff on the intent of these events, input sought, and roles and responsibilities for staffing the events, among other considerations. This training will allow City staff to navigate popup events confidently, in an informed manner, and collect needed feedback from the community. We recommend concentrating the pop-up events within the Visioning Phase and the Land Use Alternatives Phase of the project.
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Deliverables:
» Event-specific materials.
» Interactive processes and staff training for collecting and documenting the public’s feedback.
» A list of proposed events, such as the Clovis Rodeo and ClovisFest.
» A logistics guide for the events.

FOCUS GROUPS (4)
Focus groups will allow the project team and the City to engage in more specific discussions than could occur at public workshops and open houses. Our team will plan and facilitate four virtual focus group meetings that synchronize with the various steps in the planning process. We will work with the City to identify focus group participants from sectors that could include:

Community voices, such as historic preservation interest groups, health care providers, community benefit organizations, advocacy groups, and educational interests (e.g., Clovis Unified School District).

Local business owners and economic interests.

Housing, including affordable housing developers, realtors, brokers, housing advocates.

Focus groups will be conducted before the development of land- use alternatives. To provide time and cost efficiencies, we propose to host all four meetings virtually.

Deliverables:
» Virtual meeting facilitation
» Summary writeup of topics discussed and feedback
received
» Written materials to distribute to the focus groups prior to the meetings

COMMUNITY OUTREACH SUMMARY REPORT AND VISION
PLAN
The public engagement and visioning process will result in a comprehensive Vision Plan document that will serve as the foundation for the goals, policies, and actions identified in the General Plan. In the Vision Plan, the team will summarize the community engagement program, input received, and outreach outcomes. It will also identify the community’s goals and vision for the future as well as specific issue areas that must be carefully addressed in the General Plan and/ or Environmental Impact Report. The Vision Plan will put greater emphasis on articulating the community’s balance of quality-of-life, 251
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City of Clovis: General Plan Update and Environmental Impact Report sense of place, neighborhood preservation, economic development, and fiscal sustainability. During the initial stage of the process, the team will define clear goals and objectives and guiding principles to articulate the City’s future development potential. The Vision Plan will look into strategies related to renovation of existing facilities; land use, density, physical form and character, public spaces, mobility, relationship to natural features, and connectivity to the surrounding areas.

The document will be stylized using the project identity established during the visioning phase and will be a visually appealing document designed for ease of reading and understanding by the community.

It will be in full color and will include pictures of activities conducted.

Deliverables:
» Administrative Draft Vision Plan Document (5 copies), Final Vision Plan Document (30 copies)
GENERAL PLAN ADVISORY COMMITTEE (GPAC)– GOAL AND

POLICY DEVELOPMENT
It is our understanding that the City is planning to establish a General Plan Advisory Committee, or GPAC, to oversee development of the General Plan. Our work plan assumes that the City will assemble a GPAC that will serve in an advisory role. The GPAC may include key department heads, Planning Commissioners, Councilmembers, representatives from the community, or some combination of these groups. If so requested, our team can advise the City on the make-up and organization of the GPAC, and we will be prepared to work with whichever size and group make-up the City selects. It is assumed that all GPAC meetings will be open to the public. We will tailor our GPAC work plan to best meet the needs and skill sets of the group that is selected. For example, a GPAC consisting primarily of community members would be provided with different materials and posed different questions than a group that was made up of senior staff members and/or Councilmembers.

A series of General Plan Advisory Committee meetings will be held throughout the General Plan Update process to develop the General Plan goals, policies, land use map, economic development strategies, and discuss priority issues. These meetings will build on input from the Visioning Workshops and any Council and/or Planning Commission direction regarding issues and opportunities.

At the outset, the meetings will be focused on identifying potential land use, economic development, infrastructure, circulation, and other considerations in order to develop the Land Use Map. The subsequent meetings will be focused on goal and policy discussions related to each of the elements/topics to be addressed in the General 252
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Plan Update. A total of up to 12 GPAC meetings are assumed in this scope of work. It is further assumed that some GPAC meetings may be able to be conducted virtually.

De Novo’s project manager will facilitate each GPAC meeting. The first meeting will be an introduction to the project, an overview of the process to update the General Plan, and the feedback received from the community during the initial visioning phase. Our team will also help to establish roles and responsibilities for the GPAC, meeting rules, and prepare written materials prior to each meeting. Our team will take meeting notes, and provide written summaries of feedback received during each meeting.

Deliverables:
» Welcome packet
» Written materials for each meeting
» Meeting facilitation
» Written summaries of meeting feedback

CITY COUNCIL AND PLANNING COMMISSION STATUS

UPDATES
Throughout the process, De Novo will be available to attend City Council and Planning Commission meetings on a periodic basis to provide an update regarding the project status. It is anticipated that issues will arise during the preparation of the General Plan that will warrant Council and/or Planning Commission input prior to establishing land use alternatives, identifying key issues and strategies, and completing the draft goals and policies. In these situations, De Novo recommends that a report be made to the Council and/or Planning Commission updating them on the status of the General Plan preparation, and requesting direction on any key issues identified by the project team. Our budget and schedule anticipate four status update/check-in meetings with the Council during the General Plan Update process, in addition to public hearings identified below.

Deliverables:
» Powerpoints and any relevant printed materials
» Meeting facilitation

PUBLIC HEARINGS
The Draft General Plan and Draft EIR will be presented to the Planning Commission and City Council during the public review period to provide the community an opportunity to comment on the documents. Following completion of the Final EIR and 253
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City of Clovis: General Plan Update and Environmental Impact Report revised Draft General Plan, these documents will be brought to the Planning Commission for a recommendation and to the Council for consideration of adoption. Our scope assumes attendance at up to four public hearings for adoption of the General Plan and certification of the EIR.

Deliverables:
» Powerpoints and any relevant printed materials
» Meeting facilitation
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TASK 4 – EXISTING CONDITIONS REPORT
To prepare a meaningful General Plan, existing conditions must be understood and documented. The Existing Conditions Report will identify development patterns, natural resources, socioeconomic conditions, and environmental constraints in the City and will identify the regulatory environment for each topic. This report will be a resource for the Council, Planning Commission, City staff, and the De Novo team for the General Plan Update and Environmental Impact Report. The Existing Conditions Report will make extensive use of maps, graphics, and user-friendly non-technical terms to help make it accessible to the general public.

The Existing Conditions Report will provide background data and serve as a technical framework, while the General Plan will focus on goals, policies, and implementation. The information collected for the Existing Conditions Report will also be used as the basis for the “existing setting” sections of the General Plan EIR.

Relevant background data, including land use, transportation, infrastructure, utility, agriculture, wildfire, safety, flooding, open space and conservation plans, will be collected and reviewed.

The following topic areas will be addressed in the Existing Conditions Report:

LAND USE AND SOCIOECONOMICS
This chapter will address land use and demographics, including issues related to land use patterns, community character, and economic development. The information in this chapter will provide both a historical and current perspective on land use and is intended to assist the General Plan update process by providing both historical context and a baseline of existing land use information to be used when formulating and considering amendments to the City’s current land use pattern or when considering alternate growth and land use scenarios for the City.

ECONOMIC, REAL ESTATE MARKET, AND FISCAL

CONDITIONS AND TRENDS
As part of the Existing Conditions report, EPS will prepare a descriptive profile of the City’s existing economic conditions and trends that may impact the City’s future. This will involve evaluating baseline data and understanding implications for General Plan Element topics related to economic development. This evaluation will contribute to the framework of critical issues and challenges impacting the City to be addressed by the General Plan.
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City of Clovis: General Plan Update and Environmental Impact Report EPS will assess existing socioeconomic, demographic, and real estate market conditions and trends influencing economic development potential for Clovis. The study will analyze the supply and demand conditions and trends for a variety of land uses—including retail, hospitality, office, medical office, industrial, and residential—in the City. For each land use category and associated market sector, EPS will consider historical trends, recent market activity and performance (including rents and absorption rates), and future growth pressures and opportunities to identify core strengths, emerging niches, and underserved markets.

This analysis will focus on key issues important to the City of Clovis, including an aging residential population, the significant economic influence of the adjacent City of Fresno, the lack of shopping and services options near residential neighborhoods, leveraging and growing the medical/healthcare sector and other targeted industries to diversify the local economy, and supporting residential and nonresidential growth while maintaining a high quality of life for residents and businesses. EPS will also consider the competitive attributes and locational advantage of particular sites, neighborhoods and corridors, and identified growth areas within the City, in dialogue with the consultant team, City staff, and other identified stakeholders.

Using this analysis, EPS will summarize the strengths, weaknesses, opportunities and threats affecting the City’s long-term economic development potential in both the medium and long-term.

It will also be important to be realistic about potential economic disadvantages or the options for overcoming them so that General Plan policies can be calibrated accordingly. For example, for the retail sector, EPS will quantify retail spending, local capture, and leakage, as well as regional competition and the impact of national trends affecting consumer behavior (e.g., online shopping).

Lastly, EPS will review the City’s budget and summarize high-level trends related to the cost of providing City services and revenues received to fund those services. In addition to reviewing any significant fiscal deficits related to an imbalance of cost and revenues, EPS will also provide a summary of the various funding sources and mechanisms the City uses to fund new and existing infrastructure and public services.

CIRCULATION AND TRAVEL DEMAND MODEL
Kittelson will compile background traffic information including available intersection turn movement and roadway segment counts, freeway and ramp traffic counts from Caltrans, and planned and proposed road improvements throughout the City and within the nearby vicinity. For the purpose of this proposal, it is anticipated 256
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that recent intersection traffic volume data will be available from development transportation impact analysis reports. However, we anticipate that the Circulation Element Update will require a set of traffic counts on selected indicator road segments. Therefore, it is assumed that up to 20 48-hour road segment counts will be collected when schools are in session and outside of holiday periods to supplement recent traffic counts collected for studies in the city.

If additional count locations are necessary, Kittelson will work with city staff to identify locations for data collection and/or will prepare a scope and fee to provide the additional data collection and analysis services.

Existing vehicle-miles of travel (VMT) characteristics will be compiled from the Fresno County travel model maintained by the Fresno Council of Governments (Fresno COG).

TRANSIT
Information will be collected on all existing public and private transit options in the city, including hours and frequency of service, stop locations, and ridership. Transit improvement plans will be obtained for Clovis Transit Stageline and Round Up services as well as Fresno Area Express (FAX) and regional transit providers.

BICYCLE/PEDESTRIAN
Kittelson will collect available active transportation data from the city for a comprehensive understanding of bicycle, pedestrian, and trail facilities and activity in the city. In addition, Kittelson will review active transportation plans for adjacent cities and the county to determine facilities that connect with Clovis.

GOODS MOVEMENT
Kittelson will document official truck/heavy vehicle routes within the City, plus freight rail facilities that serve Clovis.

SAFETY
Kittelson will review the Local Road Safety Plan (LRSP) prepared by Fresno COG and Kittelson and integrate findings with current conditions. Recent (5-year) crash data will be compiled, summarized, and mapped to identify priority locations for vehicle, bicycle and pedestrian safety issues.

TRAVEL PATTERNS
Kittelson will summarize travel patterns for Clovis residents and employees based on information from the United States Census, the California Household Travel Survey and the Fresno COG travel model.

Travel metrics may include primary commute destinations, travel modes and trip lengths.
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TRAFFIC ANALYSIS
The 2014 General Plan EIR evaluated level of service (LOS) on approximately 200 roadway segments. Kittelson proposes to review the prior results and coordinate with city staff to identify up to 60 roadway segments which are most critical for identification of infrastructure issues associated with future growth that would occur with the updated General Plan. LOS thresholds will be reviewed in conjunction with the most current version of the Highway Capacity Manual and adjustments to the LOS thresholds will be recommended if warranted and implemented if approved by the city.

An Existing Transportation Conditions memorandum will be prepared to provide a baseline for the evaluation of General Plan policies and alternatives. The traffic analysis will focus on existing (2024) traffic volumes and roadway segment operating conditions.

The transit systems will be mapped (GIS and report graphics) and described, including available ridership information. Existing and planned bicycle and pedestrian systems will be mapped, including activity centers and potential gaps in the networks. Kittelson also understands that understanding long-term roadway needs with new development and changing land uses is a critical component for the development of the updated Circulation Element.

COMMUNITY SERVICES AND FACILITIES
The Community Services and Facilities Chapter of the Existing Conditions Report will describe the existing conditions and regulatory context regarding community services, including water, wastewater, education, public safety services, and parks and recreational resources within the City. These facilities and services provide a framework that supports growth and development in the City. This chapter will describe existing service levels, available resources, and planned expansion of services and infrastructure. This chapter will identify any known issues or constraints associated with the provision of services.

UTILITY SERVICES
Provost & Pritchard will document the capacity and condition of the local water supply and distribution system, wastewater conveyance and treatment system, and storm drainage capture and conveyance system based on the latest available master plan and related documents prepared for the City and service providers within the planning area boundary. Input and guidance will be sought from City public utilities and engineering representatives as well as applicable service providers. Existing conditions information will include a summary of the local legislative and regulatory framework for each topic.
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HAZARDS, SAFETY, AND NOISE
The Hazards, Safety, and Noise Chapter will discuss existing conditions and federal, state and local regulations related to natural and man- made hazards and public safety issues, including noise.

NOISE
Saxelby Acoustics will provide the background information for the Noise section, which will include descriptions of the characteristics of sound and noise and a description of transportation, stationary, and construction noise sources within the planning area. We will quantify the existing ambient noise environment within the general plan area through continuous and short-term noise level measurements and through application of accepted noise prediction methodologies.

FIRE HAZARDS
Pursuant to SB 1241, the Safety Element must be reviewed and updated to address the risk of fire for land classified as state responsibility areas (SRA), as defined in Section 4102 of the Public Resources Code, and land classified as very high fire hazard severity zones (VHFHSV), as defined in Government Code Section 51177. Our review will consider the advice included in the Office of Planning and Research’s most recent publication of “Fire Hazard Planning, General Plan Technical Advice Series” and shall also include recommended best practices for fire hazard planning.

CLIMATE ADAPTATION AND RESILIENCY
Pursuant to SB 379 and SB 1035, the Safety Element must be reviewed and updated, as necessary, to address climate adaption and resiliency strategies applicable to the City. The review shall consider advice provided in the Office of Planning and Research’s General Plan Guidelines and shall include all of the following:

A vulnerability assessment that identifies the risks that climate change poses to the City and the geographic areas at risk from climate change impacts, including, but not limited to, an assessment of how climate change may affect the risks addressed regarding flood hazards and risk of fire.

Information that may be available from federal, state, regional, and local agencies that will assist in developing the vulnerability assessment and the adaptation policies and strategies.

CONSERVATION
The Conservation Chapter of the Existing Conditions Report will discuss conservation issues related to cultural and historic preservation, air quality, GHG emissions, biological resources, geologic resources, and hydrology/water quality for the City. This chapter will also discuss open space as it relates to the preservation 259
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City of Clovis: General Plan Update and Environmental Impact Report of natural resources as part of the biological resources discussion, open space associated with managed production of surface water and groundwater resources as part of the hydrology discussion, and open space associated with public health related to geologic and hydrologic hazards as part of the geologic resources and hydrology discussions, respectively. Federal, state, and local regulations that pertain to each of these topics will also be described.

A historical resources records check will be run for the City, through the files of the Central California Information Center of the California Historical Resources Information System. This will provide information on numbers and types of recorded resources in the City.

A check of the Sacred Lands files will be conducted for the City to identify any resources listed with the Native American Heritage Commission. The list provided of groups with concerns in the City will also be used for SB 18 and AB 52 consultation.

ENVIRONMENTAL JUSTICE
Per SB 1000, when a City revises two or more General Plan elements concurrently and has areas defined as “Disadvantaged Communities” (DACs), the City must address environmental justice (EJ) in their General Plan. The California Communities Environmental Health Screening Tool (“CalEnviroScreen”) version 4.0, developed by the California Environmental Protection Agency (CalEPA), is the recommended method to identify DACs. CalEPA defines a DAC as a “low-income area that is disproportionately affected by environmental pollution and other hazards that can lead to negative health effects, exposure, or environmental degradation.”
CalEnviroScreen assigns composite scores to census tracts in California based on aggregate data from 21 indicators including potential exposures to pollutants, adverse environmental conditions, socioeconomic factors, and the prevalence of certain health conditions. Census tracts with a composite CalEnviroScreen score of 75 or higher are considered DACs.

Deliverables:
» Administrative draft report for staff review (electronic files in Word and PDF)
» Screencheck draft for staff report (electronic files in Word and PDF)
» Final Existing Conditions Report (PDF files)
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TASK 5- ISSUES AND OPPORTUNITIES

ISSUES AND OPPORTUNITIES REPORT
A critical step in preparing the draft General Plan is to hear from the community and General Plan Advisory Committee to: 1) develop a vision, 2) articulate core values for the community, 3) identify key issues/opportunities to be addressed by the General Plan Update, and 4) identify land use options. De Novo will incorporate the vision statement and core values into an Issues and Opportunities Report that will be used for the life of the General Plan Update to communicate the intent of the update, opportunities and issues to be addressed by the update, potential land use and growth constraints, and community preferences. This document will provide the City Council and City staff with a resource tool that will facilitate the development of policies and guide the direction of the General Plan Update. It is anticipated that the Issues and Opportunities Report will be prepared as a series of memos or “white papers” focused on key issues and challenges. Anticipated Issues and Opportunities topics include:

Infrastructure: Provost & Pritchard will identify challenges and opportunities based on the preparation of the Existing Conditions Memo. Challenges and opportunities will focus on issues applicable to the General Plan update, including anticipated service or infrastructure improvement limitations.

Economic and Fiscal Issues: EPS will prepare an executive summary-level memorandum of key economic development and fiscal sustainability issues based on the research and analysis in the Existing Conditions Report and input from the community, General Plan Advisory Committee, Planning Commission, City Council, and other stakeholders. Each topic will be concisely summarized, including key opportunities, challenges, and potential policy solutions.

In concert with the Fiscal Sustainability Analysis, this memorandum will serve as guiding documents for formulating the policies and implementation actions included in the Economic Development and Fiscal Sustainability Element.

Traffic and Transportation: Kittelson will prepare a concise summary memorandum on transportation issues and opportunities, based on key findings from the Existing Conditions Report. The issues will include challenges of extending transportation infrastructure and services into new growth areas, and funding resources.

Considerations of social equity and environmental justice in the provision of transportation infrastructure and services will also be included to ensure that appropriate mobility options are available for city residents, employees and visitors.
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City of Clovis: General Plan Update and Environmental Impact Report Sensitive Natural Communities: De Novo will prepare an analysis and overview of sensitive habitat and natural resources, including species of concern, agricultural lands, and other sensitive resources. The analysis will address potential constraints to growth and development, identify potential conservation and mitigation strategies, and will help inform the development of the Land Use Alternatives.

Environmental Justice and Community Health: De Novo will prepare an overview of disadvantaged communities within and around Clovis, and provide concepts and tools for City consideration when addressing topics related to environmental justice and community health and wellness.

The Issues and Opportunities Report provides a means of focusing the community’s attention on key issues and opportunities that have major policy implications as Clovis considers how it wants to grow in the next 20 years, while balancing the City’s economic development, housing, quality of life, and natural resource needs.

Environmental and other constraints to be considered in the General Plan Update process will be identified and depicted on maps and figures. The Issues and Opportunities Report will summarize and proactively utilize information derived from the community visioning workshops, stakeholder interviews, Existing Conditions Report, City staff observations, and input provided by the General Plan Advisory Committee, Planning Commission, and City Council.

Deliverables:
» Technical memos or “white papers” on the topics/issues identified above
» Summary report of key issues and potential strategies 262
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TASK 6- LAND USE ALTERNATIVES REPORT
The General Plan Land Use Map is one of the most important and consequential components of the General Plan. The Land Use Map determines how the City will grow, where the City will grow, and what types of land uses will be allowed. These decisions have tremendous influence on the types of housing available in the community, the types of jobs and industries the City can attract, the level of infrastructure and public services required to serve new and existing development, fiscal implications related to revenue generation and service expenditures, and the availability of parks and open space resources.

As noted in the General Plan Update Strategy Report, which was prepared by De Novo Principal Ben Ritchie, some of the major themes that emerged during the discussion with the City Council, Planning Commission, department heads and stakeholders included the following:

There is a strong desire for orderly, cohesive growth that will necessitate expansion into and potentially beyond the City’s existing Sphere of Influence (SOI).

The extension of infrastructure needed to support growth and expansion of the City will be confronted with funding challenges and must be planned for accordingly.

Public safety and high-quality services are a hallmark of Clovis and the City must maintain high levels of services for residents and businesses going forward.

The City should aggressively attract new industry while at the same time capitalize on its position as a medical hub and nurture the growth of the medical/healthcare economy.

A well thought-out and cohesively planned Land Use Map is likely the single-most effective tool available to the City to address these goals and priorities.

Making significant changes to the Land Use Map can be a daunting task. In order to make an informed decision about future land uses and growth areas, the City will want to understand the implications of its decisions. A Land Use Alternatives Report can be a very effective and powerful tool, however, there are notable cost implications associated with this task, which are discussed in greater detail below.

This report will provide a summary of community, staff, and City Council/Planning Commission input related to land use changes and up to three land use map alternatives. The comparative analysis will assess potential changes to Clovis’ Land Use Map and land use designations (allowed uses, densities, development intensities) both 263
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City of Clovis: General Plan Update and Environmental Impact Report inside the City limits in areas that are already developed (change areas), and outside of the City limits in areas that have not yet developed (new growth areas). This will include review and analysis of the existing General Plan’s designations and plans for the Northwest and Northeast Urban Centers, and the potential establishment of new growth areas or urban centers beyond what is currently shown in the existing General Plan. Each alternative will be analyzed to determine potential growth effects and the alternative’s consistency with the community’s vision. This document will serve as the primary tool to aid the City in determining the appropriate future mix and intensity of land uses for the General Plan Update. The report will focus on locations located both inside and outside of the City, including key opportunity areas, corridors, and potential growth areas within the SOI and beyond.

Additionally, it is recommended that the City provide opportunities for land owners within the Planning Area to request changes to their parcel’s land use designations during the GP update. It is recommended that the City establish a formal application process wherein property owners can complete an application and questionnaire explaining their requested change, and the rationale for it. The City would then compile and map all of the requested changes, and include them within one or more of the alternatives maps developed for further review and analysis in this report. The City can then review the parcel change requests within the context of the land use themes developed during this process, and determine which requests warrant approval and which are not appropriate in helping the City achieve its larger land use goals.

LAND USE VISION
In order to inform the development and consideration of the land use alternatives, De Novo will prepare figures that conceptualize the community’s general land use preferences based on the community’s input regarding general land use characteristics, areas for growth, open space, recreation, housing, and circulation improvements.

OVERVIEW OF LAND USE ALTERNATIVES
Following the background information regarding community input and City leadership input, three land use alternative maps will be developed. One land use alternative will be the No Project (Existing General Plan) Alternative. The land use alternative maps will depict general plan land use designations by residential density and intensity, non-residential land uses, land use concepts for the Planning Area, new and expanded roads, parks, open spaces, resource protection areas, and similar uses. If new land use designations are recommended at this point, they may be reflected on one or more 264
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of the alternatives. Key characteristics of each alternative will be described in this section.

The growth potential for each alternative will be projected for 20- year and build-out conditions, taking into account past development patterns and growth rates, land use capacity, and jobs-housing balance. Projections will be presented as a statistical summary listing dwellings by density, estimated residential population, amount of non-residential use by category (commercial, industrial, office), and estimated numbers of jobs, new schools, parks, community facilities, and similar information.

EVALUATION OF LAND USE ALTERNATIVES
The land use alternatives will be evaluated with respect to each alternative’s consistency with the vision expressed by the community and other specific factors and constraints, including:

Land Use: An overview and comparison of each land use alternative will be provided that demonstrates key differences between each alternative in respect to residential, commercial/industrial, open space, parks, community facilities, and other land uses. Potential land use conflicts, including residential development intensity and commercial-industrial/urban interfaces, will be identified.

Circulation: Kittelson will support the development of the land use and circulation alternatives. In particular, Kittelson will provide input on locations with available transportation capacity, plus context- sensitive road design, transit opportunities, bicycle and pedestrian facilities, origin-destination patterns, and safety considerations.

Transportation forecasts and assessments will be prepared for up to three alternative horizon year land use/circulation scenarios analysis at two levels of analysis:
» Regional-level transportation forecasts
» Road segment analysis
The regional-level transportation forecasts will use the latest Fresno COG travel model and will consider land use changes as well as potential changes in streets, transit service, bicycle and pedestrian facilities. The outputs will be evaluated in terms of vehicle-miles of travel (VMT) statistics, total system person-hours and delay, and travel mode shares.

Road segment analysis will be conducted for each alternative for the future horizon year scenario for the 60 identified indicator segments.

The future year circulation network will be assessed for deficiencies relative to both current standards and new standards that are being considered during the General Plan update process.
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City of Clovis: General Plan Update and Environmental Impact Report For each alternative, multimodal mitigation measures will be identified to address LOS and service deficiencies. Kittelson will provide concept-level cost estimates for recommended improvements. It is assumed that city staff will provide input on key constraints such as bridges and right-of-way issues.

Public Services and Infrastructure: A comparative discussion of the need for expanded water, wastewater, drainage, and public services (police, fire, schools, etc.) will be provided for each of the land use alternatives, with an emphasis on identifying particular constraints related to service areas or extension of services to currently unserved areas. Provost & Pritchard will identify water supply and distribution, wastewater treatment and conveyance, and storm drainage system capacity issues or system deficiencies related to up to eight total land use alternatives prepared during the planning process. This assumes up to two land use alternatives for each of the three primary growth areas (north, northeast, southeast) and within the existing City boundaries. Demand estimates will be prepared based on assumptions provided or confirmed by City of Clovis staff. It is assumed that no modeling efforts will be required to determine planning level demand estimates. Potential major infrastructure improvements and planning level cost estimates will be identified.

Phasing of future major improvements will also be identified, to the extent feasible.

Safety and Environmental Constraints: The alternatives will be comparatively evaluated for potential adverse effects associated with safety issues (flooding, unstable soils, hazardous materials, etc.) and environmental constraints (sensitive biological habitats, aesthetics, mineral/energy resources, stormwater runoff and water quality, noise, air quality, greenhouse gas emissions).

Fiscal Impact Analysis of Land Use Alternatives: EPS will characterize current City fiscal conditions and what is known about the longer-term viability of cost and revenue levels. An understanding of the City’s fiscal condition is an important measure of the capacity to maintain or expand services provided by the City to residents in the future. Because the City will add residents and jobs based in part on land use designations in the General Plan, a fiscal balancing of new costs with new revenues will be necessary to ensure that this growth will not diminish the level of service delivered to all City residents.

EPS will rely on the City’s most recent Fiscal Year (FY) General Fund budget document and any other supporting information regarding the General Fund, as provided by the City, to evaluate the fiscal impacts of land use development in the City under several scenarios, including buildout of the existing General Plan and buildout of an updated General Plan under two to three land use alternatives under 266
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consideration. For quantifying fiscal revenue impacts from key revenues, including property tax and sales tax, EPS will employ a per- capita methodology, supplemented with a case-study approach, where appropriate, to estimate increases in General Fund revenues attributable to new development. For quantifying public service cost impacts such as public safety, parks, and other General Fund- supported services, EPS will use an average cost methodology to forecast service demand increases and associated expenditures by land use category.

Deliverables:
» Administrative Draft Land Use Alternatives Report (in PDF format)
» Screencheck Draft Land Use Alternatives Report (in PDF format)
» Final Land Use Alternatives Report (in PDF format)
» All printed materials and maps for workshops associated with this key milestone task
» All digital engagement materials for Storymaps and other online surveys associated with this task
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City of Clovis: General Plan Update and Environmental Impact Report TASK 7 –GENERAL PLAN UPDATE
The De Novo team is committed to providing the City a General Plan of the highest quality and will actively engage the community to develop a vision for the General Plan, prepare a policy document that reflects the desires of the City, and update the Land Use Map to be consistent with the City’s vision for the future. The General Plan will reflect requirements of the California Government Code that have been introduced since preparation of the adopted General Plan, including changes promulgated by SB 5, SB 18, AB 32, SB 32, AB 162, SB 7, AB 1358, and SB 375, and will also address recent best practices.

In order to streamline the process, we propose to maintain the Existing Conditions Report as a separate document that identifies background conditions. The General Plan document will have a minimum amount of background text, which will allow it to have a streamlined goal and policy structure. Where applicable, goals, policies, and actions will be cross-referenced between sections to reduce overlap and redundancy. The intent of this approach is to provide a General Plan that is easy to use and is not quickly dated.

The General Plan will be a concise, technically accurate, and user- friendly document that reflects the values and priorities of the City of Clovis. The General Plan will include a liberal use of graphics and visual depictions of information, including photographs, tables, matrices, drawings, maps, and other graphics to ensure that the document is easy to understand.

This effort will begin via a robust review of the City’s existing General Plan, and discussions and consultations with City staff regarding what is working, and should be retained, as well as areas that should be revised, augmented, or expanded.

ADMINISTRATIVE DRAFT GENERAL PLAN
The General Plan Update will address changes to state law, assess the condition of the City, and provide changes or adjustments necessary to realize the current vision of residents and stakeholders for the City.

De Novo will actively engage residents and stakeholders to provide input regarding the topics addressed in the General Plan.

The existing General Plan will be thoroughly reviewed to determine components that should be carried forward and to identify areas where new goals and policies are needed to address the community’s desires as well as changes to state law since the previous update.

In preparing the General Plan Update, the De Novo team will prepare each element to ensure that all goals, policies, and actions:
» Address requirements of state law;
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» Avoid or mitigate potential environmental impacts, or are balanced by social, economic, legal, or other relevant considerations;
» Are grounded in recent and sound community planning
and resource conservation trends; and
» Are internally consistent.

STAND-ALONE ELEMENTS
It is assumed that the General Plan would include the following stand-alone elements:
» Land Use
» Circulation
» Housing (not a part of this scope)
» Conservation and Open Space
» Public Facilities and Services
» Noise
» Safety
» Environmental Justice and Community Health
» Parks and Recreation
» Economic Development and Fiscal Sustainability
» Historic Preservation and Old Town Clovis
» Administration and Implementation
We will also address other key community priorities, such air quality and flood protection, throughout these elements through the inclusion of focused goals, policies, and implementing actions.

We will work collaboratively with City staff to determine whether or not certain topics should be combined, embedded within other elements, or be prepared as stand-alone elements.

Each element will include a series of goals, policies, and implementation measures (action items) to ensure that all key issues and topics are addressed, and that a clear and feasible plan for implementation is identified. The General Plan will be crafted so as to be “self-mitigating.” If the CEQA review process identifies any necessary mitigation measures, they will be incorporated into the General Plan as policies and/or actions.
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ADMINISTRATION AND IMPLEMENTATION
General Plan implementation is necessary to achieve the vision laid out by the General Plan. The implementation section will provide feasible, practical implementation methods that ensure the General Plan does not “sit on the shelf” but instead achieves the goals it sets out. This section will help ground the General Plan in reality and assist in ensuring that is produces real results. The implementation program will identify how each implementation measure will be implemented, including the City department responsible for implementation, the funding source(s), and timing of implementation. The De Novo team will work closely with City staff to prepare this section.

Deliverables:
» The De Novo Team will provide City staff with an
Administrative Draft General Plan for review. We anticipate meeting with City staff and the TAC to review comments
and reach agreement on how to address potentially
conflicting comments. We will incorporate the City’s
comments on the Administrative Draft General Plan Update to create a Public Draft General Plan.

PUBLIC REVIEW DRAFT GENERAL PLAN
Following the City’s comments on the Screencheck Draft General Plan, De Novo will prepare the Draft General Plan for public review/ comment and use during the City’s review and approval process.

The Public Review Draft General Plan will be prepared in printed and electronic form. The Public Review Draft General Plan will be provided to the City for distribution to the public and appropriate agencies and posting on the City’s website. De Novo will be available to present the Draft General Plan and Draft Environmental Impact Report in a public workshop and/or Planning Commission and City Council meetings to provide the decision-makers and community with information regarding the intent and structure of the draft documents and to receive comments on the draft documents.

Deliverables:
» Public Draft General Plan in electronic (PDF format) and 10 printed hard-copies.

FINAL GENERAL PLAN
We anticipate that a series of public hearings will be held by the Planning Commission and City Council to consider adoption of the General Plan. As changes are requested by these decision-marking bodies, we will prepare modified General Plan text that will be provided as attachments to the staff report for consideration. De Novo will prepare a draft staff report and appropriate attachments prior to each hearing. De Novo will be available to present the 270
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General Plan and Final Environmental Impact Report at Planning Commission and City Council public hearings.

Based on Council’s direction at the adoption of the General Plan, De Novo will edit the General Plan to be consistent with any revisions approved by the Council and will prepare the final version of the General Plan.

Deliverables:
» Final General Plan in electronic (PDF format) and 10 printed hard-copies.
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City of Clovis: General Plan Update and Environmental Impact Report TASK 8- ENVIRONMENTAL IMPACT REPORT
The work program described below would result in the preparation of a Program EIR that addresses adoption and implementation of the General Plan. The Program-EIR would serve as a “tiering document” to facilitate streamlined environmental review of all subsequent development and infrastructure projects undertaken in the City, which are consistent with the General Plan.

EIR KICK-OFF AND NOTICE OF PREPARATION/INITIAL
STUDY
De Novo will prepare the Notice of Preparation (NOP) and associated initial study in accordance with the requirements of CEQA in order to define the scope of the environmental analysis. An administrative draft of the NOP and initial study will be prepared for City review.

Upon review by City staff of the NOP and initial study, De Novo will prepare the final NOP and initial study for public distribution. De Novo will submit copies to the State Clearinghouse on behalf of the City.

The project will require a public scoping meeting, and De Novo will prepare presentation materials and facilitate the meeting.

The scoping meeting will include an overview of the General Plan Update project and the environmental review process, as well as identification of environmental issues that will be addressed in the EIR. After completion of the scoping meeting, De Novo will provide a summary of environmental issues raised.

Our team will assist the City with Native American consultation as required under both AB 52 and SB 18. Duke CRM will contact the Native American Heritage Commission (NAHC) to request an SB 18 contact list. and draft consultation letters notifying the Tribes of the project and invite comments and consultation with the City. The letters will be provided to the City for review and sent via certified mail.

Duke CRM will assist the City in meeting AB 52 requirements by drafting consultation letters to those Tribes that have previously requested notification from the City regarding projects within the City’s jurisdiction and within the Tribe’s traditional use area. The letters will be provided to the City for review and sent via certified mail. Duke CRM will follow-up two times and send consultation closing letters to each tribe.

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received from the tribes. However, De Novo will assist the City with consultation, if such consultation is requested.

Deliverables:
» One (1) electronic (word and pdf) Administrative Draft, Revised Draft, and Final Notice of Preparation
» Electronic submittal of the NOP to the State Clearinghouse CEQASubmit Portal
» Coordination with City for Filing of the NOP at the County Clerk
» Facilitation of one (1) Scoping Meeting and summary notes » One (1) electronic (word and pdf) of Draft and Final AB 52 and SB 18 consultation letters
» Final AB 52 and SB 18 consultation letters sent via certified mail

DRAFT ENVIRONMENTAL IMPACT REPORT
The Draft EIR will be a Program EIR prepared consistent with the requirements of CEQA, the CEQA Guidelines, and relevant case law. The Draft EIR will be a readable, useful document that can be used to streamline review of future planning, infrastructure, and development projects that are consistent with the General Plan. The Draft EIR will consist of the chapters described below.

EXECUTIVE SUMMARY
This section will summarize the characteristics of the General Plan Update, describe areas of controversy, and provide a concise summary matrix of the project’s environmental impacts and associated mitigation measures as required under State CEQA Guidelines Section 15123. The matrix will also identify proposed General Plan Update policies and actions that provide mitigation of identified environmental impacts. Alternatives to the proposed project will be summarized and the environmentally superior alternative will be identified.

CHAPTER 1: INTRODUCTION
This Section of the Draft EIR would provide an introduction and overview describing the intended use of the EIR and the review and certification process. This section will describe the purpose of the EIR, identify CEQA Guidelines and Public Resource Code requirements for a Program EIR, and describe how the Program EIR can be used to streamline environmental review of subsequent projects. 273
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City of Clovis: General Plan Update and Environmental Impact Report CHAPTER 2: PROJECT DESCRIPTION
This Section of the Draft EIR will be consistent with the requirements of State CEQA Guidelines Section 15124 and will be based on the Project Description, described above.

CHAPTER 3: ENVIRONMENTAL SETTING, IMPACTS AND

MITIGATION MEASURES
This chapter will provide the baseline setting, general assumptions, and environmental analysis used in determining the environmental effects of the General Plan Update. This chapter will include an introductory section providing details on the “baseline conditions” assumptions for the analysis, land use forecasts for residential and non-residential uses, level of detail of programmatic analysis, consideration of key components of the General Plan Update (e.g., location of future growth, continued highest and best use of resources, conservation of natural resources, circulation system modifications, risks associated with seismic and wildfire hazards), and definition of the cumulative setting (e.g., geographic extent) and impact analysis. This section will also describe how direct and indirect environmental impacts are addressed associated with implementation of the General Plan Update and the multiple actions that may occur associated with its implementation (e.g., adoption of infrastructure master plans, update of CIPs, revisions to the Zoning Code, annexation requests, public service improvements).

Population, housing units, and non-residential uses, including employment, will be projected for the City under buildout conditions.

The Draft EIR will analyze impacts associated with buildout conditions. This section will describe the basis of and approach to the impact analysis in the Draft EIR.

The EIR will evaluate each of the following environmental issues in detail:
» Aesthetics and Visual Resources » Land Use and Planning » Agricultural and Forest Resources » Mineral and Energy Resources » Air Quality » Noise
» Biological Resources » Population, Housing, and Employment » Cultural and Tribal Resources » Public Services
» Geology, Soils, and Seismicity » Recreation, Parks, and Open Space » Greenhouse Gas Emissions » Transportation and Circulation » Hazards and Hazardous Materials » Utilities and Service Systems » Hydrology and Water Quality » Wildfire
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For each issue area, the following key components will be discussed in detail:
» Existing Setting – This component will describe the existing affected environment as it pertains to each issue area. This section will be based on the information provided in the Existing Conditions Report.
» Regulatory Framework – This component will review
federal, state, and local regulations and/or plans that apply to the specific issue area being discussed.
» Impacts and Mitigation Measures – Adverse environmental impacts resulting from implementation of the General Plan Update will be identified, analyzed, and a determination will be made as to the significance of the impact. Any feasible mitigation measures and/or proposed General Plan policies that would reduce or eliminate potentially significant
impacts will be identified. De Novo will work closely with City staff on crafting mitigation measure language and
timing that is appropriate for inclusion in the General Plan Update and is suitable for use in the typical development review process.

CHAPTER 4 CUMULATIVE IMPACTS
De Novo will assess the impacts of General Plan implementation in combination with other known, approved or reasonably foreseeable development activity in the region. This analysis will be performed consistent with State CEQA Guidelines and be based on a list of known projects in the region as well as development forecasts contained in the City, as well as consideration of General Plan updates in the region. A table summarizing projected regional growth will be provided. A clear cumulative setting for each environmental topic will be described in the Draft EIR.

CHAPTER 5 OTHER CEQA REQUIREMENTS
The chapter will address other topics required by CEQA including significant irreversible environmental effects, a summary of significant and unavoidable impacts of the project, identification of environmental areas that would have no or less than significant impact, and an evaluation of the project related to each of the mandatory findings of significance identified at Section 15065 of the CEQA Guidelines.

CHAPTER 6 ALTERNATIVES ANALYSIS
De Novo will coordinate with City staff in the development of up to three alternatives to the proposed project, including the CEQA- required No Project Alternative. The alternatives analysis in the Draft EIR will focus on alternatives that avoid or minimize environmental 275
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City of Clovis: General Plan Update and Environmental Impact Report effects as compared to the proposed General Plan Update. These alternatives will be described qualitatively and quantitatively, and contrasted with the proposed project in terms of the extent that the alternatives can achieve project objectives or reduce adverse impacts. It is anticipated that the alternatives analysis will be closely coordinated with General Plan Update planning work and will address issues of concern identified by the community.

Deliverables:
» One (1) electronic copy of the Administrative Draft EIR prepared in Microsoft Word and PDF
» One (1) electronic copy of the complete Administrative Draft EIR Appendices
» One (1) electronic copy of the Revised (Second)
Administrative Draft with incorporation of City comments in track changes
» One (1) electronic copy of the Public Review Draft EIR prepared in Microsoft Word and Exhibits (jpeg or pdf file format, as requested by City Staff)
» Three (3) bound hardcopies of the Public Review Draft EIR (with Draft document and Technical Appendices on USB
provided with each hardcopy)
» One (1) electronic copy of the Notice of Availability (NOA) » Electronic submittal of the Public Review Draft EIR
and Technical Appendices, NOC, and NOA to the State
Clearinghouse CEQASubmit portal
» Coordination with City for Filing of NOA at the County Clerk

FINAL EIR AND MITIGATION MONITORING AND

REPORTING PROGRAM
At the conclusion of the Draft EIR public review period, the De Novo team will respond to all written comments received by the City. Upon completion, copies of the Administrative Final EIR will be forwarded to the City for review. The Final EIR document will include the comment letters, responses, and revisions to the Draft (text to be revised will be shown as an excerpt demarcated with underline for new text and strikethrough for deleted text) will comprise the Final Environmental Impact Report (Final EIR), which will be a separately bound document.

With respect to the Final EIR and Response to Comments, the De Novo team anticipates 10 comment letters of normal detail (two to three pages in length), based upon our prior experience with projects of similar scope. Excess comments and/or complex comments that require additional technical analysis will be considered outside of this 276
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scope of work and cost estimate. We also assume one round of City review of the Administrative Final EIR prior to public release.

The Final EIR will include a comprehensive Mitigation Monitoring and Reporting Program (MMRP) pursuant to Section 21081.6 of the Public Resources Code. De Novo will draft the MMRP using the information contained within the environmental analysis, including the specific mitigation measures, and how the mitigation measures will be incorporated into the General Plan Update. It is intended that each mitigation measure will be incorporated into the General Plan as a policy or implementation program, and that there will not be separate measures to monitor and enforce following adoption of the General Plan. As described under Task 3, the General Plan will include an implementation program that identifies how each implementation measure will be implemented, including the City department responsible for implementation, the funding source(s), and timing of implementation.

Deliverables:
» One (1) electronic copy of the Administrative Draft, Second Administrative Draft and Final Responses to Comments
» One (1) electronic copy of the Administrative Draft, Second Administrative Draft and Final Mitigation Monitoring and Reporting Program
» One (1) electronic copy and three (3) hardcopies of the Final EIR (Final Responses to Comments, and Errata, if necessary) » One (1) electronic copy and three (3) hardcopies of the Final EIR Mitigation Monitoring Program

CEQA FINDINGS OF FACT/STATEMENT OF OVERRIDING

CONSIDERATIONS
CEQA Findings of Fact/Statement of Overriding Considerations (Findings) will be prepared that identify each potentially significant and significant impact, describe mitigation for the impact, and the resultant level of significance after mitigation. The Findings will identify each alternative and, if the alternative was not selected as the proposed project, identify why the alternative was not feasible and considerations for not selecting the alternative. For each significant and unavoidable impact, the Findings will identify economic, legal, social, technical, or other defensible reasons why the project should be approved in light of the significant effects of the project.

Deliverables:
» One (1) electronic copy of the Draft and Final Findings 277
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City of Clovis: General Plan Update and Environmental Impact Report TASK 9- ZONING CODE UPDATE
One of the key components of a successful Zoning Code update for the City will be to ensure that the Zoning Code is consistent with and furthers the implementation of the General Plan update. The General Plan update will include action items that require changes or additions to the Zoning Code. Additionally, the General Plan Land Use Map may include new and redefined land use designations, which may require changes and updates to the City’s existing zoning designations and allowed uses. We will apply our extensive and detailed knowledge of the City developed during the General Plan update to this project, and ensure that the City receives a Zoning Code that furthers the goals and vision developed for the General Plan.

The Zoning Code update will focus on changes to the existing Code identified by staff, input provided by the GPAC, changes in applicable State law since the last Code was prepared, and identification of changes required to ensure the Code is consistent with the General Plan update. The resulting product will be a Zoning Code that is well organized and provides clear and understandable guidance to City residents, staff, and elected officials.

Our work effort for this project will include a comprehensive update to the City’s Zoning Map. The Zoning Map update will ensure that parcels have consistent designations for both Land Use and Zoning, and that the Zoning Map reflects the land use goals and priorities identified in the General Plan. The City will be provided with all updated GIS files at the end of this process, which will allow City staff to continue to utilize this data well after our work efforts have been completed.

It is anticipated that the work program for the Zoning Code Update will be further refined once the Draft General Plan is completed. The content and policy direction contained in the General Plan Update will significantly influence the scope and content of the Zoning Code Update.
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TASK 10- OPTIONAL TASK: CITY

COMMUNITY PLAN UPDATE
Our team understands that an update to the Clovis Community Plan, which is overseen by Fresno County, may be undertaken as a component of the General Plan Update Process. A Community Plan is a document adopted by the County Board of Supervisors that outlines objectives and policies relevant to specific sub-areas, in this case the City’s sphere of influence (SOI). While the geographic area covered by the Clovis Community Plan is outside the City limits and therefore falls under the County’s jurisdiction, the community plan aims to incorporate the City’s interests in shaping the area’s future.

This plan will align with the City’s General Plan.

The Community Plan must adhere to Fresno County’s guidelines for community plans, covering background information, authority, and essential elements. Given that the Community Plan update would be a collaborative effort with Fresno County, we have not developed a detailed scope of work and budget for this task at this time. However, if the City and County elect to have De Novo move forward with this effort at the conclusion of the General Plan Update process, we will prepare a detailed scope and budget in collaboration with both agencies.
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SCHEDULE
We are committed to completing our entire work effort within a 36-month period. We believe this schedule is realistic based on our recent experience completing comparable projects. We anticipate that the City will complete review of all administrative draft documents within two-three weeks. City staff review of draft staff reports, powerpoint presentations, meeting agendas and materials, etc. is anticipated to occur within two to four working days, unless the materials are exceptionally lengthy.

In general, the project would be broken into three distinct phases. » Visioning and Existing Conditions
» Land Use Alternatives
» General Plan and EIR
Each project phase would last approximately one year, with notable overlap between key tasks. Public outreach efforts would be conducted throughout all phases of the General Plan Update. We anticipate that work on the Zoning Code update, and potentially the City Community Plan, would commence following adoption of the General Plan.

A more detailed project schedule will be developed following project kickoff, and it will be updated monthly to account for the fluid nature of a 3-year endeavor of this scope and scale.
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De Novo Planning GroupCost Proposal - Clovis General Plan Update OutreachTrafficEcon/FiscalInfrastructureUrban DesignNoiseCulturalDirect Costs Hours$250Hours$185Hours$165Hours$155HoursFee Fee
Meetings with City Staff 130$32,500120$22,20032$5,28012$1,860294 $61,840$38,820 $10,000$8,000 $118,660Project Administration and Meetings150$37,50020$3,7000 $0 10$1,550180 $42,750$21,455$14,150$19,300$5,000 $3,660 $106,315PHASE 1 SUBTOTAL280$70,000140$25,90032$5,28022$3,410474$104,590$60,275$14,150$29,300$13,000 $0 $0 $3,660 $0 $224,975 Kick-off Meeting and Tour 12$3,00012$2,2200 $0 0 $0 24 $5,220 $5,260$4,210 $14,690Base Mapping 12$3,00012$2,2208$1,32060$9,30092 $15,840 $15,840Data Collecton 44$11,00044$8,14020$3,30010$1,550118 $23,990 $3,000 $26,990PHASE 2 SUBTOTAL68$17,00068$12,58028$4,62070$10,850234 $45,050 $0 $5,260$7,210 $0 $0 $0 $0 $0 $57,520 Community Outreach Program 12$3,0002 $370 0 $0 0 $0 14 $3,370$6,740 $10,110Graphic Identity Template 6$1,50016$2,9600 $0 4 $62026 $5,080$5,420 $10,500Website and Digital Engagement 60$15,00012$2,2200 $0 24$3,72096 $20,940$19,430 $40,370Educational Materials and Announcements12$3,00024$4,44040$6,60010$1,55086 $15,590$16,190 $2,000$33,780General Plan Video 8$2,00040$7,4000 $0 0 $0 48 $9,400 $9,400Public Workshops 108$27,00094$17,39040$6,6002 $310244 $51,300$81,840$5,340 $10,000 $200$148,680Pop Up Events 8$2,0008$1,48016$2,6404 $62036 $6,740$4,800 $1,200$12,740Focus Groups 32$8,00024$4,4400 $0 0 $0 56 $12,440$18,250 $30,690Vision Plan 40$10,00040$7,40024$3,96016$2,480120 $23,840$9,100 $10,000 $42,940GPAC Meetings 100$25,00060$11,1000 $0 0 $0 160 $36,100$21,455$7,980 $65,535Council Meetings and Updates 40$10,00024$4,4400 $0 0 $0 64 $14,440 $12,720 $27,160PHASE 3 SUBTOTAL426$106,500344$63,640120$19,80060$9,300950$199,240$183,225$26,040 $0 $0$20,000 $0 $0 $3,400$431,905 Cultural and Paleontological Resources Assessment Report2 $500 8$1,4800 $0 0 $0 10 $1,980 $34,786 $36,766Infrastructure Background and Analysis Report6$1,5006$1,1100 $0 0 $0 12 $2,610 $27,000 $29,610Noise and Vibration Study 2 $500 6$1,1100 $0 0 $0 8 $1,610 $8,536 $10,146Transportation Analysis 6$1,50012$2,2200 $0 0 $0 18 $3,720 $52,480 $56,200Air Quality/GHG Study 4$1,00080$14,80024$3,9600 $0 108 $19,760 $19,760Econ/Market Study 8$2,0002 $370 0 $0 0 $0 10 $2,370 $42,260 $44,630Admin Draft ECR 100$25,000310$57,350360$59,400110$17,050880$158,800 $158,800Final Draft ECR 10$2,500$55$10,175$40$6,600$24$3,720129 $22,995 $1,407 $2,500$26,902PHASE 4 SUBTOTAL138$34,500479$88,615424$69,960134$20,7701175$213,845$0$53,887$42,260$27,000 $0 $8,536$34,786$2,500$382,814 Issues Memos/White Papers 40$10,000$40$7,400$12$1,980$24$3,720116 $23,100 $6,510$11,700$9,000 $50,310Issues/Ops Report 20$5,000$40$7,400$30$4,950$24$3,720114 $21,070 $3,290 $10,000 $1,000$35,360PHASE 5 SUBTOTAL60$15,00080$14,80042$6,93048$7,440230 $44,170 $0 $9,800$11,700$9,000$10,000 $0 $0 $1,000$85,670 Altenatives Identification 105$26,250120$22,20040$6,600140$21,700405 $76,750 $10,000 $86,750Draft Land Use Alts Report 200$50,000200$37,000200$33,00060$9,300660$129,300 $47,790$34,880$65,000$40,000 $316,970Final Land Use Alts Report 80$20,000100$18,50020$3,30025$3,875225 $45,675 $2,500$48,175PHASE 6 SUBTOTAL385$96,250420$77,700260$42,900225$34,8751290$251,725$0$47,790$34,880$65,000$50,000 $0 $0 $2,500$451,895

5.3: Administrative Draft General Plan220$55,000336$62,160140$23,10066$10,230762$150,490 $20,420$40,310 $2,000 $213,2205.4: Screencheck Draft General Plan 68$17,00068$12,58040$6,60010$1,550186 $37,730 $37,7305.5: Public Review Draft General Plan 40$10,00060$11,1008$1,3204 $620112 $23,040 $23,0405.6: Final General Plan 34$8,50024$4,44012$1,9800 $0 70 $14,920 $1,200$16,120PHASE 7 SUBTOTAL362$90,500488$90,280200$33,00080$12,4001130$226,180$0$20,420$40,310 $0 $0 $2,000 $0 $1,200$290,110

6.1: EIR Notice of Preparation and Scoping8$2,00040$7,40040$6,60024$3,720112 $19,720 $19,7206.2: Preparation of Administrative Draft EIR150$37,500330$61,050325$53,625128$19,840933$172,015 $43,280 $14,000 $6,800 $236,0956.3: Preparation of Draft EIR 24$6,00060$11,10040$6,60012$1,860136 $25,560 $1,500$27,0606.4: Final Environmental Impact Report and MMRP90$22,500120$22,20090$14,85028$4,340328 $63,890 $11,210 $75,1006.5: Notice of Determination 0 $0 0 $0 2 $330 0 $0 2 $330 $330PHASE 8 SUBTOTAL272$68,000550$101,750497$82,005192$29,7601511$281,515$0$54,490 $0$14,000 $0 $6,800 $0 $1,500$358,305 Subtotals 1,991497,750$ 2,569475,265$ 1,603264,495$ 831128,805$ 6,9941,366,315$ 243,500$ 231,837$ 165,660$ 128,000$ 80,000$ 17,336$ 38,446$ 12,100$ 2,283,194$ FEE (NOT TO EXCEED, NO CONTINGENCY) $2,283,19410% CONTINGENCY $228,319TOTAL FEE (NOT TO EXCEED, WITH CONTINGENCY) $2,511,513Optional Task: Direct Mailer $25,000 Task 9: Zoning Code Update $180,000
Task 10: Community Plan $60,000De Novo Planning Group reserves the right to reallocate budget between various consulting team members and between tasks, provided the overall project budget does not change.

Undefined Tasks (Budget is Rough Estimate)
GIS and Graphics
SaxelbyTOTALS
Phase 7: General Plan Update
Phase 3: Public Engagement
Printing/MailingTASK/ACTIVITY

ACTIVITY
EPS JZMK Partners
Phase 2: Project Initiation
Associate Planner
Phase 5: Issues and Opportunities
Phase 6: Land Use Alternatives
Duke TOTALSSenior Planner De Novo Subtotals
Phase 8: Environmental Impact Report
Phase 1: Project Management and Coordination
Principal Planner/Project Manager P & PKittelsonKearns & West Phase 4: Existing Conditions Report
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89 REFERENCES
77 284
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90 REFERENCES
Client references have been provided for each key project identified in the qualifications section of this proposal. References have been identified for De Novo Planning Group, as well as our key subconsultants.

We are more than happy to provide additional references upon request. 285
AGENDA ITEM NO. 19.
91 RESUMES
AA
286
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EDUCATION

MA, City and Regional Planning,
Cal Poly San Luis Obispo

BA, Political Science and History,
Cal Poly San Luis Obispo

ORGANIZATIONS

American Planning Association

Association of Environmental
Professionals

Mr. Ritchie is a founding principal at De Novo Planning Group with over 20 years of experience. Mr. Ritchie’s expertise includes managing long range planning documents, completing complex and controversial CEQA documents, and facilitating community outreach and public communications efforts for the firm. His experience includes a variety of land use, transportation, and sustainability projects throughout California. Mr. Ritchie has extensive knowledge of the nuanced interplay between CEQA and long range planning, and he has assisted numerous communities with the establishment of planning strategies to achieve effective and legally defensible approaches to economic development, sustainability and streamlined development. Ben graduated from Cal Poly San Luis Obispo with a bachelor's degree in Political Science and a Master of City and Regional Planning.

Ben Ritchie

PRINCIPAL
General Plan Update and EIR,
City of Lake Forest

General Plan Update and EIR,
City of La Verne

General Plan Update, Zoning Code
Update, Climate Action Plan, and EIR,
City of San Jacinto

General Plan Update, Housing
Element, and EIR,
City of Brentwood

PA-1 Specific Plan and EIR,
City of Brentwood

General Plan and Zoning Code
Update, Housing Element, and EIR,
City of Sebastopol

General Plan Update, Housing
Element and EIR,
City of Cotati

General Plan Update, Housing
Element, Zoning Code Update and
EIR,
Colusa County

General Plan Update EIR and Climate
Action Plan,
City of Foster City

Sustainability Element and Climate
Action Plan EIR,
City of Elk Grove

General Plan Update and EIR,
City of Campbell

General Plan Update and EIR,
City of Milpitas

General Plan Update and EIR,
City of Lakeport

General Plan Update and EIR,
City of Manteca

General Plan Update and EIR,
City of Lathrop
General Plan Update and EIR,
City of Jackson
General Plan Update and EIR,
City of Willows
General Plan Update and EIR,
Glenn County
General Plan Update and EIR,
City of Red Bluff

RELEVANT PROJECT EXPERIENCE
92 City of Clovis: General Plan Update and Environmental Impact Report De Novo Planning Group
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EDUCATION

BS, Environmental and Resource
Science,
University of California, Davis

ORGANIZATIONS

American Planning Association
Beth is a principal with De Novo with over 25 years of professional planning experience. Her responsibilities include general plan preparation and management, senior review of environmental documents, environmental planning, Housing Element updates, policy document preparation, and contract planning. Beth specializes in community planning as well as CEQA and NEPA compliance. Her experience includes the preparation and management of numerous General Plan projects. She also has extensive experience preparing and managing General Plan EIRs, development EIRs for a range of project types from ski resort master plans to hospital facilities to subdivisions. Beth is an industry leader in the field of Housing Elements and General Plans, and she has a proven track record of successfully completing environmental and planning documentation for complex projects. While with Laurin Associates (now a subsidiary of Raney Planning and Management) Ms.

Thompson prepared over sixty housing feasibility and market studies for single family and multifamily residential projects in urban and rural areas throughout the US). The market and feasibility studies identified market demand for the proposed housing types, estimated capture rates, identified applicable fees, and known constraints to development.

Beth Thompson

PRINCIPAL
General Plan Update, Housing
Element, and EIR
City of Brentwood

General Plan Update and EIR,
Housing Element
City of Cotati

General Plan Update and EIR
City of Manteca

General Plan Update and EIR, Zoning
Code Update, Housing Element, and
On-Call Staffing
City of Sebastopol

General Plan Update EIR and Climate
Action Plan
City of Foster City

Sustainability Element and Climate
Action Plan EIR/Housing Element EIR
City of Elk Grove

General Plan Annual Report & Imple-
mentation Plan, Housing Element
Updates (4th, 5th, & 6th Cycles), and
EIR Addendum
City of Lakeport

Springs Specific Plan and EIR
Sonoma County

Housing Element – 4th Cycle
City of Half Moon Bay

Housing Element – 5th Cycle;
Focused General Plan Update
City of Oakley

Housing Element – 4th & 5th Cycle
City of Ripon

Housing Element – 5th & 6th Cycle
City of Winters

Housing Element – 6th Cycle
Shasta County

Housing Element (6th Cycle),
Inclusionary Housing Study, and
Zoning Code Update
Yolo County

Housing Element Update EIR – 5th
Cycle
City of Novato

Cottage Senior Apartments NEPA
City of Manteca

Blue Mountain Terrace NEPA
City of Manteca

The Ranch EIR,
City of Rancho Cordova

Vineyards at El Dorado Hills EIR
El Dorado County

Brownfields Site Reuse and
Revitalization Planning
City of Pittsburg

CEQA Documentation: General Plan
Update and Zoning Code Update
Town of Yountville

RELEVANT PROJECT EXPERIENCE
93De Novo Planning Group
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AGENDA ITEM NO. 19.

EDUCATION

BS, Environmental Policy Analysis
and Planning, University of California,
Davis

ORGANIZATIONS

Urban Land Institute

Christina Erwin is a principal planner with De Novo Planning Group and has more than 22 years of experience in environmental planning for public - and private - sector clients throughout the California Central Valley. She has successfully managed many environmental planning projects involving urban infill, new land development, major sports and entertainment venues, general plans, and large- scale specific plans. Christina’s specialty is working on technically and politically complex, multifaceted projects that require a high degree of coordination and interface with multiple stakeholders. She develops and guides the st rategic application of CEQA for projects, with a focus on streamlining environmental review, providing rigorous environmental analysis, identifying implementable mitigation measures, and helping clients achieve their project objectives. Christina has signi ficant experience working on prominent projects and delivering high quality environmental documents within strict timeframes.

Christina Erwin

PRINCIPAL PLANNER
Downtown Specific Plan Addendum,
City of Vacaville*

Innovation Park Planned Unit
Development EIR,
City of Sacramento*

Central City Specific Plan EIR,
City of Sacramento*

Sacramento Entertainment and Sports
Center & Related Development
(Golden 1 Center) EIR,
City of Sacramento*

Sacramento Railyards Specific Plan
Update, Kaiser Permanente Medical
Center, Major League Soccer Stadium
& Stormwater Outfall Subsequent EIR,
City of Sacramento*

Village 5 Specific Plan EIR,
City of Lincoln*

Upper Westside Specific Plan EIR,
Sacramento County*

Inglewood Basketball and
Entertainment Center EIR,
City of Inglewood*

Lakeside at Sutter Pointe Addendum,
Sutter County*

Burbank2035 EIR,
City of Burbank*

2030 General Plan Master EIR,
City of Sacramento*

Convention Center Renovation and
Expansion & 15th/K Street Hotel
Projects EIR,
City of Sacramento*

Richards Boulevard Office Complex
Project EIR,
City of Sacramento*

Sacramento Valley Station Area Plan
Addendum,
City of Sacramento*

Tower 301 EIR,
City of Sacramento*

Campus Oaks/Hewlett-Packard
Master Plan EIR Addendum,
City of Roseville*

Element Hotel and Coca Cola
Building Project Addendum,
City of Sacramento*

Arden Gateway Village Infill
Environmental Checklist,
City of Sacramento*

Ice Blocks Mixed Use Development
Project Tiered MND
City of Sacramento*

Sutter County Truck Yard Study,
Sutter County*

Natomas Quad B Office Project
(Centene Corporation Headquarters)
Addendum,
City of Sacramento*

RELEVANT PROJECT EXPERIENCE
* Project was completed by Ms. Erwin while she was employed at another environmental firm 94 City of Clovis: General Plan Update and Environmental Impact Report De Novo Planning Group
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EDUCATION

MA, City and Regional Planning,
California Polytechnic State University,
San Luis Obispo

BA, Geography,
University of California, Los Angeles

Mr. Crenshaw is a Senior Planner with De Novo Planning Group, and is responsible for project support in the preparation of environmental documents, and General Plans. His previous experience includes service with several nonprofit environmental organizations, and work in the construction industry. Mr. Crenshaw’s project support work has included public outreach, research, envi ronmental document writing, and policy preparation. During his academic career, he received multiple honors including two UCLA scholarship recognition awards “In recognition of high achievement and outstanding promise,” as well as the 2013 Errett Fisher Foundation Scholarship.

William Crenshaw

SENIOR PLANNER
Truckee PC-3 SP EIR,
Town of Truckee

Pilot Flying J EIR,
City of Tulare

Amador County RTP EIR,
Amador County Council of Governments

Placer County RTP EIR,
Placer County Regional Transportation
Planning Agency

Pilot Flying J EIR,
City of Lathrop

Family Entertainment Zone EIR,
City of Manteca

South Lathrop Specific Plan EIR,
City of Lathrop

West Area Specific Plan EIR,
City of Salinas

Oakwood Trails EIR,
City of Manteca

Oakwood Landing EIR,
City of Manteca

Griffin Park Master Plan EIR,
City of Manteca

Sonoma Springs Specific Plan and
EIR,
Sonoma County

Sterling Apartments EIR,
City of Davis

Milpitas General Plan Update,
City of Milpitas,

Campbell General Plan Update,
City of Campbell,

Manteca General Plan Update,
City of Manteca,

Sebastopol General Plan Update,
City of Sebastopol,

RELEVANT PROJECT EXPERIENCE
95De Novo Planning Group
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AGENDA ITEM NO. 19.

JENNA TOURJÉ-MALDONADO, AICP

PRINCIPAL & SENIOR FACILITATOR

SUMMARY OF QUALIFICATIONS
Jenna Tourjé-Maldonado is a Principal at Kearns & West with over 17 years of experience in community engagement, stakeholder facilitation, and urban planning. She is passionate about partnering with communities on the path to creating healthy, whole, and equitable places, where people love where they live and have a voice and a stake in the future. Through her experience as an outreach professional, urban planner, and educator, Jenna’s unique expertise informs each one of her projects. Jenna loves place-based projects that connect neighbor to neighbor. Her projects involve multi-pronged outreach techniques and scale outreach to engage even the hardest-to-reach community members.

Throughout her career, she has led community engagement for general plans throughout California and is currently conducting outreach for several general plan updates and housing elements. Jenna is currently leading outreach for five general plan updates in diverse communities in California, incorporating beautiful design, branding and communication to communicate what zoning and planning changes look like in communities. Jenna is certified by the International Association of Public Participation (IAP2). She has served as Planning Commissioner for the City of Costa Mesa and co-instructed the Graduate Planning Practicum for the Master of Urban Planning and Public Policy department at UC Irvine from 2014-2020.

RELEVANT EXPERIENCE
City of San Marcos — San Marcos General Plan Update
Project Manager & Lead Facilitator | 2019 to Present
The City of San Marcos began a General Plan Update with an emphasis on economic development and infill strategies alongside a Housing Element Update. Jenna leads community and stakeholder outreach for the General Plan Update, including facilitating the General Plan Advisory Community (GPAC), in- person workshops and open house events, surveys, and digital engagement.

City of Newport Beach — Listen & Learn for the General Plan Update Project Manager & Lead Facilitator | 2019 to 2022
Jenna led the community engagement for the Listen & Learn process for Newport Beach, and helped the City transition to fully virtual meetings to meet Covid restrictions. As the City moved to respond to State requirements to address RHNA numbers, Jenna’s team transitioned to support public engagement for the Housing and Circulation elements. Throughout the project, Jenna’s team facilitated a community-partner launch event, Council District Workshops, digital engagement, and virtual meetings for both the Housing and Circulation Elements.

City of Irvine General Plan Update
Lead Facilitator | 2022 to Present
The City of Irvine is currently working to update its General Plan. As part of the process, the Kearns & West team is working to identify creative ways to integrate community members in the update process. Kearns & West is utilizing a multi-pronged approach to purposefully engage each group through community - wide workshops, focus groups, and pop-up events. Jenna serves as the Lead Facilitator during community engagement events and as a strategic advisor while planning outreach and engagement.

City of Mission Viejo — Oso Creek Golf Course and Open Space Vision Plan Lead Facilitator | 2020 to 2021

Orange County, CA

[email protected]

760-296-9355

EXPERTISE

 Public Involvement
 Stakeholder Facilitation
 Urban and Environmental
Planning

EDUCATION & CERTIFICATIONS

MURP, Urban and Regional Planning
University of California, Irvine, 2011

BA, International Development
University of California, Irvine, 2007

American Institute of Certified
Planners (AICP)
American Planning Association

Certificate, Public Participation
International Association of Public
Participation (IAP2)

MEMBERSHIPS

American Planning Association,
Orange County Chapter (OC-APA)

International Association of Public
Participation (IAP2)

96 City of Clovis: General Plan Update and Environmental Impact Report De Novo Planning Group
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AGENDA ITEM NO. 19.

Matt Marvin
Senior Associate

SUMMARY OF QUALIFICATIONS

Matt Marvin is a Senior Associate with Kearns & West with nearly eight years of experience planning and implementing robust public engagement and strategic planning processes on a local, regional, and statewide scale. He is a seasoned project manager who designs and institutes holistic processes that are grounded in transparency and collaboration. He has served as the project manager for numerous projects across California and in the Central Valley specifically in the fields of land use planning, climate adaptation, water resources, and transportation. Matt has family across California's Central Valley, including Madera County, where his in-laws worked for the Department of Agriculture and Department of Environmental Health. Through these local relationships, Matt has come to know, understand, and appreciate Clovis' rich history and community-focused atmosphere.

RELEVANT EXPERIENCE

City of Elk Grove, Old Town Special Planning Area Update Project Manager | 2020 to 2022
The City of Elk Grove is developing the Old Town Special Planning Area Update. The SPA was created to support the growth and economic vitality of the Old Town neighborhood while protecting its historical character. This update establishes zoning and development standards for land use types as well as architectural design guidelines for new commercial and residential developments within the Old Town neighborhood. The SPA Update is intended to help guide future public and private investments in the area. Matt served as the Project Manager for the Kearns & West team that led the outreach program for this process, which included the design and facilitation of public workshops and popup events as well as the development of publicly facing informational materials and surveys.

Community Mobility Resilience Plan, City of Elk Grove
Project Manager | 2019 to 2021
The City of Elk Grove’s Community Mobility Resilience Plan (CMRP) identifies detailed actions, funding strategies, and partnerships to respond and adapt to climate change impacts on the city’s transportation system. This process involved close collaboratio n with community organizations and other public agencies, and also ties into transportation -related climate change adaptation initiatives that are underway at the regional and state levels. Matt served as the Project Manager for the Kearns & West team that led the outreach program for the design, implementation, and facilitation of public workshops and working groups focused on the three primary climate -related impacts that the City identified as its highest priorities: extreme heat, flooding, and the fisca l impact to the City of declining sales tax revenue due to an expected reduction in driving and vehicle and fuel sales. The CMRP was adopted by City Council in February 2021.

2022 Central Valley Flood Protection Plan Update, California Department of Water Resources (DWR)
Project Manager | 2019 to 2022
The Central Valley Flood Protection Plan (CVFPP) guides the State’s participation in managing flood risk and describes a programmatic vision for flood system improvements over time in accordance with

Oakland, CA

[email protected]

415.697.0567

EXPERTISE

▪▪ Project Management
▪▪ Public Engagement Planning and
Implementation
▪▪ Climate resilience and adaptation
Policy Research and Analysis
▪▪ Stakeholder Assessments
▪▪ Strategic Planning Processes
▪▪ Land Use Planning
▪▪ Sea-Level Rise and Coastal
Planning
▪▪ Transportation
▪▪ Flood Risk Management
▪▪ Air Quality

EDUCATION

B.S., Environmental Studies
University of Oregon | Eugene, OR

97De Novo Planning Group
City of Clovis: General Plan Update and Environmental Impact Report 292
AGENDA ITEM NO. 19.
the requirements of the Central Valley Flood Protection Act of 2008. The 2022 CVFPP Update addresses: climate change; flood protection project implementation accomplishments and outcomes; and alignment with other State efforts, including the Governor’s Water Resiliency Portfolio and the Sustainable Groundwater Management Act.

Kearns & West served as the stakeholder engagement lead for the 2022 CVFPP Update which featured an extensive, multi-faceted outreach process focused on addressing key improvements to the Central Valley’s maintenance and operations of flood infrastructure. Specifically, this included ensuring resilience to increased flooding due to rising temperatures while uplifting ecological restoration, recreational opportunities, and agricultural lands. Kearns & West was tasked with engaging an array of stakeholders ranging from local flood entities, agricultural interests, non-governmental organizations, tribal communities, small and/or disadvantaged communities, and elected officials. This engagement included work groups, formal and informal briefings, targeted stakeholder meetings, open houses, public workshops, and webinars. The 2022 CVFPP Update was adopted in December 2022. Matt served as the Project Manager, administering workflows of Kearns & West staff and other consultants as well as overseeing development of all deliverables related to the engagement program.

California High-Speed Rail Project – San Francisco to San Jose and San Jose to Merced Project Sections Deputy Project Manager | 2016 to 2019
The California High-Speed Rail Authority (Authority) is responsible for planning, designing, building and operating the first high-speed rail in the nation. Kearns & West currently lead stakeholder engagement and outreach efforts to support environmental review of two sections of the California High-Speed Rail Project: San Francisco to San Jose and San Jose to Merced. Kearns & West designs and implements a variety of engagement activities including public workshops and open houses, community and technical working groups meetings, targeted outreach to low-income and limited English-proficient communities, coordinating with landowners on the Authority’s permission to enter process, and developing outreach and information materials. Matt served as the Deputy Project Manager and his responsibilities included designing and implementing the stakeholder engagement program, developing publicly facing informational materials, and overseeing workflows of other Kearns & West staff.

Beach Boulevard Infrastructure Resiliency Project, City of Pacifica Project Manager | 2020 to Present
To protect essential public infrastructure along the Beach Boulevard promenade, the City of Pacifica is conducting the Beach Boulevard Infrastructure Resiliency Project to replace the current seawall and outdated infrastructure. The City is committed to designing and conducting a transparent, community-based planning process that allows stakeholders and the public to provide ideas and comments that inform the development of alternatives for the Project. Matt serves as the Project Manager for the Kearns & West team that leads the engagement effort, including developing an engagement plan, designing and facilitating public workshops, development of public surveys and project website content, and conducting pop-up events.

City of Sausalito, Housing Element Update 2023-2031
Deputy Project Manager | 2021 to 2022
Kearns & West served as the engagement and outreach lead for the City of Sausalito’s Housing Element Update. The Housing Element is a required section of the City’s General Plan and it must be updated every eight years under California State law. This Update assessed the City’s current and future housing needs, particularly to identify and enable fair and equitable housing programs and policies. Matt served as the Project Manager for the Kearns & West team that led the design and facilitation of focus group meetings and public workshops. Additionally, Kearns & West assisted in the development and distribution of digital and print surveys, a project-specific website, and publicly facing informational materials.

Bay Area PEV Coordinating Council, Bay Area Air Quality Management District Project Manager | 2017 to 2022
Kearns & West facilitated BAAQMD’s Bay Area Plug-in Electric Vehicle (PEV) Coordinating Council from 2016 - 2022. The Council serves as a forum for members to discuss emerging trends and share best practices for advancing PEV adoption throughout the Bay Area. Specifically, the Council focuses on exploring means to: accelerate development of public and private EV charging installations; promote investments for the transition to EV fleets, particularly for public agencies; engaging the public and improving consumer awareness of the benefits of EVs; and ensuring equitable access to EVs and EV infrastructure. The Council is comprised of nearly 500 members representing PEV industries; state, regional, and local government agencies; research institutions; and community benefit organizations throughout the Bay Area. Matt served as the project manager and his responsibilities consisted of co-leading developing process design for and facilitation of Council and Advisory Committee meetings.
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AGENDA ITEM NO. 19.

TIM A. ERNEY | SENIOR PRINCIPAL

EEDDUUCCAATTIIOONN
 MS Transportation
Engineering, UC Berkeley
 Master of City Planning,
UC Berkeley
 BS Mechanical Engineering,
Boston University

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27 AAFFFFIILLIIAATTIIOONNSS
 American Planning
Association (APA), Member
 Institute of Transportation
Engineers (ITE), Member

PPUUBBLLIICCAATTIIOONNSS
 “Technology-Driven Transit
Oriented Development,”
Community Transportation,
Volume 28, Winter 2010
(contributor)
Tim is a transportation planner with more than 25 years of experience with planning and engineering projects throughout California. A senior principal with Kittelson, Tim’s primary focus has been on managing analyses and documentation for environmental review projects, access and circulation studies, sustainable transportation practices, TDM measures, parking evaluations, pedestrian and bicycle reviews, and data collection programs.

His experience includes detailed technical analyses of local and regional roadway facilities, including traffic forecasting, modal split analyses, traffic diversion, and operational analyses. He has experience coordinating with local and regional transportation and environmental agencies in San Francisco and the Bay Area, and has been leading the firm’s efforts on the evaluation of emerging technologies and alternative evaluation metrics.

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General Plans/Specific Plans. Tim has served as manager or principal for the transportation sections for General Plans/Specific Plans and their resulting environmental documents. This has included developing goals, policies and programs to support active transportation and new mobility options, and working with stakeholders to develop implementable actions.

Tim has supported the preparation of the Transportation Elements of CEQA and NEPA documentation, including determination of VMT-related impacts for land use and transportation projects.

City of San Jacinto General Plan Update and Environmental Impact Report (EIR); San Jacinto, CA. Tim is the transportation project manager for the update to the Circulation Element to the City’s General Plan and Environmental Impact Report. Key elements of this effort include the identification of existing and future needs for circulation, active transportation, parking, transit, and goods movement networks. Output from the RIVTAM travel demand model is being used to determine future growth in the area, including addressing the effect of major transportation infrastructure projects.

City of La Verne General Plan Update and EIR; La Verne, CA. Kittelson is developing the circulation and mobility section of the General Plan Update for the City of La Verne, which includes mobility-related policies and objectives with respect to automobile, active transportation, transit and freight circulation, and on- and off-street parking. Tim led the Kittelson team to estimate the net-new travel demand that would result from different land use alternatives, including integration with the transit services that will open in La Verne within the next five years. In addition, Tim worked with City staff to identify changes to the traffic analysis requirements and to address multimodal circulation conditions, address parking conditions, and support active transportation goals.

City of Indian Wells General Plan Update and EIR; Indian Wells, CA. Tim is the project principal to support the City of Indian Wells General Plan Update. Kittelson is updating mobility elements for the City of Indian Wells General Plan Update and the technical analysis to support the EIR document. The mobility element is focusing on expanding the bicycle and NEV network, plan to integrate regional multi-use path connections, and provide complete street policies for residents, workers and visitors. Tim provides oversight and quality control for the preparation of the mobility element update and transportation analysis to support the CEQA review.

City of Lomita General Plan Update; Lomita, CA. The City of Lomita is undertaking a comprehensive update to its General Plan to account for new regulatory requirements, address housing and land use 99De Novo Planning Group
City of Clovis: General Plan Update and Environmental Impact Report 294
AGENDA ITEM NO. 19.

MIKE ARONSON, PE | SENIOR PRINCIPAL ENGINEER

EDUCATION
 MS, Transportation
Engineering, University of
California Berkeley
 BS, Civil Engineering, Cornell
University

YEARS OF EXPERIENCE
40 LICENSES/CERTIFICATIONS
 Professional Engineer: CA
#48759

AFFILIATIONS
 Institute of Transportation
Engineers
Mike Aronson has over 40 years of experience in all aspects of transportation planning and traffic operations analysis. He has managed transportation studies for general plans, major corridor studies, rail transit extensions, highway projects, and development master plans. Mike has developed and updated travel demand models using all major software programs and has led training programs in travel modeling and planning applications. Mike specializes in producing consistent and defensible results from complex transportation planning processes, and clearly explaining those results in presentations and documentation.

PROJECT EXPERIENCE
City of Clovis Transportation Impact Guidelines and Supplemental General Plan EIR; Clovis, CA. Mike was the project principal for the updates to the Transportation Impact Study guidelines for the City of Clovis to incorporate VMT analysis per SB 743, and a subsequent General Plan Amendment to incorporate VMT impacts and mitigation. Mike has led tasks related to updating and adapting the Fresno COG activity-based model to provide VMT information that reflects existing and planned land uses in Clovis.

Fresno West Area Specific Plan EIR; Fresno, CA. Mike was Kittelson’s principal for the transportation analysis of the Fresno West Specific Plan, which would accommodate over 50,000 housing units and 100,000 jobs at buildout. The environmental analysis focused on VMT and ways to apply transportation demand management (TDM) to reduce VMT. Kittelson also provided recommendations for the circulation system and phasing of improvements. The work included updating and running the Fresno COG activity-based model.

Vacaville General Plan Update and ECAS/Climate Action Plan; Vacaville, CA. Mike managed the transportation elements of the General Plan update, Energy and Conservation Action Strategy (ECAS)/Climate Action Plan and EIR for the City of Vacaville. The evaluation considered several major alternatives for land uses and circulation in proposed growth areas. For the preferred alternative, Mike managed evaluation of 100 study intersections and required mitigation. A major component of the effort was to rebuild and recalibrate the Vacaville citywide traffic model to better represent proposed land uses and school trips. In support of the ECAS, the updated travel model was applied to test the relative effectiveness of numerous transportation demand management strategies for reductions in vehicle-miles of travel (VMT) and greenhouse gas emissions (GHG).

City of Millbrae General Plan Update; Millbrae, CA. Kittelson provided the transportation elements of the City of Millbrae’s General Plan, which included updating polices related to vehicle-miles of travel (VMT), supporting development of a Priority Development Area Specific Plan for the downtown area including streetscape recommendations, developing the city’s first Active Transportation Plan, and preparing a downtown parking study. Kittelson also provided the transportation analysis for the environmental documentation. Mike served as project manager for the General Plan and EIR and Principal for the Active Transportation Plan.

City of Los Banos General Plan Update; Los Banos, CA. Mike was the project principal for the transportation components of the Los Banos’ General Plan Update. The Kittelson team developed the Circulation Element of the General Plan Update and the corresponding Environmental Impact Report (EIR) prepared for environmental review under the California Environmental Quality Act (CEQA). Kittelson provided traffic modeling review and forecasts, roadway segment and VMT analysis, and alternative transportation options.

City of Oakland General Plan Update; Oakland, CA. Kittelson is part of the technical consulting team working with the City of Oakland to update their City General Plan. Kittelson is leading the circulation element update and assisting with 100
City of Clovis: General Plan Update and Environmental Impact Report De Novo Planning Group
295
AGENDA ITEM NO. 19.

MIKE ARONSON, PE | Senior Principal Engineer